Strategic Plan 2018-2022 for the Ministry of Agriculture, Livestock, Fisheries and Co-operatives

REPUBLIC OF KENYA MINISTRY OF AGRICULTURE, LIVESTOCK, FISHERIES AND CO-OPERATIVES =================================== STRATEGIC PLAN 2018 – 2022 =================================== i Table of Contents TABLE OF CONTENTS ............................................................................................................................................ I LIST OF TABLES .................................................................................................................................................... III LIST OF ACROYNMS ............................................................................................................................................ IV FOREWORD ............................................................................................................................................................ VI PREFACE ................................................................................................................................................................ VII EXECUTIVE SUMMARY ................................................................................................................................... VIII CHAPTER ONE: INTRODUCTION ...................................................................................................................... 10 1.0 OVERVIEW ..................................................................................................................................................... 10 1.1 BACKGROUND ................................................................................................................................................ 10 1.2 MANDATE OF STATE DEPARTMENTS .............................................................................................................. 10 1.2.1 State Department for Crop Development and Agricultural Research ....................................................... 10 1.2.2 State Department for Livestock ................................................................................................................. 10 1.2.3 State Department for Fisheries, Aquaculture and the Blue Economy ....................................................... 11 1.2.3 State Department for Co-operatives .......................................................................................................... 11 1.3 GLOBAL, REGIONAL AND NATIONAL DEVELOPMENT CHALLENGES .............................................................. 11 1.3.1 Global Constraints .................................................................................................................................... 11 1.3.2 Regional Constraints ................................................................................................................................. 12 1.3.3 National Constraints ................................................................................................................................. 13 1.4 MINISTRY‟S DEVELOPMENT ROLE VIS-A-VIS THE NATIONAL DEVELOPMENT AGENDA ............................... 15 CHAPTER TWO: SITUATION ANALYSIS ......................................................................................................... 16 2.0 INTRODUCTION .............................................................................................................................................. 16 2.1 ACHIEVEMENTS ............................................................................................................................................. 16 2.1.10 IMPLEMENTATION CHALLENGES .......................................................................................................... 19 2.3 LESSONS LEARNT ........................................................................................................................................... 19 2.4 ENVIRONMENTAL SCAN ................................................................................................................................... 1 2.4.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. ....................................................... 1 2.4.2 Political, Economic, Social, Technological, Environmental and Legal ...................................................... 2 2.4.3 Stakeholder Analysis ................................................................................................................................... 5 CHAPTER THREE: STRATEGIC MODEL ........................................................................................................... 8 CHAPTER THREE: STRATEGIC MODEL ........................................................................................................... 8 3.0 OVERVIEW ....................................................................................................................................................... 8 3.1 VISION STATEMENT, MISSION STATEMENT AND CORE VALUES; ..................................................................... 8 3.1.1Vision ........................................................................................................................................................... 8 3.1.2Mission ......................................................................................................................................................... 8 3.1.3Core values................................................................................................................................................... 8 3.2 KEY RESULT AREAS ........................................................................................................................................ 8 3.3 STRATEGIC OBJECTIVES AND STRATEGIES ....................................................................................................... 9 Key Result Area 1: Policy and Legal Framework ................................................................................................ 9 3.3.1 .................. Strategic Objective: To Create an Enabling Environment for Agricultural and Co-operatives Development ......................................................................................................................................................... 9 Key Result Area 2: Agricultural Sector Productivity Improvement ................................................................... 11 3.3.2Strategic Objective: To Increase Productivity and Outputs in the Agriculture Sector .............................. 12 Key Result Area 3: Food and Nutrition Security ................................................................................................ 18 3.3.3Strategic Objective 3: Enhance Food and Nutrition Security .................................................................... 19 Key Result Area 4: Investment in Blue Economy ............................................................................................... 22 3.3.4Strategic Objective: To enhance investment in Blue Economy .................................................................. 23 ii Key Result Area 5: Market Access and Trade .................................................................................................... 23 3.3.5Strategic Objective: To improve market access and trade. ........................................................................ 24 Key Result Area 6: Institutional Capacity .......................................................................................................... 26 3.3.6Strategic Objective: To Strengthen Institutional Capacity ......................................................................... 27 Key Result Area 7: Youth, Women and Vulnerable groups Involvement in Agriculture, Blue Economy and Co operatives ........................................................................................................................................................... 28 3.3.7Strategic Objective: To increase youth, women and vulnerable groups’ participation in agricultural value chains ................................................................................................................................................................. 29 Key Result Area 8: Leadership and Integrity ..................................................................................................... 30 3.3.8Strategic Objective: To enhance leadership and Integrity ......................................................................... 30 CHAPTER FOUR: IMPLEMENTATION AND COORDINATION FRAMEWORK ...................................... 33 4.0 OVERVIEW ..................................................................................................................................................... 33 4.1 MINISTRY‟S ORGANIZATION STRUCTURE ...................................................................................................... 33 4.1.1Ministry’s Semi-Autonomous Government Agencies and Training Institutions ........................................ 33 4.1.3Staff Establishment and Human Resource Development Strategies ........................................................... 38 4.1.4Human resource development strategies .................................................................................................... 38 4.2 FINANCIAL RESOURCES ................................................................................................................................. 38 4.2.1Financial Resources Requirements ............................................................................................................ 38 4.2.2Resource Mobilization Strategies ............................................................................................................... 39 4.3 RISK ANALYSIS AND MITIGATION MEASURES ............................................................................................... 39 CHAPTER FIVE: MONITORING, EVALUATION AND REPORTING .......................................................... 41 5.0 OVERVIEW ..................................................................................................................................................... 41 5.1 MONITORING AND EVALUATION INSTITUTIONAL FRAMEWORK .................................................................... 41 5.2 MONITORING AND EVALUATION REPORTING ................................................................................................ 41 5.3 KEY PERFORMANCE INDICATORS .................................................................................................................. 42 APPENDIX I: IMPLEMENTATION MATRIX .................................................................................................... 43 iii List of Tables TABLE 1: STRENGTH, WEAKNESS, OPPORTUNITIES, THREAT (SWOT) ANALYSIS ........................... 1 TABLE 2: PESTEL ANALYSIS .......................................................................................................... 2 TABLE 3: STAKEHOLDER ANALYSIS................................................................................................. 5 TABLE 4: SUMMARY OF KRA, STRATEGIC OBJECTIVE AND STRATEGIES ...................................... 31 TABLE 7: TRAINING INSTITUTIONS ................................................................................................. 36 TABLE 8: RESOURCE REQUIREMENTS BY KEY RESULT AREAS ....................................................... 39 TABLE 9: RISK ANALYSIS AND MITIGATION MEASURES ................................................................ 40 iv LIST OF ACROYNMS ACCOSCA African Confederation of Co-operative Savings and Credit Associations ADC Agricultural Development Corporation AFA Agriculture Food Authority AGOA African Growth Opportunities Act AIRC Agriculture Information and Resource Centre AMR Antimicrobial Resistance ATDCs Agricultural Technology Development Centres ASTGS Agriculture Sector Transformation and Growth Strategy AU-IBAR Africa Union-Inter African Bureau for Animal Resources CAADP Comprehensive Africa Agricultural Development Programme CAN Calcium Ammonium Nitrate CBPP Contagious Bovine Pleuropneumonia CE Commodity Exchange COMESA Common Market for Eastern and Southern Africa CSA Climate Smart Agriculture DAP Diammonium Phosphate EAC East African Community ECF East Coast Fever ECCOS Ethics Commission for Co-operative Societies EEZ Exclusive Economic Zone EIA Environmental Impact Assessment ENABLE Empowering Novel Agribusiness Lead Employment ERA Economic Review of Agriculture ERS Economic Recovery Strategy EU European Union FMD Foot and Mouth Disease GDP Gross Domestic Product GHS Global Harmonized System HIV/AIDS Human Immuno Deficiency Virus/Acquired Immunity Deficiency Syndrome ICA International Co-operative Alliance ICT Information Communication Technology IFMIS Integrated Financial Management Information System KALRO Kenya Agricultural and Livestock Research Organization KCSAS Kenya Climate Smart Agriculture Strategy KEBS Kenya Bureau of Standards KePHIS Kenya Plant Health Inspectorate Services KIPPRA Kenya Institute of Public Policy and Research Analysis KLIP Kenya Livestock Insurance Programme KRA Key Result Area KSA Kenya School of Agriculture LAPSSET Lamu Port South Sudan, Ethiopia Transport MCS Monitoring Control and Surveillance MIS Market Information System MLND Maize Lethal Necrosis Disease v MOU Memorandum of Understanding MT Metric Tonne MTP Medium Term Plan NAAIAP National Accelerated Agricultural Inputs Access Programme NAMS National Agricultural Mechanization Strategy NASEP National Agricultural Sector Extension Programme NCIPs Northern Corridor Integration Projects NDCs Nationally Determined Contributions New KCC New Kenya Co-operative Creameries NIMES National Integrated Monitoring and Evaluation System OIE Office International des epizooties/World Organization for Animal Husbandry ODA Overseas Development Assistance PCN Potato Cyst Nematode PCPB Pest Control and Pesticide Board PESTEL Political, Economic, Social, Technological, Environmental and Legal analysis PPP Public Private Partnership PPR Peste des Petit Ruminants RBS Risk Based Supervision RVF Rift Valley Fever SACCOs Savings and Credit Co-operative Organizations SADC Southern African Development Community SAGAs Semi-Autonomous Government Agencies SAPs Structural Adjustment Programmes SASRA Sacco Societies Regulatory Authority SDGs Sustainable Development Goals SEA Strategic Environmental Assessment SFRTF Strategic Food Reserve Trust Fund SMEs Small and Medium Enterprises SWOT Strength, Weakness, Opportunities and Threats analysis THVC Traditional High Value Crops TLUs Tropical Livestock Units UNFCCC United Nations Framework Convention on Climate Change VMS Vessel Monitoring System VPH Veterinary Public Health WOCCU World Council of Credit Unions WRS Warehouse Receipting System vi FOREWORD The mandate of the Ministry of Agriculture, Livestock, Fisheries and Co-operatives is to create an enabling environment for sustainable development of agriculture and co-operatives for food and nutrition security and economic development. The theme of the Strategic Plan is “100 percent food and nutrition Security for all Kenyans”. The theme underpins our desire and commitment to work with others to fulfill our nation‟s collective aspiration of transforming Kenya into a newly industrializing, middle income country providing a high quality of life to all its citizens in a clean and secure environment as envisaged in our development blueprint, the Kenya Vision 2030 and the Big Four Agenda. It is notable that the agriculture and co-operative sectors are a major contributor to the economy and remains high on the national development agenda in terms of food and nutrition security, income generation, employment creation, saving and investment mobilization and export earnings. However, for the country to reap maximum benefits, the sector has to be fundamentally transformed to make it modern, commercially oriented and competitive. To realize the country‟s aspirations of food and nutrition security, this calls for collective and concerted efforts to turn around the sector and the overall national economy as envisioned in the Kenya Vision 2030. Towards this end, the Government has developed and launched an Agriculture Sector Transformation and Growth Strategy (ASTGS), 2019 - 2029 to guide the sector. In order to successfully implement the Strategic Plan, the Ministry will strengthen collaboration with all stakeholders and development partners. Deliberate efforts will be made to ensure greater private sector participation through Public Private Partnerships (PPPs) framework with an aim to foster employment creation, income generation and wealth creation for all Kenyans. Finally, I call upon all the stakeholders for their cooperation and support for successful implementation of the Strategic Plan in order to realize the desired goal of Kenya being a food and nutrition secure country and above all result to socio- economic development and improved livelihoods of Kenyans. HON. PETER MUNYA, MGH CABINET SECRETARY vii PREFACE The Strategic Plan will guide the Ministry in the implementation of policies, programmes, projects and priorities in the next five years. The Plan has been prepared in line with Kenya Vision 2030, its third Medium-Term Plan, the Jubilee Manifesto and the Big Four Plan Government agenda. The Plan has set out the strategic objectives, priorities and strategies that will be pursued in order to achieve tangible and measurable results. In this regard, the Ministry has identified eight strategic objectives to be pursued over the plan period. These are: Create an enabling environment for Agricultural development; increase productivity and outputs in agriculture sector; enhance food and nutrition security; enhance investment in the blue economy; improve market access and trade; strengthen institutional capacity; increase youth, women and vulnerable groups participation in agricultural value chains; and enhance leadership and integrity in the Ministry. These objectives will transform the predominantly smallholder agricultural sector to modern, market-oriented agribusinesses, besides ensuring 100 percent food and nutrition security in Kenya. It will also enhance the role of co-operative societies in supporting agricultural production through marketing, processing and providing financial resources through SACCOs. The Strategic Plan will be the basis for formulation of the Ministry‟s work plans, resource bidding and performance contracts. It is our conviction that with dedication and team work we will be able to effectively implement this Strategic Plan, and in so doing, improve the livelihoods of Kenyans by ensuring food and nutrition security. The process of preparing the Strategic Plan was highly consultative and participatory. We take this opportunity to thank the Cabinet Secretary for providing policy direction and the Chief Administrative Secretaries for their coordination role throughout the strategic planning process. We also thank the Heads of Directorates and stakeholders for their valuable inputs towards this process. In a special way, we recognize the immense work by the Strategic Planning Secretariat led by the Heads of the Planning Units for their tireless efforts that has made it possible to realize the Strategic Plan document. We call upon all Ministry employees, stakeholders and our development partners to support implementation of the Strategic Plan for the realization of intended benefits to the Kenyan people. Prof. Hamadi Boga, PhD Principal Secretary State Department for Crop Development and Agricultural Research Harry Kimtai, CBS Principal Secretary State Department for Livestock Prof. Micheni J. Ntiba, PhD, DBA, CBS Principal Secretary State Department for Fisheries, Aquaculture and the Blue Economy Ali Noor Ismail, CBS Principal Secretary State Department for Co-operatives viii EXECUTIVE SUMMARY The Strategic Plan provides an overview of the Ministry‟s mandate, functions, objectives and strategies to be pursued during the five-year (2018-2022) plan period. It sets out the framework which will enable the Ministry to carry out its functions in line with its vision and mission. It further identifies and address challenges encountered in the implementation of the previous strategic plan (20013- 2017); and builds on the lessons learnt. The Plan is aligned to key policy documents such as the Constitution, the Kenya Vision 2030 and its Third Medium Term Plan (MTP III) 2018-2022, Government Agenda on the „Big Four‟, other national and sector policy priorities; as well as regional and international commitments. The plan has taken cognizance of the international, regional and national challenges that impact on agriculture and food security. The Strategic Plan is organized into five chapters; Chapter one provides the background information in the context of the Ministry‟s State Department mandates, global, regional and national development challenges and the development role it plays. Chapter two contains a detailed situation analysis highlighting key milestones achieved, challenges encountered and lessons learnt in the implementation of the 2013-2017 Strategic Plan. It further gives an analysis of the environment in which the Ministry operates in the context of: Strengths, Weaknesses, Opportunities and Threats (SWOT); Political, Economic, Social, Technological, Environmental and Legal (PESTEL) analysis and stakeholder analysis. Chapter three gives the strategic model of the Ministry clearly stating its vision, mission and core values. It further outlines the key result areas; strategic issues, strategic objectives and the strategic interventions that the Ministry will pursue during 2018-2022 plan period. The key result areas are: Policy and Legal Framework; Agricultural Sector Productivity Improvement; Food and Nutrition Security; Investment in the Blue Economy; Market Access and Trade; Institutional Capacity; Youth, Women and Vulnerable Groups Involvement in Agriculture and Leadership and Integrity. The successful implementation of the plan will require adequate human and financial resources. In this relation, chapter four of the Strategic Plan provides the implementation and coordination framework. It is worthy to note that the Ministry has an in-post of 2,202 staff against an authorized staff establishment of 4,445; it is evident that there is an acute shortage of staff attributed to the recruitment embargo, retirements and natural attrition. The Plan also indicates the financial requirement during the five years and the strategies that the Ministry will pursue to mobilize the resource. To implement this Strategic plan the Ministry will require Kshs. 266,380.5 million with the bulk of the resources attributed to Key Result Areas (KRA) 2 on Agricultural Sector Productivity (Kshs. 125,515) million and KRA 3 on Food and Nutrition Security (Kshs. 95,893 million). ix The funding is expected to be sourced from the Government through the Exchequer, development partners and partnerships with the private sector. The chapter closes with risk analysis and mitigation measures. Finally, Chapter five discusses Monitoring and Evaluation framework and outlines key performance indicators to be tracked. The results from the analysis will be used to inform decision-making. 