Strategic Plan 2018 - 2022 for the State Department of Livestock (SDL)

K i l i m o H o u s e | P. O . B o x 3 4 1 8 8 - 0 0 1 0 0 , N A I R O B I Te l e p h o n e : + 2 5 4 - 0 2 - 2 7 1 8 8 7 0 | E - M a i l : i n f o @ k i l i m o . g o . k e |MINISTRY OF AGRICULTURE LIVESTOCK, FISHERIES AND COOPERATIVES STATE DEPARTMENT FOR LIVESTOCK STRATEGIC PLAN 2018 2022 LIST OF ACRONYMS ACP African Caribbean and Pacific Group ADC Agricultural Development Corporation AGOA African Growth Opportunity Act AHITI Animal Health & Industry Training Institute AI Artificial Insemination AIA Appropriation in Aid AMR Anti-Microbial Resistance AnGR Animal Genetic Resources ASALs Arid and Semi Arid Lands ASDS Agriculture Sector Development Strategy ASGTS Agricultural Sector Growth and Transformation Strategy ASTGS Agriculture Sector Transformation and Growth Strategy AU African Union BDS Business Development Services CAADP Comprehensive African Agriculture Development Programme CBOs Community Based Organizations CECs County Executive Committee CIDPs County Integrated Development Plans COMESA Common Market for Eastern and Southern Africa COs Chief Officers CPC Corruption Prevention Committee CPPMU Central Planning & Project Monitoring Unit CRA Corruption Risk Assessment CS Cabinet Secretary DA Director of Administration DFZ Disease Free Zone DLP Directorate of Livestock Production DTI Dairy Training Institute DVS Directorate of Veterinary Services EAC East African Community ECAAT East and Central Africa Agricultural Transformation Programme ESP Economic Stimulus Programme EU European Union FMD Food and Mouth Disease GDP Gross Domestic Product GMOs Genetically Modified Organisms GoK Government of Kenya HIV/AIDs Human Immune Virus/ Acquired Immune Deficiency Syndrome HRM&D Human Resource Management and Development ICIPE International Center for Insect Physiology and Ecology ICT Information Communication Technology IDA International Development Assistance of the World Bank IGAD Intergovernmental Authority for Development ILRI International Livestock Research Institute i ISO International Organization for Standardization JASCOM Joint Agricultural Sector Coordination Mechanism KAGRC Kenya Animal Genetic Resources Centre KALRO Kenya Agricultural and Livestock Research Organization KDB Kenya Dairy Board KENTTEC Kenya Tsetse and Trypanosomiasis Eradication Council KEVEVAPI Kenya Veterinary Vaccine Production Institute KLIP Kenya Livestock Insurance Programme KLIP Kenya Livestock Insurance Programme KMC Kenya Meat Commission KNBS Kenya National Bureau of Statistics Kshs Kenya Shillings KVB Kenya Veterinary Board LEZ Livestock Export Zone LITS Livestock Identification and Traceability Systems LRC Livestock Recording Centre LTI Livestock Training Institute M&E Monitoring and Evaluation MDAs Ministries, Departments and Agencies MDGs Millennium Development Goals MEST Monitoring and Evaluation Strategic Plan Team MoU Memorandum of Understanding MT Metric Tonnes MTEF Medium Term Expenditure Framework MTI Meat Training Institute MTP Medium Term Plan NACC National Aids Control Council NAIPs National Agriculture Investment Plans NAP National Action Plan NBI National Beekeeping Institute NEPAD New Partnership for African Development NGOs Non-Governmental Organizations No. Number OIE World Organization for Animal Health PAS Performance Appraisal System PESTEL Political, Economic, Social, Technological, Legal and Environmental PPP Public Private Partnership PPR Peste des petit ruminants PS Principal Secretary REC Regional Economics Blocks RMPs Residue Monitoring Plans RPLRP Regional Pastoral Livelihoods Resilience Project RVF Rift Valley Fever SADC Southern African Development Community SAGAs Semi Autonomous Government Agencies SDCP Smallholder Dairy Commercialization Project ii SDGs Sustainable Development Goals SDL State Department for Livestock SWOT Strengths, weaknesses, opportunities and threats TVET Technical and Vocational Education and Training TLU Tropical Livestock Units USA United States of America VPH Veterinary Public Health WHO World Health Organization WTO World Trade Organization iii STATEMENT FROM THE PRINCIPAL SECRETARY During the past five years, the State Department of Livestock made significant progress in implementing the policies, programmes and projects outlined in its plan for 2013-2017 in line with Second Medium Term Plan (MTP II) of the Vision 2030. One of the key achievements of the past plan was the successful implementation of the devolved system of government in the Livestock Sector, building capacity of the national government to carry out its new roles and establishing intergovernmental mechanisms. During the current Medium Term Plan III period, agriculture where livestock is a critical component is expected to grow at a rate of 7 percent through implementation of several measures that include; increasing production and productivity, disease and pest control, providing crop and livestock insurance, post-harvest management, market development, natural resource management, increased investment in the sector, strengthening institutions, policies and systems, increasing youth and women participation in modern agriculture, and implementation of regional and international protocols and commitments. At the same time, the government has spelt out priority areas / sectors under the Big Four Agenda in which to focus on in the next five years (2018 – 2022). These are: i) Food and nutrition security; ii) Manufacturing and agro-processing; iii) Universal healthcare; and iv) Affordable housing. The Livestock Sector is one of the drivers in actualizing the priority area on food and nutritional security and has a key role to play in manufacturing and agro-processing; and attainment of universal health care through public health interventions. In order to implement the Agricultural Policy, we have formulated a Strategy referred to as the Agriculture Sector Transformation and Growth Strategy (ASTGS) that focuses on agricultural transformation from small-scale subsistence production to a sustainable, equitable and remunerative Agricultural Sector. The Strategy has prioritized five policy and investment goals for national and county development as embedded in Kenya Vision 2030 and national agricultural policy. The policy and investment goals are: Food and nutrition security; Eradication of extreme poverty; Increasing productivity and competitiveness; Wealth and job creation; and Strengthening of institutions. Implementation of this Strategic Plan and its financing framework will focus on delivering the “Big Four” initiatives where we will leverage on private sector investments through Public Private Partnerships (PPPs). We plan initiatives to harmonize planning and implementation at county level with the national planning framework based on well grounded policies and strategies. Other initiatives to be implemented in the Plan period include the review of the National Livestock Policy to align with the current Constitution; finalization of the Veterinary Policy; development of the Livestock Bill and Regulations; and review of all veterinary laws to align them to the Constitution. Measures will be taken to strengthen capacity of the Directorates and institutions delivering public Livestock Sector mandates. In order to ensure effective tracking of implementation, the State Department for Livestock (SDL) will prepare and disseminate quarterly and annual progress reports on implementation iv of the “Big Four” initiatives and other Strategic Plan deliverable policies, programmes, projects and activities. The strategic objectives in this Strategic Plan arise from the mandate of the SDL, situational analysis and the lessons learnt from the implementation of the previous strategic plans. They have also been informed by priorities contained in the Third Medium Term Plan (MTP III 2018-2022), the Big Four Agenda Government Priorities, Sustainable Development Goals (SDGs), the Agriculture Sector Transformation and Growth Strategy (ASTGS), the Livestock Policy and other policies and strategies relevant to the Livestock Sector. Successful implementation of this strategic Plan will enable the State Department for Livestock to continue delivering on its mandate and achieve its objectives. The strategic objectives for the State Department for Livestock are to: i Strengthening policy, legal and institutional Capacity ii Increasing production and productivity iii Improving market access and trade iv Improving resilience for ASAL communities v Strengthening monitoring & evaluation (M&E) and information management I would like to thank all those who participated in the process of the preparation of this Plan, in addition to those who provided inputs and necessary support. The State Department of Livestock appreciates the leadership and guidance of His Excellency the President and the Cabinet Secretary in spearheading the country’s transformative development agenda in the Livestock Sector. Harry K. Kimtai, CBS Principal Secretary v EXECUTIVE SUMMARY The State Department for Livestock (SDL) is one of the four state departments in the Ministry of Agriculture, Livestock, Fisheries and Cooperatives. It is established through Executive Order No.1 of June 2018 with the following mandate: Livestock Policy management; Development of Livestock Industry; Promotion of Quality of Hides and Skins, Veterinary Services and Disease Control; Range Development and Management; Livestock Marketing; Promotion of Dairy Industry; Livestock Insurance Policy; Livestock Branding; and Promotion of Beekeeping. The Strategic Plan for 2018-2022 focuses on delivering this mandate. The vision of SDL in this Strategic Plan is to be a leading agency in creating a sustainable and globally competitive livestock industry. The Mission of the SDL in the Strategic Plan is to promote sustainable development of the Livestock Sector by creating an enabling environment through policy and legislative interventions while providing services that increase productivity, value addition, market access and income in the Livestock Sector. The Strategic Plan (SP) hinges on the recognition that the Livestock Sector plays a key role in the implementation of the Comprehensive African Agriculture Development Programme (CAADP) under NEPAD and the renewal of the CAADP commitments in 2014 through the Malabo Declaration. Further the SP is in line with the Vision 2030 Medium Term Plan III where agriculture is expected to grow at a rate of 7 percent through implementation of several measures. In addition, the Plan is in line with the Agriculture Sector Transformation and Growth Strategy (ASTGS) focusing on agricultural transformation from small-scale subsistence production to a sustainable, equitable and remunerative Agricultural Sector. The SP implements provisions in the Livestock Policy to address the identified challenges. The livestock Sector is one of the drivers of the Big 4 Agenda focusing on actualizing the priority area on food and nutritional security and has a key role to play in manufacturing and agro processing and attainment of universal health care through public health. The Strategic Plan has identified several challenges and corresponding mitigation measures which are being addressed through this Plan’s strategic objectives and proposed interventions. Key among them include weak enforcement of legislations and standards on safety of food of animal origin; inadequate legal and policy frameworks; inadequate feed and water for livestock; low uptake of modern technologies; and fragile natural resource base for livestock. In addition, there was inadequate market access; high cost, adulteration, low and inappropriate application of key inputs; limited capital and access to affordable credit; climate change and pests and diseases. To address these challenges, the strategic objectives to be implemented through strategic interventions, strategies and activities adopted by the State Department for Livestock in this Strategic Plan are: i. Strengthening policy, legal and institutional capacity ii. Increasing production and productivity iii. Improving market access and trade iv. Improving resilience for livestock farmers especially the vulnerable Arid and Semi Arid Lands communities v. Strengthen monitoring & evaluation and information management The Strategic Plan finally provides a mechanism for monitoring and evaluation and an implementation matrix. vi Table of Contents LIST OF ACRONYMS................................................................................................ i STATEMENT FROM THE PRINCIPAL SECRETARY......................................................iv EXECUTIVE SUMMARY...........................................................................................vi List of Figures.......................................................................................................... ix CHAPTER ONE: INTRODUCTION...........................................................................10 1.0 Overview.................................................................................................10 1.1 Background.............................................................................................10 1.2 Mandate...................................................................................................10 1.3 Functions.................................................................................................10 1.4 Challenges in The Livestock Sector...........................................................10 1.5 Role of Livestock sector in Kenya...........................................................12 CHAPTER TWO: SITUATION ANALYSIS...................................................................16 2.0 Overview.................................................................................................16 2.1. Key Achievements in 2013-2017 Plan Period.............................................16 2.2 Implementation Challenges.....................................................................17 2.3 Lessons Learnt..........................................................................................17 2.4 Strength, Weakness, Opportunities, Threat (SWOT) Analysis.................18 2.5 Political, Economic, Social, Technological, Legal and Environmental (PESTEL) Analysis.............................................................................................19 2.6 Stakeholder Analysis....................................................................................21 CHAPTER THREE: THE STRATEGIC MODEL...........................................................24 3.0 Overview.................................................................................................24 3.1 Mission........................................................................................................24 3.2 Vision.......................................................................................................24 3.3 Core Values..............................................................................................24 3.4 Strategic Issues, Objectives and Strategies.............................................24 3.4.1 Key results area 1: Policy, Legal and Institutional Capacity 25 3.5 Key Result Area 6-- Mainstreaming Cross Cutting Issues (each strategic issue should mainstream the following cross cutting issues)...........................33 3.5.1 HIV/AIDS Prevention and Control 33 vii 3.5.2 Corruption Prevention 33 3.5.3 Empowerment of Youth, Women and Persons with Disabilities 33 3.5.4 Environmental Conservation 33 3.5.5 Alcohol and Substance Abuse 34 3.5.6 Promote National Cohesion and Values 34 CHAPTER 4: institutional capacity and resource mobilization..............................35 Resource Mobilization.......................................................................................35 Financial Resources 35 measure to eliminate wastage 36 5.2.1 Human Resource.................................................................................37 CHAPTER 5: IMPLEMENTATION AND COORDINATION FRAMEWORK......................39 5.0 Overview.................................................................................................39 5.1 Pre-Implementation....................................................................................39 5.2 Implementation framework.....................................................................39 5.3 Risk Analysis and Management...............................................................39 IMPLEMENTATION MATRIX....................................................................................42 Table 5: Implementation Matrix...........................................................................42 CHAPTER 6: MONITORING, EVALUATION AND REPORTING...................................76 6.0 Overview.................................................................................................76 6.1 Performance Reporting............................................................................76 Annex 2: Monitoring and Evaluation Framework...............................................77 viii List of Figures Figure 1: Current Organization Structure of the SDL.......................................................31 List of Tables Table 1: SWOT Analysis..........................................................................................................19 Table 2: PESTEL Analysis.......................................................................................................20 Table 3: Stakeholder Analysis..................................................................................................21 Table 4: Risk Analysis..............................................................................................................23 Table 5: Implementation Matrix...............................................................................................36 Table 6: Summary of Resource Requirement by Strategic Objective......................................60 ix CHAPTER ONE: INTRODUCTION 1.0 Overview 1.1 Background The State Department for Livestock is one of the five State Departments in the Ministry of Agriculture, Livestock, Fisheries and Irrigation. It is established through Executive Order No. 1 of June 2018 (Revised). The State Department is composed of four (4) directorates, five (5) Semi-Autonomous Government Agencies (SAGAs), nine (9) training institutions, nine (9) Livestock farms, four (4) sheep and goat stations, six (6) Veterinary Efficacy Trial Centres and; two (2) national and eight (8) regional laboratories. 