Agricultural Marketing Strategy - 2023-2032

iAgricultural Marketing Strategy 2023 – 2032 AGRICULTURAL MARKETING STRATEGY 2023 – 2032 MINISTRY OF AGRICULTURE AND LIVESTOCK DEVELOPMENT 2023 ii Agricultural Marketing Strategy 2023 – 2032 iAgricultural Marketing Strategy 2023 – 2032 Agricultural Marketing Strategy 2023 – 2032 MINISTRY OF AGRICULTURE AND LIVESTOCK DEVELOPMENT ii Agricultural Marketing Strategy 2023 – 2032 iiiAgricultural Marketing Strategy 2023 – 2032 FOREWORD The transformation and rapid growth of Kenya’s agriculture remains central to ensuring the sector consistently contributes towards the 10% annual GDP growth envisioned in Vision 2030. This transformation agenda for the sector is anchored in the newly launched Agriculture Policy, the Agriculture Sector Transformation and Growth Strategy (ASTGS) and the Big Four development agenda. Previous approaches to development of agriculture have tended to focus on supply of agricultural produce through intervention measures that target improving on-farm productivity. The supply biased approaches have addressed lower echelons of the agricultural commodity value chains such as supporting production through improved access to agricultural inputs and improved agronomic practices. Whereas this approach has provided the necessary push they need to be augmented by demand pull that is addressed by focusing on higher stages of the value chain such as marketing. Achieving our potential in agricultural marketing will enhance food and nutrition security, improve farmers’ incomes, equitably benefit various actors along the agricultural value chains and contribute to agricultural competitiveness. Marketing of agricultural produce and products has been identified as a priority area in contributing to the achievement of the transformation of the sector. This Strategy focuses on increasing market access and competitiveness of locally produced commodities in both the domestic and international markets. In addition, the Strategy aims at improving the income and livelihoods of value chain actors, through nine identified strategic areas with actionable strategies. In this regard, I am pleased to share the Agricultural Marketing Strategy (AMS) with you as we seek to travel this journey of transforming the sector. Going forward, the government’s focus is on the successful and inclusive implementation of the Strategy. In order to realize the goals of the Strategy we have developed a robust implementation framework with a detailed budget and identified the roles of key stakeholders. The Strategy has taken into account the devolved functions of agriculture outlined in the fourth schedule of the Kenya Constitution 2010. Counties will be responsible for ensuring that county-specific strategies are implementated. Further, development partners and the private sector actors will be important in supporting the implementation of this Strategy. Lastly, I call upon and invite all the relevant stakeholders to join forces to drive the important agenda of ensuring that the Agricultural Marketing Strategy is implemented iv Agricultural Marketing Strategy 2023 – 2032 effectively for the realization of the transformation of our agricultural sector in line with our development goals and aspirations we all share. Hon. Franklin M. Linturi Cabinet Secretary Ministry of Agriculture and Livestock Development vAgricultural Marketing Strategy 2023 – 2032 PREFACE Efficient agricultural marketing is fundamental for economic growth and development. Agriculture is one of the most important sectors in Kenya, which contributes 22.4% of the Gross Domestic Product directly (Economic Survey, 2022). In addition, the sector accounts for 65% of total exports. Importantly, the sector contributes to food and nutrition security for the country’s growing population, with over 80% of the 47.7 million Kenyans deriving their livelihoods directly or indirectly from the sector. It also provides more than 60% and 18% of employment in the informal and formal sectors respectively. Smallscale agriculture is regarded as the engine for rural growth and development despite 46% living below the poverty line. As a consequence of poverty and food insecurity, a large proportion of smallscale farmers remain deeply engaged in crops, livestock and fishery production and seasonally rely on the markets to supplement their food requirements. The Kenya Vision 2030 identifies agriculture as a key sector through which annual economic growth rates of 10% can be achieved. The Vision calls for proactive efforts to maintain existing markets and create new ones to increase Kenya’s bargaining power in the global agricultural market. Further, the Kenya National Agribusiness Strategy 2012 emphasizes on the need to improve the physical market infrastructure in Kenya, including aspects as diverse and fundamental as sanitation and storage facilities. Efficient markets also serve to ensure faster distribution of food from surplus areas to deficit areas. Agricultural marketing is identified as one of the significant challenges constraining the productivity of the Agricultural sector. According to the Food and Agricultural Organization 2009, any efforts towards the upgrading of rural markets should focus on; strengthening food safety by providing a healthier environment with basic infrastructure and facilities for safe handling of produce; preservation of fresh produce and their nutritional value and provision of appropriate shelters, storage and water facilities; improving marketing activities through the provision of appropriate trainings; ensuring that all stakeholders are represented in market management; and reducing the risk of women, youth and persons with disability being excluded by facilitating their participation and access to market facilities. To address the above, this Strategy is divided into two segments. The first segment consist of five Strategic Pillars with emphasis on market infrastructure; agricultural produce and product standards; supply of agricultural produce and products; value vi Agricultural Marketing Strategy 2023 – 2032 addition of agricultural produce and marketing channels. The second segment is the Strategic Enablers, whose emphasis is on the transport infrastructure and logistics; agricultural market intelligence, technology and innovation; marketing capacity; and access to domestic and export markets. This Strategy aims to improve competitiveness and market access for Kenyan agricultural produce and products in both domestic and export markets. This is expected to contribute to overall economic growth of the Agricultural sector, enhance livelihoods particularly of farmers as well as create more employment opportunities. We therefore commit to support the implementation of the strategy and appeal to all our stakeholders to come together and support the Strategy’s implementation as we collaborate and learn how best to implement it successfully. Mr. Phillip Kello Harsama Principal Secretary State Department for Crop Development Ministry of Agriculture and Livestock Development Mr. Harry Kimtai, CBS Principal Secretary State Department for Livestock Development Ministry of Agriculture and Livestock Development viiAgricultural Marketing Strategy 2023 – 2032 ACKNOWLEDGEMENTS I wish to acknowledge the tremendous efforts of the technical experts from the public and private sectors, Non-Governmental Organizations and Research Institutes who actively participated in and contributed to the development of this National Agricultural Marketing Strategy. Special thanks go to Kenya Institute for Public Policy Research and Analysis (KIPPRA), Tegemeo Institute of Agricultural Policy and Development, the National Treasury, and State Department for Trade. In particular, I appreciate the facilitating role played by the Ministry of Agriculture and Livestock, Development under the leadership of the Principal Secretary State Department for Crop Development, Mr. Phillip Kello Harsama; Principal Secretary, State Department for Livestock Development, Mr. Harry Kimtai; Director of Agricultural Policy Research and Regulations; Director Crops Resources, Agribusiness and Market Development and the Deputy Director Marketing and Agricultural Advisory Services and Deputy Director in charge of Livestock Marketing. Special thanks goes to the team of experts under the leadership of Jacqueline Kiio and Seline Bonyo. The coordinating role of the Micro-Reforms for Agriculture (MIRA) team led by Mr. David Ombalo and Peter Owoko is also highly acknowledged. The Ministry expresses its immense gratitude to our development partners across the Agriculture and Rural Development Donor Group (ARDDG), with special thanks to the Alliance for a Green Revolution in Africa (AGRA) through their President, Dr. Agnes Kalibata, the Country Manager, Mr. John Macharia and the Programme Officer, Ms Rachel Shibalira. We thank you for the timely financial and technical support extended to this process. As it is not possible to mention everyone and every institution individually, kindly take this acknowledgement as an expression of sincere gratitude. Josphat Muhunyu Agriculture Secretary State Department for Crop Development Ministry of Agriculture and Livestock Development viii Agricultural Marketing Strategy 2023 – 2032 EXECUTIVE SUMMARY Agriculture, the mainstay of Kenya’s economy, plays a critical role in ensuring food and nutrition security for the Kenyan population. According to the 2022 Economic Survey, the sector contributed approximately 22.4% of total Gross Domestic Product (GDP) and an additional 17.1% to GDP through linkages to other sectors such as manufacturing, distribution and services in the year 2020. It contributes approximately 75% of industrial raw materials, 65% of export earnings and 60% of the total employment. The sector employs more than 40% of the total population, approximately 70% of the rural population and is the principal source of rural incomes and livelihoods. Kenya’s agriculture is predominantly small scale, accounting for 75% of the total crops output. The Kenya Vision 2030 emphasizes the transformation of small-scale agriculture from subsistence activities marked by low productivity and value-addition to an innovative, commercially oriented, modern and internationally competitive agricultural sector. Agricultural Policy 2021 seeks to promote and facilitate agricultural trade and marketing of high quality agricultural products in the domestic, regional and international markets at competitive prices, while the National Trade Policy 2017 aims at making Kenya an effiecient domestic market and export-led globally competitive economy. The Agricultural Sector Transformation and Growth Strategy (ASTGS, 2019 2029), identifies agricultural marketing as a priority area for successfully transforming the agriculture sector. The marketing of agricultural commodities is critical to increasing agricultural productivity and commercialization of the sector enterprises. The Agricultural Marketing Strategy (AMS) aims at contributing in the transformation of the agricultural sector into a vibrant, productive and efficient sector that is competitive both locally and globally. It is designed to bring about real and measurable changes, including increased market access and improved returns for agricultural producers; affordable prices for agricultural commodities for the consumers; remunerative returns to all market players; and, increased exports of Kenya’s agricultural commodities and favourable balance of trade for the country. The strategy will help facilitate efficient trade and consequently energize small-scale farmers’ move from focusing on subsistence farming to commercialization, while at the same time increasing the competitiveness of the country’s produce and products in all segments of the marketing chain. The AMS has identified thirteen (13) constraints along the marketing chain of agricultural produce and products that can positively change the landscape of agricultural marketing in the country if well addressed. These constraints include inadequate market infrastructure and associated facilities, noncompliance with ixAgricultural Marketing Strategy 2023 – 2032 standards; inadequate supply of produce and products; high post-harvest losses; limited value-addition; underdeveloped marketing channels; poor access roads to physical markets; inefficient logistics for local and international trade; inadequate market information for decision-making; low adoption of technology and innovations in agricultural marketing; poor management of markets and marketing inefficacies; inadequate access to financial services; and low Access to markets. To address these constraints, AMS has outlined nine strategic areas to be addressed by actionable strategies in order to stimulate agricultural transformation. These include Market Infrastructure; Agricultural Produce and Product Standards; Supply of agricultural produce and products; value-addition of agricultural produce; Marketing Channels; Transport infrastructure and logistics; Agricultural Market Intelligence, Technology and Innovation; Marketing capacity; and Access to domestic and export markets. The AMS outlines the institutional framework required to deliver the strategy; key stakeholders, their roles in the strategy implementation, and how they will be coordinated; risks that may affect the implementation of the strategy and measures for their mitigation are also included. The Ministry will spearhead operationalization of this strategy in collaboration with County governments and other stakeholders in line with devolution and the Constitution of Kenya (2010). The successful implementation of this Strategy will cost approximately KSh. 8.44 Billion over a period of 10 years. The Strategy will be reviewed during or at the end of the implementation period. x Agricultural Marketing Strategy 2023 – 2032 TABLE OF CONTENTS FOREWORD ..................................................................................................................... iii PREFACE ...........................................................................................................................v ACKNOWLEDGEMENTS ...................................................................................................vii EXECUTIVE SUMMARY ...................................................................................................viii ABBREVIATIONS AND ACRONYMS ..................................................................................xii DEFINITION OF TERMS ..................................................................................................xiv CHAPTER ONE: INTRODUCTION ...................................................................................... 1 1.1 Background Information .......................................................................................................1 1.2 Overview of the Agricultural Marketing in Kenya ...............................................................2 1.3 Methodology .......................................................................................................................3 CHAPTER TWO: SITUATION ANALYSIS ............................................................................. 5 2.2 Analysis of Agricultural Market Contribution .....................................................................5 2.2 Analysis of Key Issues on Kenya’s Agricultural Produce and Products Marketing ..............7 2.2.1 Market Infrastructure ................................................................................................... 7 2.2.2 Market requirements for Agricultural Produce and Products ..................................... 7 2.2.3 Supply of Agricultural Produce and Products ............................................................... 8 2.2.4 Value-addition of Agricultural Produce ......................................................................... 9 2.2.5 Marketing Channels ...................................................................................................... 9 2.2.6 Transport Infrastructure and Logistics ........................................................................10 2.2.7 Agricultural Market Research, Intelligence and Innovation .......................................11 2.2.8 Marketing Capacity .....................................................................................................12 2.2.9 Access to Domestic and Export Markets ....................................................................12 2.3 Summary of Strategic Issues ............................................................................................17 2.4 Rationale for Agricultural Marketing Strategy ..................................................................17 CHAPTER THREE: GOALS, OBJECTIVES AND STRATEGIES .............................................. 19 3.1 Strategic Focus ..................................................................................................................19 3.2 Strategic Objectives ...........................................................................................................20 3.3 Values and Principles .........................................................................................................20 3.4 Strategic Areas ..................................................................................................................21 3.5 Strategic Pillars ..................................................................................................................21 Strategic Pillar 1: Market Infrastructure ...............................................................................21 Strategic Pillar 2: Market Requirements for Agricultural Produce and Products ................22 Strategic Pillar 3: Supply of Agricultural Produce and Products ..........................................23 xiAgricultural Marketing Strategy 2023 – 2032 Strategic Pillar 4: Value-addition of Agricultural Produce ...................................................24 Strategic Pillar 5: Marketing Channels ..................................................................................25 3.6 Strategic Enablers ..............................................................................................................26 Strategic Enabler 1: Transport Infrastructure and Logistics .................................................26 Strategic Enabler 2: Agricultural Market Research, Intelligence and Innovation .................27 Strategic Enabler 3: Marketing Capacity ...............................................................................29 Strategic Enabler 4: Access to Domestic and Export Markets .............................................30 CHAPTER FOUR: STRATEGY IMPLEMENTATION .............................................................32 4.1 Coordination of Key Industry Stakeholders in Strategy Implementation .........................32 4.1.1 Key Stakeholders and their Roles ................................................................................32 4.2 Strategy Implementation Coordination ...........................................................................33 4.3 Resource Mobilization .......................................................................................................34 4.3.1 Funding for Coordination of Agricutural Market Sector Players.................................34 4.3.2 Funding for Strategy Implementation .........................................................................34 4.4 Information and Knowledge Management .......................................................................37 4.5 Risk Analysis and Mitigation .............................................................................................37 4.6 Monitoring and Evaluation ................................................................................................38 4.7 Agricultural Marketing Strategy Review ...........................................................................38 ANNEXES ........................................................................................................................39 Annex I: Agricultural Marketing Strategy Implementation Matrix ..........................................39 Annex II: List of Team of Strategy Development Experts .........................................................70 LIST OF TABLES Table 1: Summary AMS Budget ................................................................................................35 Table 2: Risk Analysis and Mitigation Matrix...........................................................................37 LIST OF FIGURES Figure 1: Production Similarity Index for Selected COMESA Country .......................................6 Figure 2: Import Penetration and Export Intensity between 2016 - 2020 (Economic Survey, 2021) ..........................................................................................................................................7 Figure 3: Analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT) ................15 Figure 4: Political, Economic, Social, Technology, Environmental and Legal (PESTEL) Analysis ....................................................................................................................................16 xii Agricultural Marketing Strategy 2023 – 2032 ABBREVIATIONS AND ACRONYMS AGRA Alliance for a Green Revolution in Africa AMS Agricultural Marketing Strategy ARDDG Agriculture and Rural Development Donor Group ASTGS Agricultural Sector Transformation and Growth Strategy AWM Agricultural Water Management CAADP Comprehensive Africa Agriculture Development Programme CBOs Community-Based Organizations CDA Coast Development Authority CoG Council of Governors CoK Constitution of Kenya COMESA Common Market for Eastern and Southern Africa EAC East African Community EMCA Environmental Management and Coordination Act EPAs Economic Partnership Agreements EU European Union FAO Food and Agriculture Organization FBOs Faith based Organizations GDP Gross Domestic Product GoK Government of Kenya IMF International Monetary Fund KALRO Kenya Agricultural and Livestock Research Organization KES Kenya Shillings KIPPRA Kenya Institute of Public Policy Research and Analysis KOMEX Kenya National Multi Commodities Exchange M&E Monitoring and Evaluation MDAs Ministries Departments and Agencies MIRA Micro-Reforms for Agriculture MoALF&C Ministry of Agriculture, Livestock, Fisheries and Cooperatives. xiiiAgricultural Marketing Strategy 2023 – 2032 MoALD Ministry of Agriculture and Livestock Development MOU Memorandum of Understanding MTEF Medium Term Expenditure Framework NAS National Agribusiness Strategy NCPB National Cereals and Produce Board NGOs Non-Governmental Organizations O&M Operation and Maintenance PPP Public Private Partnership QSI Production Similarity Index RDAs Regional Development Authorities SDGs Sustainable Development Goals WTO World Trade Organization xiv Agricultural Marketing Strategy 2023 – 2032 DEFINITION OF TERMS Aggregation centres - Places where agricultural produce is delivered for bulking and collective marketing. Agricultural Marketing- is a process that starts with a decision to produce sellable produce and includes pre- and post-harvest operations, assembling, grading, storage, transportation and distribution of agricultural produce and products. Agricultural produce and products - include harvested or processed crops, livestock and fishery commodities. Agricultural sector - Includes the crop cultivation, livestock husbandry, apiculture, fishery and related activities. All-inclusive agricultural production and marketing clusters - include individual farmers (small, medium & large scale), members of farmer associations, cooperatives, buyers/brokers, processors, transporters and various service providers. Balance of Trade (BOT) - is the difference between the value of a country’s exports and the value of a country’s imports for a given year. Certification - is the process of certifying that an agricultural produce or product has passed performance and quality assurance tests, and meets criteria or parameters stipulated in contracts, regulations or set standards. Commercialization - is the process of bringing new products or services to market. The broader act of commercialization entails production, product development, distribution, sales, and customer support, to achieve the commercial success in marketing of the new product or service. Commodity exchange - an exchange lincenced to undertake spot and futures commodity trading and derivatives trading, and includes any clearing or settlement or transfer services connected with the transaction. It also refers to legal entity/platform that determines and enforces rules and procedures for trading standardized commodity contracts and related investment products. Common user facilities - structures, equipment, facilities, permits or any other property that are jointly owned, shared, used or operated by different users for marketing purpose e.g. for aggregation, value-addition, transport, etc. Derivative markets - The financial market for financial instruments such as futures contracts or options that are based on the values of their underlying agricultural commodities. xvAgricultural Marketing Strategy 2023 – 2032 Export Intensity is a measure of the percentage value of the exported national gross output Export Sector Concentration Index a measure that reflects the degree to which a country’s exports are concentrated around the sector (say Agriculture) and affirms its contribution to export earnings. Farmer organizations - these include Marketing Cooperative Societies, Common Interest Groups, Aggregators, Associations, Beach Management Unit, Community Based Organizations, Kenya Livestock Marketing Council. Import Penetration Rate shows to what degree domestic demand is satisfied by imports Incubation centre - An institution that assists entrepreneurs in developing their business and solving problems associated with it, especially in the initial stages, by providing among others, an array of business and technical services, initial seed funds, lab facilities, advisory, network and linkages. Kenya Integrated Agricultural Marketing Information System (KIAMIS) - An information management system that integrates information on input supply, production, marketing, and value chain actors. Market - A place or platform where buyers and sellers meet to facilitate exchange or transact goods and services. Market access - Ease with which goods and services can be traded in a particular market. Post-harvest management - a system of handling, processing, storing and transporting agricultural commodities after harvest to ensure minimal or no physical and quality loss to the commodities. Production Similarity Index (QSI) - is a measure of trade competitiveness that shows how agricultural production patterns between a given country and other countries in a trading block are dissimilar to the production pattern in the trading block. Sanitary and phytosanitary Standards - Quarantine and biosecurity measures which are applied to protect human, animal or plant life or health from risks arising from the introduction, establishment and spread of pests and diseases and from risks arising from additives, toxins and contaminants in food and feed. Small-scale producer - farmer producing relatively low output per unit input. xvi Agricultural Marketing Strategy 2023 – 2032 Traceability systems - the means to track the processes from procurement of inputs to production, consumption and disposal of agricultural produce to clarify “how, when and where the product was produced by whom” Value chain actors - Those who are actually directly involved in value chain activities including farmers, traders, processors, transporters, wholesalers, retailers, final consumers, etc value-addition - entails the process of increasing the economic value and consumer appeal of an agricultural commodities. Warehouse receipt system - means part or the whole of the process of depositing commodities in a licensed warehouse, the issuance of a warehouse receipt reflecting the quantity and quality of the deposited commodity, the management of the transfer of the receipt as a document of title and includes, but is not limited to, the regulation of warehouses and actors associated in the processes. 1Agricultural Marketing Strategy 2023 – 2032 CHAPTER ONE: INTRODUCTION 1.1 Background Information Agriculture, the mainstay of Kenya’s economy, plays a critical role in ensuring food and nutrition security for the Kenyan population. According to the 2022 Economic Survey, the sector contributed approximately 22.4% of total Gross Domestic Product. Industry related activities and service activities accounted for about 17.0% and 60.6% respectively. The sector contributes approximately 75% of industrial raw materials, 65% of export earnings and 60% of the total employment. The sector employs more than 40% of the total population, approximately 70% of the rural population and is the principal source of rural incomes and livelihoods. Kenya’s agriculture is predominantly small-scale, accounting for 75% of the output of the total crops. The Kenya Vision 2030 emphasizes the transformation of small-scale agriculture from subsistence activities marked by low productivity and value-addition to an innovative, commercially oriented, modern and internationally competitive agricultural sector. Agricultural Policy 2021 seeks to promote and facilitate agricultural trade and marketing of high quality agricultural products in the domestic, regional and international markets at competitive price, while the National Trade Policy 2017 aims at making Kenya an effiecient domestic market and export-led globally competitive economy. The Agricultural Sector Transformation and Growth Strategy (ASTGS, 2019 2029) identifies agricultural marketing as a priority for successfully transforming the agriculture sector. Agricultural marketing is critical in improving the competitiveness and market access of Kenyan agricultural produce and products, both domestic and export. This will significantly increase the contribution of the agricultural sector foreign exchange earnings, improved livelihoods, incomes and food security. An efficient marketing system would stimulate increased production, leading to the progressive development of the agricultural sector. CHAPTER INTRODUCTION1 2 Agricultural Marketing Strategy 2023 – 2032 1.2 Overview of the Agricultural Marketing in Kenya Agricultural Marketing policies in Kenya has transformed into two distinct phases since Independence in 1963. In the first phases the government was directly involved in the participation of economic activities such as price and foreign exchange controls, investments and production. Phase two of economic policies started early 1980 under the Structural Adjustments Programs of the World Bank and IMF. The liberalization policy comprised of a reduction in the participation of government in economic activities and an increased reliance on market forces and private individuals and organizations in agricultural production, marketing and investment. In the era of government controls, production and marketing for most agricultural commodities were organized under Co-operative Societies and state run Organizations e.g. Kenya Tea Development Authority (KTDA), National Cereals and Produce Board (NCPB), Kenya Co-operative Creameries (KCC) and the Kenya Meat Commission (KMC). The policies focused on gradual price decontrols and promotion of private trade in marketing of agricultural commodities that were previously controlled by the government through various marketing boards. In 1986 the government rolled out the wide range of policy reforms for the national economy in Sessional Paper No. 1 of 1986 on Economic Management for Renewed Growth. The Sessional paper focused on reduction of government controls with a shift towards increasing the role of the private sector in undertaking most of economic activities. The role of the government was to control and regulate private participation in the market guided by forces of supply and demand, rather than government use of direct interventions. The deregulation of markets, decontrol of prices, and trade liberalization were aimed at encouraging the private sector to play a key role in the production, marketing and processing of agricultural commodities. The Vision 2030 emphasized on legal, policy and institutional reforms in the Agricultural sector which culminated in establishment of Agriculture and Food Authority (AFA), Kenya Agricultural and Livestock Research Organization (KALRO) and the Crops Act with specific mandates of regulation of the crop and food sub-sector, agricultural research and agricultural policy formulation. The promulgated Constitution of 2010 devolved most agricultural functions. The County governments are mandated to promote agricultural production and domestic marketing while the National Government mandate is to formulate National policies and promotion of International trade. 3Agricultural Marketing Strategy 2023 – 2032 The Government has made further reforms to agricultural marketing in Kenya through the introduction of commodity trading and the Warehouse Receipt System (WRS) in a bid to organize the market and facilitate the purchase and sale of agricultural commodities. The enactment of the WRS Act, 2019 and the Commodity exchange regulations is an essential component in developing efficient marketing and trading systems that promote social welfare. Commodity exchange and Warehouse receipting are expected to improve the efficiency of markets in the region. In livestock sub sector the Government has established disease free zones and feed lots, livestock insurance and provision of milk coolers for aggregation and minimize post harvest losses. The new Cooperative Development policy have outlined several interventions towards Agricultural Cooperatives. One of the proposed Policy objective is to promote Cooperative production, value-addition and marketing in order to improve returns to the farmers. This will be achieved through streamlining marketing linkages among all value chains, ensuring Cooperatives are recognized under Commodity Exchange program and creating an enabling environment for Cooperatives to engage on Public Private Partnership (PPPs) and Business Process Outsourcing (BPO) with established manufacturers in order to inject new capital and enable technology transfer among other interventions. In the fish sub sector, reforms to enhance fish marketing have been done through development and enactment of the Fisheries Management and Development Act No. 35 of 2016. The Act establishes the Fish Marketing Authority, whose purpose is to facilitate marketing of fish and fish products to ease markets access for sustainable utilization. These will be achieved through; identification of opportunities; development of a comprehensive marketing system; facilitation of international trade; ensuring fish safety and quality control; collaborative regulation of fish import, export and domestic trade; undertake market intelligence and diversification of fish and fish products. 1.3 Methodology A team of experts from the sector ministries, Tegemeo Institute, KIPPRA and AGRA was constituted to spearhead the development of the AMS through a consultative and inclusive process. The team prepared a concept note with a roadmap for developing The Agricultural Marketing Strategy (AMS). The team of experts held virtual meetings during the COVID-19 pandemic, did a literature review on relevant sectoral policies, strategies, and legislations that have a bearing on agricultural marketing, and developed a zero draft of the strategy. The draft was subjected to a face-to-face discussion in 4 Agricultural Marketing Strategy 2023 – 2032 workshops with key stakeholders in the agricultural sector for further input on the strategy and development. After cleaning the zero draft, the draft AMS was presented to the Agriculture County Executive Committee Members (CECM) Caucus in Naivasha. The draft AMS was presented to the Sectoral Working (Agriculture) Group (SWAG) on Policy Legislation and Regulations for comments and guidance on the subsequent steps. The draft AMS was, with the recommendation from SWAG, subjected to public consultations in all the counties. Consulatations in the county involved the participation of producer’s traders, market officials and management committees. After county consultation the draft strategy was presented to key industry stakeholders and the second SWAG. Thereafter comments were received and incorporated into the draft Strategy which was then subjected to a national stakeholder validation for adoption. The draft document was presented to the Ministry leadership under the chairmanship of Principal Secretary State Department for Crops Development and Agricultural Research for their input on the draft strategy. 5Agricultural Marketing Strategy 2023 – 2032 CHAPTER TWO: SITUATION ANALYSIS CHAPTER SITUATION ANALYSIS2 2.2 Analysis of Agricultural Market Contribution a) Trade Surplus/Deficit According to the Economic Survey 2022, the agricultural sector contributes 22% of the total trade volume, which is 2,894.9 billion in 2021. In the same year, the trade balance widened from a deficit of KSh 999 billion in 2020 to a deficit of KSh 1,407 billion in 2021. The overall value of marketed agricultural production increased from KSh 505.3 billion in 2020 to KSh 527 billion in 2021, an increase of 4.3%. In the year 2021, the value of domestic exports increased by 17.5% or the equivalent of 666.7 billion, mainly on account of an increase in the value of domestic exports of horticulture and tea. During the same period, the export value of horticultural products accounted for 24.8% valued at KSh 165.7 billion of the total domestic export earnings. Tea was the second leading foreign exchange earner after horticulture, accounting with increase by 3.2% from KSh 122.2 billion in 2020 to KSh 126.1 billion in 2021 . The agricultural sector has a trade surplus of KSh 86,959 Million. b) Trade Competitiveness The trade expansion potential of a country in a regional trade block which is one measure of trade competitiveness, can be measured by the production similarity index (QSI). The production similarity index (QSI) measures how agricultural production patterns between a given country and other countries in a trading block are dissimilar to the production pattern in the trading block. Trade expansion index less than 60% shows a dissimilarity between countries in a regional trading block such as COMESA. There is evidence from research that Kenya has a high regional trade expansion potential (USAID, 2021). The agricultural production similarity index for Kenya within the COMESA region is below 60 % considering the potential for expansion in the region. 6 Agricultural Marketing Strategy 2023 – 2032 Trade Competitiveness Figure 1: Production Similarity Index for Selected COMESA Country The same study also developed a scenario analysis comparing the baseline situation, which is a continuation of the current trend of production and trade in the COMESA region and three interventions. The interventions include a ten percent reduction in trade cost, removal of cross-border trade barriers and a ten percent increase in crop yields among COMESA countries. c) Import Penetration and Export Intensity The import penetration rate shows to what degree domestic demand is satisfied by imports, while export intensity shows the percentage value of the exported national gross output. The import penetration had been declining from 17.9 % in 2017 to 13.9 % in 2020. This is within acceptable limits. There is an opportunity to further reduce this index through improved local production and competitiveness. The export intensity for year 2020 was 3.49%. 7Agricultural Marketing Strategy 2023 – 2032 Figure 2: Import Penetration and Export Intensity between 2016 - 2020 (Economic Survey, 2021) d) Export Sector Concentration Index The Export Sector Concentration Index for Kenya was 59.53% in the year 2020. This reflects the degree to which the country exports are concentrated around the agricultural sector and affirms the dominant contribution to export earnings. 2.2 Analysis of Key Issues on Kenya’s Agricultural Produce and Products Marketing 2.2.1 Market Infrastructure The available marketing infrastructures across the country are dilapidated, poorly designed and lack the required facilities and amenities such as value-addition facilities, storage facilities, water supply, electricity, and ICT facilities. Their layouts and designs do not provide the required market facilities and designated areas for wholesale, retail, and even specific commodities. This has resulted in produce deterioration, wastage, congestion, inaccessibility of produce by customers and difficulties in produce loading and offloading. Sanitation in these markets is wanting, and in certain situations, the facilities are not conducive for use by persons with special needs. The ideal agricultural produce market infrastructure should include the physical trading space and aggregation centres in addition to essential facilities and amenities such as 8 Agricultural Marketing Strategy 2023 – 2032 value-addition facilities, storage facilities, water supply, electricity and ICT facilities among others. Aggregation centres enable small-scale producers who produce smaller quantities to consolidate their produce or products to ease access to larger markets at competitive prices. A number of strategic markets are currently being constructed and modernized through funding from National and County governments in partnership with development partners. In addition to new constructions and modernization, most county governments have dedicated funds for renovation of existing market infrastructure. These are meant to improve the marketing of agricultural commodities within the counties, country and East African region in order to cater for the needs of most agricultural marketing value chain actors such as traders and consumers. Many markets are managed by market management committees that lack operational resources and capacity. In other instances, the infrastructure is managed by institutions that lack the technical capabilities to provide effective maintenance and operations. 