10 CHAPTER ONE: INTRODUCTION 1.0 Overview The chapter provides the background of the Ministry and outlines the mandate, the challenges faced by the agricultural and co-operatives sectors at the global, regional and national levels and importance of the sector to the national development agenda. 1.1 Background The Ministry of Agriculture, Livestock Fisheries and Co-operatives was established vide Executive Order No. 1 of 2020 dated 14 th January 2020. The Executive Order transferred the State Department for Co-operatives from the Ministry of Industry, Trade and Co-operatives to the current Ministry of Agriculture, Livestock, Fisheries and Co-operatives. The Ministry has 37 Semi-Autonomous Government Agencies (SAGAs) and ten training institutions under its purview. The overall mandate of the Ministry is to create an enabling environment for sustainable development and management of crops, livestock, fisheries resources and the Blue Economy, and co-operatives to ensure the country‟s food and nutrition security. The Ministry plays a key role in economic and social development of the country through enhancing food and nutrition security; employment and wealth creation; and foreign exchange earnings. 1.2 Mandate of State Departments in the Ministry 1.2.1 State Department for Crop Development and Agricultural Research The mandate of the State Department for Crop Development and Agricultural Research include: National agricultural policy management; National food policy; Strategic food reserve; Agricultural crops development, regulation and development; Phytosanitary services and international standards compliance; Agricultural farmers‟ training; Agricultural land resources inventory and management; Agricultural mechanization policy management; Policy on land consolidation for agricultural benefit; Agricultural insurance policy; Agricultural extension services standards; Crop research and development; Agriculture seed research and development; Livestock research and development; Crop genetic research; Tsetse Fly and Trypanosomiasis research, control and eradication; and Capacity building policy for agricultural staff. 1.2.2 State Department for Livestock The mandate for the Livestock include: Livestock policy management; Development of livestock industry; Veterinary services and disease control; Range development and management; Livestock marketing; Livestock research and development;Promotion of quality hides and skins; Promotion of dairy industry; Livestock insurance policy; Livestock branding; and Promotion of beekeeping; and Leather sector development and promotion of value chain. 11 1.2.3 State Department for Fisheries, Aquaculture and the Blue Economy The mandate for the State Department for Fisheries, Aquaculture and the Blue Economy include: Fisheries policy; Fisheries licensing; Development of fisheries; Fisheries marketing policy; Fish quality assurance; Fisheries research; Coordination of development of policy legal, regulatory and institutional framework for fisheries industry and the Blue Economy; Enhancement of technical cooperation; Coordination of the development of maritime spatial plan and integrated coastal zone management; Protection and regulation of marine ecosystems; Management and licensing of local and foreign fishing trawlers in Kenya waters; Protection of the marine resources in the Exclusive Economic Zone (EEZ); Overall policy for exploitation of agro-based marine resources; Development of policy on fishing ports and associated infrastructure; Capacity building for sustainable exploitation of agro-based marine resources; Protection of aquatic ecosystem; and promotion of Kenya as a centre for aquaculture. 1.2.3 State Department for Co-operatives The mandate for the State Department for Co-operatives include: Co-operative policy, standards, and implementation; Promotion of co-operative ventures; Co-operative production and marketing; Supervision and oversight over co-operative societies; Co-operative savings, credit, and other financial services policy; Co-operative legislation and support services; Co-operative education and training; Co-operative audit services; and Co-operative financing policy. 1.3 Global, Regional and National Development Challenges 1.3.1 Global Constraints Globally, the characteristics of agriculture sector vary widely, from predominantly small scale with low external inputs to highly mechanized large-scale farming with very high levels of external inputs. For developing countries like Kenya, agricultural strategies focus on moving from subsistence to commercially oriented and competitive agriculture. To address the problem of aggregation and product development, co-operative organisations comes in handy by: channeling farm inputs to improve production; post-harvest management; and provide market linkages and conducive financing environment. The global constraints that hinder agriculture and co-operatives sectors development in Kenya include: i. Unfavorable international terms of trade: Kenya‟s exports have been constrained by unfavorable international terms of trade. Developed countries continue to impose prohibitive tariff and non-tariff barriers. These include; biased trade agreements, use of agricultural subsidies in support of farmers in developed economies and protectionist policies, which result in unfavorable market access and declining commodity prices. ii. Rising costs of inputs: The sector has faced rising costs of production as a result of high cost of crude oil, fertilizers, agro-chemicals, agricultural machinery and equipment, animal health and other production inputs. The high oil prices have a strong bearing on the cost of 12 inputs as a raw material for manufacture of fertilizer and a factor in international freighting and distribution. iii. Climate change: The negative effects of climate change adversely affect food production and the livelihoods of people, and have devastating consequences on the environment, society and wider economy. It is increasingly clear that developing countries including Kenya are most adversely affected by persistent droughts and floods due to their fragile environment. This is compounded by their inadequate disaster preparedness and inadequate capacities on adaptation and mitigation measures on negative climate change impacts. iv. Global economic recession: In the recent past, the world economy has been faced with an economic slow-down with signs of possible recession. Many countries have registered economic downturn characterized by high inflation and unemployment. The slow-down is likely to reduce the demand for agricultural commodities and reduced flow of capital into the developing countries. Overseas Development Assistance (ODA) is likely to be reduced and hence less capital for projects in developing countries. 1.3.2 Regional Constraints i) Regional Cooperation: The East Africa region is relatively small and contributes less than 10 percent of international trade and remains a net importer of not only industrial goods but also agricultural commodities. Although intra/inter-regional trade has been strengthened through regional integration arrangements such as Southern African Development Community (SADC), Common Market for Eastern and Southern Africa (COMESA) and East African Community (EAC), there are constraints to regional integration. For example, lack of convergence of national economic and political interests; and different policies on utilization of shared resources to the extent that some are detrimental to the development of other countries. ii) Pests and Diseases: The Sub-Saharan African countries have similar agro-ecological characteristics, hence face similar crop and animal pests and diseases. Crop pests such as desert and red locusts, quelea quelea birds, grain and stem borers cut across national borders and are endemic in the region. All crop diseases of economic importance are also found in all the countries. In the livestock sub-sector diseases such as Foot and Mouth Disease (FMD), Contagious Bovine Pleuropneumonia (CBPP), Rinderpest and East Coast fever (ECF), Tsetse Fly and Trypanosomiasis among others are found in most countries in Sub Saharan Africa. In the fisheries sub-sector, the water hyacinth has been a menace especially in the East African region. While there are regional bodies addressing these diseases, there are inadequate regional policies and programmes to address cross border pests and diseases menace. iii) Civil Strife and Armed Conflicts: Occasional civil strife and armed conflicts continue to affect several parts of Africa and disrupt productive activities, destroy the environment, infrastructure and livelihoods, seriously undermining food and nutrition security and overall development efforts. In Eastern Africa, ongoing and past conflicts continue to cause food and nutrition insecurity for large population groups. This has resulted to high influx of 13 refugees into neighboring countries thus worsening the food and nutrition security situation. Similarly, this has resulted into the proliferation of small arms into the country leading to high insecurity levels. 1.3.3 National Constraints The key constraints that affect agriculture and co-operative development at national level include: i. Inadequate legal and policy frameworks: The sector has made strides in consolidating relevant legislations. However, many policies and legislations remain outdated and inconsistent with the Constitution. ii. Land sub- division and fragmentation: There has been over-subdivision of land into uneconomic agricultural units, while in some parts of the country large parcels of land remain unutilized/underutilized. iii. Low adoption of modern technology and innovation: Although Kenya has a well structured agricultural research system, there is low adoption of new technologies and innovations. This is as a result of inadequate research-extension-farmer linkages and limited demand-driven research resulting to low agricultural production and productivity. iv. Land degradation and declining soil fertility: Poor farming methods and continuous cultivation has led to rapid depletion of soil nutrients, declining yields and environmental degradation. Degradation of agricultural lands has continued in various forms at a faster rate compared to the rate of reclamation. Degradation results from erosion, soils acidity, salty soils, deforestation, quarrying and mining, among others. This has resulted in reduction of land available for agricultural production. v. Decreasing land for agricultural production and productivity: Agricultural sector relies heavily on land as a key factor of production and is faced by other many land-use competing activities. Due to land scarcity, resource-use conflicts are bound to arise. vi. Rising conflicts: The sector has been experiencing frequent conflict between neighboring communities due to cattle rustling, livestock and wildlife encroachment to the private farms in search of pasture during dry spells. vii. Pests and diseases: Prevalence of diseases and pests, pre-harvest and post-harvest losses occasioned by pests, diseases and lack of proper handling and storage facilities continue to be high. This causes heavy losses through deaths, reduced productivity and loss of markets for products. viii. Climate change: Climate change results to reduced productivity, pests outbreaks and disease epidemics, drying of rivers and wetlands, loss of livestock and crop failures, pasture and forage depletion among others. Pastoral and marginal agricultural areas are particularly vulnerable to the negative impacts of climate change, as an extended period of droughts erodes livelihoods opportunities and community resilience. ix. Non-adherence and inadequate quality control systems: The export of agricultural products has faced restrictions due to poor packaging, damage during transportation, poor handling, contamination and infection due to challenges of adherence to code of conduct for exporters. 14 x. Limited capital and access to affordable credit: Agricultural production is considered highly risky by the formal financing sector; thus little attention is given to smallholder value chain actors. Limited access to long term financing instruments is also disadvantageous to marketing, housing and industrial co-operatives which require huge capital investments. xi. Non-remittance of co-operative members’ deductions by employers and other agencies. The effect of non-remittance of deductions to the SACCOs is that members default and are not able to access credit facilities as per the objectives of the society. Further, the savings of the affected co-operative societies is reduced and the societies fail to mobilize more resources among members on account of the disincentive. xii. Weak governance and accountability. Lack/weak enforcement of existing laws and guidelines leading to corruption and theft of members funds by society officials thus stagnating the growth and development of co-operatives. xiii. Inadequate market access and marketing information infrastructure: Agriculture marketing information systems are poorly organized. The domestic market lacks an effective marketing information system and infrastructure. In addition, the dependence on a few external market outlets makes agriculture exports very vulnerable to changes in the demand of agriculture products and unexpected non-trade barriers by foreign markets. xiv. High cost, adulteration, low and inappropriate application of key inputs: The cost of key inputs such as seeds, agro-chemicals, feeds and other animal health inputs has remained high making them unaffordable by many producers and increasing the cost of production. In addition, cases of counterfeits and adulteration of agricultural inputs have been reported. This results in low application of quality inputs leading to reduced productivity. xv. Weak surveillance on offshore fishing: There is weak capacity to effectively monitor and enforce compliance and regulations governing the exploitation of offshore territorial waters. This has limited Kenya‟s ability to fully exploit the offshore fishing potential. xvi. Poor infrastructure: Underdeveloped rural roads, inadequate storage facilities and low electricity connectivity have negatively affected agricultural production, productivity and marketing. xvii. Over reliance on rain fed agriculture: The rain fed production system is still dominant in Kenya. This is attributed to low investment in irrigated agriculture. xviii. Loss of biodiversity and vectors for pollination: Loss of pollinators due to excessive use of pesticides and other farming practices is leading to a loss of productivity. xix. Gender inequalities: There exist inequalities at household level in terms of access to and control over productive resources; and in agriculture value chains (participation at processing, marketing, trade and in agricultural service delivery). This continues to impact negatively on household food and nutrition security, sector performance and overall economic growth. xx. Aging Population: The agricultural and co-operative sectors are predominantly run by the old population with very few youths getting involved. There is therefore, need for interventions that target the orientation of the youth to attract them in the sector. 15 1.4 Ministry’s Development Role Vis-a-Vis The National Development Agenda Kenya Vision 2030 identifies agricultural sector as key to the economic pillar and it is thus expected to drive the economy to the projected 10 percent economic growth annually. The Ministry is, therefore, central to the achievement of Vision 2030 goal of “a globally competitive and prosperous country with a high quality of life by 2030”. The Ministry‟s contribution to achievement of this goal will be through promotion of an innovative, commercially oriented and modern agriculture as envisaged in the Agricultural Sector Transformation and Growth Strategy (ASTGS). In addition, the co-operative movement will play a critical role in mobilizing savings and investments from the current 17% to 33% of gross national income. The Saccos sub-sector makes an important contribution to financial access reaching 13 per cent of the population. The Ministry is a major contributor to the “Big Four” agenda on achievement of 100 percent food and nutrition security and has set specific plans for this initiative. This will mainly address food availability and nutrition, food affordability and smallholders‟ value addition. Under the affordable housing segment, the Ministry has a role to play in the facilitation of the delivery of 30,000 housing units through co-operatives. During the third Medium Term Plan period (2018 – 2022) agriculture sector is expected to grow at a rate of 7 percent as a result of implementing different measures. These include: Creating of enabling environment; disease and pest control; post-harvest management and market development; increased investment in agriculture and the blue economy; building capacity in the sector; Promoting youth and women participation in agriculture; and implementation of regional and international protocols/ commitments such as Comprehensive Africa Agricultural Development Programme (CAADP), the Africa Agenda 2063 and Sustainable Development Goals (SDGs). 16 CHAPTER TWO: SITUATION ANALYSIS 2.0 Introduction This chapter presents an analysis of the situation facing the Ministry with regard to the structure, functions, performance and responsibilities. The chapter presents a review of the performance of the Ministry as it implemented its Strategic Plan (2013-2017). It also provides an insight into the operating environment under which the Ministry implemented its mandate and an analysis of key stakeholders and their roles. 2.1 Achievements In the planning period 2013-2017 the Ministry undertook a number of interventions geared towards achievement of the set targets. Some of the key achievements during the period are highlighted in this chapter. 2.1.1 Development and Review of Policies The Ministry developed/reviewed various policies, strategies and guidelines in the period under review. Key policy, legal and institutional reforms undertaken include; enactment of Agriculture and Food Act (2013), Crops Act (2013), and Kenya Agricultural and Livestock Research Act (2013), which operationalized Agriculture Food Authority (AFA) and the Kenya Agricultural and Livestock Research Organization (KALRO). A number of policies and strategies were initiated and are at different levels of completion. These include; the overarching Agriculture Policy, National Co-operative Policy, National Agricultural Mechanization Policy, Urban and Peri-Urban Policy, Agro Chemical Industry Policy, Organic Agriculture Policy, Sugar Industry Policy, National Agricultural Insurance Policy, Cereals Policy, National Agricultural Soils Management Policy, National Livestock Policy, Veterinary Policy, Beekeeping Policy, Poultry Policy, Dairy Industry Regulation, Camel Development Policy, Livestock Feeds Policy, Livestock Breeding Policy, National Agricultural Marketing Strategy, Climate Smart Agriculture Strategy, Oil and Nuts Crops Strategy, Tsetse and Trypanosomiasis Eradication Strategy, National rainwater harvesting strategy and water storage investment plans. The Bills/Acts that were developed include the Fisheries Management and Development Act, No. 35 of 2016, Warehouse Receipts System Bill, Tsetse Bill, Dairy Industry Bill. In addition, disease and pest control contingency plans and strategies for management of diseases of economic importance (FMD, PPR, RVF, draft CBPP) were developed. Further, standards and residue plans for veterinary public health and codes of inspection for conventional and non-conventional animal products were developed. The Veterinary Medicines Act 2012 was enacted during the same period and the Veterinary Medicines Directorate was established and operationalized. Under co-operatives, the development of several guidelines, standards and manuals were initiated. These include: the investment guidelines; educational and training guidelines; SACCO 17 prudential standards and regulations; co-operative management guidelines; Co-operatives Code of Conduct; co-operative inspections and inquiries manuals and revitalization strategy for commodity co-operatives. 2.1.2 Vaccine and Semen Production The Ministry developed purified oil-based Foot and Mouth Disease (FMD) vaccines which confer longer immunity of up to one year with a shelf life of up to two years. The production of oil-based FMD vaccine reduced the cost of vaccination by over 50 per cent (i.e. from Kshs.100 to Kshs.50 per dose). Within the period, a total of 135 million doses of assorted vaccines for animal disease control were produced and a new thermo-tolerant I-2 Newcastle disease vaccine developed. The Ministry further produced and distributed 2.8 million straws of cattle semen to ensure availability of quality livestock breeding stock and genetic materials. In addition, four Liquid Nitrogen plants were installed in Meru, Nyahururu, Sotik and Kirinyaga to facilitate semen distribution. A bull station was constructed in Agricultural Development Corporation (ADC) Sabwani in Trans-Nzoia County and is awaiting operationalization. 2.1.3 Livestock and Crop Insurance In the plan period, 90,069 Tropical Livestock Units (TLUs) were insured through the Kenya Livestock Insurance Programme (KLIP) to cushion pastoralists against feed challenges occasioned by drought in 8 out of the targeted 14 counties. The farmers were also supported with feed supplements, drugs and vaccines and livestock off-take as drought mitigation measures. During the 2016/17 financial year, 12,000 households were paid a total of Ksh. 215milllion as compensation for drought. Under Crop insurance, 1,000 farmers procured insurance cover in the pilot phase which covered three counties of Bungoma, Embu and Nakuru. The sector formalized the formation of insurance pool of 7 insurance companies as an underwriter for the programme. 