1.2 Mandate The mandate of the State Department for Livestock is to promote, regulate and facilitate the Livestock Sector for socio-economic development and industrialization. It is also mandated to oversee the running of Semi Autonomous Government Agencies (SAGAs) and training institutions under its purview. 1.3 Functions The Executive Order No. 1/2018 provides the following as the functions of the State Department for Livestock : i. Livestock policy management; ii. Development of livestock industry; iii. Promotion of quality of hides and skin iv. Veterinary services and disease control v. Range development and management vi. Livestock marketing; vii. Promotion of dairy industry viii. Livestock insurance policy; ix. Livestock branding; x. Promotion of beekeeping; 1.4 Challenges in The Livestock Sector Globally, the characteristics of livestock sector vary widely, from intensive to extensive livestock production systems. For developing countries like Kenya, strategies have to focus on moving from subsistence to commercially oriented and competitive. There are however several constraints that hinder livestock industry development such as: i. Unfavourable international terms of trade: Stringent requirements by trading partners have impeded trade in livestock products and inputs. In addition, changing consumer demands and other forms of non-tariff barriers continue to pose challenges for trade in livestock products. 10 ii. Climate change: The effects of climate change are adversely affecting food production and the livelihoods of all people through devastating consequences on the environment, society and wider economy. Over the last three decades the frequency of droughts and floods in Kenya has increased, resulting in loss of livestock, emerging and re-emerging diseases and destruction of marketing infrastructures. iii. Regional Cooperation: The East Africa region is relatively small and contributes less than 10 percent of international trade and remains a net importer of not only industrial goods but also agricultural commodities. Although intra regional trade has been strengthened through Regional Integration Arrangements within SADC, COMESA, IGAD and EAC, there are still various constraints to regional integration that include lack of convergence of national economic and political interests. iv. Pests and Diseases: The sub-Saharan African countries have similar agro-ecological characteristics, hence animal pests and diseases. Livestock diseases such as foot and mouth disease, contagious bovine pleuropneumonia, rinderpest, East Coast Fever, etc are found in most countries in sub-Saharan Africa. There are inadequate programmes to address trans-boundary pests and diseases menace. Prevalence of animal pests and diseases lead to reduced productivity, market access, increase mortality and cost of production. Diseases may lead to post harvest losses. v. Civil Strife and Armed Conflicts: These continue to affect several parts of Africa as they disrupt productive activities, destroy infrastructure and livelihoods, seriously undermining food security and overall development efforts. In Eastern Africa, ongoing and past conflicts continue to cause food insecurity for large population groups in Somalia and South Sudan. This has resulted into the proliferation of small arms into the country leading to high insecurity levels in pastoral areas affecting livestock movement, loss of income and livelihoods and trade. vi. Inadequate legal and policy frameworks: The sector has made strides in developing livestock industry policies and legislations. However, most of the policies and legislations are in draft form and require completion. The sector has inadequate legislations for the promotion, development and regulation of the livestock industry. In addition, sector institutions are established through legal Notices anchored on State Corporations Act Cap 446. It is critical that these institutions be establish through Acts of Parliament. To this extent, finalization of the Livestock Bill, review and consolidation of veterinary legislations and fast tracking of veterinary policy will be a focus on this Strategic Plan. vii. Inadequate feed and water for livestock: - Feed and water are critical in livestockproductivity. However, seasonal fluctuation of feed and water availability poses challenges to livestock production and precipitate conflicts amongst communities and wildlife competing for these resources. 11 viii. Low application of modern technologies: Use of modern science and technology in the livestock value chain is still limited. Although Kenya has a well-developed agricultural research infrastructure, inadequate research-extension-farmer linkages and inadequate demand-driven research has led to low agricultural productivity. In addition, commercialization of research innovations has been low. ix. Fragile natural resource base for Livestock. Kenyan rangelands are threatened by land fragmentation, encroachment by agro-pastoral farming, invasive species, over stocking and over-grazing, land degradation, negative impacts of climate variability and change characterized by persistent and recurrent droughts, and loss of traditional adaptive resource use strategies. x. Limited capital and access to affordable credit. Livestock enterprises are capital intensive and considered risky by the formal banking sector. Without credit, value chain actors are hard pressed to finance inputs and capital investment. There are national initiatives to provide affordable credit to value chain actors. These initiatives include the UWEZO Funds, Youth and Women Funds but the awareness about the same is low. In addition, a number of microfinance institutions are operating but they tend to increase the cost of credit, reaching only a small proportion of smallholder farmers, and provide only short-term credit. xi. Inadequate market access: Market in livestock and livestock products is affected by inadequate market information and marketing infrastructures including storage facilities for perishable produces such as milk, meat, honey and other animal products. Insufficient marketing infrastructure like cooling facilities and road leads to increased post harvest losses of livestock products. Access to external market is limited by low quality of produce, inadequate quantity to meet export volumes and non trade barriers. xii. High cost, poor quality, low and inappropriate application of key inputs: The cost of key inputs such as fodder seeds, semen, agro-chemicals, feeds, value addition equipment and other animal health inputs are expensive and unaffordable by many producers and increasing the cost of production. In addition, cases of adulteration of inputs have been reported. 1.5 Role of Livestock sector in Kenya The livestock sector remains a major driver of the Kenyan economy contributing about 15% of the Gross Domestic Product (GDP) and accounting for nearly 50% of the agricultural sector’s The resource base for the sector is valued at Ksh.795 Billion while the total annual livestock products value was estimated at Ksh 1,891 Billion in 2016 (DLP report, 2016). About 70% of the livestock population is found in the arid and semi-arid lands (ASALs); which constitute about 80% of the country. It is estimated that 13 million Kenyans living in the ASALS derive their livelihoods mainly from livestock rearing. Livestock is the main source of livelihood to the people in the Arid and Semi-Arid Lands (ASALs) accounting for 12 90% employment and more than 95% of family incomes in these areas. In the high rainfall areas, the sector provides employment and incomes through dairy, poultry and pig production. The sector also supplies the domestic requirements of meat, milk and dairy products, and other livestock products while accounting for about 30% of the total marketed agricultural products. The sub-sector earns the country substantial foreign exchange through export of live animals, meat, germplasm, hides and skins, dairy products and processed pork products. In addition, the sub-sector provides raw material for agro based industries. The rural-based nature of livestock activities makes livestock keeping a suitable enterprise to improve the livelihoods of many communities as a source of food and nutrition security, household incomes, employment and poverty reduction in general. Livestock are among the few assets owned by women and other marginalized segments of the Kenyan population. The country livestock resource base is estimated at 18 million heads of cattle, of which crossbreed and exotic dairy cattle are estimated at 5 million, 17 million sheep, 27.7 million goats, 3 million camels, 32 million poultry, 0.8 million rabbits, 0.5 million pigs and 2 million hives among others. The livestock sector has a huge potential to contribute to food security and improved livelihoods of Kenyans. 1.6 Kenya’s livestock development agenda Kenya development agenda is aligned to global, continental, regional and national goals and aspirations. Kenya is a member of international and regional economics blocks which include World Trade Organization, COMESA, and EAC, IGAD among others. Membership to the regional blocks allows for harmonization of standards, opening up of wider regional markets and facilitating joint trade negotiations. At the global level, the country subscribes to the SDGs, which came into effect in 2015 after the expiry of the MDGs. To ensure attainment of the SDGs, the government of Kenya developed a road map identifying five thematic areas namely to: conduct extensive advocacy and awareness creation; map out and engage all stakeholders; mainstream the SDGs into National Development Process; domesticate and localize the SDGs agenda; monitor and evaluate progress; and support building capacity for devolved governments to implement the processes. Among the 17 SDGs, the livestock sub sector implements five SDGs which are relevant to the growth of the agriculture sector, namely; SDG No. 1: End poverty in all its forms everywhere; SDG No.2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture; SDG No. 3: Good health and well-being SDG No. 5: Achieve gender equality and empower all women and girls; SDG No. 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all; and 13 At the continental level, the livestock sector plays a key role in the implementation of the subscribed Comprehensive African Agriculture Development Programme (CAADP) under NEPAD and the renewal of the CAADP commitments in 2014 through the Malabo Declaration, in which African Heads of States resolved the following: i) Recommitment to enhance investment finance in agriculture - at 10% public spending target. ii) Commitment to Ending Hunger by 2025. iii) Commitment to Halving Poverty by 2025, through inclusive Agricultural Growth and Transformation. iv) Commitment to Boosting Intra-African Trade in Agricultural Commodities & Services v) Commitment to Mutual Accountability to Actions and Results. To implement the Malabo declaration, the African Countries resolved that National Agriculture Investment Plans (NAIP’s) will provide a road map for actualization. In regard to Constitution of Kenya, 2010, it point out that access to food as one of the inalienable human rights. Further, the Fourth Schedule of the Constitution of Kenya, 2010, delineated the roles of the national and the 47 county governments by devolving most agriculture functions to county governments. This demands constant consultation and cooperation between the two levels of government in order to deliver on this crucial constitutional requirement where livestock sector is a key driver on food and nutrition secure country. The Kenya Vision 2030 remains the economic blue print to guide the country’s development agenda in the coming years. The aim of Kenya Vision 2030 is to create “a globally competitive and prosperous country with a high quality of life by 2030.” It aims at transforming Kenya into “a newly-industrialized, middle income country providing a high quality of life to all its citizens in a clean and secure environment”. The vision is anchored on three key pillars: a) Economic; b) Social; and c) Political pillar. The economic pillar aims to achieve an economic growth rate of 10 per cent per annum and sustaining the same till 2030 in order to generate more resources to achieve the SDGs. Vision 2030 identifies the vision for the agriculture and livestock sectors to be innovative, commercially-oriented and modern farming. Vision 2030 is implemented through five (5) year Medium Term Plans (MTPs) and since inception, two MTPs have lapsed and, presently, MTP III has been formulated to guide the implementation from 2018 – 2022. During Medium Term Plan III period, agriculture is expected to grow at a rate of 7 percent through implementation of several measures that include; increasing production and productivity, disease and pest control, crop and livestock insurance, post-harvest management, market development, natural resource management, increased investment in the sector, strengthening institutions, policies and systems, increasing youth and women participation in modern agriculture, and implementation of regional and international protocols and commitments. Within the agriculture sector, the Agriculture Sector Development Strategy (ASDS) 2010 – 2020, formulated to guide the contribution of the agriculture sector to the Vision 2030 is also 14 undergoing review due to changed operational environment. The strategy under development called the Agriculture Sector Transformation and Growth Strategy (ASTGS) focuses on agricultural transformation from small-scale subsistence production into a sustainable, equitable and remunerative agricultural sector. The strategy has prioritized five policy and investment goals for national and county development as embedded in Kenya Vision 2030 and national agricultural policy, namely: i) Food and nutrition security; ii) Eradication of extreme poverty; iii) Increasing productivity and competitiveness; iv) Wealth and job creation; and v) Strengthening of institutions At the same time, the government has spelt out priority areas / sectors in which to focus on in the next five years (2018 – 2022). The “Big Four” priorities are: v) Food and nutrition security; vi) Manufacturing and agro-processing; vii)Universal healthcare; and viii) Affordable housing. The livestock sub-sector is one of the drivers in actualizing priority area on food and nutritional security and has a key role to play in manufacturing and agro-processing; and attainment of universal health care (through public health). 1.7 Methodology and rationale of the development of the Strategic Plan The strategic plan was developed through a highly participatory process involving literature review, one on one interviews with key internal and external stakeholders, questionnaires and stakeholder consultative sessions for large groups of staff as well as convening a strategic planning workshop. Literature review included assessment of various documents including previous strategic plans, strategic plan implementation reports, the vision 2030, MTP III, the framework work for implementation of food security and nutrition, the ASTGS as well as various Agriculture sector reports. The Strategic Plan 2018-2022 is a forward looking strategy providing an overall framework and a basis for translating high-level strategy set out in Third Medium Term Plan (MTP III 2018-2022) of Vision 2030, the Big Four Agenda, Sustainable Development Goals (SDGs), the Agriculture Sector Transformation and Growth Strategy (ASTGS), the Livestock Policy among others, into specific initiatives and priorities to guide operations of the state department for the five years. 15 CHAPTER TWO: SITUATION ANALYSIS 2.0 Overview This chapter describes the current situation of the State Department for Livestock. In particular it focuses on the performance of selected livestock enterprises, and lessons learnt, institutional strengths, weaknesses, opportunities and threats (SWOT) analysis, political, economic, social, technological, environmental and legal (PESTEL) analysis. The chapter also highlights key stakeholders in the livestock sector and the complimentary roles that they play in assisting the State Department to achieve its objectives. It addition, it analyses risks facing the sector and their management. 