TABLE OF CONTENT

ACKNOWLEDGEMENT i

DECLARATION ii

ABSTRACT iii

DEDICATION iv

ABBREVIATION AND TERMS v

CHAPTER ONE

1.1 INTRODUCTION 1

1.2 BACKGROUND INFORMATION OF THE FIELD ATTACHMENT 2

1.3 CHALLENGES ENCOUNTERED DURINGFIELD ATTACHMENT 2

1.4OBJECTIVEOF THE FIELD ATTACHMENT 2

CHAPTER TWO

2.1 THE VISIONOF THEMINISTRY OF AGRICULTURE 3

2.2 THE MISSION OF THE MINISTRY OF AGRICULTURE 4

2.3THE COREVALUESOFTHE MINISTRY OF AGRICULTURE 5

2.4 THE CORE FUNCTIONOF THE MINISTRY OF AGRICULTURE 6

2.5 THE MINISRTY OF AGRICULTURE MANDATE 7

2.6 AGRICULTURESECTOR REFORMSANDPLAN 8

2.7 AGRICULTURE SECTOR AND NATIONAL ECONOMICS

CHAPTER THREE

3.1 ORGANIZATION STRUCTURE 9

3.2 ROLESOF VARIOUS PLAYERSOF SUB-COUNTY LEVEL 10

CHAPTER FOUR

4.1 PRODUCTION SYSTEM 11

4.2 SECTORPERFORMANCE 12

CHAPTER FIVE

5.1 STRATEGIC ISSUES 13

5.2 STRATEGIC OBJECTIVES 14

CHAPTERSIX

6.1 MONITORING AND METHODOLOGIES 15

6.2PERFORMANCE TARGET 16

CHAPTER SEVEN

7.1 CONCLUSION 17

7.2 RECOMMENDATION 18

7.3 APPENDIX

[ii]
ACKNOWLEGEMENT
I would like to recognize several people who contributed greatly through this
period of attachment. First and foremost, I would like to thank the almighty God
for having given me life and enabling me to attend my attachment. I than my
DECLARATION

I Celestine kageha mudachi, I declare that this is my personal report

establishment not a duplicate of any work. The content of this report has never at
any time been submitted to any other institution for a ward of a
certificate,Diploma, degree or bachelor of masters in any field of learning
institution.
DEDICATION

The field attachment report is dedicated to my supervisor mr Musoga and my

UJAHENDA and Warren for their moral support and encouragement they gave me
during the field and when drafting this report

[1]
ABBREVIATION AND TERMS

ASDSP –Agricultural Sector Development Support Prrogramme

DOF- Director Of Fisheries

DOL-DiRECTOROf Livestock

DVS-Director OfVertenary Services

CAO-County Agricultural Officer

CCO-County Co-opetrative officer

CFO-County Fisheries Officer

CLO-County Livestock officer

CVO-County Veterinary Officer

SCAO-sub-county Agricultural Officer

SCCO-Sub-County c-ooperative officer

SFCO-sub-county fisheries officer

SCLO-Sub-county livestock officer

SCVO-Sub-county veterinary Officer

WAO-Ward Agricultural officer

WCO-Ward co-operative officcer

WFO-Ward fisheries officer

WLO-Ward Livestock Oficer

WVO-Ward Vertinary officer [2]

FAW-Fall Army Warm

KALRO-Kenya Agricultural and Livestock Research Organization

KEPHIS-Kenya Plant Inspectorate service

MOA-Ministry of Agriculture

NAFIS-National Farmers Information Service

CIDP-County intergrated development plan

STAKEHOLDERS

Support Project-Kenya Agricultural Research Institutegriculture

and Livestock Extension Program

Stakeholders

Any individual with relevance to joint project or informally to achieve the defined
objectives.

Partnership

This is a relationship where two or more parties having compatible goals form an
agreement to do something together.

Monitoring

This is a continuous and periodic review of project activities by project

management to ensure that implementation process goes according to plan.