400 county staff were trained on crop insurance implementation and 100,000 farmers in 10 counties were sensitized. The project procured yield estimation (crop-cutting) equipment for use in the 10 counties. In addition, the Ministry developed electronic data management systems for crop and livestock insurance. 2.1.4 Fisheries Management and Development During the plan period, the Ministry constructed fish quality control laboratories in Nairobi, Kisumu and Mombasa; procured an offshore Patrol Vessel (P.V Doria) for surveillance of deep sea fishing and two patrol boats, one for Lake Victoria and another for Lake Turkana; established a Monitoring, Control and Surveillance (MCS) Center in Mombasa and installed a Vessel Monitoring System (VMS). The Ministry also restocked 135 dams, 11 rivers and 3 lakes with a total of 4,881,663 assorted fish fingerlings to increase productivity and developed seaweed farming in Kibuyuni, Kwale County. 18 2.1.5 Tsetse Control To eradicate Tsetse and Trypanosomiasis, various interventions were carried out in five tsetse belts zones covering Lake Victoria basin, Lake Bogoria Basin, Meru/Mwea regions and Coast– Galana Kulalu. The suppression of Tsetse and Trypanosomiasis in the five tsetse belts led to the start of diversified economic activities like dairy farming and crop production in Bungoma and tourism in Ruma. 2.1.6 The Fertilizer Cost Reduction Strategy During the period, 615,121Metric Tonnes (MT) of various types of fertilizer were procured to support price stabilization mechanism. Under this programme market prices for Diammoniun Phosphate (DAP) reduced from Kshs. 6,500 to Kshs. to 3,100 while Calcium Ammonium Nitrate (CAN) market price dropped from Kshs. 3,000 to Kshs. 2,600 per 50kg bag. In addition, the Ministry identified Toyota Tsusho Corporation as a strategic partner for fertilizer blending. 2.1.7 Grain Drying and Storage Facilities The Ministry spearheaded the development of community-based grain drying and storage facilities so as to address grain quality issues with a view to limit quality deterioration (post harvest losses and aflatoxin contamination) and enhance grain marketing. A total of 36 mobile grain driers were procured and distributed to 36 sub-counties in the main grain growing regions. Further, a total of 13 community-based grain storage facilities were constructed in 10 counties. 2.1.8 Agriculture Mechanization A total of 72 tractors, 16 combine harvesters, 52 reapers and 22 threshers were distributed to rice farmers‟ organizations to increase mechanization in rice farming at Ahero and Mwea Irrigation schemes. 2.1.9 Agriculture Research During the period under review, 15 fodder varieties and four improved pasture grasses were developed; improved indigenous chicken breeds was produced, improved poultry feeds; introduced 421 varieties of different crops; developed crop suitability maps; produced and distributed 2,700 improved Sahiwal and Boran bulls and 1,000 heifers of Boran-Friesian crosses. 2.1.10 Co-operative Development During the review period, the State Department for Co-operatives embarked on modernization of New Kenya Co-operative Creameries (New KCC) plant and equipment. The Department facilitated payment of debts owed to dairy farmers by the defunct KCC amounting to Kshs 442 Million and coffee debt waivers amounting to Kshs 2.4 Billion. A strategy for revitalization of cotton ginneries was developed. Additionally, 7,405 new co-operatives including four diaspora co-operatives were registered. As a result, the total number of registered co-operative enterprises stood at 22,131 as at the end of the review period. As at 2017, co-operatives mobilized Kshs 637 billion as savings, accumulated assets worth over Ksh.1trillion and have a loan portfolio exceeding Ksh.700 billion. 19 The SACCO Societies Regulatory Authority (SASRA) continued implementing the Risk Based Supervision (RBS) framework which allows SACCOs to submit online returns for regulatory monitoring. This led to an increase in savings for deposit taking SACCOs from Kshs 258.2 Billion to Ksh 268Billion. The Ethics Commission for Co-operative Societies (ECCOs) was established to enforce good governance in Co-operatives. ECCOs managed to develop Co-operative Management guidelines, enforce good governance through creation of awareness and inspections and monitored integrity status of the co-operative leadership. To enhance co-operative disputes resolution mechanisms, co-operative tribunals were decentralized to various regions i.e. (Mombasa, Kisumu Embu, Nakuru and Kakamega) 2.1.10 Implementation Challenges The following challenges were faced during the implementation of the Strategic Plan 2013-2017: i Delay and inadequate exchequer releases and austerity measures; ii Delays in uploading of budgeted development funds in the IFMIS and occasional access failure of IFMIS system hindering timely transactions; iii Settling of overrun expenditure and pending bills; iv Occasional litigations on tender awards; v Prolonged electioneering period in 2017/18 delayed implementation of planned activities; vi Weak governance framework within the co-operative sector occasioned by delayed efforts towards the alignment of the existing policy, legal and regulatory framework with the Constitution; and vii Inadequate monitoring, evaluation, and reporting system. 2.3 Lessons Learnt The implementation of the 2013-2017 Strategic Plan provided useful lessons which will be applied in the implementation of this Strategic Plan. The lessons include: i Closer collaboration between the National and County governments is required on the issues of capacity building, policy development and implementation. ii The need to continue with the efforts to enhance linkages and build stronger collaboration with all the stakeholders in order to ensure sustainable food security and efficient service delivery. iii Need for sector Monitoring and Evaluation framework and a system for effective and efficient utilization of resources, timely achievement of the desired results and data and information sharing. iv Absence of evidence-based planning resulted to limitation of informed decision making. v Political goodwill in legislation is important. vi Performance management should be linked to strategic planning. 1 2.4 Environmental Scan This involves an analysis of the institutional Strengths, Weaknesses, Opportunities and Threats (SWOT); and the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) aspects. 2.4.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. Table 1: Strength, Weakness, Opportunities, Threat (SWOT) Analysis Strengths a. Qualified personnel experienced in various fields b. Availability of basic infrastructure, land and equipment for affiliated institutions, facilitating expansion c. State corporations and SAGAs that deliver the State Department‟s mandate d. Existence of a variety of policies and legal frame works e. Good relationship with stakeholders f. Institutional arrangements in place g. Established research institutions in agriculture h. Existence of specialized regulators (SASRA, CMA, KEPHIS, Dairy Board, HCD, AFA) Weaknesses a. Ageing technical staff b. Inadequate staff c. Inadequate government funding of key programmes d. Low utilization of modern technologies e. Inadequate infrastructural capacities f. Inadequate capacity to catalyze agricultural technology dissemination; g. Inadequate policy and Legal framework h. Absence of a data bank and other real-time information on co-operatives for timely decision making i. Weak monitoring and evaluation system j. Weak inter/intra coordination mechanisms between national and county to county governments k. Limited participation of co-operatives in value addition l. Inadequate market information sharing within co-operatives m. Inadequate access to credit n. Limited social inclusivity for youth, PLWD, Women and indigenous communities Opportunities a. Supportive policies and favorable political climate; b. Recognition by Vision 2030 to drive the economic pillar c. Emerging focus on value addition activities d. Accreditation and membership to various regional and international bodies such as ICA, WOCCU, ACCOSCA, ICA Threats a. Abrupt splits and mergers of ministries b. Overlaps of mandates and functions on value addition activities across state departments c. Budget austerity measures which affect implementation of planned programmes d. Emerging pests and diseases e. Low interest in agriculture by youth f. Negative impact of Climate change 2 AFRICA,OIE,IBAR, IFAD, FAO, Desert locust organization e. Existence of collaborating institutions e.g. learning institutions, Research organizations, UN and other international bodies f. Increased opportunities under the Africa Continental Free Trade Agreement, AGOA g. Existence of new technologies h. Supportive development partners i. Availability of natural resources for expansion of agriculture e.g. land, water j. Existence of trained agriculture professionals k. Large livestock resources l. Responsive farming community; m. Availability of national, regional and global markets g. Changing market requirements (standards) and consumer preferences h. Encroachment of strategic institutional land i. Change in agricultural land-use and loss of biodiversity j. Insecurity and instability in the region and organized crime especially among the youth. k. Weak national ethos, governance, and integrity issues l. Human Diseases e.g. lifestyle diseases and other communicable diseases. m. Human Wildlife conflict 2.4.2 Political, Economic, Social, Technological, Environmental and Legal This Political, Economic, Social, Technological, Environmental and Legal (PESTEL) tool enables the Ministry to focus on the operating environment and the factors that are likely to impact negatively or positively in the process of implementing the Strategic Plan. Table 2: PESTEL analysis Category Issue Strategic Implications (Effects) 1. Political Political goodwill  Changes in ministry leadership would have an impact on the Strategic Plan implementation depending on the priorities of the new leadership Devolution of sector  Likelihood of increased taxation at county level  Differences in levels of support by County Governments Political competition  Disruption of normal socio-economic life during impending political cycles  Uncertainties due to change of government Inter-Governmental Relations  Political interference on the already established consultation, coordination and cooperation mechanism (JAS-IGS, Sector Working Groups) could lead to disharmony between the working 3 Category Issue Strategic Implications (Effects) relationships between the two levels of government Governance Structures in the Country Strong structures leading to effective coordination and growth 2. Economic Taxes and levies  Will affect the disposable income and hence growth of the sector Unemployment and poverty  Negative impact on income generation, savings hence livelihoods Macro-Economic instability  Negative and adverse effects on performance of enterprises across the sector Private Public Partnership  Increased private sector participation and investment leading to accelerated growth in the sector 3. Social Population growth  Rapid population growth will exert pressure on available resources especially land for agricultural production Rural urban migration  Mass exodus of youthful population to urban areas leading to inadequate Labor/manpower resources in the rural areas to participate in agricultural production. Disease prevalence  High prevalence of diseases such as HIV/AIDS and malaria, and non communicable diseases (cancer, diabetes etc.) continue to have a toll on the productive members of society. social inclusion  Inadequate social inclusion and participation and other retrogressive cultural practices that limit full participation of some segments of society (e.g. women and youth) Mismatch and inadequate skills  Lack of meritocracy and effective management skills and poor deployment of staff, patronage and objectivity of management staffing.  Inadequate education and training hinders growth and development of sector Poverty levels and inequalities  High poverty levels and inequalities lead to social conflict including crime and insecurity affecting growth and 4 Category Issue Strategic Implications (Effects) productivity of the sector. Culture of social glorification of wealth  Corruption and embezzlement of resources threatens growth and development especially in leadership. Citizens awareness  There is increased public awareness on government services and citizenry entitlement leading to demand for timely and quality services. 4. Technological Advanced technology standards  Advanced technology has led improved production and productivity. Information and Communications Technology(ICT) and ICT Infrastructure  Improved network infrastructure in the country has improved information sharing. ICT literacy levels  Inadequate ICT skills and personnel is a challenge on performance and service delivery. Visibility and interaction  Existence of digital platforms has improved working conditions and interactions. Cyber security and threats  Advancement in technology has led to cyber threats, which pose a great risk to various sector operations. Resistance to change and adoption to new technologies  Adopting to rapid advances in technology is expensive. 5. Legal Multiplicity of legal instruments  Expediency of business execution is hampered by multiplicity of legal instruments. Delays in enactment of enabling legislation  Long processes in enacting legislations greatly hamper sector development. Outdated legal regime.  Non-alignment to the Constitution brings conflict in execution of mandates at the two levels of government. Tariff and non-tariff barriers  Reduced market penetration for commodities Slow, inaccessible and unaffordable legal/judicial processes  Expensive and slow judicial processes cause delays in resolution of issues thus governance issues continue to impede sound management of institutions within the sector.  Dynamics of the business 5 Category Issue Strategic Implications (Effects) environment requires timely adjustment of the legal instruments; hence inaction hampers compliance and often imposes implicit costs to enterprises through loss of business opportunities 6. Environmental Environmental pollution and degradation  Poor agricultural practices affecting the ecosystem. Climate change and weather variability  Climate change and extreme weather will lead to disruption of agricultural activities leading to dismal performance. Disposal and management of waste including e-waste  Non-adherence to safeguards policies on waste disposal of non-degradable exacerbates pollution posing an environmental and health problems.  Continued use of electronic and electrical equipment leads to increase in stockpiles of e-waste posing an environmental and health problems Disasters and hazards  Sustained damage to the environment and losses to the economy. 2.4.3 Stakeholder Analysis The stakeholders in the agriculture and co-operative sectors play a complementary role which is critical for realization of the Ministry‟s objectives and successful implementation of this strategic plan. The table below maps key stakeholders and their roles. Table 3: Stakeholder Analysis S/No Stakeholder Stakeholder expectation from the Ministry Ministry’s expectations 1. Research Organizations  Policy guidance  Enhanced linkages and networks with other research Institutions and stakeholders at local level  Key source of agricultural technologies and innovations, genetic resources, knowledge, information and data; Involvement in research agenda setting,  Facilitating exchange programs/Mentoring 2. Regulators Well defined national policies, legal and regulatory  Enforcement and adherence to law for 6 S/No Stakeholder Stakeholder expectation from the Ministry Ministry’s expectations environment quality assurance  Participation in policy making 3. Learning Institutions Opportunities for internship, data and industrial linkages for skills development and commercialization of research findings  Supply of skilled manpower; technology development and transfer;  Facilitating exchange programs 4. Farmers/Farmer Organizations/Community Based Organizations Research findings, innovations and technology packages for adoption and up-scaling  Promotion of adoption of new technologies in agricultural production  Participation in policy making 5. Primary Cooperatives  Timely information and education to the leaders, staff, members, and the general Society  Enabling policy, procedures, and legal framework  Fair enforcement of the law  Enforcement of Good governance  Capacity building for devolved units  Collection, Collation and dissemination of up-to-date industry data  Offer feedback to the Ministry on performance  Provide effective and efficient services  Compliance with policy, legal and regulatory framework  Upholding of good governance 6. Development Partners  Policy guidance and coordination  Transparency, accountability, and value for money  Technical and financial support for programmes and projects  Proactive engagement 7. Financial Institutions  Provide policy guidance in financial inclusion  Provide credit in value chains  Provide feedback on financial inclusion programmes 8. Private Sector  Enabling business environment  Research and innovations development that  Support to sector development  Public-Private partnerships 7 S/No Stakeholder Stakeholder expectation from the Ministry Ministry’s expectations are commercially viable  Develop frameworks for partnership with private sector 9. Ministries/State Departments/ Government Agencies  Support and collaboration in development and implementations of policies, legal frameworks, projects and programmes Synergies and Capacity building 10. Media Data and information of the sector Publicity and awareness creation for the sector 11. Parliament  Development and implementation of policies, legislations and budget that addresses the sector needs;  Transparency and accountability Approval of budgets, policies and legislations 12. County Governments Involvement in policy formulation, disseminations of research findings and innovations and setting of the sector‟s research agenda Support in development and implementations of policies and legal frameworks and providing feedback on sector‟s performance 8 CHAPTER THREE: STRATEGIC MODEL 3.0 Overview This chapter provides the Vision, Mission and core values of the Ministry. It also articulates the strategic issues the Ministry will address to achieve its strategic objectives for the plan period. Further, it outlines the strategic interventions that will be implemented to meet the strategic objectives. 3.1 Vision Statement, Mission Statement and Core Values; 3.1.1 Vision A food secure and prosperous nation anchored on innovative, competitive and commercially oriented agriculture and co-operatives sector. 3.1.2 Mission To create an enabling environment for sustainable food and nutrition security, sustainable co operatives sector and improved livelihoods for all Kenyans 3.1.3 Core values In implementation of this Strategic Plan, the Ministry will be guided by the following principles i. Professionalism; ii. Integrity; iii. Efficiency and effectiveness iv. Responsiveness; v. Partnerships; vi. Teamwork; vii. Customer focus; and viii. Inclusivity. 3.2 Key Result Areas During the plan period, the Ministry‟s strategic interventions will focus on the following key result areas: 1. Policy and Legal Framework; 2. Agricultural Sector Productivity Improvement; 3. Food and Nutrition Security; 4. Investment in Blue Economy; 5. Market Access and Trade; 6. Institutional Capacity; 9 7. Youth, Women and Vulnerable groups Involvement in Agriculture, Blue Economy and Co-operatives; 8. Leadership and Integrity; 3.3 Strategic Objectives and Strategies The strategic issues and objectives are informed by the situational analysis and the review of the previous Strategic Plan and Medium Term Plan II (2013-2017); priorities contained in the Third Medium Term Plan (MTP III 2018-2022); the Big Four Government Priorities; Jubilee Government Manifesto; Sustainable Development Goals (SDGs); the Agricultural Sector Transformation and Growth Strategy (ASTGS) and other agricultural and co-operatives sector policies and strategies. The strategic objectives will be achieved through the various specified strategies. The implementation plan (Annex 1) provides details of the activities to be undertaken, the expected outputs, performance indicators, financial implications and responsible offices. Key Result Area 1: Policy and Legal Framework The desire for an innovative, commercially-oriented and modern agriculture as outlined in Kenya Vision 2030 has continued to be undermined by weak policy and legal framework. There exist gaps and overlaps in the formulation of legal and policy frameworks and their implementation. To address the issues, the Ministry will formulate and review policies and legal frameworks. 3.3.1 Strategic Objective: To Create an Enabling Environment for Agricultural and Co operatives Development The Ministry aims at developing, reviewing and finalizing policies and legal frameworks to create an enabling environment for sustainable development of the agricultural and co-operatives sector. This takes cognizance of the fact that agriculture and co-operatives growth and transformation depends on collaborative and coordinated efforts of multi-stakeholders contributions and of the vibrant sectors in Kenya. The development/review of the policies and legal framework will be participatory, involving all key stakeholders in the sectors. 3.3.1.1 Develop/Review the Agricultural and Co-operatives Policies and Legal Framework The Ministry will continue to create an enabling environment for agricultural and co-operatives development by developing the: National Agricultural Insurance Policy; Food Waste Management Policy; Fibre Crops Policy; Agricultural Mechanization Policy; National Agricultural Soil Management Policy; Agro Chemical Industry Policy, National Sugar Industry Policy; Coffee Policy; Integrated National Marine Policy; Fishing Ports and Associated Infrastructure Policy, Veterinary Laboratory Policy; Anti-Microbial Resistance (AMR) Policy; Hides, Skins, Leather and Leather Products Policy. The Ministry will also review/finalize the: Agricultural Policy; National Co-operatives Policy; National Oceans and Fisheries Policy 2008; National Agricultural Research System Policy; 10 National Agriculture Sector Extension Policy; Dairy Industry Policy; Animal Breeding Policy; Livestock Feedstuff Policy; and Veterinary Policy. 