2.1. Key Achievements in 2013-2017 Plan Period In the planning period 2013-2017 the State Department undertook a number of interventions geared towards achievement of the set targets. Some of the key achievements made during period include: i. Developed/reviewed policies, strategies and guidelines (Overarching Agricultural Policy, The Veterinary Policy, The National Livestock Policy of 2008 (reviewed to align it to the Constitution); Dairy Master Plan, Disease Control Strategies, Range Management Strategy, Animal Welfare Strategy, Guidelines for the Delivery of Veterinary Services, Food Defence Guidelines and Standards for export/import of animal genetic materials). ii. Constructed of bio-security fence, livestock enclosures, and feeding and water troughs at Livestock Export Zone (LEZ) in Bachu ma. The project is at 65% completion level. iii. Upgraded infrastructures at the Kenya Veterinary Vaccine Production Institute (KEVEVAPI) to enable production of affordable and quality vaccines. The upgrading involved procurement and installation of modern vaccine production equipment at Embakasi, purchase of new laboratory equipment and capacity building to produce purified oil-based FMD vaccines which confer longer immunity of up to one year with a shelf life of up to two years. iv. The sector developed purified oil-based FMD vaccines which confer longer immunity of up to one year with a shelf life of up to two years. The production of oil-based Foot and Mouth Disease vaccine reduced the cost of vaccination by over 50 per cent (i.e. from Kshs.100 to Kshs.50 per dose). Vaccines production increased from 30 to 40 million doses of various vaccines per year within the MTP II period. Within the MTP period, a total of 135 million doses of assorted vaccines for animal disease control have been produced. Further, thermo-tolerant I-2 Newcastle disease vaccine was also developed. v. Produced and distributed 2.8 million straws of cattle semen to livestock producers to ensure availability of quality livestock breeding stock and genetic materials. In addition, four Liquid Nitrogen plants were installed in Meru, Nyahururu, Sotik and Kirinyaga to 16 facilitate semen distribution. A bull station was also constructed at 90% completion in ADC Sabwani Kitale in Trans-Nzoia County. vi. A total of 118 milk coolers were installed in dairy production areas to facilitate milk marketing and reduction in post-harvest milk loss. vii. In the plan period 90,069 Tropical Livestock Units (TLUs) were insured through the Kenya Livestock Insurance Programme (KLIP) to cushion pastoralists against feed challenges occasioned by drought. The farmers were also supported with feed supplements, drugs and vaccines and livestock off-take as drought mitigation measures. viii. To eradicate tsetse and trypanosomiasis, various interventions were carried out in five tsetse belts zones covering Lake Victoria basin, Lake Bogoria Basin, Meru/Mwea regions and Coast–Galana Kulalu. The suppression of tsetse and trypanosomiasis in some of these areas led to the start of diversified economic activities like dairy farming of exotic cows and crop production in Bungoma and tourism in Ruma. Through these efforts, Kenya has maintained a zero status of sleeping sickness. ix. In an effort to improve productivity in the livestock industry the department focused on production and distribution of quality breeding stock. Farm infrastructure development was undertaken in the 13 livestock farms and stations. During this period. The improvement led to the production and distribution of total of 600 cattle, 2,680 rabbits and 2,100 sheep and goats to farmers in the country. x. A total of 2,128 skilled personnel graduated from livestock training institutions with certificate and diploma courses in animal health, animal husbandry, dairy technology and meat hygiene. xi. A total of 572 interns in animal health certificate, diploma and degree were recruited and posted to various counties. The program was initiated under the Veterinary Surgeons and Veterinary Para-professionals Act No. 29 of 2011. 2.2 Implementation Challenges Some of the challenges faced during implementation of the previous Strategic Plan include: i. Low levels of investment in the sector ii. Unfavourable weather conditions iii. Disease and Pests outbreaks. iv. Poor animal husbandry practises by farmer. v. Low uptake of modern technologies by some value chain actors. vi. Poor infrastructure vii. Shortage of extension staff viii. Insufficient exchequer releases particularly at the closure of financial year and austerity measures; 2.3 Lessons Learnt The implementation of the Strategic Plan for the Ministry provided useful lessons which will be applied in the implementation of this Strategic Plan. The lessons include: 17 i) The level of investment in the livestock sector requires strong consideration in the next strategic planning period. ii) Adoption of evidence-based policy formulation is a critical success factor. iii) The need to link strategic plan implementation to annual workplans and performance contract. iv) Strategies for addressing drought related challenges particularly in the ASAL areas needed to be reviewed. v) The implementation of Livestock Disease Free Zones as envisaged in the Kenya Vision 2030 is not attainable. The concept was therefore reviewed to embrace implementation of Livestock Export Zones (LEZ). There is need to explore implementation of LEZs through PPP arrangements. vi) Enhanced collaboration between the National and County governments is required on the issues of capacity building, policy development, implementation, monitoring and evaluation of programmes. vii)Linkages and collaborations with all the stakeholders in the livestock industry needed to have been strengthened in order to ensure sustainable food security and safety and for efficient service delivery. viii) The was need to strengthen monitoring and evaluation (M&E) through development and implementation of a comprehensive M&E framework 2.4 Strength, Weakness, Opportunities, Threat (SWOT) Analysis The State Department is keen in the transformation and growth of the livestock sector through optimal utilization of the existing strengths and exploitation of the available opportunities while mitigating current and emerging weakness and threats that may affect the realization of its objectives. Table 1 summarizes the Strengths, Weaknesses, Opportunities and Threats of the SDL. Table 1: SWOT Analysis Strength Weakness i) Existence of skilled manpower; ii) Established research institutions on livestock matter; iii) Availability of land for expansion of livestock institutions and facilities i) Inadequate staff and poor succession management ii) Inadequate financial resources iii) Inadequate livestock data; iv) Inadequate policy, legal framework and enforcement; v) Unsecured Institutional land; vi) Inadequate equipment, tools and vehicles vii) High cost of prodution viii) Low productivity. ix) Post-harvest losses due to poor storage facilities. Opportunities Threats 18 i) Increased demand for livestock and livestock products ii) Availability of modern technologies for production. iii) Value addition on Livestock and livestock products iv) Existence of trained livestock professionals v) Large livestock resources vi) Responsive farming community vii) Availability of stakeholders for partnerships in development; viii) Political goodwill; ix) Availability of national, regional and global markets; x) Technological development and innovations; xi) Existence of development partners i) Emerging livestock pests and diseases; ii) High prevalence of trans-boundary livestock disease; iii) Grabbing/Invasion of livestock lands; iv) Insecurity in livestock producing areas; v) Climate change; vi) Cartels in the sector; vii) High costs of inputs 2.5 Political, Economic, Social, Technological, Legal and Environmental (PESTEL) Analysis In order to effectively plan and implement strategic interventions in SDL it is important to understand the operating environment and the factors that are likely to impact negatively or positively on its operations. Table 2 illustrates some of the important factors likely to affect implementation of this Strategic plan. Table 2: PESTEL Analysis Factors Factors Strategic implications on SDL Mitigation Measures/interventions Politics Devolution Transfer of disease and pest control function to the counties Build capacity for Counties to control pests and diseases Development of policies, regulations and strategies Strengthen M&E ‘Big Four’ Government Agenda Need for SDL to provide good environment for investment in 100% food and nutrition security Development of ‘Big Four’ Implementation Strategy Invest in food security measures Kenya Constitutional 2010 Inconsistencies in policies and legislations Alignment of policies and legislations to the Constitution Economic Stringent requirements for international trade Limited trade opportunities Investment in ISO Certification and development of standards on safety of foods of animal origin 19 Factors Factors Strategic implications on SDL Mitigation Measures/interventions Establish livestock export zones (LEZ) Expanding middle class Increased demand of foods of animal origin Increase production and diversification of livestock products Regional and international economic integration Expanded market for livestock and livestock products Increase production of livestock and livestock products and adherence to standards Social Increased urbanization and rise in human population Encroachment of institutional land Reclaim and secure institutional land Low involvement of youth in agricultural activities Youth unemployment Invest in youth friendly technologies and initiatives e.g. feed lots, mechanization HIV/ AIDs Reduced workforce and output Mainstream HIV/AIDs in SDL activities Use of substandard services and inputs by livestock keepers Low Livestock productivity Develop Programmes to assist counties in changing consumer attitude and mind-sets. Initiate subsidy programmes in livestock Technological Increased technological development Inadequate automation of SDL services Adoption of new technologies and systems Modern bio technologies e.g. Genetic engineering for production of Modified Organisms (GMOs) Leverage on Bio technology for improved productivity. Enhance research and adoption and create awareness on GMOs Environmental Climate change Extreme weather events such as frequent droughts and floods Build resilience of vulnerable communities Emergence and re emergence of livestock diseases and pests. Reduction in feed production. Development of strategies and disease contingency plans. Research in resilient livestock breeds and fodder crops. Development of livestock sub sector climate change action plan 20 Factors Factors Strategic implications on SDL Mitigation Measures/interventions Land degradation Inadequate pasture Range land planning and development Rehabilitation of rangelands Legal Livestock sub sector legal instruments Inconsistencies in policy, legal and institutional arrangements Review of policies and legal frameworks. Consolidate the various policies and laws. Domestication of laws and policies by counties. 2.6 Stakeholder Analysis The stakeholders in the livestock sector play a complementary role which is critical for realization of SDL objectives and successful implementation of this strategic plan. The livestock industry has a wide range of stakeholders that provide services such as provision of inputs, financial services, markets and market information, research and trainings, information and advocacy among others. Table 3 maps some of the stakeholders and their complementary roles. Table 3: Stakeholder Analysis S/No Category of Stakeholder Stakeholder expectation from the State Department for Livestock State Department for Livestock Expectations 1. Research Organizations  Policy guidance  Enhanced linkages and networks with other research Institutions and stakeholders at local level Key source of livestock technologies and innovations, genetic resources, knowledge, information and data; Involvement in research agenda setting and capacity building 2. Regulators Well defined livestock policy, legal and regulatory environment Enforcement and adherence to law for quality assurance Participation in policy making 3. Teaching and Learning Institutions Opportunities for internship and industrial linkages for skills development and commercialization of research findings Supply of skilled manpower; Technology Development &Transfer; Facilitating exchange programs 4. Farmers/Pastoral Communities/Farmer Organizations/ Community Based Research findings, innovations and technology packages for adaption and up-scaling Promotion of adoption of new technologies in livestock production, Participation in policy 21 S/No Category of Stakeholder Stakeholder expectation from the State Department for Livestock State Department for Livestock Expectations Organizations making 5. Development Partners Policy guidance and coordination Financial Support and capacity building 6. Financial Institution Provide policy guidance in agriculture financing Provide credit facilities in value chains 7. Private Sector Enabling business environment Research and innovations development that are commercially viable Resources, current technologies, awareness creation and capacity building 8. Kenya Wildlife Service (KWS) & Kenya Forest Services (KFS) Collaboration in animal genetic research in addressing pests and diseases control Provide animal genetic resources for research; collaboration in animal research; reduce human wildlife conflict 9. Manufacturers, Processors and Input Suppliers Infrastructure support Inputs Supply & Value Addition of livestock products 10. Ministries/State Departments/ Government Agencies Support and collaboration in development and implementations of policies, legal frameworks, projects and programmes Synergies and Capacity building 11. Print and Electronic Media) Information Communication on livestock sector Publicity and awareness creation for the sector i.e. information dissemination 12. Parliament Development and implementation of livestock policies, legislations and budget that addresses the sector needs; Transparency and accountability Approval of budgets and enactment laws. 13. County Governments Involvement in policy formulation, disseminations of research findings and innovations and setting of the agricultural research agenda Support in development and implementations of policies and legal frameworks 14. Extension service providers Research findings, innovations and technology packages for dissemination and up-scaling by the relevant value chain actors Promoting technology uptake and commercialization 15. Professional Bodies Delivery of quality services in an ethical manner Assurance of compliance of standards and regulations 16. Regional/ International bodies Partnership and collaboration, compliance to treaties, agreements and protocols Capacity building, International lobbying and technical support 17. Joint Agriculture sector consultation and cooperation mechanism Collaboration and priority setting Lobby for implementation of, policies, programmes and laws in livestock sub sector. 22 S/No Category of Stakeholder Stakeholder expectation from the State Department for Livestock State Department for Livestock Expectations (JASCCOM) Lobby for increased funding in livestock 23 CHAPTER THREE: THE STRATEGIC MODEL 3.0 Overview This chapter covers the department mission, Vision and Core Values of the State Department for Livestock. It also articulates the strategic issues the State Department for Livestock that will address to achieve its strategic objectives for the plan period. Further, it outlines the strategic interventions that will be implemented to meet the strategic objectives. 3.1 Mission To promote sustainable development of the livestock sector by creating an enabling environment through policy and legislative interventions while providing services that increase productivity, value addition, market access and income in the livestock industry. 3.2 Vision. A leading agency in creating a sustainable and globally competitive livestock industry. 3.3 Core Values In conducting its functions, the staff in the State Department will be expected to uphold the following values: i) Professionalism: Apply the highest standards of service delivery. ii) Integrity: Uphold honesty, uprightness and reliability at all times. iii) Transparency and accountability: Be open and answerable to the various stakeholders. iv) Effectiveness: To be responsive and exceed customer expectations in provision of services. v) Teamwork: Efforts shall be made to deliver as one through learning and sharing. vi) Meritocracy: Compliance with all existing guidelines and regulations in human resource selection, recruitment, placement, development and promotion shall be upheld. vii) Inclusiveness: we shall ensure impartial and equitable representation of all forms of diversity within our processes. viii) Commitment: All staff shall demonstrate their commitment to results by living by the set of values outlined here. 3.4 Strategic Issues, Objectives and Strategies The potential opportunities for livestock development have not been fully exploited. Some of the factors that have impacted on the rate of livestock development include: weak policy and 24 legal framework in livestock sub-sectors; low livestock productivity; erratic and unpredictable weather conditions which affect the quality and quantity of livestock feed and water supply; and impacts of climate change. Others are; poor delivery of extension services, poor access to local and international market and unreliable data and information management in the livestock industry. These constraints will have to be addressed in order for the livestock sub-sector to make its contribution to food security and poverty reduction The strategic objectives in this strategic plan have been derived from the situational analysis and the lessons learnt from the implementation of the previous strategic plans. They have also been informed by priorities contained in the Third Medium Term Plan (MTP III 2018-2022), the Big Four Government Priorities, Sustainable Development Goals (SDGs), the Agriculture Sector Transformation and Growth Strategy (ASTGS) and other agricultural sector policies and Strategies. The strategic objectives for the State Department for Livestock are to: i Strengthen policy, legal and institutional Capacity ii Increase production and productivity iii Improve market access and trade iv Improve resilience for ASAL communities v Strengthen M&E and information management In addition, the SDL will address a number of cross cutting issues on HIV/AIDS prevention and control; corruption prevention; empowerment of youth, women and persons with disabilities; environmental conservation; alcohol and drug abuse and promotion of national cohesion and values. Key Results Areas Key results areas refer to the strategic themes/ issues which are the focal points of strategic planning process and are derived from key opportunities and challenges facing the organisation. The themes have to be addressed if the organisation is to succeed. It is around the strategic themes that the objectives and corresponding strategies are set. For this strategic plan, five (5) strategic themes were identified as follows: i) Policy, Legal and Institutional Capacity. ii) Production and Productivity. iii) Commercialization and Market Access iv) Resilience for ASAL Communities v) Monitoring, Evaluation and Data Management 3.4.1 Key Results Area 1: Policy, Legal and Institutional Capacity The State Department of livestock is mandated to formulate policies for livestock industry development, The Constitution of Kenya emphasis veterinary policy development to guide the sector. In addition, the department is mandated on capacity building of counties governments on technical livestock matters. Currently, most of the existing policies and laws governing the livestock sector are obsolete and its enforcement is inadequate for efficient 25 delivery of the institutional mandate. To address the issues, the