The Department of Veterinary Services (DVS) was the government institution charged with the responsibility for delivering animal health services. It attempted to control the spread of disease through vaccination, the introduction of a compulsory dipping programme, the provision of clinical services and the control of livestock movements. It also tried to enhance disease control and the delivery of animal health services by supporting various research initiatives designed to address the problems related to high-breed cattle, which were identified as important to the Kenyan dairy industry but which had demonstrated high vulnerability to disease compared to the local Zebu breed. The ever-increasing numbers of grade cattle emphasized the need for improved disease surveillance, clinical services and disease control. Unfortunately, these activities were deeply compromised by the lack of sufficient funds to purchase drugs, vaccines, dipping chemicals and laboratory equipment, as well as by inadequate facilities for field operations, the collection of test samples and surveillance activities.

Planned

Achieved

To provide funds to purchase dipping chemicals, vaccines and drugs aimed at strengthening the rinderpest, Contagious Bovine Pleuropneumonia (CBPP) and foot-and-mouth-disease control campaigns, as well as reducing the incidence of tick-borne diseases.

To provide transport to facilitate clinical services, field treatment teams, surveillance activities and sample collection. It was thought that the enhancement of mobility would improve the reaction rate of mobile teams in field emergencies, as well as improving the delivery of animal health services.

To provide laboratory and field equipment to the Central Veterinary Investigation Laboratory, the Rinderpest Diagnosis Unit at the Kenya Agricultural Research Institute, the CBPP Field Surveillance Unit and the Wellcome Institute for Research into Foot and Mouth disease, in order to improve disease surveillance and diagnosis. The programme also aimed to equip staff offices to act as field bases for mobile teams.

To provide funds for the maintenance and repair of existing dipping facilities on the understanding that the dipping charges per animal would be increased in order to promote cost recovery.

To provide support to the existing field-testing trials in tsetse-infested areas and to assist local communities in making their own traps and developing a self-help system.

The programme provided about 1.216 million litres of acaricides. The provision of vaccines helped to reduce the outbreak of the three main diseases during the programme period. However, due to vaccine shortages, by 1992 the programme had achieved only 50% of projected vaccinations, and less than 39% of cattle were immune to rinderpest. Moreover, under the cost-recovery policy, the increase in the fee for clinical services caused the number of clinical cases treated to decline from 345000 prior to the programme to 80000 in 1992. On the other hand, an increase in the collection of viable foot-and-mouth-disease virus from the field assisted in the development of vaccines.

The DVS received 237 four-wheel vehicles, 350 motorcycles and 600 bicycles. The allocation of less than 50% of vehicle expenses to the field services, coupled with the delay in the ordering and delivery of the vehicles, hindered the delivery of animal health services.

The programme provided funds for the purchase of modern laboratory equipment. However, delays in the repair and re-outfitting of the Central Veterinary Investigation Laboratory meant that, by 1993, disease surveillance could not be carried out.

The increase in the dipping fee under the cost-recovery programme led to a reduction in the weekly number of animals dipped from 767000 to 263000 by the end of the programme.

In two of the three trial sites, substantial decreases in tsetse populations (by 98% in Nguruman) led to a decrease in trypanosomiasis in animals. However, at the third site, Kwale, the tsetse fly proved more resistant to the trapping system.

The DVS could not fulfil its responsibility for delivering animal health services due to the inability of the Government to finance its activities effectively. There was therefore a need to redefine and review the responsibilities of DVS, as well as to explore alternative means for the effective delivery of animal health services.

Planned

Achieved

To create a programme management support unit to oversee and coordinate programme activities.
To update and streamline the highly inefficient management of DVS by carrying out studies to develop guidelines and procedures for the effective delivery of field services and other operations.

To improve management by providing training for DVS staff.

To purchase office equipment and to implement a total reorganization of vehicle management. The latter was aimed at the rehabilitation of used vehicles and the purchase of additional vehicles.

The programme management support unit was established at DVS headquarters in Nairobi. However, it was entirely staffed by veterinarians, and the deficiency in qualified expertise in areas such as economics, finance and sociology greatly limited its management capacity. It also failed to carry out effective monitoring and evaluation of field activities due to inadequate staffing and lack of expertise.

Studies had little impact on institutional management structure, focusing on streamlining without providing effective recommendations on the delivery of veterinary services.

Training was limited to a few seminars and workshops, resulting in a diminished possibility of management improvement. A total of 170 members of DVS were trained, and four fellowships were provided for veterinary officers to study for Master of Science degrees in veterinary epidemiology and economics. The programme failed to appoint a coordinator.

Four computers were purchased, and an extensive transport study was conducted. However, the study failed to maximize the efficiency of the use of the DVS vehicles. Programme implementation was hampered by vehicles that were inappropriate for local road conditions and by a lack of operating funds.