3.3.1.2. Develop/Review Strategies and Legislation The Ministry will coordinate the development/review of the following strategies: Agricultural Sector Transformation and Growth Strategy (ASTGS); Roots and Tubers Crops Strategy; National Urban and Peri-Urban Agriculture Strategy; National Agricultural Marketing Strategy; Oil and Nuts Crops Strategy; National Cereals Strategy; the Value Addition Strategy; Disease Control Strategies and Contingency Plans; Acaricide Resistance Management Strategy; Hides and Skins Development Strategy; Livestock Identification and Traceability Strategy; Breeding Services Provision Strategy, Guidelines and Technical Manuals; Strategy for Diagnosis, Surveillance, Epidemiology, Control and Prevention of Zoonoses; Livestock Master Plan; Blue Economy Strategy; Integrated Marine Spatial Plan; Anti-Microbial Resistance (AMR) National Action Plan; Co-operative Financial Deepening and Inclusion Strategy; Co-operatives Investments Strategy; Co-operatives Housing Strategy; and Strategy for Co-operatives to participate in Capital Market. In addition, the Acts to be reviewed include: KALR Act, Agriculture and Food Authority (2013) Act, Animals Disease Act cap 364 (birds rules 2010, hatchery Rules 2010, control of bird diseases 2010); Hides and Skins Act Cap 359; Meat control Act Cap 356 (poultry meat inspection rules 2010); Veterinary Public Health (VPH) Act; Breeding rules; and Co-operative Societies Act No. 12 of 1997 (Amended in 2004); SACCO Societies Act No.14 of 2008. Further, the Ministry will develop the Agricultural Mechanization Bill; Flour Blending Bill, Livestock Bill; Kenya School of Animal Science Bill; Animal Welfare and Protection Bill; Bee Health Bill; and Animal Production Professionals Bill. In addition, the Ministry will develop the following regulations during the Plan period: the Warehouse Receipt Systems Regulations; the Seeds and Plant Varieties (Plant Breeders‟ Rights) Regulations; the Seeds and Plant Varieties (Conservation of Genetic) Regulations; Food Crops General Regulations; Miraa Regulations; Nairobi Coffee Exchange Regulations; the Kenya Plant Health Inspectorate Service (General) Regulations and Fertilizer and Animal Feedstuffs (General) Regulations; Veterinary Laboratories Regulations; Dairy Industry Regulations; Bee Industry Regulations; Livestock Identification and Traceability System (LITS) Regulations; legislation for animal production professionals; Fish Levy Trust Fund regulations; Fisheries Management and Development Regulations; regulation for breeding of emerging livestock (bees, donkeys, ostriches); and rules and regulations on ethical issues in agricultural research; Co operative Societies Act No. 12 of 1997 (Amended in 2004); SACCO Societies Act No.14 of 2008 rules and regulations; and Prudential regulations for SACCOS not under supervision of SASRA. 11 3.3.1.3 Develop guidelines and standards During the plan period, the Ministry will develop guidelines and standards to harmonize activities in the agricultural and Co-operative sectors. The guidelines to be developed include: Agricultural information re-packing and sharing; agricultural produce and food markets infrastructure and information management; Formation and capacity building of value chain actors and institutions guidelines; Selection and capacity building of lead farmers and establishment of demonstration farms guidelines; formation and capacity building of business groups for the youth for provision of quality agribusiness services; and guidelines on movement, importation and exportation of biological materials; guidelines for diaspora funds; Guidelines for start-up SACCO societies; guidelines on pensioners participation in SACCOs; Investment guidelines; Prudential guidelines on good corporate practices in the co-operative movement; Induction guidelines on good corporate practices for newly elected co-operative leaders, staff and members; guidelines on Islamic financial products; Alternative Dispute Resolution (ADR) guidelines. The Ministry will also develop standards on Norms and values for commodity institutions; and Import of animal genetics. Further, the Ministry will develop/review the following manuals: standardize co-operatives education and training manual; co-operative audit manual; and co-operative officers handbook. 3.3.1.4 Implement Regional, Bilateral and Multilateral Agreements/Protocols The Ministry in collaboration with other Ministries, Departments and Agencies (MDAs) will implement Malabo commitments within CAADP framework; Agenda 2063; SDGs and other regional, bilateral and multilateral commitments and agreements. Key Result Area 2: Agricultural Sector Productivity Improvement Kenya has a vast and varied agricultural land use capability due to diverse agro-ecological zones. However, competing land uses and the fragmentation of agricultural land in the high potential areas due to population pressure continues to reduce the overall land productivity and outputs. Land productivity is further constrained by poor farming methods due to low adoption of new agricultural technologies and innovations attributed to weak research-extension-farmer linkages and inadequate demand-driven research. Other factors constraining production include low use of quality agricultural inputs; poor breeds and breeding practices; prevalence of crop and animal diseases; negative impacts of climate change; environmental degradation; low levels of private investment in the sector; and inadequate investment in water for crop, livestock, fodder production and aquaculture. There is limited use of farm machinery and equipment for carrying out farm operations which makes production inefficient. There is also the challenge of post-harvest management in the sector that is estimated at 20 per cent. For example, in the cereal production, 20-25% is lost during post-harvest, with the bulk of losses occurring during drying. In addition, in the last 10 12 years, incidences of aflatoxin contamination in human food and livestock feed have been reported particularly in Arid and Semi-Arid Lands (ASALs) mainly due to existence of Aspergillus flavus fungus in soils and poor drying and storage practices. Further, crop and livestock production systems are mainly rain-fed and climate change poses a great risk to sustainable productivity due to a combination of factors such as inadequate rainfall, high temperatures, and emerging pests and diseases. In the ASALs livestock productivity is limited by recurrent droughts and inadequate resilience of the ASAL communities. 3.3.2 Strategic Objective: To Increase Productivity and Outputs in the Agriculture Sector The agriculture sector can realize increased production and productivity for food and nutrition security, employment creation and foreign exchange. This will be realized by sustaining the crops, livestock and fisheries resource base; increasing capacity for production, improving delivery of extension and advisory services through capacity building, increased farm mechanization and supporting technology development and transfer. The Ministry will endeavor to ensure that promoting agricultural productivity and production will be done in a manner that will not compromise the environment. During the plan period, the following strategies will be implemented: 3.3.2.1 Fertilizer Cost Reduction Programme This is a Kenya Vision 2030 flagship programme and will address issues of access and affordability of fertilizer for sustainable crop productivity. The Ministry will subsidize 300,000MT of assorted fertilizer annually; coordinate soil analysis in beneficiary regions; and evaluate the impact of the subsidy programme on crop productivity. The Ministry in collaboration with private investors will explore local manufacturing of Ammonia, Urea, DAP and NPK fertilizers and appropriate blends. Further, the Ministry will also collaborate with county governments to ensure effective and efficient distribution of fertilizer to farmers. 3.3.2.2 Agricultural Inputs Access Programme The Programme aims to improve access to agricultural inputs (fertilizers, livestock and fish feeds, veterinary inputs, small farm machinery and equipment, high-quality seeds, fingerlings and breeding stock) in targeted crops, livestock and fisheries value chains. Eligible smallholder farmers, pastoralists and fisher folk will access inputs in addition to other services through an e payment system managed by a financial institution. 3.3.2.3 National Farmer Registration Kenya has not conducted a census of agriculture since independence and the current production data has inconsistencies that have not been resolved over time. To address this challenge, an agricultural module will be integrated into the “Huduma Number” registration as well as in the 13 Population and Housing Census conducted by the Kenya National Bureau of Statistics in 2019. Once the census result are released a detailed analysis of registered farmers will be done to allow informed decision making and proper planning in the agriculture sector. 3.3.2.4 Miraa Farmers Livelihood Improvement Miraa crop is mainly grown in Meru, Tharaka Nithi and Embu Counties. The programme focuses on improving production and marketing of the Miraa crop while supporting farmers to venture into additional enterprises to improve their livelihoods. The crop will be promoted through international trade fairs in order to reclaim the lost market and explore new ones. Trade in the domestic market will be supported through removal of restrictions and awareness creation among the public on the status of the crop. A data base of Miraa farmers will be established through farmer registration. Other key activities that will be supported include establishment of marketing sheds; establishment of Miraa Research Institute and; capacity building of farmers and extension staff. A Directorate on Miraa will be established under Agriculture and Food Authority (AFA) and Regulations/standards/code of practice will be developed and enforced jointly by AFA and Kenya Bureau of Standards (KeBS) to support the growth and transformation of the sub-sector. 3.3.2.5: Food and Crops diversification through traditional high value crops This will improve farmers‟ access to quality seeds and planting materials of drought tolerant traditional high value crops in the arid and semi-arid areas. This will be done through up-scaling seed bulking and distribution in identified institutions and farmer groups. The Ministry plans to provide 2,304 MT of high value crop seeds. 3.3.2.6 Revitalization of Industrial Crops The Ministry will take measures to revitalize industrial crops. The crops targeted will be coffee, tea, sugarcane, cotton, nuts and oil crops, and pyrethrum. To revitalize the coffee industry, the Ministry will implement the recommendations of the Presidential Coffee Reforms Task Force Report of 2016 to address low productivity, inefficient processing and narrow markets, high cost of production, declining area under coffee, low value addition, inefficient farmers‟ organizations and weak regulatory frameworks. On the tea industry, a framework for development of the industry will be developed with the aim of promoting and providing guidance to tea industry stakeholders on investment decisions for the manufacture of high value specialty teas. Measures will be taken to increase production and productivity of tea; promote product diversification by increasing the tea sector product range; promote secondary tea product processing, branding, profiling and packaging; promote establishment of cottage factories for manufacture of special tea products; and explore and develop non-traditional tea markets. In regard to the sugar industry, the Ministry will promote cane production and supply to 14 factories; reduction of production costs; availability of high quality seed cane, improvement of crop husbandry practices; irrigation of cane production; strengthening of growers organizations; modernization of equipment; and improved access to financial services among cane farmers. The Cotton industry will be revitalized through improved coordination along the cotton value chain; technical capacity building of producers; improved availability of quality inputs; and modernization of processing facilities including ginneries and development of cottage industries for value addition. The Ministry will support improved production and efficiencies in the oil and nuts value chains. The aim will be to transform the oil and nut crops subsector into one of the major contributors to the 7 percent annual agricultural growth rate as envisaged in Vision 2030. The pyrethrum industry will be revitalized in order to improve livelihoods of close to two million farmers who relied on the crop before near collapse of the industry. The interventions are aimed at improvement of efficiencies and reduction of production cost; empowering pyrethrum farmers; determining research priorities; and facilitating the development and propagation of high yielding planting materials. 3.3.2.7 On-farm Land and Environmental Management The Ministry will support production and distribution of one million seedlings of fruits, nuts and oil crops annually. It will also increase crop production on small scale irrigation through construction of 5,000 water pans annually. 3.3.2.8 Crop Disease and Pest Control Capacity will be built to enable the establishment of plant health management clinics that will offer diagnostic and control services on prevalent and emerging crop pests and diseases. The Ministry will provide plant protection services through monitoring, surveillance and control of trans-boundary pests (Quelea quelea aethiopica, African Armyworm, Fall Armyworm and Locusts). In collaboration with international organizations and County Governments, the Ministry will carry out Quelea colony surveys and control operations; install and service armyworm traps; conduct locust surveys and control 100% of locust outbreaks and train county staff. Surveillance and monitoring of emerging pests and diseases will also be undertaken by carrying out national surveys on Maize Lethal Necrosis Disease (MLND), Potato Cyst Nematode (PCN) and Tomato Leaf Miner (Tuta absoluta). Further, training of stakeholders will be conducted and technical materials on emerging pests developed and disseminated. 3.3.2.9 Support to Agricultural Engineering Technology Development This will entail increased support to key areas that include farm mechanization, agro-processing, post-harvest management and sustainable land management. This will be achieved through improved technology development, upscaling appropriate technologies and innovations, and 15 modernization/transformation of existing Agricultural Technology Development Centers (ATDCs) into regional centers of excellence. The ATDCs will be strengthened by building their capacities, provision of appropriate machinery and infrastructure development. The Ministry will also address the issues of post- harvest losses through capacity building at all levels of food value chains. 3.3.2.10 Improved Agricultural Mechanization Agricultural mechanization will be strengthened through supporting counties to provide affordable agricultural mechanization services to small scale farmers. This will be achieved through sourcing and distribution of 600 tractors (60/100hp) and accessory equipment for maize farmers, 250 tractors (55/60hp) and accessory equipment for potato farmers, 300 tractors and accessory equipment for rice farmers and 3,000 walking tractors to various farmers across counties at subsidized prices in partnership with Agricultural Finance Corporation (AFC). This will be done through collaboration and partnerships with the countries of origin and the end users of the technologies in the counties. 3.3.2.11 Promote rangeland management and conservation Kenyan rangelands resource are fragile and threatened by land fragmentation, encroachment by agro-pastoral farming, invasive species, over-stocking and over-grazing, land degradation, negative impacts of climate variability and change characterized by persistent and recurrent droughts, and loss of traditional adaptive resource use strategies. To address these concerns the government will: undertake assessment and valuation of rangeland resources; build capacities on range management and conservation; undertake range conservation and reseeding; and strengthen networks and partnerships among the pastoral and agro-pastoral communities. 3.3.2.12 Promote Climate Smart Agriculture (CSA) The Ministry will promote CSA practices which sustainably increase productivity particularly among small scale farmers, enhance resilience and improve food security while mitigating impacts of climate change. Adaptation will be achieved by climate-proofing of on-going programs and projects in the sector and undertaking specific targeted activities. The Ministry will carry out a baseline survey to establish the national status of adaptation and mitigation followed by capacity building of staff on appropriate climate proofing measures. A monitoring and evaluation framework will also be established to assess progress towards achieving climate smart objectives. The mitigation measures will include: reducing emissions of carbon dioxide emanating from agricultural activities, promoting agro-forestry and afforestation, reduction of deforestation, reducing use of methane and nitrous oxide through efficient application of nitrogen-based fertilizers and sequestering carbon or carbon sinks. 16 3.3.2.13 Improve livestock breeds and breeding The Ministry seeks to increase the number of farmers with skills to undertake breeding, increase availability of quality breeds and improve regulation of breeding and service provision. This will be done through: development of breeding plans for specific breeds; capacity building on breed selection across all species; acquisition of new germplasm (semen, embryo, eggs, live animals); support of breeding, multiplication and conservation of stock; support the improvement of the breeding and multiplication infrastructure for poultry, pigs, rabbits, bees, sheep and goats; development of guidelines to match breeds to environment; development and monitoring of quality assurance system for all genetics; and awareness creation on modern breeding technologies. 3.3.2.14 Enhance availability of quality feeds and supplements Enhancing availability of quality feeds and supplements will lead to increased productivity. This will be realized through: building capacity on production of forage seeds and feed ration formulation; undertaking feed quality control inspections; development and review of standards for animal feeds; promoting production, conservation and commercialization of pasture and fodder; establishing strategic feed reserves; creating linkages between public and private to increase mechanization and proper storage of feeds; and lobbying for tax exemptions for feed ingredients. 3.3.2.15 Enhance animal diseases control During the plan period, the Ministry will implement measures aimed at reduced prevalence of disease and increased awareness of animal welfare. This will be through undertaking surveillance and mapping of diseases; carrying out disease risk management and disaster preparedness; mainstreaming animal welfare in animal production; developing database for management of animal health and production information; and implementing disease control strategies and contingency plans. In addition the Ministry will complete establishment Bachuma Livestock Export Zone; boost Border Inspection Posts (BIP) capacity to prevent entry into the country of trans-boundary diseases; rehabilitate and equip 11 laboratories, refurbish and equip 4 efficacy trial centers; carry out epidemiological surveillance of animal diseases and undertake inspection of animals and approval of premises such as hatcheries, breeding centers, quarantine stations; certification of animal products; approval of processing facilities and enforcement of other disease control measures. 3.3.2.17 Promote Adoption of Improved Agricultural Technologies To increase productivity in the sector, the Ministry will: identify research needs and collaborate with partners and research institutions; develop and disseminate materials on improved agricultural production technologies; support technology transfer; develop extension 17 management guidelines; and develop legislation to regulate content and delivery of extension messages 3.3.2.18 Aquaculture Technology Development and Innovations Transfer The programme aim is to upgrade the aquaculture facilities at Sagana and Kiganjo by developing the necessary aquaculture technologies and innovations and transfer the same through trainings and demonstrations (Aquaponics) in schools and other learning institutions in the counties. This is geared towards efficient and sustainable use of land and water resource in food production (climate smart aquaculture). 3.3.2.19 Aquaculture Business Development Programme (ABDP) This Programme aims to alleviate rural poverty and malnutrition by bringing large numbers of poor people into Kenya‟s growing aquaculture business as small-scale producers or as village level providers of related services. The programme will cover fifteen counties, namely: Kisii, Migori, Homa Bay, Kakamega, Nyeri, Embu, Kirinyaga, Tharaka Nithi, Kiambu, Machakos, Kajiado, Kisumu, Busia, Siaya and Meru. The programme will support the small-scale fish production with priority for women and youth, by promoting viable enterprises and value addition. The approach will blend public and private sector investments in the inland fish value chains with whole-community initiatives to promote proper nutrition and food security. 3.3.2.20 Support Sea weeds farming During the Plan period, the Ministry will support small holder sea weed farmers in Coastal Counties to produce sea weed and develop value added products. 3.3.2.21 Enhance Food safety The Ministry will support measures to ensure food safety of all agricultural products along the value chain. This include safe use of drugs, chemicals and sera in control of pests, diseases and minimize residues and contaminants in agricultural products; improve traceability of crops, fisheries, livestock products; upscale food inspection services; enforcement of standards (food handling); certification of products and improve Laboratory services The Ministry will ensure accreditation of the food safety quality laboratories; implementation of Residue Monitoring Plans; and enforcement of sanitary and phyto-sanitary standards. It will further ensure that safe and high quality food is available to all Kenyans at all times by creating public awareness on relevant issues and by setting, promoting and enforcing appropriate guidelines, code of practice, standards and regulatory framework. It will also protect vulnerable population by developing capacities for early warning and emergency management. 