SDL embarked on formulating Veterinary policy and various commodities policies and Bills which are yet to be finalized In addition, institutions under the State Department purview such as Directorates, Divisions, training institutions, Veterinary efficacy and trials Centres, livestock holding ground and 13 livestock farms and stations are constrained in terms of human resource competency, facilities inadequacy and modernization and land titling. Therefore, accelerated policies formulation, enactment of laws and development of institutional capacity is required to provide an enabling environment that is responsive to devolution, stakeholder involvement and global requirements. Strategic Objective 1: To Strengthen Policy, Legal framework The Department aimed at developing, reviewing and finalization of policies and legal framework to create an enabling environment for sustainable development of livestock Industry. The Department takes cognize of the fact that livestock growth and transformation depend on collaborative and coordinated efforts of multi-stakeholders’ contributions and of the vibrant sector in Kenya. Therefore, policies and legal framework development, review and finalization will be participatory, involving all key stakeholders in the sector. Further, the strategy envisages strengthening institutions capacity, to enhance service delivery. Strategy 1: Develop and enhance coordination of appropriate Policies, Legal and Regulations Framework Activities a) Coordinate development of (2) policies namely: Livestock insurance policy; Veterinary laboratory policy; and b) Coordinate the review and finalization of seven (7) pending policies which include: National Livestock Policy; Dairy industry policy, Animal breeding policy, Animal feeds policy; Apiculture policy; Poultry policy and Camel policy. c) Develop a Public Private Partnerships (PPP) engagement framework d) Undertake comprehensive monitoring and evaluation program to track the status of policies implementation and collated data for eventual impact assessments. e) Finalize pending Bills which include; Livestock Bill; Breeding Bill; Animal Feeds Bill; Animal Welfare Bill; Kenya School of Animal Science Bill; Bill on Bee Health; Animal Production Professionals Bill; Livestock and Livestock Products Development and Marketing Bill; Kenya Food and Drug Administration Bill and Apiculture Bill; Animal Health Bill; Veterinary Governance Bill and Veterinary Public Health Bill; f) Review existing policies and legislations affecting the livestock industry; such as Animals Disease Act Cap 364; Hides and Skins Act Cap 359; Meat Control Act Cap 356; Branding of Stock Act Cap 357; Dairy Industry Act Cap 366; Animal Feedstuff and Fertilizer’s Act Cap 345 and Hides, Skins and Leather Industry Act Cap 359. 26 Strategy 2 Enhance coordination on strategies and plans development, and review activities a) Coordinate development of eighteen (18) strategies on: Disease control; Acaricide resistance management; Provision of breeding services; Diagnosis, surveillance, epidemiology, control and prevention of zoonoses; Poultry; Rabbit; Elimination of rabies; Foot and Mouth Disease Control; Pestede PetitsRuminantes (PPR); Hides, skins and leather; Animal Welfare and Animal Identification and Traceability;, Rangelands & Pastoralism, Beef development; Apiculture development; Emerging livestock; Donkey and b) Develop National Livestock Master plan Strategy 3: Improve coordination on guidelines, standards and regulations development activities a) Coordinate development of regulations including; Veterinary laboratories; Livestock Identification and Traceability (LITS) legal framework; and Breeding services; b) Review Veterinary Medicines Directorate Regulations; c) Participate in the development technical guidelines on the delivery of Veterinary Services and guidelines to regulate movement, import and export of biological materials; d) Develop standards on import of animal genetics; e) Develop guidelines on the implementation of certification and accreditation of laboratories on ISO standards f) Participate and contribute to the development of international treaties and agreements related to livestock, livestock products and services; g) Capacity building on Standards Operating Procedures (SOPs) and documentation on quality management systems; Strategic objective 2: To enhance institutional capacity In the plan period 2018-2022, the State Department will expedite the transformation of institutions under its purview to train human resource for the sector The institutions will be transformed to be centers of excellence in the core mandate as follows: DTI-dairy production and processing; Wajir-camel development; and NBI-apiculture. Appropriate cadres of staff will be recruited for the State Department as well as the training institutions. The state department will also strengthen and upgrage /establish its infrastructure such as ICT, buildings, equipments, machinery and motor vehicles. Strategy 1: Modernization of Livestock Facilities and Services Activities i) Develop Rehabilitation plan for infrastructure, tools and equipment. ii) ISO Certification, accreditation and maintenance of Quality Management Systems iii) Digitization of farmer registration, livestock market information system, certification and livestock identification and traceability. 27 Strategy 2: Transformation of Training Institutions Activities i) Review of curricula for all livestock training institutions; ii) Enhance leadership capacity in livestock training institutions. iii) Improve and modernize technologies of the training institutes farms iv) Expand by Establishing a leather training institute in Ngong; v) Building capacity of leather craft training centres; vi) Review/develop curriculum aligned to KVB and Curriculum Development Assessment Certification Council (CDACC) where appropriate; vii) Develop/refurbish support infrastructures in training institutions in line with KVB and TVETA standards; viii) Recruit training cadres for training institutions. Strategy 3: Asset Management Activities i) Secure land titles for livestock land (farms, stations, efficacy trial centres, training institutions, holding grounds); ii) Fencing SDL institutional land; iii) Establish four regional holding ground management units to take care of the following clusters: Isiolo-Laikipia-Samburu-Marsabit; Kajiado-Narok Machakos-Makueni; Taita-Kilifi-Kwale-Mombasa and Tana River-Lamu. Strategy 4: Staff Capacity Building Activities i) Undertake institutional Skills Gap Analysis; ii) Carry out Staff Training Needs Assessment; iii) Support short- and long-term trainings; iv) Recruit relevant staff for the State Department. Strategy 5: Improve Work Environment Activities i) Undertake and implement work place environment survey; ii) Develop and implement institutional occupational health and safety policy; iii) Contract security services; and iv) Install and maintain safety equipment in strategic areas (fire extinguishers and CCTV system). Strategy 6: Strengthen Cooperation and Collaboration with Counties and Public Private Partnerships Activities i) Development a framework for capacity building county governments and other stakeholders; ii) Hold meetings with inter-governmental agencies (JASCCOM) and County CECs & COs in charge of livestock matters and develop MoUs; iii) Organize meetings with potential private partners and develop collaboration mechanisms (guidelines, MOUs) in line with PPP policy; iv) Develop, print and disseminate technical brochures and manuals; v) Assess county capacity needs for innovations in production, processing, storage, and marketing infrastructures; and vi) Build capacity of counties in production, processing, storage, and marketing infrastructures. 28 3.4.2 Key Result Area 2: Production and Productivity The country faces a number of constraints to increasing agricultural production and productivity. These are: low use of agricultural inputs; poor breeds and breeding practices; prevalence of animal diseases; frequent droughts and climate variability; natural resource degradation especially the rangelands; low levels of private investment in primary production (subsistence and commercial-oriented livestock production); inadequate technology development and dissemination; and inadequate investment in water for livestock and fodder production. Strategic Objective 1: To Increase Production and Productivity Strategy 1: Enhance Availability of Quality Feeds and Supplements. Activities i) Support capacity building on production of forage seeds; ii) Build capacities on feed ration formulation; iii) Develop and review standards for animal feeds; iv) Develop guideline and strategies on feed quality control and inspections; v) Promote production, conservation and commercialization of pasture and fodder; vi) Support irrigation infrastructure for seed, pasture and fodder production; vii) Establish strategic feed reserves. viii) Create linkages between public and private to increase mechanization and proper storage of feeds. ix) Lobby for tax exemptions for feed ingredients x) Support livestock farmers with subsidies eg use of e-vouchers system Strategy 2: Improve Livestock Breeds and Breeding Activities i) Develop national livestock breeding programs for specific locally adapted and indigenous breeds; ii) Establish a national animal identification system and strengthen infrastructure for performance recording and genetic evaluation; iii) Strengthen capacity for utilization of appropriate breed improvement technologies; iv) Develop a gene bank and build capacity for multiplication and conservation of livestock in the country; and v) Develop a legal framework for conservation of AnGRs. Strategy 3: Improve Animal Health Activities i) Undertake surveillance and mapping of diseases; ii) Carryout disease risk management and disaster preparedness; iii) Mainstream animal welfare in animal production iv) Develop database for management of animal health and production information; v) Implement disease control strategies and contingency plans; vi) Support vector control initiatives; vii) Regulate use of veterinary medicines and biological; viii) Support development and production of safe, effective and affordable veterinary vaccines for the improvement of the livestock Industry. ix) Build capacity and strengthen mechanism for trans boundary disease reporting 29 Strategy 4: Promote Adoption of Improved Livestock Technologies Activities i) Identify research needs and collaborate with partners and research institutions. ii) Develop and disseminate materials on improved livestock production technologies iii) Support technology transfer iv) Develop extension management guidelines v) Develop legislation to regulate content and delivery of extension messages 3.4.3 Key Result Area 3: Commercialization and Market Access Production of livestock and livestock products is largely at subsistence level with little value addition and commercialization. Whereas livestock and livestock products are marketed both locally and internationally there is limited transformation and manufacturing. This is largely occasioned by high cost of investment, stringent and at times unpredictable sanitary requirements by trading partners, inadequate skilled manpower, limited access to financial and business development services, poor infrastructure, and inadequate transformation/ manufacturing technologies. The department through the directorate of veterinary services inspects and certifies foods of animal origin namely meat, milk, eggs, honey and their products in addition to the approval of establishments processing these products. The country is also required to adapt and/or adopt international food safety standards set by the Codex Alimentarius Commission to ensure food safety for local consumption and international trade. Food safety is becoming an important issue in light of increased cases of intentional food poisoning, adulteration, bio terrorism and food fraud. Such use of biological and chemical agents against food can cause massive casualties and economic damage. The State Department is faced with lack of adequate food safety and food defense frameworks which are crucial in addressing this issue. The following strategies have been identified to address commercialization and market access. Strategic Objective 1: To Improve Market Access and Trade. Insert introduction Strategy 1: Promote Agribusiness along the Livestock Value Chains Activities: i) Conduct regular assessment on capacity gap in the counties; ii) Capacity build counties on agribusiness and commercialization in the livestock value chains; iii) Promote feedlots and other high value livestock finishing establishments in strategic sites; iv) Develop standards for livestock products and by-products; v) Establish linkages between livestock agro-industries and potential manufacturers to business development services (BDS), financial and insurance and market service providers; vi) Organize/participate in business/investment fora and events. Strategy 2: Promote Trade in Livestock and Livestock Products. Activities: i) Capacity building county technical staff on quality assurance and livestock products’ branding; ii) Promote regional and international livestock trade; iii) Participate in national, regional and international trade facilitation meetings; 30 iv) Develop/review and enforce safety and quality assurance standards for animals, animal products; v) Capacity building for quality assurance officers vi) Develop/review standards for tanneries. Strategy 3: Enhance Safety of Food of Animal Origin Activities i) Develop and promote AMR mitigation policy through National Action Plan; ii) Strengthen inspection and certification of food of animal origin; iii) Promote establishment of food and feeds quality assurance laboratories; iv) support risk analysis on foods of animal origin; v) Support national residue monitoring in animal products; vi) Promote One Health initiative with other collaborating partners; vii)Develop/review standards for slaughterhouses Strategy 4: Strengthen Livestock Marketing Infrastructure Activities: i) Rehabilitate strategic holding grounds; ii) Develop quarantine and livestock health certification infrastructure; iii) Support counties to establish strategic sale yards; iv) Support modernization of Kenya Meat Commission facilities among others Strategy 5: Strengthen Livestock Market Information Systems Activities: i) Build capacity for data management; ii) Establish and maintain data collection, collation, analysis, storage and dissemination system; iii) Facilitate the dissemination of information on available export/import market requirements; iv) Establish livestock identification and traceability systems. 3.4.4 Key Result Area 4: Resilience for ASAL Communities. Climate change has resulted in increased and intensified droughts in some areas and unprecedented floods in other areas. Livestock production especially in pastoral areas has been hard hit with massive deaths of livestock leading to loss of livelihoods in the ASALs. The capacity of the pastoral communities needs to be enhanced in order to build their resilience. Strategic Objective 4: To improve Resilience for ASAL Communities Strategy 1: Promote Investment in Water Infrastructure for Livestock Activities: i) Undertake survey on livestock water infrastructure; ii) Construct and rehabilitate water provision facilities; iii) Build Capacities on water conservation technologies. Strategy 2: Enhance Availability of Fodder and Pasture. Activities i) Promote fodder production, storage and conservation technologies; ii) Promote production of drought resistant fodder crops; iii) Rehabilitation of rangelands through reseeding programs and bush control; iv) Promote research on alternative livestock feeds stuffs for range lands. 31 Strategy 3: To Promote Climate Change Adaptation Technologies and Practices Activities: i) Promote keeping of locally adapted livestock breeds; ii) Support commercial and emergency livestock off-take programmes; iii) Promote alternative livestock derived livelihoods; iv) Strengthen early warning information systems; v) Support uptake of livestock insurance; Strategy 4: Promote Rangeland Management and Conservation Activities i) Undertake assessment and valuation of rangeland resources; ii) Build capacities on range management and conservation; iii) Support range conservation and reseeding; iv) Strengthen networks and partnerships among the pastoral and agro-pastoral communities; 3.4.5 Key Result Area 5: Monitoring, Evaluation and Data Management The State Department has a monitoring and evaluation (M&E) unit which has inadequate capacity to undertake effective M&E of programmes. The Unit is further decentralized to Directorates making coordination on data collection ineffective. Infrastructures and systems for data collection are inadequate, with various institutions being custodian of its own data. The scenario was complicated by constitution dispensation since data flow from the counties to the national office becomes a challenge due to inexistence of coordination mechanisms. In addition, sources of some of existing data are incredible affecting policy formulation and decision making. Strategic Objective 5: To Improve the Capacity for M&E and Information Management To enhance the quality of monitoring and evaluation function, the State Department will strengthen the capacity of Central Planning and Project Monitoring Unit to act as livestock data and information unit with linkages M&E Units in various Directorates and other relevant stakeholders. In order to achieve effective monitoring, the M&E functions will be adequately facilitated. The objective will be achieved through the following strategies Strategy 1: Strengthen M&E function Activities i) Develop/Review the monitoring and evaluation framework; ii) Training of staff in M & E and data & information management; iii) Develop an integrated information management system for SDL; iv) Procure ICT equipment and other M&E tools; and v) Capacity building of county staff on M & E; Strategy 2: Data and Knowledge Management Activities i) Undertake national livestock census; ii) Undertake mid-term reviews to assess the achievements of the projects and inform on the need to re-plan where necessary; iii) Develop an annual publication review report on livestock industry performance; iv) Promotion, preservation of ethno veterinary and traditional knowledge systems; 32 3.5 Key Result Area 6-- Mainstreaming Cross Cutting Issues (each strategic issue should mainstream the following cross cutting issues) The SDL recognizes the existence of a number of cross cutting issues, which will be mainstreamed during implementation of this strategic plan. These include: 3.5.1 HIV/AIDS Prevention and Control The SDL will create awareness on HIV/AIDS in line with the NACC Maisha II program through the following activities: i) Continuous sensitization of staff on HIV/AIDS ii) Integration of HIV/AIDS sensitization in all institutions 3.5.2 Corruption Prevention The SDL is committed to the implementation of the Public Service Integrity Programme which seeks to establish and sustain transparency, accountability and integrity in the public service through zero tolerance to corruption. To combat and prevent corruption, unethical practices and promote standards and best practices in governance the SDL will carry out the following activities; i) Establish/strengthen the Corruption Prevention Committee (CPC) ii) Undertake anti-corruption sensitization programmes among staff at all levels iii) Facilitate the placement of corruption prevention boxes in strategic locations at the headquarters and in the regional offices. iv) Carry out Corruption Risk Assessment (CRA), mitigation and implement the recommendations. v) Develop and implement internal mechanisms that will encourage and protect whistle blowers. vi) Build capacity on corruption prevention, ethics and integrity 3.5.3 Empowerment of Youth, Women and Persons with Disabilities Activities i) Sensitize youth, women and persons with disabilities on opportunities within the SDL; ii) Allocate 30 % of procurement budget to youth, women and persons with disabilities. 