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AGRICULTURAL DEVELOPMENT CORPORATION
“Sustainable Agricultural Resource Development”
STRATEGIC PLAN
2019/2020 -2023/2024
December, 2019
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LIST OF TABLES -------------------------------------------------------------------------------------- v
LIST OF FIGURES ------------------------------------------------------------------------------------- v
ABBREVIATIONS AND ACRONYMS ----------------------------------------------------------- vi
FOREWORD --------------------------------------------------------------------------------------------- vii
PREFACE ------------------------------------------------------------------------------------------------ viii
EXECUTIVE SUMMARY ---------------------------------------------------------------------------- ix
CHAPTER ONE: INTRODUCTION ------------------------------------------------------------- 1
1.1 Background and Mandate ----------------------------------------------------------------- 1
1.2 ADC’s Role in Kenya’s Agricultural Development ----------------------------------- 1
1.3 Methodology of the Strategic Plan Preparation ---------------------------------------- 2
CHAPTER TWO: THE AGRICULTURAL SECTOR IN KENYA ----------------------- 5
2.1 Background and Performance of the Sector -------------------------------------------- 5
2.2 Key Trends in Agriculture ------------------------------------------------------------------ 6
2.3 National Priority Areas in Agriculture and Livestock ------------------------------- 8
2.4 Role of ADC in the Food Security and Nutrition Programme and Other
National Initiatives --------------------------------------------------------------------------- 11
CHAPTER THREE: AUDIT OF THE PAST STRATEGIC PLAN PERFORMANCE -- 13
3.1. Achievements ---------------------------------------------------------------------------------- 13
3.2. Challenges --------------------------------------------------------------------------------------- 14
3.3. Lessons Learnt --------------------------------------------------------------------------------- 14
CHAPTER FOUR: ENVIRONMENTAL OUTLOOK --------------------------------------- 17
4.1. Political Factors -------------------------------------------------------------------------------- 17
TABLE OF CONTENTS
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4.2. Economic Factors ----------------------------------------------------------------------------- 17
4.3. Social Factors ----------------------------------------------------------------------------------- 17
4.4. Technological Factors ------------------------------------------------------------------------ 17
4.5. Environmental Factors ----------------------------------------------------------------------- 17
4.6. Legal Factors ----------------------------------------------------------------------------------- 18
CHAPTER FIVE: STRATEGIC ANALYSIS ------------------------------------------------ 20
5.1. SWOT Analysis -------------------------------------------------------------------------------- 20
5.2. Stakeholder Analysis ------------------------------------------------------------------------ 22
5.3. Competitor Analysis ------------------------------------------------------------------------- 26
CHAPTER SIX: STRATEGIC DIRECTION ----------------------------------------------- 31
6.1. Mandate ----------------------------------------------------------------------------------------- 31
6.2. Vision -------------------------------------------------------------------------------------------- 31
6.3. Mission ------------------------------------------------------------------------------------------ 31
6.4. Core Values ------------------------------------------------------------------------------------ 31
CHAPTER SEVEN: STRATEGIC THEMES AND OBJECTIVES ----------------------- 34
7.1. Themes ------------------------------------------------------------------------------------------ 34
7.2. Objectives --------------------------------------------------------------------------------------- 34
7.3. Sustainability Balanced Scorecard (sBSC) ---------------------------------------------- 34
7.4. The Proposed Strategic Themes and Objectives --------------------------------------- 34
CHAPTER EIGHT: THE CORPORATE STRATEGY -------------------------------------- 41
CHAPTER NINE: IMPLEMENTATION PLAN ---------------------------------------------- 45
9.1. Implementation Matrix ---------------------------------------------------------------------- 45
9.2. Annual Work Planning ---------------------------------------------------------------------- 45
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9.3. Budgeting --------------------------------------------------------------------------------------- 45
9.4. Communication of the plan ----------------------------------------------------------------- 45
9.5. Financing the plan ---------------------------------------------------------------------------- 46
9.6. Corporation Structure ------------------------------------------------------------------------ 46
9.7. Risk Analysis and Critical Assumptions ------------------------------------------------- 46
9.8. Monitoring and Evaluation Plan ---------------------------------------------------------- 46
9.9. Cascading Framework ----------------------------------------------------------------------- 48
CHAPTER TEN: CONCLUSION ----------------------------------------------------------------- 50
APPENDICES ------------------------------------------------------------------------------------------- 51
APPENDIX I: Implementation Plan Matrix -------------------------------------------------------- 51
APPENDIX II: Projected Outcomes as per ADC Schedule --------------------------- ------------- 69
APPENDIX III: Projected Performance and Funding Sources ----------------------------------- 71
APPENDIX IV: ADC Organization Structure ----------------------------------------------------- 86
APPENDIX V: Strategic Planning Team ---------------------------------------------------------- 87
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LIST OF TABLES
Table 5.2.1: Stakeholder Analysis ------------------------------------------------------------------ 23
Table 5.3.1: Competitor Analysis ------------------------------------------------------------------ 26
Table 7.4.: Strategic Themes and Objectives ---------------------------------------------------- 35
2.2.1 Population Trend --------------------------------------------------------------------------------- 6
2.2.2 Population against Production Trend ------------------------------------------------------- 7
LIST OF FIGURES
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ADC - Agricultural Development CorporationAFC - Agricultural Finance CorporationAWP - Annual Work PlansCOMESA - Common Market for Eastern and Southern AfricaCS - Company SecretaryCSR - Corporate Social Responsibility DVS - Directorate of Veterinary ServicesEAC - East Africa CommunityERP - Enterprise Resource PlanningFC - Financial ControllerFY - Financial YearGoK - Government of KenyaHBDD - Head of Business Development DepartmentHR - Human ResourcesHTD - Head of Technical DepartmentICT - Information, Communication and TechnologyILRI - International Livestock Research InstituteKAGRIC - Kenya Animal Genetic Resource CentreKALRO - Kenya Agricultural & Livestock Research OrganisationKCB - Kenya Commercial BankKEBS - Kenya Bureau of StandardsKEPHIS - Kenya Plant Health Inspectorate ServiceM&E - Monitoring & EvaluationMD - Managing DirectorNBK - National Bank of KenyaNCPB - National Cereals and Produce BoardNEMA - National Environmental Management AuthorityODK - Object-oriented Database KitPC - Performance ContractPESTEL - Political, Economic, Social, Technological, Ecological and LegalPR - Public RelationsR&D - Research & DevelopmentRFID - RadioFrequencyIdentificationSACCO - Savings and Credit Corporative sBSC - Sustainability Balanced ScorecardVAT - Value Added TaxWIBA - Work,InjuryandBenefitsAct
ABBREVIATIONS AND ACRONYMS
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The Agricultural Development Corporation is one of the leading agricultural organisations in Kenya that plays a critical role in the development of agriculture
in the country. It ensures that Kenyan farmers have access to quality seed maize as the main grower in the country and the continued existence of livestock breeds and supply of quality livestock to the Kenyan farmers at affordable prices. The Corporation has continued to discharge its mandate as provided for under the Act of Parliament, Cap 444, which defines the roleof Agricultural Development Corporation (ADC) as promotion of agricultural development in Kenya.
The environment in which the Corporation operates has become increasingly dynamic. The Economic and Legal Environment have changed and brought new challenges, which have to be addressed. The global climate change has greatly affected food production in the country and hence ADC shall continuously respond to the dynamic environment to stay relevant and successful. It will have to embrace technology in its operations, retain theskilled staff, and play a leading role in delivery of the Government’s “Big Four Agenda”.
Asnoted, the Government has identified food andnutrition security as one of the “Big Four” initiatives and plans to undertake various new and innovative initiatives that will drive food and nutrition security between 2018 and 2022. This will be achieved through supporting enhanced large-scale production, small holder productivity and agro-processing and reduction in food prices.Key targets include increasing major food production by the year 2022.Increased production will be achieved through expansion of production areas, enhanced access to quality inputs (seed and fertilizer), irrigation, mechanization and post-harvest management. ADC being one of the mainGovernment-implementing agencies in the agriculture and livestock sectorin this country is expected to play a leading role
FOREWORD
in this endeavour. In view of this huge responsibility, ADC prepared a Corporate Strategic Plan at this time when the previous one ended in the second year of the MTP III of Kenya’s Vision 2030. The preparation of this Plan has been through a consultative process with many of its stakeholders whose input has been included in this plan.
This Corporate Plan outlines the Corporation’s Vision andMissionthusdirectingusindefiningwhereweareandwherewewouldliketobeinthenextfiveyearsthrough implementation of various strategies. The Corporation will now embark on an ambitious journey whereitexpectstobuildasustainablefinancialresourcebase by undertaking various initiatives, tremendously improve its stakeholder engagement, increase productivity, attain optimal resource utilization, build its internal capacity, increase innovation and improve its governance in line with existing frameworks such as Mwongozo. The corporation shall also enhance and undertake its business in a manner that preserves and conserves environment.
The ADC Board of Directors has pledged its commitment to the realisation of the goals and objectives set out in this plan. I look forward to diligent work by all in the Corporation and maximum support from our stakeholders so that we can work together towards ensuring that we realise our vision of “Being a global leader in Sustainable Agricultural Resource Development”.
H.E. Benjamin Cheboi, EBSChairman, Board of Directors
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PREFACE
The mandate of ADC as set out in the Agricultural Development Corporation Act, Cap 444, is to be the agricultural resource development in Kenya. This Strategic Plan is
being developed at a time when the government has identified food and nutrition security asone of the “Big Four” initiativeswhichfirst andforemost targets to enhance large scale production through large-scale commercial irrigated farming. The second major initiative involves driving small holder productivity through provision of incentives and targeted 1000 SMEs and creation of 500,000 to 1,500,000 jobs. The last major initiative will involve reduction of the cost of food through price stabilization and redesigning subsidy model to boost farmer production. This plan is aligned with the specific plans for food and nutritionsecurity under the economic pillar in the Third Medium Term Plan (MTPIII) of Kenya’s Vision 2030. The plan is also aligned with the Agricultural Sector initiatives.
This Strategic Plan reflects the aspirations ofthe Agricultural Development Corporation in delivering its mandate. It draws together the Vision, Mission and Values that drive the work of the Corporation and sets out the strategic themes, objectives, strategies and priority activities for the period 2019/2020-2023/2024. The Plan sets out the strategic direction for the Corporation during the entire period. It will guide management of the Corporation to ensure resources are utilized efficientlyandeffectively.
As the Corporation continues to carry out its work, it faces many challenges. Although it boasts of being a key player in agricultural
resource development, it has experienced declines in the natural resources coupled with financialconstraintsover theyears.Thenumberof public and private players in agricultural and livestock Sector has also increased over the years. Whereas ADC’s mandate is broad, its mandate of promoting the production of Kenya’s essential agricultural inputs, development of agricultural production in specific fields of production andparticipation in commercially viable activities of agricultural production has been realized in a limited manner over its lifetime.
It is against this background that the Corporation has developed this strategic plan. The Plan will guide the Corporation in addressing existing and emerging challenges and charting its way to grow Kenya’s agricultural and livestockSector. The Plan will also help the Corporation develop its capacity to work and improve performance.
Bythisplan,theADCreaffirmsitscommitmenttoits mission of promotion of commercially oriented agricultural resource development, enhancement of food and nutrition security and expansion of agricultural undertakings through production and supply of quality seed, livestock, biodiversity management, technological transfers and incubation of enterprises in a sustainable manner.
Mr. Mohamed M. Bulle Ag. Managing Director
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The Agricultural Development Corporation (ADC) is a Government Corporation whose function is to support Agricultural Sector in Kenya. ADC derives its mandate from the Agricultural Development Corporation Act, Cap 444. The Agriculture and Livestock Sector contributes on average 27 per cent to GDP, accounting for the largest share in GDP (Kenya Economic Survey 2017). The Sector provides critical supportive linkages to other sectors. It contributes approximately 75 per cent of industrial raw materials, 65 per cent of export earnings and 60 per cent of the total employment. Given its importance, the Sector is expected to play a significant role of ensuring food and nutritionsecurity as well as driving the Manufacturing Sector through the provision of raw materials. The main products in the Sector includes maize, rice and wheat production, which are a critical determinant of our food security, tea, coffee, cut-flowers,vegetables,fruits,nuts,herbsandspiceswhich are the main foreign exchange earners. In livestock, milk and beef production have remained our main products.
TheGovernmenthasidentifiedfoodandnutritionsecurity as one of the “Big Four” initiatives and targets to implement various initiatives geared towards realisation of food and nutrition security. First and foremost, it targets to enhance large scale production through large-scale commercial irrigated farming. The second major initiative involves driving small holder productivity through provision of incentives and targeted 1000 SMEs and creation of 500,000 to 1,500,000 jobs. The third and last major initiative involves reduction of the cost of food through price stabilization and redesigning subsidy model to
EXECUTIVE SUMMARY
boost farmer production. The Corporation has an important role to play in helping the realisation of aspirationsofKenyansasidentifiedintheVision2030, the Medium-Term Plan III (2018 – 2022), the Constitution of Kenya, 2010 and the SDGs.
In order to realise this aspiration, the Corporation will need to address various critical issues that have affected the agriculture and livestockSector in the recent past. With this in mind, the Corporation developed this strategic plan (2019/20-2023/2024). It builds upon the success of the previous strategic plan. The strategic plan charts the way forward for ADC over the next fiveyears.ThishasbeendonebyarticulatingtheVision, Mission, Core Values, StrategicThemes, Objectives and Strategies for the Corporation
Vision: To be a global leader in Sustainable Agricultural Resource Development
Mission: To promote commercially oriented agricultural resource development, enhance food and nutrition security and expand agricultural undertakings in a sustainable manner.
Core Values:
• Integrity and Professionalism
• Innovativeness
• Partnership with other Stakeholders
• Delivery of Quality Service
•Corporate Social Responsibility
•Team work
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The Corporation has identified and prioritizedsix(6) strategicthemes for the strategic period; these include economic perspective, customer focus,internal business process perspective, capacity building and innovation, corporate governance and environmental sustainability. Based on the identified strategic themes,ninestrategic objectiveswere identified. Variousstrategies for realising each of the strategic objectives and respective implementation initiativeswerealsoidentified.
The first strategic objective involves buildinga sustainable financial resource base. Thiswill be achieved through implementation of various strategies which include engagement of government for funding, engagement of the private sector for partnerships, devolved financialmanagementtounitsandenhanceddebtmanagement. The Corporation will undertake various initiatives such as establishment and operationalisation of a standing committee to continuously engage with the Parent Ministry, theNational Treasury and private sector partners, negotiate and re-structure debts with key stakeholders, seek government support towards payment of old debts, develop and effective debt management policy among others.
The second strategic objective will involvecontinuous improvement of customer satisfaction within the next five years. Thestrategies for realising this objective will include provision of quality goods and services, continuously interact with customers, corporate image enhancement, increasing outlets for our goods and services, partnerships with other stakeholders and undertaking corporate social responsibility activities. These strategies will be realised through refresher courses for staff, continuous improvement of the quality of
products and services, improved storage and handling of products, increased channels for customer engagement as well as leveraging on technology in stakeholder engagement.
The third strategic objective will involve increasing productivity in all our enterprises through increasing yield per unit area, increasing milk yield per cow, increasing dairy and beef herd sizes, increased finished life weight andenhanced breeding in beef production. Key initiatives will include precision farming, timeliness in operations/supply of critical inputs, conservation tillage in all crop operations, irrigation, mechanization of operations not mechanized. Other major initiatives will involve ensuring good quality forage and concentrates, improvement of breeding stock, use of breeding technology and acquisition of more superior genetic animals, restocking, feed lotting, yearly beef herd inspections, as well as use of superior stud bulls and embryo technology.
The Corporation, in its fourth strategic objective seeks to attain optimum utilization of resource throughenhancedutilization of land and seed processingplant. Key initiatives will involve introduce cash crops in isolations areas, land reclamation and making hay in ranch land. The fifth strategic objective for the Corporationwill involve re-engineering business processes through enhanced use of ICT leading to automation of most of its processes. In order to realise the strategic objectives, key initiatives will involveenhanced use of ICT, developing ICT infrastructure, acquisition of computers and accessories, acquisition of an ERP system, ensure full electricity connectivity in the units and upgrade and maintenance of website,increasing the supply of raw materials and modernizing the seed processing plant.
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The sixth strategic objective for the Corporation will involve strengthening institutional capacity to be able to achieve its mandate. The key strategies for this objective will include development of human resource capacity, staff retention, organisational restructuring, improvement of work environment, development of monitoring, evaluation, review and controls tools as well as review of performance management systems. Key strategic initiatives will thus involve continuous professional development, skills development programmes, skills audits, reward, recognition and sanctions, salary reviews and promotions as wellasenhancementofnon-financial incentives.Other key initiatives for realisation of these strategic objectives will involve workload analysis, review of HR policies and procedures, reviewing the organizational structure, provision of working tools, protective clothing, and recreational facilities, operationalization of monitoring, evaluation, review and control systems, implementation of performance based reward, recognition and sanctions and performance contracts. The seventh objective will involve enhancement of research and development to achieve competitive advantage. This will be achieved through positioning of R&D functions by review of the organisation structure. The objective will also be realised through development of new products and services by improvement in the yield, quality and nutrition.
Institutionalisation of corporate governance mechanisms and culture will be the eighth strategic objective for the Corporation. This will be realised through corporate culture change management, staff reorganisation, enhanced compliance with Mwongozo, corporate communication, review of the corporation’s act and strengthening internal controls. Key strategic initiatives in this area will involve prudential financial management,
staff audit, review of the corporate organogram, review of employee remuneration, retention and succession plan. Board related initiatives will involve review of the board charter, undertaking annual board evaluation, carrying out board induction and training, review of audit and risk management framework. Other initiatives will involve formulation of corporate communication policies, and development of a communication flowchart.Inrealisingthisstrategicobjective,theCorporationalso seeks to draft amendmentsto the ADC Act subject it to initial public participation and present it to Parliament. The Corporation will also strengthen the capacity of the internal audit function.
Lastly, ADC will seek to conduct its business in a manner that preserves and conserves environment. Strategies for realising this strategic objective will involve seeking to achieve 1% forest cover in all its farms by practising agroforestry, protection of riparian areas, and adoptionofappropriatesolidandeffluentwastemanagement practices and establishment of mechanisms for green energy. Some of the key initiatives that will lead to realisation of these strategic objectives will involve, agro forestation, budget allocation for seeds and implements, establishment of environmental sustainability committees in every farm, recruitment of nursery attendants, enforcement of the 30m distance from the river banks, implementation of corporate environmental policy, construction of gabions, planting bamboos, desilting of dams and water pans among others.
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H.E. The President Hon. Uhuru Kenyatta presents a Trophy to Mr. Mohammed Bulle Ag. Managing Director ADC, for Exemplary Performance in Livestock Breeding contest during the Nairobi International Trade Fair At Jamhuri Grounds Nairobi.
H.E. The President Hon. Uhuru Kenyatta presents a Trophy to Mr. Mohammed Bulle Ag. Managing Director ADC, for Exemplary Performance in Livestock Breeding contest during the Nairobi International Trade Fair At Jamhuri Grounds Nairobi.
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1. Background and Mandate
The Agricultural Development Corporation (ADC) origin can be traced to the pre-colonial period when the Government came up with the Swynnerton Plan. The Swynnerton Plan was a colonial agricultural policy that appeared as a government report in 1954 in Kenya, aiming to intensify the development of agricultural practise in the Kenya Colony.The plan was geared to expanding indigenous Kenyan’s cash-crop production through improved markets and infrastructure, the distribution of appropriate inputs, and the gradual consolidation and enclosure of land holdings.The Swynnerton Plan categorized all the land owned by the then Agricultural Settlement Trust which was allocated a number of farms which it could sell or lease to prospective buyers or tenants.The Settlement Fund Trustees was responsible to the Treasury for farms earmarked for settlement of landless people either for a fee or at a concessionary rate.Lands Limited was formed to be responsible for all farms which had been purchased by European Settlers after 1957. It was also given the responsibility of holding all land titles leased either to European or African farmers. The Agricultural Settlement Trust was later disbanded altogether and its functions taken over by the Agricultural Development Corporation through Lands Limited while the Settlement Funds Trustees was left to function under the then Ministry of Lands and Settlement.
