HORTICULTURE STUDY TOUR TO KENYA BY SNV ETHIOPIA AND PARTNERS January 2017

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1 HORTICULTURE STUDY TOUR TO KENYA BY SNV ETHIOPIA AND PARTNERS January 2017

2 WHY THE TOUR? A delegation from SNV Ethiopia and Ministry of Agriculture and Natural Resources visited Kenya: To understand the Kenyan national experience in horticultural development. To learn from SNV Kenya experience in agricultural development in the horticulture sub-sector.

3 INSTITUTIONS VISITED A total of 8 stakeholders including government regulatory, marketing, research and inspection bodies, farms, companies and cooperative farmers associations were visited during the 5 day tour.

4 KEY LESSONS WHAT ETHIOPIA HAS LEARNT FROM KENYA

5 KEY LESSONS WHAT ETHIOPIA HAS LEARNT FROM KENYA A market led approach is key to the horticulture sector development. Private sector plays a critical role in delivering efficient extension services in Kenya Public private partnerships Symbiotic relationships between all the stakeholders ends up being a win-win for everybody. Kenya has efficient regulatory frameworks and institutions KEPHIS and HCD.

6 LESSONS CONT Kenya has strong phytosanitary systems and efficient traceability mechanisms that make Kenya s products competitive at the global market. Efforts are being made to apply the same for domestic markets. Streamlining of various government institutions under one authority [Agriculture and Food Authority] had ensured better sector coordination and increased efficiency. Developing a country focused horticulture strategy has given the sector clear priority areas for development.

7 MORE LESSONS Cohesiveness and common interests of farmers at cooperatives level increases productivity and build trusts. There is need for regional trade and branding of the African produce at the global market. The role of women in the horticulture sector is critical to spur economic growth. Kenya has made progress, but more needs to be done especially at the local level to ensure women s voices are heard at the cooperative and household level.

8 MORE LESSONS Key lesson in developing good business cases from the SNV Kenya programs will inform business case development within HortiLIFE program in Ethiopia. Use of technology enhances value chain relationships Mpesa payments of farmers enhances trust and reliability between farmers and processors.

9 AND A FEW MORE.. Government creates an enabling policy environment and complements the work of private sector e.g. providing produce handling facilities [HCD pack house], marketing. Brokers play a strategic role in the value chain and need to be properly managed. Development partners play a critical role in complementing government effort.

10 SNV KENYA Ms. Mary Njuguna, Agriculture Sector Lead, SNV Kenya INTRODUCTION TO SNV KENYA S AGRICULTURE PORTFOLIO Agriculture portfolio [in the context of the tour] : 1. Kenya Market led Horticulture Program 2. Kenya Market led Dairy Program 3. Smart Water for Agriculture 4. Mau-Mara Serengeti Sustainable Water Initiative 5. Others include: Drylands Development Programme and Voice for Change Partnership.

11 SNV KENYA KEY SUCCESS FACTORS A market led approach to program design and implementation. Strategic partnerships with private sector, farmer organisations, government and government institutions and agencies e.g. dairy training institute. Effective delivery mechanism of advisors and local capacity builders [LCBs] embedded in each of the programmes. Centralized project control managed by lead Consortium partner and with clear articulation of roles between all members. Multi-skilled and diverse teams that bring complementarity to the implementation of the programs.

12 The key lesson from what didn t work is that partnership management with clear roles, responsibilities, strengths and expectations is critical from the onset of designing the program and its implementation. Enhance more experience sharing and learning between programs, institutions and sector players. The need for real impact assessments.

13 MORE LESSONS Need for synergies with other projects to reduce wastage of time, efforts and resources. Income is a good value proposition. The guarantee of increased revenue is a secure trigger for farmers to adopt technologies. Monitoring develop standardized templates for all partners. Good contacts/networking (Public-private partnerships) and strong technical team are key ingredients to success.

14 EXPERIENCES FROM THE SECTOR STAKEHOLDERS

15 MEET MICHAEL, A HARDWORKING SMALLHOLDER FARMER IN LIMURU, There are two types of farmers hardworking and lazy farmers. The hardworking ones are not limited by being smallholder; rather they work with the little support they get to grow their farms not just for consumption produce, but as a business Designed his own greenhouse with support from technicians after training and demonstration by HortIMPACT. Optimistic with the devolved system of government, which he believes will prioritize support to farmers, especially on extension services and credit facilities.

16 SUNRIPE LTD OVER 40 YEARS OF EXPERIENCE AS A PRODUCER, PROCESSOR, EXPORTER AND MARKETER OF FRESH FRUITS, VEGETABLES AND FLOWERS. Local & international footprint 6 packhouses in Limuru, Nairobi, Naivasha, Mt. Kenya, Koka (Ethiopia) and Arusha (Tanzania) Efficient land use management is critical in meeting food security objectives. South-South trade should be supported by governments as they are a catalyst for West-South trade. The market needs to be more organized to minimize food loses, as well as unsafe food (by illegal cartels) getting into the market. The African youth will play a critical role in transforming the African horticulture if they are provided with the right training and incentives for farming. Ethiopia could benefit immensely from horticulture by opening up its markets to local and international private sector investors.