3.5.4 Environmental Conservation Activities i) Sensitize staff on safe use and disposal of chemicals, waste and other materials; ii) Promote tree planting on institutional land; iii) Undertake annual environmental audit; iv) Undertake environmental and social impact assessment of SDL projects. 3.5.5 Alcohol and Substance Abuse Activities i) Undertake sensitization and awareness among staff and students in livestock training institutions; 33 ii) Capacity build staff on basic counseling skills; iii) Institute counseling programs for staff affected by alcohol and drug abuse. 3.5.6 Promote National Cohesion and Values Activities i) Sensitize stakeholders on national values and principles of governance; ii) Sensitize staff on adherence to the provisions of the constitution; iii) Hold consultative meetings with county governments to strengthen inter and intra county relations; iv) Ensure public participation in development of various livestock policies. v) Ensure access to information on livestock by all stakeholders. 34 CHAPTER 4: Institutional Capacity and Resource Mobilization Resource Mobilization a) Resource Mobilization Strategies The funding to implement the Strategic Plan is expected come from the Government through the Medium-Term Expenditure Framework (MTEF). However, past experience has shown that the resources provided by the Government through the MTEF are inadequate to implement the prioritized activities. To bridge the gap, efforts will be made to mobilize funding from development partners to support some of the programmes and projects. In addition, the SDL will continue to embrace Public Private Partnership (PPP’s) in the sector to ensure the identified priorities are fully implemented. Further, the State Department will ensure prudent utilization of resources during the Plan period. Other resource mobilization strategies are: i) Enhanced collection of AIA ii) Collaboration with other stakeholders iii) Optimization of use of assets such as land iv) Development of proposals (to seek funding) Financial Resources b) Projected Resource Requirements The SDL has identified five (5) strategic objectives and a number of cross cutting issues for implementation during the plan period. The total resource requirement during the five years is Kshs 37.453.5 billion. Table 6 shows a summary of resources required for implementation of programmes, projects and activities under each strategic objective. 35 Table 4: Summary of Resource Requirement by Strategic Objective S/No. Strategic Objective Projected Resource Requirements (Million Kshs) Total 2017/18 2018/19 2019/20 2020/21 2021/22 1 To strengthen policy, legal and institutional Capacity 313 1,027 1,615 1,878 2,006 6,839 2 To increase production and productivity 2,623 3,114 2,731 3,014 2,801 14,283 3 To improve market access and trade 1,012 1,319 1,384 1,468 1,475 6,658 4 To improve resilience for ASAL communities 1,661 1,786 1,915 1,872 2,035 9,268.1 5 To improve the capacity for M&E and information Management 73.5 49.5 41 37 37 238 6 Crosscutting Issues 21.50 36.80 33.80 37.80 37.80 167.7 Total 5,704 7,331.9 7,719.1 8,306.8 8,391.7 37,453.5 36 5.2.1 Human Resource Implementation of this strategic plan will require adequate organization structure as shown below (figure 1) and a pool of skilled and motivated staff. an authorized establishment of 2,027. The details of the current staff establishment are provided in Annex 1. There is a big succession 37 management challenge because majority of the existing employees are scheduled to exit service within this planning period. In this regard, the following measures will be undertaken i) Recruitment of skilled staff as the need arises ii) Staff capacity building iii) Ensuring appropriate schemes of service for all cadres of staff iv) Institutionalizing performance contracting and performance appraisal system 38 CHAPTER 5: IMPLEMENTATION AND COORDINATION FRAMEWORK 5.0 Overview The overall responsibility for the Implementation of this Strategic Plan lies with the SDL top management. This however, does not replace the respective roles of each department and unit. Individual members of staff will also be accountable for performance on targets set at the department or unit level. 5.1 Pre-Implementation The plan will be cascaded to all levels of the state department’s establishment and integrated into the performance management framework. Annual work plans will be developed at all levels which will be aligned with this strategic plan’s objectives, strategies and targets. 5.2 Implementation framework The implementation matrix has outlined the department or unit responsible for each activity. Heads of Department/Unit will be solely responsible for results in each activity under their respective department/unit. The accountability framework will be cascaded further through departmental Strategic Plans, Annual Work Plans, Individual Work Plans and Performance Appraisal System (PAS), all of which will be aligned to this Strategic Plan.The Heads of Department will be accountable to the Cabinet Secretary and Principal Secretary for their performance. Heads of Units and Divisions will in turn be accountable to their respective Heads of Department while individual members of staff will be accountable to their Unit/ Division heads 5.3 Risk Analysis and Management The SDL has identified a number of risks that may affect the successful implementation of prioritized projects and activities. Table 5.1 summarizes the risks and the proposed mitigation measures. 39 Table 5.1 Risk Analysis Framework Risk Factor Probability of risk (1-3) Impact of risk (1-3) Risk factor (1-9) Mitigation measures Livestock pests and diseases 3 3 9 Vaccination Livestock movement control Treatment and pesticide application Insecurity in livestock producing areas 1 1 1 Peace initiatives Initiate livestock Development project Cultural re-engineering will be promoted though community engagement, policy and law. Drought 2 3 6 The SDL will develop programmes/projects that will build resilience to drought prone communities, enhance early warning systems and develop appropriate contingency plans Floods 1 1 1 Water conservation structures A forestation Emergency response mechanisms Activate early warning system. Pandemic 1 1 1 Vaccination 40 Quarantine Awareness Incursion of diseases from neighboring countries of unknown or indeterminate disease status 2 3 6 SDL will enhance regional disease control initiatives and strengthen border-point surveillance. Shift of international trading protocols 1 3 3 SDL will engage more with trading partners through membership to regional and international trade groupings and also anticipate emerging sanitary standards and implement them upfront to avoid disruption of trade Climate Change 2 3 6 Mainstream climate change adaptation and mitigation strategies in design, implementation and M&E of SDL programmes and projects 41 IMPLEMENTATION MATRIX Table 5 shows the resources required to implement the identified activities under each strategic objective. Table 5: Implementation Matrix Strategic Issue 1: Inadequate Policy, Legal and Institutional Capacity Strategic Objective 1: To strengthen policy, legal and institutional Capacity Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Develop appropriate Policies, legal and regulations framework Finalize pending policies (National Livestock Policy, Dairy Industry Policy, Animal Breeding Policy, Animal Feeds Policy, Apiculture Policy, Poultry Policy and Camel Policy) 7 Policies finalized No. of Policies in place Dir. Policy Research & Regulation (Dir, PR&R, DVS and DLP 5 10 10 10 10 Develop new policies (Livestock Insurance Policy, Veterinary Laboratory Policy, Anti-microbial Resistance, Hides &Skin) 4 policies developed No. of policies in place Dir. PR&R, DVS and DLP 0 20 50 30 10 42 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Undertake comprehensive monitoring and evaluation programme for policy implementation and impact assessment Monitoring and Evaluation programme for policy implementation undertaken No. of Monitoring and Evaluation programme for policy implementat ion Dir. PR&R, DVS and DLP 1 2 2 3 3 Finalization of Bills 13 Bills finalized No. of Bills in place Dir. PR&R, DVS and DLP 5 20 20 15 10 Review of existing legal frameworks 7 existing legal frameworks reviewed No. of existing frameworks reviewed Dir. PR&R, DVS and DLP 5 10 10 10 10 Development of regulations namely Veterinary Laboratories; Livestock Identification and Traceability (LITs) and Breeding Services 3 regulations developed No. of legal frameworks in place Dir. PR&R, DVS and DLP 5 50 20 15 10 Review Veterinary Medicines Directorates Regulations Veterinary Medicines Directorates Regulations reviewed No. of Veterinary Medicines Directorates Regulations reviewed Dir. PR&R, DVS and DLP 5 20 10 10 5 43 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Develop standards on import of animal genetics; Standards on imports of animal genetics developed No. of standards on import of animal genetics in place Dir. PR&R, DVS and DLP 2 5 5 0 0 Develop guidelines to regulate movement, import and export of biological materials; Guidelines to regulate movement of biological materials developed No. of regulations guidelines on biological materials in place Dir. PR&R, DVS and DLP 1 5 5 2 2 Develop guidelines on the implementation of certification and accreditation of laboratories on ISO standards Guidelines on the implementation of certification and accreditation of laboratories on ISO standards developed No. of guidelines on the implementat ion of certification and accreditation of laboratories on ISO standards Dir. PR&R, DVS and DLP 3 4 5 5 7 Develop disease control strategies and contingency plans; 4 Strategies developed No. of strategies in place Dir. PR&R, DVS and DLP 2 5 5 5 3 44 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 acaricide resistance management strategy; Breeding services provision strategy, guidelines and technical manual; Diagnosis, surveillance, epidemiology, control and prevention of zoonoses Strategy; and AMR National Action Plan Diseases contingency and AMR National Action plans developed No. of Plans in places Dir. PR&R, DVS 2 8 5 0 0 1 Breeding services provision technical manual developed No. of breeding services provision technical manual developed Dir. Policy Research &Regulation, DVS 2 5 3 0 0 Develop National Livestock Master Plan National Livestock Master Plan developed No. National Livestock Master Plan developed Dir. Policy Research &Regulation, DVS/DLP 5 30 50 50 50 Develop a PPP engagement framework PPP Engagement framework developed No, of PPP Engagement framework developed Dir. Policy Research &Regulation, 0 10 0 0 0 Undertake quarterly monitoring and evaluation program to track the status of policies implementation Quarterly M&E on policies implementation undertaken Quarterly reports Head M&E Unit in SDL, Dir. Policy Research &Regulation, DVS and DLP 2 10 10 10 10 45 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Inventorize existing policies and legislations affecting the livestock industry Existing policies and legislations affecting the livestock industry inventorized No. of inventories Head M&E Unit in SDL, Dir. Policy Research &Regulation, DVS and DLP 3 5 5 5 7 Strengthen cooperation and collaboration with Counties and public private partnerships Development a framework for capacity building county governments and other stakeholders; Stakeholders capacity building framework developed No. of Capacity building framework in place DLP/DVS/Dir Policy, Research and Regulations 0 10 5 0 0 Hold meetings with inter-governmental agencies (JASCOM) and County CECs & Cos in charge of livestock matters and develop MoUs; MOUs developed No. of signed MOUs DLP/DVS/Dir Policy, Research and Regulations 0 5 5 5 5 Organize meetings with potential private partners and develop collaboration mechanisms Guidelines and MOUs in line with PPP policy developed No. of signed Guidelines and MOUs in line with PPP policy DLP/DVS/Dir Policy, Research and Regulations 5 5 5 5 5 46 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Develop, print and disseminate technical brochures and manuals Technical brochures and manuals developed printed and disseminated No. of brochures and manuals developed and disseminated DLP 0 1 2 2 2 Assess county capacity needs for innovations in production, processing, storage, and marketing infrastructures Counties capacity needs assessed on processing production, processing, storage, and marketing infrastructures No. of Counties capacity needs assessed DLP 0 10 0 0 0 Build capacity of counties with processing production, processing, storage, and marketing infrastructures Counties capacity build on processing production, processing, storage, and marketing infrastructures No. of Counties capacity build DLP 20 30 30 30 30 47 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Modernization of Livestock facilities and services Develop/ Rehabilitate infrastructure (Offices, laboratories, efficacy trial centers, farms and Stations) Developed and rehabilitated Offices, laboratories, efficacy trial centers, training institutions, farms and Stations No. of offices, farms, Institutions, laboratories and Stations rehabilitated DVS/DLP/DA 100 100 200 200 200 Procure relevant tools and equipment (vehicles, furniture, computers, printers, LCD projectors etc) Relevant tools and equipment procured No. of vehicles, furniture, computers, printers, LCD projectors etc procured DA 20 100 100 50 50 Certification and accreditation of laboratories on: Quality Management System & Laboratories management system Laboratories Certified and accredited (ISO 9001: 2015) & Laboratories management system (ISO 17025: 2005) No. of laboratories certified and accredited DVS, MR 5 20 20 20 20 48 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Automation of the Livestock sector through farmer registration, expansion of Livestock Market Information System and promotion of Livestock identification and traceability ICT infrastructure upgraded Automation level H:ICT 2 10 30 30 30 Transformation /Strengthening of SDL Training Institutions Develop guidelines on review of AHITIs and MTI curricula Gguidelines on review of AHITIs and MTI curricula developed No. of reviewed curricula HRM&D/DVS/ DLP 1 20 20 5 0 Transform DTI to a SAGA to enhance efficiency in its operations. Transformed DTI into SAGA Gazette Notice/ Institution Charter Dir PR&R, HRM&D, DLP 0 5 20 5 5 Establish a leather training institute in Ngong Leather training institute established Completion level/Certifi cate of completion and Gazette Notice Dir PR&R, DVS, HRM&D 20 100 200 300 300 Establish model leather centers of excellence Six (6) centres established No. of centers established DVS/DLP 0 100 200 300 300 49 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Review current curriculum Current curriculum for training institutions reviewed No. of curriculums reviewed HRM&D/DLP/ DVS 0 5 5 0 0 Develop diploma curriculum aligned to TVET Act Diploma curriculum aligned to TVET Act developed No. Diploma curriculum aligned to TVET Act HRM&D/DLP/ DVS 0 2 10 5 5 Develop support infrastructures in training institutions Training institutions infrastructures development supported No. of infrastructur es development supported HRM&D/DLP/ DVS 25 100 200 200 300 Recruit training cadres for training institutions Training cadres for training institutions recruited Training cadres recruited HRM&D/DLP/ DVS 0 0 50 100 100 Asset management Secure land titles for livestock land: (Farms, Stations, Efficacy Trial Centres, Training Institutions, holding Grounds) Institutional land under SDL survey and secured No. of title deeds/ Land area secured DVS/DLP/DA 0 20 100 200 200 50 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 Fencing SDL institutional land SDL institutional land fenced No. of Institutional land fenced/ fence coverage DA/DVS/DLP 50 50 50 50 50 Establish 4 regional holding ground management units to manage clusters holding ground 4 regional livestock holding ground management units established No. of livestock holding ground management Units DLP 0 40 50 50 50 Staff capacity building Undertake institutional Skills Gap Analysis Institutional Skills Gaps Analysis undertaken Institutional Gap analysis report in place HRM&D 0 10 5 0 0 Undertake training needs assessment (TNA) and implement the recommendations TNA Report TNA Report HRM&D 1 1 1 1 1 Support short and long term training Short and long term training undertaken No. of short and long