Documentation

Is a process of ensuring that all project activities at every level are recording for
ownership, transparency and accountability.
CHAPTER ONE

The sub county is located in Kakamega county of Kenya with a population of

106,123 persons.The average land holding in the sub county is about1.3ha per
family.The sub county has

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1.1 Background of field attachment

I started my attachment on 4th January to April, I took three months fulfilling
the agreement I made on declaration form at sub-county level I was assigned
to.

1.2 Challenges uncounted during attachment

 Poor transportation system which hindered frequent region
accessibility.
 Change in climatic conditions especially rainfall created barrier on roads
hindering transportation.
 Lack of enough capital to allow fielddays attendance.
 Lack of accessibility of modern means of technology available in the
ministry of Agriculture.

1.4 Objectives of the field attachment

 To allow exposure and interaction of new attaches and existing staff

of the ministry of Agriculture.
 Effectively know managing resources are done at district level.
 How to draw district work plan to time participatory manner.
  To effectively collaborate with other development agents in the
district and even job securing after course completion.
 To explore knowledge that I got in college back to farmers for the
purpose of production.

[5]
CHAPTER TWO

2.1The vision of ministry of agriculture

To be the leading agent towards the achievement of food security for all,
employment creation, income generation and poverty reduction in Kenya.

[6]
2.2 The mission of the ministry of Agriculture

To improve the like hood of Kenyans by promotion of competitive farming as a

business through creation of enabling environment, provision of support services
and ensuring sustainable natural resources management

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.

2.3 The core values of the ministry of Agriculture

(i)Professionalism. The ministry has highly skilled technical human resources base.
These skills will be harmonized for effective service delivery. Performance
management as a service delivery culture will be integrated in all aspects of the
ministry of Agriculture.

(ii) Accountability, transparency and integrity. The ministry will endeavor to be

accountable and provision of its service.sparency to the government and its
clients and uphold high moral integrity in pro The ministry will endeavos

(iii) Efficiency and Responsiveness. The ministry will endeavor to conduct its
function efficiency to serve its client by responding promptly of its services.

(iv) Partnership. The ministry will endeavor to promote and embrace partnership
and participatory process in policy formation and implementation to enhance
ownership of programmes and projects.

(v) Commitment. To be effective agents of Agriculture transformation to embrace

the culture of customers service. The farmer service providers and ministry
stakeholders will be central to the operation of the ministry.

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2.4 The core function of the ministry of Agriculture

 Formulation, implementation and monitoring of Agricultural legislation,

regulation and policies.
 Supporting Agricultural research and promoting technology delivery.
 Developing, implementation and coordination programmes in the
Agricultural sector.
 Management and control of pests and diseases in crops and animals.
 Provision of Agricultural extension services to the farmers.
 Collecting, maintaining and managing information on the Agriculture
sector.
 Regulating and quality control of inputs, produce and products from
Agricultural sector.

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2.5 The ministry of Agriculture mandate

To promote and facilitate production of food and Agricultural raw materials

for food security and income advanced Agro-based industries and Agricultural
exports and enhance sustainable use of land resources as a basis for Agricultural
enterprises.

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Agriculture sector reforms and plans

The main focus of these policies and plans was to improve economic
management, accelerate national development, reduce poverty and increase food
security.

To monitor price and market liberalization, beneficiary participation and cost

sharing, parastal reforms and restricting, nationalization of the public sector and
reorientation of policies to make the economy export driven in response to
changes in the international economy.

Improving productivity of state enterprises by privatizing commercial enterprises

classified as non-strategic; restructuring commercial enterprises classified as
strategic: and strengthening and streamlining the governance of those enterprises
that were to remain under public ownership.

Plans

Redefining and rationalizing ministerial development functions reviews of

organization structure in relation to the refined priorities and resources
constrains: staffing and management of the wages bill. Pay and benefit reforms
and training and capacity building of personnel management agencies and
institutionalizing modern management practices within them.

