Strategic Plan Revised Version Hcda

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HORTICULTURAL CROPS DEVELOPMENT AUTHORITY

STRATEGIC PLAN:-2009-2013
Revised Strategic Plan 2009:2013 i
FOREWORD
The horticulture sub-sector has continued to retain its position as the fastest growing sub-
sector in the Agricultural sector. It contributes 33 per cent of Kenyas agricultural GDP.
Besides, it employs over 6 million Kenyans both directly and indirectly. The sub-sector also
contributes immensely to the countrys foreign exchange earnings. In 2010 the amount raised
was Kshs. 77 billion earned from 403 million tonnes of horticultural exports . The emerging
issues such as maximum residue levels (MRLs) and social and environmental accountability
in the dynamic fresh produce markets and increased drought incidences makes it necessary
that Horticultural Crops Development Authority (HCDA) repositions itself so as to provide
relevant, adequate, globally oriented and competitive services that meet customer
requirements.
Horticultural Crops Development Authority, a state corporation, was established in 1967 with
the aim of uplifting smallholder production and capacities through its mandate of developing,
promoting, coordinating and regulating the horticultural sub-sector in Kenya.
This is the revised edition of the second Strategic Plan. It provides a framework for HCDA
to focus explicitly on its core activities in order to facilitate the growth of horticulture within
a global and liberalized economy. It also lays greater emphasis on specialized extension
activities that focus on market driven production and greater advocacy for the development of
modern fresh produce markets and a horticulture policy in Kenya.
This strategic plan has taken into account key issues outlined in the Constitution of Kenya,
the Kenya Vision 2030, the Agriculture Sector Development Strategy 2010-2020 (ASDS),
and the National Horticultural Policy. An in-depth analysis of the Strengths, Weaknesses,
Opportunities and Threats (SWOT) as well as Policy, Political, Economic, Social,
Technological, Environmental and Legal (P-PESTEL) analysis was carried out in order to
adequately re-align the vision, mission, core values, and strategic objectives of the authority.
In an effort to be a globally competitive provider of innovative services to the horticulture
sub-sector, we will embrace partnership and collaboration with all stakeholders both in the
public private sectors. We will also build capacity within the authority to ensure attainment of
the outlined objectives and goals.
Through the implementation of the Strategic Plan, the stakeholders will be empowered to
create wealth and reduce poverty while promoting and developing a vibrant horticulture sub-
sector.
Revised Strategic Plan 2009:2013 ii
Appreciation goes to the Board of Directors, Management, staff of HCDA and all
stakeholders who gave valuable input and constructive comments. I am confident the
authority will continue to serve the horticulture sub-sector to enhance competitiveness as we
endeavor to accomplish our mission.
JOSEPH G. KIBE

CHAIRMAN
BOARD OF DIRECTORS
Revised Strategic Plan 2009:2013 iii

PREFACE
Horticultural Crops Development Authority (HCDA') is the Kenya Governments regulatory
and development agency for the horticultural sub-sector. It has the mandate to develop,
promote, coordinate and facilitate the horticulture sub-sector by taking into account the
changing production and market requirements.
To provide the services efficiently, the authority must plan diligently by prioritizing activities
for resource allocation and ensuring cost effectiveness. This strategic plan gives an improved
vision of HCDA and outlines six strategic objectives to be pursued to achieve this vision. It is
the result of a concerted effort by the Board of Directors, Staff and Stakeholders who gave
wholesome and enriching contribution during the development process and I believe it
reflects the consensus reached.
I am sincerely grateful to all the stakeholders who participated in the preparation of this
document and hope they will find the document useful in addressing the needs of the
horticultural sub-sector.
First and foremost appreciation goes to the Board of Directors of HCDA under the
Chairmanship of Mr. Joseph Kibe for their encouragement and guidance during the
development of this document.
The preparation of this document would not have been realized without the effort of the
HCDA management. Special mention goes to the Technical Team that reviewed the
document for coordinating the development of this Strategic Plan and their tireless effort in
editing the document. I am particularly thankful to Agnes Wainaina for coordinating the
exercise.
Appreciation goes to members of the board who participated or took time to make
constructive comments during the development of the document. Special thanks go to the
Ministry of Agriculture for its support in the developments of this strategic plan. It is not
possible to individually acknowledge the contributions of all the staff of HCDA and they are
all thanked for their unreserved commitment to the Authority.

DR. ALFRED SEREM
Revised Strategic Plan 2009:2013 iv
MANAGING DIRECTOR

ACRONYMS AND ABBREVIATIONS
ACP African, Caribbean and Pacific Countries
EU European Union
ACU Aids Control Unit
AFC Agricultural Finance Corporation
ASALs Arid & Semi-arid Lands
ASDS Agricultural Sector Development Strategy
BPO Business Process Outsourcing
BSC Balanced Scorecard
CEO Chief Executive Officer
EPC Export Promotion Council
EPZA Export Processing Zones Authority
ERP Enterprise Resource Planning
ERS Economic Recovery Strategy
FPEAK Fresh Produce Exporters Association of Kenya
GDP Gross Domestic Product
GOK Government of Kenya
HCDA Horticultural Crops Development Authority
HIV-AIDS Acquired Immuno Deficiency Syndrome
HPPF Horticultural Produce Processing Facility
HRF Horticultural Resource Fund
HRM Human Resource Management
ICT Information and Communication Technology
IFAD International Fund for Agricultural Development
IFMIS Integrated Financial Management Information System
ISO International Organization for Standardization
JBIC Japan Bank for International Cooperation
JICA Japan International Co-operation Agency
KARI Kenya Agricultural Research Institute
KEBS Kenya Bureau of Standards
KEPHIS Kenya Plant Health Inspectorate Services
KFC Kenya Flower Council
KIRDI Kenya Industrial Research and Development Institute
KRAs Key Result Areas
M & E Monitoring and Evaluation
MDGs Millennium Development Goals
MOA Ministry responsible for Agriculture
MRLs Maximum Residue Levels
MTP Medium Term Plan
NEMA National Environmental Management Authority
NGOs Non Governmental Organizations
NIB National Irrigation Board
NRS National Research System
OSH Occupational Safety and Health
PCPB Pest Control Products Board
P-PESTEL Policy, Political, Economic, Social, Technological, Environmental and Legal
PPDA Public Procurement and Disposal Act
SRA Strategy for Revitalization of Agriculture
STI Science, Technology and Innovation
SWOT Strengths, Weaknesses, Opportunities and Threats
TNA Training Needs Assessment
TABLE OF CONTENTS
FOREWORD .......................................................................................................................................................... I
PREFACE ........................................................................................................................................................... III
ACRONYMS AND ABBREVIATIONS ..................................................................................................................... I
EXECUTIVE SUMMARY....................................................................................................................................... I
CHAPTER 1 ............................................................................................................................................................. 1
1.0 INTRODUCTION ............................................................................................................................................. 1
1.1 BACKGROUND .......................................................................................................................................... 1
1.2 CURRENT MANDATE ................................................................................................................................. 3
1.3 CORE FUNCTIONS ...................................................................................................................................... 4
1.4 AREAS OF FOCUS ...................................................................................................................................... 5
1.6 MAJOR CHALLENGES FACED ..................................................................................................................... 5
1.7 JUSTIFICATION FOR THE STRATEGIC PLAN AND THE STRATEGIC PLANNING PROCESS .............................. 6
1.8 STRUCTURE OF THE STRATEGIC PLAN ....................................................................................................... 7
CHAPTER 2 ............................................................................................................................................................. 8
2.0 LINKAGE OF THE AUTHORITY TO NATIONAL CHALLENGES AND DEVELOPMENT AGENDA .................. 8
2.1 DEVELOPMENT CHALLENGES.................................................................................................................... 8
2.2 KENYAS DEVELOPMENT AGENDA ......................................................................................................... 10
2.3 ROLE OF THE MINISTRY RESPONSIBLE FOR AGRICULTURE IN CONTRIBUTING TOWARDS THE KENYAS
DEVELOPMENT AGENDA .................................................................................................................................. 11
2.4 ROLE OF HORTICULTURE IN CONTRIBUTING TOWARDS THE KENYA DEVELOPMENT AGENDA ................. 12
CHAPTER 3 ........................................................................................................................................................... 13
3.0 SITUATION ANALYSIS ................................................................................................................................. 13
3.1 GAP ANALYSIS ........................................................................................................................................ 13
3.2 LESSONS LEARNT .................................................................................................................................... 14
3.3 SWOT ANALYSIS ..................................................................................................................................... 14
3.4 P-PESTEL ANALYSIS ............................................................................................................................... 16
3.5. RISK ANALYSIS .................................................................................................................................. 18
3.6. STAKEHOLDER ANALYSIS .................................................................................................................. 20
3.7 KEY SUCCESS FACTORS .......................................................................................................................... 28
CHAPTER 4 ........................................................................................................................................................... 29
4.0 STRATEGIC MODEL ................................................................................................................................... 29
4.1 VISION .................................................................................................................................................... 29
4.2 MISSION .................................................................................................................................................. 29
4.3 CORE VALUES ......................................................................................................................................... 30
4.4 STRATEGIC THEMES/KEY RESULT AREAS (KRAS) ................................................................................. 32
4.5 STRATEGIC THEMES, ISSUES AND OBJECTIVES ....................................................................................... 32
CHAPTER 5 ........................................................................................................................................................... 35
5.0 CO-ORDINATION FRAMEWORK AND IMPLEMENTATION OF THE STRATEGIC PLAN .............................. 35
5.1 STRATEGIC PLAN IMPLEMENTATION APPROACHES ................................................................................. 35
5.2 ORGANIZATIONAL STRUCTURE ................................................................................................................ 36
6.0 MONITORING AND EVALUATION ............................................................................................................... 41
6.1 BOARD LEVEL ......................................................................................................................................... 41
6.2 MANAGEMENT LEVEL ............................................................................................................................. 41
6.3 PERFORMANCE INDICATORS FOR MONITORING THE STRATEGIC PLAN ...................................................... 42
APPENDIX I: IMPLEMENTATION MATRIX ....................................................................................................... 44