18 3.3.2.22 Support Hides, Skins and Leather Development To meet the country‟s requirement for leather, the Ministry will promote the production and quality improvement of hides and skins. This will be achieved through promotion of animal husbandry (feeding, animal welfare, branding) breeding; capacity building of stakeholders in hides & skins; establishment of a Leather Institute in Ngong, promotion of cottage/rural tanneries; complete and equip the five export slaughter houses and six hides, skins and leather centers of leadership tanneries initiated under Economic Stimulus Programme. The Ministry will also promote bull schemes (sahiwal & boran) to improve on animal size. 3.3.2.23 Enhance Agricultural Research The Kenya Vision 2030 recognizes the role of science, technology and innovation in a modern economy. It acknowledges that new knowledge plays a central role in wealth creation, social welfare and international competitiveness. Measures to enhance technology development in agricultural value chains for increased productivity will be developed. Towards this, the Ministry will: facilitate access to soil information and data; Coordinate development of agricultural research agenda; and digitize existing data, research and other performance information to support evidence-based decision on performance management. In addition, the ministry shall support continuous research in irrigation to develop and disseminate technologies and innovations, to achieve high productivity, efficient utilization of irrigation water and achieve high quality standards. Farmers shall be encouraged to adopt the developed agricultural technologies and innovations to increase productivity and efficiency in their operations. The ministry shall also promote cooperation, collaboration and establish linkages in agricultural research, science and technology, and information sharing with all stakeholders including regional and international partners. 3.3.2.24 Promote Capacity Building The Ministry will invest in knowledge and skills transfers to both National and County government staff and stakeholders on emerging technologies and issues such as fall army worm management, green house technology, climate smart interventions, and improved livestock fisheries and aquaculture production technologies, irrigation, co-operatives development among others. Agricultural advisory and extension services will be strengthened in the counties through continuous capacity building activities. Further, extension guidelines and standards will be developed/reviewed, disseminated and enforced to ensure sustained increase in crop, livestock, irrigation, fisheries and aquaculture production and productivity. Key Result Area 3: Food and Nutrition Security Kenya faces frequent food shortages as a result of persistent droughts in most parts of the country which largely affects food production as the country depends mainly on rain-fed agriculture. In addition, high food prices and low purchasing power for large proportion of the 19 population due to high level of poverty results in food and nutrition insecurity. The national food poverty index stood at 32 percent in 2015/16 representing 14.5 million poor individuals, 35.8 per cent of these individuals were in rural areas, 24.4% in core urban and 28.9% in peri-urban areas. The Ministry is obligated to ensure 100 percent food and nutrition security by implementing strategies that will improve availability, access and consumption of diverse nutritious foods, as envisaged in the Big Four Agenda. 3.3.3 Strategic Objective 3: Enhance Food and Nutrition Security The Ministry will enhance food and nutrition security by implementing the following strategies 3.3.3.1: Strengthen Strategic Food Reserve (SFR) The purpose of the SFR is to provide a strategic food reserve in physical stock and cash equivalent to stabilize food supply and prices in the country. The Ministry will strengthen the SFRto enhance the stocking of critical foodstuffs such as maize, beans, rice, fish, powdered milk and corned beef under the management of the Strategic Food Reserve Oversight Board. The aim is to maintain at least 4 million (90 Kg) bags of maize in physical stock and its cash equivalent; 40,000 (90 Kg) bags of beans; 13,000 MT of rice; 10,000 MT of powdered milk; 5,000 MT of corned beef. Further, the government will establish Food Acquisition Programme in order to stabilize market prices for products from small-scale farmers who will be encouraged to form cooperatives in maize, wheat and potatoes, milk, meat and fish. Under the programme, the Government will buy 50% of its food requirements from small holder farmers. 3.3.3.2: Prioritized Crops production Maize: The Ministry will promote the expansion of acreage under maize in private and public institutions land through public private partnership. The target is to increase maize production from 40 to 67 million bags through enhanced procurement and distribution of subsidized high yielding maize seed varieties, subsidized fertilizer, improved disease and pest control services, subsidized mechanization operations; and crop insurance. Potato Production: The main focus will be on increasing accessibility of certified seeds, enhancing research on potato and improving postharvest handling. In collaboration with county governments, capacity building of extension officers on new and superior varieties and certified seeds will be supported. This is targeted to increase annual potato production from 1.2 to 6 million metric tons. Rice Production: The Ministry will support production of an additional 70,000 MT of rice annually through procurement and distribution of 140 MT of seed to farmers augmented with supporting farmers with various rice mechanization machinery and equipment. This will Increase rice production from 112,800 to 406,486 metric tons in the plan period. Extension officers in irrigation schemes will also be trained on technologies developed through rice research for up 20 scaling production, productivity and marketing. The Ministry will also facilitate procurement of milling machines for farmers‟ groups; access to market infrastructure and information; and coordination of stakeholders in the rice sub sector. In addition, rice from farmers will be purchased for the strategic food reserve. 3.3.3.3 Diversified Food varieties The Ministry will implement the National Food and Nutrition Security Policy through enhancement of food production and capacity building on value addition and utilization of a variety of food crops, adoption of nutrition sensitive agriculture programming, action plans and tracking nutrition indicators. In addition the National Food and Nutrition Security Council will be established. 3.3.3.4: Promote National Agricultural Insurance The aim of providing crop and livestock insurance is to manage risks and losses amongst smallholder farmers/pastoralist, increase productivity through improved access to credit and feed; and higher yielding technology such as certified seed and fertilizers. The Crop insurance currently covers 342,000 farmers in 20 counties. The Ministry will expand the crop insurance cover to 2.5 Million farmers in 31 counties during the Plan period. The livestock insurance program will be expanded to cover 500,000 households (790,000 TLUs) in 14 ASAL counties. This will enhance the capacities of pastoral communities and stakeholders on the use of insurance products for reduction of weather related risks and rebuilding of livelihood support systems in drought prone areas. 3.3.3.5: Promote fodder production, storage and conservation technologies The Ministry will enhance availability of fodder and pasture through: promotion of fodder production, storage and conservation technologies; promotion of production of drought resistant fodder crops; rehabilitation of rangelands through reseeding programs and bush control; and promotion of research on alternative livestock feeds stuffs for range lands. 3.3.3.6: Improve resilience for ASAL communities Climate change has resulted in increased and intensified droughts and floods in some parts of the country. Livestock production especially in pastoral areas has been hard hit with massive deaths of livestock leading to loss of livelihoods in the ASALs. The capacity of the pastoral communities needs to be enhanced in order to build their resilience. The ministry will promote investment in water infrastructure for livestock and agricultural production through construction and rehabilitation of water facilities and building capacities on water harvesting, storage, conservation and distribution technologies. The Ministry will promote climate change adaptation technologies and practices by supporting uptake of livestock insurance, emergency livestock off-take programmes, promotion of locally adapted livestock breeds and alternative livelihoods and strengthening of early warning information systems. 21 3.3.3.7: Rehabilitate fish landing sites in Lake Victoria The Ministry will rehabilitate Mulukoba, Wichlum, Lwanda Kotieno, Ogal, Nyandiwa and Sori Karungu fish landing sites in Lake Victoria to international standards to improve fish handling. 3.3.3.8: Strengthen Aquaculture and Fisheries Associations and BMUs The Ministry will make deliberate effort to steer the growth of the fishery industry by strengthening and capacity building of the Aquaculture Association of Kenya (AAK), the Wavuvi Association of Kenya (WAK) and the National Beach Management Units (BMUs) Networks. The Ministry will also organize BMUs into viable commercially entities. 3.3 3.9: Renovate and expand the Liwatoni Fisheries Complex The Liwatoni Fisheries Complex in Mombasa will be renovated and expanded to facilitate landing of at least 30% of fish caught by foreign vessels in Kenya‟s EEZ. This will entail renovation and expansion of a fisheries jetty, cold storage facilities and an auction centre. 3.3.3.10: Support Meat Production: The Ministry will increase meat production from 700,000 to 990,000 metric tons by establishing 50 feedlots, establishing 10,000 acres of fodder and pasture production, increasing vaccination coverage, complete Livestock Identification and Traceability System (LITS), production and distribution of 42,000 piglets, 31,000 rabbits and 2,166,000 day old chicks to Small and Medium Enterprises (SMEs), support of livestock insurance of 790,000 Tropical Livestock Units and enhancing safety of foods of animal origin. 3.3.3.11: Support Milk Production and Processing: Milk is predominantly produced from cattle, camel and goats which support approximately 1.8 million rural households and creates 700,000 jobs along the dairy value chain; Annual milk production is estimated at 5.2 billion litres (MOALF 2017). Cattle produce about 88% of this milk while camels and goats contribute the rest. It is projected that milk production will continually grow by between 4.5 and 5 % annually in the next ten years and by the year 2030, it is envisaged that the annual milk production in Kenya will increase to about 12 billion litres. In the country, out of the total milk produced, about 55% is marketed through traders, cooperatives, hotels and milk bars. An estimated 56% of marketed milk is sold in the raw form while the rest is processed. The Ministry will increase processed milk production from 630 million to 1 billion litres by building capacity of dairy value chain stakeholders and Livestock Breeders Association; improvement of feed quality and availability, and promotion of „Drink more processed milk‟ campaign. 22 3.3.3.12: Promote Honey Production The Ministry will promote increase annual honey production from 25,000 to 38,000 metric tons by 2022. This will be achieved by production and distribution of bee colonies, supporting beekeeping community groups and County Associations, establishing sentinel bee colonies, and development of a national risk map for bee diseases and pests. 3.3.3.13: Support Manufacturing The Ministry will enhance production of raw material for manufacturing by facilitating farmers/producers to increase nuts & oil production from 140,958 to 697,221 metric tons; fruit crop production from 1,207,868 to 1,645,276 metric tons; cotton production from 29,000 bales to 200,000 bales; coffee production from 40,000 to 100,000 metric tons; hides & skins production from 59.6 to 72 million square feet and pyrethrum production from 300 to 3,000 metric tons; and promote annual milk processing from 630 million to 1 billion litres. 3.3.3.14: Reduction of Post-harvest Losses During the plan period, the Ministry will implement different interventions to reduce average post-harvest losses of specific commodities from 20 percent in 2018 to 10 percent by 2022. Post harvest losses in fisheries will be reduced by 2.5 percent through establishment of fish value addition and market outlets, auction centres and; rolling out of an Integrated Electronic Fish Marketing Information System; rehabilitation of fish landing sites. In the dairy industry post-harvest losses in milk production will be reduced from 6 percent to 2 percent through installation of milk coolers in counties and support dairy cooperatives with milk pasteurizers and dispensing machines. Maize and rice post-harvest losses will be reduced through procurement and distribution of subsidized Aflasafe, hematic bags and maize driers to SMEs; acquisition of machinery, construction of storage facilities. The Ministry will promote private public partnerships on post-harvest management of agricultural products. Key Result Area 4: Investment in Blue Economy The Blue Economy refers to the sustainable productive use of both aquatic and marine spaces including oceans, seas, coasts, lakes, rivers, and underground water. It encompasses a range of productive sectors, including fisheries, aquaculture, tourism, transport, shipbuilding, energy, bio prospecting and underwater mining and related activities. The Blue Economy has great potential to significantly contribution to the social, cultural and economic development of the country. However, the blue economy is still under-developed due to various factors that include: inadequate policy integration and uncoordinated development leading to slow growth of the sector, weak enforcement of laws, legislative gaps, duplications, overlaps and high cost of doing business; fragmented knowledge base; low investment in the sector due to perceived risk of 23 investing in both fisheries and aquaculture; and inadequate awareness on the opportunities in the blue economy. 3.3.4 Strategic Objective: To enhance investment in Blue Economy Kenya is endowed with rich coastal and maritime resources which has a huge potential for development of the Blue Economy. The Blue Economy will significantly contribute to the economic growth of the country as has been the case in other countries. This will be realized by promoting appropriate investments to stimulate growth in the Blue Economy. During the Plan period, the Ministry will implement the following interventions to enhance investment in the Blue Economy. 3.3.4.1 Build capacity of fishers to venture into the deep sea fishing The off-shore marine fisheries are exploited by foreign fishing companies who do not land fish in Kenya thus denying the country raw material for fish industries and food security from non target fish by-catch. The inshore waters which are fishing grounds for artisanal fishermen are over-exploited and degraded due to demand created by the increasing population pressure and reliance on the fisheries for both food and incomes. This will be addressed by enhancing artisanal fisheries through training and provision of facilities and equipment to the coastal fisher folk. 3.3.4.2 Development of a National Marine Spatial Plan and Blue Economy Master Plan A National Marine Spatial Plan will be developed to guide sound planning and efficient use of marine resources and spaces. The Blue Economy on the other hand is a multi-faceted sector and a new frontier for Kenya‟s development. The development of a blue economy Master Plan is necessary for the full exploitation of the potential in the blue economy Key Result Area 5: Market Access and Trade Marketing of agricultural products is affected by inadequate information and infrastructures including storage facilities for perishable produces. Insufficient marketing infrastructure like cooling facilities and road network leads to increased agricultural post harvest losses. Access to external market is limited by low quality of produce, inadequate quantity to meet export volumes and non trade barriers. In addition, the dependence on a few external market outlets makes agriculture exports very vulnerable to changes in the demand and unexpected non-trade barriers by foreign markets. Regarding poor infrastructure, underdeveloped rural roads and other key physical infrastructure have led to high transport costs for agricultural products to the markets as well as farm inputs. In addition, electricity cost in Kenya is still high and in some areas are not connected thus 24 constraining investment in cold storage facilities, irrigation, and agro-processing. Low investments in micro-processing have resulted to marketing of raw or semi processed agricultural products. 3.3.5 Strategic Objective: To improve market access and trade. Agricultural production is largely at subsistence level with little value addition and commercialization. The country exports semi processed, low-value produce, which accounts for 91 percent of total agricultural related exports. The limited ability to add value, coupled with unorganized collective marketing of agricultural products and high production costs makes Kenyan agricultural exports less competitive in global markets. This is largely occasioned by high cost of investment, stringent and dynamic sanitary requirements by trading partners, inadequate skilled manpower, limited access to financial and business development services, poor infrastructures, agricultural marketing information, inadequate transformation/ manufacturing technologies and inadequate vibrant marketing co-operatives. The following strategies have been identified to address commercialization and market access; 3.3.5.1 Promote trade in agricultural products The Ministry will promote agribusiness, commercialization and trade along the value chains by undertaking regional and international agricultural trade promotions; participating in trade facilitation meetings; and capacity building of value chain actors. The ministry will develop safety and quality assurance procedures for agricultural products and by products, promote development of agricultural products‟ brands as well as undertake capacity building for quality assurance officers. In the strategic plan period, the Ministry in partnership with private sector will establish livestock feedlots in strategic sites; and promote group approach to production and marketing. It will also establish linkages between agro-industries and potential manufacturers to Business Development Services (BDS), financial and insurance services and market service providers. To facilitate agricultural commodity exchange, the Ministry will develop structured commodity markets (WRS, Commodity Exchange and e-Soko) and provide guidelines and technical support for physical market infrastructure development. Further, it will develop programs to promote agricultural commodities to strategic and emerging markets and develop a value addition strategy. 3.3.5.2 Strengthen marketing infrastructure To improve marketing, the Ministry will invest in strengthening the marketing infrastructure in the country. Through the Livestock Value Chain Support Programme, the Ministry will promote milk post-harvest storage and value addition infrastructure development (milk coolers, chillers, freezers, refrigerated trucks, pasteurizers among others); Rehabilitate strategic holding grounds 25 and decentralize management of holding grounds; support the establishment of County managed strategic sale yards; develop quarantine and livestock health certification infrastructure. In addition, the Ministry will equip and operationalize export slaughterhouses (Garissa, Wajir, Isiolo & West Pokot, Marsabit counties) and hides and skins Centers of Leadership and promote private public partnerships for post-harvest management. The Ministry will also develop 3 fish markets and auction centers in Mombasa, Malindi and Kisumu to improve market access for fish and fish products. This will also enhance sanitary and phyto-sanitary measures for fish and fish products besides reduction of fish post harvest losses. 3.3.5.3 Sanitary and Phyto-sanitary standards Improvement This will entail improvement of policy, legal and institutional environment to enhance compliance to standards and procedures. It will involve regulation of all matters relating to plant protection; seeds and plant varieties; pest control products; administration and enforcement of sanitary, phyto-sanitary and food safety measures. The Ministry will ensure implementation and enforcement of national bio-safety regulations on the introduction and use of genetically modified species of plants, insects and micro-organisms, plant products and other related species. It will also undertake registration of pest control products and regulation of import and export of pest control products, plants and plant materials. The Ministry will ensure safe, quality and efficacious pest control products are availed to users, enhance compliance of pest control products to set standards. This will be done through; enhancing analytical capacity in pesticide formulation, establishing a residue laboratory at PCPB focusing on pesticide residues for agricultural commodities and enhancing provision of information on safety to pesticide through a review of labeling regulations in line with Global Harmonized System (GHS) of Classification and labeling of chemicals. The Ministry will also conduct post registration surveillance by sampling and analyzing for quality for at least 350 pesticide samples annually, undertake technical evaluation of new pest control products and monitor local Biological efficacy trials for new pesticides. The Ministry will also adopt the use of data extrapolation and crop grouping to ensure that there are some registered pest control products to manage pests. The Ministry will enhance and increase inspection activities through the pesticide supply chain by inspecting at least 7,150 pesticide premises annually. 