term trainings supported HRM&D 2 5 20 20 30 Recruit relevant staff 150 staff recruited No. of staff recruited HRM&D 0 40 50 100 150 Improved work environment Undertake and implement work place environment Work place environment survey No. of work place survey undertaken Dir. Adm 1 2 3 3 4 51 Strategies Activities Outputs/Target s Performanc e Indicators Responsibility Budget (Kshs '000,000) 2018/19 2019/20 2020/21 2021/22 2022/23 survey undertaken and implemented Develop and implement institutional occupational health and safety policy Institutional occupational health and safety policy developed and implemented Institutional occupational health and safety policy in place Dir. Adm - 3 3 5 5 Contract security services Security Services contracted Security services in place Dir. Adm 10 10 10 15 20 Install and maintain safety equipments in strategic areas (fire extinguishers and CCTV system) Safety equipments in strategic areas (fire extinguishers and CCTV system) installed and maintained No. of safety equipments in strategic areas installed and maintained Dir. Adm 3 4 6 7 7 Total strengthen policy, legal and institutional Capacity 313 1,027 1,615 1,878 2,006 Total for 5 year 6,839 Strategic Issue 2: Low production and productivity Strategic Objective 2: To increase production and productivity 52 Strategies Activities Outputs/Target s Performan ce Indicators Responsibility Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Enhance availability of quality feeds and supplements Build capacities on production of feeds and forage seeds Increased production and conservation of pasture and fodder. Improved quality of feeds. Quantity forage seed produced. DLP 500 550 400 400 400 Build capacities on feed ration formulation Capacity build on feed ration formulation No of farmers adopting feed ration formulation and quality feeding. DLP 25 25 25 25 25 Undertake feed quality control inspections Feed quality control inspections undertaken Quantity of quality feeds available in the market. DVS/DLP 24 24 24 24 24 Develop and review standards for animal feeds Standards for animal feeds developed and reviewed No. of standards developed DLP/DVS 10 10 10 10 10 53 Strategies Activities Outputs/Target s Performan ce Indicators Responsibility Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Promote production, conservation and commercialization of pastures and fodders Production, conservation and commercializati on of pastures and fodders promoted No. of promotion fora DLP 0 20 20 20 20 Establish irrigation infrastructure for seed, pasture and fodder production Irrigation in seed, pasture and fodder Amount of feeds produced under irrigation .DLP 1,066 1,334 1,066 1,334 1,066 Establish strategic feed reserves Strategic Feed Reserve established Quantity of available stocks during drought. DLP/DVS 500 500 500 500 500 Create linkages between public and private to increase mechanization and proper storage of feeds. Linkages between public and private to increase mechanization and proper storage of feeds created Amount of feeds produced and stored. DLP 2 2 2 2 2 Lobby for tax exemptions for feed ingredients. Tax exemptions for feed ingredients lobbied Change in prices of animal feeds DLP/DVS 1 1 1 1 1 54 Strategies Activities Outputs/Target s Performan ce Indicators Responsibility Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Improve livestock breeds and breeding Develop breeding plans for specific breeds Increased number of livestock farmers with skills to undertake breeds selection. Increased availability of quality breeds Breeding plans available Improved regulation of breeding service provision No of breeding plans developed DLP/DVS 10 10 10 10 10 Strengthen infrastructure for performance recording and genetic evaluation No. of infrastructure for performing recording and genetic evaluation strengthened No. of farmers practicing breed selection DLP/DVS 25 25 25 25 25 55 Strategies Activities Outputs/Target s Performan ce Indicators Responsibility Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Establish a national animal identification system for performance recording and genetic evaluation A national animal identification system for performance recording and genetic evaluation strengthened National animal identificatio n system for performance recording and genetic evaluation DLP/DVS 2 10 10 15 15 Strengthen capacity for utilization of appropriate breed improvement technologies (semen, embryo, eggs, live animals) Capacity for utilization of appropriate breed improvement technologies strengthened No of high yielding animals DLP/DVS 20 20 20 20 20 Support breeding, multiplication and conservation of stock Quality breeding stocks supported No. of quality breeding stock availed DLP 0 100 100 100 100 Develop a legal framework for conservation of AnGRs Legal framework for conservation of AnGRs developed No of animal adopted to their environment DLP/DVS 10 10 0 0 0 56 Strategies Activities Outputs/Target s Performan ce Indicators Responsibility Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Develop a genebank and build capacity for multiplication and conservation of livestock in the country Genebank and build capacity for multiplication and conservation of livestock in the country developed Breeding quality assurance system in place DLP/DVS 10 30 50 70 80 Create awareness on modern breeding technologies Modern breeding technologies awareness created No. of stakeholders using modern breeding technologies DLP/DVS 25 25 25 25 25 Improve animal health Undertake surveillance and mapping of diseases Reduced prevalence of diseases No. of surveillance reports DVS 20 20 20 20 20 Carryout disease risk management and disaster preparedness Disease strategies and contingency plans developed/revie wed No. of disease strategies and contingency plans developed/r eviewed DVS 20 20 20 20 20 57 Strategies Activities Outputs/Target s Performan ce Indicators Responsibility Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Mainstream animal welfare in animal production Increased awareness of animal welfare issues No. of stakeholders practicing good animal welfare practices DVS/DLP 5 5 5 5 5 Develop database for management of animal health and production information Database for management of animal health and production information developed Availability of database DVS 5 5 5 5 5 Implement disease control strategies and contingency plans Disease control strategies and contingency plans implemented No. intervention s on disease outbreaks DVS 150 150 150 150 150 Support vector control initiatives Vector control initiatives supported No. of vector control initiatives supported DVS 30 40 40 50 60 Regulate use of veterinary medicines and biological Use of Veterinary medicines and biological regulated Regulations in place DVS 10 10 15 15 20 58 Strategies Activities Outputs/Target s Performan ce Indicators Responsibility Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Support development and production of safe, effective and affordable veterinary vaccines for the improvement of the livestock industry Development and production of safe, effective and affordable veterinary vaccines for the improvement of the livestock industry supported No. of support initiatives DVS 50 60 100 100 120 Build capacity and strengthen mechanism for transboundary disease reporting Mechanism for transboundary disease reporting strengthened No. of mechanisms strengthene d DVS 40 40 50 50 60 Promote adoption of improved livestock technologies Identify research needs and collaborate with partners and research institutions. Production constraints identified and addressed No of research studies initiated DLP/DVS 10 10 10 10 10 Develop and disseminate materials on improved livestock production technologies Increased availability and access to improved technologies No of technologies packaged. and disseminate d DLP/DVS 10 10 0 0 0 59 Strategies Activities Outputs/Target s Performan ce Indicators Responsibility Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Support technology transfer Livestock technology transfer supported No of farmers adopting improved technologies DLP/DVS 8 8 8 8 8 Develop extension management guidelines Extension content and delivery regulated Guidelines developed DLP/DVS 5 10 10 0 0 Develop legislation to regulate content and delivery of extension messages Extension service regulatory framework developed by June 2020 Extension service regulatory framework in place DLP 30 30 10 0 0 Total for improving production and productivity 2,623 3,114 2,731 3,014 2,801 Total for 5 years 14,283 Strategic Issue 3: Inadequate commercialization and market access. Strategic Objective 3: To improve market access and trade. 60 Strategies Activities Outputs/Targ ets Performance Indicators Responsibili ty Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Promote agribusiness along the livestock value chain Conduct regular assessment on capacity gap in the counties Regular assessment on capacity gap in the counties conducted No. of regular assessment on capacity gap in the counties conducted DLP / DVS 2 5 5 10 10 Capacity build counties on agribusiness and commercializati on in the livestock value chains 282 County stakeholder’s capacity built No. of stakeholders trained DLP / DVS 0.5 1 1.2 1.5 1.8 Capacity building for value chain operators to undertake value addition 50 Value chain operators capacity built No. of value chain operators DLP 0.4 0.8 1 1.1 1.3 Establish feedlots in strategic sites 50 feedlots established No. of animals finished for market DLP/DVS 550 550 550 550 550 Develop standards for livestock products and by-products 2 standards developed No. of standards for livestock products and by-products developed DVS 1.2 2 2 1 1 61 Strategies Activities Outputs/Targ ets Performance Indicators Responsibili ty Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Establish linkages between livestock agro industries and potential manufacturers to business development services (BDS), financial and insurance and market service providers 10 business linkage meetings organized No. of linkages established DLP / DVS 1.0 1.4 1.8 2.2 2.5 Organize/partici pate in business/ investment fora and events 5 business/ investment forums/events organized No. of business forums DLP / DVS 0.8 1.2 1.4 1.5 1.5 Promote trade in livestock and livestock products Capacity building of producers, marketing groups and processors to develop livestock products’ brands 5 livestock brands developed No. of livestock brands developed DLP / DVS 1.8 2 2 2.2 2.3 62 Strategies Activities Outputs/Targ ets Performance Indicators Responsibili ty Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Undertake regional and international in livestock trade promotions 5 trade promotion missions No. of trade promotion missions undertaken DLP / DVS 1.8 2.2 2.4 2.4 2.6 Participate in national, regional and international trade facilitation meetings DLP / DVS 2.5 3 3.3 3.6 4. Develop safety and quality assurance procedures for animals, animal products and by products 10 safety and quality assurance procedures developed No. of safety and quality assurance procedures developed DVS 1.8 2 2.2 2.4 2.6 Capacity building for quality assurance officers 50 QA officers trained No. of QA officers trained DLP / DVS 1.0 1.2 1.4 1.5 1.7 Develop/review standards for export slaughterhouses and tanneries 2 standards developed No. of standards developed DVS 1.7 2 2 0 0 Enhanced safety Develop and AMR National Action DVS 5 10 10 10 5 63 Strategies Activities Outputs/Targ ets Performance Indicators Responsibili ty Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 of food of animal origin promote AMR mitigation policy through National Action Plan mitigation policy through National Action Plan developed Plan for AMR mitigation policy in place Strengthen inspection and certification of food of animal origin Inspection and certification of food of animal origin strengthened No. of certification and inspection DVS 4 5 7 7 9 Promote establishment of food and feeds quality assurance laboratories Establishment of food and feeds quality assurance laboratories promoted Food and feeds quality assurance laboratories in place DVS 10 20 30 50 50 Support risk analysis on foods of animal origin Risk analysis on foods of animal origin supported No. of risk analysis on foods of animal origin undertaken DVS 5 5 5 7 10 Support national residue monitoring in animal products National residue monitoring in animal products supported No. of national residue monitoring in animal products undertaken DVS 2 2 3 3 4 Promote One Health initiatives with One Health initiatives with other No. of One Health initiatives with other collaboration DVS 2 4 4 6 6 64 Strategies Activities Outputs/Targ ets Performance Indicators Responsibili ty Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 other collaboration partners collaboration partners promoted partners promoted Develop/review standards for slaughterhouse Standards for slaughterhouse developed/revi ewed Standards for slaughterhouse in place DVS 5 5 7 7 6 Strengthen livestock marketing infrastructure Register and rehabilitate strategic holding grounds 20 holding grounds registered 10 holding grounds rehabilitated No. of holding grounds registered & rehabilitated DLP 80 100 110 120 130 Develop quarantine and livestock health certification infrastructure 3 quarantine facilities developed (Bachuma, Kurawa, Miritini) No. of quarantine/ livestock health facilities developed DVS 200 450 500 550 550 Support counties to establish strategic sale yards 21 sale Yards established No. of sale yards established DLP 60 80 90 100 100 Decentralize management of holding grounds 10 holding grounds decentralized No. of holding grounds decentralized DLP 2 2.2 2.5 2.0 2.0 65 Strategies Activities Outputs/Targ ets Performance Indicators Responsibili ty Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Strengthen livestock market information systems Build capacity for data management 140 data monitor officers trained and equipped No. of data monitors trained DLP / DVS 3.0 4 4.2 4.4 5 Establish and maintain data collection, collation, analysis, storage and dissemination system 2 data management system established (1 for disease control, 1 for livestock market information) No. of data management systems established DLP / DVS 6 6 3 2 2 Facilitate the dissemination of information on available export/ imports market requirements 20 export/import enquiries/ information disseminated No. of export/import enquiries attended to DLP / DVS 1.5 2 2.2 2.4 2.6 Establish livestock identification and traceability systems 1 livestock identification & traceability system established No. of livestock identification & traceability systems established DVS 60 50 30 18 12 Sub Total for improving market access and trade 1,012 1,319 1,384 1,468 1,475 Total 6,658 66 Strategic Issue 4: Inadequate resilience for ASAL communities. Strategic Objective 4: To improve resilience for ASAL communities. Strategies Activities Outputs/Targ ets Performance Indicators Responsibil ity Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Promote investment in water infrastructure for livestock Undertake survey on livestock water infrastructure Improved access to livestock water Water conservation technologies adopted. No of water infrastructure development plans DLP 25 25 0 0 0 Construct and rehabilitate water provision facilities for livestock 25 water pans/boreholes constructed No. of Water facilities rehabilitated DLP 60 60 75 75 80 Build Capacities on water conservation technologies 21 counties capacity built No of counties capacity built DLP 1.5 2 2.2 2.4 2.8 Enhance availability of fodder and pasture Promote fodder production, storage and conservation technologies 4,000 Ha of irrigated fodder 250, 000 bale of hay Ha of irrigated fodder established No of Bales Conserved DLP 400 450 500 550 600 Promote production of drought resistant fodder crops 500 Ha of drought resistant fodder varieties promoted Ha of drought resistant fodder varieties DLP 100 100 150 120 140 67 Strategies Activities Outputs/Targ ets Performance Indicators Responsibil ity Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Rehabilitation of rangelands through reseeding programs and bush control 2,000 Ha rehabilitated Ha of rangelands rehabilitated DLP 50 50 55 60 65 Promote research on alternative livestock feeds stuffs for range lands 5 alternative livestock feedstuff for rangelands Numbers of alternative livestock feedstuff DLP 3 5 6 6.6 7 To promote climate change adaptation technologies and practices Support uptake of livestock insurance 10,000 household covered Number of households insuring their livestock DLP 150 120 100 80 80 Promote keeping of locally adapted livestock breeds 5 Locally adapted breed promoted No of locally adapted breeds promoted DLP 3.0 4 4.5 5 6 Support commercial and emergency livestock off-take programmes As need arises Timely intervention DLP 500 600 650 600 680 Promote alternative livelihood 4 alternative livelihood enterprises No of Alternative livelihood promoted DLP 4.5 5 7 7.2 8 Develop and disseminate early warning information Early warning information disseminated on time Early warning information disseminated DLP / DVS 2.0 2.2 2.4 2.8 3.2 68 Strategies Activities Outputs/Targ ets Performance Indicators Responsibil ity Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Promote rangeland management and conservation Undertake assessment and valuation of rangeland resources Rangeland resources condition and value documented Guidelines for use of range resources available DLP 200 200 200 200 200 Build capacities on range management and conservation Increased number of stakeholders with skills on range management and conservation No of farmer utilizing technologies on range management and conservation DLP 60 60 60 60 60 Undertake range conservation and reseeding Increased area of land rehabilitated Area conserved and rehabilitated DLP 100 100 100 100 100 Strengthen Networks and Partnership among the pastoral communities Establish 5 networks and capacity built No. of stakeholders capacity built DLP/DVS 2.0 2.4 2.6 2.8 3 Sub Total for improving resilience for the ASAL communities 1,661 1,786 1,915 1,872 2,035 Total 9,268. Strategic Issue 5: Weak monitoring, evaluation and data management Strategic Objective 5: To improve the capacity for M&E and information Management 69 Strategies