EXECUTIVE SUMMARY
Overview
The development of Parastatal Strategic Plans is part of the wider reforms introduced in the
public sector in the year 2003 to facilitate sustainable and efficient utilization of public
resources in the delivery of core Government services and attainment of National goals.
The preceding Horticultural Crops Development Authority (HCDA) Strategic Plan covering
the period 2005-2009 was linked to the Economic Recovery Strategy (ERS) for wealth and
employment creation (2003-2007). With the expiry of the ERS, the Kenya Vision 2030:
Medium-Term Plan (2008-2012) has come into effect, and it is now imperative to revise the
Authority Strategic Plan by aligning it to the National Horticultural Policy, the Agricultural
Sector Development Strategy 2010-2020, the Kenya Vision 2030 policy document and the
Constitution of Kenya.
This plan has been developed through a participatory process involving the Authoritys
Board, Management, all cadres of staff and Stakeholders. The participatory approach has
been useful in enriching the programmes, projects and other initiatives proposed in the Plan
and ensuring that ownership of the document lies with the Authority and horticultural sub-
sector to facilitate successful implementation.
The preparation of this Plan was guided by the Authoritys need to pursue its Vision, uphold
key operational Values, and realize its Mission.
Vision
A globally competitive horticulture sector in Kenya.
Mission
To develop, promote, facilitate and co-ordinate growth of a commercially-oriented
horticulture sub-sector through appropriate policies and technologies to enhance and sustain
socio-economic development.
Core values
The guiding principles in the operations of the Authority are upholding values of:-
(i) integrity, accountability and professionalism;
(ii) teamwork, efficiency, and effectiveness
(iii) customer focus;
(iv) discipline and commitment in service to the people
(v) objectivity and impartiality in decision making
(vi) innovation and creativity;
(vii) prudent environmental management; and
(viii) Public participation.
Milestones and Challenges faced
The Plan has recognized the key achievements of the Authority during the preceding
Strategic Plan period as well as the major challenges faced. Details are given in Chapter 1.
Gap Analysis and Lessons Learnt
The Plan has determined the divergence between what was planned and what was been
achieved during the preceding Strategic Plan period, and the lessons learnt, that would now
inform future planning.
Operating Environment
While building on the recent positive developments, the Plan recognizes that the Authority
operates in an environment dictated by external and internal socio-economic, legal and
political factors, which directly and indirectly impact on its operations.
The achievement of the Plans objectives will largely depend on how the Authority enhances
its internal strengths, exploits the existing opportunities, manages the weaknesses, while
controlling those factors that pose a threat to the achievement of planned programmes and
activities. The Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is outlined
in Chapter 3.The Political-Policy, Environmental, Social, Technological, Economic and
Legal (P-PESTEL), Risk and Stakeholder Analyses are also presented in this Chapter, as well
as the key success factors.
The Strategic Direction
During the Plan period, the Authority will focus on six key result areas. These strategic
themes are:
(i) Policy, legal and institutional development;
(ii) Marketing and Value Addition;
(iii) Research and Development;
(iv) Capacity Building;
(v) Resource Mobilization; and
(vi) Corporate image.
Arising from the above strategic themes, the Authority will pursue six strategic objectives,
namely:
(i) To facilitate the implementation of the National Horticultural Policy and the
enactment of a legal framework to facilitate continued growth, development and
sustainability of the horticultural sub-sector
(ii) To facilitate and coordinate the implementation of comprehensive development
and marketing strategies at the national and county level for the horticultural sub-
sector ;
(iii) To enhance the level of research and development in the horticultural sub-sector
through appropriate market information systems
(iv) To build adequate capacity to provide quality, efficient and effective services to
the sub-sector at national and county level;
(v) To mobilize resources and develop mechanisms for efficient and effective
utilization of resources; and
(vi) To strengthen customer service delivery mechanisms and enhance the corporate
image of the Authority.
Plan Implementation
Clear strategies and detailed activities have been developed to help in achieving each of the
above objectives. The implementation of the proposed strategies will develop the institutional
capacity of the Authority to enable it build synergies to mitigate both external and internal
challenges. The Plan implementation will also provide the actual process through which the
strategic goals will be achieved during the Plan period. Through their operations, the
departments will translate the strategic goals into reality by developing and implementing
departmental Plans, which are aligned to the Corporate Strategic Plan.

Budget and Cost Estimates
Management of resources will be guided by prudent financial management principles,
operational rationalization and modernization of key processes, while cost saving measures,
including creating partnerships and strategic alliances, will be implemented to strengthen our
financial resource base. While efforts will be made to prudently use the available resources in
order to realize the stated objectives, the Plan acknowledges that the ability of the Authority
to implement its programmes depends on the availability of adequate funding.
Monitoring and Evaluation
The Authority recognizes the importance of monitoring and evaluation in the achievement of
the Plans intended results. Progressive monitoring will be carried out based on the
measurable indicators set out in the implementation matrix. The Authority does not have a
Monitoring and Evaluation unit dedicated to regular monitoring. This has been recognized as
a key weakness. Therefore, its development and operationalisation needs to be included in the
organizational structure of the Authority.
Conclusion
Overall, this Strategic Plan sets out a coherent, systematic and sustainable road-map on which
to anchor the Authoritys operational initiatives for the 2009-2013. However, the plan also
acknowledges that the environment is dynamic and it will have to adapt to changing
circumstances. With an effective Monitoring and Evaluation framework underpinning the
proposed activities and continuous refocusing and re-orientation of the strategies, the Plan
will provide effective guidance to HCDAs operations over the next two years. While the
Authority will ensure efficient operations through rationalization of resources and
modernization of processes, the support of key stakeholders at all levels will be imperative.

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CHAPTER 1
1.0 INTRODUCTION
1.1 Background
1.1.1 The Horticultural Sub-Sector
The horticultural sub-sector has grown in the in the recent past to become a major
foreign exchange earner, employer and contributor to food needs in the country.
Currently the horticulture sub-sector is the fastest growing agricultural sub-sector in the
country and is among the leading foreign exchange earner from exports. In 2010, the
sub-sector earned Kshs. 77 billion from 403 million tonnes of exported horticultural
produce. Fruits, vegetables and cut flower production are the main aspects of
horticultural production in Kenya.
Kenya has a long history of growing horticultural crops for both domestic and export
markets. Kenyas ideal tropical and temperate climatic condition makes it favorable for
horticulture production and development. The climate is highly varied supporting the
growth of a wide range of horticultural crops. Horticulture in Kenya is mainly rain fed
though a number of farms, especially the ones growing horticultural crops for export,
also use irrigation. The sub-sector is characterized by a tremendous diversity in terms
of farm sizes, variety of produce, and geographical area of production. Farm sizes range
from large-scale estates with substantial investments in irrigation and high level use of
inputs, hired labour and skilled management to small-scale farms, usually under one
acre
The sub-sector generates over US$300million in foreign exchange earnings. The total
horticultural production is close to 3 million tones making Kenya one of the major
producers and exporters of horticultural products in the world. Europe is the main
market for Kenyan fresh horticultural produce with the main importing countries being
United Kingdom, Germany, France, Switzerland, Belgium, Holland and Italy. Other
importing countries include Saudi Arabia and South Africa.
A well-developed and dynamic private sector has profitably marketed a wide range of
horticultural products to diverse international markets. Government role in this sub-
sector has been mainly facilitating the sectoral growth through infrastructure
development, incentives and support services. Structural and macroeconomic reforms,
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plus the introduction of more liberal trading environment has also provided a major
boost to the countrys horticultural prospects.
1.1.2 The Horticultural Crops Development Authority
The Horticultural Crops Development Authority (HCDA) is a Parastatal established
under the Agriculture Act, Chapter 318 of the Laws of Kenya, through Legal Notice
No. 229 of 1967. The statutory objective of the Authority is to promote and develop the
production and marketing of horticultural produce At the time of establishing the
Authority, the horticultural sub-sector was seen as a viable solution for the countrys
need for cash crop diversification, enhanced food nutrition, income generation,
employment creation and foreign exchange earning in addition to providing raw
material for agro-processing industries.
The focus of the Authority at inception was mainly the small-holder farmers who had
the potential to utilize their own labour, as the production processes were labour
intensive, with a view to getting high return for their limited land. The sub-sector has
been the focus of most government policies, including the previous Economic
Recovery Strategy (ERS), the Strategy for Revitalization of Agriculture (SRA), the
Agricultural Sector Development Strategy 2010-2020 (ASDS), and the Kenya Vision
2030: First Medium-Term Plan (2008-2012). Besides, the Government has developed a
National Horticultural Policy that outlines key policy interventions to revamp and
reposition the sub-sector.
Over the years, HCDAs functions have evolved with the changing Government
policies and sub-sector demands. Initially, the focus was on development and
marketing, product value-addition, opening up new production areas and markets,
undertaking market promotions and marketing produce on behalf of the farmers.
However, with liberalization and reduced Government involvement in direct trading,
HCDAs role has been re-engineered to regulating, promoting, coordinating,
developing and facilitating operations of the horticultural sub-sector to ensure smooth
production and marketing environment and to advocate for policies that favor
investment and enhanced performance of the sub-sector.
Over the years, the horticultural sub-sector has grown to emerge as the most important
sub-sector in the Agricultural sector. This has contributed enormously to the economic
development of Kenya in the areas of wealth and employment creation, foreign
3
exchange earnings, provision of raw materials for the agro-processing sub-sector,
enhanced nutrition and food security and poverty alleviation.
1.2 Current Mandate
The overall Mandate of the Authority is to facilitate the development, promotion,
coordination and regulation of the horticultural sub-sector in Kenya. The roles and
responsibilities of the Authority are to:
(a) Provide advisory services to the government and the sub-sector to facilitate proper
planning.
(b) Provide marketing intelligence information to the sub-sector.
(c) Facilitate provision of inputs on cost recovery basis to farmers and assist in grading,
storage, collection, transportation and warehousing of products destined for
overseas markets.
(d) Provide specialized extension services to farmers.
(e) Facilitate marketing of horticultural produce on cost recovery basis.
(f) With the approval of the Minister, by order published in the Kenya Gazette:
(i) Regulate and control the cultivation, picking and transportation of
horticultural crops;
(ii) Regulate and control the marketing of horticultural crops by growers;
(iii) Impose a levy or levies on growers including levies at different rates in
respect of any growers or section of growers, for the purpose of financing
the operations of the Authority or its agents and for such other purposes as
the Minister may approve;
(iv) Fix and collect any fees and charges imposed under the provision of this
order;
(v) Indicate prices either generally or in reference to any particular
circumstances;
(vi) Provide for any other matter which is approved by the Minister as being in
the furtherance of the development of horticultural crops or conducive to the
exercise of any of the powers of the Authority;
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(vii) Raise such loans of such terms and for such purposes as may be approved
by the Minister after consultation with the Minister for the time being
responsible for finance;
(viii) Provide loans for the purpose of developing horticultural crops;
(ix) Establish, acquire and operate processing factories, enter into agreement
with factories and promote and subscribe for shares in any company
incorporated in Kenya for the purpose of production, processing and
marketing of horticultural crops, and;
(x) Investigate and research into all matters relating to the sub-sector generally
and in particular production, processing and marketing of horticultural crops
and products.
1.3 Core Functions
Arising from its mandate, the Authoritys core functions are:
(a) Overall sector coordination
(b) Provision of extension services to the farmer
(c) Registration and inspection of fruit tree nurseries
(d) Produce inspection
(e) Advisory services to the Government on trends in the sub-sector
(f) Registration of dealers of horticultural produce
(g) Market intelligence
(h) Export promotion
(i) Arbitration of disputes
(j) Establishment of Market linkages between producers and buyers
(k) Conduct of market surveys
(l) Data collection, analysis and dissemination
(m) Facilitation of shows and exhibitions
(n) Trade negotiations
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1.4 Areas of Focus