2.7 Agriculture sector and national economy

The Kenyan economy is largly agro-based with the agriculture sector for 26% of
thegrossdomestic productsand 60%of export earnings. In addition, Agriculture
indirectly contributes 27% of the country’s grossdomestic products through
manufacturing, distribution and service related sectors. The sector employs over
80% of kenyan’sworkforce and contributes about 57% of national income both
directly and indirectly. Agriculture therefore currently the most important tool for
promoting national development.

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CHAPTER THREE

3.1 Ministry of Agriculture organization structure

MINISTER OF AGRICULTURE

C A B IN ET S EC R E TA R Y

P R I N C I P A L S E C R E T A R Y

Director of agric Director of fisheries Director of irrigation Director of cooperatives Director of livestock

S u b c o u n t y a g r i c u l t u r a l o ffi c e r

Sub county agric officer Sub county fisheries officer Sub county livestock officer Sub county cooperative officer Sub county irrigation officer

WARD

CROP DEPARTMENT LIVESTOCK DEPARTMENT HOME ECONOMICS AGRICULTURAL BUSINESS

3.2 Roles of various players at district level

3.2.1 Sub-county agricultural officer[ SCAO]

 Monitor and report on implementation progress.

 Participate in demonstrations barasas and field days.
 Participate in community mobilization.
 Provides feedback information on specific needs and demand of individual
farmers and groups.

3.2.2 Sub-county crops officer [SCCO]

 Monitoring of migration pests

 Promoting of emergency pests
 Collaborating with stalkholder on availility and quality of farm inputs
 Collecting ,analyzing , storing and disseminatingof crop information

3.2.3Sub-countyagricultural engineer[SCAE]

 Promotion of water harvesting techniques for agricultural production

 Promotion of mechanization extension activities
 Promoting collaboration in the implementation of environmental
project and programmes.

3.2.4Sub-county home economics officer [SCHEO]

Promote appropriate technology

Participating in monitoring and evaluation of projects and programmes
Participating in food survey, stakeholder forum, field days and shows

3.2.5sub-County Sub-Administrative Staff

 Preparation of vouchers
 Procurement of office store [11]
 Maintenance of staff records
3.2.6 Frontline extension officer

 Participate identification of all stakeholders.

 Identification and promotion of opportunities.
 Linking beneficiaries to relevant service providers.
 Provide extension services as demanded by stakeholders.

3.2.7 SUB-COUNTY stakeholder’s forum

 Update stakeholder’s inventory.

 Keeps records of the business of the forum.
 Coordination of the development activities in the. Sub county
 Identify and initiate development activities.

3.2.8SUB-COUNTY implementation team

 Develops post –focal work plan

 Co-ordinates participatory monitoring and evaluation
 Proposal for funding from various sources.
 Identification initiatives and appraising community development

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CHAPTER FOUR

4.1 Production system

In Kenya, large scale farming is practiced on farms averaging about 50hecters. The
large farming sub-sector accounts for 30%of marked Agricultural produce. Large
scale farmers are mainly involved in growing of crops such astea, coffee,
horticultural products, maize and wheat. As a result of sustained use of higher
inputs and better management, large scale farmers tend to have high higher
yields than small scale farmers do.

4.2 Sector performance review

4.2.1Food, industrial and horticultural crops.

The ministry has strive to improve and sustain the Agricultural resource base,
increase capacity for production , improve delivery of extension services and
support technology development and transfer with a view to achieving the full
potential in Agriculture production.

4.2.2 Agricultural market information

Marketing of both Agricultural inputs is alreadycompletely liberalized. However

the presence of parastals involves in regulation, processing and marketing of
Agricultural produce has inhabited the full development of Agricultural market.

4.2.3Extension and training services

The ministry has strengthened the field officers through provision of working
facilities building so as to improve delivery to extension services to the farming
community. In addition, the ministry has established institutions of training to
provide appropriate skills for addressing the continuous changing requirements of
the sector.