2.2.2 Market requirements for Agricultural Produce and Products In the domestic markets, traders use unstandardized units of measure such as goro goro (perceived to be approximately 2 kg tin) for grains and dried fish, bales of varied weights for hay,physical appearance extended bags and boxes for potatoes and tomatoes respectively and woven baskets instead of the standard SI units of weights and measures. In addition, producers undertake minimal quality enhancing value addition activities. The use of unstandardized units and uncalibrated equipments exposes smallscale producers and consumers to exploitation by middlemen and traders. Standards are meant to regulate the quality, quantity and safety of agricultural produce and products. Standardization entails establishing and maintaining uniform measurements of produce quality and/ or quantity, simplifying produce and product trading. This ensures the producers get the right price for their produce and consumers get value for their money. The stringent traceability requirements with respect to food safety, sanitary and phytosanitary (SPS) standards and the maximum residue limits demanded by markets form major challenges for smallscale producers. Mandated authorities have inadequate capacity to carry out sampling and testing of agricultural produce and awareness creation on market requirements. Certification such as the Rain-forest Alliance, Fair-trade certification and Halal are becoming necessary for exports to Europe,America, middle East and others. These 9Agricultural Marketing Strategy 2023 – 2032 labels ensure and guarantee consumers that the production systems prevent deforestation, promote reforestation, protect biodiversity, mitigate the consequences of climate change and build climate resilience through climate-smart agricultural methods. More importantly, the system supports the improvement of the livelihoods of producers, farmworkers, their families, and local communities. Fairtrade goes further to guarantee premium prices to the value chain players. 2.2.3 Supply of Agricultural Produce and Products Kenya’s agriculture is predominantly small-scale production that accounts for 75% of the total agricultural output and 70% of marketed agricultural produce. The majority of these producers and existing farmer groups are producing at subsistence levels with minimal surpluses for the market. In addition, the existing marketing organizations are weak in collective marketing and linkages with upstream value chain actors and are constrained by poor governance. The low quantities of surpluses from individual small-scale producers and producer groups often do not meet the market threshold required by the major buyers. The supply of agricultural commodities in the country depends on the rainfall seasons in any given year. This results in fluctuating supply of marketable agricultural commodities in certain periods of the year. This seasonality of supplies has been worsened by climate change that has caused erratic weather patterns, production failures and outbreak of pests and disease among others. Post-harvest losses in agricultural commodities are the measurable quantitative and qualitative losses in a given agricultural produce or product from harvest to consumption. These losses are a significant challenge in Kenya’s agricultural sector, with an estimated loss of over 30% for harvested crops, 40% in dairy and 25% in fish. The causes of these losses include inadequate harvesting, handling and distribution techniques, poor storage facilities and perishability nature of agricultural commodities. The government has implemented some initiatives to reduce post-harvest losses which has led to development of efficient post-harvest handling facilities, equipments and operations especially for the industrial crops. Some sub-sectors such as cereals, dairy, fisheries, legumes, meat, and horticulture are however neither adequate nor well-developed. Even where these facilities exist, they are largely under utilized. 2.2.4 Value-addition of Agricultural Produce Value-addition is the processes undertaken to increase the economic value of agricultural commodities. Most policy documents in Kenya have identified value addition as one of the major challenges in the Agricultural sector. 10 Agricultural Marketing Strategy 2023 – 2032 Most of the agricultural produce and products are marketed in their raw form, leading to low returns. Most of the produce are exported in raw form, with a few processed, branded offshore and then re-imported for domestic consumption at very high prices. There is inadequate access to facilities and technologies that can prolong the shelf life of and add value to agricultural produce. In most cases the facilities and technologies are unavailable, and where they are available they are located far from the majority of producers. In addition, the cost of utilities especially energy to run value-addition activities is comparatively higher than in neighbouring countries, thus reducing competitiveness of Kenya’s value added agricultural products in existing markets. Most farmer-facing SMEs and other value chain actors lack capacity to undertake value-addition. 2.2.5 Marketing Channels Most marketing of agricultural produce is done through conventional channels that includes producers, brokers, retailers, wholesalers and processors. Alternative agricultural markets are non-conventional marketing channels in an economy which may be new or modern ways of marketing agricultural produce and products. They include structured marketing platforms such as warehouse receipt system (WRS), commodity exchanges, futures and derivatives markets, and auctions. Other forms of alternative agricultural markets are the digital and virtual markets. Alternative markets, particularly digital marketing platforms, also reduce time and market transaction costs through matching buyers and sellers. In the wake of covid 19 pandemic there was an observed increase in the use of alternative marketing channels especially digital marketing. The pandemic exposed the limitation of conventional means of marketing as it involves the physical presence and interaction of actors at a trading point. The warehouse receipt system council and the Kenya Multi-Commodity Exchange (KOMEX) are already in place, and systems are being established for their operationalization. In addition, Kenya operates commodities auctions in crops and livestock, the main auctions being the Nairobi Coffee Exchange, Mombasa Tea Auction with the livestock counties like Baringo and Laikipia operating live animal auctions. These platforms are currently being improved to enhance efficiency. The futures and derivative markets are not yet well-developed for agricultural commodities and are currently dependent on the functioning of WRS and KOMEX. 2.2.6 Transport Infrastructure and Logistics Transport infrastructure and system include the physical transport networks, vessels, and operations, which are essential for the movement of goods and services to and 11Agricultural Marketing Strategy 2023 – 2032 from markets. This entails the transportation of produce from the producing areas to the market destinations, including collection centres or ports through the roads, rail, air and water. In Kenya, the common practice of transporting agricultural produce is by general purpose commercial vehicles that do not comply with required specifications and facilities, except for a few industrial and export-oriented agricultural produce. The state of the rural and market access roads is poor, resulting in delays in collection and delivery, loss of value of agricultural produce and high cost of transportation. The high transportation costs are passed on to the consumers. According to the World Bank Logistics Performance Index (LPI) 2018, Kenya ranked 68 out of 165 countries with an overall index of 2.81 out of a maximum of 5. Kenya is lowly ranked with regard to connectivity into the global supply chain, therefore constraining the business community to take up opportunities created by globalization. The general state of cross-county transport network, including road, rail and port transport infrastructure, is not adequate for effective agricultural produce marketing logistics. Efficient transport and logistics facilitates market access, which is critical for agriculture since it boosts productivity, increases incomes, strengthens food security and allows producers to reliably sell more produce with better quality and at higher prices. 2.2.7 Agricultural Market Research, Intelligence and Innovation An effective agricultural market intelligence, research and innovation system is crucial to improving access to and competitiveness of domestic, export, alternative and speciality markets. If marketing intelligence and research are to assist producers and agripreneurs in decision-making, data and information provided must be comprehensive, accurate, timely and usable. For innovations to improve agricultural marketing, they should be accessible, affordable and easy to use by market players. Currently, there are public, private, civil societies and international development organizations that are involved in agricultural market intelligence, research and innovation. Some of these institutions include Ministry of Agriculture and Livestock Development (MALD); Ministry of Mining, Fisheries and Blue Economy; Ministry of Trade and Cooperatives; universities; Kenya Agriculture and Livestock Research Organization (KALRO), private agripreneurs and non-governmental organizations. Web-based international and multilateral statistical databases such as the International Trade Centre - Market Analysis Tools (ITC-MAT), Trade Map and Food and Agriculture Statistics (FAOSTAT) are a very important source of international trade statistics. Some 12 Agricultural Marketing Strategy 2023 – 2032 of these efforts are supported by development organizations and agencies such as the World Bank, World Trade Organization (WTO), Alliance for a Green Revolution in Africa (AGRA), GIZ and USAID, among others. However, there is limited capacity and use of these sources of information and innovations. The Ministry has various initiatives to coordinate the collection, collation and dissemination of market information to all value chain actors and end-users. The Ministry has also developed the Kenya Agricultural Market Information System (KAMIS), a digital platform to collect market information from markets covering the 47 counties. The Ministry intends to go a step further to ensure that all organizations and state corporations that collect market information are linked to KAMIS. There are several agricultural marketing innovations by various actors being promoted and used on smallscale. Examples of this include digital marketing platforms such as Mkulima young, Mfarm, Farmer’s Market Kenya, Digifarm, iShamba, Vuuna, Ujuzikilimo and Taimba among others. However, these are not the only innovations available and there is need to identify additional innovations and upscale them for agricultural marketing. There is low prioritization and limited public funding for agricultural market intelligence and research. There is also significant information asymmetry between players in agricultural value chains. Even where market data and information may be available, it is often segmented, making access difficult. These have resulted in inadequate access to agricultural market information in domestic and specific external markets for market players’ decision-making, especially in countries where Kenya has no diplomatic or bilateral trading arrangements. There is limited access to market research findings because of inadequate information sharing and exchange platforms among players generating and those using market research information. In addition, there are inadequate systems for identifying, nurturing, and commercializing innovations, which has resulted in low utilization of research findings and innovations in agricultural marketing. 2.2.8 Marketing Capacity Marketing capacity is the ability to efficiently undertake the marketing function based on adequacy of the human resources (numbers, skills and competencies), financial, and institutional arrangements. Marketing capacity determines the ability of the agricultural sector to design and execute marketing functions that effectively increase Kenya’s market share and competitiveness. In Kenya, some of the value chain actors have inadequate capacity to carryout market survey, analyse and interpret market information. This is especially so for the SMEs 13Agricultural Marketing Strategy 2023 – 2032 and individual farmers. Human resource capacity in terms of staff numbers, skills and competencies required to effectively implement the marketing functions is poor in both public and private institutions. Marketing of agricultural produce and products requires capital and insurance. The cost of credit provided by financial services providers remains high and lack of specific insurance products designed to meet the needs of the marketing function of agricultural commodities. This affects the ability to invest in marketing and thus affects participation in both the domestic and export markets. 2.2.9 Access to Domestic and Export Markets a) Conventional Agricultural Produce and Products The agricultural marketing in Kenya is mainly characterized by involvement of middlemen who play an intermediary role of linking producers to markets. The middlemen, although they play an important role in market access, they are disproportionately renumerated compared to producers. Due to the perishability of some commodities producers are forced to sell at low prices fearing deterioration. Although there exist producers marketing organization for some commodities especially dairy, they are lack capacity to market agricultural commodities. Further, producers have not been able to form marketing organization for majority of agricultural commodities. In addition, contract farming has also gained popularity as it assures producers access to markets. It is mainly common in export or sale to domestic supermarket chain. Contract farming is faced with challenges of prices fluctuations and violation of the term and conditions. The Government has had various initiatives to promote the domestic marketing of agricultural commodities. These initiatives have been through directives such as schools, hospitals and military to purchasing locally produced rice. However, these initiatives have been insufficient and also not adequately supporting some crucial locally produced agricultural commodities. Kenya relies on a limited number of export produce and products, and trade partners, making the country vulnerable to competition from other countries who produce similar products with comparable quality, targeting the established global markets. These produce are mostly exported in their raw and semi-processed forms. A number of challenges continue to hinder access to markets. These include; limited adoption of online clearing systems across both regional and international markets; limited information on efficient inland and maritime logistics; challenges in export of commodities due to emerging pests and diseases; inadequate capacity of responsible 14 Agricultural Marketing Strategy 2023 – 2032 institutions to enforce compliance to SPS standards and the dynamism of the SPS requirements in export markets. b) Speciality Produce and Products Demand for speciality products in Kenya is low but growing and is largely driven by high-end consumers consisting of well-educated and financially independent Kenyans from the middle-class segment who are increasingly becoming aware of the benefits of healthy eating. In addition, tourists and the expatriate community consume 65 percent of the speciality products sold in Kenya. Therefore, agricultural speciality value chain players could significantly increase their incomes if they are supported to join speciality food schemes. Speciality markets are specific consumer groups targeted with commodities that have unique attributes, commonly defined as speciality produce and/ or products. Speciality products are typically high-priced and differentiated with clear brand identification. In addition, Speciality markets focus on a narrow and specific range of merchandise and related items instead of markets that sell a large number of consumer goods categories. Examples of such products are branded as organic, or Halal. In addition, origin branding concepts such as geographical indications are also gaining ground in Kenya. Geographical indications are a branding concept that identifies products with unique qualities attributable to the natural and human factors associated with the area of origin. Halal Certifications is vital in informing the Muslim community on the agricultural produce and products acceptable to the Islam religion. Speciality crops and livestock exhibit a great potential to form a significant part of Kenya’s agricultural exports. The production of Speciality produce and products is currently low but is rising to correspond with increasing demand. For instance, only about 200,000 farmers are organic farmers, with only 13,000 having undergone certification, according to a report published by the Kenya Organic Agriculture Network in 2014. Some of the issues facing Speciality produce, products and markets including but not limited to underdeveloped speciality value chains, lack of policy to support speciality sub-sector, inconsistent supply of speciality products in the market, lack of designated areas for the sale of speciality produce and products in physical markets, and high cost of certification of speciality produce and products. 15Agricultural Marketing Strategy 2023 – 2032 Figure 3: Analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT) Strengths 1. Ongoing and some developed modern transport infrastructure, physical market and regional hubs at the regional and county levels 2. Existence standards and certification systems 3. Suitable agroclimatic conditions and technical knowledge and capacity to manage and wide range of agricultural produce and associated value chains 4. Well-developed agricultural produce value chains in which Kenya has a comparative advantage in the region and globally, e.g. tea and horticulture coffee 5. Availability of institutions and infrastructure for aggregation of farm produce Opportunities 1. Existence of Strong Trade Logistics institutions in Maritime, Air, Rail and Road Transport 2. Political good will and willingness by various actors including development partners to invest in infrastructures 3. Strategic location of the country as regional economic Hub 4. Existence of Strong Trade Logistics institutions in Maritime, Air, Rail and Road Transport and advanced technology - internet connectivity and telecommunication network (ICT platform) 5. Growing local, regional and international demand for quality agricultural produce and products 6. Bilateral and multilateral agreements with key markets 7. Existing policies supporting agricultural marketing 8. Special Agricultural Economic Zones (AEZs) for value-addition and export promotion 9. Established and emerging alternative marketing windows/channels such as Warehouse Receipt System 10. Established and emerging niche markets for speciality products Threats 1. Seasonality of agricultural production due to dependance on rainfall agriculture and inadequate storage and value-addition 2. Inadequate market research, intelligence and dissemination of market information 3. Inadequate supplies of agricultural commodities. 4. Unfavourable taxation regimes along the agriculture commodity value chains 5. Intense competition from imports 6. Competition from countries exporting to Kenya established markets. 7. Cultural barrier in the continental markets. 8. Multiple taxes, levies and fees. Weakness 1. Inadequate and poorly managed transport infrastructure and facilities in most of the existing physical markets 2. Low compliance with market requirements 3. Inadequate supply of agricultural produce and products due to low production, post-harvest loses, seasonality and poor distribution 4. Most agricultural produce are traded in raw form due to low value-addition 5. Few and underdeveloped marketing channels. 6. Inefficient logistics for domestic, regional and international trade. 7. Inadequate market research and utilization of research findings, technology and innovation in agricultural marketing. 8. Inadequate agricultural marketing capacity 9. Limited exploitation of domestic and external markets.S O T W 16 Agricultural Marketing Strategy 2023 – 2032 Fi gu re 4 : Po lit ic al , E co no m ic , S oc ia l, Te ch no lo gy , E nv iro nm en ta l a nd L eg al (P ES TE L) A na ly si s Po liti ca l Ec on om ic So ci al Te ch no lo gy En vi ro nm en ta l Le ga l  M em be rs hi p to Re gi on al a nd co nti ne nt al tr ad in g bl oc ks .  