The Authoritys priority areas over this Strategic Plan period include:
(a) Policy, legal and institutional framework
(b) Marketing and Value Addition
(c) Research and Development
(d) Capacity Building
(e) Resource mobilization
(f) Corporate image
1.5. Milestones
In the period of the preceding Strategic Plan, key milestones of the Authority included;
(i) Increased revenue base and establishment of Horticultural Research Fund
[HRF];
(ii) Increase in staff numbers and enhanced staff motivation;
(iii) Effective utilization of the HRF;
(iv) Enhancement of technological utilization;
(v) Representation of HCDA in the Nairobi Market Management Board
(vi) Award for Best Parastatal during the Public Service week exhibition;
(vii) Operationalization of ACU and training of staff on HIV-AIDS;
(viii) Development of HIV-AIDS workplace policy and undertaking of HIV-AIDS
baseline survey; and
(ix) Appointment as sector coordinator of occupational safety program.
1.6 Major Challenges faced
While implementing the current Strategic Plan, the Authority faced various challenges
that must be addressed for this Plan to be effectively realized. The challenges included:-
(i) Lack of a comprehensive legal framework to implement the National
Horticultural Policy;
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(ii) Conflicting legal instruments and regulations governing the sub-sector;
(iii) Dynamic and versatile operational environment e.g bureaucracy in
decision making, currency fluctuations, regional trading challenges etc
(iv) climate change;
(v) Increased competition from other countries for horticultural products in
the international market;
(vi) Unfavorable global trade/regulatory regime and other market
requirements;
(vii) Un-competitiveness of the sub-sector due to high cost of farming inputs;
minimal value-addition of the horticultural products , etc
(viii) Inadequate financial resources to develop the sector ;
(ix) Un-serviced loans due to the Government;
(x) Limited capital and lack of affordable credit to horticultural farmers;
(xi) Underutilization of produce handling facilities;
(xii) Underutilization of the ICT facilities; and
(xiii) Ineffective Monitoring and Evaluation Mechanism due to capacity
building problems.
1.7 Justification for the Strategic Plan and the Strategic Planning Process
During the period of the Economic Recovery Strategy (2003-2007), the Authority
developed a Strategic Plan covering the period 2005-2009. With the expiry of the ERS,
the overall Government Development Agenda is now pegged on the Kenya Vision
2030. Therefore, the Authority has found it imperative to review the current 2009-2013
Strategic Plan and align it to changes in the operational environment and the overall
Government development agenda as articulated in the National Horticultural Policy, the
Agricultural Sector Development Strategy 2010-2020, the Kenya Vision 2030 and the
Constitution of Kenya.
The Plan has been developed through a participatory process involving the Authoritys
Board, staff and stakeholders. The participatory approach has been useful in enriching
the programmes, projects and other initiatives proposed in the Plan and ensuring that
7
ownership of the Strategic Plan lies with the Authority and its major stakeholders to
facilitate successful implementation.
1.8 Structure of the Strategic Plan
The Plan is organized into Six Chapters. Chapter one gives an introduction and
background of the Authority, including its Mandate, Core Functions, Policy Priorities,
Milestones and Challenges faced.
Chapter two links the Authority to National Challenges and Development Agenda, and
outlines the contributing component of the Ministry responsible for agriculture and the
Authority in supporting the successful achievement of the countrys overall
development Agenda.
Chapter three presents a Situation Analysis;-GAP, SWOT, P-PESTEL, Risk and
Stakeholder Analyses, Lessons learnt and the Key Success factors.
Chapter four outlines the Strategic Model, articulating the Vision and Mission
statements, Core Values, Strategic Themes, Issues to be addressed in each thematic
area, and the strategic objectives.
Chapter five gives the framework for Co-ordination and Implementation of the Plan;
presenting the Implementation Approaches, Organization Structure, Mandate of
Departments and the Sources of Finance.
Chapter Six provides the Monitoring and Evaluation Framework; at both the Board and
Management levels and the Key Indicators for Internal and National Monitoring of the
Performance of the Authority.
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CHAPTER 2
2.0 LINKAGE OF THE AUTHORITY TO NATIONAL CHALLENGES AND
DEVELOPMENT AGENDA
2.1 Development Challenges
Kenyas long term development challenges include greater competition at the
international level, minimizing institutional risks, scaling up the quantity and quality of
infrastructure, promoting efficiency through adoption of new technologies,
improvement in governance and reducing transaction costs to business; and raising the
level of investments from the current estimate of 20% of GDP to about 30% of GDP.
The Medium Term Development Challenges include poverty and inequality,
underdeveloped infrastructure, inadequate attention towards science, technology and
innovation, negative ethnicity and lack of national cohesion, insecurity, governance and
the rule of law, and massive unemployment. The challenges facing the agricultural
sector include:-
(i) Inadequate legal framework:
(ii) Low effectiveness of extension services;
(iii) Low application of modern technology;
(iv) Poor governance of agricultural institutions;
(v) Inadequate quality control systems;
(vi) Multiplicity of taxes;
(vii) Low availability of capital and limited access to affordable credit;
(viii) Inadequate market and marketing infrastructure;
(ix) High cost, adulteration and low application of key inputs;
(x) Pests and diseases;
(xi) Climatic change;
(xii) Frequent droughts and floods;
(xiii) Lack of storage and processing facilities;
(xiv) Poor infrastructure; and
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(xv) Increasing incidence of HIV/AIDS, malaria and waterborne diseases.
The Challenges facing the horticultural sub-sector include:
(a) I nadequate legal framework to regulate and develop the horticultural sub-
sector and to enforce the National Horticultural Policy. .
(b) I nadequate and ineffective extension services: The level and effectiveness of
extension services has been inadequate due to inappropriateness of the
extension approaches, collapse of extension institutions and low budgetary
allocations.
(c) Low adoption of modern technology: Use of modern science and technology in
production is limited.
(d) I nadequate food safety and quality control systems: horticultural products are
faced with poor food safety measures, poor packaging and handling during
transportation. These challenges affect the domestic market as well. While some
progress has been achieved, there still remains much to be done in this area.
(e) I nadequate market and domestic markets infrastructure: Horticultural
marketing information and domestic infrastructure is poorly organized. The
dependence on external market outlets makes horticultural exports very
vulnerable to changes in the demand of horticultural products and unexpected
non-trade barriers by foreign markets.
(f) Multiplicity of taxes: Horticultural sub-sector has been subjected to a multiple
number of taxes at both national and local level in the form of cess and other
levies. This has contributed to a reduction of the net farm incomes and created
distortions in marketing structures. Besides, the numerous taxes have increased
the cost of doing business in the sub-sector.
(g) Limited access of affordable credit: Low productivity in horticulture is partly
due to inadequate credit to finance purchase of inputs and capital investment.
Besides, horticulture being a high risk business has discouraged commercial
banks to lend to farmers. Moreover, high interest rates make it impossible for
horticultural farmers to access the credit.
(h) High cost of input: The cost of agricultural inputs has escalated in the recent
past making them unaffordable by many horticultural farmers. This has
10
increased the unit cost of production resulting in low application of key inputs,
and reduced productivity.
(i) Pests and diseases: Waste due to pre-harvest and post-harvest losses occasioned
by pests and diseases continue to be extremely high. This has affected the cost
of production and the safety of the products.
(j) Climate change: unpredictable weather pattern occasioned by climate change
has affected production of horticultural crops.
(k) I nadequate storage and processing facilities: Inadequate and unaffordable
storage facilities constrain marketability of horticultural products. Lack of
horticultural processing facilities close to the sources of produce has also
limited the extent of exploitation of the sector-potential.
(l) Poor infrastructure: Underdeveloped rural roads and other key physical
infrastructure have led to high costs for transporting horticultural products to the
markets and farm inputs. This has continued to reduce competitiveness of the
Kenyan horticultural produce. In addition, electricity in rural areas is expensive
and often not available, reducing investment in cold storage facilities, irrigation,
and agro-processing.
(m) Research and development:-there is limited applied research that is responsive
to the needs of the horticultural sector. Besides, the dissemination of existing
research findings is challenging.
(n) I ncreasing incidence of HI V/AI DS, malaria and waterborne diseases: The
rapid spread of these diseases and the corresponding deaths have resulted in the
loss of productive manpower and diversion of investible resources to the
treatment of the diseases.
2.2 Kenyas Development Agenda
Following the expiry of the Economic Recovery Strategy (2003-2007), Kenyas
Development Agenda is now anchored on the Kenya Vision 2030. The aim of Kenya
Vision 2030 is to create a globally competitive and prosperous country with a high
quality of life by 2030. It aims to transform Kenya into a newlyindustrializing,
middle-income country providing a high quality of life to all its citizens in a clean and
11
secure environment. Simultaneously, the Vision aspires to meet the Millennium
Development Goals (MDGs) for Kenyans by 2015.
The Vision is anchored on three key pillars: economic, social and political. The
economic pillar aims to achieve an average economic growth rate of 10 per cent per
annum by 2012 and sustain the same till 2030 in order to generate more resources to
meet the MDGs and Vision goals. The social pillar seeks to achieve a just, cohesive and
equitable social development in a clean and secure environment. The political pillar
aims for an issue-based, people-centered, results-oriented and accountable democratic
system.
2.3 Role of the Ministry responsible for agriculture in contributing towards the
Kenyas Development Agenda
The agricultural sector is the backbone of the national economy, contributing directly
24% of GDP and 65% of the export earnings. Moreover, through links with
manufacturing, distribution and service-related sectors, agriculture indirectly
contributes a further 27% of the countrys GDP. Empirical evidence shows an
extremely positive correlation between agriculture and non-agricultural activities.
The Kenya Vision 2030 has identified agriculture as one of the key sectors to deliver
the 10 per cent annual economic growth rate envisaged under the economic pillar. To
achieve this, transformation of small-holder agriculture from subsistence to an
innovative, commercially-oriented, and modern agricultural sector is critical.
This Ministry responsible for Agriculture will play its contributing component towards
achievement of Kenya Vision 2030 by:-
(a) transforming key institutions to promote agricultural growth;
(b) enhancing Agricultural productivity;
(c) introducing land use policies for better utilization of high and medium potential
lands;
(d) developing more irrigable areas in arid and semi-arid lands for agricultural
production;
(e) improving market access for farmers through better supply chain management;
and
12
(f) Adding value to farm and produce before they reach local and international
markets.
2.4 Role of horticulture in contributing towards the Kenya Development
Agenda
The horticultural sub-sector is one of the fastest growing agricultural sub-sectors in the
Kenyan economy, recording an average growth of 15-20% per annum. It is the most
vibrant sub-sector in the agricultural sector and contributes immensely to socio-
economic development. The sub-sector contributes more than 10% of total agricultural
production and employs approximately 4.5 million people countrywide directly in
production, processing and marketing while 3.5 million people benefit indirectly
through trade and other activities. The sub-sector contributes positively to wealth
creation, poverty alleviation and gender equity especially in the rural areas. It
contributes to the Kenyan economy through income generation, creation of
employment opportunities for rural people and foreign exchange earnings, in addition
to providing raw materials to the agro-processing sub-sector. Therefore, horticulture
contributes enormously to the realization of the National Development Agenda through
interventions in the following areas:-
(a) Wealth and employment creation;
(b) Foreign exchange earnings;
(c) Provision of raw materials for the agro-processing sub-sector;
(d) Enhancing nutrition and food security; and
(e) Poverty alleviation.