Activities Outputs/Targ ets Performance Indicators Responsibil ity Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Improve the capacity of M & E for SDL Develop a Monitoring and Evaluation framework 1 M & E framework developed M & E framework Developed Head: Planning 7.5 10 5 1 1 Training of staff in M & E data & information management 20 officers trained No. of staff trained Head: Planning 2.0 2.5 2.5 2.5 2.5 Develop an Integrated Information Management System for SDL 1 Integrated Information Management System in place Integrated Information Management system in place Head: ICT 15 5 1.5 1.5 1.5 Procure ICT equipment and other M & E tools Equipment procured No. of equipment procured Head: ICT 30 3 3 3 3 Capacity building of county Staff on M&E No. of staff capacity built Head Planning 0 10 10 10 10 Data and knowledge management Undertake M&E missions 20 M & E mission No. of M & E missions undertaken Head: Planning 10 10 10 10 10 Undertake mid-term and end term review for projects Reviews undertaken No. of project reviews undertaken Head: Planning 4 4 4 4 4 Develop an annual publication review report on livestock industry performance 5 annual publications No. of publications produced Head: Planning 5 5 5 5 5 Sub Total for improving M&E and Information Management 73.5 49.5 41 37 37 70 Strategies Activities Outputs/Targ ets Performance Indicators Responsibil ity Budget (Kshs '000,000) 2018/1 9 2019/2 0 2020/21 2021/2 2 2022/23 Total 236 Cross cutting Issues Strategies Activities Outputs/Tar gets Performance Indicators Responsibilit y Budget (Kshs '000,000) 2018/1 9 2019/20 2020/21 2021/2 2 2022/23 HIV/AIDS Prevention and Control Continuous sensitization of staff on HIV/AIDS Increased awareness No. of Staff sensitized Head: HRM&D 1 1 1 1 1 Integration of HIV/AIDS sensitization in all its institutions Increased awareness No. of stakeholders sensitized Head: HRM&D 2 2 2 2 2 Corruption Prevention and Control Establish/strengthen the Corruption Prevention Committee (CPC) Corruption Prevention Committee (CPC) Corruption Prevention Committee (CPC) in place DA 1 1 1 1 1 Undertake anti corruption sensitization programmes among staff at all levels Increased awareness No. of Staff sensitized DA 1 1 1 1 1 71 Strategies Activities Outputs/Tar gets Performance Indicators Responsibilit y Budget (Kshs '000,000) 2018/1 9 2019/20 2020/21 2021/2 2 2022/23 Facilitate the placement of corruption prevention boxes in strategic locations at the headquarters and in the regional offices. Corruption prevention boxes procured and installed No. of corruption prevention boxes DA 1 1 1 1 1 Carry out Corruption Risk Assessment (CRA), mitigation and implement the recommendations. CRA Report CRA Report DA 1 1 1 1 1 Build capacity on corruption prevention, ethics and integrity Skilled manpower on corruption prevention No. of officers trained DA 1 1 1 2 2 Empowerment of youth, women and persons with disabilities Sensitize youth, women and persons with disabilities on opportunities within the SDL Increased awareness on opportunities within the Council No. of youth, women and persons with disabilities sensitized Head :Supply Chain Mgt 1 1 1 1 1 72 Strategies Activities Outputs/Tar gets Performance Indicators Responsibilit y Budget (Kshs '000,000) 2018/1 9 2019/20 2020/21 2021/2 2 2022/23 Allocate 30 % of procurement budget to youth, women and persons with disabilities Increased opportunities for youth, women and persons with disabilities Value of tenders allocated Head: Supply Chain Mgt 0 0 0 0 0 Establish and operationalize a disability mainstreaming committee Committee established Committee in place and operational DA 0.5 0.5 0.5 0.5 0.5 Carry out a baseline survey on disability Disability issues profiled Survey report 2 0 0 3 0 Train and sensitize staff on disability issues Increased awareness Number of staff trained 2 2 2 2 2 Undertake accessibility renovations Increased accessibility to disabled persons Number of renovated areas 2 2 2 2 2 Environmental conservation Sensitize staff on safe use and disposal of chemicals, waste and other materials Increased awareness on safe use of tsetse eradication materials and chemicals No. of staff sensitized DVS 2 2 2 2 2 73 Strategies Activities Outputs/Tar gets Performance Indicators Responsibilit y Budget (Kshs '000,000) 2018/1 9 2019/20 2020/21 2021/2 2 2022/23 Plant trees on institutional land Trees panted No. trees planted DA 0 0.1 0.1 0.1 0.1 Undertake annual environmental audit Annual environment al audit report Annual environmental audit report in place DA 0 3 3 3 3 Undertake environmental and social impact assessment of SDL projects Environment al and social impact assessment reports No. of reports DA 0 3 0 0 3 Alcohol and Drug abuse Undertake sensitization and awareness among staff. Increased awareness No. of staff sensitized Head: HRM&D 0 0 0 0 0 Train staff on basic counseling skills Improved counseling skills No. of staff trained Head: HRM&D 0 0.1 0.1 0.1 0.1 Institute counseling programs for staff affected by alcohol and drug abuse. Improved behavior change No. of staff counseled Head: HRM&D 0 0.1 0.1 0.1 0.1 Promote National Cohesion and Values Sensitize stakeholders on national values and principles of governance Increased awareness No. of stakeholders sensitized DA 2 2 2 2 2 74 Strategies Activities Outputs/Tar gets Performance Indicators Responsibilit y Budget (Kshs '000,000) 2018/1 9 2019/20 2020/21 2021/2 2 2022/23 Sensitize staff on adherence to the provisions of the constitution Increased awareness No. of staff sensitized DA 2 2 2 2 2 Hold consultative meetings with county governments to strengthen inter and intra- county relations Consultative meetings held No. of meetings held DA 0 9 9 9 9 Ensure public participation and access to information on livestock matters Enhanced ownership No. of stakeholders for a DA 0 2 2 2 2 Total for Cross Cutting Issues 21.5 36.8 33.8 37.8 37.8 Total for 5 years for cross cutting issues 167.7 GRAND TOTAL (ANNUAL) 5,704 7,331.9 7,719.1 8,306.8 8,391.7 GRAND TOTAL (5 YEARS) 37,453.5 75 76 CHAPTER 6: MONITORING, EVALUATION AND REPORTING 6.0 Overview Monitoring, evaluation and reporting is an important component for successful implementation of the Strategic Plan as it provides the necessary feedback evidence-based decision making. It will be the responsibility of top management to monitor the overall performance of the implementation of this Strategic Plan. The Heads of Departments and Divisions and the officers in charge of projects and programmes will be expected to undertake periodic monitoring of the performance areas as assigned in the implementation matrix. The SDL will further constitute a Monitoring and Evaluation Strategic Plan Team (MESPT) whose terms of reference will be to: i) Coordinate the overall implementation of the strategic plan; ii) Develop Monitoring and Evaluation (M&E) reporting guidelines; iii) Receive reports, analyze, consolidate and forward final report with appropriate recommendations to the management to guide in decision making on bi-annual basis; iv) Undertake independent quarterly M&E visits; and v) Develop, update and maintain a database on all strategic plan interventions. The MESPT will comprise members drawn from both the Central Planning & Project Monitoring Unit (CPPMU) and the SDL’s Departments. The Head of the CPPMU will chair the secretariat. 6.1 Performance Reporting Performance reporting will be based on the indicators outlined in the monitoring and evaluation framework contained in this Strategic Plan as Annex 2. To enhance implementation, annual work plans, annual performance contracts target as well as annual individual work plans will be drawn from the prioritized activities in this Strategic Plan. Quarterly, mid-term, end year, performance contract reporting as well as performance appraisal system reporting will be adopted. Other M&E and reporting mechanisms will be through regular senior management meetings. 77 Annex 2: Monitoring and Evaluation Framework Key Result area 1: Strengthened policy, Legal and institutional capacity Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Key Result Area 1: Strengthened policy, Legal and institutional capacity 1.1 Finalization pending policies (dairy industry policy, animal breeding policy, livestock feedstuff policy and veterinary Policy); Enabling environment for livestock development created No. of policies finalized Veterinary policy finalized and forwarded to the Cabinet 9 stakeholders policies consultation workshops undertaken (Dairy, Animal breeding, livestock feedstuff policies) Dairy, Animal breeding, livestock feedstuff policies finalized and forwarded to the Cabinet 4 Sessional Papers developed and forwarded to Parliament 4 policies finalized and disseminated 1.2 Develop new policies: livestock insurance policy; veterinary laboratory policy; Anti-Microbial Resistance (AMR) policy; and hides, skins, Leather and leather products policy No. of policies finalized Livestock Insurance; AMR, Veterinary Lab Policy; Leather and leather product policies drafted 8 regional stakeholders policies consultation workshops held 4 National stakeholders policies validation workshops held 4 policies finalized and forwarded to the Cabinet 4 Sessional Papers developed and forwarded to Parliament 78 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 1.3 Finalization of Bills: Livestock Bill; Kenya School of Animal Science Bill; Bill on bee health; and Animal Production Professionals Bill No. of Bills Finalized Livestock Bill reviewed. ToRs for development of 3 Bills prepared 8 regional stakeholders consultation workshops undertaken 4 National stakeholders policies validation workshops held Parliament Committee in Agriculture sensitized Bills finalized and forwarded to Parliament to enactment 1.4 Develop legal framework and regulations: veterinary laboratories; Livestock Identification and Traceability System (LITS) legal framework; legislation for animal production professionals and Breeding rules No. of legal frameworks in place Consultant engaged and 5 drafts legal frameworks developed 10 regional stakeholders consultation workshops undertaken 5 National stakeholders validations workshops Parliament and Senate Committees in Agriculture sensitized Bills finalized and forwarded to Parliament to enactment 79 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Review of legal framework: Animals Disease Act cap 364 (birds rules 2010, hatchery Rules 2010, control of bird diseases 2010); Hides and Skins Act Cap 359; Meat control Act Cap 356 (poultry meat inspection rules 2010) and VPH Act. No. of Review Acts in place Consultant engaged and 4 legal frameworks reviewed 8 regional stakeholders consultation workshops undertaken 4 National stakeholders policies validation workshops held Parliament and Senate Committees in Agriculture sensitized Bills finalized and forwarded to Parliament to enactment Develop standards on import and export of animal genetics; and regulation for breeding of emerging livestock (bees, donkeys, ostriches); Enabling environment for livestock development created No. of standards on import of animal genetics in place Draft standards for import and export of animal genetics developed National stakeholders workshops held. Standards for import and export of animal genetics finalized and gazette 3 draft breeding regulations for emerging livestock developed Stakeholders consultation undertaken 3 breeding regulations finalized and gazette 3 breeding regulations disseminated 80 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Develop guidelines to regulate movement, import and export of biological materials; No. of regulations guidelines on biological materials in place Terms of reference on guidelines developed Draft guidelines to regulate movement, import and export of biological materials developed 4 regional stakeholder consultation and a national validation workshops held Guidelines to regulate movement of biological materials Gazetted Guidelines to regulate movement of biological materials disseminated 81 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Develop disease control strategies and contingency plans; Acaricide resistance management strategy; Breeding services provision strategy, guidelines and technical manual; Diagnosis, surveillance, epidemiology, control and prevention of zoonoses Strategy; and AMR National Action Plan No. of strategies, plans and technical manuals in place Terms of Reference on strategies, plans and technical manual developed. 4 draft strategies, 1 AMR action plan and 1 technical manual developed. 5 regional stakeholder workshops for the strategies, plans, technical manual undertaken 5 National validation workshops on strategies, plans and technical manual held 4 strategies, 1 AMR action plan and 1 technical manual finalized and disseminated Develop a PPP enge ment framework PPP Engagement framework developed 1 PPP Engagement framework developed 82 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Undertake quarterly monitoring and evaluation program to track the status of policies implementation Quarterly reports 1 monitoring and evaluation mission undertaken 4 monitoring and evaluation missions undertaken 4 monitoring and evaluation missions undertaken 4 monitoring and evaluation missions undertaken 4 monitoring and evaluation missions undertaken Development a framework for capacity building county governments and other stakeholders; Strengthen cooperation and collaboration with Counties and public private partnerships No. of Capacity building framework in place TORs developed Draft Capacity building framework developed and 2 regional stakeholders workshops fora held National validation workshops held and the framework finalized 1 Monitoring and Evaluation undertaken 1 monitoring and Evaluation undertaken Hold meetings with inter governmental agencies (JASCOM) and County CECs & COs in charge of livestock matters and develop MoUs; No. of signed MOUs 2 MOUs signed 2 MOUs signed 2 MOUs signed 2 MOUs signed 83 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Organize meetings with potential private partners and develop collaboration mechanisms No. of signed Guidelines and MOUs in line with PPP policy Private sector partners meetings on collaboration mechanism organized and held Private sector partners collaboration mechanism developed Private sector partners collaboration mechanism Implemented Annual M&E on partners collaboration implementatio n undertaken Develop, print and disseminate technical brochures and manuals No. of brochures and manuals developed and disseminated 1000 brochures and manuals developed 2000 brochures and manuals developed and disseminated 2000 brochures/ manuals developed and disseminated 2000 brochures and manuals developed and disseminated Assess county capacity needs for innovations in production, processing, storage, and marketing infrastructures No. of Counties capacity needs assessed 47 Counties capacity needs assessed Certification and accreditation of laboratories on: Quality Management System & Laboratories management Modernizatio n of facilities No. of laboratories certified and accredited 1 laboratory certified and accredited 2 laboratory certified and accredited 2 laboratory certified and accredited 2 laboratory certified and accredited 2 laboratory certified and accredited 84 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 system Automation of the Livestock sector through farmer registration, expansion of Livestock Market Information System and promotion of Livestock identification and traceability Automation level (cumulative) 40% automation level 50% automation level 70% automation level 90% automation level 100% automation level Develop/ Rehabilitate infrastructure (Offices, laboratories, efficacy trial centers, farms and Stations) No. of offices, farms, Institutions, laboratories and Stations rehabilitated DVS offices in Kabete rehabilitated 2 laboratories, 10 offices, 2 efficacy trial Centres and 3 training institutions and 3 farms and stations rehabilitated 3 laboratories, 10 offices, 3 efficacy trial Centres and 3 training institutions and 4 farms and stations rehabilitated 3 laboratories, 10 offices, 2 efficacy trial Centres and 2 training institutions and 4 farms and stations rehabilitated 2 laboratories, 10 offices, 2 efficacy trial Centres and 2 training institutions and 2 farms and stations rehabilitated Develop guidelines on review of AHITIs and MTI curricula; Transformatio ns of SDL Training Institutions No. of reviewed curricula Meeting on curriculum review held 3 curriculum for DTI, AHITI, MTI reviewed Stakeholders validations workshop held Reviewed curriculum piloted Reviewed curriculum implemented 85 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Transform DTI to a SAGA to enhance efficiency in its operations. Gazette Notice/ Institution Charter Proposal for DTI transformatio n to SAGA developed Stakeholder engaged DTI transformation into SAGA Gazette Institutions Charter obtained Establish a leather training institute in Ngong Completion level/ and Gazette Notice 10% completed 50% completed 100% completed and Gazetted Trainings operationalized Operations monitored Establish model leather centers of excellence Six (6) centres established One centers established One centers established Two centers established Two centers established Review current curriculum No. of curriculums reviewed 2 curriculums reviewed 2 curriculums reviewed Develop diploma curriculum aligned to TVET Act No. Diploma curriculum aligned to TVET Act Consultations on diploma curriculum review done 3 curriculum for DTI, AHITI, MTI reviewed Stakeholders validations workshop held Reviewed curriculum piloted Reviewed curriculum implemented Develop support infrastructures in training institutions No. of infrastructure s development supported Road map to support training institutions infrastructure s developed 2 training institutions infrastructures supported 2 training institutions infrastructures supported 2 training institutions infrastructures supported 2 training institutions infrastructures supported Recruit training cadres for training institutions No. of training cadres recruited - 20 training cadres recruited 40 training cadres recruited 40 training cadres recruited 86 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Secure land titles for livestock land: (Farms, Stations, Efficacy Trial Centres, Training Institutions, holding Grounds) Assets management No. of title deeds/ Land area secured Institutional lands identified and documented Institutional Land surveyed 10 institutional land titles obtained 20 institutional land titles obtained 8 institutional land titles obtained Fencing SDL institutional land No. of Institutional land fenced/ fence coverage Institutional Land surveyed 10 institutional land fenced obtained 20 institutional land fenced 8 institutional land fenced Establish 4 regional holding ground management units to manage clusters holding ground No. of livestock holding ground management Units Clustering of livestock holding ground undertaken 4 clustered livestock holding ground management Units established 4 clustered livestock holding ground management Units operationalize d 4 clustered livestock holding ground managed 4 clustered livestock holding ground managed Undertake institutional Skills Gap Analysis Staff capacity building Institutional Gap analysis report in place Institutional skills gap analysis undertaken Action plan on skills gap analysis undertaken Action plan monitored Action plan monitored 87 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Undertake training needs assessment (TNA) and implement the recommendations TNA Report - Training need needs assessment undertaken Training Projection guided by TNA implemented Implementatio n of TNA monitored Implementatio n of TNA monitored Support short and long term training No. of short and long term trainings supported 20 courses undertaken 40 short and long courses supported 50 short and long courses supported 70 short and long courses supported 100 short and long courses supported Recruit relevant staff No. of staff recruited 15 staff recruited 30 staff recruited 20 staff recruited 30 staff recruited Key Result Area 2: Improved Production and Productivity Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Key Result Area 2: Improved production and Productivity 2.1 Build capacities on production of feeds and forage seeds Increased production and conservation of pasture and fodder. Quantity forage seed produced. 