The Agricultural Development Corporation is now a government Corporation whose function is to support Agricultural sector in Kenya. It was started in 1965 through an Act of Parliament Cap 346, to facilitate the land transfer programme from European settlers to locals following attainment
of the country’s independence. After the land transfermission,ADCfunctionwasredefinedtoinclude promotion of agricultural development in the country through initiation, assistance and expansion of agricultural projects and enterprises.
Presently, the Corporation derives its mandate from the ADC Act, Cap 444 which is to:
i. Promote the production of Kenya’s essential agricultural inputs as the Corporation may decide from time to time, such as seeds and pedigree livestock including hybrid seed maize, other cereal seeds, potato seed, pasture seed, vegetable seed, pedigree cattle, sheep, goats, pigs, poultry and bees.
ii. Undertake such activities as the Corporation may decide from time to time so as to develop agricultural production in specific fields ofproduction.
iii. Participate in activities of agricultural production which are commercially available.
iv. Participate in agricultural production which are related to primary and secondary functions of the Corporation and which in the view of the Corporation are commercially viable.
2. ADC’s Role in Kenya’s Agricultural Development
The Corporation plays a critical role in development of agriculture in the country. It ensures that Kenyan farmers have access to quality seed maize as the main maize grower in the country. Seed maize is grown in Trans-Nzoia farms and is passed to Kenya Seed Company among other companies for processing and packaging. Since 2013, ADC processes and packages its own brand
CHAPTER ONE: INTRODUCTION
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of seed maizegiving farmers increased choice of the seed maize. Through multiplication of quality seed maize, ADC is contributing to national food security and poverty reduction in the country.
The corporation ensures the continued existence of livestock breeds and supply of quality livestock to the Kenyan farmers at affordable prices. Additionally, ADC provides linkages between the research institutions and the farmers by way of providing a testing ground for technologies and research and later transfer of the same to the farmers. Further, ADC is a key provider of skills and knowledge to the farmers through trainings conducted during field days and agriculturalshows. Through this role the corporation contributes to beef and dairy development in the country.
ADC is a major provider of quality potato seeds in the country. Seed multiplication is carried out in Molo. Potatoes are the second staple food in the country and hence the corporation is playing a critical role of enhancing national food security.
In addition to the above critical roles, the corporation plays a major role of supporting industries processing agricultural products such as seed maize merchants, milk processors, and millers by providing them with raw agricultural materials. Consequently, the corporation is contributing to promotion of the industrial sector in the country.
The Corporation is therefore a strategic service organisation in Kenya promoting agriculture to enhance national food security and contribute to poverty reduction. The Corporation is able to provide sustainable services to the farmers as it is able to fund its operations with internally generated income.
3. Methodology of the Strategic Plan Preparation
The strategic plan was developed through a highly participatory process involving literature review, one-on-one interviews with internal and external ADC stakeholders, questionnaires, and stakeholder consultative sessions for large groups of staff as well as a strategy workshop. Literature review included assessment of various documents such as the previous strategic plans, strategic plan implementation reports, the Vision 2030, MTP III, the framework for implementation of food security and nutrition, the Agricultural Sector Transformation and Growth Strategy by the Ministry of Agriculture, Livestock and Fisheries as well as variousagricultural sector reports.
Consultative meetings were held with management and staff on various occasions on the approach and methodology for undertaking the assignmentandkeystakeholderswereidentified.The consultant engaged various groups of staff in consultative meetings for their inputs and contributions. The consultative sessions were alsoused to administer a specificquestionnaire,which had been developed to capture the views of management and staff. One-on-one meetings were held with senior management staff in which aseniormanagementspecificquestionnairewasadministered.
Severalmeetings were held with key stakeholders who had been identifiedthrough consultationbetween ADCStaff and Management. A specific tool was used to capture the views ofvarious stakeholders during the interviews and where possible the stakeholders took time to complete the questionnaires provided to them. The stakeholders who were engaged included suppliers,sectorfinanciers,partners,privatesectorplayers and research institutions. Presentations
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for the strategy workshop were prepared ahead of the workshop. These included presentations on ADC’s mandate and past performance, the state of the agricultural sector, food security and nutrition in Kenya as well as a summary report on the view of both internal and external stakeholders.
A strategy workshop was held with participants mainly drawn from ADC’s board and senior managementunder the guidance of consultants.The workshop participants comprehensively deliberated on the issues and challenges facing the Corporation as well as the way forward. The workshop involved use of syndicate as well as plenary sessions. The strategy workshop presentations were informed by various preparatory activities including stakeholder engagement sessions with internal and external stakeholders, the mandate of the corporation and its operating environment, review of the past performance, challenges and lessons learnt, the agricultural sector in Kenya and the Big 4 Agenda on food security and nutrition. Each step in the strategic planning process was discussed in depth at syndicate level and consensus built at plenary.
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ADC Certified Seed Maize
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CHAPTER TWO: THE AGRICULTURAL SECTOR IN KENYA
Background and Performance of the Sector
According to the Third Medium Term Plan (MTP III) 2018-2022 which is the implementation plan for Kenya’s long-term development blue print, the Vision 2030, the Agriculture and Livestock Sector contributes on average 27 per cent to GDP of Kenya, accounting for the largest share in GDP (Kenya Economic Survey 2017). The Sector provides critical supportive linkages to other sectors. It contributes approximately 75 per cent of industrial raw materials, 65 per cent of export earnings and 60 per cent of the total employment. Given its importance, the Sector is expected to play a significant roleof ensuring foodandnutritionsecurity as well as driving the Manufacturing Sector through the provision of raw materials.
As contained in the Third Medium Term Plan (MTP III) 2018-2022 which is the implementation plan for thecountry’s long-term development blue print, the Vision 2030, Agriculture and Livestock Sector, recorded an average growth rate of 4.2% between 2013 and 2017.However, annual growth rates varied primarily due to variable weather. Growth in agriculture Gross Value Added improved from 5.4 per cent in 2013 to 5.5 per cent in 2015 before declining to 4.0 per cent in 2016, and further declined to 1.6 per cent in 2017 due to insufficientrainsthataffectedproductionofkeycrops and animal rearing.Maize production, a key aspect of food security increased from 40.7 Million bags in 2013 to 42.5 Million bags in 2015 but declined to 35.4 Million bags in 2017. Production of rice decreased from 125,256 tonnes in 2013 to 81,200 in 2017. This was due to the prolonged dry spell in 2017 which reduced water availability in irrigation schemes. Wheat production increased from 194,500 tonnes in 2013 to 214,700 tonnes in
2016 and declined to 165,200 tonnes in 2017.
Among exports, tea remained a major foreign exchange earner at Ksh.124.5 Billion in 2016, from Ksh. 104.6 Billion in 2013, representing19 per cent increase. Tea production increased by 9.4 per cent from 432,400 tonnes in 2013 to 473,000 tonnes in 2016 before slightlydeclining to 439,800 tonnes in 2017. Coffee production increased by 15.8 per cent from 39,800 tonnes in 2013 to 46,100 tonnes in2016, earning the country Ksh. 21.3 Billion, up from Ksh. 16.3 Billion in 2013. In 2017, coffee production declined to 40,800 tonnes.
The horticulture sub-sector comprising of cut-flowers, vegetables, fruits, nuts, herbs andspices remained pivotal to Kenya’s export drive.The volume of exported horticultural products increased by 42.2 per cent from 213,900 tonnes in 2013 to 304,100 tonnes in 2017. Thevalue of horticultural exports increased by 37.8 per cent to Ksh.115.3 Billion in 2017 compared to Ksh. 83.7 Billion in 2013.
Milk production increased from 5.23 Billion litres in 2013 to 6.48 Billion litres in 2016 and declined to 5.35 Billion litres in 2017. Theannual intake by processors rose from 523 Million litres in 2013 to over 648.2 Million in 2016 but dropped to 535.7 Million litres in2017 representing a 17.4 per cent decline. The increase is attributed to increased farmer prices from an average of Ksh. 26 per litrein 2013 to Ksh. 35 per litre in 2015, enhanced milk promotion and sectoral reforms. Total beef production increased from 296,765Metric tonnes (MT) in 2013 to 520,000 MT in 2016 while consumption increased from 414,093 MT in 2013 to 452,000 MT in 2016.
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Overall,thefoodsupplysituationasmonitoredthroughtheFoodBalanceSheet,reflectedintheenergysupply, improved from 2,202kilo calories in 2014 to 2,288 kilo calories in 2015 before declining to 2,123 kilocaloriesin2017.ThefoodSelfSufficiencyRatio(SSR)improvedfrom74.4percentin2014to75.2percent in 2015 and declined to 60 per cent in 2017.
Key Trends in Agriculture
One of the most important trends that this strategy takes cognizance of is the increasing trend population compared to reducing food production. This trend is outlined in Figures 2.2.1 and 2.2.2
2.2.1 Population Trend (Source KNBS,2018)
As illustrated in Figure 2.2.1, the country has sustained high population growth, a six fold increase since 1963.On the other hand, theFood growth index of staple cereals from 1963 to 2017 was 2.2 andannual food demand growing rapidly. For instance, the demand for maize was maize to approximately 57 Million bags by 2030, almost double the production in 2018.As illustrated in Figure 2.2.2, the country had food supply (production) at 10% above the requirements. This increased to 20% over demand in 1970. By 2017 the food production was 72-84% of the demand. With reduced production and increased demand as well as and other factors such as climate change coming to play the trend can only get worse.
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2.2.2 Population against Production Trend (Source: State Department for Agriculture & KNBS, 2018)
The undernourished population is increasing. Since 2012, gains made due to earlier interventions between 2002 and 2012 are being underdone. The number of undernourished increased from 9.3 Million in 2014 to 11.7 Million in 2017. This is illustrated in Figure 2.2.3. Going forward national agencies such as ADC must work with county governments to ensure that agricultural production is income oriented. This will attract more investments and create employment especially for the young population. The national and county governments must also work together to stabilize food and supply and prices through enhanced food storage mechanisms. The national and county governments must focus on fostering income driven trade systems such that various actors focus only on what they are very well position to handle.
Number of undernourished people in Kenya (millions) 1999-2017 (Source: State Department for Agriculture, 2017).
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2.2.3 Food Security GapAs a result of the above trends, the projected food balance sheet for the country does not look promising.Theprojecteddeficit inkeycropsbyyear 2022 are; Maize, 27 Million bags (60%), Rice, 430,000 MT (21%) and Potato 275,000 MT (83%).
2.3 National Priority Areas in Agriculture and Livestock
In light of the above context the National Government has identified priority areas inKenya’s MTP III 2018-2022. Priority areas include:
1. Fertilizer subsidy
The sector will continue its focus on agricultural productivity by improving access, affordability and suitability of fertilizers. It will subsidize 200,000MT of assorted fertilizer annually; coordinatesoilanalysisinbeneficiaryregions;andmonitor and evaluate the impact of the subsidy programme on crop production and productivity.
2. Agricultural Mechanization
This programme will involve strengthening adoption of agricultural mechanization bysupporting counties to provide affordable agricultural mechanization services to small scale farmers. The Sector will collaborate andpartner with countries of origin and the end-users of the technologies in the counties. It will also entail identification, testing andup-scaling ofappropriate technologies. Under the programme 600 tractors and 3,000 walking tractors will be sourced and sold atsubsidized rates to SMEs. It will also entail identification, testing and up-scalingof appropriate technologies. Further, it will also entaildevelopment of Agricultural Development Corporation (ADC) farms including increasing land for crop production in ADC by 28,000
acres;distribution of tractor implements and other machinery; increasing rice production from 124,080 MT in 2018 to 270,991 MT by 2022;and fall army worm management. In addition, it will include enhancing potato seed production in ADC farms from 2,875 MT in 2018 to5,500 MT by 2022; increasing production of certified seed maizein ADC farms from 13 Million 90kg bags to 17 Million 90 kg bags by 2022; increasing production of commercial maize from 250,000 bags in 2018 to 325,000 bags by 2022; increasing production ofseed potatoes in ADC farms from 4,500 MT in 2018 to 6,000 MT by 2022; and rehabilitation of 8 cotton ginneries.
3. Food and Nutrition Security
The Sector will focus on new and innovative initiatives that will drive food and nutrition security over thenext five years by supportingenhanced large scale production, small holder productivity and agro-processing and reduction in foodprices. Key targets include increasing major food production by the year 2022. Specifically, annual production ofmaizewill beincreasedfrom current average of 40 Million (90kg bags) to 67.4 Million (90 Kg bag); additional 70,000 MT of rice will be produced annually toreach an annual production of 406,486 MT; while annual production of Irish potato is targeted to increase to 2.52 Million MT by 2022.Increased production will be achieved through expansion of production areas, enhanced access to quality inputs (seed and fertilizer),irrigation, mechanization and post-harvest management. The Sector will also develop nutrition sensitive indicators for use in agriculture.
4. Livestock Production
The programme aims at promoting food and nutrition security, and generation of income
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by focusingon milk, beef, egg and honey production. This will be achieved by: developing four (4) livestock breading research farms; establishmentof a National Rabbit Centre in Ngong; establishment of nine (9) sheep and goat breading farms; production of breeding stock at KenyaAgricultural and Livestock Research Organization (KALRO) breeding and research farms in Naivasha and Marsabit; establishment ofanArtificialInsemination(AI)stationfordairygoats in Kirinyaga; enhancement of capacity for semen production; establishment ofcommercial feedlots; supporting commercial pig and poultry enterprises; and establishment of a Strategic Livestock Feed Reserve.
5. Value Chain Support
This will involve improvement of dairy value chain infrastructure; equipping a Tea Research Factoryin Kericho; and standardization of hides and skins.
6. Youth and Women Empowerment in Modern Agriculture
The programme aims at creating sustainable and gainfulself-employment for the youth and women through their participatory engagement in agriculture. The Government will offer incentivesfor integration of youth and women into agribusiness value chains. These incentives will include market guarantees, incubation trainingand scholarships for 340 youth in agribusiness to produce high value horticultural crops. The programme will train 25,000 pupils in 100primary schools and 1,500 youth out of school in agricultural skills and engaging them in modern agriculture.
7. Agricultural Insurance
The Government will support farmers to access
agriculture insurance to manage risks and lossesamongst smallholder farmers, increase crop productivity and livestock production through improved access to credit and higher yieldingtechnology, and support transition from subsistence to commercially-oriented farming.
8. Research and Capacity Building
To enhance the capacity of training institutions, the Sector will expand the capacity ofthe existing Agriculture and Livestock Training Institutions (ALTI) and engage other institutions to provide evidence-based policy training.This will increase access to pre-service and in-service courses for agricultural personnel and other groups. Research institutions will be supported to focus on new innovative technologies that are pest and herbicide resistant, tolerant and can withstand drought/water-stressfor enhanced food security and productivity.
9. Cropdiversification
The Sector will diversify the food production base through development and adoption of new cropvarieties and distribution of assorted seeds to farmers. A total of 2,090 MT of assorted seeds will be distributed over the plan period. Itwill revitalize industrial crops including: cotton, coffee, pyrethrum, tea, sugar and oil and nuts.
10. Coastal Disease Free Zone
The Sector will complete construction of Bachuma Export Zone and start construction worksat Miritini and Kurawa Export Quarantine Stations. Further the Sector will upscale annual vaccines production from 40 Million doses to100 Million doses, and establish Border Inspection Posts (BIPs) to prevent entry of trans-boundary diseases and pests into the country.
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11. Strategic Food Reserve
This will involve contracting farmers for Strategic Food Reserve, redesigning subsidy model to maximizeimpactbyfocusingonspecificfarmers,securing investment through PPP in post-harvest handling and market distribution as well aselimination of multiple levies across counties.
12. Other national initiativesinclude
• Largescaleproduction
• SmallHolderProductivityand
Agro-processing
• AgriculturalTechnologyDevelopment
• ClimateSmartAgriculture
• MarketAccessandProductDevelopment
• MiraaFarmersLivelihoodImprovement
• PastoralResilienceBuilding
• TraditionalHighValueCrops
• Comprehensive African AgriculturalDevelopment Program (CAADP)
• PromotionofInvestmentandCooperationinAgriculture
• Various policy, legal and institutionalreforms
Based on this national prioritized initiative, the Ministry of Agriculture, Livestock and Fisheries has developed “The Agricultural Sector Transformation Strategy”, a ten-year (2019-2029) geared towards transformation and food security in Kenya. The various initiatives by the Ministry are summarized in Figure 2.3.1.
Figure 2.3.1.
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2.3.1 Agricultural Transformation Strategy Implementation Road Map(Source: State Department for Agriculture, 2019) Role of ADC in the Food Security andNutrition Programme and Other NationalInitiatives
The Corporation shall play a leading role in national initiatives including the food and nutrition security (the Big 4 Agenda).
i. Optimisation of available land through introduction of cash crops in isolation areas, land reclamation and making hay in ranch land.
ii. Increasing agricultural yield per acre through precision farming, increased efficiency is supply of critical inputs,conservation tillage in all crop operations, irrigation and mechanisation.
iii. Increasing productivity in livestock farming and products through:
a) Good quality forage and concentrates which increase milk production.
b) Improved breeding stock and adoption of modern technologies and superior genetic a n i m a l s leading to increased dairy herd size and finishingweight.
c) Restocking and feed lotting which will lead to increased beef herd size.
d) Implementation of yearly herd inspection and use of superior stud bulls as well as embryo technology.
iv. Enhancing the production of certifiedseeds especially for maize and potatoes in ADC farms. ADC will also work towards addressing seed distribution chain
bottlenecks.v. ADC will also partner with public and
private actors especially the counties to strengthen their capacity and to redesign the subsidy models especially for critical inputs such as fertilizer and seeds.
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Embryo Transfer Technology
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In the previous strategic plan (2014/15-2018/19),fourstrategicthemeswereidentifiedfor action: These were:
1. Institutional strengthening
2. Increased production and productivity in all sectors
3. Improvedoperationalefficiency
4. Diversification of other businesslines
These four strategic themes have served the Corporation over the last five years,strengthening it in key areas of its operations by enabling it to register several achievements. Despite the achievements, however, there were various challenges encountered while implementing the strategic plan. Some of the notable achievements, the challenges encountered and the key lesson learnt over the last strategic plan (2014/15-2018/19) period have been presented in this chapter.
3.1. AchievementsSeveral objectives and strategies were identifiedthatweretobecarriedouttoaddresseach of the strategic themes. Although some ofthesewerenotmet,thereweresignificantmilestones which came from either partial or full achievement on the activities and programmes during the planned period. Notable achievements during the period 2013/14-2017/18 included the following:
1. 1.255 Million kilograms of seed was produced, this represented 89.7 % of the target.
CHAPTER THREE: AUDIT OF THE PAST STRATEGIC PLAN PERFORMANCE
2. Attained a milk production yield of 10.08 litres per cow per day representing 74.7% of the target
3. Achieved seed maize yield of 2567kg/Ha representing 68% of the target.
4. Achieved and exceeded the 405 days calving interval target.
5. Attained a 75.5 % calving rate6. Achieved 125% of age at first
calving target of 29.25 months7. Grew its herd size by 8.7% 8. Achieved 84.4 % of the breeding
herd sales9. Produced 206 (50 kg/ha) of potato
seed representing 78% of the target.10. Achieved a production rate of
1067kg/Ha of coffee representing 131.4% of the target.
11. Implemented a legal case management system and automated 60% of the cases.
12. Job evaluation was undertaken with the help of a Consultant in 2014 and in 2015 with support from ADC.
13. Undertook staff rationalisation and reduced staff establishment from 1700 to 1500.
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3.2. ChallengesAs ADC continues doing business, it has faced various challenges. These have to be addressed to assure continued success. Among the notable challenges that the Corporation faced during the strategic period include:
1. Financial constraints and high cost of credit accessible to ADC
2. Poor infrastructure3. Disease outbreaks and incidences of pest
damage4. Low capacity for sales and marketing
products5. Unfavorable weather conditions6. High dependence on rain fedfor crops and
animal farming methods.7. Weak internal control environment
leading to pilferage of farm produce8. Weak project management arrangements9. Low capacity in animal husbandry10. Low yielding seed maize were planted
leading to sub-optimal production11. Poor quality hay and silage12. Insufficientforagesandpasture13. High cost of inputs14. Unnecessary /avoidable court cases
leading to increased legal costs15. Low uptake of modern technologies in
view of rapidly changes in technology needs and insufficient ICT skills withinADC
3.3. Lessons LearntSeveral lessons have been drawn from the lapsed Strategic Plan (2014/15-2018/19) that will greatly inform the successful
implementation of the current Strategic plan (2019/20-2023/24). Among the key lesson learntthatwereidentifiedare;
1. Financial challenges affecting ADC will require strong consideration for in the next strategic planning period.
2. The internal control environment at ADC needs to be strengthened to address challenges such as pilferage.
3. ADC will need to review its policies and procedures in order to strengthen and streamline all its processes in order to succeed in the near future.