13
CHAPTER 3
3.0 SITUATION ANALYSIS
3.1 Gap Analysis
The Authority recognized a variance between what was planned and what was achieved
during the preceding Strategic Plan period. The following are the major gaps witnessed
by the Authority:
(a) The legal framework governing the horticultural sub-sector creates a regulatory
and institutional framework that is not responsive to the needs of the sub-sector.
The preparation of the Horticultural Bill which was in the Authoritys preceeding
Strategic Plan was not initiated.
(b) Staff capacity building that was planned during the preceding Strategic Plan
period still needs to be enhanced because certain departments have inadequate
staff numbers while skills gaps need to be bridged through appropriate training
intervention.
(c) The need to review the organizational structure of HCDA in the light of the new
Constitutional dispensation.
(d) The level of research and development within the sub-sector needs to be enhanced
to facilitate adoption of appropriate marketing and value-addition strategies.
(e) Continuous training of exporters and other stakeholders needs to be undertaken
to enable them become more responsive to market needs and changes in the
operational environment.
(f) Although it was recognized in the preceding Strategic Plan that monitoring and
evaluation is fundamental to successful implementation of the Strategic Plan,
there is still no structured mechanism of monitoring and evaluation. Monitoring
and evaluation framework therefore needs to be strengthened.
(g) There is under-utilization of produce handling facilities due to inability to keep up
with changing business environment;
(h) Although formation of commodity-based associations has been initiated, it needs
to be enhanced during the next phase of the Strategic Plan period.
14
3.2 Lessons Learnt
Key lessons for building future successes and replicating current ones in other places
include:
(a) A stable political and economic environment is important for investors in the
(b) Disseminating Institutional innovation promotes the growth of the horticultural
sub-sector.
(c) Linking small-scale farmers to high-value urban and export markets is an
important strategy for raising rural incomes, reducing poverty and potentially
maintaining export competitiveness as well.
(d) Facilitating the enforcement of contracts between buyers and growers contributes
significantly to more widespread use of contract farming and would expand the
participation of small farmers in high-value horticulture production and export.
(e) Adoption of appropriate technologies has important spill-over effects to the
3.3 SWOT Analysis
The Authority recognizes that it operates in an environment dictated by external and
internal socio-economic, legal and political factors, which directly and indirectly
impact on its operations. Such an environment creates demands and challenges on the
part of the Authority, which must be addressed.
The achievement of the Plans objectives will largely depend on how the Authority
enhances its internal strengths, exploits the existing opportunities, and manages the
weaknesses in its operations, while controlling those factors that pose a threat to the
achievement of its planned programmes and activities. In developing this Plan, the
Authority conducted an extensive situation analysis of its Strengths, Weaknesses,
Opportunities and Threats (SWOT), which is summarized below:
3.3.1 Strengths
The Strengths of the Authority are those endowments, including resources and
capabilities that enable us to accomplish our mandate and achieve our Strategic
objectives. These include, among others:
15
(a) advanced information resources
(b) well-trained and competent staff
(c) improved countrywide presence
(d) available research funding through HRF
(e) improved financial base
(f) implementation and adoption of quality management systems according to ISO
9001:2008
(g) Existence of horticultural produce handling facilities.
3.3.2 Weaknesses
The weaknesses of the Authority comprise deficiencies in resources and capabilities,
which must be contained in order to realize the strategic objectives during the Plan
period. These include:
(a) Financial constraints;
(b) Inadequate staff establishment;
(c) Inefficient organization structure;
(d) Limited public knowledge on the authoritys role and services; and
(e) Weak sector facilitation and co-ordination
3.3.3 Opportunities
The opportunities are the operational potentials and external factors that the Authority
will take advantage of in order to enhance its ability to achieve its stated goals and
objectives. They include:
(a) Unexploited legal mandate;
(b) Globalization and liberalization;
(c) Potential in agro-processing and value-addition;
(d) Favorable agro-ecological zones ;
(e) Public-private partnership linkages;
(f) Technological advancement;
16
(g) Product development and promotion
(h) Advocacy
3.3.4 Threats
The threats are the external operational challenges that make it difficult to realize the
Authoritys set objectives. These include:
a) Lack of substantive legal framework establishing the Authority;
b) Economic recession;
c) Competition in international horticultural markets;
d) Impact of HIV/AIDS;
e) Market access threats e.g. international trade agreements on the horticulture
sub-sector;
f) High cost of agro-inputs and credit;
g) Un-serviced loan from the Government meant for construction of horticulture
produce handling facilities.
h) Uncertainty on land ownership of some HCDA depots.
3.4 P-PESTEL Analysis
3.4.1 Policy framework
Policy formulation by the Government will affect operations and programmes of the
Authority because the Authority must align itself to the overall Government Policy
framework and Constitution. To align itself and operations to the Kenya Vision 2030,
the Authority needs to address challenges in the areas of:-
(a) Productivity;
(b) Unexploited Land use in ASAL;
(c) Market access; and
(d) Value Addition.
The achievement of the above will require HCDA to:-
(a) Implement the National Horticultural Policy;
17
(b) Initiate legal, institutional and regulatory reforms;
(c) Enhance productivity levels in the sub-sector through provision of technical
services;
(d) Facilitate better utilization of land through crop enterprise mapping and other land
use strategies ;
(e) Enhance the utilization of ASAL by promoting low cost irrigation technologies;
(f) Increase market access through promotion of value-addition in collaboration with
other stakeholders; and
(g) Facilitate and participate in market development in collaboration with other
stakeholders.
3.4.2 Political factors
Political environment will affect the implementation of the Strategic Plan. A stable
political environment is necessary to promote investment levels and enhance
productivity and portray a good image in the international market. Agreements on trade
issues that the Government enters into regionally or internationally affect the
horticulture sub-sector.
3.4.3 Economic factors
Slow economic growth may result in reduced budgetary allocations to the Authority,
thus affecting the implementation of HCDA planned activities and affect service
delivery as a result of job cuts. High rate of inflation will raise cost of inputs, resulting
in high cost of production and would make horticultural products expensive and
therefore less competitive in the international market. Due to the orientation of
horticultural exports to the key markets in Europe, there may be spill-over effects from
the global financial crisis.
Business malpractices by various players in the chain affect credibility and stability of
horticultural business and may result into increased cost of doing business due to
litigation, defaulted payments etc.
3.4.4 Social factors
HIV & AIDS pandemic affects the horticultural workforce. An increase in this will
affect staff productivity leading to loss of skilled labour and diversion of resources for
18
investment in the sector to addressing health care. Levels of education, training skills
and capacity building will affect the operations and performance of HCDA and the
horticulture sub-sector.
3.4.5 Technological factors
The rate of technological changes is likely to affect the Authoritys discharge of its
regulatory and development mandate for the subsector. The Authority shall be required
to adopt appropriate technologies in horticultural development to fully develop
horticulture in Kenya.
3.4.6 Environmental factors
Environmental degradation and climatic change affects the operations of the
horticultural sub-sector, leading to high cost of production and low productivity levels.
Production without due regard to the impact of farming practices on the environment
will result in diminishing productivity. Additionally, pollution of the environment
through horticultural activities can affect the eco-system and consumer safety e.g.
Plant protection products residues and worker safety as required in the market. Global
warming affects the pattern of rainfall and water availability. HCDA shall build
capacity in climate change mitigation projects/programs.
3.4.7 Legal factors
There is need for establishment of HCDA by an Act of Parliament. Besides, a number
of legislation are being enacted to beef up the existing legal order. These laws shall
affect the operations of the Authority. Moreover, the Constitutional creation of County
Governments with exclusive jurisdiction over crop husbandry will pose significant
challenges to the mandate of the Authority.
3.5. Risk Analysis
3.5.1 Liquidity risk
The Authority has over time been making losses and currently has negative reserves.
The Authority is therefore unable to replace its assets as they age especially the
horticultural produce handling facilities such as the trucks and cold rooms. The
continued loss making streak if not broken will in the near future exhaust the cash
savings and the going concern concept is in doubt.

19
3.5.2 Human Resource Risk
The Authoritys nature of activities necessitates specialized knowledge hence the
authoritys ability to attract and retain quality human resources is vital. Additionally,
the Authority should ensure that there is adequate knowledge for all specialized job
requirements by investing significantly in human resource development in form of
capacity building and practical exposure.
3.5.2 Organizational Risks
An inappropriate organizational structure limits effective delivery of services and
implementation of the Plan. The organizational culture of reactive approach to issues as
opposed to strategic approach hinders implementation of the plan. Ineffective
communication framework is likely to affect decision-making processes.
3.5.3 Operational Risks
Bureaucratic government procedures and processes slow down effective delivery of
services. Change management on emerging management practices such as ISO
9001:2008, Enterprise Resource Planning, Strategic plan review, and development of
service charter may affect implementation, ownership and adherence of organizational
operations. Insecurity in the operational environment can affect performance. Lack of
Monitoring and Evaluation framework has resulted in the inability to effectively
monitor and evaluate the implementation of the Plan that would form a basis for
corrective actions during the implementation cycle of the plan.
3.5.4 Financial risks
Dwindling revenue base may affect implementation of programmes and activities.
Resistance to payment of levies by stakeholders will affect financial operations of the
Authority. Frequent fluctuation in inflation rates will affect our operations and will
interfere with planning. Repayment of the Government of Kenya loan on-lend from
JBIC will impact negatively on the financial resource base of the Authority. Poor
linkage of planning and budgetary processes will affect successful implementation of
the Plan.
3.5.5 Technological risks
Rapid changes in technology may render existing technological equipment obsolete.
Resistance to change may inhibit adoption of modern technology. Inability to manage
20
secure information due to inadequate back-up system may also lead to loss of vital
information. The Authority may also fail to keep pace with modern technological
development.
3.6. Stakeholder Analysis
These are individuals, groups, organizations and institutions that have an interest in the
Authority or are impacted on by the Authority activities. Table 3.6 provides an analysis
of the Authoritys stakeholders; their expectations from the Authority, how the
Authority can meet their expectations and what the stakeholders should do to assist the
Authority deliver its mandate.
21
Table 3.6: Summary of Stakeholder Analysis

NO Name of
stakeholder
Role of
the stakeholder
Stakeholders
Expectations from the
authority
What the authority should
do to meet stakeholder
expectations
What stakeholders should
do to assist the authority
1. Farmers Production of horticultural crops.

Utilization of HCDA services.

Delivery of effective and
efficient services.

Provide information on
the services offered by
the Authority.

Provide specialized
extension services.

Provide efficient and
effective services.

Advocacy on market
infrastructure.

Provide market
information.
Goodwill and
participation in HCDAs
programmes and
activities.

Compliance with the
guidelines provided by
HCDA.

Provide support and
feedback on HCDA
programmes and services.

2. Ministry responsible
for
Agriculture(MOA)
Policy formulation

Provision of financial support
and linkages with donors.