17 ABOUT HORTICULTURAL CROPS DIRECTORATE [HCD] - UNDER THE AGRICULTURE AND FOOD AUTHORITY (AFA) A MERGER OF 10 PARASTATALS TO ENSURE EFFICIENCY AND EFFECTIVE DELIVERY OF SERVICE. The largest growing sub-sector, horticulture contributes 25% of agricultural contribution to GDP Earned Kenya KSh. 91billion in international trade; 200billion domestic market. The sector is private sector-driven, but government facilitates and regulates. HCD promotes cottage industries, value addition, contract farming and innovative technologies e.g. greenhouse technology, new seed varieties etc. HCD manages its produce handling facility at JKIA, available for lease or hire. 99% of HCD s funding is from the Government of Kenya. Its roles and functions: Regulating, promoting, coordinating, developing and facilitating operations of the horticultural subsector to ensure smooth production and marketing environment and to advocate for policies that favor investment and enhanced performance of the sub-sector.

18 WAMU INVESTMENTS YEARS OF PRODUCING & EXPORTING FRESH FRUITS & VEGETABLES. Founded by Peris Muriuki - operates two pack houses at the Jomo Kenyatta Airport. 80% of exports are packed vegetables and main market is Europe, though it occasionally exports mangoes to the Middle East. Works with 1,000 farmers across the country and provide technical advice, in line with stringent standards required Produce: Baby corn, French beans, broccoli,, green and yellow beans, peas, avocadoes, mangoes

19 TRUST IS KEY A FARMER IS INTERESTED IN A COMPETITIVE PRICE AND TIMELY PAYMENT OF DUES Regulated through KEPHIS and HCD, provides farmer with certified seeds through support by development like SNV who meet certification costs. Utilises mobile technology M-PESA to pays farmers directly less Ksh 5 deducted for admin costs of the cooperative/society. The company emphasizes on quality and high standards through the whole process of grading, sorting, packing and labeling facilitates traceability.

20 It s not easy to manage farmer groups, hence issues of side selling and brokers pose a challenge as it breaches contractual agreements

21 LINKING INDUSTRY WITH ACADEMIA - RESEARCH, EDUCATION & TRAINING Works with various stakeholders to ensure that education, research and trainings are relevant to the needs of the horticulture sector. There is demand to roll out competency based training in Kenya as enshrined in the TVET Act. Full private sector engagement in education, research and training can lead to an increased productivity by 30%.

22 KENYA AGRICULTURE & LIVESTOCK RESEARCH ORGANIZATION Conducts, promotes, co-ordinates and regulate research with objective to generate and disseminate crop and livestock information, technologies, knowledge and services that respond to sector demands, increased income and sustainable livelihoods. Encourages the generation of technologies to accelerate productivity, value addition and enhancement of competitiveness in the horticulture sub-sector to meet the local demand and tapping into regional and international market opportunities. Farmers are thirsty for knowledge hence the need to provide demand driven information Does crop research to ensure effective application of biotechnological techniques for value addition, food safety and resolve biotic and abiotic stresses. In crop health, it focuses on integrated pest management (IPM), including use of bio-control agents and establishment of a repository for pests and diseases.

23 KENYA HORTICULTURE COUNCIL - KHC Provides auditing services to producers and exporters of horticulture products. 80% of KHC s costs are met by the members because they see value in it and additional support from government and NGOs.. There are 150 standards that need harmonization and cascading. Smallholder outgrower farmers benefit through capacity building projects and trainings, lobbying and involvement in expos and trade fairs. It also encourages exporters to join associations to ensure they abide by market standards and avoid the risk of jeopardizing the country s image.

24 KHC CONT Partnerships within the sector are key e.g. KHC partnering with HIVOS on sexual harassment issues in the farm. Government ensures exporters have requisite knowledge of the specific international market requirements. There is need to look at where each country has a competitive edge at the international level, but encourage healthy competition at the company level. KHC focuses on market access and has put common procedures and horticulture traceability systems to reduce interception at the airport

25 KENYA PLANT HEALTH INSPECTORATE ENSURING PLANT HEALTH REGULATION Technology uptake is important the institution manages electronic based phytosanitary certification system, import certification, seed automation processing (farmers just send SMS to confirm authenticity of seeds) and integrated pest information management system. KEPHIS houses national analytical chemistry laboratory to analyze agrochemical formulations and residues in a wide range of agricultural produce, soil, water and animal tissues at a fee. This is part of ensuring food safety for local consumption and international markets. KEPHIS laboratory

26 KEPHIS CONT KEPHIS also conducts trainings for regulatory bodies and business people who need to understand the value of standards and quality. It also registers agro-vets and seed merchants to facilitate traceability.

27 WRAP UP DELEGATES APPRECIATED The importance of sharing and learning from each others experiences and best practices. The relevance and suitability of the program [field meetings, companies as well as government representatives]. A rich and diverse choice of stakeholders.

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