Po liti ca l i nt er fe re nc e in th e go ve rn an ce of c oo pe ra tiv es a nd m ar ke tin g as so ci ati on s  N um be r o f Go ve rn m en ts in sti tu tio ns im po sin g ta xe s  Ha rm on iza tio n of th e re gi on al st an da rd s, e. g. E as t A fr ic a st an da rd s  B ila te ra l a nd m ul til at er al tr ad e ag re em en t  I nt er c ou nt y tr ad e  A va ila bi lit y of c re di t su pp or t p ro gr am s e. g. fo r p os t-h ar ve st ha nd lin g  I m pr ov in g m ar ke t in fr as tr uc tu re a nd fa ci liti es  J oi nt v en tu re to o ffe r fin an ci ng e .g . P riv at e pu bl ic p ar tn er sh ip  A va ila bi lit y of in su ra nc e pr od uc ts fo r a gr ic ul tu ra l pr od uc ts .  B ra nd in g of p ro du ct s.  M ul tip le ta xa tio n, ce ss a nd le vi es  L ow p riv at e se ct or in ve st m en ts .  Ch an ge s i n co ns um er s t as te s an d pr ef er en ce s  Gr ou p m ar ke tin g  Hi gh d em an d of v al ue a dd ed pr od uc ts  Hi rin g an d le as in g of ca pi ta l a nd v al ue ad di tio n eq ui pm en t (C om m on U se r Fa ci lit y)  Cu ltu ra l a nd re lig io us be lie fs a nd v al ue s re ga rd in g fo od co ns um pti on fo r ag ric ul tu ra l p ro du ct s.  Br an di ng o f pr od uc ts .  M ul tip le ta xa tio n, ce ss a nd le vi es  Lo w p riv at e se ct or in ve st m en ts .  M od er n te ch no lo gy in p os t ha rv es t h an dl in g.  Di gi ta l m ar ke tin g e. g. E c om m er ce  Lo w p riv at e se ct or in ve st m en ts .  Di ffe re nt st an da rd s fo r v ar io us m ar ke t de sti na tio n.  Em er gi ng co m pe tit or s i n va rio us m ar ke t de sti na tio n.  Fo re x flu ct ua tio n.  Su pp or tiv e le ga l in st ru m en ts fo r co nt ra ct fa rm in g, gu id in g m ar ke tin g an d br ok er ag e 17Agricultural Marketing Strategy 2023 – 2032 2.3 Summary of Strategic Issues 1. Inadequate market infrastructure and associated facilities 2. Noncompliance with agricultural produce and product standards 3. Inadequate Supply of Agricultural produce and products 4. High post-harvest losses of agricultural produce 5. Low value-addition of Agricultural produce 6. Underdeveloped marketing channels 7. Poor access roads to physical markets for agricultural produce and products 8. Inefficient logistics for local and international trade 9. Inadequate market information for decision-making 10. Under-utilization of technology and innovations in agricultural marketing 11. Poor management of markets and marketing inefficacies 12. Inadequate access to financial services 13. Low Access to markets 2.4 Rationale for Agricultural Marketing Strategy Agricultural marketing is a key driver for a commercialised agriculture. An efficient agricultural marketing system acts as a pull for stimulating production, value additon and consumption, there by accelerating the pace of agribusiness and economic development. The government and other stakeholders have over the years implemented projects which are mainly focused on production and other earlier nodes of commodity value chains with little emphasis on agricultural marketing. In addition, where strategies have been developed, they have tended to focus on specific commodities rather than a wholistic agricultural sector marketing approach. Further, where policies and strategies have been developed, they have tended to focus on high value agricultural commodities leading to inadequate marketing of commodities for which specific policies and strategies have not been developed. Consequently, most of the rural smallscale agricultural producers have not commercialized to the extent of benefiting on these initiatives. The formulation of an agricultural marketing strategy is necessary to provide a focused sector wide approach to marketing of all agricultural commodities produced in Kenya. 18 Agricultural Marketing Strategy 2023 – 2032 The Agricultural Marketing Strategy is intended to streamline the activities of players along the various value chains to facilitate efficient agricultural trade and promote the competitiveness of Kenyan agricultural commodities in both the domestic and external markets. The strategy is designed to bring about real and measurable changes, including increased market access and improved returns for agricultural producers; affordable prices for agricultural commodities for the consumers; remunerative returns to all market players; and, increased exports of Kenya’s agricultural commodities and favourable balance of trade for the country. 19Agricultural Marketing Strategy 2023 – 2032 CHAPTER THREE: GOALS, OBJECTIVES AND STRATEGIES CHAPTER GOALS, OBJECTIVES AND STRATEGIES3 3.1 Strategic Focus The Agriculture Marketing Strategy draws upon and shall be complimented by a number of guiding national and sectoral policies and strategies that also deal with trade issues. These include the following; (i) The Agricultural Sector Growth and Transformation Strategy( 2019-2029) (ii) Agriculture Policy, 2021 (iii) National Trade Policy 2017 (iv) Sessional Paper No. 3 of 2020 on the Livestock Policy (v) The Standards Act, Cap 496 (vi) National Industrialization Policy Framework for Kenya, 2012 – 2030 (vii) Competition Act, No. 12 of 2010 (viii) Industrial Property Act, No. 3 of 2001 (ix) Anti-Counterfeit Act, No. 13 of 2008 (x) Other Sectoral Policies and Strategies The Agricultural Marketing Strategy will be central in guiding agricultural produce and product marketing and shall be implemented in complementarity with these policies strategies and legal frameworks. The purpose of the strategy is to transform markets and marketing systems into competitive, profitable and beneficial entities to all value chain actors. 20 Agricultural Marketing Strategy 2023 – 2032 3.2 Strategic Objectives The overall aim of the agricultural marketing strategy is to improve the competitiveness and increase market access for Kenyan agricultural produce and products in all market segments in order to enhance incomes and livelihoods of producers and other value chain actors. Strategic Objectives include to: 1. Develop and maintain modern market infrastructure for efficient marketing of agricultural produce 2. Facilitate compliance to agricultural produce and products standards 3. Achieve sustainable supply of agricultural produce and products that meet market demand 4. Improve the value of agricultural produce to increase market access 5. Enhance adoption of modern and innovative systems for marketing of agricultural produce and products 6. Develop an efficient and reliable transport infrastructure and logistics for movement of agricultural produce and products to markets 7. Increase market access through innovative use of agricultural market intelligence and technology 8. Improve efficiency in the marketing of agricultural produce and products 9. Enhance and maintain market position and competitiveness of Agricultural produce and products in new and established markets 3.3 Values and Principles The strategy is underpinned by the following set of core values that guide the actions emerging from the strategy; (i) Competitiveness (ii) Transformation (iii) Inclusiveness (iv) Performance (v) Efficiency 21Agricultural Marketing Strategy 2023 – 2032 3.4 Strategic Areas The following strategic priorities for the Agricultural Marketing Strategy have been derived from the situational analysis. The Strategy has 9 strategic areas divided into 5 strategic pillars and 4 strategic enablers. 3.5 Strategic Pillars Strategic Pillar 1: Market Infrastructure Strategic Objective 1: To develop and maintain modern market infrastructure for efficient marketing of agricultural produce Strategic Issue 1.1: Inadequate market infrastructure and associated facilities Many areas designated as markets do not have required agricultural market infrastructure. Most existing markets do not have designated areas for agricultural produce and products. However, where they exist they are poorly maintained and lack appropriate facilities such as value-addition, storage, and sanitation. In addition, farmers lack aggregation centres with appropriate infrastructure. Strategy 1.1.1: Develop modern and maintain existing physical agricultural produce markets. a) Map out market infrastructure and facilities requirements. b) Develop and maintain market infrastructure and facilities that meet the requirements of various agricultural produce and products such as livestock sale yards and fish landing sites. c) Provide guidelines to inform best practices in development and maintenance of market d) Capacity build market management committees on skills for maintenance of market infrastructure. Strategy 1.1.2: Establish and develop aggregation centers with appropriate infrastructure and associated facilities for agricultural produce to attain economic volumes a) Profile regions that need aggregation centres and facilities b) Construction of aggregation infrastructure and associated facilities (common user facilities). 22 Agricultural Marketing Strategy 2023 – 2032 c) Develop and disseminate guidelines on the establishment and maintenance of aggregation infrastructure and associated facilities d) Capacity build market management committees on skills for maintenance of the aggregation centres. Strategic Pillar 2: Market Requirements for Agricultural Produce and Products Strategic Objective 2: To enhance compliance to market requirements for Agricultural Produce and Products standards. Strategic Issue 2.1: Non-compliance with Market Requirements for Agricultural Produce and Products Most agricultural produce and product have standards, save for some emerging and speciality produce and products. There are instances of non-compliance to set standards due to lack of awareness, high cost of compliance and weak enforcement. Further, current and emerging challenges (such as pest, diseases, chemical residual level, contaminants and pathogens) in commodities for export, and the frequent changes in the SPS requirements in export markets have led to Kenyan export commodities in the regional and international markets being intercepted on a number of occasions. Strategy 2.1.1: Promote adoption of market requirements a) Develop new and review of set standards for agricultural produce and products. b) Promote adoption of standards among value chain actors through awareness creation and capacity building of value chain actors. c) Adopt private certifications regimes and other specific market requirements. d) Carry out surveillance to assess compliance. e) Establish disease/pest free zones or zones of low pests Strategy 2.1.2: Enhance the Capacity of surveillance institutions at National and County levels to enforce compliance to standards. a) Increase, upgrade and modernize physical facilities and technological infrastructure for sampling and testing. b) Strengthen coordination structures for enhancing enforcement by the regulating agencies. 23Agricultural Marketing Strategy 2023 – 2032 c) Capacity building of inspectors and graders in sampling, testing and reporting. d) Sensitization of enforcement and prosecution agencies on existing standards e) Increase the number of inspectors. f) Strengthen and broaden traceability system for agricultural produce and products Strategic Pillar 3: Supply of Agricultural Produce and Products Strategic Objective 3: To achieve sustainable supply of agricultural produce and products that meet market demand Strategic issue 3.1: Inadequate Supply of Agricultural produce and products The marketing of agricultural produce and products are beset by low volume and inconsistent supply due to dependence on individual marketing by small-scale farmers, seasonal rains and poor distribution channels for agricultural produce and products from areas of plenty to deficit areas. Further, there exist weak linkages between the existing marketing organizations and the upstream value chain actors. Strategy 3.1.1: Streamlining supply of Agricultural produce and products a) Mobilize and form all-inclusive agricultural production and marketing clusters and organizations b) Link producers to marketing organizations, aggregation centres, processing hubs and financial institutions c) Capacity build farmer’s marketing organization on coordination of production, marketing and governance. d) Promote contract farming between producers and buyers e) Develop and implement Kenya Agricultural Market Information System (KAMIS) to monitor and disseminate information on seasonal variation of produce and products availability and pricing. Strategic issue 3.2: High post-harvest losses of Agricultural Produce It is estimated that over 30% of harvested crops, 25% of fish, and 40% of dairy along the value chain is lost due to poor post-harvest management, inadequate /inappropriate storage facilities, poor produce handling, and poor linkages to markets. Strategy 3.2.1: Promote post-harvest and preservation technologies to reduce loss of Agricultural produce. 24 Agricultural Marketing Strategy 2023 – 2032 f) Capacity building of value chain actors on appropriate post-harvest and preservation techniques. g) Map out underutilized and idle public and private storage facilities and promote utilization byother value chain actors h) Promote investment in post-harvest technologies in food processing hubs, aggregation centres and other storage and produce handling facilities. Strategic Pillar 4: Value-addition of Agricultural Produce Strategic Objective 4: To improve the value of agricultural produce to increase market access Strategic issue 4.1: Low Value-addition of Agricultural Produce There is inadequate access to facilities and technologies that can prolong the shelf life of and add value to agricultural produce. In most cases the facilities and technologies are unavailable, and where they are available they are located far from the majority of producers. In addition, the cost of energy to run value-addition activities is comparatively higher than in neighbouring countries, thus reducing competitiveness of Kenya’s value added agricultural products in existing markets. Strategy 4.1.1: Promote access to appropriate value-addition facilities and equipment a) Map out value-addition hubs ,equipment and facilities b) Identify value-addition space and establish common user facilities at existing public facilities and aggregation centres. c) Capacity building of entrepreneurs at the common user facilities on entrepreneurship and business skills, appropriate processing/ value-addition technologies, Good Hygiene practices (GHP), Good Manufacturing Practices (GMP) product standard’s and specifications d) Develop and implement bulk-purchasing models for imported value-addition equipment. Strategy 4.1.2: Promote Value-addition for Agricultural Produce a) Develop and implement business models for value-addition for agricultural produce. b) Organize business to business meetings to share available value-addition business models, and match MSMEs to suppliers and financial institutions. 25Agricultural Marketing Strategy 2023 – 2032 c) Promote consumption and marketing of processed agricultural products in both local and international markets d) Promote targeted investment in green energy e.g. solar, biogas, wind to enhance competitiveness and market access for agricultural produce and products Strategic Pillar 5: Marketing Channels Strategic Objective 5: To enhance adoption of modern and innovative systems for marketing of agricultural produce and products. Strategic Issue 5.1: Underdeveloped Marketing Channels Most marketing of agricultural produce is done through conventional channels that includes producers, brokers, retailers, wholesalers and processors. In the recent past there has emerged alternative marketing channels such as digital and virtual markets; auctions, warehouse receipt system (WRS) and commodity exchanges; and derivatives markets like futures. These are however few and not fully developed in Kenya and therefore are limited in usage in marketing agricultural produce and products in the domestic, regional and international markets. In addition, there exist opportunities for development of trading hubs which can take advantage of some of the fairly well developed facilities and infrastructure such as Mombasa and Lamu Ports, In-land Dry Ports, Jomo Kenyatta International Airport, and modern road and rail networks. Strategy 5.1.1: Strengthen the existing and alternative agricultural trading platforms a) Fast track the ongoing reforms to improve trading at the Nairobi Coffee Exchange and Mombasa Tea Auction. b) Operationalize the warehouse receipt system and Kenya Commodity Exchange (KOMEX). c) Promote trade in futures and derivative markets. d) Provide incentives to attract investment in digital trading platforms. e) Support direct marketing of agricultural produce, e.g. by designating a farmer’s market day in existing markets and special areas. f) Establish quality assurance system for online marketing of agricultural produce. 26 Agricultural Marketing Strategy 2023 – 2032 g) Sensitize users, including communities, importers and exporters on alternative marketing channels. h) Support capacity building for value chain actors across the warehousing and commodity exchange ecosystem. i) Development of new and review of existing standards for storage facilities such as warehouses and cold storage for agricultural commodities to be traded. Strategy 5.1.2: Exploit Kenya’s unique location and infrastructure as a regional trading hub for the export of agricultural produce and products. a) Establish efficient produce handling facilities and operations at the exit/entry points. b) Coordination of one-stop clearing and handling of agricultural produce and products for export to ease business transactions. c) Provision of tax incentives to market players. 3.6 Strategic Enablers Strategic Enabler 1: Transport Infrastructure and Logistics Strategic Objective 6: To develop an efficient and reliable transport infrastructure and logistics for movement of agricultural produce and products to markets. Strategic Issue 6.1: Poor access roads to physical markets for agricultural produce and products. Poor conditions of access roads lead to high cost of transport, delays and post-harvest losses. Strategy 6.1.1: Development and maintenance of rural access roads. a) Increase budget allocation for development and maintenance of rural access roads. b) Promote private sector to invest and improvement of rural roads. c) Develop and promote use of models for community based road maintenance. Strategic issue 6.2: Inefficient logistics for local and international trade Access to agricultural produce and products markets at the local and international levels, have been greatly hampered by poor logistics, including unreliable and 27Agricultural Marketing Strategy 2023 – 2032 inefficient freight transport, limited use of appropriate transport vessels, limited information on efficient inland and maritime logistics to reach target markets, and inadequate implementation of harmonized customs clearance and administrative procedures that differ from country to country. Strategy 6.2.1: Promote the use of appropriate transport vessels. a) Sensitization of transporters and traders on the industry-specific codes of practice for handling, packaging and transportation of agricultural produce. b) Enforcement of standards and specifications for handling, packaging and transportation of agricultural produce and products. c) Modernization of existing transport vessels to conform to food safety requirements. Strategy 6.2.2: Improve on logistics for efficient transportation of agricultural produce and products to the markets. a) Advocate for the development, adoption and harmonization of the online clearing systems. b) Sensitize and capacity build the value chain actors on efficient logistics management. c) Monitor and address the emerging bottlenecks to efficient transport and logistics. d) Promote partnerships with international retail chains and facilitate the expansion of Kenya based retail chains to distribute Kenyan value-added products to the regional and international markets. e) Establish Common user facilities in the export markets for ease of logistics (such as warehouses). f) Enhance Maritime investments and partnerships in commercial shipping vessels. Strategic Enabler 2: Agricultural Market Research, Intelligence and Innovation Strategic Objective 7: To increase market access through innovative use of agricultural market intelligence and technology Strategic issue 7.1: Inadequate market information for decision-making 28 Agricultural Marketing Strategy 2023 – 2032 The current market information collection and dissemination is limited in scope, leaving out vital market data and information such as transport costs, local and international market produce demand, produce quality and safety. This is due to low prioritization and limited public funding for market intelligence research. In cases where research information exists, there is low utilization of these research findings for decision making. This is partly due to existence of barriers to access to data and information on certain domestic and external markets, leading to information asymmetry between industry players and producers, resulting in exploitation of producers. Strategy 7.1.1: Promote market research and intelligence a) Undertake awareness creation on Agricultural market information system to value chain actors. b) Increase public budgetary allocation to agricultural market research and intelligence c) Establish partnerships and collaborations between public and private research organizations, universities and industry players that enhance the capacity to attract funds for market intelligence. d) Develop standard operation procedures for data collection and management. Strategy 7.1.2: Enhance access to data and information on domestic and external markets. a) Establish and manage an Agricultural Market Information System (AMIS). b) Build and strengthen capacity of value chain segregated type in market information Strategy 7.1.3: Enhance utilization of market research findings a) Mainstream information from market research in agricultural advisory services. b) Increase utilization of market research findings by providing credible market information c) Strengthen linkages and collaboration between public and private sector research institutions with industry players to promote utilization of research findings. Strategic issue 7.2: Low utilization of technology and innovations in agricultural marketing. 