Supervision of performance of
the sub-sector
Execution of the Mandate
of developing, promoting,
coordinating and
facilitation of the

Effective and efficient
delivery of services.
Prudently execute
HCDAs mandate.

Provide effective and
efficient services.
Provide enabling policy,
legal and regulatory
framework, technical and
financial support.
3. Exporters Grow and export horticultural
products.

Provision of an enabling
environment and
opportunities to enable
Be impartial in
registration and licensing
of exporters.
Seek
registration/licensing
from HCDA.
22
them undertake their
activities.

Provision of guidelines and
information on emerging
export market
requirements.

Collect and disseminate
current market
information.

Quality inspection.

Addressing emerging
issues and challenges.

Advocacy on fiscal
issues.

Pay export cess.

Comply with market
regulations and meet the
required standards.

Cooperation in
information sharing on
their operating
environment
4. Exporters
associations e.g.
Kenya Horticultural
Council(KHC)
Representation of exporters and
liaison with relevant public,
private local and international
organizations and trade
associations.

Promotion of exports through
overseas exhibitions, trade and
buyers missions

Provision of market information
on export products and their
destinations

Training/sensitization of
members
Liaison with the association

Provision of an enabling
environment

Dissemination of export
market information

Market linkages and net-
working

Awareness
creation/capacity building
of members of the
association
Liaise with the
association on export-
related matters

Provide an enabling
environment to facilitate
export of horticultural
produce

Disseminate export-
market information

Create awareness on
emerging issues and build
the capacity of
association members
Effectively represent
members of the
association both locally
and internationally

Support and participate in
export marketing
initiatives of the
Authority

Collaborate with the
Authority in export
market information
sharing

Cascade training and
capacity building
initiatives
23
5. Promotes and safeguards the
interests of their members

Ensures the safety and welfare of
workers in flower farms

Ensures high quality of flower
produce
Creation of an enabling
environment

Setting and enforcing sub-
sector occupational health
and safety standards

Setting sub-sector quality
standards
Create an enabling
environment

Set and enforce sub-
sector occupational health
and safety standards

Set sub-sector quality
standards
Enforce adhere to sub-
sector rules and
guidelines by flower
growers

Promote adherence to
sub-sector occupational
health and safety
standards by flower
growers

Ensure farmers meet
minimum quality
standards
6. Kenya Plant Health
Inspectorate
Service(KEPHIS)
Inspection of exports and
imports and issuance of
phytosanitary certificates
Disease and Pest Control

Sensitization of the public on
safe use of chemicals

Registration of fruit tree
nurseries/exporters and
provision of a list of
licensed exporters and
registered nurseries

Support for sensitization
programmes/Partnerships

Provision of information on
exports and imports
Establish a credible
traceability system
Coordination of
production of good
quality seedlings.

Partnership in initiatives
related the horticulture
sub-sector.

Promote disease and pest
control within the
horticultural sub-sector

Consistent and timely
inspection of imports and
exports and fruit tree
nurseries
7. Export Promotion
Council(EPC)
Export development and
Promotion
Creation of an enabling
environment

Business support through
provision of sub-sector
information
Create an enabling
environment

Provide accurate and
reliable sub-sector
information
Enhance Value-Addition
to export produce

Provide Export Market
Information

24

Ensure high quality of
produce
Aggressively market
horticultural produce
8. Kenya Bureau of
Standards(KEBS)
Standardization

Quality Control

Certification
Participation in
horticultural standards
committee.

Setting of horticultural sub-
sector quality standards

Promotion of the adoption
of prudent systems and
processes in the sub-sector
Participate in horticulture
standards committee.

Set, disseminate and
enforce set quality
standards.

-Promote adoption of
prudent systems and
processes in the sub-
sector
Enforce operational and
output quality standards

Regularly and
consistently Inspect and
certify institutions
adhering to set system
and operational standards
9. Kenya Agricultural
Research
Institute(KARI)

Conduct of research in
agriculture

Collaboration with other
research institutions to promote
horticultural research
Participate in
determination of priority
research areas for horticulture
Dissemination and
promotion of research
findings within the sub-
sector
Provide information on
priority research areas.

Disseminate and promote
research findings
Provide research support
to HCDAs programmes
and activities.

Collaborate with other
research institutions to
promote horticultural
research
10. Kenya Industrial
Research and
Development
Institute(KIRDI)
Conduct of research and
development in industrial and
allied technologies

Partnership with other research
institutions in promotion of
horticultural research

Collaboration in technological
development
Provision of industrial and
allied research requirements

Dissemination and
promotion of research
findings within the sub-
sector
Provide industrial and
allied priority research
areas

Disseminate and promote
research findings within
the sub-sector

Agro processing
equipment
Provide industrial and
allied research support to
HCDAs programmes
and activities.

Collaborate with other
research institutions to
promote industrial and
allied horticultural
research
25
Collaborate with HCDA
in sub-sector
technological
development
11. Pest Control
Products Board
(PCPB)
Regulation of the importation,
exportation, manufacture,
distribution and use of pest
control products

Enforcement of relevant
and prudent rules and
guidelines
Enforce the relevant and
prudent rules and
guidelines
Provide a sound
regulatory framework
12. National Irrigation
Board (NIB)
Production of irrigated crops,
including horticultural crops

Provision of irrigation
infrastructure
Collaboration and
Partnership in irrigation
initiatives
Collaborate and Partner
with NIB in relevant
irrigation initiatives
Advocacy of horticultural
irrigation programmes.
Support irrigation-fed
production of

Provide irrigation
infrastructure
13. Local Authorities
(City, Municipal,
Town, Urban and
County Councils).
Development of Markets and
Market Infrastructure
Collection and disposal of
garbage
Provision of sanitary facilities
Land allocation for marketing
facilities
Collaboration and
partnership
Collaborate and partner
with the local authorities
Offer infrastructural
support
14. Other line ministries
e.g. Health, Roads,
Public Works,
Information,
Transport, Finance,
Trade, Labour,
Environment, Co-
operative, culture.
Collaboration Co-operation Participate in joint
initiatives and provide
effective co-ordination.
Provide support to
HCDAs programmes
and activities.
15. Suppliers of farm
inputs
Supply of farm inputs.

Co-operation, provision of
market information and
Co-operate, provide
market information and
Promptly and efficiently
deliver farm inputs and
26
Collaboration in extension and
other services.
effective co-ordination offer effective
coordination
collaborate with the
authority
16. Other Parastatal e.g.
NEMA, AFC,
EPZA, KEN
INVEST, etc
Collaboration and enforcement
of statutory obligations.
Co-operation, collaboration
and adherence to statutory
requirements.
Cooperate, collaborate
and adhere to statutory
obligations.
Support for HCDAs
programmes and
activities.
17. Suppliers of goods
and services
Supply of required goods and
services
Timely payment for goods
and services.

Transparent and fair
processes as per PPDA
(Public Procurement and
Disposal Act)
Effect prompt payment
for goods and services.

Be impartial in awarding
of tenders
Provide quality goods and
services.

Timely deliver the right
quantities of goods and
meet required timelines in
service delivery.
18.

NGOs,
Civil society
Collaboration
Lobbying
Advocacy
Capacity building
Cooperation
Provision of information
Enabling environment
Participate in joint
initiatives and provide
coordination framework
Provide fora for the civil
society to air their views.
Support for HCDAs
programmes and
activities.
Participate in
stakeholders for a and
offer constructive
suggestions
19. Development
partners e.g. JICA,
IFAD
Technical and financial support Conducive environment
and good corporate
governance
Offer facilitation,
coordination and
networking and exercise
good corporate
governance
Adhere to the local policy
and legal framework.
20. Members of
Parliament and
Opinion leaders
Legislative support and advocacy Collaboration and facilitation
of the formulation of
appropriate policies and bills
Collaborate, facilitate, the
formulation of appropriate
polices and bills and offer
the necessary information
Offer legislative support
and advocacy
21. Employees Execution and implementation of
HCDAs mandate
Provision of conducive
working environment, tools
and equipment and
Provide a conducive
working environment,
appropriate
Be committed,
professional and offer
quality, effective and
27
opportunities for training
and career development and
appropriate structures
organizational structure
and motivate staff.
efficient services to the
stakeholders.
22. Domestic
Consumers
Provide domestic market for
High quality of
horticultural products
Prudent pricing of
Maintain high quality
standards
Ensure prudent pricing
within the sub-sector
Maintain loyalty to local
23. The Public Taxpayers Good Corporate
Governance
Compliance with the
service charter
Information and update
on the services provided
by the Authority
Embrace Good Corporate
Governance.
Offer efficient and
effective services as per
the service charter.
Provide timely and
sufficient information
Adhere to statutory
obligations
Provide feedback on
services offered by the
Authority.
24. Public universities
and other training
institutions.
Provision of trained manpower Feedback on horticulture
sub-sector training needs
Hold regular
consultations and forums
Inform the authority on
current training needs and
trends.
28
3.7 Key Success Factors
Arising from the challenges faced, GAP Analysis and the lessons learnt, the following
have been identified as the key success factors for the Authority:
(a) Teamwork and staff motivation;
(b) Effective Planning and Performance Management;
(c) Capacity building;
(d) Effective Monitoring and Evaluation framework;
(e) Effective Market Research;
(f) Enhanced sector co-ordination mechanisms;
(g) Appropriate Organizational Structure;
(h) Effective linkages and partnerships;
(i) Effective documentation ;
(j) Effective communication;
(k) Acceptance and effective management of change;
(l) Advocacy; and
(m)Effective information management;

29
CHAPTER 4
4.0 STRATEGIC MODEL
We recognize that as an Authority, we must anchor our operations on certain principles
and values. The implementation of our objectives, proposed strategies and activities
will be guided by our Vision, Mission and Core Values.
4.1 Vision

4.2 Mission

A globally competitive horticulture sub-
sector in Kenya
Our vision
To develop, promote, facilitate and co-
ordinate the growth of a commercially-oriented
horticulture sub-sector through appropriate
policies and technologies to enhance and
sustain socio-economic development
Our Mission
30

4.3 Core Values
We are committed to upholding the following Core Values as the guiding principles for
the operations of the Authority in the medium and long-terms:

CUSTOMER FOCUS

We commit ourselves to attaining the highest
standards in our service delivery to all
stakeholders in the sub-sector.