3.3.5.4 Promotion of Agricultural Market Information An automated National Agricultural Market Information System (NAMIS) that is able to process, analyze, archive, publish and disseminate real time agricultural market information will be developed by the Ministry. This will expand and improve the capacity of the existing information system in terms of number of commodities, markets covered and ability to process 26 large volumes of data. NAMIS will have links to the Regional e-Soko System to enable access to latest agriculture market information and services across the Northern Corridor Integration Projects (NCIP). The Ministry will also establish an interactive e-information exchange and repository platform among the value chain actors. It will build and apply an interactive, accessible and commercialized (web business) system to share information among the value chain players using social media and mobile telephony. The platform will put “market” at the centre of all production, processing, product development and packaging. The Ministry will also strengthen the livestock marketing information systems by setting up a comprehensive National Livestock Market Information System (NLMIS) and build capacity for data management. The Ministry will also facilitate the dissemination of information on available export/import market requirements. To improve market access, address traceability, address cattle rustling and other security concerns, the Ministry in partnership with counties and private sector, will establish and maintain a Livestock Identification and Traceability Systems (LITS). 3.3.5.5 Development of Small and Medium Enterprises (SMEs) The Ministry will facilitate development of SMEs for collective action and aggregation of produce to strengthen their negotiation power and ensure better prices thus enhancing their income. To improve market access to both inputs and agricultural produce, the Ministry will drive rapid transformation by working with sector players (including equipment suppliers, farmer associations, agro-dealers, warehouses and processors) across the country. 3.3.5.6: Promote Fish Consumption The Ministry will promote fish consumption by conducting „Eat More Fish Campaigns‟, Fish Food fares and enhancing uptake of improved fish display boxes by „Mama Karanga‟ with a view to increasing per capita fish consumption from 4.6 to10 kgs/person/year. Key Result Area 6: Institutional Capacity The agricultural sector has many stakeholders and institutions that assist in service delivery. It is therefore, important that these stakeholders are well coordinated to avoid duplication of efforts and wastage of resources. Some of the agricultural and Co-operative sectors institutions are faced with serious issues ranging from inadequate human resource capacity, infrastructural challenges, negative organizational culture and weak accountability. Further, some of the institutions have conflicting and overlapping mandates which interferes with service delivery. 27 3.3.6 Strategic Objective: To Strengthen Institutional Capacity The Ministry will restructure institutions to make them more effective and efficient in service delivery. New institutions will also be established to address the changing needs in the sector. Further, human capacity in terms of numbers, skills and knowledge will be enhanced besides capital capacity. In addition, the Ministry will enhance coordination of the stakeholders to ensure formation of strategic linkages and partnerships for improved service delivery. The following strategies have been identified to address institutional capacity: 3.3.6.1 Institutional reforms The Ministry will undertake reforms and restructure the National Cereals and Produce Board (NCPB); Pest Control and Products Board (PCPB); Agricultural Development Corporation (ADC); Agriculture and Food Authority (AFA); Pyrethrum Processing Company of Kenya(PPCK); Agricultural Information Resource Centre (AIRC); Agriculture Technology Development Centers (ATDC), Kenya Meat Commission (KMC); Kenya Planters Co-operatives Union (KPCU), Kenya Farmers Association (KFA); New Kenya Co-operative Creameries (KCC); Co-operatives Cotton Ginneries and Coffee Co-operatives. Further, the Ministry will transform ECCOs into a body Corporate to improve governance and accountability in co operatives. To enhance the capacity of training institutions, the Ministry will expand facilities at the Bukura Agricultural College, the Kenya School of Agriculture (KSA), Dairy Training Institute (DTI), Livestock Training Institute (LTI) (Wajir), Leather Institute and National Beekeeping Institute (NBI) will be transformed to be centers of excellence. The Ministry will develop Credit Schemes and Revolving Funds (e.g. Coffee Cherry Revolving Fund and Co-operative Development Fund). The Co-operative Development Fund will be established to provide affordable finance and facilitate research and innovations in co-operatives. The Fund will be financed through contributions from co-operatives while the government will provided initial seed capital. 3.3.6.2 Information and communication management Agriculture Information and Resource Center (AIRC) will be supported to design appropriate information products embracing the totality of value chains from the production to the market. This will involve production and distribution of print and electronic education and extension materials such as leaflets, brochures, pamphlets, booklets, documentaries, and radio programmes. Further, the Ministry will develop and implement Co-operatives Management Information System to enhance capacity to monitor the performance of co-operatives, enforce good corporate governance, evaluate development programme and improve information flows from co-operative societies through county offices to Headquarters and vice versa. 28 3.3.6.3 Strengthen Data Management System Data management is important in supporting a well-functioning feedback system. The Ministry will carry out various programmes aimed at strengthening data management in the planning unit. These include maintaining a web based data system, updating of Sector Data Compendium and producing Data Handbook, production of annual Economic Review of Agriculture (ERA); and training staff on data management both at the national and county level. 3.3.6.4 Strengthen Monitoring and Evaluation A well-functioning Monitoring and Evaluation (M&E) system is important for successful implementation of the activities outlined in this Strategic Plan. However, the Ministry capacity to undertake M&E is weak. For successful implementation of planned activities, the draft M&E framework will be finalized and capacity building in terms of staff and equipment. 3.3.6.5 Enhance Ministry’s capacity for service delivery To improve service delivery, the Ministry will; identify capacity gaps; develop and implement plans for capacity development for the National government staff. The Ministry will undertake capacity building and technical support to the counties in areas of national importance. In addition, the Ministry will modernize agricultural research facilities by investing in infrastructure development particularly buildings, research equipment, and other machinery. This will create a conducive environment for agricultural research and therefore enhanced research output. 3.3.6.6 Develop a coordinating mechanism for Agricultural Research and Innovation Ecosystem (ARIE) Research in agriculture is undertaken by several, but uncoordinated, independent research organizations and the private sector. The Ministry will establish coordination and regulatory mechanisms that enhance agricultural research and innovation in the country. The collaboration and linkages between institutions carrying out agricultural research will be strengthened by creation of a research system that encourages complementary linkages and synergies, including university-university collaboration; universities–research institution collaboration; Ministry – Research Institutions collaborations, and research-industry/private sector/County collaboration. Key Result Area 7: Youth, Women and Vulnerable groups Involvement in Agriculture, Blue Economy and Co-operatives Ageing farmers dominate the agriculture and Co-operative sectors, posing a threat to its future growth and sustainability. Many out of school youth and vulnerable people remain unemployed despite the existing potential for their engagement in agricultural value chains. There is a negative perception towards agricultural production by youth due to the associated drudgery and 29 preference for white collar jobs in urban areas. In addition, women, youth and vulnerable groups involvement in the sector is hampered by limited access to modern production technologies, innovations and infrastructure; and limited availability of services such as credit, finance and insurance. 3.3.7 Strategic Objective: To increase youth, women and vulnerable groups’ participation in agricultural value chains The Ministry recognizes the potential of agriculture and related value chains to solve the problem of youth unemployment and empowerment of youth and vulnerable people. Increasing participation of youth, women and vulnerable groups in agriculture has the potential to contribute to the government agenda of achieving 100% food and nutritional security by 2022 in addition to creating employment. The Ministry therefore seeks to increase gainful employment and livelihood improvement in the sector through the following strategies. 3.3.7.1 Involve Youth in Modern Agriculture, Co-operative and Blue Economy This strategy aims to train 25,000 pupils in 100 primary schools and 1,500 Youth out of school in recommended agricultural production technologies and innovations and subsequently engage them in modern agriculture. In addition, the Ministry will offer incentives and build capacity in terms of skills improvement, market guarantees, and distribution of equipment to youth for production (e.g. green houses, water pumps and drip kits), incubation training and equipping the incubation centres, processing and value addition. Further to this, scholarships will be offered to youth to pursue further studies in agribusiness. The Ministry will sensitize youths and women to participate in leadership of existing co-operative societies. The Ministry will also empower youth and women in urban and peri-urban areas with appropriate urban agriculture technologies and innovations along the value chains. About 300 youth and women groups will be trained annually on urban agricultural technologies and supported with appropriate materials, tools and equipment for production and value addition. A total of 100 such groups will receive urban agriculture technology grants. The ministry will create awareness about the blue economy among the youth through print and electronic media programmes, school visits and competitions, development of blue economy science clubs and introduction of blue economy components into the learning institutions curriculums among others. 3.3.7.2 Financial and Agribusiness Mentorship for Youth Youths will be encouraged to engage in sustainable commercially viable agribusiness small and medium scale enterprises (SMEs). This will be achieved by supporting the development of well structured agribusiness projects and providing financial products/services for investment targeting the youth. The Ministry will train 1,300 agri-entrepreneurs; establish 8 youth agri 30 business incubation centres which will in turn train (hands-on) over 5,200 youth on agri entrepreneurship. Key Result Area 8: Leadership and Integrity Transparency, accountability and integrity in the public service are critical in ensuring efficient and effective service delivery. To realize this, the Ministry will implement the Public Service Integrity Programme and adhere to the provisions of the Leadership and Integrity Act, 2012 (REV. 2015). 3.3.8 Strategic Objective: To enhance leadership and Integrity The ministry will enhance leadership and integrity through: prevention of corruption; and promote national values and principles of governance to improve service delivery. 3.3.8.1 Prevent Corruption The Ministry is committed to preventing corruption and unethical practices. To realize this, the Ministry will: promote ethical standards and best practices in governance; undertake anti corruption sensitization programmes among staff at all levels; undertaking Corruption Risk Assessment (CRA), mitigation and implementing the recommendations; developing and implementing internal mechanisms that encourage and protect whistle blowers; building capacity on corruption prevention, ethics and integrity; and develop and implement MOUs with other law enforcement agencies and Departments to enforce good corporate governance and accountability in co-operatives. 3.3.8.2 Promote national values and principles of governance The Ministry is committed to promotion of national values and principles of governance enshrined in the Constitution in all its operations and undertakings. To realize this, the Ministry will create awareness among staff on the values and principles, namely: a) Patriotism, national unity, sharing and devolution of power, the rule of law, democracy and participation of the people; b) Human dignity, equity, social justice, inclusiveness, equality, human rights, non discrimination and protection of the marginalized; c) Good governance, integrity, transparency and accountability; and d) Sustainable development. 31 Table 4: Summary of KRA, Strategic Objective and Strategies Key Result Area Strategic Objectives Strategies KRA1: Policy and Legal Framework To Create an Enabling Environment for Agricultural and Co operatives Development Develop/ review the agricultural and Co-operatives policies and legal framework Develop/review strategies and legislation Develop guidelines and standards Implement regional, bilateral and multilateral agreements / protocols KRA 2: Agricultural Sector Productivity Improvement To Increase Productivity and Outputs in the Agriculture Sector Fertilizer cost reduction programme Agricultural inputs access programme National farmer registration Miraa farmers livelihood improvement Food and crops diversification through traditional high value crops Revitalization of industrial crops On-farm land and environmental management Crop disease and pest control Support to agricultural engineering technology development Improved agricultural mechanization Promote rangeland management & conservation Promote Climate Smart Agriculture (CSA) Enhance availability of quality feeds and supplements Improve livestock breeds and breeding Enhance availability of quality feeds and supplements Enhance animal diseases control Promote improved agricultural technologies Aquaculture technology development and innovations transfer Aquaculture business development programme (ABDP) Support sea weed farming Enhance food safety Support hides, skins and leather development Enhance agricultural research Promote capacity building in the sector KRA 3: Food and Nutrition Security Enhance food and nutrition security Strategic Food Reserve Trust Fund (SFRTF) Prioritized crops production Diversified food varieties Promote National Agricultural Insurance Policy 32 Key Result Area Strategic Objectives Strategies Promote fodder production, storage and conservation technologies Improve resilience for ASAL communities Rehabilitate fish landing sites in Lake Victoria Strengthen aquaculture and fisheries associations and BMUs Renovate and expand the Liwatoni Fisheries Complex Support meat production Support milk production and processing Promote honey production Support manufacturing Reduction of post-harvest losses KRA 4: Investment in Blue Economy To enhance investment in Blue Economy Build capacity of fishers to venture into the deep sea fishing Development of a national maritime spatial plan and blue economy master plan KRA 5: Market Access and Trade To improve market access and trade Promote trade agricultural products Strengthen marketing infrastructure Sanitary and Phyto-sanitary standards Improvement Promotion of Agricultural Market Information Development of Small and Medium Enterprises (SMEs) Promote fish consumption KRA 6: Institutional Capacity To Strengthen Institutional Capacity Institutional reforms Information and communication management Strengthen data management system Strengthen monitoring and evaluation Enhance Ministry‟s capacity for service delivery Develop a coordinating mechanism for Agricultural Research and Innovation Ecosystem (ARIE) KRA 7: Youth, Women and Vulnerable groups Involvement in Agriculture, Blue Economy and Co operative To increase youth, women and vulnerable groups participation in agricultural value chains Involve youth in modern agriculture, Blue economy and Co-operatives Financial and agribusiness mentorship for youth KRA 8: Leadership and Integrity To enhance leadership and integrity in the Ministry Prevent Corruption Promote national values and principles of governance 33 CHAPTER FOUR: IMPLEMENTATION AND COORDINATION FRAMEWORK 4.0 Overview The successful implementation of the plan will require adequate human and financial resources. It will also require the goodwill and support of top leadership of the Ministry and collaboration of other stakeholders. This chapter provides the organizational structure of the Ministry and staff establishment. It also provides the financial requirement during the five years and the strategies that the ministry will pursue to mobilize the resource. The chapter closes with risk analysis and mitigation measures. 4.1 Ministry’s Organization Structure The Ministry has three State Departments namely: State Department for Crop Development and Agricultural Research; State Department for Livestock; State Department for Fisheries, Aquaculture and the Blue Economy and State Department for Cooperatives. It also oversees the running of 37 Semi-Autonomous Government Agencies (SAGAs) and 10 training institutions. The SAGAs are summarized in table 5 and Training Institutions in Table 6. The current organization structure of the Ministry is given in Figure 1. 4.1.1 Ministry’s Semi-Autonomous Government Agencies and Training Institutions Table 5: Semi-Autonomous Government Agencies Category SAGA Mandate 1. Research Institutions Kenya Agricultural and Livestock Research Organization (KALRO) To promote, streamline, coordinate and regulate research in crops and livestock. Kenya Marine and Fisheries Research Institute (KEMFRI) To undertake research in marine and freshwater fisheries, aquaculture, environmental and ecological studies; marine research including chemical and physical oceanography. 2. Commercial / Manufacturing Corporations Kenya Seed Company (KSC) To carry out focused research, promote and facilitate production of high yielding, better quality certified seed to farmers and stakeholders Nyayo Tea Zones Development Corporation To effectively protect the gazetted forest cover, achieve high quality tea and fuel wood production. Miwani Sugar Company To produce high quality sugar as part of a national strategy for achieving self-sufficiency in food production 34 Category SAGA Mandate Muhoroni Sugar Company To produce high quality sugar as part of a national strategy for achieving self-sufficiency in food production Nzoia Sugar Company To produce high quality sugar as part of a national strategy for achieving self-sufficiency in food production Chemelil Sugar Company To produce high quality sugar as part of a national strategy for achieving self-sufficiency in food production South Nyanza Sugar Company (SONY) To produce high quality sugar as part of a national strategy for achieving self-sufficiency in food production Mumias Sugar Company To produce high quality sugar as part of a national strategy for achieving self-sufficiency in food production Agro Chemical and Food Company Production of high quality spirit for industrial and domestic use Agricultural Development Corporation (ADC) To ensure the continued existence of the breeds and the availability of quality stock through production and supply of quality seed, technological transfers and training Kenya Meat Commission (KMC) To procure livestock, operate abattoirs, process meat and by products for export or consumption in Kenya Kenya Veterinary Vaccines Production Institute (KEVEVAPI) To produce high quality animal vaccines for distribution locally and abroad Pyrethrum Processing Company of Kenya Limited Processing and Marketing of Pyrethrum and Pyrethrum products. National Cereals and Produce Board (NCPB) Provision of commodity handling and other grain related services; and procuring and marketing high quality farm inputs. Kenya Fishing Industries Corporation Exploit fishing resources in Kenya fishery waters and high seas by promoting the establishment, development and efficiency of businesses engaged in fishing and fishing related activities New Kenya Co operatives Creameries (New KCC) Procure high quality raw milk, process, package and market milk and milk products New Kenya Planters Co-operative union Milling and marketing of coffee 3. Regulatory Agriculture and Food To promote best practices, in and regulate, the 35 Category SAGA Mandate Authority (AFA) production, processing, marketing, grading, storage, collection and warehousing of agricultural products Kenya Fisheries Service Conservation, management and development of fisheries resources Kenya Plant Health Inspectorate Service (KEPHIS) To provide an effective and efficient science based regulatory service for assurance on quality of agricultural inputs and produce Pest Control Products Board (PCPB) To provide professional, efficient and effective regulatory service for manufacture, trade, safe use and disposal of pest control products Kenya Dairy Board (KDB) To regulate, develop and promote the dairy industry in Kenya Kenya Veterinary Board (KVB) To regulate, develop and promote the veterinary profession in Kenya Veterinary Medicines Council (VMC) To regulate the veterinary pharmacy practices, use of veterinary medicines for the treatment of animals and formulate and enforce quality assurance standards in the manufacture and distribution and use of veterinary medicines Animal Technicians Council (ATC) To regulate the business and practice of animal technicians as well as safeguard their interests in terms of training registration and licensing SACCOs Society Regulatory Authority (SASRA) To regulate, enforce SACCO Societies Act of 2008 and license deposit taking SACCOs. 