4. There is need to implement the Strategic Plan fully and extract the measurement parameters for assessing the performance out of it. This includes the Performance Contract (PC) with the National Government, The Institutional Annual Work Plans (AWP).
5. There is need for regular periodic reviews of the Implementation plans within the Strategic Plan and developing of a strong and robust Monitoring and Evaluation Plan to support this activity.
6. There is need to increase synergy between legal department and other departments and provide awareness to staff and management in order to avoid unnecessary legal actions.
7. The ADC Act needs to be reviewed, so as to align ADC better with the Constitution of Kenya 2010
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8. Need to align human resources with the new strategy through process automation review of the organizational structure, improving employee performance, productivity, retention, streamlining rewards and compensation as well as improving staff engagement. Strategic themes, objectives and activities need to be SMART and even go beyond that while ensuring that Strategic Plan ownership is achieved within the Corporation.
9. Need to enhance the Corporation’s branding and marketing.
Understanding the external environment is important in managing organizations. It is this environment that shapes the opportunities and challenges facing any organization. It forms the context in which organizations operate. The Corporation must continuously take note of these environmental changes and respond accordingly.
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Friesian Cow
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CHAPTER FOUR: ENVIRONMENTAL OUTLOOK
An environmental analysis (PESTEL) was done and it revealed issues, trends (concerns) that managers will watch and respond to over the plan period. The environmental outlook is an attempt to identify trends in the external environment. These trends provide the planning premises (assumptions) underlying the strategic plan. The outcome of PESTEL is an understanding of the overall picture surrounding the Corporation.
4.1. Political FactorsThe political factors that are likely to determine the business of the Corporation will include:
1. Increasing terrorism2. Political instability linked with general
elections.3. Increasing politically motivated
encroachment on ADC land4. EAC integration has affected regional
demand and supply5. Trade agreement with emerging big
consumer countries (China)
4.2. Economic FactorsADCwill operate in an environment driven by the following economic factors:
1. Unpredictable subsidy on key agricultural commodities
2. High cost of credit3. Taxes on agricultural inputs (16% VAT on
inputs)4. Preferential trade agreements e.g.
COMESA which affects pricing of commodities
5. Increased demand for quality fodder
4.3. Social FactorsThe social factors that may affect the operations of the Corporation include:
1. High population growth and increasing per capital income
2. Shift in consumer preferences3. Better educated farmers. Increasing
demand for high yielding and commercially viable dairy breeding stock
4.4. Technological FactorsThe technological factors that are likely to determine the operations of the ADCinclude:
1. Increased technological development (machines, livestock breeding technologies (embryo transfer and sexed semen technology)
2. New seed multiplication technologies3. Efficientmanagementtools(ERP),tracking
tools such as RFID for livestock and crops and ODK data collection technologies.
4.5. Environmental FactorsThe environmental factors that are likely to affect the business of the Corporation include:
1. Climate change (loss of crops and livestock duetodrought,diseasesandfloods)
2. Intensive river irrigation upstream3. Land degradation4. Green energy5. Food safety and origin
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4.6. LegalFactorsThe following legal factor may affect the operations of the Corporation:
1. Changes and review of international laws in the constitution on management of food security and agricultural activities
2. Constitutional review activities which may include review of Agricultural functions in national and county governments.
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ADC Ayrshire Herd
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1. Unsecured farms boundaries 2. Irregular land leases3. Un-motivated workforce from poor
remuneration4. Inadequate competent staff due to lack of
continuous professional development and weak capacity development
5. Inefficient work force overlapping roles,no realization of optimum labour force
6. Poor staff remuneration arrangements mainlyduetofinancialconstraints
7. Weak governance structure in terms of leadership mainly due to lack of clarity on leadership roles, limits of authority which creates gaps
8. Weak organisational structure that is not goods and product oriented but rather functional.This leads to challenges in allocation of resources on profitablebusiness ventures.
9. High cost of production mainly resulting from weak internal controls
10. Lack of effective performance management systems
11. Low productivity12. Manual processes which are very slow
andinefficient13. Inadequate equipment within the farms14. Inadequate physical infrastructure15. Overdiversification16. Inadequatefinancialresources17. Lack of business autonomy for the units18. Lack of a proper communication strategy 19. Poor corporate image and brand visibility
Strategic analysis involves analysing both internal and external environment in which an organization operates. Internal and external analysis is critical in understanding the conditions within which organizations operate. In this strategic plan, it was discourse on how ADC will leverage its internal capabilities to optimize the opportunities in markets where it has chosen to do business.
It provides an appreciation of the capabilities of an organization and the external factors that affect it. This analysis results in the identification of strengths, weaknesses,opportunities and threats (SWOT). These provide a good indication of what the future strategies will be. The results of the analysis are outlined below as the SWOT analysis:
5.1. SWOT Analysis5.1.1. Strengths
The strengths of the Corporation include:
1. Strong asset base mainly backed by large size of land owned by the Corporation
2. Qualified technical staff with in-depthexperience in agriculture and livestock
3. High quality products and an established name in seed multiplication
4. Strong ADC brand5. Existing partnerships and good
relationships with key players in the agricultural sector
6. ADC has nation-wide presence
5.1.2. WeaknessesThe weaknesses of the Corporation include:
CHAPTER FIVE: STRATEGIC ANALYSIS
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20. Bloated staff in some farms resulting in a huge wage bill
21. Lack of synchronized budgets and performance targets
22. Weak enforcement of human resource policies and procedures
23. Unclear reporting structure in security department
24. Lack of quality assurance mechanisms within ADC
25. Huge post-harvest losses occasioned by poor storage facilities
26. Weak information security and data classificationpoliciesandprocedures
5.1.3. OpportunitiesThe opportunities available to the Corporation include:
1. Unsatisfied demand for products andservices i.e. seed maize, seed potatoes, dairy animals/products, beef animals/products, honey
2. New products such as agroforestry seedlings (bamboo seedlings) demand is growing within and without our borders, fruit seedlings (avocado), tissue culturebananas,flowers,andpoultryetc.agroforestrywillbenefittheorganizationwith carbon credits.
3. Increased demand for organic products especially beef products in ADC ranches.
4. New services such as technology transfers i.e. silage making, hay production etc. training and mentorship.
5. Value addition and on dairy, commercial maize and fruits such as oranges
6. Conservancy and Eco tourism7. Dryland farming irrigation for suitable
crops.8. Demand for indigenous grass seeds for
new markets such as Djibouti9. Disease free zones especially due to
increased demand for disease free beef in the world at premium prices similar to the Botswana approach.
10. Diversificationtorealestateinareaswherethe land is in urban areas.
11. Water bottling in areas where there is sufficientdemandandsupply
12. Optimisation of the utilisation of permanent rivers on ADC land
13. Conversion of waste from maize to briquettes
14. Green energy initiatives such as solar production on idle land
15. Student attachments16. ADC brand is widely respected in the
agricultural sector17. Feed lotting structures which will
tremendously develop Kenya’s beef industry
18. Green energy through investment in biogas for generation of energy
19. Partnerships with the stakeholders i.e. National government (Big 4 Agenda, security); County governments (Agents for products like our AI services, promotion of products such as seeds, farmers training centres and infrastructure development.);Government Agencies for negotiations of better tariffs e.g. Kenya power.
20. Adoption of modern technologies in order tooptimiseefficiencyofoperations.
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5.1.4. ThreatsThe threats to the Corporation include:
1. Security threats which include squatters and theft.
2. Political interference in the operations and running of units, unfavourable mergers etc.
3. Climate change leading to changing weather patterns
4. Unplanned subsidies to farmers by the national government which closes the market for ADC products which distorts market prices
5. Porous borders which increase threats of illegal grazing, encroachment and diseases
6. Urbanisation in areas where ADC has land leading to changes in land use.
7. Emerging diseases associated with climate change which hasincreased severity and frequency.
8. High cost of inputs against completion (neighbouring countries)
9. Non performing Leases and partnerships which lead to increased risk of litigation, loss of business and negative publicity
10. Dilution in the industry positioning. ADC seems to have lost its voice in key matters of utilization of its assets case in point: Galana Kulalu project and Potato projects.
11. Ambitious private sector which would like to use ADC land.
5.2. Stakeholder AnalysisCorporations such as the ADC operate within a political context which comprises various stakeholders. It is important to
understand these stakeholders and their stake (expectations). To be successful in implementing the Strategic Plan, ADC will require the goodwill, support and cooperation from all stakeholders and particular strategic partners. Additionally, ADC shall continue to actively beengaged in building mutually beneficial partnerships with like-mindedorganizations.
Stakeholders can support or impede efforts of a company to implement its strategic plan. To be successful in implementing the Strategic Plan ADC will require the goodwill, support and cooperation from all stakeholders and particular strategic partners. During the strategic plan period, the Corporation identifiedseveralkeystakeholders.Theyhavevarious interests (stakes) in the Corporation as outlined in Table 5-2.
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Tabl
e 5.
2.1:
Sta
keho
lder
Ana
lysi
s S
take
hold
er
Com
petit
or S
take
hold
ers
Exp
ecta
tions
A
DC
Exp
ecta
tions
1.
Reg
ulat
ors
i. K
EPH
IS
ii.
DV
S
iii.
Dai
ry B
oard
iv.
KE
BS
v.
NE
MA
i. Q
ualit
y pr
oduc
ts a
nd se
rvic
es
ii.
Com
plia
nce
with
the
regu
latio
ns
iii.
Stan
dard
izat
ion
iv.
Pay
fees
/lev
ies
v.
Prom
pt p
aym
ent
i. Fa
irnes
s in
thei
r ope
ratio
ns
ii.
Eff
ectiv
e co
mm
unic
atio
n &
tim
ely
notifi
catio
n
iii.
Gui
danc
e
iv.
Tim
elin
ess
v.
Cer
tifica
tion
vi.
Fair
rate
s
2.
Inpu
t Sup
-pl
iers
i. A
gro-
chem
ical
supp
liers
ii.
NC
PB
iii.
Cat
tle B
reed
ers
iv.
Fuel
supp
liers
i. Ti
mel
y de
liver
y of
serv
ices
ii.
Com
plia
nce
with
spec
ifica
tions
iii.
Prom
pt p
aym
ents
for s
ervi
ces a
nd
prod
ucts
supp
lied
iv.
Mai
ntai
n pr
oper
rapp
ort i
n
com
mun
icat
ion
v.
Feed
back
from
supp
liers
i. Q
ualit
y pr
oduc
ts
ii.
Fair
pric
ing
iii.
Qua
ntity
del
iver
ed a
s per
our
requ
isitio
n
iv.
Con
veni
ent p
acka
ging
v.
Com
plia
nce
with
cre
dit f
acili
ty
vi.
Flex
ible
and
favo
urab
le te
rms a
nd c
ondi
tions
of
paym
ents
vii.
Tim
ely
deliv
ery
of p
rodu
cts
3.
Part
ners
i. K
enya
See
d co
mpa
ny
ii.
Wes
tern
See
d co
mpa
ny
iii.
Wes
t Sug
ar C
ompa
ny
iv.
Con
serv
anci
es
v.
Bree
d or
gani
zatio
ns
vi.
Won
dern
uts
vii.
KA
LRO
viii.
U
nive
rsity
of
Nai
robi
i. St
rict a
dher
ence
to c
ontra
cts
ii.
Com
plia
nce
with
the
term
s and
co
nditi
ons
iii.
Kee
p go
od re
cord
s
i. St
rict a
dher
ence
to c
ontra
cts
ii.
Fair
repr
esen
tatio
n –
staf
fing
iii.
Tran
spar
ency
in sh
arin
g of
pro
ceed
s
iv.
Qua
lity
serv
ice
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Sta
keho
lder
C
ompe
titor
Sta
keho
lder
s E
xpec
tatio
ns
AD
C E
xpec
tatio
ns
4. C
onsu
mer
s/
Beneficiaries
i. N
ew K
CC,
Bro
okes
ide,
Arm
ed fo
rces
, NC
PB, t
he
pu
blic
etc
i.
Qua
lity
prod
ucts
and
serv
ices
ii.
Fair
pric
esiii
. A
dequ
ate
and
prom
pt su
pply
of
pro
duct
s and
serv
ices
iv.
Con
sum
er C
ARE
v.
Bran
d ou
r pro
duct
s to
ensu
re
visi
bilit
y
i. Fe
edba
ck o
n ou
r pro
duct
s
ii.
Prom
pt p
aym
ent
iii.
Con
sum
er a
gree
men
ts a
nd te
st
5. St
aff
i. A
DC
Sta
ffi.
Fair
rem
uner
atio
n
ii.
Fair
treat
men
t
iii.
Rew
ard
and
reco
gniti
on
iv.
Con
duci
ve w
ork
envi
ronm
ent
v.
Trai
ning
opp
ortu
nitie
s
vi.
Cle
ar c
aree
r pro
gres
sion
vii.
Staf
f w
elfa
re –
CA
RE
viii.
V
ision
ary
lead
ersh
ip
ix.
Eff
ectiv
e co
mm
unic
atio
n
x.
Act
iona
ble
polic
ies a
nd p
roce
-du
res
xi.
Adh
eren
ce a
nd ti
mel
y pa
ymen
t of
stat
utor
y ob
ligat
ions
i. Pr
oduc
tivity
/ ac
hiev
emen
t of
perf
orm
ance
ta
rget
s
ii.
Team
wor
k
iii.
Com
mitm
ents
iv.
Inte
grity
, tra
nspa
renc
y an
d ac
coun
tabi
lity
v.
Tim
ely
repo
rts
vi.
Punc
tual
ity
vii.
Adh
eren
ce to
the
staf
f re
gula
tions
6.
Res
earc
h In
stitu
-tio
ns
i. K
ALR
O
ii.
Uni
vers
ities
iii.
ILRI
i. C
onsu
me
rese
arch
find
ings
ii.
Paym
ent o
f ro
yalti
es
iii.
Impr
ove
on o
ur b
reed
s
iv.
Com
mun
icat
e re
sear
ch g
aps
v.
Con
tinuo
us re
sear
ch o
n re
leva
nt
field
s
vi.
Com
plia
nce
i. Fe
edba
ck o
n ex
pert
ise o
n va
rious
fiel
ds
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Sta
keho
lder
C
ompe
titor
Sta
keho
lder
s E
xpec
tatio
ns
AD
C E
xpec
tatio
ns
7.
Fina
ncia
l In
stitu
-tio
ns
i. K
CB
ii.
NBK
iii.
Con
solid
ated
Ban
k
iv.
AFC
v.
SAC
CO
i. Pr
ompt
serv
icin
g of
loan
s
ii.
Adh
eren
ce to
the
term
s and
con
-di
tions
i. Fi
nanc
ial r
esou
rces
ii.
Fair
inte
rest
rate
s
iii.
Favo
rabl
e te
rms o
f cr
edit
faci
litie
s
8.
Med
iai.
Med
ia h
ouse
si.
Prom
pt p
aym
ents
for t
heir
ser-
vice
s
ii.
New
s con
tent
/ A
dver
tisem
ent
mat
eria
ls
i. Fa
ir an
d ba
lanc
e re
port
ing
ii.
Airi
ng c
over
age
9.
Gov
ern-
men
ti.
Nat
iona
l Tre
asur
y
ii.
Min
istry
of
Agr
icul
ture
, Li
vest
ock
and
Fish
erie
s
iii.
Min
istry
of
land
s
iv.
Nat
iona
l lan
d co
mm
issio
n
v.
Stat
e C
orpo
ratio
ns
Adv
isory
Com
mitt
ee
and
Insp
ecto
rate
of
stat
e co
rpor
atio
ns
i. A
dher
e to
Pol
icy
and
guid
elin
es
ii.
Prud
ence
util
izat
ion
of re
sour
ces
iii.
Ade
quat
e pr
oduc
tion
of q
ualit
y se
eds a
nd a
nim
al b
reed
s
iv.
Con
tinuo
us im
prov
emen
t on
our
prod
uctio
n
v.
Be a
self-
sust
aini
ng in
stitu
tion
vi.
Gen
erat
e re
venu
e to
supp
ort e
x-ch
eque
r
i. Re
leas
e of
tim
ely
regu
latio
ns, p
olic
y an
d gu
id-
ance
ii.
Supp
ort t
he o
pera
tions
iii.
Con
duci
ve e
nviro
nmen
t for
inve
stm
ent
iv.
Hel
p re
solv
e la
nd c
onfli
cts
v.
Tim
ely
prov
ision
of
title
dee
ds.
vi.
Impr
ove
on ro
ad n
etw
orks
vii.
Hel
p A
DC
est
ablis
h irr
igat
ion
infr
astr
uctu
re
viii.
Ass
ist in
est
ablis
hmen
t of
wat
er c
onse
rvat
ions
thro
ugh
digg
ing
bore
hole
s, da
ms a
nd w
ater
pa
ns
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5.3.
C
ompe
titor
Ana
lysi
sA
DC
ope
rate
s in
an e
nvir
onm
ent f
ull o
f diff
eren
t typ
es o
f com
petit
ors f
or it
s diff
eren
t typ
es o
f pro
duct
s. T
he co
mpe
titor
s in
clud
e se
men
pro
duce
rs, s
eed
prod
ucer
s, p
otat
o se
ed fa
rms,
see
d di
stri
bute
rs, a
nd p
riva
te c
onse
rvan
cies
, som
e of
the
rese
arch
inst
itutio
ns. M
ost o
f the
com
petit
ors a
re lo
cate
d w
ithin
Nai
robi
and
its e
nvir
onm
ents
and
com
pete
dir
ectly
with
th
e A
DC
. The
com
petit
ion
dyna
mic
s ar
e fu
rthe
r out
lined
in th
e Ta
ble
5.3.
1:
Tabl
e 5.
3.1:
Com
petit
or A
naly
sis
#C
ompe
titor
Prod
uct
How
they
Com
pete
w
ithA
DC
Com
petit
ive
Ana
lysi
s (W
hat i
s A
DC
’s C
ompe
titiv
e ed
ge)
1.
Ken
ya A
nim
al G
enet
ic R
esou
rce
Cen
tre (K
AG
RC)
Sem
en•
Prod
uctio
n
•V
isibi
lity
•C
apac
ity
•G
oK g
oodw
ill
•Te
chno
logy
•O
wn
hom
egro
wn
bulls
•C
ente
r gro
wn
feed
s
•Pr
oxim
ity to
cat
chm
ent a
rea
2.
Gic
heha
Far
m•
Cer
tified
seed
m
aize
pro
-du
ctio
n
•Li
vest
ock
•Te
chno
logy
•Ir
rigat
ion
•E
ffici
ency
•M
arke
t sha
re
•M
ore
land
•Fa
vour
able
clim
ate
•G
over
nmen
t’s g
oodw
ill
•Pr
oxim
ity to
cat
chm
ent a
rea
•Pr
oxim
ity to
the
seed
pro
cess
or
•G
ood
gene
tics
•Va
st ra
nche
s
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#C
ompe
titor
Prod
uct
How
they
Com
pete
w
ithA
DC
Com
petit
ive
Ana
lysi
s (W
hat i
s A
DC
’s C
ompe
titiv
e ed
ge)
3.
i K
isim
a Fa
rmii.
AG
RIC
O•
Seed
pot
ato
•A
pica
l cut
-tin
g
•M
echa
niza
tion
•Ir
rigat
ion
•Pr
ecisi
on te
chno
l-og
y
•V
isibi
lity
•H
uge
land
•G
reen
hou
ses
•St
ate
of th
e ar
t lab
s
•St
orag
e
•St
aff
•G
oK g
oodw
ill4.
i.