EFFICIENCY AND
EFFECTIVENESS

Rationalization of costs and productivity
improvement will be major hallmarks in our
implementation approach.
IMPARTIALITY
We undertake to carry out our operations in a
fair manner and serve all without any form of
discrimination.
INNOVATION AND
CREATIVITY

We will be a learning organization that
embraces and introduces change in our
business processes

31

PRUDENT
ENVIRONMENTAL
MANAGEMENT
We shall comply and advocate adherence to all
statutory environmental obligation in the
horticultural sub-sector to ensure in a clean, safe
and secure environment.
PUBLIC PARTICIPATION
We undertake to consult and involve key
stakeholders in the exercise of the regulatory and
development of the horticultural sector
NATIONAL VALUES IN
THE CONSTITUTION
We undertake to generally comply with all
national values and principles of governance
contained in the Constitution
We will work together at all levels and
embrace a participatory approach in
implementing our programmes and activities
INTEGRITY AND
TRANSPARENCY
TEAM WORK
We are committed to acting in an honest,
impartial, fair and transparent manner and be
guided by professional ethics while
implementing our programmes
32

4.4 Strategic Themes/Key Result Areas (KRAs)
The Authority has identified the following as key areas of focus to implement the
Strategic Plan:-
(a) Policy, legal and institutional development;
(b) Marketing and Value Addition;
(c) Research and Development;
(d) Capacity Building;
(e) Resource mobilization;
(f) Corporate image; and
(g) Advocacy.
4.5 Strategic Themes, Issues and Objectives
Focusing on the six key result areas, the Authority will endeavor to achieve results
through the implementation of the following objectives. The strategies and associated
activities for each strategic theme are detailed in the implementation matrix.
4.5.1 STRATEGIC THEME 1: POLICY, LEGAL AND INSTITUTIONAL DEVELOPMENT
Strategic issue 1: Need to implement the National Horticultural Policy and to develop
a legal framework that allows for effective coordination and development of the sub-
sector. The legal framework shall accord to the Vision 2030 policy document and the
Constitution.
Strategic Objective 1: To develop a legal framework in the form of a national
Horticultural Bill in consultation with key stakeholders.
Strategic direction 1: The Authority will facilitate the development of substantive
legal framework in the form of a national Horticultural Bill to implement the National
Horticultural Policy. The proposed legal framework shall also comply with the
provisions of the Vision 2030 policy document and the underlying values, principles
and institutions in the Constitution of Kenya.

33
4.5.2 STRATEGIC THEME 2: MARKETING AND VALUE-ADDITION
Strategic Issue 2: Inadequate marketing strategies to enhance market access and
limited value addition to increase profitability.
Strategic Objective 2: HCDA shall facilitate and coordinate the implementation of
comprehensive development and marketing strategies for the horticultural sub-sector.
Strategic direction 2: The Authority will enhance market access through value-
addition, adoption of technologies and market research. The Authority will also
enhance and promote proper produce handling in the domestic market to ensure quality
and food safety. The Authority shall further undertake market promotion to sustain the
existing markets and create new markets.
4.5.3 STRATEGIC THEME 3: RESEARCH AND DEVELOPMENT
Strategic Issue 3: Inadequate research and development in the horticultural sub-sector.
Strategic Objective 3: To enhance research and development in the horticultural sub-
sector.
Strategic direction 3: The Authority will undertake research with a view of promoting
efficient production systems, value addition and market intelligence. Besides, the
Authority shall undertake technological research to enhance market access.
4.5.4 STRATEGIC THEME 4: CAPACITY BUILDING
Strategic Issue 4: Inadequate capacity to facilitate provision of quality and efficient
services to the sub-sector and to respond to emerging issues
Strategic Objective 4: To build adequate capacity to provide quality, efficient and
effective services to the sub-sector.
Strategic direction 4: The Authority will enhance its capacity through staff training
and development. In addition, it will offer focused extension services to farmers and
create awareness to stakeholders on emerging issues. Besides, the Authority will
strengthen the performance management framework, establish a sound monitoring and
evaluation framework and enhance good corporate governance. Moreover, it will
enhance the integration of ICT in business processes, establish optimal staffing levels,
enhance the infrastructural capacity and strengthen the resource centre.
34
4.5.5 STRATEGIC THEME 5: RESOURCE MOBILIZATION
Strategic Issue 5: Inadequate resources to facilitate execution of the Authoritys
mandate.
Strategic Objective 5: To mobilize resources and develop mechanisms for efficient
and effective utilization of resources.
Strategic direction 5: The Authority will enhance its financial capital and
sustainability by implementing various task force reports related to cess, processing
levy and cold chain facilities and lobbying for additional funding from the Agricultural
Sector Development Strategy kitty. It will also prioritize resource allocation to key
activities, diversify sources of funding and rationalize operational costs.
4.5.6 STRATEGIC THEME 6: CORPORATE IMAGE
Strategic issue 6: Ineffective customer service and need to enhance public image of the
Authority.
Strategic Objective 6: To strengthen customer service delivery mechanisms and
enhance the corporate image of the Authority.
Strategic direction 6: The Authority will ensure efficient and effective customer
service delivery and build its corporate image by re-engineering its business processes
and undertaking appropriate corporate social responsibility and image-building
activities.

35
CHAPTER 5
5.0 CO-ORDINATION FRAMEWORK AND IMPLEMENTATION OF THE STRATEGIC
PLAN
5.1 Strategic Plan Implementation Approaches
The implementation of the Plan will employ the following approaches:
5.1.1 Phasing and sequencing
Implementation of this Strategic Plan will be in tandem with the government planning
cycle. The Authority will therefore develop subsequent annual work plans from the
Strategic Plan. The work plans will take into consideration the financial, human and
other resources available to the Authority in each financial year. The corporate annual
work plans will be actualized by the departmental work plans, which will focus specific
responsibility to individual members of staff. This approach will enhance performance
appraisal at individual, departmental and corporate levels.
5.1.2 Quick wins
In each annual work plan, the Authority will identify activities that guarantee quick
wins. The quick wins approach will enable the Authority achieve rapid results in line
with the Rapid Results Initiative. This is expected to motivate and make members of
staff enthusiastic to implement other strategic initiatives.
5.1.3 Performance Management Framework
While developing the Plan, the Authority will adopt the Balanced Scorecard (BSC) to
translate its Vision and Goals into Strategies and Activities. As indicated below, the
BSC Framework, which focuses on institutional performance towards key deliverables,
will be used to guide the implementation of all the strategic objectives. The Proposed
BSC framework will also be used to align departmental operations towards the
achievement of the corporate strategic objectives during the Strategic Plan period.
5.1.5 Implementation Framework
The implementation of the Strategic Plan will comply with the wider public service
reforms framework including performance contracting. The Managing Director, with
the support of heads of departments will provide overall guidance for the
implementation of the Strategic Plan. Regular departmental meetings will be utilized to
36
support the implementation of the Strategic Plan. The Authority will also establish
appropriate linkages with other relevant Government initiatives to enhance synergy as
it seeks to realize the goals and objectives set out in the Plan.
5.2 Organizational Structure
For effective implementation of the Strategic Plan, the Authority shall review and
develop an organizational structure that enhances delegation, management processes
and facilitates information flow. The review should also take into account lessons learnt
in the implementation of the previous Strategic Plan, the mandate of the Authority and
its core business. Further, the structure should incorporate the requirements of the
Constitution of Kenya e.g devolution. Figure 5.2.1 shows the Authoritys current
organizational structure.
37
Fig. 5.2.1 Organization Structure

BOARD OF DIRECTORS
MANAGING DIRECTOR
FINANCE, HR &
ADMINISTRATION
MARKETING, STRATEGIC
PLANNING & SYSTEMS
DEVELOPMENT
TECHNICAL & ADVISORY
SERVICES DEPARTMENT
FINANCE &
ADMIN
DIVISION
HUMAN
RESOURCE
DIVISION
STRATEGIC
PLANNING &
SYSTEM DEV.
T DIVISION
MARKETING
DIVISION
EXTENSION &
TRAINING
DIVISION
QUALITY CONTROL/
CONSULTANCY
SERVICES DIVISION
INTERNAL
AUDIT
PUBLIC
RELATIONS
38
5.3 DEPARTMENTAL FUNCTIONS
5.3.1 Technical and Advisory Services Department
This department has the following responsibilities:-
(a) Organizing smallholders into production and marketing groups;
(b) Capacity building for horticultural growers;
(c) Encouraging commercialization of farming;
(d) Promoting production innovation ;
(e) Regulating fruit tree nursery operators ;
(f) Supporting availability of planting materials;
(g) Collaborating with other players in the sub-sector on issues related to Maximum Residue Levels
(MRLs), EU regulations, sanitary and phytosanitary requirements and Codes of Practice ;
(h) Collaborating with research and training institutions to generate new technologies and develop
curriculum;
(i) Promoting local utilization and consumption of horticultural products;
(j) Packhouses.
(k) Produce conformity inspections; and
(l) Developing quality standards for produce in the local market in collaboration with relevant
stakeholders.
5.3.2 Finance, Human Resources and Administration Department
This is a service department composed of the following divisions:
(a) Finance,
(b) Human Resources; and
(c) Administration
5.3.2.1 Finance Division
The division has the following responsibilities:
(a) Formulating and implementing financial policy;
(b) Budgeting and budgetary control;
39
(c) Formulating, implementing and reviewing accounting systems to ensure efficient data capture,
processing and timely reporting;
(d) Keeping accurate and updated records of the Authoritys assets, and safeguarding them;
(e) Ensuring timely preparation and presentation of accurate periodical financial statements and final
accounts;
(f) Formulating, implementing and reviewing the Authoritys credit policy.
5.3.2.2 Human Resources Division.
(a) Planning, coordinating and directing all human resources in accordance with the Terms and
Conditions of Services of the Authority;
(b) Enforcing the Public Service Code of Regulation;
(c) Coordinating the development of job specifications and descriptions;
(d) Ensuring that performance targets are developed and that periodic performance appraisal is carried
out;
(e) Coordinating staff training and development programmes based on training needs analysis;
(f) Administration of staff salaries and emoluments;
(g) Recruitment and selection on need basis.
(h) Providing for career and succession planning; and
(i) Promoting good labour relations and staff welfare.
5.3.2.3 Administration Division.
(a) Coordinating all administrative functions of the Authority including security, procurement,
reception, transport, secretarial, registry, telephone services, and office accommodation; and
(b) Ensuring compliance with occupational health and safety standards
5.3.3 Marketing, Strategic planning and systems development department
This department is a critical link between the Authority and other key stakeholders. It has two sections:
(i) Marketing; and
40
(ii) Strategic planning and systems development.
The department performs the following functions:
(a) Registering and monitoring the exporters, ship-chandlers and processors;
(b) Collection, analysis and dissemination of horticultural export data;
(c) Developing the Authoritys short and long-term strategic plans;
(d) Monitoring market prices for export and local produce;
(e) Carrying out market intelligence in the local and export market;
(f) Disseminating market information;
(g) Negotiating and interpreting of WTO agreements and other trade policies and agreements;
(h) Maintaining and updating the website with relevant production and marketing information for the
sub-sector;
(i) Coordinating, organizing and participating in local and international shows, trade fairs and
exhibitions;
(j) Diversifying markets through participating in international shows and fairs in liaison with Kenya
Embassies and High Commissions; and
(k) Establishing an information resource centre to provide relevant production and marketing information
to the sub-sector.
5.3.4.Internal Audit
(a) Ensuring effective internal control systems; and
(b) Reviewing the Authoritys operational procedures.
5.3.5 Public Relations
The mandate of the Public Relations Unit is to promote the corporate image and execute and coordinate
public relations activities of the Authority. The key functions include:
(a) Corporate affairs and image;
(b) Corporate Social Responsibility; and
(c) Media Watch and Guest Relations.
41
CHAPTER 6
6.0 MONITORING AND EVALUATION
The purpose of Monitoring and Evaluation is to ensure that the implementation of the Strategic Plan is
according to schedule and if there is any deviation, appropriate and timely action is taken. The Monitoring
and Evaluation process will be undertaken at both the Board and Management levels.
6.1 Board Level
The implementation of the Strategic Plan will be closely monitored to ensure its accomplishment. The
monitoring process will help determine whether the implementation is on course. Monitoring, follow-up and
control systems will be established at all levels. These will include review meetings, budgets and budgeting
control systems and progress reports from the organizations Monitoring and Evaluation Committee,
through the Managing Director.
Quarterly review meetings will be held between the Management and the Board. During these meetings, the
Board will receive and review progress reports from the Managing Director indicating overall progress made
on key strategic objectives. The nature and scope of reporting will include:
(a) Progress made against Plan;
(b) Causes of deviation from Plan if any;
(c) Challenges and proposed solutions to issues that adversely affect implementation; and
(d) Corrective measures.
The input of these quarterly Board meetings will be the output from the Monitoring and Evaluation
Committee Reports and fortnightly Management meetings.
6.2 Management Level
Monitoring and evaluation will provide the back-up necessary to ensure that objectives are achieved. During
the formulation of the Strategic Plan, the implementation plan indicators and projections were partly based
on past experiences. These however, may change in the course of the implementation and thus a
management control system will be necessary to ensure the Plan stays on course.