29Agricultural Marketing Strategy 2023 – 2032 There is low identification, nurturing and commercialization of innovations. This is a result of limited access to market research findings. Technological capacity in transportation, storage, sorting, processing and packaging of produce and produce is low. Existing Market Information Systems are not linked and are limited in technological capacity, resulting in delayed dissemination of information on marketing. Strategy 7.2.1: Promote identification, incubation and commercialization of agricultural marketing innovations. a) Awareness creation on opportunities for development of market innovations b) Establish platforms for the identification of promising innovations. c) Develop a system for incubation and commercialization of innovations. d) Promote utilization of processing hubs and aggregation centres as incubation centres for agricultural marketing innovations Strategic Enabler 3: Marketing Capacity Strategic Objective 8: To improve efficiency in the marketing of agricultural produce and products Strategic Issue 8.1: Poor management of markets and marketing inefficacies The management of physical markets to facilitate the marketing functions of aggregating; storing and warehousing; standardization and grading; transportation, and trading is poor due to weak supporting structures and institutions such as market management committees, marketing cooperatives and other organized producer and trader organizations. Where such institutions exist, the required management to organize market operations and marketing skills sets to facilitate the marketing functions are inadequate or lacking. In addition, staffing levels within the National and County government institutions are low, affecting the ability of Government to train the actors. There is also low capacity amongst value chain actors, especially the small and medium market actors, to analyze markets, interpret market information, undertake market surveys, and effectively negotiate better trading terms. Strategy 8.1.1: Strengthen the capacity of various market players on management of markets and marketing a) Establish management committees for markets and aggregation centres. b) Train management committees for markets, aggregation centres and other market players on management skills, governance and marketing. 30 Agricultural Marketing Strategy 2023 – 2032 c) Develop and implement market management guidelines. d) Coordinate the implementation of good marketing practices and enforce adherence to of laws, regulations and guidelines for traders in designated physical markets, aggregation centres and alternative market platforms e) Establish and employ sustainable stakeholder platforms for continuously engaging and exchanging information on best practices in management of markets and marketing of agricultural produce in both the domestic and international markets f) Establish sustainable funding mechanism to support management of physical markets and marketing activities/operations Strategic Issue 8.2: Inadequate access to financial services With inadequate access to credit, agricultural value chain players are hard-pressed to finance capital investment and export financing. Marketing of agricultural commodities is also a high-risk venture that requires insurance services, which are hardly accessible. Strategy 8.2.1: Enhance access to financial services a) Develop innovative financing models that are appropriate to support traditional, new and emerging agricultural produce and product supply chains b) Promote the development of insurance products that are appropriate to support agricultural marketing such as risk-bearing financing Strategic Enabler 4: Access to Domestic and Export Markets Strategic Objective 9: To enhance and maintain market position and competitiveness of agricultural produce in new and established markets. Strategic Issue 9.1: Low access to markets for Agricultural produce and products Low competitiveness of agricultural produce in the domestic and export markets resulting from multiple taxation of agricultural produce by the National and County governments; limited exploitation of opportunities in bilateral, regional and multilateral trade agreements; stiff competition from countries exporting to Kenya established markets; Limited diversification into new and emerging markets; export of raw bulk commodities; and cultural barrier associated with colonial affiliations in the continental markets. These have reduced market access, resulting in increased imports as well as reduced exports of Kenyan Produce. 31Agricultural Marketing Strategy 2023 – 2032 There also exist speciality produce and products such as purple tea, infused tea, organically grown, whose markets are underdeveloped due to low demand and limited knowledge of local and international markets requirements. Strategy 9.1.1: Create favourable taxation regimes that support marketing a) Harmonize payment of cess, fees and levies for agricultural produce in the domestic market b) Institute fiscal measure that promote export of Kenyan Agricultural produce and products. Strategy 9.1.2: Promote exploitation of opportunities to access domestic and external markets a) Build capacity of trade negotiators. b) Mainstream implementation of bilateral and multilateral opportunities in strategies and operations of the MDAs c) Diversify to new and emerging markets to expand the export markets. d) Promote utilization of the agricultural produce and products in the domestic markets (Buy kenya build kenya) Strategy 9.1.3: Promote Kenyan specialty produce and products in local and international markets. a) Introduce speciality products in domestic and international markets b) Participate in exhibitions and fora focused on speciality products in the local and international markets 32 Agricultural Marketing Strategy 2023 – 2032 The implementation of this strategy will be undertaken by various stakeholders at the National and County levels. This will require effective coordination of key industry stakeholders; mobilization of adequate funding for strategy implementation, implementation of effective risk mitigation measures, development and deployment of an effective information and knowledge management system and proper monitoring and evaluation of implementation measures To realize the objectives of this strategy a number of assumptions have been made. These include that there will be: political good will; adequate resources; prudent use of resources; professionalism; improved sector coordination and collaboration; between various agencies within Government at the National and County levels and between public and private sector actors 4.1 Coordination of Key Industry Stakeholders in Strategy Implementation 4.1.1 Key Stakeholders and their Roles a) National and County Government level Departments and Agencies Government Ministries, Department and Agencies will continue to play the policy environment enabling role and that of regulation. The principal ministries who shall play the lead and coordination roles for the implementation of the Agriculture Marketing Strategy will be the Ministry of Agriculture and the Ministry of Trade and the Departments of Agriculture and Trade at the county level. Additionally, key public agencies in Agriculture including the Agriculture and Food Authority, Kenya Plant Health Inspectorate Service, Kenya Bureau of Standards will work with the National and County Governments and private sector actors. CHAPTER FOUR: STRATEGY IMPLEMENTATION CHAPTER STRATEGY IMPLEMENTATION4 33Agricultural Marketing Strategy 2023 – 2032 b) Private Sector Actors Private sector actors include producers of various agricultural commodities and all other non-state actors along the various marketing supply chain. The private sector is responsible for the production, processing and marketing of agricultural commodities and provision of marketing services. To enhance efficiency and effectiveness in marketing of agricultural commodities and provision of related services, the private sector will be expected to form and strengthen stakeholders’ umbrella associations for the retail, wholesale, and export trading and to champion and spearhead stakeholder interest while also developing good codes of practices amongst members. It is expected that the associations will enable the effective provision of services related to marketing such as quality assurance, linking producers to markets and capacity building. c) Development Partners The development partners will be responsible for technical and development cooperation; resource mobilization and funding of agricultural marketing strategies and programmes and supporting capacity building of stakeholders. 4.2 Strategy Implementation Coordination The implementation of the Agriculture Marketing Strategy will make use of established structures under the National Trade Policy of 2017 rather than establish new implementation structures. This structures consist of the; (i) Trade Sub-Technical Committee established in accordance with the Intergovernmental Relations Act (Chapter 5G). and comprising of representatives from the National and County Government under the names: National Trade Sub-Technical Committee and County Trade Sub-Technical Committee. (ii) National/County Trade Consultative Forum for steering the implementation of the trade policy and comprising members drawn from the National and County Governments Trade Technical Committees. (iii) National Trade Technical Committee and the County Trade Technical Committees, an advisory body whose function is to guide the overall trade policy formulation, provide an effective mechanism for intra-governmental policy coordination of cross cutting trade. Agricultural Marketing Strategy implementation will benefit from the structures at which key public and private marketing actor will be represented. 34 Agricultural Marketing Strategy 2023 – 2032 4.3 Resource Mobilization Resources for implementation of activities assigned to the National Government outlined in the Strategy Implementation Matrix will be mobilized by the national government from its normal budgetary allocations and national programmes and budgets funded by development partners. The County governments will mobilize resources through mainstreaming of Strategy in the County Integrated Development Plans (CIDPs) and budgetary allocations in annual workplans as well as sourcing for funding from donors for investments falling under the county governments. The major funding areas for the two levels of government will focus on creation of enabling environment and expenditures on public goods and services targeted at improving efficiency in marketing. Private sector actors are expected to mobilize resources for investments along the marketing value chain through their normal budgeting cycles. 4.3.1 Funding for Coordination of Agricutural Market Sector Players Resources for coordination of strategy implementation shall be mobilised by both the National and County government as per the coordinating structures and institutions established under the section 4.2 of this Strategy. It is expected that development partners and other non-governmental organizations will support both the National and County Governments in facilitating coordination and M&E activities under the Strategy. 4.3.2 Funding for Strategy Implementation The proposed budget for implementing the AMS is estimated at KES 8.44 billion over the Ten-year strategy implementation period. This cost will be shared amongst the National Government, County Governments, development partners, private sector players and beneficiaries. The Ministry will endeavour to ensure prudent utilization of public funds during the period to realize all the aspirations. The resource requirement for implementation of AMS is as summarized in Table 1 35Agricultural Marketing Strategy 2023 – 2032 Table 1: Summary AMS Budget S.No Strategic Objective Strategies Cost in Millions (KSh) 1. Strategic Objective 1: To develop and maintain modern market infrastructure for efficient marketing of agricultural produce. Strategy 1.1.1: Develop modern and maintain existing physical agricultural produce markets 910 Strategy 1.1.2: Establish and develop aggregation centres with appropriate infrastructure and associated facilities for agricultural produce to attain economic volumes 340 2. Strategic Objective 2: To enhance compliance to Market requirements for Agricultural Produce and Products Strategy 2.1.1: Promote adoption of market requirements 111 Strategy 2.1.2: Enhance the Capacity of surveillance institutions at National and County levels to enforce compliance to standards. 1,696 3. Strategic Objective 3: To achieve sustainable supply of agricultural produce and products that meet market demand Strategy 3.1.1: Streamlining supply of Agricultural produce and products 280 Strategy 3.2.1: Promote post-harvest and preservation technologies to reduce loss of Agricultural produce 850 4. Strategic Objective 4: To improve the value of agricultural produce to increase market access Strategy 4.1.1: Promote access to appropriate value-addition facilities and equipment 118 Strategy 4.1.2 Promote value addition for agricultural produce 126 5. Strategic Objective 5: To enhance adoption of modern and innovative systems for marketing of agricultural produce and products. Strategy 5.1.1: Strengthen the existing and alternative Agricultural trading platforms 500 Strategy 5.1.2: Exploit Kenya’s unique location and infrastructure as a regional trading hub for the export of agricultural produce and products. 603 36 Agricultural Marketing Strategy 2023 – 2032 S.No Strategic Objective Strategies Cost in Millions (KSh) 6. Strategic Objective 6: To develop an efficient and reliable transport infrastructure and logistics for movement of agricultural produce and products to markets. Strategy 6.1.1: Development and maintenance of rural access roads 30 Strategy 6.2.1: Promote the use of appropriate transport vessels 190 Strategy 6.2.2: Improve on logistics for efficient transportation of agricultural produce and products to the markets 601 7. Strategic Objective 7: To increase market access through innovative use of agricultural market intelligence and technology Strategy 7.1.1: Promote market intelligence and research. 90 Strategy 7.1.2: Enhance access to data and information on domestic and external markets 560 Strategy 7.1.3: Enhance utilization of market research findings 110 Strategy 7.2.1: Promote identification, incubation and commercialization of agricultural marketing innovations. 700 8. Strategic Objective 8: To improve efficiency in the marketing of agricultural produce and products Strategy 8.1.1: Strengthen the capacity of various market players on management of markets and marketing 160 Strategy 8.2.1: Enhance access to financial services 24 9. Strategic Objective 9: To enhance and maintain market position and competitiveness of Agricultural produce in new and established markets. Strategy 9.1.1: Create favourable taxation regimes that support marketing 12 Strategy 9.1.2: Promote exploitation of opportunities to access domestic and external markets 264 Strategy 9.1.3: Promote Kenyan specialty produce and products in both local and international markets. 60 10 Coordination of strategy implementation Chapter 4: Strategy implementation 100 TOTAL 8,435 37Agricultural Marketing Strategy 2023 – 2032 4.4 Information and Knowledge Management Information and knowledge management will entail data collection, analysis, reporting and dissemination, building institutional memory, establishing repository in analog and digital formats. The Strategy will develop and maintain a web-based Agricultural Market Information System (AMIS). This system will ensure organization of agricultural and marketing data and information in a structured manner to facilitate accessibility, sharing amongst stakeholders for effective and efficient planning, coordination, monitoring and evaluation of the sector; and establish a support platform for policy, management and investment decisions. 4.5 Risk Analysis and Mitigation To mitigate against the risks that may arise during the implementation of the strategy, the risk assessment matrix provided below, with necessary adjustments, will be used by various actors. Table 2: Risk Analysis and Mitigation Matrix Risk Category Mitigation measures 1. Political influence in resource distribution High  Clear criteria for Mapping, selection of sites and prioritization of programmes 2. Cross border informal trade Medium  Enforcement of regulations and standards 3. Technological changes in product development High  Upgrading technology  Carrying out continuous research and training  Technology adaptation  Capacity building 4. Inadequate Marketing experts in multilateral and bilateral trade negotiations and professionals and technical officers in public sector High  Continuous capacity building of experts  Establishment of desks on multilateral and bilateral trade negotiations in the Ministries of agriculture  Succession and talent management 5. Social and cultural conflicts High  Developing and implementing conflict resolution mechanisms  Sensitization of stakeholders 6. Covid-19 and similar pandemic High  Declaration of right to access to food and agricultural marketing an essential service requiring special intervention measures 7. Climate Change High  Promote climate smart marketing approaches 38 Agricultural Marketing Strategy 2023 – 2032 4.6 Monitoring and Evaluation Monitoring and evaluation are critical in supporting the development of agricultural marketing by ensuring the implementation is impactful, cost effective and well coordinated. A logical strategy framework will be developed that outlines the mission, vision, overall objectives, outputs, activities and observable variable indicators to guide strategy implementation, monitoring and evaluation. These key performance indicators (KPIs) for each pillar will contribute to the overall M&E framework. To accompany the logical framework is the cost and time framework. The cost of implementing the strategy will inform the Governments and other stakeholders on the resource mobilization for strategy implementation. The implementing agencies will conduct monitoring and evaluation to assess the performance and delivery of set outputs. Monitoring will be conducted on a quarterly basis. This will be followed by an annual evaluation of the strategy at the end of each year. The monitoring and evaluation will be conducted by a multisectoral team drawn from participating partners. 4.7 Agricultural Marketing Strategy Review This strategy may be reviewed during the implementation period taking into account the effectiveness, progress of its implementation, and emerging domestic as well as international marketing and trade issues. 39 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 A N N EX ES A nn ex I: A gr ic ul tu ra l M ar ke tin g St ra te gy Im pl em en ta tio n M at rix St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gi c Pi lla r 1 : M ar ke t I nf ra st ru ct ur e St ra te gi c O bj ec tiv e 1: T o de ve lo p an d m ai nt ai n m od er n m ar ke t i nf ra st ru ct ur e fo r e ffi ci en t m ar ke tin g of a gr ic ul tu ra l p ro du ce . St ra te gi c Is su e 1. 