Ken
ya S
eed
ii. W
este
rn S
eed
Cer
tified
seed
m
aize
•M
oder
n
proc
essin
g fa
cilit
y
•V
ibra
nt m
arke
ting
stra
tegy
•Be
tter s
tora
ge
faci
lity
•Re
sear
ch &
deve
lopm
ent d
ept.
•Be
tter p
ay a
nd
staf
f de
velo
pmen
t
•M
any
seed
va
rietie
s
Hug
e tra
cks o
f la
nd
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#C
ompe
titor
Prod
uct
How
they
Com
pete
w
ithA
DC
Com
petit
ive
Ana
lysi
s (W
hat i
s A
DC
’s C
ompe
titiv
e ed
ge)
5.
Priv
ate
Con
serv
anci
es (e
.g. O
lpe-
jeta
)E
coto
urism
•Se
cure
d la
nd
•Av
aila
bilit
y of
w
ater
•Be
tter m
anag
e-m
ent &
pay
•Pr
ogre
ssiv
e in
vest
-m
ents
to im
prov
e sy
stem
•G
ood
infr
astr
uc-
ture
•La
rge
herd
size
•Br
andi
ng
•Re
sear
ch &
dev
el-
opm
ent
•Su
perio
r mar
ket-
ing
stra
tegy
•La
rge
track
of
land
•G
oK g
ood
will
6.
i. Sig
ma
Feed
sii.
U
nga
Feed
sA
nim
al fe
eds
•Br
andi
ng
•Be
tter m
arke
ting
stra
tegy
•E
ffici
ency
•M
otiv
ated
staf
f
Raw
mat
eria
ls
7.
Nat
iona
l Irr
igat
ion
Boar
d (N
IB)
Irrig
atio
n pr
ojec
ts•
Man
date
•Fu
ndin
g
•Re
sour
ce m
obili
-za
tion
•La
rge
track
s of
land
•M
anda
te
•St
aff
and
know
how
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#C
ompe
titor
Prod
uct
How
they
Com
pete
w
ithA
DC
Com
petit
ive
Ana
lysi
s (W
hat i
s A
DC
’s C
ompe
titiv
e ed
ge)
8.
Ege
rton
Uni
vers
ityBr
eedi
ng st
ock
Milk
and
oth
er
milk
pro
duct
s
•Be
tter c
apac
ity
espe
cial
ly in
the
use
of m
oder
n te
chno
logy
•Q
ualifi
ed st
aff
•Va
lue
addi
tion
•Re
sear
ch a
nd
deve
lopm
ent
•La
nd
•Be
tter g
enet
ics
•M
anda
te
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ADC Seed PotatoADC Seed Potato
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The Strategic Direction aims at providing structures, processes and outputs that facilitate an organization in fulfilling itsmandate and justifying its existence and thus continue to make contribution to economic and social development of the country as well as providing desired returns to its shareholders. ADC needed a clear Strategic Direction which required an articulation of its purpose, business and what it intended to accomplish. This was done by specifying its Vision, Mission and Values.
6.1. Mandate
The mandate and core functions of Agricultural Development Corporation are set out under the Act of Parliament, Cap 444 as follows:
1. Promote the production of Kenya’s essential agricultural inputs as the Corporation may decide from time to time, such as seeds and pedigree livestock including hybrid seed maize, other cereal seeds, potato seed, pasture seed, vegetable seed, pedigree cattle, sheep, goats, pigs, poultry and bees.
2. Undertake such activities as the Corporation may decide from time to time so as to develop agricultural production in specific fields ofproduction.
3. Participate in activities of agricultural production which are commercially available. Participate in agricultural production which are related to primary and secondary functions of the Corporation and which in the view
of the Corporation are commercially viable.
6.2. Vision
To be a global leader in Sustainable Agricultural Resource Development
6.3. Mission
To promote commercially oriented agricultural resource development, enhance food and nutrition security and expand agricultural undertakings in a sustainable manner.
6.4. Core Values
The corporation will strive to build an organizational culture driven by the following Core Values that will be exhibited in all areas of work by our Staff, Management and the Board of Directors:
1. Integrity and Professionalism
The Directors and other Employees undertake to always act morally and ethically as well as consistently demonstrate a high degree of probity in dealing with stakeholders.In addition, ADC adheres to impeccable professional and personal standards in the conduct of its affairs. It shall offer its services in a professional manner and with expertise to ensure it offers high quality products and services.
2. InnovativenessADC believes that the challenges facing the Corporation can be solved through
CHAPTER SIX: STRATEGIC DIRECTION
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generation of creative and innovative ideas. The Directors and Employees will endeavour to be creative and innovative in seeking ways to better discharge their mandate.
3. Partnership with other key stakeholdersAt ADC we recognise the importance of partnering with others in the provision of quality products and services. We will, therefore, aspire to venture into more collaboration geared towards improving agricultural undertakings in the country.
4. Delivery of quality service
The success of the Corporation largely depends on effectiveness and efficiencyin delivery of quality products and services. To achieve this, the Corporation will ensure that every department and every employee shares the same vision by deliveringquality services in an efficientand effective manner.
5. Corporate Social Responsibility (CSR)
The Corporation embraces responsibility for the impact of their activities on the society; hence it will proactively promote the public interest by encouraging community growth and development.
6. Team work
In discharging the Corporation’s mandate, the directors and employees will embrace team work and will be committed to maintaining high standards of service delivery.
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1st A
fric
an B
ovin
e tr
aini
ng h
eld
at A
DC
sem
en p
rodu
ctio
n ce
ntre
34
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7.1. Themes
The Strategic Themes are the focal points of strategic planning process. They are derived out of the key opportunities and challenges that face an organization. These themes have to be addressed if the organization has to succeed. The themes address both the core and support business of an organization. If these Strategic Themes are not addressed the organization can be adversely affected. It is around the Strategic Themes that the objectives and corresponding strategies are set.
7.2. Objectives
Objectives indicate what an organization sets out to accomplish in its business. They are important in assessing the performance of that organization. If objective is not set it will be difficult to determine the progressthe organization is making. These objectives are set around the strategic themes of the organization. The balanced scorecard was used in setting corporate objectives for ADC. By achieving these objectives, the projected performance will be achieved.
7.3. Sustainability Balanced Scorecard (sBSC)
Balanced Scorecard was chosen as a methodology for building the strategic plan since one of its objectives is translation of the organization’s vision and mission and its issues into a consistent set of strategic objectives and definiteperformancemeasurementstandards.It is also able to combine the indicators and the results of past, present, and the indicators
CHAPTER SEVEN: STRATEGIC THEMES AND OBJECTIVES
that lead the future performance of ADC. The aim of the Balanced Scorecard is to achieve a balance between all the organizational goals.
7.4. The Proposed Strategic Themes and Objectives
After conducting a comprehensive strategic analysis for the Corporation, six (6) strategic themeswereidentifiedasfollows:
1. Economic Perspective2. Customer Focus3. Internal Business Processes4. Capacity Building and Innovation5. Corporate Governance6. Environmental Sustainability
Inaddition,specificobjectivesforeachofthethemes and their accompanying strategies wereidentified.
Thesixstrategic themes identifiedalongthesustainability Balanced Scorecard (sBSC) were marched with corresponding objectives and strategies. The key initiatives were also formulated along each of the specificstrategies. Table 7.4 -outlines the strategic themes, objectives and strategies that ADC has to address over this strategic plan period if it has to remain relevant and successful.
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Tabl
e 7.
4. S
trat
egic
The
mes
and
Obj
ectiv
es
Obj
ectiv
esSt
rate
gies
K
ey I
nitia
tives
The
me
1: E
cono
mic
Per
spec
tive
1.
To b
uild
a su
s-ta
inab
le fi
nanc
ial
reso
urce
bas
e
i. E
ngag
e th
e go
vern
men
t for
fund
ing
Est
ablis
h an
d op
erat
iona
lize
a st
andi
ng c
omm
ittee
to c
ontin
uous
ly
enga
ge w
ith
Pare
nt M
inist
ry a
nd T
reas
ury
ii. E
ngag
e th
e pr
ivat
e se
ctor
for p
artn
ersh
ips
Est
ablis
h an
d op
erat
iona
lize
a st
andi
ng c
omm
ittee
to c
ontin
uous
ly
enga
ge w
ith th
e
priv
ate
sect
or p
artn
ers
iii. D
evol
ve fi
nanc
ial m
anag
emen
t to
units
Stre
ngth
en in
tern
al c
ontro
ls
iv. M
anag
emen
t of
debt
si.
Neg
otia
te a
nd re
-str
uctu
re d
ebts
with
key
stak
ehol
ders
.
ii.
Seek
gov
ernm
ent s
uppo
rt to
war
ds p
aym
ent o
f ol
d de
bts
iii.
Dev
elop
an
effe
ctiv
e de
bt m
anag
emen
t pol
icy
v. A
sset
Man
agem
ent
i. A
cqui
re T
itle
Dee
ds
ii.
Gaz
ette
all
AD
C L
and
iii.
Secu
re A
DC
Lan
d by
fenc
ing
poro
us b
orde
rs
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Obj
ectiv
esSt
rate
gies
K
ey I
nitia
tives
The
me
2: C
usto
mer
Foc
us
2.
To c
ontin
uous
ly
impr
ove
cust
omer
sa
tisfa
ctio
n
i. Pr
ovisi
on o
f qu
ality
goo
ds a
nd se
rvic
esi.
Recr
uit q
ualifi
ed P
R st
aff
ii. O
ffer
refr
eshe
r cou
rses
for s
taff
iii. C
onfo
rm o
ur se
rvic
es to
serv
ice
char
ter
iv. T
imel
y re
port
ing
to O
mbu
dsm
anii.
Con
tinuo
usly
inte
ract
with
cus
tom
ers
i. E
xhib
ition
of
our p
rodu
cts i
n A
gric
ultu
ral s
how
sii.
Fi
eld
days
iii.
Fiel
d de
mos
iv.
Onl
ine
and
prin
t med
ia a
dver
tsv.
Ra
dio
adve
rts
vi.
Est
ablis
hmen
t of
cust
omer
car
e de
skvi
i. Te
am b
uild
ing
activ
ities
viii.
Wor
ksho
ps w
ith c
usto
mer
six
. Br
andi
ngiii
. Cor
pora
te im
age
enha
ncem
ent
i. C
usto
mer
satis
fact
ion
surv
eys
ii.
Rebr
and
iii.
Trai
n st
aff
on P
R sk
ills
iv.
Cor
pora
te u
nifo
rm to
be
enfo
rced
iv.In
crea
sed
outle
ts fo
r our
goo
ds a
nd se
rvic
esA
ppoi
ntm
ent o
f ag
ents
and
dist
ribut
ors a
cros
s the
cou
ntry
v. P
artn
ersh
ips w
ith o
ther
stak
ehol
ders
i. O
ffer
ing
inte
rnsh
ips a
nd a
ttach
men
t to
stud
ent i
nter
nsii.
O
ffer
ing
test
ing
grou
nds f
or n
ew in
nova
tions
and
tech
nolo
gyiii
. To
par
tner
with
cou
nty
Gov
ernm
ents
for i
nfra
stru
ctur
al
deve
lopm
ent,
train
ings
and
pro
visio
n of
out
lets
for o
ur p
rodu
cts
iv.
Recr
uit m
ore
sale
s age
nts
v.
Ope
ning
mor
e A
DC
shop
s vi
. St
akeh
olde
r ana
lysis
vi. C
orpo
rate
soci
al re
spon
sibili
ty a
ctiv
ities
i. Tr
ee p
lant
ing
ii.
Giv
ing
out s
eedl
ings
to c
omm
unity
and
scho
ols a
s CSR
iii.
Con
tribu
tion
tow
ards
cha
ritab
le o
rgan
izat
ions
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Obj
ectiv
esSt
rate
gies
K
ey I
nitia
tives
The
me
3: I
nter
nal B
usin
ess
Proc
esse
s
3.
Incr
ease
pro
duc-
tivity
in a
ll ou
r en
terp
rises
i. In
crea
se y
ield
per
uni
t are
ai.
Prec
ision
farm
ing
ii.
Tim
elin
ess i
n op
erat
ions
/sup
ply
of c
ritic
al in
puts
iii.
Con
serv
atio
n til
lage
in a
ll cr
op o
pera
tions
iv.
Irrig
atio
n
v.
Mec
hani
zatio
n of
ope
ratio
ns n
ot m
echa
nize
dii.
In
crea
se m
ilk y
ield
(lts
) per
cow
i. G
ood
qual
ity fo
rage
, pas
ture
s and
con
cent
rate
s
ii.
Impr
ove
anim
al m
anag
emen
t pra
ctic
esiii
. In
crea
se d
airy
her
d siz
ei.
Impr
ove
bree
ding
stoc
k
ii.
Use
bre
edin
g te
chno
logy
and
acq
uire
mor
e su
perio
r gen
etic
s
iii.
Qua
lity
bree
ding
pro
gram
siv
. In
crea
se b
eef
herd
size
Rest
ocki
ngv.
In
crea
se th
e fin
ished
life
wei
ght
Feed
lotti
ngvi
. E
nhan
ced
bree
ding
in b
eef
prod
uc-
tion
i. Ye
arly
bee
f he
rd in
spec
tion
ii.
Use
of
supe
rior s
tud
bulls
and
em
bryo
tech
nolo
gy4.
To
atta
in o
ptim
um
utili
zatio
n of
re
sour
ce
i. E
nhan
ce la
nd u
tiliz
atio
ni.
Intro
duce
cas
h cr
ops i
n iso
latio
ns a
rea
ii.
Land
Rec
lam
atio
n(dr
aina
ge)
iii.
Mak
e ha
y in
ranc
h la
ndii.
E
nhan
ce u
se o
f ou
r pro
cess
ing
plan
t (F
eed
mill
and
seed
uni
t)i.
Ens
ure
supp
ly o
f en
ough
raw
mat
eria
l
ii.
Mod
erni
zatio
n of
pro
cess
ing
plan
t5.
Re
-eng
inee
ring
inte
rnal
bus
ines
s pr
oces
s in
line
with
glo
bal b
ased
pr
actic
es
Aut
omat
ion
of p
roce
sses
i. E
nhan
ce u
se o
f IC
T
ii.
Dev
elop
ing
ICT
infr
astr
uctu
re
iii.
Acq
uisit
ion
of c
ompu
ters
and
acc
esso
ries
iv.
Acq
uisit
ion
of E
RP
v.
Ens
ure
full
elec
trici
ty c
onne
ctiv
ity in
the
units
vi.
Upg
rade
and
mai
nten
ance
of
web
site
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Obj
ectiv
esSt
rate
gies
K
ey I
nitia
tives
The
me
4: C
apac
ity B
uild
ing
and
Inno
vatio
n
6.
To st
reng
then
in
stitu
tiona
l ca-
paci
ty to
be
able
to
ach
ieve
our
m
anda
te
i. D
evel
op H
R ca
paci
tyi.
Con
tinuo
us p
rofe
ssio
nal d
evel
opm
ent
ii.
Skill
s dev
elop
men
t pro
gram
s
iii.
Skill
s aud
it
ii. S
taff
rete
ntio
ni.
Rew
ard,
reco
gniti
on a
nd sa
nctio
n
ii.
Sala
ry re
view
iii.
Non
-fina
ncia
l inc
entiv
es
iv.
Acq
uire
Bal
ance
Sco
reca
rd to
ol
v. O
rgan
izat
ion
rest
ruct
urin
gi.
Wor
kloa
d an
alys
is
ii.
Revi
ew o
f H
R po
licie
s and
pro
cedu
res
iii.
Revi
ewin
g th
e O
rgan
izat
iona
l Str
uctu
re
vi. I
mpr
ovem
ent o
f w
ork
envi
ronm
ent
i. Pr
ovisi
on o
f w
orki
ng to
ols,
prot
ectiv
e cl
othi
ng, r
ecre
atio
nal f
acili
-tie
s
ii.
Enh
ance
d W
ork,
Inju
ry a
nd B
enefi
ts A
ct (W
IBA
) ins
uran
cevi
i. E
nhan
ce M
onito
ring,
Eva
luat
ion,
Rev
iew
an
d
Con
trol t
ool
Ope
ratio
naliz
e M
onito
ring,
Eva
luat
ion,
Rev
iew
and
Con
trol S
yste
m
viii.
Rev
iew
per
form
ance
man
agem
ent s
yste
mi.
Impl
emen
tatio
n of
per
form
ance
-bas
ed re
war
d, re
cogn
ition
and
sa
nctio
ns.
ii.
Perf
orm
ance
con
tract
s7.
To
enh
ance
re-
sear
ch a
nd d
evel
-op
men
t to
achi
eve
com
petit
ive
adva
n-ta
ge
Cle
ar p
ositi
onin
g of
R&
D fu
nctio
nsRe
view
org
aniz
atio
nal s
truc
ture
Dev
elop
men
t of
new
pro
duct
s and
serv
ices
Impr
ovem
ent i
n yi
eld,
qua
lity
and
nutri
tion
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Obj
ectiv
esSt
rate
gies
K
ey I
nitia
tives
The
me
5: C
orpo
rate
Gov
erna
nce
8.
To in
stitu
tiona
lize
corp
orat
e go
ver-
nanc
e m
echa
nism
s an
d cu
lture
i. C
orpo
rate
cul
ture
cha
nge
man
age-
men
ti.
Secu
re c
orpo
ratio
n as
sets
ii.
Prud
ent fi
nanc
ial m
anag
emen
t.
ii.
Enh
ance
com
plia
nce
with
Mw
ongo
zo
guid
elin
esi.
Revi
ew o
f Bo
ard
Cha
rter
ii.
Und
erta
ke a
nnua
l Boa
rd p
erfo
rman
ce e
valu
atio
niii
. C
arry
out
Boa
rd in
duct
ion
train
ing.
iii.
Cor
pora
te c
omm
unic
atio
ni.
Form
ulat
e a
corp
orat
e co
mm
unic
atio
n po
licy
ii.
Dev
elop
men
t of
a co
mm
unic
atio
n flo
w c
hart
iii.
Dev
elop
men
t of
com
mun
icat
ion
infr
astr
uctu
re.
iv.
Info
rmat
ion
clas
sifica
tion
syst
em
iv.
Revi
ew o
f th
e co
rpor
atio
n’s a
cti.
Dev
elop
men
t of
a dr
aft a
men
dmen
t of
the
act
ii.
Invo
lvem
ent o
f st
akeh
olde
rs in
the
revi
ew o
f th
e ac
t Pub
lic p
ar-
ticip
atio
n
iii.
Pres
enta
tion
to P
arlia
men
t
v.
Stre
ngth
enin
g in
tern
al c
ontro
lsi.
Build
ing
capa
city
of
inte
rnal
aud
it fu
nctio
n
ii.
Polic
y fr
amew
ork
iii.
Revi
ew o
f A
udit
and
Risk
Man
agem
ent F
ram
ewor
k
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Obj
ectiv
esSt
rate
gies
K
ey I
nitia
tives
The
me
6: E
nviro
nmen
tal S
usta
inab
ility
9.
To c
ondu
ct o
ur
busin
ess i
n a
man
-ne
r tha
t pre
serv
es
and
cons
erve
s en
viro
nmen
tal
sust
aina
bilit
y
i. To
ach
ieve
1%
fore
st c
over
in a
ll ou
r fa
rms b
y pr
actic
ing
agro
fore
stry
i. A
gro
fore
stat
ion
ii.
Budg
et a
lloca
tion
for s
eeds
and
impl
emen
ts
iii.
Est
ablis
h en
viro
nmen
tal s
usta
inab
ility
com
mitt
ees i
n ev
ery
farm
iv.
Recr
uit t
ree
nurs
ery
atte
ndan
ts
ii.
To p
rote
ct ri
paria
n ar
eas
i. E
nfor
cing
30m
pol
icy
from
the
river
ban
ks
ii.
Impl
emen
t cor
pora
te e
nviro
nmen
tal s
usta
inab
ility
pol
icy,
regu
la-
tions
and
fram
e w
ork
iii.
Fenc
ing
of th
e ar
eas
iv.