Monitoring will involve routine data collection and analysis on the progress of the Strategic Plan
implementation. The results from the analysis will then be used to inform decision-making, including taking
corrective action where deviations in implementation have been noted. The Planning Unit will recast the
42
Strategic Plan as per the recommendations of the M&E Committee. The M&E Committee will provide
capacity building to the departments to ensure the implementation of the plan. Funds will be allocated for M
& E activities.
The M & E Committee will submit quarterly and annual reports to the Planning Unit. These reports will be
reviewed regularly against the targeted indicators to measure progress.
6.2.1 Management Control Function
In carrying out the management control function, the following measures will be considered:
(a) Performance Targets and Achievements;
(b) Budgets allocation ;
(c) Management Reports;
(d) Implementation Programme/Matrix; and
(e) Strategic Plan Review Meetings.
6.2.2 Strategic control mechanism
The control mechanism will include:
(a) Action plans.
(b) A check on whether results produced by the implemented activity were those forecasted as outputs
and, whether they were achieved according to stated Performance Standards/Measurement.
6.3 Performance Indicators for Monitoring the Strategic Plan
The implementation of the Strategic Plan will be monitored using the following indicators:-
(a) Development of the National Horticultural Bill ;
(b) Advocacy for increased value addition of horticultural produce;
(c) Maintaining existing markets and expansion to new destinations;
(d) Advocacy for infrastructure development and adoption of product quality and safety standards.
(e) Increased horticultural production under irrigation;
(f) Increased compliance to market standards;
(g) Customer satisfactory surveys;
(h) Responsive organizational structure of the Authority;
43
(i) Development of a Horticultural Information Resource Centre;
(j) Number of promotions undertaken annually horticultural products;
(k) Number of market surveys for horticultural produce undertaken;
(l) Number of value chain analysis for horticultural products carried out annually ;
(m) Compliance to statutory regulations and adherence to policies and legal requirements;
(n) Implementation of the Enterprise Resource Planning (ERP) system; and
(o) Introduction of corporate social responsibility
44

APPENDIX I: IMPLEMENTATION MATRIX
STRATEGIC THEME 1: POLICY, LEGAL AND INSTITUTIONAL DEVELOPMENT
Strategic issue 1: Need to implement the National Horticultural Policy and to develop a legal framework that allows for effective coordination and
development of the sub-sector. The legal framework shall accord to the Vision 2030 policy document and the Constitution.
Strategic Objective 1: To develop a legal framework in the form of a national Horticultural Bill in consultation with key stakeholders.
Strategies Activities Inputs Expected output Responsibility
Centre/ Actors
Time Frame Output Indicators
Strategy 1.1:-
Develop the
Horticultural Bill.

Convene an internal team to
oversee the process.

Terms of Reference

Technical Team
constituted

MD 1 months Technical Team
Hire a consultant to develop
the draft Horticulture Bill
Hiring of the Consultant
Terms of reference

The draft
Horticulture Bill
MD /HR 4 months Draft Horticulture Bill
Hold consultations with key
stakeholders to validate draft
bill.
Workshop venue
Background study report
Stakeholders inputs
captured in the draft
Bill
The Technical
and the
Consultant
6 months Stakeholders Workshop
Report

Forward the Bill to the
Ministry responsible for
Agriculture to send to the
Attorney-General for
consideration
Forwarding Letter

Bill send to the
Attorney General
MD 1 year Attorney Generals
comments on the Bill
45

Develop a Cabinet
Memorandum
on the draft Bill
Cabinet Memorandum

Consideration of the
inadequacies of the
draft policy and the
legal framework by
Cabinet
Consultant 1 year Cabinet Memorandum
drafted
Strategy 1.2:
Create public
awareness on the
draft Bill
Disseminate the draft
Horticulture Bill

Nil

Stakeholders
sensitization on the
Horticulture Bill

MD 1 year Nil
46

STRATEGIC THEME 2: MARKETING AND VALUE-ADDITION
Strategic Issue 2: Inadequate marketing strategies to enhance market access and limited value addition to increase profitability.
Strategic Objective 2: HCDA shall facilitate and coordinate the implementation of comprehensive development and marketing strategies for the
Strategies

Activities Inputs Expected output Responsibility
Centre/ Actors
Strategy 2.1:
Undertake market
research on
horticultural
products and
services
Identify target products
and services in the value
chain
market survey instruments
resources
Products and services
identified in the value
chains
Marketing and
TAS
Annually Report of products and
services in the market
chains identified
Conduct market surveys
on products and services
market survey instruments
resources
products and services Marketing and
TAS
Quarterly No. of market surveys on
products and services
conducted
Strategy 2.2:
Enhance
marketing
capacity

Disseminate the market
survey finding to
stakeholders
Market survey reports
Dissemination program
resources
Stakeholders educated
on the market survey
findings
Marketing and
TAS
Annually No. of dissemination
initiatives undertaken
Facilitate the
establishment of
marketing channels
resources Improved marketing
of horticultural
produce
Marketing Annually No. of marketing
channels established
Strategy 2.3:
Undertake
Research on
product value
addition

Undertake research on
product value addition
Analytical Report
Resource persons
investment resources
Value addition for
and activities
Marketing &
TAS
Annually Encourage
Implementation of the
analytical findings
Disseminate the findings Dissemination programme
Analytical report
Investment resources
Stakeholders educated
on value addition
initiatives
Marketing &
TAS
Annually Disseminate the findings
47
Strategies

Centre/ Actors
Strategy 2.4:
Promote the
establishment of
partnerships and
linkages
Organize business to
business meetings
Resources persons
Workshop venues
Enhanced linkages and
collaboration in the
sector
Marketing Annually A partnership and MOU
in practice
the number of MOUs
with partners in the sub-
sector
Liaise with Kenya
missions abroad to
market horticultural
products and services
Steering committee
Consultative forums
Increased export
volume of
MD Annually Report on the number
products marketed.
Participate in bilateral
and multi lateral trade
arrangements
Membership participation to
the steering committee.
Events calendar
Enhanced
participation in trade
related issues.
MD &
Marketing
Annually Report on results of trade
participated
collaborate with other
stakeholders in
development of physical
market infrastructure
Infrastructure development
plan

Improved
infrastructure of
MD &
Marketing
Continuously No. of physical market
infrastructures developed
Strategy 2.5:
Promote value
addition of
horticultural
produce

Promote the setting-up
of cottage
industries/value adding
industries.
Resources Improved incomes

Marketing &
TAS
Annually Cottage sub-sector
development plan
No. of technologies
promoted
Train stakeholders on
value-addition
technologies
Resources

Stakeholders trained
on value-addition
technologies
Marketing &
TAS
Quarterly No. of stakeholders
trained
48
Strategies

Centre/ Actors
Strategy 2.6:
Create awareness
on emerging
issues

Identify and sensitize
stakeholders emerging
issues.

Various information sources
Matter arising during
consultative stakeholder
forums
Resources
Documentation of
emerging issues
Sensitize on the
emerging issues in the
sector
TAS AND
MARKETING
Quarterly -Sector emerging issues
identified and
documented

-No. of stakeholders
sensitized on emerging
issues in the sector
Strategy 2.7:
Provide focused
extension services
to stakeholders

Undertake needs
analysis

Resources
Survey instruments

Training GAPS
identified
TAS and
Marketing
Quarterly Needs analysis report
Develop training
materials
Resources

Training materials

TAS and
Marketing
Annual No. of training materials
developed
Undertake stakeholders
capacity building
Resources

Trained stakeholders

TAS and
Marketing
Quarterly Training report
Strategy 2.9:
Ensure produce
quality
conformity,
traceability and
food safety

Undertake inspections
and registration of fruit
tree nurseries
Resources

Improved quality of
fruit seedlings
TAS Quarterly No. of fruit tree nurseries
registered
Undertake inspection of
horticultural produce for
conformity.
Resources

Improved quality of
produce
TAS Weekly Inspection certificate
issued
Awareness creation on
food safety
Resources Awareness TAS Continuous Inspection reports
49
Strategies

Centre/ Actors
Produce harvest indices
research
Resources Harvesting indices TAS Continuous Harvesting indices
reports
Developing codes of
practices
Resources Compliance to GAP TAS Continuous Codes of Practices
Registration of produce
dealers
Resources Traceability TAS Continuous Register

50

STRATEGIC THEME 3: RESEARCH AND DEVELOPMENT
Strategic Issue 3: Inadequate research and development in the horticultural sub-sector.
Strategic Objective 3: To enhance research and development in the horticultural sub-sector.
Strategies

Centre/ Actors
Strategy 3.1:
Promote
horticultural
research

Identify research
priority research
areas.
Resources Identified research
areas.
Marketing and TAS Annually Reports.
Funding of research Report on input
of priority areas.
Resources.
Research findings. TAS Annually -Reports
Strategy 3.2:
Provide focused
extension services
to stakeholders

Undertake needs
analysis

Resources
Survey
instruments

Training GAPS
identified
TAS and Marketing Quarterly Reports on priority areas.
Develop training
materials
Resources

Training materials

TAS and Marketing Annual Report
Undertake
stakeholders
capacity building
Resources

Trained
stakeholders

TAS and Marketing Quarterly Report
51
Strategies

Centre/ Actors
Undertake
monitoring and
evaluation to assess
the impact of
extension services
Resources

Improved services TAS and Marketing Quarterly Report
Organizing
producers groups
Resources Improved services TAS Continuous Reports