1: In ad eq ua te m ar ke t i nf ra st ru ct ur e an d as so ci at ed fa ci liti es St ra te gy 1 .1 .1 : De ve lo p m od er n an d m ai nt ai n ex isti ng p hy sic al ag ric ul tu ra l pr od uc e m ar ke ts a) M ap o ut m ar ke t in fr as tr uc tu re an d fa ci liti es A na tio na l in ve nt or y of m ar ke t in fr as tr uc tu re an d re qu ire m en t Co or di na te th e m ap pi ng e xe rc ise U nd er ta ke th e m ap pi ng e xe rc ise in th e co un tie s Pa rti ci pa tio n in th e su rv ey 50 0 0 50 b) De ve lo p an d m ai nt ai n m ar ke t in fr as tr uc tu re an d fa ci liti es to m ee t t he re qu ire m en ts of v ar io us ag ric ul tu ra l pr od uc e an d pr od uc ts s uc h as li ve st oc k sa le ya rd s an d fis h la nd in g sit es N um be r of m ar ke t in fr as tr uc tu re an d fa ci liti es de ve lo pe d an d m ai nt ai ne d a) De ve lo p an d im pl em en t na tio na l p ro gr am s an d pr oj ec ts to s up po rt de ve lo pm en t of m ar ke t in fr as tr uc tu re a nd fa ci liti es b) Pr om ot e pr iv at e se ct or in ve st m en t in m ar ke tin g fa ci liti es a) M ob ili ze fu nd s fo r c on st ru cti on o f co un ty m ar ke ts a nd m ai nt en an ce o f a ll m ar ke ts b) De ve lo p an d m ai nt ai n m ar ke t in fr as tr uc tu re a nd fa ci liti es c) Pr om ot e pr iv at e se ct or in ve st m en t in m ar ke tin g fa ci liti es a) M an ag e m ar ke t in fr as tr uc tu re an d fa ci liti es ap pr op ria te ly 0 40 0 40 0 80 0 39 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 40 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l c) P ro vi de gu id el in es to in fo rm b es t pr ac tic es in de ve lo pm en t a nd m ai nt en an ce o f m ar ke t G ui de lin es de ve lo pe d. Pr ov id e be st pr ac tic es fo r de ve lo pm en t a nd m ai nt en an ce o f m ar ke ts Ad op t a nd a da pt de ve lo pe d gu id el in es fo r de ve lo pm en t a nd m ai nt en an ce o f m ar ke ts Pa rti ci pa te in th e de ve lo pm en t an d im pl em en ta tio n of th e gu id el in es 10 10 d) C ap ac ity bu ild m ar ke t m an ag em en t co m m itt ee s on s ki lls fo r m ai nt en an ce of m ar ke t in fr as tr uc tu re . N um be r of m ar ke t m an ag em en t co m m itt ee s tr ai ne d in go ve rn an ce a nd m an ag em en t o f m ar ke ts De ve lo p tr ai ni ng m an ua ls fo r m an ag in g m ar ke ts Tr ai n m ar ke t m an ag em en t co m m itt ee s on go ve rn an ce a nd m an ag em en t o f m ar ke ts 20 15 15 50 St ra te gy 1 .1 .2 : Es ta bl ish an d de ve lo p ag gr eg ati on ce nt re s w ith ap pr op ria te in fr as tr uc tu re an d as so ci at ed fa ci liti es fo r ag ric ul tu ra l pr od uc e to a tta in ec on om ic v ol um es a) Pr ofi le a re as th at n ee d ag gr eg ati on ce nt re s an d fa ci liti es A na tio na l p ro fil e of e xi sti ng a s w el l a s ar ea s th at ne ed a gg re ga tio n ce nt re s an d fa ci liti es Co or di na te th e pr ofi lin g ex er ci se U nd er ta ke th e pr ofi lin g ex er ci se in th e co un tie s Fa ci lit at e an d pa rti ci pa tio n in th e ex er ci se Fu nd in g un de r 1. 1. a 41 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l b) C on st ru cti on of a gg re ga tio n in fr as tr uc tu re an d as so ci at ed fa ci liti es . (c om m on u se r fa ci liti es ) N um be r o f ag gr eg ati on an d as so ci at ed fa ci liti es co ns tr uc te d to st an da rd a) De ve lo p an d im pl em en t na tio na l p ro gr am s an d pr oj ec ts to s up po rt de ve lo pm en t of a gg re ga tio n an d as so ci at ed fa ci liti es b) Pr om ot e pr iv at e se ct or in ve st m en t in a gg re ga tio n fa ci liti es a) M ob ili ze fu nd s fo r c on st ru cti on an d m ai nt en an ce of a gg re ga tio n an d as so ci at ed fa ci liti es b) De ve lo p an d m ai nt ai n ag gr eg ati on a nd as so ci at ed fa ci liti es c) Pr om ot e pr iv at e se ct or in ve st m en t in a gg re ga tio n fa ci liti es De ve lo p an d m an ag e ag gr eg ati on an d as so ci at ed fa ci liti es ap pr op ria te ly 10 0 10 0 10 0 30 0 c) D ev el op a nd di ss em in at e gu id el in es o n th e es ta bl ish m en t an d m ai nt en an ce of a gg re ga tio n in fr as tr uc tu re an d as so ci at ed fa ci liti es G ui de lin es de ve lo pe d. Pr ov id e be st pr ac tic es fo r de ve lo pm en t an d m ai nt en an ce of a gg re ga tio n ce nt re a nd fa ci liti es Ad op t a nd a da pt de ve lo pe d gu id el in es fo r de ve lo pm en t a nd m ai nt en an ce o f ag gr eg ati on c en tr e an d fa ci liti es Pa rti ci pa te in th e de ve lo pm en t an d im pl em en ta tio n of th e gu id el in es Fu nd in g un de r 1. 1. 1c d) C ap ac ity b ui ld m an ag em en t co m m itt ee s on s ki lls fo r m an ag em en t a nd m ai nt en an ce o f th e ag gr eg ati on ce nt re s. N um be r of fa rm er or ga ni za tio n an d m an ag em en t co m m itt ee s tr ai ne d De ve lo p tr ai ni ng m an ua ls fo r f ar m er or ga ni za tio ns an d m ar ke t m an ag em en t co m m itt ee s M ob ili ze fa rm er or ga ni za tio ns an d m ar ke t m an ag em en t co m m itt ee s an d tr ai ni ng th em o n va rio us s ki lls Fa ci lit at e an d pa rti ci pa te in th e tr ai ni ng 15 15 10 40 42 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gi c Pi lla r 2 : M ar ke t R eq ui re m en ts fo r A gr ic ul tu ra l P ro du ce a nd P ro du ct St ra te gi c O bj ec tiv e 2: T o en ha nc e co m pl ia nc e to M ar ke t r eq ui re m en ts fo r A gr ic ul tu ra l P ro du ce a nd P ro du ct s St ra te gi c Is su e 2. 1: N on c om pl ia nc e w ith M ar ke t r eq ui re m en ts fo r A gr ic ul tu ra l P ro du ce a nd P ro du ct St ra te gy 2 .1 .1 : Pr om ot e a do pti on of m ar ke t re qu ire m en ts a) D ev el op n ew an d re vi ew o f se t s ta nd ar ds fo r a gr ic ul tu ra l pr od uc e an d pr od uc t N um be r o f st an da rd s fo r ag ric ul tu ra l pr od uc e an d pr od uc ts de ve lo pe d or re vi ew ed M oA LD a nd KE BS D ev el op st an da rd s De pt . A gr ic ul tu re P ar tic ip at e in th e de ve lo pm en t o f st an da rd s Pr iv at e se ct or P ar tic ip at e in th e de ve lo pm en t o f th e st an da rd s 4 4 4 12 b) P ro m ot e ad op tio n of st an da rd s am on g va lu e ch ai n ac to rs th ro ug h aw ar en es s cr ea tio n an d ca pa ci ty b ui ld in g of v al ue c ha in ac to rs . N um be r o f tr ai ni ng s on st an da rd s N um be r o f v al ue ch ai n ac to rs tr ai ne d M oA LD , K EB S – De ve lo p th e tr ai ni ng m an ua l an d un de rt ak e th e tr ai ni ng o f To Ts De pt . A gr ic ul tu re – M ob ili ze st ak eh ol de rs fo r th e tr ai ni ng Tr ai ns v al ue c ha in ac to rs Pr iv at e se ct or –P ar tic ip at e in th e tr ai ni ng an d fa ci lit at e th e tr ai ni ng o f th e va lu e ch ai n ac to rs 5 5 5 15 c) P ro m ot e us e of p riv at e ce rti fic ati on s re gi m es a nd ot he r s pe ci fic m ar ke t re qu ire m en ts . N um be r o f bo di es a cr ed ite d fo r p ro du ce ce rti fic ati on M oA LD a nd K EB S A cr ed it bo di es fo r p ro du ce ce rti fic ati on ba se d on p riv at e st an da rd s De pt . A gr ic ul tu re P ar tic ip at e in th e ad op tio n of st an da rd s Pr iv at e se ct or P ar tic ip at e in th e ad op tio n of th e st an da rd s 3 3 3 9 43 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l d) C ar ry o ut su rv ei lla nc e to a ss es s co m pl ia nc e w ith m ar ke t re qu ire m en ts . N um be r o f su rv ei lla nc e m iss io ns Es ta bl ish m en t of m ul ti se ct or al su rv ei lla nc e te am to c ar ry o ut su rv ei lla nc e Ca rr y ou t su rv ei lla nc e Pr iv at e se ct or , co m pl ia nc e w ith s et st an da rd s 15 15 15 45 e) E st ab lis h di se as e/ p es t fr ee zo ne s N um be r o f di se as e/ p es t fr ee zo ne s es ta bl ish ed DV S an d KE PH IS – De lin ea te an d de sig na te di se as e/ pe st fr ee zo ne s Im pl em en ta tio n of di se as e/ pe st fr ee zo ne s Pr iv at e Se ct or – Im pl em en t m ea su re s th at en su re d ise as e/ pe st fr ee zo ne s 10 10 10 30 St ra te gy 2 .1 .2 : En ha nc e th e Ca pa ci ty o f su rv ei lla nc e in sti tu tio ns a t N ati on al a nd Co un ty le ve ls to e nf or ce co m pl ia nc e to st an da rd s. a) In cr ea se , up gr ad e an d m od er ni ze ph ys ic al fa ci liti es an d te ch no lo gi ca l in fr as tr uc tu re fo r s am pl in g an d te sti ng . N um be r o f n ew or u pg ra de d ph ys ic al fa ci liti es fo r s am pl in g an d te sti ng M oA LD , K EP H IS , KE BS , K FS , V et la bs F ac ili ta te de ve lo pm en t an d up gr ad in g of fa ci liti es De ve lo p gu id el in es fo r te sti ng Fa ci lit at e de ve lo pm en t an d up gr ad in g of fa ci liti es Co m an ag e so m e fa ci liti es Pr iv at e se ct or D ev el op m en t an d up gr ad in g of fa ci liti es U nd er ta ke pr iv at e sa m pl in g an d te sti ng 50 0 50 0 50 0 15 00 b) S tr en gt he n co or di na tio n st ru ct ur es fo r en ha nc in g en fo rc em en t b y th e re gu la tin g ag en ci es . N um be r o f co or di na tio n st ru ct ur es st re ng th en ed . M oA , K EP H IS , AF A, K EB S, P CP B, DV S, K FS , K VB F ac ili ta te th e st re ng th en in g of c oo rd in ati on st ru ct ur es De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k – O pe ra tio na liz e co un ty le ve l st ru ct ur es Su pp or t co or di na tio n st ru ct ur es 2 2 2 6 44 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l c) C ap ac ity bu ild in g of in sp ec to rs an d gr ad er s in sa m pl in g, te sti ng an d re po rti ng . N um be r t ra in ed N um be r o f tr ai ni ng s off er ed to in sp ec to rs a nd gr ad er s. M oA , K EP H IS , AF A, K EB S, P CP B, DV S, K FS , K VB Fa ci lit at e ca pa ci ty bu ild in g De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k – Su pp or t ca pa ci ty b ui ld in g Su pp or t fa ci lit ati on of c ap ac ity bu ild in g 15 10 10 35 d) S en siti za tio n of e nf or ce m en t an d pr os ec uti on ag en ci es o n ex isti ng st an da rd s N um be r o f se ns iti za tio ns off er ed to en fo rc em en t an d pr os ec uti on ag en ci es . N um be r se ns iti ze d M oA , K EP H IS , AF A, K EB S, PC PB , D VS , K FS , KV B F ac ili ta te se ns iti za tio n De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k – Su pp or t se ns iti za tio n Su pp or t fa ci lit ati on o f se ns iti za tio ns 15 10 10 35 e) In cr ea se th e nu m be r o f in sp ec to rs . N um be r o f ne w in sp ec to rs ga ze tt ed . M oA , K EP H IS , AF A, K EB S, P CP B, DV S, K FS , K VB Ap po in t, tr ai n an d ga ze tt e in sp ec to rs De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k – Ca pa ci ty bu ild in g of c ou nt y ba se d in sp ec to rs Su pp or t in sp ec tio n w or k 25 25 25 75 f) S tr en gt he n an d br oa de n tr ac ea bi lit y sy st em fo r ag ric ul tu ra l pr od uc e an d pr od uc ts N um be r o f ad dti on al ag ric ul tu ra l pr od uc e an d pr od uc ts c ov er ed Eff ec tiv en es s of th e tr ac ea bi lit y sy st em to id en tif y th e so ur ce o f no nc on fo rm ity M oA , K EP H IS , AF A, K EB S, PC PB , D VS , K FS , KV B D ev el op fr am ew or k fo r tr ac ea bi lit y sy st em De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k – Su pp or t im pl em en ta tio n of tr ac ea bi lit y sy st em St re ng th en , br oa de n an d us e of tr ac ea bi lit y sy st em 15 15 15 45 45 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gi c Pi lla r 3 : S up pl y of A gr ic ul tu ra l p ro du ce a nd p ro du ct s St ra te gi c ob je cti ve 3 : T o ac hi ev e su st ai na bl e su pp ly o f a gr ic ul tu ra l p ro du ce a nd p ro du ct s t ha t m ee t m ar ke t d em an d St ra te gi c is su e 3. 1: In ad eq ua te S up pl y of A gr ic ul tu ra l p ro du ce a nd p ro du ct s St ra te gy 3 .1 .1 : St re am lin in g su pp ly o f Ag ric ul tu ra l pr od uc e an d pr od uc ts a) M ob ili ze a nd fo rm a ll in cl us iv e ag ric ul tu ra l pr od uc tio n an d m ar ke tin g cl us te rs a nd or ga ni za tio ns N um be r o f f un c tio ni ng p ro du c tio n an d m ar ke tin g cl us te rs fo rm ed N um be r o f f un c tio ni ng p ro du c tio n an d m ar ke t in g or ga ni za tio ns fo rm ed Fa ci lit at e fo rm ati on a nd m an ag em en t of c lu st er s an d m ar ke tin g or ga ni za tio ns Id en tifi ca tio n an d fo rm ati on of c lu st er s an d m ar ke tin g or ga ni za tio ns Fa rm er s, pr od uc er s, co op er ati ve s, fis he r f ol ks pa rti ci pa te in fo rm ati on a nd m an ag em en t 20 20 20 60 b) L in k pr od uc er s to m ar ke tin g or ga ni za tio ns , ag gr eg ati on c en tr es , p ro ce ss in g hu bs a nd fi na n ci al in sti tu tio ns N um be r o f p ro du ce rs li nk ed to m ar ke tin g or ga ni za tio ns , a gg re ga tio n ce nt re s, pr oc es sin g hu bs an d fin an ci al in sti tu tio ns Fa ci lit at e fo rm ati on o f lin ka ge s Fa ci lit at e fo rm ati on of li nk ag es Fa ci lit at e fo rm ati on o f lin ka ge s U til iza tio n of th e lin ka ge s 10 5 5 20 c) Ca pa ci ty bu ild in g of fa rm er ’s m ar ke t in g or ga ni za tio n on c oo rd in ati on of p ro du cti on , m ar ke tin g an d go ve rn an ce . N um be r of fa rm er or ga ni za tio ns tr ai ne d. Co nd uc t c ap ac ity bu ild in g on co or di na tio n, pr od uc tio n m ar ke tin g an d go ve rn an ce Ca pa ci ty b ui ld in g on c oo rd in ati on , pr od uc tio n m ar ke tin g an d go ve rn an ce De ve lo p an d im pl em en t co de o f co nd uc t 20 10 20 50 46 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l d) Pr om ot e co nt ra ct fa rm in g be tw ee n pr od uc er s an d bu ye rs N um be r o f pr od uc er s/ pr od uc er or ga ni za tio ns w ith s ig ne d co nt ra ct s G ui de lin es fo r co nt ra ct fa rm in g de ve lo pe d Fa ci lit at e de ve lo pm en t of g ui de lin es fo r c on tr ac t fa rm in g be tw ee n pr od uc er s/ fa rm er s or ga ni za tio ns a nd bu ye rs Ca pa ci ty b ui ld co un ty o ffi ce rs o n de ve lo pm en t o f co nt ra ct fa rm in g gu id es a nd fa rm er s on n eg oti ati on s on co nt ra ct fa rm in g Pr od uc er s, fa rm er s or ga ni za tio ns a nd bu ye rs e ns ur e co m pl ia nc e w ith c on tr ac t fa rm in g ag re e m en ts ; f ar m er or ga ni za tio ns ca pa ci ty b ui ld in g fa rm er s on c on tr ac t fa rm in g 15 20 15 50 e) De ve lo p an d im pl em en t K en ya Ag ric ul tu ra l M ar ke t In fo rm ati on Sy st em (K AM IS ) to m on ito r a nd di ss em in at e in fo rm ati on on s ea so na l va ria tio n of pr od uc e an d pr od uc ts av ai la bi lit y an d pr ic in g. • KA M IS o pe ra tio na l. • N um be r o f st ak eh ol de rs m ar ke t i nf or m a tio n an d da ta di ss em in at ed to . • N um be r o f us er s ac ce ss in g m ar ke t i nf or m a tio n an nu al ly • Ea rly w ar ni ng sy st em fo r s ea so na l v ar ia tio n de ve lo pe d an d uti liz ed • De ve lo pm en t an d m ai nt en an ce of a u se r-f rie nd ly KA M IS sy st em sa tis fy in g di ve rs e st ak eh ol de rs ne ed s. • Tr ai ni ng s of tr ai ne rs o n da ta co lle cti on . • De ve lo p gu id el in es fo r da ta c ol le cti on s. • M an ag e th e KA M IS sy st em s. Co lle cti on o f a nd su bm iss io n of d at a Aw ar en es s cr ea tio ns o n th e ex ist en ce o f K AM IS . Ca pa ci ty b ui ld in g on d at a co lle cti on fo r K AM IS Pr od uc er s, Fa rm er s, Pr oc es so rs Co ns um er s. 20 20 60 10 0 47 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gi c is su e 3. 2: H ig h po st h ar ve st lo ss es o f A gr ic ul tu ra l P ro du ce St ra te gy 3 .2 .1 : Pr om ot e po st h ar ve st a nd p re se rv a tio n te ch no lo gi es to re du ce lo ss of A gr ic ul tu ra l pr od uc e a) C ap ac ity bu ild in g of v al ue ch ai n ac to rs on a pp ro pr ia te po st h ar ve st a nd pr es er va tio n te ch ni qu es . N um be r o f v al ue ch ai n ac to rs w ho se c ap ac ity ha ve b ee n bu ilt on p os t-h ar ve st an d pr es er va tio n. Co nd uc t c ap ac ity bu ild in g an d fa ci lit at e ac ce ss to p os t-h ar ve st ha nd lin g an d m an ag em en t te ch no lo gi es . Co nd uc t c ap ac ity bu ild in g fo r v al ue ch ai n ac to rs o n po st h ar ve st ha nd lin g an d m an ag em en t. De ve lo p an d pr om ot e ad op tio n of po st h ar ve st ha nd lin g an d m an ag em en t te ch no lo gi es . 20 20 20 60 b) M ap o ut un de ru til ize d an d id le p ub lic a nd pr iv at e st or ag e fa ci liti es a nd p ro m ot e uti liz ati on by ot he r v al ue ch ai n ac to rs N um be r o f un de ru til ize d an d id le p ub lic a nd pr iv at e st or ag e fa ci liti es b ro ug ht to u se . M ap o ut a va ila bl e st or ag e fa ci liti es . De ve lo p gu id el in es fo r t he us e of th e st or ag e fa ci liti es . M ap o ut a va ila bl e st or ag e fa ci liti es w ith in th e Co un ty an d fa ci lit at e th ei r us e by v al ue c ha in ac to rs . M ak e us e of an d m an ag e av ai la bl e st or ag e fa ci liti es . 20 10 10 40 c) P ro m ot e in ve st m en t i n po st h ar ve st te ch no lo gi es by fo od pr oc es sin g hu bs , ag gr eg ati on ce nt re s an d ot he r s to ra ge an d pr od uc e ha nd lin g fa ci liti es N um be r o f po st h ar ve st te ch no lo gi es ad op te d by fo od pr oc es sin g hu bs , ag gr eg ati on ce nt er s an d ot he r s to ra ge an d pr od uc e ha nd lin g fa ci liti es . Fa ci lit at e ac ce ss to a pp ro pr ia te po st h ar ve st te ch no lo gi es . Cr ea te a w ar en es s ab ou t e xi sti ng po st h ar ve st te ch no lo gi es Ca pa ci ty b ui ld in g of fo od p ro ce ss in g hu bs , a gg re ga tio n ce nt re s an d ot he r s to ra ge a nd pr od uc e ha nd lin g fa ci liti es o n us e of p os t-h ar ve st te ch no lo gi es In ve st in ap pr op ria te po st h ar ve st te ch no lo gi es . 25 0 25 0 25 0 75 0 48 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gi c Pi lla r 4 : V al ue a dd iti on o f A gr ic ul tu ra l p ro du ce St ra te gi c O bj ec tiv e 4: T o im pr ov e th e va lu e of a gr ic ul tu ra l p ro du ce to in cr ea se m ar ke t a cc es s St ra te gi c Is su e 4. 1: L ow v al ue a dd iti on o f A gr ic ul tu ra l p ro du ce St ra te gy 4 .1 .1 : Pr om ot e ac ce ss to ap pr op ria te v al ue ad di tio n fa ci liti es an d eq ui pm en t a) M ap o ut v al ue ad di tio n hu bs , eq ui pm en ts a nd fa ci liti es In ve nt or y of th e va lu e ad di tio n hu bs , e qu ip m en ts an d fa ci liti es Co or di na te s un de rt ak in g of th e m ap pi ng Co nd uc t t he m ap pi ng Co nd uc t t he m ap pi ng 30 30 b) Id en tif y va l ue a dd iti on s pa ce an d es ta bl ish co m m on u se r fa ci liti es a t e xi sti ng pu bl ic fa ci liti es an d ag gr eg ati on ce nt re s Re po rt o n av ai l ab le v al ue a dd iti on sp ac es Re po rt o n N o of fu nc tio na l v al ue a dd iti on c om m on u se r f ac ili tie s es ta bl ish ed Co or di na te th e as se ss m en t Co nd uc t t he as se ss m en t Fa ci lta te a nd th e as se ss m en t Pa rti cp at e in th e as se ss m en t 10 10 20 c) Ca pa ci ty b ui ld in g of e nt ep re ne ur s at th e co m m on us er fa ci liti es o n en tr ep re ne ur sh ip an d bu sin es s sk ill s, ap pr op ria te p ro ce ss in g/ v al ue a d di tio n te ch no lo gi es , G oo d H yg ie ne pr ac tic es (G H P) , G oo d M an uf ac tu rin g Pr ac tic es (G M P) p ro du ct st an da rd ’s an d sp ec ifi ca tio ns N um be r o f en tr ep re ne ur s ca pa ci ty b ui lt De ve lo p m od ul es an d m ob ili ze re so ur ce s fo r ca pa ci ty b ui ld in g Re cr ui t c ap ac ity bu ild in g pa rti ci pa nt s Pr ov id e in du st ria l in cu ba tio n fo r en tr ep re nu er s 30 10 10 50 49 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l d) D ev el op a nd im pl em en t bu lk p ur ch as in g m od el s fo r i m po rt ed v al ue a d di tio n eq ui pm en t Pr og re ss re po rt o n im pl em en ta tio n of b ul k pu rc ha sin g m od el Es ta bl ish m en t of th e bu lk pu rc ha sin g sc he m e Su pp or t im pl em en ta tio n Su pp or t im pl em en ta tio n 6 6 6 18 St ra te gy 4 .1 .2 Pr om ot e va lu e ad di tio n fo r ag ric ul tu ra l pr od uc e a) D ev el op a nd im pl em en t bu sin es s m od el s fo r v al ue a dd iti on fo r a gr ic ul tu ra l pr od uc e. Re po rt o n th e N o. o f b us in es s m od el s on v al ue ad di tio n ad op te d. De ve lo p an d sh ar e bu sin es s m od el s w ith c ou nti es Pr om ot e th e Bu sin es ss m od el am on g pr iv at e se ct or pa rti ci pa te a nd Im pl em en t t he Bu sin es ss m od el 5 5 5 15 b) O rg an ize b us i ne ss to b us in es s m ee tin gs to sh ar e av ai la bl e va lu e ad di tio n bu sin es s m od el s, an d m at ch M S M Es to s up pl ie rs an d fin an ci al in sti tu tio ns N o of b us in es s to b us in es s of ag re em en ts / co nt ra ct e nt er ed in to . Co or di na te a nd fa ci lit at e pl an ni ng of b us in es s m ee tin gs co rd in at e an d fa ci lit at e im pl em en ta tio n of th e bu sin es s to m ee tin gs Pa rti ci pa te in th e bu sin es s to b us in es ss m ee tin gs 3 2 1 6 c) Pr om ot e co ns um pti on an d m ar ke tin g of pr oc es se d ag ri cu ltu ra l p ro du ct s in b ot h lo ca l a nd in te rn ati on al m ar ke ts In cr em en ta l de m an d fo r v al ue ad de d pr od uc ts O rg an ize in te rn ati on al tr ad e fa irs fo r p ro m oti on of v al ue a dd ed co m m od iti es Co or di na te aw ar en es s ca m pa ig ns o n bu y ke ny a bu ild k en ya Su pp or t b uy ke ny a bu ild ke ny a ca m pa ig n 20 20 20 60 50 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l d) P ro m ot e ta rg et ed in ve st m en t i n gr ee n en er gy e. g. s ol ar , b io ga s, w in d to e nh an ce co m pe titi ve ne ss an d m ar ke t ac ce ss fo r ag ric ul tu ra l pr od uc e an d pr od uc ts N um be r o f gr ee n en er gy in ve st m en t pr oj ec ts /b us in es s ve nt ur e Pr ov id e in ce nti ve s fo r i nv es tm en t in g re en e ne rg y pr od uc tio n an d uti liz ati on Pr ov id e in ce nti ve s fo r i nv es tm en t in g re en e ne rg y pr od uc tio n an d uti liz ati on In ve st m en t a nd co ns um pti on of th e gr ee n en er gy 15 15 15 45 St ra te gi c Pi lla r 5 : M ar ke tin g Ch an ne ls St ra te gi c O bj ec tiv e 5: T o en ha nc e ad op tio n of m od er n an d in no va tiv e sy st em s f or m ar ke tin g of a gr ic ul tu ra l p ro du ce a nd p ro du ct s. St ra te gi c Is su e 5. 