4. Training Bukura Agricultural College To provide quality agricultural education through training, innovation and extension services 5. Statutory Boards Agricultural Information Resource Centre To provide quality agricultural information to the farming community and other stakeholders using integrated platforms. 6. Service Kenya Tsetse and Trypanosomiasis Eradication Council (KENTTEC) To coordinate eradication of tsetse and trypanosomiasis in the Country. Kenya Animal Genetic Resources Centre (KAGRC) To promote optimum productivity of the national animal population through provision of high quality disease free animal germplasm and related breeding services 7. Marketing Kenya Fish Marketing Authority Marketing of fish and fishery products 36 Category SAGA Mandate National Livestock Development and Promotion Service Development, promotion and marketing of livestock and livestock products Kenya National Trading Corporation To promote and grow wholesale and retail trade 8. Financial Commodities Fund To Provide easily accessible and affordable credit and financial solutions to the agriculture sector. Fish Levy Trust Fund To provide supplementary funding of activities geared towards management, development and capacity building to ensure sustainability of the fisheries resource. Table 6: Training Institutions Training Institution Mandate 1. Animal Health and Industry Training Institutions (AHITI) Kabete To train categories of veterinary para-professionals and leather development technicians for provision of Veterinary Services. 2. Animal Health and Industry Training Institutions (AHITI) Ndomba To train categories of veterinary para-professionals and leather development technicians for provision of Veterinary Services. 3. Animal Health and Industry Training Institutions (AHITI) Nyahururu To train categories of veterinary para-professionals and leather development technicians for provision of Veterinary Services. 4. Dairy Training Institute Naivasha To train both pre-service and in-service technical staff and other stakeholders along the dairy value chain. 5. Meat Training Institute- Athi River To train meat industry personnel for improved meat hygiene standards. 6. National Beekeeping Institute (NBI)– Lenana Training of stakeholders on beekeeping 7. Livestock Training Institute Griftu-(Wajir) To train both pre-service and in-service technical staff and other stakeholders. 8. Regional Pastoral Training Centre – Narok Training pastoral, agro-pastoralist and other stakeholders 9. Regional Pastoral Training Centre – MPT- Isiolo Training of pastoralist and other stakeholders 10. Kenya School of Agriculture Train in-service technical staff and other stakeholders 37 Figure 1: Current Ministry Organization Structure Key Direct relationship Semi- Autonomous Directorate Research Innovation Management Cabinet Secretary, Ministry of Agriculture, Livestock, Fisheries and Co-operative Chief Administrative Secretary (CAS) PS, State Department for Crop Dvt. and Agricultural Research PS, State Department for Livestock PS, State Department for Fisheries, Aquaculture & the Blue Economy State Corporations/ SAGA Fisheries & Blue Economy Secretary Directorate - Adm. & Support Services Directorate - Blue Economy Mgt & Dvt. Directorate Fisheries, Aquaculture Mgt & Dvt Directorate Veterinary Service Directorate - Adm. & Support Services Divisions Directorate Policy, Research & Regulations Directorate Livestock Production Directorate - Adm. & Support Services Directorate Agricultural Mechanization & Technology Dvt Agriculture Secretary Engineering Secretary Directorate Crop Resource, Agribusiness & Market Dvt Directorate Agriculture Policy, Research & Regulations Directorate Land & Environment Management Directorate Knowledge Technology Transfer & Capacity Building Chief Administrative Secretary (CAS) PS, State Department for Co-operatives Commissioner for Co operative Dvt Division - Co-operatives Registration &Regulations Division - Co-operative Finance & Marketing Ethics Commission for Co-operative Societies Division - Policy & Capacity Building Dir. Co-operative Audit Directorate Adm & Support Services 38 4.1.3 Staff Establishment and Human Resource Development Strategies 4.1.3.1 Staff Establishment The Ministry has an in-post of 2,202 staff against an authorized staff establishment of 4,445 (Table 3) It is evident that there is an acute shortage of 1,959 staff attributed to the recruitment embargo, retirements and natural attrition. This will be addressed during the plan period. Table 3: Staff Establishment State Department Authorized In post Variance Crops Development and Agricultural Research (SDC&AR) 930 716 (214) Livestock (SDL) 3,041 1,178 (1,863) Fisheries, Aquaculture and the Blue Economy (SFA&BE) 367 152 (215) Co-operatives (SDC) 364 165 (199) Total 4,702 2,211 (2,491) 4.1.4 Human resource development strategies The successful implementation of this Strategic Plan will require human resources and proper management of the same. The Ministry will implement the Human Resource Policies and ensure recruitment of adequate staff in accordance with the approved structure. Staff training and improvement of work environment will also be pursued. The Ministry will continually build the capacity of its human resources. It will review the authorized establishment for additional posts for both technical and support personnel in order to address the staff shortage and succession management gaps. This will ensure availability of adequate and motivated staff to deliver Ministry‟s mandate. 4.2 Financial Resources 4.2.1 Financial Resources Requirements To implement this Strategic plan the Ministry will require Kshs. 266,380.5 million (Table 7) with the bulk of the resources attributed to Key Result Areas (KRA) 2 on Agricultural Sector Productivity (Kshs. 125,515) million and KRA 3 on Food and Nutrition Security (Kshs. 95,893 million). 39 Table 7: Resource requirements by Key Result Areas Key Result Area Resource Requirements Baseline estimates (Kshs. Mn) Projected Estimates (Kshs. Millions) 2018/19 2019/20 2020/21 2021/22 2022/23 Total Policy & Legal framework 177.5 337 465.5 379.5 313.5 1,673 Agricultural and Co operative Sectors Productivity Improvement 20,633 27,524 26,616 26,231 24,511 125,515 Food & Nutrition Security 17,962 18,582 19,370 20,751 19,228 95,893 Investment in Blue Economy 694 948 684 560 150 3,036 Market Access and Trade 2,077.9 3,254.8 0 3,740.4 0 3,618 3,614.1 16,305 Institutional Capacity 1,522 6,219.5 3,346.2 3,877.3 4,485.3 19,450.3 Youth, women and vulnerable groups involvement in Agriculture, Blue Economy and Co operatives 180 920 980 1,090 1,200 4,370 Leadership & Integrity 10 25 34 34 35 138 Total 43,256.4 57,810.3 55,236.1 56,540.8 53,536.9 266,380.5 4.2.2 Resource Mobilization Strategies The funding to implement the Strategic Plan is expected come from the Government through the Medium Term Expenditure Framework (MTEF). However, past experience has shown that Government budget is inadequate to implement the prioritized activities. To bridge the gap, efforts will be made to mobilize funding from development partners to support some of the programmes and projects. In addition, the Ministry will continue to embrace Public Private Partnership (PPP‟s) and strategic partnerships in the sector to ensure the identified priorities are fully implemented. Further, the Ministry will ensure prudent utilization of resources during the Plan period. 4.3 Risk Analysis and Mitigation Measures Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the 40 probability and/or impact of unfortunate events or to maximize the realization of opportunities. Risk is the potential that a chosen action or activity, including the choice of inaction, will lead to a loss or an undesirable outcome. Potential losses themselves may also be called "risks". Table 4.4 contains an analysis of types of risks, level of the risk and how the Ministry will mitigate the effects of the risks. Table 8: Risk Analysis and Mitigation Measures S/No. Risk Category Impact on Ministry Mitigation Measures 1 Climate change High Reduced production and productivity, destruction of crops and animal deaths  Promotion of climate smart agriculture  Promote livelihoods diversification  Irrigation 2 Diseases and Pests High Deaths and reduced production  Develop disease and pests contingency plans, vaccinations and outbreak response protocols  Early warning  Surveillance 3 Insecurity Medium Hampering implementation of Ministry‟s mandate  Collaboration with relevant stakeholders (Ministry of Interior, County Governments, Local leaders and communities) 4 Wildlife human conflict Medium Destruction of crops and livestock  Collaboration with KWS  Development of compensation strategies and insurance 5 Sub-standard inputs High Reduced yields in livestock and crops,  Surveillance at border and selling points.  Strengthen inspectorate services 6 Non- Tariff barriers Medium Loss of marketing outlets  Establish quality assurance and traceability mechanisms (e.g. Livestock Identification and Traceability System)  Negotiation with the affected country towards the removal of the non-tariffs. 7 Dumping of goods Medium Affect marketing of locally produced  Strict surveillance of border posts 8 Environmental pollution Medium Affects production and quality.  Surveillance  Effective and strict enforcement of Environmental laws 41 CHAPTER FIVE: MONITORING, EVALUATION AND REPORTING 5.0 Overview Monitoring and Evaluation (M&E) are important aspects in the implementation of the Strategic Plan. The purpose for monitoring is to ensure that the plan is implemented as scheduled and if there are any negative deviations appropriate and timely actions are taken. Monitoring will be carried out on a continuous basis while evaluation will be carried out periodically to make an informed decision on the future implementation of projects. Monitoring will involve regular data collection and analysis on the progress of implementation of the plan. The results from the analysis will then be used to inform decision-making. 5.1 Monitoring and Evaluation Institutional Framework The Monitoring and Evaluation (M&E) system for the Ministry over the plan period will consist of a monitoring and evaluation structure and cycle. There will be a Ministerial M&E Coordination Committee under the Cabinet Secretary and Chief Administrative Secretary. It will be supported by the State Departments M&E Committees. State Departments will establish a M&E Coordination Committee comprising heads of Directorates, Divisions, Units and Sections. The State Department‟s M&E Coordination Committees will be under the Chairmanship of respective Principal Secretary, while the heads of CP&PMU will be the Secretariat. Further, State Department M&E Technical Committees (SDM&ETC) will be established. Members of the SDM&ETC would be representatives of the relevant Directorates, Divisions, Units and Sections nominated by their respective heads. The representative officers will be the M&E contact or liaison officers to ensure that the necessary flows of information and reports are provided on a timely basis to the CP&PMU for compilation of the State Departments‟ reports. The key targets and indicators for this strategic plan are presented in the implementation matrix and organized into annual targets. The targets will form basis for Annual Work Plans (AWPs), Performance Contracts and Staff Performance Appraisal System (SPAS). 5.2 Monitoring and Evaluation Reporting The Directorates, Divisions, Sections and Units will prepare and submit quarterly and annual M&E reports to the head of CP&PMU for compilation and discussion by the SDM&ETC. The reports will thereafter be presented to the SDM&ECC for discussions and direction on quarterly basis. The M&E reports will be shared with Monitoring and Evaluation Directorate (MED) under the State Department for Planning and Vision 2030 Delivery Secretariat (VDS) and other relevant stakeholders. 42 5.3 Key Performance Indicators The implementation of the Strategic Plan will be monitored and evaluated based on indicators as outlined in the implementation matrix. The key indicators include: a) Number of developed/ reviewed policies, legislations, and regulations; b) Value of exports of crops, livestock and fish and their products; c) Developed Marine Spatial Plan; d) Developed Blue Economy Master Plan; e) Quantity of various types of inputs procured and distributed to farmers; f) Quantity (or cash equivalent) of strategic food reserves by type of food item; g) Number of technologies developed, packaged, or disseminated; h) Number of graduates from agricultural training institutions; i) Number of staff and stakeholder's capacity built; j) Number of youth capacity build; k) Number of SMEs supported; l) Number feedlots established through strategic partner; m) Number of marketing infrastructure developed/rehabilitated; n) Number of information systems developed; o) Number of Counties covered by national identification and traceability system; p) Number of livestock breeding stock distributed to farmers; q) Number of livestock disease control strategies and contingency plans developed; r) Livestock disease control strategies and contingency plans developed; s) Number of county soil maps developed; t) Number of soil testing facilities developed; u) Number of institutions established/restructured/reformed. 43 APPENDIX I: IMPLEMENTATION MATRIX Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 KRA 1: Policy and legal framework Strategic Objective 1: To create an enabling environment for agricultural and Co-operatives development Develop and/or Review Policies Conducive policy environment Policies developed No. of policies 13 1 3 4 3 2 40 120 120 120 80 PRR Policies reviewed No. of policies 9 2 2 3 1 1 60 60 90 30 30 PRR Develop and/or Review Strategies, Legislation Enabling legal and regulatory framework Strategies, developed/ reviewed No. of strategies developed/ reviewed 23 1 4 6 6 6 15 60 90 90 90 PRR Bills/Acts developed/ reviewed No. of bills 7 1 2 2 2 1 20 40 40 40 20 PRR No. of Acts reviewed 8 1 1 2 2 2 7 7 14 14 14 PRR Rules and Regulations Developed No. of rules & Regulations Developed 20 2 2 6 5 5 24 24 75 60 60 PRR Develop Guidelines, Standards and Procedures Improved compliance on Sanitary and Phytosanitary Standards (SPS) Guidelines and Standards No. of guidelines, standards & norms 19 1 4 6 4 4 3 12 20 12 12 PRR Safety and quality assurance procedures for agricultural products and by products developed No. of safety and quality assurance procedures developed 10 2 3 3 2 - 6 9 9 6 DVS Implement Regional, Bilateral & Multilateral Agreements & Commitments Improved regional and international economic integration Trade agreements and standards implemented, Protocols ratified No. of MoUs and agreements 12 1 2 3 3 3 2.5 5 7.5 7.5 7.5 PRR Subtotal 177.5 337 465.5 379.5 313.5 KRA 2: Agricultural Sector Productivity Improvement Strategic Objective 2: To increase productivity and out puts in the agriculture sector Fertilizer Cost Increased use Assorted MT of fertilizer 1,500,00 300,000 300,000 300,000 300,000 300,000 13,500 13,500 13,500 13,500 13,500 CRAMD 44 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 Reduction of fertilizer by smallholder farmers fertilizer annually subsidized distributed 0 Increased maize production & productivity per ha Increased production and productivity per ha No. of 90kg bags of Maize per ha 25 15 18 20 22 25 0 0 0 0 0 CRAMD Accelerated Agricultural Inputs Access Access to agricultural farm inputs Increased access to input subsidy by smallholder farmers No. of Smallholder farmers enrolled in e voucher system 16,541 14,000 33,549 50,000 40,000 16,541 1,727 1,797 1,787 1,777 1,787 KCEP CRAL Storage facilities refurbished No. of storage facilities 40 0 9 10 11 10 0 90 100 110 100 KCEP CRAL National Farmer Registration Comprehensive up to date farmers data base for proper planning and decision making A national farmer register with list of all farmers, bio data, enterprises engaged and farm details Percent completion of farmer register, sampling frame and NAMIS 100 30 80 100 - - 500 1000 50 50 50 CRAMD Miraa Farmers Livelihood Improvement Enterprise diversification for improved livelihoods of miraa farmers Additional enterprises promoted No. of enterprises promoted. 15 3 3 3 3 3 1,134 1,034 489 472 526 CRAMD/ AFA Market sheds constructed No. of market sheds Constructed 12 - 3 3 3 3 0 9 9 9 9 CRAMD Water harvesting structures constructed No. of water harvesting structures constructed 32 8 8 8 8 0 75 75 75 75 CRAMD Miraa industry regulations and standards developed and enforced Percent completion of Miraa regulations and standards 100 10 30 80 100 - 10 30 30 50 0 CRAMD/ AFA Food and Crop Diversification Through Increased production of traditional high Crop diversified through MT of assorted seeds of traditional high 1,650 370 350 320 310 300 56 52 47 44 40 CRAMD 45 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 traditional high value crops value crops expansion of traditional and high value crops value cops distributed Revitalization of industrial crops Increased production of coffee, tea, cotton, sugar, pyrethrum, nuts and oil Subsectors for higher incomes Coffee production increased MT of clean coffee produced annually 60,000 46,000 48,000 53,000 56,000 60,000 210 51 46 46 46 SDCD/ AFA Tea Production increased MT of tea produced annually 500,000 470,000 474,000 479,00 482,000 500,000 30 30 30 30 30 SDCD/ AFA Pyrethrum production increased MT of dry pyrethrum flowers produced annually 3,000 300 600 1,000 2,000 3,000 30 30 30 30 30 SDCD/ AFA Increased cotton production Bales of cotton produced (1 bale= 226.8kg) annually 200,000 52,470 75,000 100,000 150,000 200,000 20 20 20 20 20 SDCD/ AFA/ KALRO Increased production of macadamia MT of macadamia produced annually 41,340 - 16,153 22,660 37,851 41,340 0 10 10 10 10 SDCD/ AFA Increased production of cashew nuts MT of cashew nuts produced annually 17,443 - 13,106 14,416 15,858 17,443 0 10 10 10 10 SDCD/ AFA/ KALRO Increased production of coconut MT of coconut produced annually 148,671 101,544 111,699 122,869 135,155 148,671 10 10 10 10 10 SDCD / AFA/ KALRO On-farm Land and Environmental Management Increased production of fruit, Nut and crop oil 1 Million Fruit, Nut and oil crop seedlings distributed annually No. of fruit, Oil and Nut crops seedlings distributed (million.) 4 - 1 1 1 1 0 100 100 100 100 AES Increased production through small scale irrigation 5000 on farm water harvesting pans constructed annually No. of water pans constructed 20,000 - 5,000 5,000 5,000 5,000 0 435 435 435 435 AES Crop Disease and Pest Control Reduced crops disease prevalence Crops pests and diseases surveillance No. of Pest and diseases surveillance 28 6 6 6 6 6 220 220 180 180 180 CRAMD/ DLP/DVS 46 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 conducted surveys conducted Pest and disease control chemicals and equipment procured and distributed to counties No. of Pest monitoring traps mounted 2100 300 300 500 500 500 30 30 50 50 50 CRAMD MT. of Pest and disease control chemicals distributed to counties 500 100 100 100 100 100 450 450 450 450 450 CRAMD Litres of Avicides procured and distributed 20,000 2500 2500 5000 5000 5000 20 20 40 40 40 CRAMD Support to Agricultural engineering technology development Increased value addition and reduced post harvest losses 10 ATDCs transformed and modernized to Centres of Excellence No. of ATDCs transformed and modernized 10 2 2 2 2 2 536 577 555 535 535 AES 2 National machinery testing centres established % completion of national machinery testing centres 60 0 20 30 40 60 0 100 100 150 200 AES Increased value addition 25 agro processing, postharvest & sustainable technologies & innovations developed / incubated & promoted No of technologies /innovations developed and promoted 10 10 10 10 10 10 30 30 30 30 30 AES 1500 MT Aflasafe (KE 01) procured and distributed to counties MT of Aflasafe (KE 01) procured and distributed to counties 1,225 75 250 300 300 300 34 113 135 135 135 AES Improved Agricultural Mechanization Increased mechanization levels for high yields 3240 tractors, 400 walking tractors, 100 rice combine No. of tractors and equipment 3,240 40 450 700 1050 1000 100 1,456 1,344 1,240 1,480 AES No. of walking tractors 400 0 100 100 100 100 0 20 20 20 20 AES 47 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 harvesters and associated equipment procured and distributed at subsidized prices No. of rice combine harvesters 100 0 6 34 60 0 0 24 136 240 0 AES Reduced post harvest losses in potato Ware and Seed potato infrastructure developed No. of aggregation centres and stores 405 0 107 126 127 5 0 1,000 1,000 1,000 100 AES Promotion of Climate Smart Agriculture Climate Smart Agriculture Baseline status of CSA in 47 counties established No. of CSA County Baseline reports 47 10 10 10 10 7 500 500 500 500 450 AES Climate Smart Agriculture Improved empowerment of Smallholder Agro-pastoral and Pastoral Producers No. of Grants to CIGs successfully completed 4,802 - 1,237 1,485 1,980 0 0 500 550 600 0 KCSAP Climate Smart Agriculture Increased production of climate-smart agriculture inputs by seed and breed stock producers Tons of Early generation seed produced 30 0 5 6 9 10 0 2 3 4 4 KCSAP Tons of Certified seed produced 165 0 45 30 30 60 0 18 12 12 24 KCSAP No. of Livestock parent stocks produced 1200 0 150 300 450 300 0 9 18 27 18 KCSAP Proper Agro weather infrastructure Agro-weather monitoring infrastructure strengthened No. of Weather monitoring infrastructure 304 - 120 20 - - 0 700 184 0 0 KCSAP Improve livestock breeds and breeding Improved livestock productivity Breeding plans available No. of breeding plans developed 15 1 2 3 4 5 10 10 10 10 10 DLP/DVS Breeding services technical manual developed Breeding services technical manual developed 1 - 1 - - - - 8 - 0 0 Dir. PR&R, DVS 48 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 Increased availability of quality breeds No. of quality livestock breeds availed 26 2 4 6 7 7 20 20 20 20 20 DLP/DVS Breeding quality assurance system developed Breeding quality assurance system in place 1 - - 1 - - 10 10 10 10 10 DLP/DVS Modern breeding technologies adopted No. of stakeholders using modern breeding technologies 3000 200 400 600 800 1000 25 25 25 25 25 DLP/DVS Breeding Bull schemes No of bull schemes 8 - 2 3 2 1 0 110 120 100 120 DVS Enhance availability of quality feeds and supplements Build capacities on feed ration formulation Improved quality of feeds. No of farmers adopting feed ration formulation and quality feeding 1,000 200 400 600 800 1000 25 25 25 25 25 DLP Undertake feed quality control inspections Improved quality of Livestock feeds in the market No. of quality feed varieties available in the market. 