52

STRATEGIC THEME 4: CAPACITY BUILDING
Strategic Issue 4: Inadequate capacity to facilitate provision of quality and efficient services to the sub-sector and to respond to emerging issues
Strategic Objective 4: To build adequate capacity to provide quality, efficient and effective services to the sub-sector.
Strategies

Centre/ Actors
Time
Frame
Output Indicators
Strategy 4.1:
Ensure staff are
adequately trained
and developed

Conduct training needs
assessment
Resources
Staff Appraisal reports
Relevant Information
Training Needs
Assessment (TNA)
Report
HR Division Annually Training Needs
Assessment (TNA)
Report
Training programmes
Implement the training
programmes
Training programmes
Resource Persons
Training Facilities
Training Materials
Staff
Staff trained

HR Division Annually No. of staff trained
annually
Evaluate impact of training Resource persons
Appraisal Reports
Training Reports
Evaluation reports on
impact of training
HR Division
/Planning Unit
Biannually Percentage
improvement in
performance
Strategy 4.2:
Strengthen the
performance
management
framework
Train staff on performance
management framework
(Including appraisal, target
setting and contracting)
Resource persons
Training material
Training venues
Staff trained on
Performance
Management
Framework
Planning Unit/
HR Division
Annually No. of Staff Trained on
Performance
Management
Framework
Institutionalize the new
performance management
framework
Performance
Management Framework
Guidelines
Improvement in
HCDAs service
delivery
Planning Unit/
HR Division
Annually New performance
management
framework
institutionalized
53
Strategies

Centre/ Actors
Time
Frame
Output Indicators
Strategy 4.3:
Establish a sound
monitoring and
evaluation
framework

Establish a monitoring and
evaluation unit
Office space
Equipment
staff
Operational M&E
unit
MD Immediately M&E unit established
Build the capacity of the
monitoring and evaluation
unit
Capacity building
programme

Enhanced service
delivery by the M&E
unit
HR & MD Immediate Capacity for the M&E
unit built and report
prepared
Regularly monitor and
evaluate implementation of
programmes
M&E framework Evaluation reports
for HCDA
programmes
M & E Unit Quarterly,
Annual
HCDAs programmes
monitored and annual
reports prepared
Initiate and implement
mitigating/remedial
initiatives based on M&E
results
M&E reports Mitigating/remedial
initiatives undertaken
where gaps are
identified by M&E
reports
All HODs Quarterly,
Annual
No. of mitigating/
remedial initiatives
implemented annually
Strategy 4.4:
Enhance good
corporate
governance
Train staff and the Board
on corporate governance
Resources
Training material
Training venues
Staff and the Board
trained on corporate
governance
HR Annual No. of staff and Board
members trained on
corporate governance
Complying with the public
procurement legislation
Public Procurement and
Disposal Act and THE
regulations
Improved
procurement services
at HCDA
Administration Annual Public procurement Act
and regulations
enforced
54
Strategies

Centre/ Actors
Time
Frame
Output Indicators
Train members of HCDA
committees on relevant
sub sector and government
policies, procedures and
regulations
Resources
Training material
Training venues
Members of HCDA
committees trained
on relevant sub
sector and
government policies,
procedures and
regulations
HR & Admin. Annual No. of Committees
members trained on
relevant sub sector and
government policies,
procedures and
regulations
Ensure compliance with
existing policies and
procedures
Policies and procedures Improved adherence
to existing policies
and procedures
Administration Continuous Existing policies and
procedures enforced
Develop and disseminate
guidelines on good
corporate governance
practices
Resources
Workshop(s)
Dissemination
programme
Improved service
delivery
Administration Administrat
ion
Continuous
Strategy 4.5:
Enhance utilization
and integration of
ICT in business
processes
Implement ICT policy ICT policy
Policy implementation
action plan
Enhanced ICT
services

ICT 1 year Increased efficiency
and effectiveness in use
of ICT resources
Reduction in number of
reported problems
Approved ICT policy
Undertake ICT systems
audit
Resources
ICT resources
Report on ICT
systems audit
ICT Annual ICT systems audit
undertaken and report
prepared
55
Strategies

Centre/ Actors
Time
Frame
Output Indicators
Build staff capacity on ICT Training programmes and
resources

Staff trained on
various ICT skills
ICT Annual Reduction in
incidences of user
problems
No. of staff trained on
ICT skills annually
Increased efficiency in
use of ICT resources
Improve on existing ICT
infrastructure and acquire
new ICT infrastructure
ICT infrastructure
development plan and
resources
Enhanced ICT
services
ICT Annual Quantum of new ICT
infrastructure procured
and installed
Align ICT to business
processes
ICT resources

Improved efficiency
of business processes
ICT Annual ICT aligned to business
processes
Enhanced utilization of the
ERP system
ERP system and
resources
Steering committee
Cost reduction and
efficiency in service
delivery
ICT and HODs Annually ERP system
operational zed
Strategy 4.6:
Establish optimal
staffing levels
Undertake job evaluation
exercise
Resources
Reorganization
Document
Job Evaluation
Report
HR Division Annually -Job Evaluation Report
Determine optimal staffing
compliment
Job Evaluation Report Optimal staff
Compliment
HR Division Annually Optimal Staff
Compliment
Implement the job
evaluation report
Job Evaluation Report
Relevant Approvals
Staff Recruitment
Staff Deployment
Staff Separations

HR Division Annually No. of Staff recruited,
deployed or separated

56
Strategies

Centre/ Actors
Time
Frame
Output Indicators
Strategy 4.7:
Enhance the
infrastructural
capacity of the
Authority
Undertake inventory
analysis
Resources
Workshop(s)
Inventory analysis
report for use in
planning inventory
procurement
Admin Annual Inventory analysis
undertaken and report
prepared
Increase office space Office accommodation
plan and budgetary
resources
Improved working
environment for staff
Admin Two years Area of new office
space acquired
Acquire additional staff
transport vehicles
Relevant approval and
budgetary resources
Improved transport
services for staff
Admin Two years No. of additional
vehicles acquired
Acquire additional
furniture and equipments
Procurement plan and
budgetary resources
Improved working
environment for staff
Admin Cont. No. of furniture items
and equipments
acquired
Strategy 4.8:
Build the
infrastructure for
the Resource Centre
Build capacity of the
resource center
Capacity development
plan and resources
Enhanced service
delivery by the
resource centre
Admin 2013 Capacity for the
resource center built
and report prepared
Equip resource center with
relevant sub-sector
information
Market reports
periodicals
sub-sector reports
products reports
Enhanced supply of
market information
Marketing and
TAS
Quarterly No. of reports
disseminated
Strategy 4.9:
Strengthen and
Promote the
resource center
Create awareness on the
information resource
center
Brochures
open days

Sector stakeholders
made aware of the
information resource
center
Marketing and
TAS
Annually
No of registered users
of the resource center.
57

STRATEGIC THEME 5: RESOURCE MOBILIZATION
Strategic Issue 5: Inadequate resources to facilitate execution of the Authoritys mandate.
Strategic Objective 5: To mobilize resources and develop mechanisms for efficient and effective utilization of resources.
Strategies

Strategy 5.1:
Enhance the
Authoritys revenue
base
Centre/ Actors
Time
Frame
Output Indicators
Promote utilization of the cold
chain stores facilities
Resources Increased
utilization of the
facilities
Increased revenue
Marketing and
TAS.
Quarterly No. of awareness
initiatives undertaken to
educate stakeholders on
the cold chain stores
facilities
Enhance levy collection Resources Increased revenue Finance Continuous Increased financial
capital
Laboratory services Resources Increased revenue TAS Continuous Increased financial
capital
Stakeholder advertisement
through the Authoritys
website
Resources Increased revenue Marketing
/TAS
Continuous Number of firms
advertising
Consulting services Resources Increased revenue TAS and
Marketing
Continuous Increased financial
capital
Develop a proposal to justify
increased funding
Relevant information
and documentation
Consideration of
the proposal for
increased funding
MD/ Finance Annually Proposal to justify
increased funding
developed and submitted
Export produce tracking
services
Resources Enhancing produce
traceability
TAS Continuous Reports
58
Strategies

Strategy 5.1:
Enhance the
Authoritys revenue
base
Centre/ Actors
Time
Frame
Output Indicators
Subscribe as a member of the
KRA simba system
Relevant guidelines and
requirements
Admission into the
KRA simba system
MD/Finance 2013 Subscription for
admission into the KRA
simba system submitted
to the KRA
Pursue membership to the
ministerial sectoral budgeting
forums
Budget committee
GOK budgeting
guidelines
Participation in the
sector budgeting
process
MD /Finance Continuous HCDA representatives
participating in the sector
budgeting processes
every year
Establish an ad-hoc
committee to follow-up on the
increase
Committee Terms of
Reference
Operational ad-hoc
committee to
follow-up on the
increase
MD An ad-hoc committee to
follow-up on the increase
established
Strategy 5.3:
Prioritize resources
allocation to core
activities
Align budget line items to
core activities
Annual work plans

Effective and
rational utilization
of resources
HoDs Annually HCDAs budget
allocations prioritized
along core activities
Strategy 5.4:
Reduce operational
costs
Redeploy skilled manpower to
their areas of specialization
Personnel redeployment
plan
Improved
utilization of
human resources
HR Annually No. of skilled manpower
redeployed to their areas
of specialization
Enforce strict usage of
vehicles for official duties
only
Government transport
policy
Optimal utilization
of vehicles
Admin Monthly Government transport
policy enforced
Fast track the implementation
of the ERP system
ERP system and
resources
Steering committee
Operational ERP
system
MD and HODs Continuous ERP system operational
zed

59

STRATEGIC THEME 6: CORPORATE IMAGE
Strategic issue 6: Ineffective customer service and need to enhance public image of the Authority.
Strategic Objective 6: To strengthen customer service delivery mechanisms and enhance the corporate image of the Authority.
.
Strategies

Centre/ Actors
Strategy 6.1:
Promote and
monitor the
corporate image
Conduct a baseline survey
on corporate image
Resources
Survey instruments
Status report Administration Annually Baseline survey report
Implement the survey
report
corporate image survey
report and appropriate
resources
Enhanced corporate
image
Administration Annually implementation progress
Develop promotional
materials
Resources Enhanced corporate
image
Marketing Continuously No. of promotional
materials disseminated
Periodically monitor and
evaluate the corporate
image
Resources Feedback from
stakeholders
Administration Annually Monitoring and evaluation
report
Identify and undertake
relevant SCR
Resources Publicity Administration Annually No. of activities
undertaken
Strategy 6.2:
Comply with the
Public Officer
Establish Ethics and
Integrity Committee
Appointment letter
Terms of Reference
Operational Ethics
and Integrity
Committee
MD Immediate Ethics and Integrity
Committee established
60
Strategies

Centre/ Actors
Ethics Act and the
Constitution of
Kenya
Develop and implement
HCDAs policy on ethics
and integrity
Resources persons
Governments policy
guidelines on ethics
The Constitution
Improvement in
ethical standards at
the HCDA
Ethics and
Integrity
committee
HCDA
Policy on
Ethics and
Integrity
HCDAs policy on ethics
developed and
implemented.

61

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