Con
stru
ctio
n of
gab
ions
v.
Est
ablis
hmen
t of
terr
aces
vi.
Plan
ting
of b
ambo
o tre
es
vii.
Des
iltin
g of
dam
s and
wat
er p
ans
iii.
To a
dopt
app
ropr
iate
solid
and
affl
u-en
t man
agem
ent p
ract
ices
i. C
ontin
uous
mai
nten
ance
of
disp
osal
pit
ii.
Liai
se w
ith N
EM
A fo
r col
lect
ion
of c
hem
ical
con
tain
ers
iii.
Liai
se w
ith a
ppro
pria
te a
genc
ies w
ith in
cine
ratio
n fa
cilit
ies e
.g.
Moi
Tea
chin
g a
nd R
efer
ral H
ospi
tal
iv.
To e
stab
lish
mec
hani
sms f
or G
reen
en
ergy
i. E
stab
lish
win
d m
ills i
n ou
r far
ms
ii.
Est
ablis
h bi
ogas
pla
nts
iii.
Inst
alla
tion
of so
lar p
ower
syst
ems i
n ou
r far
ms
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The ADC’s corporate strategy is an articulation of how the Corporation will go about doing its business. It is set in broad terms and covers the entire corporation.The various specific strategies detailed in theImplementation Matrix are derived from this overall corporate strategy.
The core business of the corporation will be promotion of commercially oriented agricultural resource development, enhancement of food and nutrition security and expansion of agricultural undertakings through production and supply of quality seed, livestock, biodiversity management, technological transfers in a sustainable manner. This will be achieved through realisation of various strategic initiatives.
Firstly, the Corporation seeks to build a sustainable financial resource base. Thiswill be achieved through implementation of various strategies which include engagement of government for funding, engagement of the private sector for partnerships, devolvement financial management tounits and enhanced debt management. The Corporation will undertake various initiatives such as establishment and operationalisation of a standing committee to continuously engage with the Parent Ministry, the National Treasury and private sector partners, negotiate and re-structure debts with key stakeholders, seek government support towards payment of old debts, develop and effective debt management policy among others.
Secondly, ADC seeks to ensure continuous improvement of customer satisfaction within
CHAPTER EIGHT: THE CORPORATE STRATEGY
thenextfiveyears.Thestrategiesforrealisingthis objective will include provision of quality goods and services, continuously interact with customers, corporate image enhancement, increasing outlets for our goods and services, partnerships with other stakeholders and undertaking corporate social responsibility activities. These strategies will be realised through refresher courses for staff, continuous improvement of the quality of products and services, improved storage and handling of products, increased channels for customer engagement as well as leveraging on technology in stakeholder engagement.
Thirdly, ADC will increase productivity in all its enterprises through increasing yield per unit area, increasing milk yield per cow, increasing dairy and beef herd sizes, increased finished life weight and enhanced breedingin beef production. The Key Initiatives will include precision farming, timeliness in operations/supply of critical inputs, conservation tillage in all crop operations, irrigation, mechanization of operations not mechanized. Other major initiatives will involve ensuring good quality forage and concentrates, improvement of breeding stock, use breeding technology and acquisition of more superior genetic animals, restocking, feed lotting, yearly beef herd inspections, as well as the use of superior stud bulls and embryo technology.
The Corporation, in its fourth strategic objective seeks to attain optimum utilization of resource through enhanced land utilization and use processing plant. The KeyInitiatives will involve introducing cash
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crops in isolation areas, land reclamation and making hay in ranch land. Other initiatives will involve increasing the supply of raw materials and modernizing the process plant. The Corporation also seeks to re-engineer its business processes through enhanced use of ICT through leading to automation of most ofitsprocesses.Thiswillbethefifthstrategicobjective for the Corporation.
The sixth strategic objective for the Corporation will involve strengthen institutional capacity to be able to achieve its mandate. The key strategies for this objective will include development of human resource capacity, staff retention, organisational restructuring, improvement of work environment, development of monitoring, evaluation, review and controls tools as well as review of performance management systems. Key strategic initiatives will thus involve continuous professional development, skills development programmes, skills audits, reward, recognition and sanctions, salary reviews and introduction and enhancement of non-financialincentives.Otherkeyinitiativesfor realisation of these strategic objectives will involve workload analysis, review of HR policies and procedures, reviewing the organizational structure, provision of working tools, protective clothing, and recreational facilities, operationalization of monitoring, evaluation, review and control systems, implementation of performance-based reward, recognition and sanctions and performance contracts. The seventh objective will involve enhancement of research and development to achieve competitive advantage. This will be achieved through positioning of R &D functions by review of the organisation structure. The objective will
also be realised through development of new products and services by improvement in the yield, quality and nutrition.
Institutionalisation of corporate governance mechanisms and culture will be the eighth strategic objective for the Corporation. This will be realised through corporate culture change management, staff reorganisation, enhanced compliance with Mwongozo, corporate communication, review of the corporation’s act and strengthening internal controls. Key strategic initiatives in this area will involve prudential financialmanagement, staff audit, review of the corporate organogram, review of employee remuneration, retention and succession plan. Board related initiatives will involve review of the board charter, undertaking annual board evaluation, carrying out board induction and training, review of audit and risk management framework. Other initiatives will involve formulation of corporate communication policies, and development of acommunicationflowchart.Inrealisingthisstrategic objective, the Corporation also seeks to draft amendments to the ADC Act subject it to initial public participation and present it to Parliament. The Corporation will also strengthen the capacity of the internal audit function.
Lastly, ADC will seek to conduct its business in a manner that preserves and conserves environmental sustainability. Strategies for realising this strategic objective will involve seeking to achieve 1% forest cover in all its farms by practising agroforestry, protection of riparian areas, and adoption of appropriate solid and affluent waste managementpractices and establishment of mechanisms
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for green energy. Some of the key initiatives that will lead to realisation of these strategic objectives will involve, agro forestation, budget allocation for seeds and implements, establishment of environmental sustainability committees in every farm, recruitment of nursery attendants, enforcement of the 30m distance from the river banks, implementation of corporate environmental policy, construction of gabions, planting bamboos, desilting of dams and water pans among others.
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ADC Certified Seed MaizeADC Certified Seed Maize
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This strategic plan will deliver expected results if it is successfully implemented and therefore it will require that the Corporation carry out several related activities. The Corporation shall implement this strategic plan by undertaking various activities. The key activities are reviewed below.
9.1. Implementation Matrix
The Corporation’s implementation matrix indicates the actions to be undertaken, by whom, when and with what expected results. It represents a commitment to implement the strategic plan. The Corporation’s implementation matrix is presented in Appendix 1.
Successful implementation of the strategic plan will however require that there exists a congruence between the various internal dimensions of an organization. Key among these dimensions are the 7S elements as proposed by McKinsey namely the strategy, structure, systems, styles, skills, staff and shared values. These elements must be well aligned to create a “fit” so as to supportthe Corporation’s strategic plan being implemented.
9.2. Annual Work Planning
The Corporation’s annual work plan (AWP) provides specific details aboutwhatwill bedoneduringagivenyear.It ismorespecificand more detailed than the implementation matrix. In implementingthefive-yearactionplan, the Corporation will have to develop five (5) annual work plans. The AWPs areprepared every year on the basis of intended
outcomes, strategies and budget in line Governmentguidelinesandtheymustreflectachievements and lessons learned in previous years.Theannualworkplanforthefirstyearof operation (FY 2019/2020) will be developed and then subsequent ones will follow being developed in the same manner.
9.3. Budgeting
The Corporation will develop an annual budget which will be linked to the strategic plan and the annual work plan. The annual work plan should ideally be completed before the budget for the year is drawn up. It is important in budgeting to ensure that there is an alignment between corporate budget and the corporate AWP in the first year ofthe strategic plan. In subsequent years then the annual work plans should be developed ahead of the budgeting cycle so that the annual budgets are driven by the priorities in the strategy. This means that the budget will be reviewed to fund the prioritized strategic activities.
9.4. Communication of the plan
This strategic plan shall be communicated to all the Board Members, Management and the Corporation’s Staff. Through such communication, the Board, Senior Management and the staff of the Corporation will understand what is expected of them. It is important that sensitization of all staff members is done on the key highlights of the strategic plan being implemented and clearly, they are informed of what is expected of them.
CHAPTER NINE: IMPLEMENTATION PLAN
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9.5. Financing the plan
The Corporation plans to finance the planfrom Internal Resources; Debt Finance; Grants from Partners and National Government. The detailed breakdown of the funding sources is presented in Appendix II. Given that there are several assumptions in the financing of theplan, theCorporation is encouraged to findinnovative ways of generating new revenue while containing costs. These will include resource mobilization from other sources to fundspecificstrategicinitiatives.
9.6. Corporation Structure
The Corporation has been in the process of undertaking various human resource reforms. Part of the outputs for the reforms includes a new organisational structure that is aligned to the needs of the strategic needs of the organisation. The current organisation structure, which is under review, is presented in Appendix III.
It remains critical that ADC reviews her organizational structure and aligns it to the strategic plan for increased implementation success. There is need to audit the current organization structure with a view of identifying issues with structural implications.
9.7. Risk Analysis and Critical Assumptions
The successful implementation of this strategic plan is premised on certain prevailing conditions and assumptions; hence lack of the same could derail the organization from the charted course. Central to the effective implementation of the strategy is management’s discipline to execute
chosen strategies and remaining focused on the mission. Risks (identified duringplan formulation) that would hinder plan implementation or reduction of the positive effect of a plan are important to identify to enable mitigation. The potential risk factors and events which, if they occurred, would threaten attainment of ADC’s planned strategic objectives were identified throughenvironmental scanning to enable preparation of mitigation plans.
The Corporation must upscale its appetite for risk management, which is generally a continuous process and must be carried out throughout the life of the plan. Strategies to handlespecificriskeventsmustbedevelopedby management along the strategic plan objectives.
9.8. Monitoring and Evaluation Plan
Monitoringcanbedefinedas theprocessofcontinually tracking the implementation of planned programmes or activities to access their progress and performance. It entails supervising activities in progress to ensure they are on course and on schedule in meeting the objectives and performance targets. Whereas evaluation is the determination of to what extent set objectives have been successfully met. Monitoring and evaluation (M&E) provide regular and timely information in support of evidence-baseddecision-making serving as a key driver towards the realization of an organization’s goals. Hence, the information prepared includes progress made;challengesencounteredandidentifiedemerging issues. Theinformation collected can be used to promote a culture of learning and application of lessons learned.
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This Strategic plan 2019/20-2023/24 shall employ best practice principles that call for use of indicator identification, frequencyof data collection; responsibility of data collection; data analysis and use; reporting and dissemination to guide the monitoring process; assessment of progress towards achieving plan outcomes; evaluation focused on why results are being achieved, or not; clear logical pathways where results from one level flow towards the next level and so onleading to the achievement of the overall goal.
The monitoring and evaluation (M&E) shall be managed by the Corporate PlanningDivision. The M& E of the plan shall be integrated with performance contracting process to eliminate duplication of effort and to make the process more effective. The integrated framework shall contain the following key elements;
i. All Divisions of ADC shall be expected to set performance targets as part of their annual work plans at the start of each year, derived from this plan and their cascaded Division plans.
ii. On regular basis, all Divisions shall monitor their performance to establish if performance targets are being met; to act as early warning system for detecting potential difficulties; toassist in addressing any difficultiesduring the plan implementation and to provide feedback for the next implementation phase.
iii. All Divisions shall monitor the implementation of their annual work plans through regular meetings.
iv. The evaluation of the Division plans shall be carried out quarterly and annually both at the Division and Corporate level.
Details of the M&E process shall be developed and outlined in the Monitoring and Evaluation Plan 2019/20-2022/23 including templates for quarterly and annual performance evaluations. Monitoringcanbedefinedas theprocessofcontinually tracking the implementation of planned programmes or activities to access their progress and performance. It entails supervising activities in progress to ensure they are on course and on schedule in meeting the objectives and performance targets. Whereas evaluation is the determination of to what extent set objectives have been successfully met. Monitoring and evaluation (M&E) provide regular and timely information in support of evidence-based decision making serving as a key driver towards the realization of an organization’s goals. Hence, the information prepared includes progress made;challengesencounteredandidentifiedemerging issues. Theinformation collected can be used to promote a culture of learning and application of lessons learned.
This Strategic plan 2019/20-2023/24 shall employ best practice principles that call for use of indicator identification, frequencyof data collection; responsibility of data collection; data analysis and use; reporting and dissemination to guide the monitoring process; assessment of progress towards achieving plan outcomes; evaluation focused on why results are being achieved, or not; clear logical pathways where results from one level flow towards the next level and so onleading to the achievement of the overall goal.
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9.9. Cascading Framework
The performance of ADC will be because of the performance of all employees as everyone has a role to play. The desired corporate outcomes will be realised only if they are translated to key results of Divisions within ADC and those of teams and individual staff members. There must be a focus across all levels of ADC that is consistently aligned to the corporate Strategy.
ADC will embrace a cascading frame work that extends from the corporate work plan that defines thetop-levelstrategy, with theimplementation matrix forming the basis for the corporate score card. At the lower tiers (Divisions, Units and Departments) their extended annual work plans will be derived from the corporate plan, with additional and relevant implementation details and activities incorporated that are aligned to the corporate strategy.
Employee performance appraisal instruments embodied in the employees’ personal objectives and defined by their descriptionsand work assignments shall be clearly aligned both individually and collectively to the employees’ Division/Departmental plans. As employees meet their personal objectives and perform their duties, their Division/Departmental performance targets and objectives shall equally be met. This shall ensure that the overall corporate objectives and outcomes are realised.
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Dorper SheepDorper Sheep
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This strategic plan 2019/2020 – 2023/2024 will serve as a blueprint for the transformation of the ADC. It will require the alignment of ADC’s human and physical resources to meet the goals identifiedinit.Assuch,ADCwillhavetobeadaptableandresilientinthefaceofachangingexternal environment while at the same time, it is important that the Corporation be able to strike a balance between the aspects that it must adapt and evolve, and the aspects that make it truly distinctive. Finding the balance and making the right measure of adaptation and gauging the “market” impact will take time, learning and re-calibration. Therefore, this strategy plan should be treated as a living document, subject to course corrections along the way.
In order to ensure successful implementation of this strategic plan, the collective effort of all Board Members, Senior Management and Staff of the Corporation will be required. The Chairman of the Board and the Managing Director of the Corporation will play a leading role in the implementation efforts. The success of this strategic plan is equally dependent on all working together and supporting each other and therefore the Board and Senior Management will have to rally everybody in moving the Corporation forward. They will need to effectively manage the interface between the Corporation and its key stakeholders.
The Corporation’s strategic plan will be monitored, reviewed and revised from time to time. This will ensure the plan remains relevant given the dynamism of the environment within which the Corporation is operational while maintaining the Corporation’s dedication to the promotion of commercially oriented agricultural resource development, enhancement of food and nutrition security and expansion of agricultural undertakings through production and supply of quality seed, livestock, biodiversity management, technological transfers and incubation of enterprises in a sustainable manner.
CHAPTER TEN: CONCLUSION
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APP
END
ICES
APP
END
IX I:
Impl
emen
tatio
n Pl
an M
atri
x
Stra
tegi
c Th
eme
One
(1):
Econ
omic
Per
spec
tive
Obj
ectiv
e O
ne (1
): To
bui
ld a
Sus
tain
able
Fin
anci
al R
esou
rce
Base
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
i-ca
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
C
ham
pion
s
Eng
age
the
gove
rnm
ent
for f
undi
ng
Est
ablis
h an
d op
erat
iona
lizea
st
andi
ng c
omm
ittee
to c
ontin
u-ou
sly e
ngag
e w
ith P
aren
t Min
istry
an
d Tr
easu
ry
Incr
ease
d fu
ndin
gA
mou
nt o
f fu
nds r
e-ce
ived
2019
-202
3Bo
ard/
MD
/FC
/HTD
•In
crea
sed
Reve
nue
•In
crea
sed
retu
rn o
n
inve
stm
ent
Incr
ease
d ca
pita
tion
% In
crea
se in
pro
duct
ion
Eng
age
the
priv
ate
sect
or
for p
artn
er-
ship
s
Est
ablis
h an
d op
erat
iona
lize
a st
andi
ng c
omm
ittee
to c
ontin
-uo
usly
eng
age
with
the
priv
ate
sect
or p
artn
ers
Impr
oved
cas
h flo
wA
mou
nt re
ceiv
ed fr
om
part
ners
2019
-202
3Bo
ard/
MD
/FC
/CS/
HBD
D/U
nit M
anag
ers
% in
crea
se in
reve
nue
rece
ived
from
ope
ratio
ns
unde
r par
tner
ship
s
2019
-202
3
Dev
olve
fin
anci
al
man
agem
ent
to U
nits
Stre
ngth
en in
tern
al c
ontro
ls In
crea
sed
profi
tabi
lity
Num
ber o
f fin
anci
ally
de
volv
ed U
nits
20
19 -2
023
MD
/FC
/HIA
D/R
M/
Uni
t Man
ager
s%
incr
ease
in re
venu
e20
19 -2
023
% d
ecre
ase
in
oper
atio
nal c
osts
Man
agem
ent
of d
ebts
Neg
otia
te a
nd re
-str
uctu
re d
ebts
w
ith k
ey st
akeh
olde
rs.
Impr
oved
cas
h-flo
w%
dec
reas
e in
deb
ts a
nd
its re
late
d co
sts
2019
-202
3M
D/F
C/C
S
Seek
gov
ernm
ent s
uppo
rt to
war
ds
paym
ent o
f ol
d de
bts
Incr
ease
d fu
ndin
g20
19 -2
023
Boar
d/M
D/F
C
Dev
elop
an
effe
ctiv
e de
bt m
an-
agem
ent p
olic
yTi
mel
y pa
ymen
t of
debt
s20
19-2
020
FC/H
TD/S
PO
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ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
i-ca
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
C
ham
pion
s
Ass
et
Man
agem
ent
Acq
uisit
ion
of la
nd ti
tles
Secu
red
AD
C la
ndN
umbe
r of
title
s ac-
quire
d 20
20-2
023
MD
/CS/
FC a
nd U
nit
Man
ager
sG
azet
tem
ent o
f al
l AD
C la
ndSi
ze o
f G
azet
ted
AD
C
land
in H
aVa
luat
ion
of A
DC
land
Valu
atio
n Re
port
Fenc
ing
of u
nfen
ced
AD
C la
ndLe
ngth
of
Fenc
ing
(Km
s)
53
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegi
c Th
eme
Two
(2):
Cus
tom
er F
ocus
Obj
ectiv
e O
ne (1
): T
o co
ntin
uous
ly im
prov
e cu
stom
er s
atis
fact
ion
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
ut-
com
e(s)
K
ey P
erfo
rman
ce I
ndi-
cato
r(s)
(KPI
s)T
ime
Fram
eIm
plem
entin
g C
ham
pion
s
Prov
ision
of
qu
ality
go
ods
and
serv
ices
•Re
crui
t qua
lified
PR
staf
f
•O
ffer
refr
eshe
r cou
rses
for
staf
f
•C
onfo
rm o
ur se
rvic
es to
se
rvic
e ch
arte
r
•Ti
mel
y re
port
ing
to O
m-
buds
man
•Q
ualit
y se
rvic
es to
ou
r cus
tom
ers
•Im
prov
ed q
ualit
y pr
oduc
ts a
nd
serv
ices
•E
ffici
ent s
ervi
ces
•C
onfo
rmity
to
Com
miss
ion
on
Adm
inist
rativ
e Ju
stic
e
•In
crea
sed
cust
omer
ba
se a
fter d
oing
a
cust
omer
bas
e su
rvey
.