1: U nd er de ve lo pe d m ar ke tin g ch an ne ls St ra te gy 5 .1 .1 : St re ng th en th e ex isti ng an d al te rn ati ve ag ric ul tu ra l tr ad in g pl atf or m s a) F as t t ra ck th e on go in g re fo rm s to im pr ov e tr ad in g at th e N ai ro bi C off ee Ex ch an ge a nd M om ba sa T ea Au cti on Re po rt s on th e pr og re ss o n re fo rm s at th e N ai ro bi C off ee an d M om ba sa Te a Ex ch an ge Im pl em en t re fo rm s to im pr ov e tr ad in g at th e N ai ro bi Co ffe e Ex ch an ge an d M om ba sa Te a Au cti on . Te a Bo ar d of Ke ny a, C off ee Bo ar d of K en ya , N ai ro bi C off ee ex ch an ge , N CP B Su pp or t r ef or m s Ea st A fr ic an T ea Tr ad er s, KT DA , K PC U CB K 20 10 10 40 51 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l b) O pe ra tio na liz e th e w ar eh ou se re ce ip t s ys te m a nd Ke ny a Co m m od ity Ex ch an ge (K O M EX ). Le ve l o f o pe ra tio n al iza tio n of W ar e ho us e re ce ip t sy st em a nd Ke ny a Co m m od ity Ex ch an ge (K O M EX ) Fa ci lit at e se ns iti za tio n on W RS a nd K O M EX De ve lo p gu id el in es fo r e st ab lis hm en t of a gg re ga tio n ce nt er s fo r u se a s w ar eh ou se s M ob ili ze th e VC As , Co or di na te th e tr ai ni ng s Pr ov id e pu bl ic s pa ce an d uti liti es to a tt ra ct pr iv at e se ct or to in ve st in w ar eh ou se En te r i nt o PP P ar ra ng em en t t o Bu ild O pe ra te & Tr an sf er w ar e ho us es Im pl em en t t he st an da rd s U til ize th e W RS an d KO M EX fa ci liti es 40 40 20 10 0 c) P ro m ot e tr ad e in fu tu re s an d de riv ati ve m ar ke ts N um be r a ct or s se ns iti ze d N um be r o f tr ai ni ng s Pr ov id e fa vo ra bl e pl atf or m s fo r fu tu re s an d de riv ati ve m ar ke ts (c oo rd in at e pr om oti on al ac tiv iti es ?) Se ns iti za tio n on fu tu re s an d de riv ati ve m ar ke ts tr ad e in fu tu re s an d de riv ati ve m ar ke ts de ve lo p pl atf or m s fo r tr ad e in fu tu re s an d de riv ati ve m ar ke ts 30 30 40 10 0 d) P ro vi de in ce nti ve s to att ra ct in ve st m en t in d ig ita l t ra di ng pl atf or m s. N um be r o f fu nc tio na l d ig ita l tr ad in g pl atf or m s fo r a gr ic ul tu ra l pr od uc e Pr ov id e in ce nti ve s an d cr ea te aw ar en es s on di gi ta l t ra di ng pl atf or m s Pr ov id e in ce nti ve s an d cr ea te a w ar en es s on d ig ita l t ra di ng pl atf or m s De ve lo p an d op er at e IC T tr ad in g pl atf or m s 20 20 20 60 e) S up po rt d ire ct m ar ke tin g of ag ric ul tu ra l pr od uc e Li st o f d es ig na te d m ar ke ts a nd sp ec ia l a re as fo r fa rm er m ar ke t da ys Se ns iti za tio n of co un ty g ov er n m en ts to id en tif y, de sig na te a nd de ve lo p m ar ke ts an d sp ec ia l a re as fo r f ar m er m ar ke t da ys . Id en tif y, de sig na te an d de ve lo p m ar ke ts an d sp ec ia l a re as fo r fa rm er m ar ke t d ay s U til ize th e m ar ke t f ac ili tie s an d m ar ke t d ay s Pa rti ci pa te in id en tifi ca tio n of sp ec ia l a re as a nd m ar ke t d ay s 10 15 15 40 52 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l f) E st ab lis h qu al ity a ss ur an ce sy st em fo r o nl in e m ar ke tin g of ag ric ul tu ra l pr od uc e. An o pe ra tio na l qu al ity a ss ur an ce sy st em fo r o nl in e m ar ke tin g De ve lo p on lin e m ar ke tin g gu id el in es En su re c om pl ia nc e to re le va nt Q ua lit y st an da rd s to a ll pr od uc e tr ad ed on lin e Pa rti ci pa te in o nl in e m ar ke tin g. Ad he re to st an da rd s 25 15 10 50 g) S en siti ze u se rs , in cl ud in g co m m u ni tie s, im po rt er s an d ex po rt er s on al te rn ati ve m ar ke tin g ch an ne ls. N um be r o f se ns iti za tio n m ee tin gs N um be r o f p eo pl e se ns iti ze d De ve lo p aw ar en es s m at er ia ls on al te rn ati ve m ar ke tin g ch an ne ls St ak eh ol de r m ap pi ng a nd m ob ili za tio n. Di ss em in at e in fo rm ati on on a lte rn ati ve m ar ke tin g ch an ne ls Em br ac e, di ss em in at e an d up sc al e al te rn ati ve m ar ke tin g ch an ne ls 10 10 10 30 h) S up po rt ca pa ci ty b ui ld in g fo r v al ue c ha in ac to rs a cr os s th e w ar eh ou sin g an d co m m od ity ex ch an ge ec os ys te m . N um be r v al ue ch ai n ac to rs tr ai ne d O rg an ize c ap ac ity bu ild in g fo ru m s fo r t he v al ue c ha in ac to rs O rg an iz in g, m ob ili za tio n an d tr ai ni ng o f t he v al ue ch ai n ac to rs Em br ac e, a nd se ns iti ze v al ue ch ai n ac to rs o n th e W RS a nd CO M EX . 10 10 10 30 i) De ve lo pm en t o f ne w a nd re vi ew o f ex isti ng st an da rd s fo r w ar eh ou se s su ch a s co ld st or ag e an d ag ric ul tu ra l c om m od iti es to b e tr ad ed . N um be r o f re vi se d an d ne w p ub lis he d st an da rd s fo r w ar eh ou se st or ag e an d co m m od iti es O rg an ize st ak eh ol de rs fo ru m s to re vi ew ex isti ng a nd de ve lo p ne w st an da rd s O rg an ize st ak eh ol de rs fo ru m s to re vi ew e xi sti ng an d de ve lo p ne w st an da rd s Pa rti ci pa te in de ve lo pm en t an d im pl em en ta tio n of th e st an da rd s 25 10 15 50 53 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gy 5 .1 .2 : Ex pl oi t K en ya ’s un iq ue lo ca tio n an d in fr as tr uc tu re as a re gi on al tr ad in g hu b fo r t he e xp or t of a gr ic ul tu ra l pr od uc e an d pr od uc ts . a) E st ab lis h effi ci en t p ro du ce ha nd lin g fa ci liti es an d op er ati on s op er ati on s at th e ex it/ en tr y po in ts . N um be r o f effi ci en t p ro du ce ha nd lin g fa ci liti es N um be r o f st an da rd op er ati on pr oc ed ur es fo r ha nd lin g va rio us pr od uc e an d pr od uc ts Es ta bl ish e ffi ci en t pr od uc e an d pr od uc ts h an dl in g fa ci liti es De ve lo p SO P fo r ha nd lin g pr od uc e an d pr od uc ts Es ta bl ish e ffi ci en t pr od uc e an d pr od uc ts h an dl in g fa ci liti es Ca sc ad e th e SO P fo r ha nd lin g pr od uc e an d pr od uc ts U til ize th e pr od uc e an d pr od uc ts ha nd lin g fa ci liti es a nd th e SO P 20 0 20 0 10 0 50 0 b) C oo rd in ati on of o ne s to p cl ea rin g an d ha nd lin g of ag ric ul tu ra l pr od uc e an d pr od uc ts fo r ex po rt to ea se b us in es s tr an sa cti on s. Av er ag e tim e ta ke n on tr an sa cti on s at th e on e st op cl ea ra nc e Fa ci lit at e th e pr oc es s of es ta bl ish m en t o f a on e st op s ho p fo r a gr ic ul tu ra l bu sin es s lic en sin g at v ar io us e nt ry / ex it po in ts Im pl em en t t he on e st op s ho p at co un tie s w ith e nt ry /e xi t p oi nt s Em br ac e im pr ov ed effi ci en cy Ke ny a Tr an sp or te rs As so ci ati on (K TA ) 40 30 30 10 0 c) P ro vi sio n of ta x in ce nti ve s to m ar ke t p la ye rs . N um be r o f t ax in ce nti ve s De ve lo p an d im pl em en t t ax in ce nti ve m od el s De ve lo p an d im pl em en t l ic en sin g in ce nti ve m od el s Ta ke a dv an ta ge of th e ta x in ce nti ve s 1 1 1 3 54 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gi c En ab le r 1 : T ra ns po rt in fr as tr uc tu re a nd lo gi sti cs St ra te gi c O bj ec tiv e 6: T o de ve lo p an e ffi ci en t a nd re lia bl e tr an sp or t i nf ra st ru ct ur e an d lo gi sti cs fo r m ov em en t o f a gr ic ul tu ra l p ro du ce a nd p ro du ct s t o m ar ke ts . St ra te gi c Is su e 6. 1: P oo r a cc es s r oa ds to p hy si ca l m ar ke ts fo r a gr ic ul tu ra l p ro du ce a nd p ro du ct s. St ra te gy 6 .1 .1 : De ve lo pm en t a nd m ai nt en an ce o f ru ra l a cc es s ro ad s a) In cr ea se bu dg et a llo ca tio n fo r d ev el op m en t an d m ai nt en an ce of ru ra l a cc es s ro ad s Pe rc en ta ge in cr ea se o f bu dg et ar y al lo ca tio n to ru ra l ac ce ss ro ad s In cr ea se al lo ca tio n fu nd s fo r d ev el op m en t an d m ai nt en an ce of ru ra l a cc es s ro ad s KE RR A Al lo ca te fu nd s fo r de ve lo pm en t a nd m ai nt en an ce o f ru ra l a cc es s ro ad s 5 5 10 b) P ro m ot e pr iv at e se ct or to in ve st in im pr ov em en t of ru ra l a cc es s ro ad s. N um be r o f K M s of ru ra l r oa ds de ve lo pe d by pr iv at e se ct or Se ns iti ze th e pr iv at e se ct or on th e ne ed to in ve st in th e im pr ov em en t o f th e ru ra l r oa ds . Co lla bo ra te w ith th e pr iv at e se ct or in id en tifi ca tio n of th e ru ra l r oa ds to b e de ve lo pe d Pa rti ci pa te in th e de ve lo pm en t o f ru ra l r oa ds 5 5 10 c) D ev el op a nd pr om ot e us e of m od el s fo r co m m un ity ba se d ro ad m ai nt en an ce . N um be r o f co m m un ity ba se d ro ad m ai nt en an ce lin ke d to p ro du ce ce ss c ol le ct ed . H ol d se ns iti za tio n fo ru m s at c ou nt y le ve l t o se ns iti ze th em o n th e m od el . Ap pl y th e m od el in th e m ai nt en an ce of th e co m m un ity ro ad s In ve st in th e m ai nt en an ce o f th e ru ra l r oa ds 5 5 10 55 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gi c is su e 6. 2: In effi ci en t l og isti cs fo r l oc al a nd in te rn ati on al tr ad e St ra te gy 6 .2 .1 : Pr om ot e th e us e of a pp ro pr ia te tr an sp or t v es se ls a) S en siti za tio n of tr an sp or te rs a nd tr ad er s on th e in du st ry s pe ci fic co de s of p ra cti ce on h an dl in g, pa ck ag in g an d tr an sp or ta tio n of a gr ic ul tu ra l pr od uc e. N um be r o f a ct or s se ns iti ze d N um be r o f se ns iti za tio n ev en ts Ca pa ci ty b ui ld tr an sp or te rs a nd tr ad er s on th e in du st ry s pe ci fic co de s of p ra cti ce on h an dl in g, pa ck ag in g an d tr an sp or ta tio n of a gr ic ul tu ra l pr od uc e an d pr od uc ts . H ol d tr ai ni ng s fo r tr an sp or te rs a nd tr ad er s on th e in du st ry s pe ci fic co de s of p ra cti ce o n ha nd lin g, p ac ka gi ng an d tr an sp or ta tio n of a gr ic ul tu ra l pr od uc e an d pr od uc ts . Ad he re to th e sp ec ifi c co de s of p ra cti ce on h an dl in g, pa ck ag in g an d tr an sp or ta tio n of a gr ic ul tu ra l pr od uc e. Pa rt ne r w ith bo th N ati on al an d Co un ty G ov er nm en ts in th e tr ai ni ng s 25 15 10 50 b) E nf or ce m en t of st an da rd s an d sp ec ifi ca tio ns fo r h an dl in g, pa ck ag in g an d tr an sp or ta tio n of a gr ic ul tu ra l pr od uc e an d pr od uc ts . Pe rc en ta ge re du cti on in vi ol ati on s of st an da rd s an d sp ec ifi ca tio ns . En fo rc e ad he re nc e to th e sp ec ifi ca tio ns fo r h an dl in g, pa ck ag in g an d tr an sp or ta tio n of a gr ic ul tu ra l pr od uc e an d pr od uc ts . En fo rc e ad he re nc e to th e sp ec ifi ca tio ns fo r h an dl in g, pa ck ag in g an d tr an sp or ta tio n of ag ric ul tu ra l p ro du ce an d pr od uc ts . En ha nc e se lf re gu la tio n an d ad he re nc e to st an da rd s an d pa ck ag in g an d tr an sp or ta tio n of a gr ic ul tu ra l pr od uc e an d pr od uc ts . 20 10 10 40 c) M od er ni za tio n of e xi sti ng tr an sp or t v es se ls to c on fo rm to fo od s af et y re qu ire m en ts . N um be r of e xi sti ng tr an sp or t v es se ls m od er ni ze d En fo rc e co nf or m ity to fo od s af et y re qu ire m en ts by th e ex isti ng tr an sp or ta tio n ve ss el s En fo rc e co nf or m ity to fo od s af et y re qu ire m en ts by th e ex isti ng tr an sp or ta tio n ve ss el s In ve st in ap pr op ria te tr an sp or t ve ss el s 40 30 30 10 0 56 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gy 6. 2. 2: Im pr ov e on lo gi sti cs fo r e ffi ci en t tr an sp or ta tio n of a gr ic ul tu ra l pr od uc e an d pr od uc ts to th e m ar ke ts a) A dv oc at e fo r th e de ve lo pm en t, ad op tio n an d ha rm on iza tio n of th e on lin e cl ea rin g sy st em s. H ar m on ize d on lin e cl ea ra nc e sy st em Pr om ot e an d se ns iti ze a do pti on an d ha rm on iza tio n of o nl in e cl ea rin g sy st em s Pr om ot e an d se ns iti ze a do pti on an d ha rm on iza tio n of o nl in e cl ea rin g sy st em s ad op tio n of th e ha rm on iza tio n of on lin e cl ea rin g sy st em s 3 3 3 9 b) S en siti ze an d ca pa ci ty bu ild th e va lu e ch ai n ac to rs o n effi ci en t l og isti cs m an ag em en t N um be r o f se ns iti za tio n fo ru m N um be r c ap ac ity bu ild v al ue c ha in ac to rs H ol d tr ai ni ng s to s en siti ze a nd ca pa ci ty b ui ld th e va lu e ch ai n ac to rs on e ffi ci en t l og isti cs m an ag em en t H ol d tr ai ni ng s to se ns iti ze a nd c ap ac ity bu ild th e va lu e ch ai n ac to rs o n effi ci en t lo gi sti cs m an ag em en t Pa rti ci pa te in th e se ns iti za tio n fo ru m s 3 4 7 c) M on ito r an d ad dr es s th e em er gi ng bo tt le ne ck s to effi ci en t t ra ns po rt an d lo gi sti cs N um be r o f bo tt le ne ck s id en tifi ed a nd ad dr es se d M on ito r a nd ad dr es s th e em er gi ng bo tt le ne ck s to effi ci en t t ra ns po rt an d lo gi sti cs M on ito r a nd a dd re ss th e em er gi ng bo tt le ne ck s to effi ci en t t ra ns po rt an d lo gi sti cs M on ito r a nd ad dr es s th e em er gi ng bo tt le ne ck s to e ffi ci en t tr an sp or t a nd lo gi sti cs 10 10 20 d) P ro m ot e pa rt ne rs hi ps w ith in te rn ati on al re ta il ch ai ns a nd fa ci lit at e th e ex pa ns io n of Ke ny a ba se d re ta il ch ai ns to d ist rib ut e Ke ny an v al ue ad de d pr od uc ts to th e re gi on al an d in te rn ati on al m ar ke ts . N um be r o f pr om oti on fo ru m s he ld w ith th e re ta il ch ai ns Fa ci lia te fo ru m fo r pa rt ne rs hi ps w ith in te rn ati on al re ta il ch ai ns a nd s up po rt th e ex pa ns io n of Ke ny a ba se d re ta il ch ai ns to d ist rib ut e Ke ny an v al ue ad de d pr od uc ts to th e re gi on al an d in te rn ati on al m ar ke ts Fa ci lia te fo ru m s fo r pa rt ne rs hi ps w ith in te rn ati on al re ta il ch ai ns a nd s up po rt th e ex pa ns io n of Ke ny a ba se d re ta il ch ai ns to d ist rib ut e Ke ny an v al ue ad de d pr od uc ts to th e re gi on al a nd in te rn ati on al m ar ke ts Pa rt ne r w ith bo th N ati on al an d Co un ty G ov er nm en ts in or ga ni zi ng fo r th e fo ru m . In te rn ati on al re ta il ch ai ns , 8 7 15 57 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l e) E st ab lis h Co m m on u se r fa ci liti es in th e ex po rt m ar ke ts fo r e as e of lo gi sti cs (s uc h as w ar eh ou se s) . N um be r f ac ili tie s in th e ex po rt m ar ke ts fo r e as e of lo gi sti cs Es ta bl ish Co m m on u se r fa ci liti es in th e ex po rt m ar ke ts fo r e as e of lo gi sti cs (s uc h as w ar eh ou se s) . Se ns iti ze e xp or te rs on e xi st en ce o f th e co m m on u se rs fa ci liti es Es ta bl ish Co m m on u se r fa ci liti es in th e ex po rt m ar ke ts fo r e as e of lo gi sti cs (s uc h as w ar eh ou se s) . 20 10 0 20 0 50 0 f) E nh an ce M ar iti m e in ve st m en ts a nd pa rt ne rs hi ps in c om m er ci al sh ip pi ng v es se ls N um be r o f m ar iti m e in ve st m en ts a nd pa rt ne rs hi ps in c om m er ci al sh ip pi ng v es se ls O rg an ize a pl atf or m fo r in ve st or s an d pa rt ne rs in M ar iti m e an d co m m er ci al sh ip pi ng v es se ls Pa rti ci pa te in pl atf or m s fo r in ve st or s an d pa rt ne rs in M ar iti m e an d co m m er ci al sh ip pi ng v es se ls. In ve st / pa rt ne r w ith G ov er nm en t in M ar iti m e an d co m m er ci al sh ip pi ng v es se ls de ve lo pi ng th e se ct or . 30 10 10 50 St ra te gi c En ab le r 2 : A gr ic ul tu ra l M ar ke t r es ea rc h ,in te lli ge nc e a nd In no va tio n St ra te gi c O bj ec tiv e 7: T o in cr ea se m ar ke t a cc es s t hr ou gh in no va tiv e us e of a gr ic ul tu ra l m ar ke t i nt el lig en ce a nd te ch no lo gy St ra te gi c is su e 7. 1: In ad eq ua te m ar ke t i nf or m ati on fo r d ec is io n m ak in g. St ra te gy 7 .1 .1 : Pr om ot e m ar ke t re se ar ch a nd in te lli ge nc e. a) U nd er ta ke aw ar en es s cr ea tio n on Ag ric ul tu ra l m ar ke t in fo rm ati on sy st em to v al ue ch ai n ac to rs . N um be r o f aw ar en es s cr ea tio n fo ru m s N um be r o f v al ue ch ai n ac to rs se ns iti ze s Fa ci lit at e co un tr y w id e aw ar en es s ca m pa ig ns o n be ne fit s of q ua lit y m ar ke t d at a & Re sp on sib ili tie s fo r e ac h Co lle ct fe ed ba ck o n le ve l o f a w ar en es s am on g ta rg et st ak eh ol de rs Re gu la rly pa rti ci pa te in s ur ve ys o n aw ar en es s of m ar ke t in fo rm ati on 5 5 5 15 58 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l b) In cr ea se pu bl ic b ud ge ta ry al lo ca tio n to ag ric ul tu ra l m ar ke t in te lli ge nc e Pe rc en ta ge in cr ea se in bu dg et ar y al lo ca tio n to ag ric ul tu ra l m ar ke t in te lli ge nc e Pr ep ar e an nu al bu dg et s p ro po sa ls fo r m ar ke t in fo rm ati on ga th er in g an d di ss em in ati on & s ub m it to N ati on al T re as ur y Pr ep ar e an nu al bu dg et s pr op os al s fo r m ar ke t in fo rm ati on ga th er in g an d di ss em in ati on & su bm it to C ou nt y As se m bl ie s Co un tie s to in cl ud e fin an ci ng of m ar ke tin g in fo rm ati on co lle cti on a nd di ss em in ati on in th e CI DP s Co m m it to s up po rt al lo ca tio n fo r m ar ke t d at a in te lli ge nc e du rin g th e pu bl ic fo ru m s on b ud ge ts 5 5 5 15 c) E st ab lis h pa rt ne rs hi ps a nd co lla bo ra tio ns be tw ee n pu bl ic an d pr iv at e re se ar ch or ga ni za tio ns , un iv er siti es a nd in du st ry p la ye rs th at e nh an ce th e ca pa ci ty to att ra ct fu nd s fo r m ar ke t in te lli ge nc e. N um be r o f pa rt ne rs hi ps O rg an ize fo ru m s fo r p re pa ra tio n of fu nd in g pr op os al s O rg an ize fo ru m s fo r p re pa ra tio n of fu nd in g pr op os al a t co un ty le ve l Lo bb y fu nd in g ag en ci es to pr io riti ze fu nd in g fo r m ar ke t in te lli ge nc e ga th er in g in iti ati ve s Al lo ca tio n of re so ur ce s fo r m ar ke t in te lli ge nc e 10 10 10 30 59 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l d) D ev el op st an da rd o pe ra tio n pr oc ed ur e fo r d at a co lle cti on a nd m an ag em en t. N um be rs of S ta nd ar d O pe ra tio n Pr oc ed ur e de ve lo pe d. De ve lo p an d im pl em en t St an da rd O pe ra tio n Pr oc ed ur es (S O P) fo r d at a co lle cti on an d m an ag em en t Ca sc ad e th e St an da rd op er ati on p ro ce du re fo r d at a co lle cti on an d m an ag em en t. Pa rt ne r w ith na tio na l go ve rn m en t in A cc es s an d uti liz e da ta 10 10 10 30 St ra te gy 7 .1 .2 : En ha nc e ac ce ss to d at a an d in fo rm ati on o n do m es tic a nd ex te rn al m ar ke ts . a) E st ab lis h an d m an ag e an A gr ic ul tu ra l M ar ke t In fo rm ati on Sy st em (A M IS ). A M IS es ta bl ish ed a nd op er ati on al se d De ve lo p th e da ta to ol s & M IS fo r p ro ce ss in g & s ha rin g da ta & in fo rm ati on , Fa ci lit at e co lle cti on of b as el in e da ta , Tr ai ni ng o f C G st aff an d en um er at or s on d at a co lle cti on Su pe rv isi on o f ba se lin e da ta co lle cti on , T ra in st ak eh ol de rs o n co nti nu ou s da ta co lle cti on a nd e nt ry to th e sy st em , O rg an ize re gu la r d at a va lid ati on fo ru m s, Fa ci lit at e co nti nu ou s da ta c ol le cti on , Sh ar in g of m ar ke t in fo rm ati on to st ak eh ol de rs In te rg ra te A M IS to KA M IS su pp or t o pe ra tio na liz ati on 20 0 20 0 10 0 50 0 b) B ui ld a nd st re ng th en ca pa ci ty o f va lu e ch ai n se gr ag at ed ty pe in cl ud in g th e m ar ke t in fo rm ati on . N um be r v al ue ch ai n ac to rs se un de rt ak in g co m m er ci al d at a an al ys is c ol le cti on se rv ic es , De ve lo p tr ai ni ng m od ul es fo r co m m er ci al m ar ke t da ta c ol le cti on , fa ci lit at e tr ai ni ng s an d m en to rs hi p on da ta c ol le cti on M ob ili ze a nd c ap ac ity bu ild s eg re te d yo ut h on d at a, an al ys is an s di ss em in ati on co lle cti on a nd di ss em in ati on Re gu la r u pd at e of c ol le ct ed d at a 20 20 20 60 60 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gy 7 .1 .3 : En ha nc e uti liz ati on o f m ar ke t r es ea rc h fin di ng s a) M ai ns tr ea m in fo rm ati on fr om m ar ke t r es ea rc h in a gr ic ul tu ra l ad vi so ry s er vi ce s. N um be r o f ex te ns io n m at er ia ls up da te d w ith m ar ke t in fo rm ati on N um be r o f tr ai ni ng s in w hi ch m ar ke t in fo rm ati on ha ve b ee n m ai ns tr ea m ed Pr ep ar e an d up da te e xt en sio n m at er ia ls w ith m ar ke t in fo rm ati on ga th er in g an d di ss em in ati on m od ul es , Co or di na te re gu la r t ra in in gs of a dv iso ry se rv ic e pr ov id er s on m ar ke t in fo rm ati on a nd in te lli ge nc e Co or di na te re gu la r tr ai ni ng s o f a dv iso ry se rv ic e pr ov id er s on m ar ke t i nf or m ati on an d in te lli ge nc e Fa ci lit e de ve lo pm en t of e xt en sio n m at er ia ls 10 10 10 30 b) In cr ea se uti liz ati on o f m ar ke t r es ea rc h fin di ng s by pr ov id in g cr ed ib le m ar ke t in fo rm ati on in cr ea se d Le ve l of u til iza tio n of th e m ar ke t re se ar ch in fo rm ati on N um be r o f pa rti ci pa nt s in th e fo ru m s fo r im pr ov em en t of u til iza tio n of m ar ke t r es ea rc h fin di ng s Pa ck ag in g an d di ss em in ati ng th e m ar ke t r es ea rc h fin di ng s th ro ug h va rio us c ha nn el s, O rg an ize fo ru m s fo r i m pr ov em en t of u til iza tio n of m ar ke t r es ea rc h fin di ng s Di ss em in ati ng th e m ar ke t r es ea rc h fin di ng s th ro ug h va rio us c ha nn el s, O rg an ize fo ru m s fo r i m pr ov em en t o f uti liz ati on o f m ar ke t re se ar ch fi nd in gs Su pp or t til iza tio n of th e m ar ke t re se ar ch fin di ng s 10 5 5 20 61 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l c) S tr en gt he n lin ka ge s an d co lla bo ra tio n be tw ee n pu bl ic an d pr iv at e se ct or re se ar ch in sti tu tio ns w ith in du st ry p la ye rs to p ro m ot e uti liz ati on o f re se ar ch fi nd in gs . N um be r o f l in ka ge fo ru m s O rg an ize N ati on al Fo ru m s fo r p ub lic , pr iv at e re se ar ch in sti tu tio ns a nd in du st ry O rg an ize C ou nt y Fo ru m s fo r p ub lic , pr iv at e re se ar ch in sti tu tio ns a nd in du st ry Pa rti ci pa te in th e fo ru m s Fa ci lia te in lin ka ge fo ru m s 20 20 20 60 St ra te gi c is su e 7. 