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.

Disease prevention calendar

Vaccine Age[wks] Route date[Due]

Mareksday oldsubcute

Gumboro 2nddrinking water

NCD 3rdeye|nostril drop

Fowl typhoid 6th wing web

NCD 9thdrinking water\spray

Fowl pox 17th wing web

NCD[Repeat]18thnostril drop

NCD[booster] every six months drinking water

Preparation of chick induction solution

1. 2-3 teaspoon of glucose

2. 1-teaspoon of arymylite plus
3. 1 teaspoon of antibiotics plus
4. 2-3 drops of liguid paraffin

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CHAPTER FIVE

5.1.1 In appropriate policy and legal framework

5.1 Strategic issues

The current laws and regulations in the Agricultural sector are not properly for
investment in a liberalized economy environment.

5.1.2 Weak institutional framework

Performance in most institutions has been found wanting due to lack of

productive resources such as finances and adequate skilled personnel.

5.1.3 Poor access to Agricultural information

Agricultural marketing and market access are constrained by a weak and

inadequate information framework and infrastructure producers lack information
for existing market and efficient use of resources.

5.1.4 Weak institutional capacity and coordination in the ministry

Working tools have either lacking, deficient or non-functional. The effective

implementation of programmes has usually been affected by high turn over or
senior personnel which lead to loss of institutional memory and change of
priorities.

5.1.5 Inadequate affordable credit and inputs to farmers

The main challenges for producers, especially small scale farmers is accessto user-
friendlycredit to finance procurement of inputs and capital investment such as
value addition technologies, irrigation, infrastructures and general farm
development

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5.2 Strategic objectives

 Create an enabling environment for Agricultural development through

review of current legal and policy framework.
 Promote market and products development by adopting a value chain
approach.
 Facilitate accessibility of affordable credit and quality input to farmers.
 Promote conservation of the environment and naturalresourcesthrough
sustainable land use practices.
 Improve access to Agricultural information communication technology
based management system.
 Strengthen human resources development including monitoring and
evaluation and coordination at staff function within the ministry.
 Restructure and privatize non-core functions of the ministry and its
institutions and strengthen private-public partnership.

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CHAPTER SIX

6.1 MONITORING METHDOLOGIES

Monitoring involves routine data and information collection and analyzing. The
results from national, departmental are used to inform decision making at all
levels. This ensures that the objectives of strategic plan are reinforced through
corrective measures in a timely manner.

6.2 Performance target

 Policy formulation and review for food security through appropriate legal
and policy framework.
 Facilitate increased agricultural productivity and output through
accessibility to affordable credit and quality inputs.
 Monitoring food balances and of major food crops especially in food
scarcity to farmers and post harvest crop management.
 Sensitize farmers on quality input and accessing input through national
cereal and produce board.
 Disseminates extension messages to farmers through carrying out farm
judging, preparation of farm business plan farm management guideline.

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RESOURSE FLOW MAP

Inward resources resource in focal area outward resource

Sugar cows onions

Fertilizer millet maize

Rice milk coffee

Equipments cassava tomatoes

Clothing tobacco sunflower

Soap coffee local poulitry

Crops and livestock enterprises

Crops enterpriseslivestock enterprise

Beans dairy

Coffee rabbits

Tobacco local poultry

Groundnuts bees

Watermelon

Soya beans

Onions

Sweet potatoes

Kales

Cassava

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CHAPTER SEVEN

7.1 Conclusion

As much as my experience at ministry of agriculture at Kakamega county ,

I,indeed appreciate the entire staff for offering me practical skills majorly in
extension services and besides that, I appeal to the training personnel to allow
more trainee in to strengthen their competency and profession.

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7.2 Recommendation

Since the attaches are the future employees, the ministry of agriculture should
therefore ensure that the attached are well received, handled with great care and
given the right knowledge as this will improve on their competency and work

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