•In
crea
sed
dem
and
for o
ur g
oods
and
se
rvic
es
•Ti
mel
y ad
dres
sing
of
cust
omer
com
plai
nts
•Av
ail a
fter s
ales
ser-
vice
s
•Po
sitiv
e fe
edba
cks
from
our
cus
tom
ers
•Re
duce
d nu
mbe
r of
litig
atio
ns
•In
crea
sed
leve
ls of
cu
stom
er sa
tisfa
ctio
n by
20%
•O
mbu
dsm
an c
ertifi
-ca
tion
by 1
0%
2019
-202
3BO
D/T
op M
anag
emen
t/H
eads
of
Dep
art-
men
ts/U
nit M
anag
ers
54
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
ut-
com
e(s)
K
ey P
erfo
rman
ce I
ndi-
cato
r(s)
(KPI
s)T
ime
Fram
eIm
plem
entin
g C
ham
pion
s
Con
tinu-
ously
in
tera
ct
with
cu
s-to
mer
s
•E
xhib
ition
of
our p
rodu
cts
in A
gric
ultu
ral s
how
s
•Fi
eld
days
•Fi
eld
dem
os
•O
nlin
e an
d pr
int m
edia
ad
vert
s
•Ra
dio
adve
rts
•E
stab
lishm
ent o
f cu
stom
er
care
des
k
•Te
am b
uild
ing
activ
ities
•W
orks
hops
with
cus
tom
ers
•Br
andi
ng
•In
crea
sed
cust
om-
er lo
yalty
•C
usto
mer
con
fi-de
nce
•In
crea
sed
publ
icity
•C
usto
mer
con
fi-de
nce
•In
crea
sed
publ
ic
awar
enes
s thr
ough
nu
mbe
r of
view
s on
Tw
itter
, Fac
e-bo
ok a
nd o
n th
e w
ebsit
e, nu
mbe
r of
peo
ple
who
vi
sit o
ur e
vent
s
•In
crea
sed
signa
ge
•In
crea
sed
dem
and
for
our
pro
duct
s
•In
crea
sed
sale
s of
our
good
s and
serv
ices
•In
crea
sed
publ
icity
2019
-202
3M
arke
ting/
Publ
ic R
elat
ions
D
epar
tmen
t
55
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
ut-
com
e(s)
K
ey P
erfo
rman
ce I
ndi-
cato
r(s)
(KPI
s)T
ime
Fram
eIm
plem
entin
g C
ham
pion
s
Cor
pora
te
imag
e en
-ha
nce-
men
t
•C
usto
mer
satis
fact
ion
sur-
veys
•Re
bran
d
•Tr
ain
staf
f on
PR
skill
s
•C
orpo
rate
uni
form
to b
e en
forc
ed
•C
usto
mer
feed
-ba
ck w
ill e
nabl
e in
m
akin
g in
form
ed
deci
sions
•Im
prov
ed st
aff
mor
ale
•C
usto
mer
con
fi-de
nce
enha
nced
•N
umbe
r of
view
s on
Twitt
er,
Face
book
and
on
web
site,
num
ber
of p
eopl
e w
ho
visit
our
eve
nts
•Im
prov
ed v
isibi
lity
and
corp
orat
e im
age
•Im
prov
ed p
rodu
ctio
n an
d se
rvic
e pr
ovisi
on
•E
nhan
ced
awar
enes
s
2019
-202
3BO
D/
MD
/ H
R/PR
/Hea
ds
of D
ivisi
on a
nd D
epar
t-m
ents
Incr
ease
d ou
tlets
fo
r our
go
ods
and
serv
ices
App
oint
men
t of
agen
ts a
nd
dist
ribut
ors a
cros
s the
cou
ntry
•In
crea
sed
mar
-ke
t sha
re fo
r our
go
ods a
nd se
rvic
es
afte
r sur
vey
to
dete
rmin
e cu
rren
t m
arke
t sha
re
•In
crea
sed
sale
s
•In
crea
sed
reve
nues
•In
crea
sed
dem
and
for o
ur g
oods
and
se
rvic
es
•M
arke
t res
earc
h
•In
crea
sed
dist
ribut
ion
agen
ts
2019
-202
3M
D/
Mar
ketin
g D
ivisi
on/
PR/R
espo
nsib
le U
nit M
an-
ager
s
56
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
ut-
com
e(s)
K
ey P
erfo
rman
ce I
ndi-
cato
r(s)
(KPI
s)T
ime
Fram
eIm
plem
entin
g C
ham
pion
s
Part
ner-
ship
s w
ith
othe
r st
ake-
hold
ers
•O
ffer
ing
inte
rnsh
ips a
nd
atta
chm
ent t
o st
uden
t in
tern
s
•O
ffer
ing
test
ing
grou
nds
for n
ew in
nova
tions
and
te
chno
logy
•To
par
tner
with
cou
nty
Gov
ernm
ents
for i
nfra
-st
ruct
ural
dev
elop
men
t, tra
inin
gs a
nd p
rovi
sion
of
outle
ts fo
r our
pro
duct
s
•Re
crui
t mor
e sa
les a
gent
s
•O
peni
ng m
ore
AD
C sh
ops
•St
akeh
olde
r ana
lysis
•Im
prov
ed in
fra-
stru
ctur
e
•Im
prov
ed re
la-
tions
-hip
s
•Im
prov
ed c
orpo
-ra
te p
ublic
ity
•Fa
ster
mov
emen
t of
good
s due
to b
ette
r ro
ads t
hrou
gh in
-cr
ease
in n
umbe
r of
Km
s to
grad
ed a
nd
tarm
acke
d
•In
crea
sed
appl
icat
ion
for i
nter
nshi
ps
2019
-202
3M
D/M
arke
ting
Div
ision
/PR
/Res
pons
ible
Uni
t Man
-ag
ers
Cor
pora
te
Soci
al
Re-
spon
-sib
ility
ac
tivi-
ties
•Tr
ee p
lant
ing
•G
ivin
g ou
t see
dlin
gs to
co
mm
unity
and
scho
ols a
s C
SR
•C
ontri
butio
n to
war
ds c
hari-
tabl
e or
gani
zatio
ns
•E
nhan
ced
envi
ron-
men
tal c
onse
rva-
tion
•G
ood
Cor
pora
te
imag
e an
d liv
ing
harm
onio
usly
with
ou
r nei
ghbo
rs
•E
nhan
ced
CSR
•In
crea
sed
tree
cove
r by
2%
•A
DC
bra
nd a
war
enes
s su
rvey
2019
-202
3A
ll
57
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegi
c Th
eme
Thre
e (3
): In
tern
al B
usin
ess
Proc
esse
s
Obj
ectiv
e O
ne (1
): In
crea
se p
rodu
ctiv
ity in
all
our e
nter
pris
es
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
i-
cato
r(s)
(KPI
s)
Tim
e
Fram
e
Impl
emen
ting
Cha
mpi
ons
Incr
ease
yie
ld
per u
nit a
rea
Prec
ision
farm
ing
Acc
urac
y in
use
of
inpu
ts.
Targ
eted
rate
s ach
ieve
d 20
19-2
023
TO(E
)/TO
(C)/
Uni
t
Man
ager
Tim
elin
ess i
n op
erat
ions
/
supp
ly o
f cr
itica
l inp
uts
Adh
eren
ce to
ope
ratio
ns
timel
ines
Ope
ratio
nal t
imel
ine
achi
eved
2019
-202
3M
D/H
TD,
Con
serv
atio
n til
lage
in a
ll
crop
ope
ratio
ns
Impr
oved
soil
phys
ical
,
chem
ical
and
fert
ility
Ann
ual s
oil t
est a
naly
sis
repo
rt
2019
-202
3TO
(C)/
TO(E
)/U
nit
Man
ger
Irrig
atio
n C
ontin
uous
cro
ppin
gIr
rigat
ion
syst
em in
pla
ce
and
oper
atio
nal.
2019
-202
3A
gric
ultu
re C
hair/
HTD
/
MD
,M
echa
niza
tion
of o
pera
-
tions
not
mec
hani
zed
Mec
hani
zed
oper
atio
nsN
umbe
r of
mec
hani
zed
oper
atio
ns
2019
-202
3H
TD/T
O(E
)/TO
(C)
Incr
ease
milk
yiel
d (lt
s) p
er
cow
•G
ood
qual
ity fo
rage
,
past
ures
and
con
cen-
trate
s
•Im
prov
e an
imal
man
-
agem
ent p
ract
ices
Goo
d he
rd h
ealth
•M
ilk p
rodu
ctio
n
•G
row
th ra
te
•Lo
w m
orta
lity
•C
alvi
ng in
terv
al
•G
row
th in
her
d siz
e
•A
ge a
t firs
t cal
ving
2019
-202
3RM
/TO
(E)/
Uni
t man
-
ager
Incr
ease
dai
ry
herd
size
Impr
ove
bree
ding
stoc
kIn
crea
sed
high
yie
ldin
g
herd
size
The
num
bers
of
high
yiel
d he
rd si
ze
2019
-202
3RM
/VO
/Uni
t Man
ager
•U
se b
reed
ing
tech
nol-
ogy
and
acqu
ire m
ore
supe
rior g
enet
ics
•Q
ualit
y br
eedi
ng p
ro-
gram
s
•In
crea
sed
herd
size
•Q
ualit
y liv
esto
ck g
e-
netic
s
Num
ber o
f br
eedi
ng
anim
als f
or sa
le
2019
-202
3RM
/VO
/Uni
t Man
ager
58
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
i-
cato
r(s)
(KPI
s)
Tim
e
Fram
e
Impl
emen
ting
Cha
mpi
ons
Incr
ease
bee
f
herd
size
Rest
ocki
ng
Incr
ease
d in
num
bers
The
num
ber o
f an
imal
s
purc
hase
d
2019
-202
3H
TD/F
C/U
nit M
anag
er
Incr
ease
the
finish
ed li
fe
wei
ght
Feed
lotti
ng
Redu
ced
finish
ing
time.
Tim
e an
d w
eigh
t 20
19-2
023
Uni
t Man
ager
Enh
ance
d
bree
ding
in
beef
pro
duc-
tion
Year
ly b
eef
herd
insp
ectio
nC
onfo
rmity
to b
eef
stan
dard
to th
e pa
rtic
ular
bree
ds.
Num
ber o
f re
gist
ered
anim
als
2019
-202
3V
O/U
nit M
anag
er
Use
of
supe
rior s
tud
bulls
and
embr
yo te
chno
logy
Impr
oved
mor
e su
perio
r
anim
als
The
num
ber o
f an
imal
s20
19-2
023
Uni
t Man
ager
59
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Obj
ectiv
e Tw
o (2
): To
atta
in o
ptim
um u
tiliz
atio
n of
reso
urce
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
i-ca
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
Cha
mpi
ons
Enh
ance
la
nd u
tiliz
a-tio
n
Intro
duce
cas
h cr
ops i
n iso
latio
n ar
eaIn
crea
sed
land
use
The
am
ount
of
area
ut
ilize
d 20
19-2
023
Uni
t man
ager
s
Land
Rec
lam
atio
n(dr
aina
ge)
Mor
e ar
able
land
A
rea
recl
aim
ed.
2021
-202
2H
TD/T
O(E
)/ U
nit
man
ager
Mak
e ha
y in
ranc
h la
ndH
ay m
akin
gN
umbe
r of
bale
s fro
m
the
area
s20
19-2
023
Uni
t Man
ager
Enh
ance
us
e of
our
pr
oces
sing
plan
t (Fe
ed
mill
and
seed
un
it)
Ens
ure
supp
ly o
f en
ough
raw
m
ater
ial
Impr
oved
pro
duct
ion
•Q
uant
ity o
f an
imal
’s fe
eds a
nd se
ed•
Prop
er h
andl
ing
and
stor
age
of g
oods
•C
ontin
uous
pro
duct
ion
of q
ualit
y se
ed
2019
-202
3H
TD/R
M/S
PO/
Uni
t Man
ager
Mod
erni
zatio
n of
pro
cess
ing
plan
tIm
prov
e ca
paci
ty u
tiliz
atio
n of
the
plan
tTo
nnag
e pe
r uni
t hou
r20
21-2
22M
D/H
TD/T
O/
Uni
t Man
ager
60
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Obj
ectiv
e Th
ree
(3):
Re-
engi
neer
ing
inte
rnal
bus
ines
s pr
oces
s in
line
with
glo
bal b
ased
pra
ctic
es
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
i-ca
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
Cha
mpi
ons
Aut
oma-
tion
of
proc
esse
s
•E
nhan
ce u
se o
f IC
T
•D
evel
opin
g IC
T in
fras
truc
ture
•A
cqui
sitio
n of
com
pute
rs a
nd
acce
ssor
ies
•A
cqui
sitio
n of
ERP
•E
nsur
e fu
ll el
ectri
city
con
nect
iv-
ity in
the
units
•U
pgra
de a
nd m
aint
enan
ce o
f w
ebsit
e
•O
pera
tiona
l IC
T in
pla
ce•
Effi
cien
cy in
ope
ratio
nsT
he n
umbe
r of
oper
atin
g sy
stem
s 20
19-2
023
ICT
Man
ager
, FC,
H
TD, H
R, S
PO.
61
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegi
c Th
eme
Four
(4):
Cap
acity
Bui
ldin
g an
d In
nova
tion
Obj
ectiv
e O
ne (1
): T
o st
reng
then
inst
itutio
nal c
apac
ity to
be
able
to a
chie
ve o
ur m
anda
te
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
In
dica
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
Cha
mpi
ons
Dev
elop
H
R ca
pac-
ity
Con
tinuo
us p
rofe
ssio
nal d
evel
op-
men
tIn
crea
sed
com
pete
nce
Num
ber o
f st
aff
train
ed20
19-2
023
HRM
Skill
s dev
elop
men
t pro
gram
sIm
prov
ed p
erfo
rman
ce
Skill
s aud
itId
entifi
ed S
kills
gap
sSk
ills a
udit
repo
rt20
19-2
021
Staf
f re
tent
ion
•Re
war
d, re
cogn
ition
and
sanc
-tio
n
•Sa
lary
revi
ew
•N
on-fi
nanc
ial i
ncen
tives
•A
cqui
re B
alan
ce S
core
card
tool
Mot
ivat
ed S
taff
•Re
duce
d St
aff
turn
over
– le
ss
than
10%
•Re
view
ed sa
lary
2019
-202
3H
RM
Impl
emen
tatio
n of
sche
me
of
serv
ice
Car
eer p
rogr
essio
nN
umbe
r of
staf
f
prom
oted
Org
ani-
zatio
n re
stru
ctur
-in
g
Wor
kloa
d an
alys
isO
ptim
al st
aff
leve
lsRe
port
s20
19-2
023
MD
/HC
PA/H
RM
Revi
ew o
f H
R po
licie
s and
pro
ce-
dure
sIm
prov
ed H
R pr
oces
ses
and
prac
tices
Revi
ewed
HR
polic
ies
and
proc
edur
e20
19-2
020
Revi
ewin
g th
e O
rgan
izat
iona
l St
ruct
ure
Cle
arly
defi
ned
role
sRe
vise
d or
gani
zatio
nal
stru
ctur
e20
19-2
020
Impr
ove-
men
t of
wor
k en
vi-
ronm
ent
•Pr
ovisi
on o
f w
orki
ng to
ols,
prot
ectiv
e cl
othi
ng, r
ecre
atio
nal
faci
litie
s
•E
nhan
ced
Wor
k, In
jury
and
Be
nefit
s Act
(WIB
A) i
nsur
ance
•C
ondu
cive
wor
k
envi
ronm
ent
•Re
duce
d oc
cupa
tiona
l ha
zard
s/in
cide
nces
Safe
ty m
easu
res i
n pl
ace
(sig
nage
s, sa
fety
aud
its, O
SH
prog
ram
s)
2019
-202
3H
RM
62
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
In
dica
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
Cha
mpi
ons
Enh
ance
M
onito
r-in
g, E
val-
uatio
n,
Revi
ew
and
Con
-tro
l too
l
Ope
ratio
naliz
e M
onito
ring,
Eva
l-ua
tion,
Rev
iew
and
Con
trol
Syst
em
•Im
prov
ed y
ield
s
•Im
prov
ed c
ash
flow
•Im
prov
ed e
nviro
n-m
enta
l sus
tain
abili
ty
Perf
orm
ance
repo
rts
2019
-202
1H
RM/I
CT
Revi
ew
perf
or-
man
ce
man
-ag
emen
t sy
stem
•Im
plem
enta
tion
of p
erfo
r-m
ance
-bas
ed re
war
d, re
cogn
i-tio
n an
d sa
nctio
ns.
•Pe
rfor
man
ce c
ontra
cts
Impr
oved
pro
duct
ivity
•N
o. o
f em
ploy
-ee
s rew
arde
d an
d sa
nctio
ned.
•N
o. o
f st
aff
eval
u-at
ed
2019
-202
3H
RM
63
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Obj
ectiv
e Tw
o (2
): T
o en
hanc
e re
sear
ch a
nd d
evel
opm
ent t
o ac
hiev
e co
mpe
titiv
e ad
vant
age
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
In
dica
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
Cha
mpi
ons
Cle
ar p
o-sit
ioni
ng
of R
&D
fu
nctio
ns
Revi
ew o
rgan
izat
iona
l str
uctu
reC
lear
ly d
efine
d ro
les
Revi
sed
orga
niza
tiona
l st
ruct
ure
2019
-202
0H
R
Dev
elop
-m
ent o
f ne
w p
rod-
ucts
and
se
rvic
es
Impr
ovem
ent i
n yi
eld,
qua
lity
and
nutri
tion
Sust
ain
food
pro
duct
ion
valu
e ch
ain
Num
ber o
f pr
oduc
ts
and
serv
ices
2019
-202
3H
TD/R
&D
64
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegi
c Th
eme
Five
(5):
Cor
pora
te G
over
nanc
e
Obj
ectiv
e O
ne (1
): T
o in
stitu
tiona
lize
corp
orat
e go
vern
ance
mec
hani
sms
and
cultu
re
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
In
dica
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
C
ham
pion
s
Cor
pora
te
cultu
re c
hang
e m
anag
emen
t
Secu
re c
orpo
ratio
n as
sets
Gro
wth
of
corp
orat
ion
asse
t bas
eIn
crea
sed
asse
t val
ue20
19 -
2023
MD
Prud
ent fi
nanc
ial m
anag
e-m
ent.
Incr
ease
of
the
sh
areh
olde
rs’ w
orth
Inte
rnal
aud
it po
licy
fram
ewor
kE
nhan
ce c
om-
plia
nce
with
M
won
gozo
gu
idel
ines
Revi
ew o
f Bo
ard
Cha
rter
Impr
oved
Boa
rd p
erfo
r-m
ance
Qua
lity
polic
y fo
rmu-
latio
n20
19 -
2023
CS
•U
nder
take
ann
ual B
oard
pe
rfor
man
ce e
valu
atio
n•
Car
ry o
ut B
oard
indu
ctio
n
train
ing.
Impr
oved
cor
pora
te v
alue
.Bo
ard
Eva
luat
ion
repo
rt
Cor
pora
te
com
mun
icat
ion
Form
ulat
e a
corp
orat
e co
mm
unic
atio
n po
licy
Effi
cien
t and
eff
ectiv
e ve
rtic
al a
nd h
oriz
onta
l co
mm
unic
atio
n ch
anne
ls.
Enh
ance
d te
amw
ork
Eff
ectiv
e di
sput
e re
so-
lutio
n
2019
-202
3M
D/C
S/H
R/PR
M
Dev
elop
men
t of
a co
m-
mun
icat
ion
flow
cha
rtIm
prov
ed in
form
atio
n m
anag
emen
t.Le
vel o
f im
plem
en-
tatio
n of
pol
icie
s and
di
rect
ives
Dev
elop
men
t of
com
mu-
nica
tion
infr
astr
uctu
re.