2: L ow u til iza tio n of te ch no lo gy a nd in no va tio ns in a gr ic ul tu ra l m ar ke tin g St ra te gy 7 .2 .1 : Pr om ot e id en tifi ca tio n, in cu ba tio n an d co m m er ci al iza tio n of a gr ic ul tu ra l m ar ke tin g in no va tio ns . a) A w ar en es s cr ea tio n on op po rt un iti es fo r d ev el op m en t of m ar ke t in no va tio ns N um be r o f aw ar en es s cr ea tio n fo ru m s N um be r o f a ct or s se ns iti ze d Pr ep ar e an d pa ck ag e aw ar en es s m at er ia ls, Di ss em in at e in fo rm ati on o n aw ar en es s cr ea tio n O rg an ize fo ru m s on o pp or tu ni tie s fo r d ev el op m en t o f m ar ke t i nn ov ati on s Se ns iti za tio n of in no va to rs o n th e ex ist en ce o f p ub lic an d pr iv at e Fu nd s fo r d ev el op m en t o f m ar ke t i nn ov ati on s Di ss em in at e th e aw ar en es s m at er ia ls O rg an ize fo ru m s U til ize th e in fo rm ati on o n op po rt un iti es fo r d ev el op m en t of m ar ke t in no va tio ns 20 30 50 62 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l b) E st ab lis h pl atf or m s fo r t he id en tifi ca tio n of p ro m isi ng in no va tio ns . Pr ep ar ed c al l th ro ug h di ffe re nt ch an ne ls N um be r o f in no va tio ns N um be r o f fo ru m s in di ffe re nt re gi on s to e va lu at e th e in no va tio ns Pr ep ar e an d an no un ce a c al l fo r m ar ke tin g in no va tio ns th ro ug h di ffe re nt ch an ne ls, S el ec t th e pr om isi ng on es a nd fa ci lit at e in cu ba tio n, S et u p an in no va tio n fu nd Fa ci lit at e th e in cu ba tio n of th e se le ct ed in no va tio n, Pr ov id e sp ac e fo r in cu ba tio n ce nt re s at ag gr eg ati on c en tr es w he re n ec es sa ry Pa rti ci pa te in t o fa ci lit at e in cu ba tio n of in no va tio ns 15 15 20 50 c) D ev el op a sy s te m fo r i nc ub ati on an d co m m er ci al iza tio n of in no va tio ns . Le ve l o f o pe ra tio na liz ati on o f th e co m m er ci al ize d in cu ba tio n sy st em Es ta bl ish a re w ar d sc he m e fo r m os t p ro m isi ng in no va tio ns Ad m in ist er th e re w ar d sc he m e Ca rr y an as se ss m en t of th e co m m er ci al ize d in no va tio ns , Br in g up in no va tio ns 20 0 20 0 15 0 55 0 d) P ro m ot e uti liz ati on o f pr oc es sin g hu bs an d ag gr eg ati on ce nt re s as in cu ba tio n ce nt re s fo r a gr ic ul tu ra l m ar ke tin g in no va tio ns . Th e nu m be r o f fu nc tio ni ng a gg re ga tio n ce nt re s a nd pr oc es sin g hu bs us ed a s in cu ba tio n ce nt re s Th e nu m be r o f ac to r u til iz in g ag gr eg ati on c en tr es an d pr oc es sin g hu bs a s in cu ba tio n ce nt re s Cr ea te in ce nti ve s an d aw ar en es s on u til iza tio n of a gg re ga tio n ce nt re s an d pr oc es sin g hu bs a s in cu ba tio n ce nt re s Pr ov id e in ce nti ve s Cr et e aw ar en es s Su pp or t es ta bl ish m en t o f th e In no va tio n hu bs 20 20 10 50 63 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gi c En ab le r 3 : M ar ke tin g ca pa ci ty St ra te gi c O bj ec tiv e 8: T o im pr ov e effi ci en cy in th e m ar ke tin g of a gr ic ul tu ra l p ro du ce a nd p ro du ct s St ra te gi c Is su e 8. 1: P oo r m an ag em en t o f m ar ke ts a nd m ar ke tin g in effi ca ci es St ra te gy 8 .1 .1 : St re ng th en th e ca pa ci ty o f v ar io us m ar ke t p la ye rs on m an ag em en t of m ar ke ts a nd m ar ke tin g a) Es ta bl ish m an ag em en t co m m itt ee s fo r m ar ke ts a nd ag gr eg ati on ce nt re s. N um be r o f m an ag em en t co m m itt ee s es ta bl ish ed M oA , M oT De ve lo p m an ua l fo r e st ab lis hi ng m an ag em en t co m m itt ee s De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e – De ve lo p m an ag em en t co m m itt ee s Pa rti ci pa nt s in th e tr ai ni ng Fu nd in g un de r 1. 1. 1f b) T ra in m an ag em en t co m m itt ee s fo r m ar ke ts , ag gr eg ati on ce nt re s an d ot he r m ar ke t p la ye rs on m an ag em en t sk ill s, g ov er na nc e an d m ar ke tin g. N um be r o f m an ag em en t co m m itt ee s an d ot he r m ar ke t offi ci al s tr ai ne d N um be r o f tr ai ni ng M oA , M oT T ra in in g of T O Ts fr om th e co un tie s De ve lo p tr ai n in g m an ua ls fo r m ar ke t m an ag e m en t c om m itt ee s an d ot he r m ar ke t offi ci al s De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e – Tr ai ni ng o f m ar ke t m an ag em en t co m m itt ee s an d ot he r m ar ke t o ffi ci al s Pa rti ci pa nt s in th e tr ai ni ng Fu nd in g un de r 1. 1. 1f c) D ev el op a nd im pl em en t m ar ke t m an ag em en t gu id el in es . N um be r o f M ar ke t m an ag em en t gu id el in es M oA , M oT De ve lo p m ar ke t m an ag em en t gu id el in es De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e –C as ca de m ar ke t m an ag em en t gu id el in es O ve rs ee th e ad op tio n of th e m ar ke t m an ag em en t g ui de lin es a t t he m ar ke ts Ad op t t he m ar ke t m an ag em en t gu id el in es Fu nd in g un de r 1. 1. 1f 64 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l d) C oo rd in at e th e im pl em en ta tio n of g oo d m ar ke t in g pr ac tic es a nd en fo rc e ad he r en ce to o f l aw s, re gu la tio ns a nd gu id el in es fo r tr ad er s in d es ig na te d ph ys ic al m ar ke ts , a gg re ga tio n ce nt re s an d al te rn ati ve m ar ke t p la tfo rm s de cr ea se in nu m be r o f n on co m pl ia nc e M oA , M oT Pr ep ar e an d re vi ew g ui de lin es ag ric ul tu ra l m ar ke tin g Po lic e, Ju di ci ar y En fo rc e ad he re nc e to la w s, re gu la tio ns an d gu id el in es b y tr ad er s in m ar ke ts De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e –S en siti ze tr ad er s on g oo d m ar ke tin g pr ac tic es , la w s, re gu la tio ns an d gu id el in es En fo rc em en t on c om pl ia nc e ad he re nc e to la w s, re gu la tio ns an d gu id el in es b y tr ad er s in m ar ke ts En fo rc e ad he re nc e to la w s, re gu la tio ns an d gu id el in es by tr ad er s in m ar ke ts 4 3 3 10 e) E st ab lis h an d em pl oy s us ta in ab le st ak eh ol de r pl atf or m s fo r c on tin uo us ly e ng ag in g an d ex ch an g in g in fo rm ati on on b es t p ra cti ce s in m an ag em en t of m ar ke ts a nd m ar ke tin g of ag ric ul tu ra l pr od uc e in b ot h th e do m es tic an d in te rn ati on al m ar ke ts N um be r o f st ak eh ol de r en ga ge m en t in cl ud in g co nf er en ce s, w or ks ho ps , d ig ita l da sh bo ar d M oA , M oT Es ta bl ish pl atf or m s fo r e ng ag in g st ak eh ol de rs De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd De pt T ra de – Es ta bl ish p la tfo rm s fo r e ng ag in g st ak eh ol de rs Pa rti ci pa te an d su pp or t en ga ge m en ts 15 15 20 50 65 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l f) E st ab lis h su st ai na bl e fu nd in g m ec ha ni sm to s up po rt m an ag em en t o f ph ys ic al m ar ke ts an d m ar ke tin g ac tiv iti es / op er ati on s N um be r of fu nd in g m ec ha ni sm N um be r o f su pp or ts pr ov id ed fo r m an ag em en t o f ph ys ic al m ar ke ts an d m ar ke tin g ac tiv iti es / op er ati on s M oA , M oT Fa ci lit at e de ve lo pm en t of fu nd in g m ec ha ni sm to s up po rt m an ag em en t o f ph ys ic al m ar ke ts an d m ar ke tin g ac tiv iti es / op er ati on s De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e –D ev el op an d im pl em en t fu nd in g m ec ha ni sm to s up po rt m an ag em en t o f ph ys ic al m ar ke ts an d m ar ke tin g ac tiv iti es /o pe ra tio ns Pr iv at e se ct or D ev el op fu nd in g an d im pl e m en t m ec ha ni sm to s up po rt m an ag em en t of p hy sic al m ar ke ts a nd m ar ke tin g ac tiv iti es / op er ati on s Im pl em en t fu nd in g m ec h an ism 40 30 30 10 0 St ra te gi c Is su e 8. 2: In ad eq ua te a cc es s t o fin an ci al se rv ic es St ra te gy 8 .2 .1 : En ha nc e ac ce ss to fin an ci al s er vi ce s a) D ev el op in no va tiv e fin an ci ng m od el s th at ar e ap pr op ria te to s up po rt tr ad iti on al , n ew an d em er gi ng ag ric ul tu ra l pr od uc e an d pr od uc t s up pl y ch ai ns N um be r o f fin an ci al m od el s N um be r o f s up pl y ch ai n su pp or te d M oA , M oT Fa ci lit at e de ve lo pm en t of in no va tiv e fin an ci al m od el s fo r m ar ke tin g ag ric ul tu ra l co m m od iti es Pr om ot e de ve lo pm en t o f fin an ci al p ro du ct s ta rg eti ng y ou th an d w om en b y bo th p riv at e an d pu bl ic s ec to rs De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e – Fa ci lit at e de ve lo pm en t o f in no va tiv e fin an ci al m od el s fo r m ar ke tin g ag ric ul tu ra l co m m od iti es Pr om ot e de ve lo p m en t o f fi na nc ia l pr od uc ts ta rg eti ng yo ut h an d w om en by b ot h pr iv at e an d pu bl ic s ec to rs Pr iv at e se ct or D ev el op in no va tiv e fin an ci al m od el s fo r m ar ke tin g ag ric ul tu ra l co m m od iti es Im pl em en t fin an ci al m od el s 6 3 3 12 66 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l b) P ro m ot e th e de ve lo pm en t o f in su ra nc e pr od uc ts th at a re a pp ro pr ia te to s up po rt ag ric ul tu ra l m ar ke tin g su ch as ri sk b ea rin g fin an ci ng N um be r o f In su ra nc e pr od uc ts N um be r o f s up pl y ch ai n su pp or te d M oA , M oT Fa ci lit at e de ve lo pm en t o f In su ra nc e pr od uc ts fo r m ar ke tin g ag ric ul tu ra l co m m od iti es De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e – Fa ci lit at e de ve lo pm en t o f In su ra nc e pr od uc ts fo r m ar ke tin g ag ric ul tu ra l co m m od iti es Pr iv at e se ct or – De ve lo p In su r an ce p ro du ct s fo r m ar ke tin g ag ric ul tu ra l c om m od iti es Im pl em en t I ns ur an ce p ro du ct s 6 3 3 12 St ra te gi c En ab le r 4 : A cc es s t o do m es tic a nd e xp or t m ar ke ts St ra te gi c O bj ec tiv e 9: T o en ha nc e an d m ai nt ai n m ar ke t p os iti on a nd c om pe titi ve ne ss o f A gr ic ul tu ra l p ro du ce in n ew a nd e st ab lis he d m ar ke ts . St ra te gi c Is su e 9. 1: L ow a cc es s t o m ar ke ts fo r A gr ic ul tu ra l p ro du ce a nd p ro du ct s St ra te gy 9 .1 .1 : Cr ea te fa vo ur ab le ta xa tio n re gi m es th at s up po rt m ar ke tin g a) H ar m on ize pa ym en t o f c es s, fe es a nd le vi es fo r a gr ic ul tu ra l pr od uc e in th e do m es tic m ar ke t Re vi se d sy st em o f ad m in ist er in g ce ss fe es a nd le vi es fo r a gr ic ul tu ra l pr od uc ts De ve lo p a st ra te gy of h ar m on iza tio n an d re du cti on o f fe es a nd le vi es ch ar ge d on a gr ic ul tu ra l p ro du ce De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t T ra de – De ve lo p a st ra te gy of h ar m on iza tio n an d re du cti on o f C es s an d le vi es c ha rg ed o n ag ric ul tu ra l p ro du ce Pr iv at e se ct or P ar tic ip at e in re vi ew o f c es s , fe es a nd le vi es by c ou nt y an d na tio na l g ov er n m en ts 3 3 3 9 b) In sti tu te fi sc al m ea su re th at pr om ot e ex po rt o f Ke ny an A gr ic ul tu ra l pr od uc e an d pr od uc ts N um be r o f t ax in ce nti ve s to su pp or t e xp or t of a gr ic ul tu ra l pr od uc e Co nti nu ou sly re vi se fis ca l s up po rt to ag ric ul tu ra l p ro du ce ex po rt to e nh an ce co m pe titi ve ne ss an d pr om ot e in cr ea se d ex po rt o f ag ric ul tu ra l p ro du ce an d pr od uc ts De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t T ra de – Co nti nu ou sly re vi se fis ca l s up po rt to ag ric ul tu ra l p ro du ce ex po rt to e nh an ce co m pe titi ve ne ss a nd pr om ot e in cr ea se d ex po rt o f a gr ic ul tu ra l pr od uc e an Pr iv at e se ct or to ad vi ce n ati on al a nd c ou nt y go ve rn m en ts o n eff ec tiv e fis ca l m ea su re s to pr om ot e ex po rt of a gr ic ul tu ra l pr od uc e 1 1 1 3 67 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gy 9 .1 .2 : Pr om ot e ex pl oi ta tio n of op po rt un iti es to ac ce ss d om es tic an d ex te rn al m ar ke ts a) B ui ld c ap ac ity of tr ad e ne go tia to rs . N um be r o f M DA s an d co un ty go ve rn m en t pa rti ci pa tin g in tr ad e ne go tia tio ns N um be r o f t ra de ne ga tia to rs Es ta bl ish a sy st em w ith e xp an de d re pr es en ta tio n of k ey M DA s an d co un ty go ve rn m en t re pr es en ta tio n in ne go tia tio ns De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e – Es ta bl ish a ne go tia tio n ta sk fo rc e to pa rti ci pa te in tr ad e ne go tia tio ns N G O s an d pr iv at e se ct or Pa rti ci pa te in tr ad e ne go tia tio n te am s 5 5 5 15 b) M ai ns tr ea m im pl em en ta tio n of b ila te ra l a nd m ul til at er al op po rt un iti es in st ra te gi es a nd op er ati on s of th e M DA s M oU s sig ne d an d im pl em en te d M ul til at er al ag re em en t sig ne d an d im pl em en te d Si gn in g an d co or di na tio n of Im pl em en ta tio no f of M oU s an d M ul til at er al ag re em en ts Bu ild th e ca pa ci ty v al ue ch ai ns p la ye rs to re sp on d to re gi on al a nd in te rn ati on al m ar ke t op po rt un iti es co rd in ati on o f co un ty b as ed im pl em en ta tio n of m ar ke tin g re la te d ac tiv iti es in M oU s an d m ul til at er al ag re em en ts Bu ild th e ca pa ci ty va lu e ch ai ns pl ay er s to re sp on d to re gi on al a nd in te rn ati on al m ar ke t op po rt un iti es a t t he co un ty le ve l im pl em en ta tio n of m ar ke tin g re la te d ac tiv iti es in M oU s an d m ul til at er al ag re em en ts 3 3 3 9 68 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l c) D iv er sif y to n ew an d em er gi ng m ar ke ts to ex pa nd th e ex po rt m ar ke ts . ne w a nd em er gi ng m ar ke ts ca pt ur ed De ve lo pi ng st ra te gi es fo r c ap tu rin g ne w m ar ke ts a nd ca pa ci ty b ui ld in g st ak eh ol de rs o n th os e op po rt un i tie s Ca rr y ou t m ar ke t re se ar ch in n ew an d em er gi ng m ar ke ts O rg an ize /a tt en d in te rn ati on al tr ad e fa irs /e xp os P ar tn er w ith no n ag ric ul tu ra l se ct or s su ch a s to ur ism a nd th e ho sp ita lit y in du st ry in p ro m oti on in iti ati ve s. De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e – Se ns iti za tio n of a ct or s on n ew a nd em er gi ng m ar ke ts Pr iv at e se ct or an d ot he r n on st at e ac to rs to A dv ic e on po te nti al m ar ke ts fo r K en ya ’s pr od uc e an d be st st ra te gi es fo r p ro m oti on o f ex po rt s th er e Ca rr y ou t m ar ke t r es ea rc h in ne w a nd e m er g in g m ar ke ts P ar tn er w ith no n ag ric ul tu ra l se ct or s su ch a s to ur ism a nd th e ho sp ita lit y in du st ry in p ro m o tio n in iti ati ve s. 50 50 50 15 0 d) P ro m ot e uti liz ati on o f th e ag ric ul tu ra l pr od uc e an d pr od uc ts in th e do m es tic m ar ke ts (B uy k en ya b ui ld ke ny a) N um be r o f ag ric ul tu ra l pr od uc e an d pr od uc ts pr om ot ed U til iza tio n le ve ls of a gr ic ul tu ra l pr od uc e an d pr od uc ts Pr om ot e “B uy ke ny a bu ild k en ya ” st ra te gy Pr om ot e “B uy k en ya bu ild k en ya ” st ra te gy Su pp or t “ Bu y ke ny a bu ild ke ny a” st ra te gy 30 30 30 90 69 Ag ric ul tu ra l M ar ke tin g St ra te gy 2 02 3 – 20 32 St ra te gi es Ac tiv iti es M ea su re o f ac hi ev em en t Re sp on si bi liti es a nd In sti tu tio ns Pr io rit y Ti m el in e an d In di ca tiv e Bu dg et (K ES . M ill io ns ) N ati on al G ov er nm en t Co un ty G ov er nm en t O th er St ak eh ol de rs ST < 3 Yr s M T 3 5 Yr s LT 6 1 0 Yr s To ta l St ra te gy 9 .1 .3 : Pr om ot e Ke ny an sp ec ia lty p ro du ce an d pr od uc ts in bo th lo ca l a nd in te rn ati on al m ar ke ts . a) In tr od uc e sp ec ia lit y pr od uc ts in do m es tic a nd in te rn ati on al m ar ke ts M ar ke t s ur ve y re po rt N um be r o f sp ec ia lit y m ar ke te d /t ra de d in th e do m es tic an d in te rn ati on al m ar ke ts Co nd uc ts m ar ke t r es ea rc h to id en tif y op po rt un iti es in ex isti ng s pe ci al ity m ar ke ts Co nd uc t r es ea rc h on K en ya n pr od uc e an d pr od uc ts to id en tif y un iq ue ch ar ac te ris tic s th at c an q ua lif y th em to b e sp ec ia lit y pr od uc ts Pr om ot e pr oc tio n, va lu e ad di tio n an d m ar ke tin g of ne w a nd e xi sti ng sp ec ia lia ty pr od uc ts Su pp or t t he v al ue ch ai n ac to rs in p ro du cti on , va lu e ad di tio n an d m ar ke tin g of ex isi tin g an d ne w sp ec ia lit y pr od uc ts Pr od uc e, v al ue ad d an d m ar ke t sp ec ia lit y pr od uc ts in b ot h do m es tic a nd in te rn ati on al m ar ke ts Ex pa nd th e ra ng e of sp ec ia lty pr od uc e an d pr od uc ts fo r b ot h do m es tic a nd in te rn ati on al m ar ke ts 20 20 20 60 b) P ar tic ip at e in ex hi bi tio ns a nd fo ra fo cu se d on s pe ci al ity pr od uc ts in th e lo ca l a nd in te rn ati on al m ar ke ts Re po rt s on ex hi bi tio ns h el d N um be r o f pa rti ci pa nt s i n th e ex hi bi tio ns M oA LF & C, M oT O rg an ize R eg io na l an d In te rn ati on al Ex hi bi tio ns De pt . A gr ic ul tu re , Fi sh er ie s an d Li ve st oc k; a nd D ep t Tr ad e – O rg an ize co un ty e xh ib iti on s Pa rti ci pa te in lo ca l, re gi on al a nd In te rn ati on al ex hi bi tio ns Fu nd in g un de r 9. 1. 3a 70 Agricultural Marketing Strategy 2023 – 2032 Annex II: List of Team of Strategy Development Experts 1. Albert Mwangi  State Department for Fisheries Aquaculture and Blue Economy 2. Benson Kamau  State Department for Crops Development and Agricultural Research 3. Daniel Nyamai  State Department for Livestock Development 4. David Ombalo  State Department for Crops Development and Agricultural Research 5. Dennis Olila  The National Treasury and Planning 6. Dr. John Olwande  Tegemeo Institute of Agricultural Research 7. Dr. Matthew Muma  Kenya Institute of Public Policy Research and Analysis (KIPPRA) 8. Evelyne Heyi  State Department for Crops Development and Agricultural Research 9. Grace Agili  State Department for Crops Development and Agricultural Research 10. Hannington Odido  State Department for Crops Development and Agricultural Research 11. Jacqueline Kiio  State Department for Crops Development and Agricultural Research 12. Jane Auch  State Department for Crops Development and Agricultural Research 13. John Chege  State Department for Livestock Development 14. John Maina  State Department for Livestock Development 15. John Wainaina  State Department for Crops Development and Agricultural Research 16. Joshua Oluyali  State Department for Crops Development and Agricultural Research 17. Kennedy Anahinga  State Department for Crops Development and Agricultural Research 18. Lazarus Munyua  State Department for Crops Development and Agricultural Research 19. Lucy Njenga  State Department for Crops Development and Agricultural Research 20. Martin Odengi  State Department for Crops Development and Agricultural Research 21. Matthew Wanjiru  State Department for Cooperatives 22. Moses Kamau  State Department for Crops Development and Agricultural Research 23. Nathan Hiuhu  State Department for Crops Development and Agricultural Research 24. Peter Owoko  State Department for Crops Development and Agricultural Research 25. Rachel Shibalira  Alliance for a Green Revolution in Africa (AGRA) 26. Seline Bonyo  State Department for Crops Development and Agricultural Research 27. Timothy Ogwang  State Department for Crops Development and Agricultural Research 28. Wekesa Khisa  Kenya Tea Board 71Agricultural Marketing Strategy 2023 – 2032 72 Agricultural Marketing Strategy 2023 – 2032 AGRICULTURAL MARKETING STRATEGY 2023 – 2032 MINISTRY OF AGRICULTURE AND LIVESTOCK DEVELOPMENT 2023