800 150 300 500 650 800 24 24 24 24 24 DVS/DLP Develop and review standards for animal feeds Standards for Livestock Feeds Developed No. of standards developed 10 1 3 5 7 10 10 10 10 10 10 DLP/DVS Enhance animal disease control Undertake surveillance and mapping of diseases Reduced prevalence of diseases No. of surveillance reports 8 2 2 2 2 2 20 20 20 20 20 DVS Carryout disease risk management and disaster preparedness Disease strategies and contingency plans developed/revie wed No. of disease strategies and contingency plans developed/revie wed 8 2 2 2 2 2 20 20 20 20 20 DVS Mainstream animal welfare in animal production Increased awareness of animal welfare issues No. of stakeholders practicing good animal welfare 4,000 800 800 800 800 800 5 5 5 5 5 DVS/DLP 49 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 practices Develop database for management of animal health and production information Database for management of animal health and production information developed Database established and opeartionalized and updated 1 1 1 1 1 5 5 5 5 5 DVS Promote adoption of improved agricultural technologies Increased agricultural productivity Increased access to improved agricultural technologies No of technologies packaged. and disseminated 8 - 2 2 2 2 0 10 10 10 10 DLP/DVS Aquaculture Technology Development and Innovations Transfer Increased fish production from aquaculture Fish demonstration units constructed in schools Number fish demonstration units constructed in schools 50 10 10 10 10 10 310 856 988 734 800 D/F&AM &D Aquaculture Business Development programme Improved livelihoods for fish farmers Fish production units constructed upgraded or rehabilitated and stocked with fish in an environmentall y sustainable and climate smart manner No. of fish production units constructed upgraded or rehabilitated and stocked with fish in an environmentall y sustainable and climate smart manner. 20,000 0 3,500 8,000 6,000 2,500 710 1,664 2,049 1,802 1,503 D/F&AM &D Support sea weed farming Improved livelihoods for sea weed farmers Supported sea weed farming Number of supported sea weed farmers 650 50 150 150 150 150 100 150 160 180 200 D/BEM &D Enhance Food safety Improved food safety Quality laboratories accredited Number of quality laboratories accredited 6 - 2 2 1 1 0 25 25 15 15 Dir Fisheries/ DVS/ Dir Crops Residues Monitoring Plans implemented Number of residues monitoring plans implemented 3 3 3 3 3 3 30 30 30 40 40 Dir Fisheries/ DVS/ Dir Crops 50 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 Sanitary and Phyto-sanitary Standards (SPS) enforced Number of enforcement missions conducted 60 12 12 12 12 12 100 100 100 100 100 Dir Fisheries/ DVS/ Dir Crops Food safety awareness created Number of Food safety awareness fora conducted 30 6 6 6 6 6 30 30 30 30 30 Dir Fisheries/ DVS/ Dir Crops Support Hides, Skins and leather development Enhanced performance of export slaughterhouse s and tanneries Standards for construction and operation of export slaughterhouses and tanneries developed No. of standards developed 2 - - - - 2 10 0 0 0 DVS Leather training institute in Ngong established Establish a leather training institute in Ngong Completion level/ and Gazette Notice 100% 10% 50% 100% - - 20 100 200 300 300 DVS Model leather centers of excellence established Establish six Model leather centers of excellence No. of Model centres established 6 1 1 2 2 - 0 100 200 300 300 DVS/DLP Enhance Agricultural Research Digitize existing data, research and other performance information Digital platform developed 1 digital data platform 1 0 0 1 1 0 0 0 100 100 20 Knowledg e mgt & capacity building directorate Increase access to soil information and data County soil maps developed 47 soil maps 47 0 0 15 15 17 0 50 300 300 350 Research & innovation Directorate Coordinate development of agricultural research agenda Agricultural research agenda Research Agenda 5 1 1 1 1 1 10 10 10 10 10 Research & innovation Directorate Promote Capacity Building Increased agricultural production and Capacity building Strategy Capacity Building strategy in 1 - 1 - - - 0 10 - - - Dir Policy, Research/ JAS -IGS 51 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 productivity developed place Staff trained Number of staff trained 1000 - 250 250 250 250 0 25 25 25 25 JAS IGS/DLP/ Dir Crops/ Dir Fisheries/ Dir Irrigation Extension guidelines and standards developed/revie wed and disseminated Number of extension guidelines and standards developed/revie wed and disseminated 10 - 2 2 3 3 0 10 10 20 20 Dir Policy, Research and Regulation s Sub Total KRA 2 20,633 27,524 26,616 26,231 24,511 KRA 3: Food and Nutrition Security Strategic Objective 3: Enhance Food and Nutrition Security Strengthen Strategic Food Reserve Trust Fund Sufficient stocks of food commodities Adequate food reserves (Maintain at least 4 million 90 Kg bags of maize in physical stock and cash equivalent. No. of 90 Kg bags of maize in physical stock and its cash equivalent 20,000 4,000 4,000 4,000 4,000 4,000 4,000 3,000 3,000 3,000 2,000 CRAMD Prioritized Crops Production Enhanced maize production Subsidized High yielding maize seed varieties procured and distributed No. MT of Maize seed 10,100 1,000 2,300 2,400 2,600 2,800 2,505 2,507 2,510 5,020 5,030 CRAMD Annual maize production increased to 67million bags in 2022 (90 Kgs) No. of 90 Kgs bags of maize produced (million) 67 40 46 55 61 67 0 0 0 0 0 CRAMD Enhanced potato Potato basic produced MT. of potato basic produced 12,582 200 459 1162 3000 7671 1,630 1,830 1,730 1,730 1,230 CRAMD 52 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 production and food sufficiency Ware potato production increased MT of ware potato produced (million) annually 6 1.2 1.7 2.6 4 6 0 0 0 0 0 CRAMD Certified potato seed distributed MT of certified potato seed distributed 617,351 6,375 17,946 50,517 142,205 400,308 0 0 0 0 0 CRAMD Rice production increased from the current production levels Annual rice production increased to 406,486 MT by 2022 MT of rice produced 406,486 112,800 124,080 193,565 270,991 406,486 5,061 5,057 5,049 5,034 5,028 CRAMD Rice seed distributed MT of rice seed distributed 140 0 60 20 20 40 0 18 6 6 12 CRAMD Diversified food varieties Improved nutrition security Food and Nutrition Security Council Established National Food and Nutrition Security Council established 1 1 - - - - 270 232 232 232 232 Nutrition sensitive project Enhance food nutrition and utilization of a variety of food crops Blended Maize flour in the market No. Maize flour blends in the market 12 0 3 3 3 3 0 20 20 20 20 Nutrition sensitive project Enhance food nutrition and utilization of a variety of food crops Increased availability of blending materials MT of subsidized clean planting materials distributed (sorghum -20, millet- 20) 16,000 0 40 40 40 40 0 8 8 8 8 Nutrition sensitive project Quantity subsidized clean cassava cuttings distributed (million) 8 0 2 2 2 2 0 10 10 10 10 Nutrition sensitive project Promote National Agricultural Insurance Policy Agriculture Risk management for smallholder crop farmers Crop insurance Beneficiaries increased to 2.5 million farmers in 31 counties No. (Million) of farmers purchasing insurance policies 2.5 0.342 1.5 2 2.5 2.5 1000 1000 500 500 500 APRR 53 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 Household‟s livestock insured No. of households insuring livestock 10,000 1000 2000 3000 2000 2000 150 120 100 80 80 DLP Tropical Livestock Unit insured No. of livestock insurance supported 790, 000 90, 000 110, 000 160, 000 220, 000 300, 000 300 300 490 500 536 DLP Promote fodder production, storage and conservation technologies Promote fodder production, storage and conservation 4,000 Ha of irrigated fodder Ha of irrigated fodder established 4,000 2,000 2,500 3,000 3,500 4,000 400 450 500 550 600 DLP 250, 000 bale of hay No of Bales Conserved 250,000 20,0000 40,000 50,000 65,000 75,000 50 50 50 50 60 DLP Promote production of drought resistant fodder crops 500 Ha of drought resistant fodder varieties promoted Ha of drought resistant fodder varieties 500 50 100 150 100 100 100 100 150 120 140 DLP Irrigation in seeds for pasture and fodder established Tons of seeds produced under irrigation 25 - - 5 10 10 1,066 1,334 1,066 1,334 1,066 DLP Rehabilitation of rangelands through reseeding programs and bush control 2,000 Ha rehabilitated Ha of rangelands rehabilitated 2,000 100 500 500 600 300 50 50 55 60 65 DLP Promote research on alternative livestock feeds stuffs for range lands 5 alternative livestock feedstuff for rangelands Numbers of alternative livestock feedstuff 1 2 2 - 3 5 6 6.6 7 Feed ration and formulation promoted No. of farmers adopting feed ration formulation 3000 200 400 600 800 1000 25 25 25 25 25 DLP Establish Strategic Livestock Feed Reserves Strategic Feed Reserve established Bales (million) of hays available during drought. 3 0.2 0.4 0.6 0.8 1 500 500 500 500 500 .DLP Improve resilience for ASAL Promote investment in Investment in water No. of water infrastructure 1 - 1 - - - - 50 0 0 0 DLP 54 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 communities water infrastructure for livestock infrastructure for livestock promoted development plans Water pans/ boreholes constructed No. of Water facilities rehabilitated 25 5 5 5 5 5 60 60 75 75 80 DLP To promote climate change adaptation technologies and practices Locally adapted breed promoted No of locally adapted breeds promoted 5 1 2 2 - - 3.0 4 5 5 6 DLP Promote alternative livelihood enterprises No. of Alternative livelihood promoted 4 - 1 1 1 1 9 7 7 8 DLP Early warning information disseminated No. early warning information disseminated 5 1 1 1 1 1 2 2 3 3 3 DLP / DVS Rehabilitate fish landing sites in L. Victoria Reduced fish post-harvest losses Rehabilitated fish landing sites in L. Victoria No. of rehabilitated fish landing sites in L. Victoria 6 2 2 2 - - 227 393 428 0 0 D/F&AM &D Strengthen Aquaculture and Fisheries Associations and BMUs Improved management of fisheries and aquaculture Supported and strengthened Fisher organizations No. of Fisher organizations supported and strengthened 3 3 3 3 3 3 50 70 90 110 120 D/F&AM & D Organized and supported Beach Management Units (BMUs) into viable commercial entities No. of supported Beach Management Units (BMUs) into viable commercial entities 393 37 50 100 181 25 15 20 35 35 10 D/F&AM &D Renovate and expand Liwatoni Fisheries Complex Fish landings increased Renovated and expanded Liwatoni Complex % of completion of Liwatoni Complex 100 30 100 - - - 395 713 0 0 0 D/BEM &D Support Meat Production Livestock breeds multiplication Livestock breeding stock availed No. of breeding stock (Pigs, Rabbits) 73,000 - 7,000 220 00 220 000 220 000 0 55 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 and distribution Day Old Chicken for multiplication produced No. Day Old Chicken produced for multiplication 2,166, 000 6,000 720 000 720 000 720,000 0 Improved access to quality livestock feeds Area under irrigated pasture and fodder Acreage under pasture 30,000 - 10,000 10,000 10,000 0 0 2000 1500 1500 DLP Drought resistant fodder varieties promoted Ha. under drought resistant fodder varieties 500 50 100 150 100 100 100 100 150 120 140 DLP Support milk production and processing Increased milk production and processing Dairy value chain stakeholders capacity build No. of Dairy Value Chain stakeholders capacity build 350 - 50 80 100 120 25 40 50 60 DLP Livestock breeders association capacity build No. of Livestock breeders association capacity build 7 - 2 3 1 1 - 20 30 10 10 DLP Powder Milk MT of Powder Milk 500 500 50 142 Promote Honey Production Provide support to bee keeping value chain Increased adoption of agribusiness practices Annual volumes (kg) of quality honey produced 40,000 10,000 20,000 30,000 40,000 40,000 DLP Improve honey production Bee colony multiplication/s tocking and distribution No. of bee colonies produced and distributed 18,600 2,600 4,000 4,000 4,000 4,000 DLP Set up 13 bee bulking sites for colony multiplication and distribution No. of bulking sites sep up 13 7 3 2 1 0 DLP SubTotal KRA 3 17,962 18,582 19,370 20,751 19,228 KRA4:Investment in the Blue Economy Strategic Objective 4: To enhance investment in the Blue economy 56 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 Build capacity for fishers to venture into the deep sea fishing Investment in the Blue Economy improved Built capacity of fishers to venture into the deep sea fishing Number of fishers capacity built 2,600 500 500 600 200 800 25 150 150 50 50 D/BEM &D Develop National Maritime Spatial Plan and Blue Economy Master Plan Blue economy management and development improved Developed Blue Economy Master Plan % of developed Blue Economy Master Plan 100 10 30 60 90 100 469 398 434 410 100 D/BEM &D Blue economy management and development improved Developed National Maritime Spatial Plan and Integrated Coastal Management Plan % of developed Maritime Spatial Plan and Integrated Coastal Management Plan 100 30 80 90 100 - 200 400 100 100 0 D/BEM &D Sub Total KRA 4 694 948 684 560 150 KRA 5: Market Access and Trade Strategic Objective 5: To Improve Market Access and Trade Promote trade in agricultural products Improved market access and reduction of milk post harvest losses County stakeholder‟s capacity built No. of Value chain actors capacity build 332 70 70 70 70 52 0.9 1.8 2.2 2.6 3.1 DLP / DVS Improved market access for beef Feedlots established No. of feedlots established 50 10 14 10 10 6 550 550 550 550 550 DLP/DVS Holding grounds rehabilitated and registered No. of holding grounds registered & rehabilitated 30 23 3 3 1 - 80 100 110 120 130 DLP Strengthen marketing infrastructure Access to fish markets improved Developed fish markets and auction centres No. of developed fish markets and auction centres 5 1 1 1 1 1 200 210 215 220 250 D/F&AM &D Access to international livestock markets improved Livestock Export Zone (LEZ) facilities developed (Bachuma, Kurawa, No. LEZ facilities developed 3 1 1 1 - - 200 450 500 550 550 DVS 57 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 Miritini) Milk handling and processing improved Milk bulking equipment /coolers installed No. of milk coolers installed 350 - 100 110 120 10 0 935 1200 1100 1010 DLP Sanitary and Phyto-sanitary standards Improvement Establishing a residue laboratory at PCPB 1Residue Laboratory Established % completion of the Residue laboratory 100 30 40 50 70 100 182 188 218 255 300 PCPB Promotion of Agricultural Market Information Timely and real time agricultural market information An automated MIS disseminating real time agricultural market information developed % completion of the MIS system 100 50 80 100 100 100 56 10 10 10 10 CRAMD Commodity Exchange and e-Soko Platform Integrated web based e-Soko platform developed % completion of e-Soko platform 100 10 20 50 70 100 100 100 100 100 100 CRAMD Establish new export markets New export markets accessed No. of new markets 5 1 1 1 1 1 20 20 20 20 20 SDCD, AFA Strengthen livestock market information systems Data monitor officers trained and equipped No. of data monitors trained 140 20 30 30 30 30 3.0 4 4.2 4.4 5 DLP / DVS Data management system established for disease control and NLMIS No. of data management systems established 2 - 1 1 - - 6 6 3 2 2 DLP / DVS Livestock identification & traceability system established No. of livestock identification & traceability systems established 1 - 1 - - - 60 50 48 24 24 DVS Increased access to agricultural research Kenya digital data for Agriculture Research 1 digital platform created 1 0 0 1 0 0 0 0 120 10 10 Knowledg e Mgt & capacity building 58 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 information & knowledge Information developed directorate Development of Small and Medium Enterprises (SMEs) in Agribusiness Medium enterprises (SMEs) for agribusiness 1000 SMEs in Agribusiness serving 0.5 million farmers No. of Agribusiness based SMEs serving farmers 1,000 200 200 200 200 200 520 520 520 520 520 CRAMD Promote fish consumption Per Capita fish consumption increased Promoted fish consumption and marketing Number of promoted “Eat more fish Campaigns” and fish food fares 50 10 10 10 10 10 100 110 120 125 130 D/F&AM &D Sub Total KRA 5 2,077.9 3,254.8 3,740.4 3,613 3,614.1 Key Result Area 6: Institutional Capacity Strategic Objective 6: To Strengthen Institutional Capacity Institutional reforms High performing institutions Restructured NCPB, ADC, AFA, PPCK, AIRC, ATDCs, KSA, DTI, KMC, , MTI, AHITIs and Bukura college No. of institutions restructured 8 2 2 2 1 1 400 800 800 900 900 SDC&AR & CCD Reform: KPCU, KFA, New KCC, Co operatives Cotton Ginneries, Coffee Co operatives, ECCOs. No. of institutions reformed 6 1 1 1 2 1 200 1,007.5 662 771.6 889.77 CCD Develop Credit Schemes and Revolving Funds No. of Funds developed 2 - 1 - - 1 - 3,000 - - 500 CCD Curriculum for livestock training institutions No. of curriculums developed/ reviewed 7 - 3 2 1 1 0 27 35 10 5 HRM&D/ DLP/DVS 59 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 developed/ reviewed Leather training institute established Leather institute completed and operational 1 - - - 1 1 20 100 200 300 300 Dir PR&R, DVS, HRM&D Leather Centres established No. of centers established 6 1 1 2 2 0 100 200 300 300 DVS/DLP Ministry‟s institutions modernized and secured Developed/reha bilitated and equipped farms/station No. of Institution‟s facilities developed/ rehabilitated 83 1 20 23 21 18 120 200 300 250 250 DVS/DLP/ DA Laboratories Certified and accredited (ISO 17025: 2005) No. of laboratories certified and accredited 7 1 2 2 2 2 5 20 20 20 20 DVS, MR Training institutions infrastructures developed No. of training infrastructures developed 8 - 2 2 2 2 25 100 200 200 300 HRM&D/ DLP/DVS ICT infrastructure upgraded Automation level (%) 100 40 50 70 90 100 2 10 30 30 30 H:ICT Institutional land under the Ministry secured No. of title deeds/ Land area secured 38 - - 10 20 8 50 70 150 250 250 DVS/DLP/ DA Information and communication management Establish agriculture information and knowledge management system Agriculture information and knowledge management system established % completion Information and knowledge management system 100 50 100 100 100 100 5 10 5 5 5 AIRC Design information products Value chain information products No. of information products produced and distributed 14,931 2931 3000 3000 3000 3000 5 10 5 5 5 AIRC Develop Co operative Management Co-operative Management Information % completion 100 30 50 70 80 100 70 80 34.2 115.7 30.5 CCD 60 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 Information System System developed Strengthen data management system Maintain a web based data system, review of data compendium & producing annual data publication updated web based data system, data compendium & annual data publication No. of annual data publications 5 1 1 1 1 1 10 10 10 10 10 CPPMU Strengthen Monitoring and Evaluation Effective M&E system Agriculture M&E framework finalized % completion M&E framework 100 10 20 60 100 100 10 10 10 10 10 CPPMU Enhance Ministry‟s capacity Improved service delivery Institutional Skills Gaps Analysis undertaken Institutional Gap analysis report in place 1 - 1 - - - 0 10 5 0 0 HRM&D Strengthened Technical Capacity of Technical actors Trained officers in various courses No. of officers trained on long and short courses 6,100 1,000 1,100 1,200 1,300 1,500 30 35 40 40 40 HRM/D Agricultural Research capacity strengthened Number of research facilities modernized 5 1 1 1 1 1 500 500 500 500 500 Dir Knowledg e and Capacity Building Youth, Gender, disability, HIV/AIDS and Drugs issues mainstreamed in policies % of policies mainstreaming youth, Gender, Disability, HIV/AIDS and Drugs issues 100 30 50 80 100 100 30 30 30 30 30 ADMIN Improved collaboration among the stakeholders/ County Governments Engagement framework developed % completion of engagement framework developed 100 - - 5 60 100 0 0 20 50 30 Dir. PR&R Counties capacity needs assessed No. of Counties capacity needs assessed 47 5 15 10 10 7 20 40 30 30 30 DLP Capacity build of the counties No. of Counties capacity build 47 - 5 10 20 12 20 20 30 30 30 DLP 61 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 Develop Coordinating mechanism for Agricultural Research and Innovation Ecosystem Enhanced coordination in agricultural research Agricultural research Coordinating mechanism and System developed % completion 100 0 40 80 90 100 0 30 30 20 20 SDCD&A R Subtotal KRA 6 1,522 6,219.5 3,346.2 3,877.3 4,485.3 Key Result Area 7: Youth, Women , Vulnerable Groups Involvement in Agriculture, Blue Economy and Co-operatives Strategic Objective 7: To Increase Youth, Women and Vulnerable Groups Participation in Agricultural Value Chains Involve Youth in Modern Agriculture , Blue Economy (BE) and Co-operatives Increased Youth, Women and vulnerable groups employment in Agriculture (Urban and Peri urban agriculture) Youth in and out of schools trained on production and agro processing and value addition equipment distributed No. of Pupils and youth trained. 26,500 4,000 5,000 5,500 6,000 6,000 20 20 20 20 20 YMAP No. of processing and value addition equipment distributed 175 35 35 35 35 35 80 90 100 110 120 YMAP Youth knowledge on blue economy enhanced Awareness created on the BE especially to the young population Number of youth sensitized on the blue economy 135,000 15,000 30,000 30,000 30,000 30,000 80 150 200 300 400 D/BEM &D Financial and Agribusiness mentorship for youth Youth involvement in agribusiness Agriculture promoted as viable business No. of operational YABIC Resources Centres 20 - 2 4 6 8 0 660 660 660 660 Enable Youth Program Sub Total KRA 7 180 920 980 1,090 1,200 KRA8:Leadership and integrity Strategic Objective 8: To enhance leadership and integrity Corruption prevention Efficient and Effective Service Delivery Increased awareness No. of stakeholders sensitized 50 0 25 25 0 0 0 0 2 2 0 PS Staff sensitized No. of staff sensitizes 50 0 25 25 0 0 0 0 2 2 0 PS Reduced corruption incidences 100% corruption prevented Level (%) of corruption prevented 100 100 100 100 100 100 10 15 20 20 25 PSs Promote national Values and Improved governance Awareness on the National Number of awareness 16 - 4 4 4 4 0 10 10 10 10 PSs 62 Strategies Outcomes Expected Output / Target Performance Indicator 5 year Output target Key Performance Targets Estimated Budget (Kshs. Millions) Responsib ility /Actor 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 principles of governance Values and Principles of Governance created creation forums Sub-Total KRA 8 10 25 34 34 35 TOTAL 43,256.4 57,810.3 55,236.1 56,540.8 53,536.9 GRAND TOTAL 266,380.5