Impr
oved
tran
smiss
ion
of
info
rmat
ion
Info
rmat
ion
accu
racy
Com
mun
icat
ion
tool
s an
d m
edia
Info
rmat
ion
clas
sifica
tion
syst
emIm
prov
ed in
form
atio
n m
anag
emen
tC
omm
unic
atio
n to
ols
and
med
ia
65
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
In
dica
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
C
ham
pion
s
Revi
ew o
f th
e co
rpor
atio
n’s
act
•D
evel
opm
ent o
f a
draf
t am
endm
ent o
f th
e ac
t
•In
volv
emen
t of
stak
e-ho
lder
s in
the
revi
ew
of th
e ac
t
•Pr
esen
tatio
n to
par
lia-
men
t
Revi
ewed
Act
Re
view
ed A
ct20
19 -2
023
CS
Stre
ngth
enin
g in
tern
al c
on-
trols
•Bu
ildin
g ca
paci
ty o
f
in
tern
al a
udit
func
tion
•Po
licy
fram
ewor
k•
Revi
ew o
f A
udit
and
Risk
M
anag
emen
t Fra
mew
ork
•Im
prov
e in
tern
al a
udit
p
roce
ss•
Gui
de in
tern
al a
udit
o
pera
tions
•Im
prov
ed R
isk
Man
agem
ent
Inte
rnal
aud
it Po
licy
Fram
ewor
k
66
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegi
c Th
eme
Six
(6):
Envi
ronm
enta
l Sus
tain
abili
ty
Obj
ectiv
e O
ne (1
): To
Con
duct
our
Bus
ines
s in
a M
anne
r tha
t Pre
serv
es a
nd C
onse
rves
Env
iron
men
tal S
usta
inab
ility
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
ica-
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
Cha
mpi
ons
To a
chie
ve
1% fo
rest
co
ver i
n al
l ou
r far
ms
by p
ract
icin
g ag
ro fo
rest
ry
Agr
o fo
rest
atio
nIn
crea
sed
num
ber o
f tre
es• N
o. o
f pl
ante
d tre
es
• Are
a of
land
cov
ered
2019
-202
3FC
/HBD
/MPI
M/
Regi
onal
Man
ager
/Uni
t M
anag
ers
Budg
et a
lloca
tion
for
seed
s and
impl
emen
ts• I
ncre
ased
are
a un
der t
rees
• Enh
ance
d ef
ficie
ncy
in
se
edlin
g pr
oduc
tion
Am
ount
of
fund
s spe
nt
Est
ablis
h en
viro
nmen
-ta
l sus
tain
abili
ty c
om-
mitt
ees i
n ev
ery
farm
Fast
and
relia
ble
envi
ronm
enta
l su
stai
nabi
lity
deci
sion
mak
ing
• Com
mitt
ee m
eetin
gs h
eld
• No
of re
port
s sub
mitt
ed
Recr
uit t
ree
nurs
ery
atte
ndan
tsIn
crea
sed
surv
ival
of
seed
ling
trans
plan
ted
and
trees
No.
of
tree
nurs
ery
atte
n-da
nts
67
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
ica-
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
Cha
mpi
ons
To p
rote
ct
ripar
ian
area
s
Enf
orci
ng 3
0m p
olic
y fr
om th
e riv
er
bank
s
• Red
uced
soil
eros
ion
• Red
uced
wat
er p
ollu
tion
• Min
imum
enc
roac
hmen
t
• Reg
ener
atio
n of
vege
tatio
n al
ong
wat
er
bodi
es• C
ompl
ianc
e ce
rtifi
cate
from
NE
MA
2019
/20
20TM
E/H
TD/F
C/H
BD/
MPI
M/R
M/U
nit M
an-
ager
s
Impl
emen
t cor
pora
te
envi
ronm
enta
l su
stai
nabi
lity
polic
y, re
gula
tions
an
d fr
ame
wor
k
Polic
y do
cum
ent d
evel
oped
Polic
y do
cum
ent a
vaile
d an
d ci
rcul
ated
Fenc
ing
of th
e ar
eas
Enh
ance
d se
curit
yA
mou
nt o
f fu
nds s
pent
on
fenc
ing
Con
stru
ctio
n of
ga
bion
s Re
duce
d so
il er
osio
nN
o. o
f ga
bion
s con
stru
cted
Est
ablis
hmen
t of
terr
aces
Redu
ced
surf
ace
wat
er ru
n-of
fN
o. o
f te
rrac
es c
onst
ruct
ed
Plan
ting
of b
ambo
o tre
esW
ater
pur
ifica
tion,
and
redu
ced
wat
er b
orne
dise
ases
No.
of
bam
boo
trees
pl
ante
d an
d vo
lum
e of
cl
ean
wat
er fl
owin
gD
e-sil
ting
of d
ams
and
wat
er p
ans
Incr
ease
d w
ater
vol
ume
and
redu
ctio
n of
floo
ding
No.
of
dam
s and
wat
er
pans
est
ablis
hed
Repo
rts s
ubm
itted
68
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Stra
tegy
K
ey I
nitia
tives
Exp
ecte
d O
utco
me(
s)
Key
Per
form
ance
Ind
ica-
tor(
s) (K
PIs)
Tim
e Fr
ame
Impl
emen
ting
Cha
mpi
ons
To a
dopt
ap
prop
riate
so
lid a
nd
afflu
ent
man
agem
ent
prac
tices
Con
tinuo
us m
aint
e-na
nce
of d
ispos
al
pit
Cle
an a
nd c
ondu
cive
env
iron-
men
tN
o. o
f di
spos
al p
its in
our
fa
rms
2019
-202
0H
BD/H
IAD
/HTD
/U
nit M
anag
ers/
BOD
/C
EO
/HTD
/FC
/HBC
/M
PIM
/RM
/Uni
t Man
-ag
ers
Liai
se w
ith N
EM
A
for c
olle
ctio
n of
ch
emic
al c
onta
in-
ers
Dec
onge
stio
n of
stor
age
faci
l-iti
esN
o. o
f us
ed a
nd in
jure
d ch
emic
al c
onta
iner
s del
iv-
ered
to N
EM
A
Ann
ually
Liai
se w
ith a
ppro
-pr
iate
age
ncie
s w
ith in
cine
ratio
n fa
cilit
ies e
.g. M
oi
Teac
hing
and
Re-
ferr
al H
ospi
tal
Redu
ced
cost
on
purc
hase
of
tarp
aulin
s•
Repo
rt a
nd c
ertifi
cate
• N
o. o
f fe
rtili
zer b
ags
us
ed to
mak
e ta
rpau
lins
To e
stab
lish
mec
hani
sms
for G
reen
en
ergy
Est
ablis
h w
ind
mill
s in
our
farm
sRe
duce
d of
ele
ctric
ity b
ills
No
of w
ind
mill
s20
19-2
023
Est
ablis
h bi
ogas
pl
ants
Redu
ced
cost
s on
fuel
and
gas
N
o of
bio
gas p
lant
s20
20-2
021
Inst
alla
tion
of so
lar
pow
er sy
stem
s in
our f
arm
s
Redu
ce u
se o
f fir
ewoo
dN
o. o
f so
lar p
anel
s20
22-2
023
69
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
APP
END
IX II
: Pro
ject
ed O
utco
mes
as
per A
DC
Sch
edul
eA
: Cro
ps
Ent
erpr
ise
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
Are
a (h
a)Y
ield
/H
aA
rea
(ha)
Yie
ld /
Ha
Are
a (h
a)Y
ield
/H
aA
rea
(ha)
Yie
ld /
Ha
Are
a (h
a)Y
ield
/H
a
Seed
Mai
ze3,
345
3,50
02,
750
3,80
03,
000
4,00
03,
000
4,10
03,
000
4,30
0
Mal
e Ro
ws
1,11
520
916
201,
000
251,
000
251,
000
30A
dc S
eed
215
3,50
030
53,
800
355
4,00
040
54,
100
455
4,30
0C
omm
erci
al
Mai
ze12
850
400
6040
062
400
6240
065
Citr
us13
712
142
1514
715
152
1715
719
Cof
fee
371,
200
601,
000
651,
400
701,
200
751,
600
Suga
rcan
e66
185
760
9586
010
096
011
01,
060
120
Hay
613
250
613
280
613
280
613
300
613
300
Seed
Pot
ato
220
220
230
220
240
240
250
240
260
280
Whe
at52
030
550
3260
035
650
37.5
700
37.5
70
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
B: D
airy
Liv
esto
ck
KPI
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4Av
erag
e m
ilk p
rodu
ctiv
ity (k
gs/c
ow/d
ay)
Hig
h yi
elde
rs (H
Y)
1214
1617
18
Aver
age
milk
pro
duct
ivity
(kgs
/cow
/day
)Av
erag
e yi
elde
rs (A
Y)
1112
1313
13
Cal
ving
%70
7275
8080
Mor
talit
y %
4.5
44
44
Aver
age
Age
at 1
stca
lvin
g (M
onth
s)36
3432
2827
Av. C
alvi
ng in
terv
al (D
ays)
450
420
400
400
400
Bree
ding
her
d av
aila
ble
to fa
rmer
s%2
34
55
Gro
wth
rate
%10
1010
1010
C: B
eef L
ives
tock
KPI
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
Cal
ving
%75
8085
8585
Mor
talit
y %
4.5
4.2
44
4Be
ef p
rodu
ctio
n (n
umbe
r of
anim
als-
trade
st
eers
)1,
500
1,50
02,
000
2,50
03,
000
Off
-take
%20
2525
2525
Bree
ding
her
d to
farm
ers%
55
55
5
Gro
wth
rate
%10
1010
1010
71
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
D: O
ther
Liv
esto
ck
KPI
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4Se
men
pro
duct
ion
(Stra
ws)
360,
000
600,
000
960,
000
1,20
0,00
01,
200,
000
Num
ber o
f bu
lls (i
n pr
oduc
tion)
3050
8010
010
0Fe
ed m
ill (t
onne
s/ye
ar)
4,00
04,
000
5,00
09,
000
9,00
0
APP
END
IX II
I: Pr
ojec
ted
Perf
orm
ance
and
Fun
ding
Sou
rces
PRO
JEC
TE
D F
INA
NC
IAL
PLA
NB
ALA
NC
E S
HE
ET
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4K
shs.
000
Ksh
s.000
Ksh
s. 00
0K
shs.
000
Ksh
s. 00
0G
over
nmen
t gra
nts
3,81
4,78
63,
964,
786
4,17
3,78
64,
342,
786
4,84
2,78
6C
apita
l res
erve
s12
,775
12,7
7512
,775
12,7
7512
,775
Rese
rves
447,
701
447,
701
447,
701
447,
701
447,
701
Acc
umul
ated
pro
fit/(
loss
)(4
57,6
27)
(351
,826
)(2
08,4
06)
15,4
0831
2,44
8Sh
areh
olde
rs’w
orth
3,81
7,63
54,
073,
436
4,42
5,85
64,
818,
670
5,61
5,71
0
INC
OM
E S
TAT
EM
EN
T20
19/2
020
2020
/202
120
21/2
022
2022
/202
320
23/2
024
Ksh
s.000
Ksh
s.000
Ksh
s.000
Ksh
s.000
Ksh
s.000
Reve
nue
2,32
1,96
81,
961,
773
2,07
9,47
92,
204,
248
2,33
6,50
3D
irect
exp
ense
s1,
288,
248
958,
697
987,
458
1,01
7,08
21,
047,
594
Con
tribu
tion
1,03
3,72
01,
003,
076
1,09
2,02
11,
187,
166
1,28
8,90
9In
dire
ct e
xpen
ses
769,
733
768,
291
775,
974
783,
734
791,
571
Dep
reci
atio
n91
,338
128,
984
172,
628
179,
618
200,
298
Net
pro
fit17
2,64
910
5,80
114
3,42
022
3,81
529
7,04
0G
ross
pro
fit a
s a %
age
of sa
les
4551
5354
55N
et e
arni
ngs a
s a %
age
of sa
les
75
710
13
72
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Fina
ncia
l Im
plic
atio
ns o
f Key
Str
ateg
ic In
itiat
ives
Econ
omic
Per
spec
tive
(1)
#K
ey I
nitia
tives
Sour
ce
of
Fund
-in
g
Ass
umpt
ions
Res
pons
ibili
ty
Bud
get (
Ksh
. M)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
1.
Est
ablis
h a
stan
d-in
g co
mm
ittee
to
enga
ge
with
th
e pu
blic
and
priv
ate
sect
or p
artn
ers
AIA
Go
od
wil
l fr
om
stak
e-ho
lder
s
BO
D/
MD
/FC
/CS
1.0
1.2
1.4
1.6
1.8
2.
Stre
ngth
en I
nter
-na
l C
ontro
ls in
th
e U
nits
AIA
Go
od
wil
l fr
om
Uni
t M
anag
ers
MD
/F
C/
RMs/
Man
-ag
ers
0.8
0.7
0.6
0.5
0.4
3.
Neg
otia
te
and
re-s
truc
ture
bo
th
paya
bles
an
d re
-ce
ivab
les
with
key
st
akeh
olde
rs
AIA
Go
od
wil
l fr
om
stak
e-ho
lder
s
MD
/FC
/Man
-ag
ers
0.8
0.7
0.6
0.5
0.4
4.
Dev
elop
po
licie
s on
m
anag
emen
t of
ass
ets
and
lia-
bilit
ies
AIA
Imp
lem
en-
tatio
n of
the
po
licie
s
MD
/FC
/Man
-ag
ers
0.10
0.12
0.14
0.17
0.20
5.
Acq
uisit
ion
of t
i-tle
s A
IA a
nd
Partn
ers
Avai
labi
lity
of
fund
sM
D/F
C/C
S an
d U
nit
Man
ager
s0
016
.716
.716
.76.
G
azet
tem
ent
of
all A
DC
land
AIA
and
Pa
rtne
rsAv
aila
bilit
y of
fu
nds
MD
/FC
/CS
and
Uni
t M
anag
ers
00
0.2
00
7.
Valu
atio
n of
all
AD
C la
ndA
IA a
nd
Partn
ers
Avai
labi
lity
of
fund
sM
D/
FC
/C
S an
d U
nit
Man
ager
s
025
2525
25
8.
Fenc
ing
of
po-
rous
boa
rder
sA
IA a
nd
Partn
ers
Avai
labi
lity
of
fund
sM
D/F
C/C
S an
d U
nit
Man
ager
s
037
.537
.537
.537
.5
73
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Cus
tom
er F
ocus
(2)
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsib
ility
Bud
get (
Ksh
. M)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
1.
Exh
ibiti
on o
f ou
r pr
oduc
ts in
Agr
icul
tura
l sh
ows
A-in
-AG
ood
will
from
m
anag
ers &
unit
man
ager
s
2.65
4.91
65.
26
6.5
2.
Fiel
d da
ysFi
eld
dem
osA
-in-A
Avai
labi
lity
of
fund
sM
arke
ting/
Publ
ic R
elat
ions
D
epar
tmen
t
55.
56
6.1
6.3
3.
Onl
ine
and
prin
t med
ia
adve
rts
A-in
-AM
D/M
arke
ting
Div
ision
/PR,
Re
spon
sible
U
nit
55.
55.
85.
96.
1
4.
Est
ablis
hmen
t of
cust
omer
car
e de
skA
-in-A
00
10
0
5.
Team
bui
ldin
g ac
tiviti
esA
-in-A
55.
25.
45.
65.
8
6.
Bran
ding
of
build
ing,
vehi
cles
uni
ts a
nd
signa
ge
A-in
-AAv
aila
bilit
y of
fu
nds
010
33.
13.
2
7.
Regu
lar w
ebsit
e up
date
sA
-in-A
00
00
0
8.
Eng
age
in so
cial
med
ia
plat
form
sA
-in-A
0.5
0.6
0.61
0.62
0.65
9.
Prin
ting
and
publ
ishin
g of
jour
nals
A-in
-AM
anag
emen
t G
ood
will
2.5
2.55
2.6
2.65
2.7
10.
Cus
tom
er S
atisf
actio
n Su
rvey
s Reb
rand
A-in
-AG
ood
will
from
m
anag
emen
t1.
31.
41.
51.
61.
7
11.
Trai
n st
aff
on P
R sk
ills
A-in
-AM
anag
ers
00
00
0
12.
Cor
pora
te u
nifo
rm to
be
enf
orce
dA
-in-A
Avai
labi
lity
of
fund
s0.
50.
50.
50.
50.
5
13.
App
oint
men
t of
agen
ts
and
dist
ribut
ors a
cros
s th
e co
untr
y
A-in
-A1
0.5
0.5
0.5
0.5
74
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsib
ility
Bud
get (
Ksh
. M)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
14.
Off
erin
g in
tern
ship
s an
d at
tach
men
t to
stu-
dent
inte
rns
A-in
-AM
D/M
arke
ting
Div
ision
/PR/
Resp
onsib
ility
U
nit M
anag
ers
0.2
0.2
0.2
0.2
0.2
15.
Off
erin
g te
stin
g gr
ound
s for
new
inno
-va
tions
and
tech
nolo
gy
A-in
-A0
00
00
16.
To p
artn
er w
ith c
oun-
ty G
over
nmen
ts fo
r in
fras
truc
tura
l dev
el-
opm
ent,
train
ings
and
pr
ovisi
on o
f ou
tlets
for
our p
rodu
cts
A-in
-A2.
53
2.5
33
17.
Tree
pla
ntin
gA
-in-A
0.2
0.2
0.2
0.2
0.2
18.
Giv
ing
out s
eedl
ings
to
com
mun
ity a
nd sc
hool
s as
CSR
A-in
-AG
ood
will
from
un
it m
anag
ers
0.2
0.2
0.2
0.2
0.2
19.
Con
tribu
tion
tow
ards
ch
arita
ble
orga
niza
tions
A-in
-AAv
aila
bilit
y of
re
sour
ces
0.6
0.6
0.7
0.75
0.75
75
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Inte
rnal
Bus
ines
s Pr
oces
ses
(3)
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsi-
bilit
yB
udge
t (K
sh. M
)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
1.
Prec
ision
farm
ing
Cap
ital b
udge
t•
Mob
ile w
orks
hop
GO
KA
-in-A
GO
K F
undi
ng
mec
hani
zatio
n pr
ogra
m is
co
mpl
eted
TO(E
)/TO
(C)/
Uni
t M
anag
er
150
00
0
2.
Prec
ision
farm
ing
Cap
ital b
udge
t•
Mac
hine
ry
re
plac
emen
t
GO
KA
-in-A
GO
K F
undi
ng
mec
hani
zatio
n pr
ogra
m is
co
mpl
eted
TO(E
)/TO
(C)/
Uni
t M
anag
er
00
016
.310
3.5
3.
Tim
elin
ess i
n op
era-
tions
/sup
ply
of c
ritic
al
inpu
ts
A-in
-AM
D/H
TD74
6.9
725.
480
2.7
922.
394
6
4.
Con
serv
atio
n til
lage
in
all c
rop
oper
atio
nsA
-in-A
No
chan
ge o
f po
licy
TO (C
, /TO
(E)/
Uni
t M
ange
r
--
--
-
5.
Irrig
atio
n (c
apita
l bu
dget
)•
Enc
hili
Farm
•Su
am O
rcha
rds
•Si
rikw
a
•La
net
•Sa
bwan
i
GO
KA
-in-A
Gov
ernm
ent’s
di
rect
ive
on
star
ting
new
pr
ojec
ts is
lifte
d
Avai
labi
lity
of
fund
s.
Agr
icul
ture
C
hair/
HTD
/M
D
1515
00
0
1515
00
0
100
00
0
00
80
17
6.
Mec
hani
zatio
n of
op
erat
ions
not
mec
h-an
ized
GO
Kav
aila
bilit
yH
TD/
TO(E
)/TO
(C)
200
7045
850
76
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsi-
bilit
yB
udge
t (K
sh. M
)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
7.
Goo
d qu
ality
fora
ge,
past
ures
and
con
cen-
trate
s
GO
KPu
rcha
se o
f 2
-2 ro
w fo
rage
ha
rves
ter a
nd 1
se
lf-pr
opel
led
shre
d ag
e m
achi
ne a
nd
com
pact
erIn
itiat
e TM
R at
Fe
edm
illPu
rcha
se o
f 4
mix
ers
HTD
/RM
/TO
(E)/
Uni
t M
anag
er
455
50
0
8.
Impr
ove
bree
ding
da
iryLi
vest
ock
revo
lvin
g fu
nd
Purc
hase
of
10
Frie
sians
ann
u-al
lyC
on
tin
uo
us
regi
stra
tion
of
bree
ding
stoc
kU
se
of
sexe
d se
men
in
50%
of
hei
fers
(50
0 do
ses)
ann
ually
Use
of
wor
ld’s
top
gene
tics
in
40%
of
he
rd
(800
dos
es)
annu
ally
HTD
/RM
/V
O/U
nit
man
ager
22
22
2
0.7
00
00
77
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsi-
bilit
yB
udge
t (K
sh. M
)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
9.