5,000kg 10,000kg seed 2.2 Build capacities on Improved quality of No of farmers adopting feed 200 farmers 400 farmers 600 farmers 800 farmers 1000 farmers 88 Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 feed ration formulation feeds. ration formulation and quality feeding. Undertake feed quality control inspections Improved quality of feeds. Quantity of quality feeds available in the market. (800 inspections) 150 300 500 650 800 Develop and review standards for animal feeds Improved quality of feeds. No. of standards developed 1 3 5 7 10 Promote production, conservation and commerciali zation of pastures and fodders Amount of feeds produced under irrigation PPP Engagement framework done Recruitment of PPP 5tons 10tons 10tons Establish irrigation infrastructur e for seed, pasture and fodder production Increased production and conservation of pasture and fodder. PPP Engagement framework done Recruitment of PPP 400,000 bale 600,000 bales 800,000 bales Establish strategic feed reserves Strategic Feed Reserve Quantity of available stocks during drought. 200,000 bales 400,000 bales 600,000 bale 800,000 bales 1,000,000 bales 89 Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 established Create linkages between public and private to increase mechanizati on and proper storage of feeds. Increased production and conservation of pasture and fodder. Amount of feeds produced and stored. (10 meetings) 2 4 6 8 10 Lobby for tax exemptions for feed ingredients. Reduced escalation of feed prices Change in prices of animal feeds Develop breeding plans for specific breeds Breeding plans available No of breeding plans developed 1 2 3 4 5 Build capacities on breed selection across all species Increased number of livestock farmers with skills to undertake breeds No. of farmers practicing breed selection 200 400 600 800 1000 90 Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 selection. Acquire new germplasm (semen, embryo, eggs, live animals) Increased availability of quality breeds No of high yielding animals 2 species 4 species 6species 7 species 7 species Support breeding, multiplicatio n and conservation of stock No. of Quality breeding stocks XX of Quality breeding stocks XX of Quality breeding stocks XX of Quality breeding stocks XX of Quality breeding stocks XX of Quality breeding stocks Develop guidelines to match breeds to environment Improved regulation of breeding service provision No of animal adopted to their environment Develop and implement breeding quality assurance system for all species Improved regulation of breeding service provision Breeding quality assurance system in place Concept Draft regulations Breeding regulations finalised Breeding regulations in place Breeding regulations in place Create awareness on modern Increased number of livestock No. of stakeholders using modern breeding 200 400 600 800 1000 91 Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 breeding technologies farmers using modern breeding technologies . technologies Undertake surveillance and mapping of diseases Reduced prevalence of diseases No. of surveillance missions undertaken 100% outbreak investigation s 2 purposive surveillance missions 100% outbreak investigation s 2 purposive surveillance missions 100% outbreak investigation s 2 purposive surveillance missions 100% outbreak investigations 2 purposive surveillance missions 100% outbreak investigations 2 purposive surveillance missions Carryout disease risk management and disaster preparedness Reduced prevalence of diseases No. of disease strategies and contingency plans formulated/review ed (2 per year) 2 2 2 2 2 Capacity building of counties and stakeholders on disease reporting Increased disease incidence reporting Number of counties and persons trained 4 counties, 40 persons 4 counties, 40 persons 4 counties, 40 persons 4 counties, 40 persons 4 counties, 40 persons Assistance to counties in disease disasters Improved response to disease disasters Percentage of disaster response offered (80% annually 80% 80% 80% 80% 80% 92 Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Mainstream animal welfare in animal production Increased awareness of animal welfare issues No. of stakeholders sensitized on good animal welfare practices 800 800 800 800 800 Develop databases for management of animal health and production information Availability of database Concept and TOR developed Database established Database operational Database operational Database operational Undertake survey on livestock water infrastructur e Improved access to livestock water No of water infrastructure development plans Concept and ToR developed Water plan finalised Water infrastructur e plan in place Water infrastructure plan in place Water infrastructure plan in place Construct and rehabilitate water provision facilities Improved access to livestock water The volume of water available for livestock Identificatio n studies Construction and rehabilitatio n Construction and rehabilitatio n 200,000 lires available 300,000 litres available Build Capacities on water Water conservation technologies No of farmers adopting water conservation 200 400 600 800 1000 93 Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 conservation technologies adopted. technologies. (1000) Identify research needs and collaborate with partners and research institutions. Production constraints identified and addressed No of research studies initiated (4 studies) 1 1 1 1 Develop and disseminate materials on improved livestock production technologies Increased availability and access to improved technologies No of brochures and other extension materials packaged. and disseminated(5000 ) 2500 2500 - - Develop extension management guidelines Extension content and delivery harmonized No. of extension management guidelines developed Concept and ToR developed Draft guidelines Approved guidelines available Develop legislation to regulate content and delivery of extension messages Extension content and delivery regulated Extension service regulatory framework in place Draft bill developed Stakeholder consultations Bill approved Operationalizatio n of Act Operationalizatio n of Act Establish feedlots in Increased adoption of No of animals finished for Sensitization and Construction and 200 animals marked 600 animals marketed 1200 animals marketed 94 Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 strategic sites agribusiness practices market formation of SME establishmen t of fodder Provide support for beef value chain and breeding and multiplicatio n of beef animals. Increased adoption of agribusiness practices No of high quality animals available. 50 beef cattle 100 beef cattle 200 beef cattle 200 beef cattle 200 beef cattle Provide support to commercial poultry value chain Increased adoption of agribusiness practices Quantity of poultry and poultry products produced. Sensitization and formation of SME Construction and establishmen t poultry units 200,000 eggs 600,000 eggs 120,000 eggs Provide support to local poultry value chain Increased adoption of agribusiness practices Quantity of local chickens and chicken products produced. Sensitization and formation of SME Construction and establishmen t poultry units 1MT poultry meat 3MT poultry meat 6 MT Provide support to pigs value chain Increased adoption of agribusiness practices Quantity of pigs and pig products produced Sensitization and formation of SME Construction and establishmen t poultry units 100 pigs marketed 300 pigs marketed 500 pigs marketed Provide support to rabbits value Increased adoption of agribusiness No of quality breeds availed. Sensitization and formation of Construction and establishmen 600 rabbits marketed 1000 rabbits marketed 2000 rabbits marketed 95 Activity/Pro ject Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 chain practices SME t poultry units Provide support to bee keeping value chain Increased adoption of agribusiness practices Volumes of quality honey produced Sensitization and formation of SME 10,000 kg honey 20,000 kg honey 30,000 kg honey 40,000 kg Provide support for small holder dairy commerciali zation Increased adoption of agribusiness practices No. of famers undertaking commercialized dairy enterprise Get data from SDCP Develop livestock farms Increased output from livestock farms No. animals bred and distributed to farmers 500 600 800 1000 1200 Key Result area 3: Improved Marked Access and Trade Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Key Result Area 3: Improved Marked Access and Trade 96 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 3.1 Capacity build counties on agribusiness and commercialization in the livestock value chain Outcome 1: Increased export of livestock and livestock products Outcome 2: Improved market access locally for livestock and livestock products No. of stakeholders trained 60 60 60 60 42 3.2 Capacity building for value chain operators to undertake value addition No. of value chain operators 10 10 10 10 10 3.3 Establish feedlots in strategic sites No. of Feedlots established through PPP No of animals finished for market 10 10 10 10 10 Develop standards for livestock products and by products No. of standards for livestock products and by-products developed 2 - - 97 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Establish linkages between livestock agro-industries and potential manufacturers to business development services (BDS), financial and insurance and market service providers No. of linkages established 2 2 2 2 2 Participate in national, regional and international trade facilitation meetings No. of business forums 1 1 1 1 1 Capacity building of producers, marketing groups and processors to develop livestock products’ brands No. of livestock brands developed 2 2 1 Undertake regional and international trade promotion No. of trade promotion missions undertaken 1 1 1 1 1 98 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Attend and participate in WTO, EAC, COMESA, IGAD trade meetings No. of trade meetings attended 2 2 2 2 2 Develop safety and quality assurance procedures for animals, animal products and by products No. of safety and quality assurance procedures developed 2 3 3 2 Capacity building for Quality Assurance officers No. of QA officers trained 10 20 20 - Develo/review standards for construction and operation of export slaughterhouses and tanneries No. of standards developed 2 - - Register and rehabilitate strategic holding grounds No. of holding grounds registered & rehabilitated 20 Holding Grounds Registered 3 Holding Grounds Rehabilitated 3 Holding Grounds Rehabilitated 3 Holding Grounds Rehabilitated 1 Holding Grounds Rehabilitated 99 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Develop quarantine and livestock health certification infrastructure No. of quarantine/ livestock health facilities developed 1 1 1 - Support counties to establish strategic sale yards No. of sale yards established 7 7 7 Decentralize management of holding grounds No. of holding grounds decentralized 3 3 4 Build capacity for data management No. of data monitors trained 20 30 30 30 30 Establish and maintain data collection, collation, analysis, storage and dissemination system No. of data management systems established 1 1 - Facilitate the dissemination of information on available export/ imports markets’ requirements No. of export/import enquiries attended to 2 4 6 4 4 100 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Establish livestock identification and traceability systems No. of livestock identification & traceability systems established 1 - - Key Result Area 4 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Key Result Area 4: Improved Resilience of ASAL Communities 4.1 Construct and rehabilitate water provision facilities for livestock Outcome 1: Resilience for ASAL Communities enhanced No. of Water facilities rehabilitated 5 Boreholes constructed 5 Boreholes constructed 5 Boreholes constructed 5 Boreholes constructed 5 Boreholes constructed 4.2 Build Capacities on water conservation technologies No of counties capacity built 3 6 6 6 101 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 4.3 Promote fodder production, storage and conservation technologies Ha of irrigated fodder established through PPP No. of Bales produced and Conserved through PPP Promote production of drought resistant fodder crops Ha of drought resistant fodder varieties 50 100 150 100 100 Rehabilitation of rangelands through reseeding programs and bush control Ha of rangelands rehabilitated 100 500 500 600 300 Promote research on alternative livestock feeds stuffs for range lands Numbers of alternative livestock feedstuff 1 2 2 Promote alternative livelihood No of Alternative livelihood promoted 1 2 1 102 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Develop and disseminate early warning information Early warning information disseminated on time 1 1 1 1 1 Capacity building of relevant stakeholders and build networks and partnership in the pastoral communities No. of stakeholders’ capacity built 1 2 1 1 Support uptake of livestock insurance Number of households insuring their livestock 1,000 2,000 3,000 2,000 2,000 Promote keeping of locally adapted livestock breeds No of locally adapted breeds promoted 1 2 2 - Support commercial and emergency livestock off-take programmes Timely intervention - - - Early warning information disseminated on time Establish 5 networks and capacity built 1 1 2 1 Undertake assessment and Rangeland resources Guidelines for use of range Concept and ToR Study undertaken Study undertaken Rangeland guidelines Rangeland guidelines 103 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 valuation of rangeland resources condition and value documented resources available developed available available Build capacities on range management and conservation Increased number of stakeholders with skills on range management and conservation No of farmer utilizing technologies on range management and conservation 200 400 600 800 1000 Undertake range conservation and reseeding Increased area of land rehabilitated Area conserved and rehabilitated (1100 Ha) 200 400 600 850 1100 Ha Build capacities on climate-smart livestock systems Increased adoption of climate-smart technologies No. of stakeholders using climate smart technologies(5 00) 100 200 300 400 500 Develop and implement climate-smart programs Increased adoption of climate No. of climate smart technologies adopted (4 technologies) 1 2 3 4 4 Develop and implement parametric Increased adoption of climate No. of farmers under parametric 100,000 150,000 200,000 250,000 300,000 104 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 insurance programs insurance cover Support commercial fodder conservation and storage Increased adoption of agribusiness practices Quantity of fodder produced and marketed 1,000 MT fodder 3,000 MT fodder 5,000 MT fodder 8,000 MT fodder 10,000 MT fodder Key Result Area 5 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Key Result Area 5: Improved Capacity for M&E and Information Management 5.1 Develop a Monitoring and Evaluation framework Outcome 1: Strengthened M&E Framework M & E framework developed 1 - - 5.2 Training of staff in M & E and data & information management No. of staff trained 4 4 4 4 4 Meetings for sharing of M&E reports for SDL projects No. of meetings 4 4 4 4 4 105 Activity/Project Name Outcome Output Indicators Output target for 2018/19 Output target for 2019/20 Output target for 2020/21 Output target for 2021/22 Output target for 2022/23 Develop and an Integrated Information Management System for SDL Integrated Information Management system in place - 1 - Procure ICT equipment and other M & E tools (Computers and accessories, Vehicle and furniture ) No. of equipment procured No. of Vehicles Procured Furniture ICT Equipment Procured ICT Equipment Procured 1 Vehicle Procured 2 Vehicles Procured Capacity building of county Staff on M&E No. of staff capacity built 10 20 40 60 Undertake M&E missions No. of M & E missions undertaken 4 4 4 4 4 Undertake mid term and end term review for projects No. of project reviews undertaken 2 2 2 2 2 Develop an annual publication review report on livestock industry performance No. of publications produced 1 1 1 1 1 106 107