Impr
ove
bree
ding
Be
efLi
vest
ock-
revo
lvin
g fu
nd
• Purc
hase
of
50 st
ud h
eife
rs
and
3 st
ud b
ulls
annu
ally
•A
rtifi
-ci
al in
sem
ina-
tion
on b
reed
-in
g nu
cleu
s•
Pur-
chas
e of
bul
ls an
d ra
ms
HTD
/RM
/V
O/U
nit
Man
ager
10.7
10.8
1111
.211
.4
10.
Use
bre
edin
g te
ch-
nolo
gy a
nd a
cqui
re
mor
e su
perio
r gen
etic
an
imal
s
A-in
-AE
mbr
yo tr
ans-
fer t
echn
olog
y ch
urni
ng 2
00
succ
essf
ul
trans
fers
ann
u-al
ly
HTD
/RM
/V
O1.
41.
61.
61.
61.
6
11.
Rest
ocki
ngLi
vest
ock
offta
ke
revo
lvin
g fu
nd
Purc
hase
of
1,00
0 tra
de
stee
rs a
nnua
lly
in G
alan
a ra
nch
HTD
/FC
/U
nit M
an-
ager
2828
2828
28
12.
Feed
lotti
ngA
-in-A
Reno
vate
Fee
d-lo
t at S
abw
ani
and
Lane
t fin-
ished
400
stee
rs
annu
ally
TO/E
RM
s/V
Os/
Uni
t M
anag
ers
5.3
22
22
13.
Year
ly b
eef
herd
in-
spec
tion
A-in
-AA
nnua
l reg
-ist
ratio
n an
d in
spec
tion
in
stud
bee
f un
its
(Nai
robi
&
Mut
ara)
VO
/Uni
t M
anag
er
0.5
0.5
0.7
0.8
0.9
78
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsi-
bilit
yB
udge
t (K
sh. M
)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
14.
Land
Rec
lam
atio
n (d
rain
age)
A-in
-AAv
aila
bilit
y of
fu
nds
HTD
/TO
(E)/
Uni
t m
anag
er
00
012
0
15.
Mak
e ha
y in
ranc
h la
nd
Gal
ana
and
Mut
ara
A-in
-APu
rcha
se 2
sets
of
hay
mak
ing
equi
pmen
t Bu
sh C
lear
4,
900,
5,90
0,
6,90
0,
7,90
0,8,
900
acre
s in
year
1t
o 5
resp
ec-
tivel
y
Uni
t Man
-ag
er16
.218
.717
.219
.722
.2
16.
Ens
ure
supp
ly o
f en
ough
raw
mat
eria
lA
-in-A
To p
rocu
re ra
w
mat
eria
ls to
pr
oduc
e 40
00,
5000
,700
0,80
00
and
9000
tons
re
spec
tivel
y
HTD
/RM
/SP
O/
Uni
t M
anag
er
1115
2022
25
17.
Mod
erni
zatio
n m
ilkin
g sy
stem
sG
OK
Proc
ure
milk
ing
syst
ems f
or
Lane
t, O
lnga
-to
ngo,
Cho
rlim
an
d Su
am
MD
/HTD
/TO
/ U
nit
Man
ager
212
40
0
79
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsi-
bilit
yB
udge
t (K
sh. M
)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
18.
Enh
ance
use
of
ICT
A-in
-A•
Proc
ure
and
mai
ntai
n liv
esto
ck
man
agem
ent
softw
are
•D
evel
op
ICT
infr
a-st
ruct
ure
•A
cqui
sitio
n of
com
-pu
ters
and
ac
cess
orie
s •
Acq
uisit
ion
of E
RP•
Full
elec
tric-
ity c
onne
c-tiv
ity in
the
units
•U
pgra
de a
nd
mai
ntai
n th
e C
orpo
ratio
n w
ebsit
e
ICT
Man
-ag
er/F
C/
HTD
/HR/
SPO
1032
.85
2015
15
19.
Incr
easin
g sh
elf
life
of
milk
to a
void
was
tage
A
-in-A
Inve
st in
ch
iller
sN
aman
dala
30
00 li
tres,
Kat
uke
3,00
0 lit
res,
Oln
gan-
tong
o 3,
000l
i-tre
s, La
net
2,00
0litr
esK
iswan
i 1,0
00
MD
/HTD
/SP
O5
15
3.5
1.5
80
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Cap
acity
Bui
ldin
g an
d In
nova
tion
(4)
#K
ey I
nitia
tives
Sour
ce
of
Fund
ing
Ass
umpt
ions
Res
pons
ibili
tyB
udge
t (K
sh. M
)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
1.
Con
tinuo
us p
rofe
ssio
nal
deve
lopm
ent/
s Ski
lls
deve
lopm
ent p
rogr
ams
A-in
-AG
oodw
ill fr
om
stak
ehol
ders
HRM
9.7
1015
1515
2.
Skill
s aud
itA
-in-A
Goo
dwill
from
stak
ehol
ders
HRM
0.1
00
00.
2
3.
Rew
ard,
reco
gniti
on a
nd
sanc
tion
Sala
ry re
view
(as p
er
SRC
), an
nual
incr
emen
ts
A-in
-AG
oodw
ill fo
rm
Boar
d &
Man
-
agem
ent
HRM
8.35
1010
1015
4.
Non
-fina
ncia
l inc
en-
tives
(per
ks)
A-in
-AG
oodw
ill fr
om
stak
ehol
ders
HRM
5.6
66
66
5.
Impl
emen
tatio
n of
sche
me
of se
rvic
e
A-in
-AG
oodw
ill fr
om
stak
ehol
ders
HRM
22
22
2
6.
Wor
kloa
d an
alys
isG
OK
Con
sulta
ncy.
MD
/HC
PA/
HRM
180
00
0
7.
Labo
ur ra
tiona
lisat
ion
GO
KG
oodw
ill fr
om
stak
ehol
ders
HRM
/FC
/
HTD
2525
3035
0
8.
Revi
ew o
f H
R po
licie
s
and
proc
edur
es
A-in
-ARe
view
of
polic
ies
MD
/HC
PA/
HRM
0.1
00.
10
0.1
9.
Revi
ewin
g th
e O
rgan
iza-
tiona
l Str
uctu
re
A-in
-AG
oodw
ill fr
om
stak
ehol
ders
MD
/HC
PA/
HRM
1.5
00
01
81
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
#K
ey I
nitia
tives
Sour
ce
of
Fund
ing
Ass
umpt
ions
Res
pons
ibili
tyB
udge
t (K
sh. M
)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
10.
Prov
ision
of
wor
king
tool
s, pr
otec
tive
clot
hing
,
recr
eatio
nal f
acili
ties
A-in
-AG
oodw
ill fr
om
stak
ehol
ders
HRM
/FC
/
Man
ager
s
55
55
5
11.
Enh
ance
d W
ork,
Inju
ry
and
Bene
fits A
ct (W
IBA
)
insu
ranc
e
A-in
-AG
oodw
ill fr
om
stak
ehol
ders
HRM
/FC
/CS
2021
2325
25
12.
Impr
ovem
ent i
n yi
eld,
qual
ity a
nd
nutri
tion
A-in
-AFa
vour
able
envi
ronm
enta
l
cond
ition
s
HTD
/SRO
/
RO/R
&D
00.
50.
50.
50.
5
13.
Supp
ort b
reed
ing
pro-
gram
s in
the
corp
orat
ion
A-in
-AFa
vour
able
envi
ronm
enta
l
cond
ition
s
HTD
/SRO
/
RO
0.1
0.1
0.1
0.1
0.1
14.
Adv
ance
tria
ls in
the
field
(NPT
& D
US)
A-in
-AFa
vour
able
envi
ronm
enta
l
cond
ition
s
HTD
/SRO
/
RO
0.1
0.1
0.1
0.1
0
15.
Car
ry o
ut re
sear
ch fo
r
appr
opria
te a
gron
omic
tech
nolo
gies
in fe
rtili
zer,
agro
chem
ical
s and
seed
rate
use
A-in
-AFa
vour
able
envi
ronm
enta
l
cond
ition
s
HTD
/SRO
/
RO
00.
20.
20.
20
16.
Dev
elop
mec
hani
sms f
or
resp
ondi
ng to
em
ergi
ng
wee
ds, p
est a
nd d
iseas
e
A-in
-AFa
vour
able
envi
ronm
enta
l
cond
ition
s
HTD
/SRO
/
RO
0.3
0.3
0.3
0.3
0
82
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Cor
pora
te G
over
nanc
e (5
)
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsib
ility
Bud
get (
Ksh
. M)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
1.
Secu
re c
orpo
ratio
n as
sets
GO
KM
D70
7070
7070
2.
Prud
ent fi
nanc
ial
man
agem
ent
A-in
-AM
D0
00
00
3.
Revi
ew o
f th
e
corp
orat
e or
gano
gram
A-in
-AM
D/H
R0
00
00
4.
Revi
ew o
f em
ploy
ee
rem
uner
atio
n,
rete
ntio
n an
d su
cces
sion
plan
.
A-in
-A
MD
/HR
00
00
0
5.
Revi
ew o
f Bo
ard
char
ter
A-I
n-A
Nee
d fo
r rev
iew
CS
11.
50
00
6.
Und
erta
ke a
nnua
l Bo
ard
perf
orm
ance
ev
alua
tion
Car
ry o
ut B
oard
in
duct
ion
train
ing.
A-I
n-A
Trai
ning
CS
77
77
0
7.
Revi
ew o
f au
dit a
nd
Risk
man
agem
ent
fram
ewor
k
A-I
n-A
Tha
t var
ious
D
epar
tmen
tal
head
s to
iden
tify
risks
and
cla
ssify
th
em a
s hig
h,
Med
ium
or l
ow.
HIA
00.
50.
50.
50.
5
8.
Form
ulat
e a
corp
orat
e co
mm
unic
atio
n po
licy
A-I
n-A
Hire
a c
onsu
ltant
MD
/CS/
HR/
PRM
31.
50
00
9.
Dev
elop
men
t of
a co
mm
unic
atio
n flo
w
char
t
A-in
-AM
D/C
S/H
R/PR
M0
00
00
10.
Dev
elop
men
t of
com
mun
icat
ion
infr
astr
uctu
re.
A-in
-AM
D/C
S/H
R/PR
M0
30
00
83
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsib
ility
Bud
get (
Ksh
. M)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
11.
Info
rmat
ion
clas
sifica
tion
syst
emA
-in-A
MD
/CS/
HR/
PRM
00
00
0
12.
Dev
elop
men
t of
a dr
aft a
men
dmen
t of
the
act
Invo
lvem
ent o
f st
akeh
olde
rs in
the
revi
ew o
f th
e ac
t Pu
blic
par
ticip
atio
nPr
esen
tatio
n to
pa
rliam
ent
A-I
n-A
need
for a
new
A
ct a
ligne
d to
de
volu
tion
and
big
4 ag
enda
CS
55
55
0
13.
Build
ing
capa
city
of
inte
rnal
aud
it fu
nctio
nPo
licy
fram
ewor
k
A-I
n-A
Hire
a c
onsu
ltant
. N
eed
for r
evie
w
of p
olic
ies.
CS
30
30
3
84
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
Envi
ronm
enta
l Sus
tain
abili
ty (6
)
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsib
ility
Bud
get (
Ksh
. M)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
1.
Agr
o-fo
rest
atio
nA
-in-A
Eac
h fa
rm w
ill p
lant
1%
tree
cov
er fr
om tr
ee
nurs
ery
FC/H
BD/
MPI
M1.
21.
21.
21.
21.
2
2.
Budg
et a
lloct
ion
for s
eeds
and
im
plem
ents
A-in
-ASe
eds t
o be
pla
nted
w
ill d
epen
d w
ith th
e
ag
rolo
gica
l zon
e
Regi
onal
Man
-ag
er2
22
22
3.
Est
ablis
h
envi
ronm
enta
l su
stai
nabi
lity
\co
mm
ittee
s in
ever
y fa
rm
NA
Eac
h fa
rm w
ill e
stab
lish
thei
r ow
n co
mm
ittee
Uni
t
Man
ager
s-
--
--
4.
Recr
uit t
ree
nurs
ery
atte
ndan
tsA
-in-A
At l
east
2 p
er fa
rmRe
gion
al &
U
nit M
anag
er0.
20.
240.
280.
30.
4
5.
Enf
orci
ng 3
0m
polic
y fr
om th
e riv
er b
anks
NA
Onl
y in
farm
with
wat
er
sour
ces
TME
/HTD
/FC
/HBD
/M
PIM
/RM
/Uni
t
Man
ager
s
--
--
-
6.
Impl
emen
t cor
po-
rate
env
ironm
en-
tal s
usta
inab
ility
po
licy,
regu
latio
ns
and
fram
e w
ork
A-in
-A-
--
---
7.
Fenc
ing
of th
e ar
eas
A-in
-ATo
bee
n do
ne a
fter
ever
y 2y
ears
0.5
00
0.5
0
8.
Con
stru
ctio
n of
ga
bion
sA
-in-A
To b
een
done
afte
r ev
ery
2yea
rs1
00
0.5
0
9.
Est
ablis
hmen
t of
terr
aces
A-in
-AW
ill b
e es
tabl
ished
onc
e in
eve
ry fa
rm u
sing
avai
labl
e re
sour
ces
0.75
00
00
10.
Plan
ting
of b
am-
boo
trees
A-in
-AA
ll fa
rms w
ill p
lant
ba
mbo
os e
ach
year
0.2
0.2
0.2
0.2
0.2
11.
Des
iltin
g of
dam
s an
d w
ater
pan
sA
-in-A
To b
e do
ne a
nnua
lly in
fa
rms w
ith d
ams
0.5
0.5
0.5
0.5
0.5
85
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
#K
ey I
nitia
tives
Sour
ce o
f Fu
ndin
gA
ssum
ptio
nsR
espo
nsib
ility
Bud
get (
Ksh
. M)
2019
/202
020
20/2
021
2021
/202
220
22/2
023
2023
/202
4
12.
Con
tinuo
us
mai
nten
ance
of
disp
osal
pit
NA
Don
e at
farm
leve
lH
BD/H
IAD
/H
TD/U
nit
Man
ager
s/BO
D/C
EO
/H
TD/F
C/
HBC
/MPI
MRM
/Uni
t Man
-ag
ers
0.05
00
00
13.
Liai
se w
ith
NE
MA
for c
olle
c-tio
n of
che
mic
al
cont
aine
rs
A-in
-ATo
be
done
afte
r eve
ry
2yea
rs0
0.3
00.
30
14.
Liai
se w
ith a
ppro
-pr
iate
age
ncie
s w
ith in
cine
ratio
n fa
cilit
ies e
.g. M
oi
Teac
hing
and
Re-
ferr
al H
ospi
tal
A-in
-AW
ill b
e do
ne o
nce
each
ye
ar0.
0025
0.00
250.
0025
0.00
250.
0025
15.
Est
ablis
h w
ind
mill
s in
our f
arm
sA
-in-A
2pro
ject
s will
be
done
an
nual
ly1
11
11
16.
Est
ablis
h bi
ogas
pl
ants
A-in
-A5
proj
ects
will
be
done
an
nual
ly a
t 75$
per
m3
for 2
0m3
0.75
0.75
0.75
0.75
0.75
17.
Inst
alla
tion
of so
-la
r pow
er sy
stem
s in
our
farm
s
A-in
-A5
proj
ects
will
be
done
an
nual
ly0.
50.
50.
50.
50.
5
86
ADC
STR
ATEG
IC P
LAN
201
9 -
2024
APP
END
IX IV
: AD
C O
rgan
izat
ion
Stru
ctur
e
87
ADC
STR
ATEG
IC P
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201
9 -
2024
APPENDIX V: Strategic Planning Team
ADC Board Members
1. Hon. Benjamin Chesire Cheboi, EBS Board Chairman2. Hon. John K’Obado (Eng.) Member3. Hon Martin Ogindo Member4. Hon. Paul Kibet Chebor Member5. Hon. Roba Sharu Duba Member6. Hon. Peter Chemuigut Member7. Dr. Gladys Kasiva Ngao Member8. Mr. Lawrence Okudo Member9. Mrs. Jean Njiru Member10. Mrs. Tabitha Mbungu Maugi Member11. Mrs. Elizabeth Shungula Member12. Mr. Cleophas Okore Member13. Mr. Kello Harsama Member
ADC Management
1. Mr Mohammud M. Bulle Head Office Ag. Managing Director2. Eng. Paul Njuguna Head Office Technical Manager Engineering3. Mr. Samuel Bundotich Head Office Ag. Head of Technical Division 4. Mr. Jonathan Keitany Head Office Ag. Financial Controller 5. Dr. Winnie Macharia Head Office Head of Corporate Planning & Admin6. Mr. Morrison Andwati Head Office Ag. Head of Internal Audit Division7. Ms. Jane Mugaruro Head Office Human Resources Manager8. Mr. Jackson C. Kiptum Head Office ICT Manager9. Mr. Shadrack Jirma Hidi Head Office Ag. Head of Business Dev. Division10. Ms. Jacqueline Kibe Head Office Public Relations Manager11. Mrs. Betty Wendot Head Office Deputy Human Resources Manager12. Ms. Wambui Kibue Head Office Procurement Officer13. Mr. Samuel Birgen Head Office Legal Assistant/Transport Officer14. Mr. John O. Omondi Head Office Planning Officer/ Statistician15. Ms. Christine Gakure Head Office Planning Officer 116. Ms. Lilian Kosgey Head Office Ag. Corporation Secretary17. Dr. Jackson M. Kathoka A. I Centre Senior Veterinary Officer18. Ms. Gertrude Mutiso Chorlim Senior Complex Manager19. Mr. Issa Ahmed Mohamed Engineering Services Ag. Complex Manager20. Mr. Stephen Thuo Menyi Feedmill Senior Complex Manager21. Mr. William Kemei Japata Assistant Complex Manager
88
ADC
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ATEG
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2024
22. Mr. Edward Ojode Katuke Technical Officer23. Dr. Maurice Cherogony Kitale Office Acting Regional Manager24. Mr. Gichina Gerald Kitale Office Regional Accountant, Kitale25. Mr. Allan Ewambari Kitale Office Technical Officer (Crops)26. Ms. Judith Sembelle Kitale Office Systems Application Analyst27. Dr. Benard Oroni Kitale Office Veterinary Officer II28. Mr. Nimrod Kipchumba Kitale Office Research Officer IV 29. Mr. Dominic M. Maingi Nairobi Complex Manager30. Ms. Veronica Waichinga Namandala Senior Complex Manager31. Mr. Peter Kipkech Olngantongo Complex Manager32. Mr. Aggrey Rogo Sabwani Senior Technical Officer33. Mr. Mohamud Sheikh Ahmed
Seed Unit Technical Officer
34. Dr. Muchemi Kariuki Semen Production Centre
Manager-in-Charge
35. Mr. Davidson Chesaina Suam Complex Manager36. Mr. Gilbert Kosgei Kitale Office TO(E)37. Mr. Andrew Pchumba Kitale Office Regional Security Officer38. Mr. Dickson M Nchoe Asante Manager-in-Charge39. Mr. Dennis N. Gichana Enchili Ag. Manager -in-Charge40. Mr. Francis K. Bor Lanet Senior Technical Officer41. Ms. Judith Oggema Molo Ag. Regional Manager, Nakuru42. Mr. Tom Sang Mutara Ranch Senior Complex Manager43. Mr. Samson Sirengo Ndabibi Complex Manager44. Mr. Maurine Jebotibin Birir Sirikwa Assistant Complex Manager45. Dr. Francis Obwogi Lanet Senior Veterinary Officer 46. Mr. Michael Chelulei Molo Research Officer I47. Mr. Michael Kiambi Molo Research Officer II48. Mr. Levi Mulupi Galana Ag. Senior Complex Manager49. Ms. Christine Nyakundi Kiswani Complex Manager
UNES Consultancy 1. Prof. Evans Aosa Project Team Leader and Principal Strategic Planning Consultant2. Dr. Kennedy Ogollah Strategic Planning Lead Consultant3. Prof. Jesse Njoka Agricultural Specialist, Member4. Mr. George Ogari Financial Specialist, Member5. Mr. Raymond Muteti Management Consultant, Member6. Ms. Gertrude Surrumo Project Officer, Secretariat
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