Enhancing Access and Exchange of Agricultural Information in Kenya: the case of Kenya Agricultural Research Institute (KARI) Rachel Rege, Patrick Maina, Richard Kedemi & Peninnah Mwangi 2 nd Conference of the International Association of Agricultural Information Specialists (IAALD) Africa Chapter, M-Plaza Hotel 15 – 17 July 2009

Presentation Outline Background Kenya, KARI, KAINet Enhancing access and exchange agricultural information in Kenya Achievement and progress Lessons learned Conclusion and recommendations

Background

Kenya, KARI, KAINet

Enhancing access and exchange agricultural information in Kenya

Achievement and progress

Lessons learned

Conclusion and recommendations

Background - Kenya Agriculture is the mainstay of Kenyan economy: Sector contributes 26% of the GDP directly, 27% through linkages to agro-based industries Employs 80% of the total labour force Generates 60% of foreign exchange. Provides 75% of the raw industrial materials and controls 40% of government earnings Feeds a population of 40m Demand for appropriate agricultural information is daunting!!

Agriculture is the mainstay of Kenyan economy:

Sector contributes 26% of the GDP directly, 27% through linkages to agro-based industries

Employs 80% of the total labour force

Generates 60% of foreign exchange.

Provides 75% of the raw industrial materials and controls 40% of government earnings

Feeds a population of 40m

Demand for appropriate agricultural information is daunting!!

Background – Kenya….. Agriculture sector has twelve line ministries The sector has more than 100 research, extension and intermediary institutions (diverse information generators and users) A lot of agricultural information is generated There is demand for appropriate agricultural information Public science and technology information is not easily or widely accessible

Agriculture sector has twelve line ministries

The sector has more than 100 research, extension and intermediary institutions (diverse information generators and users)

A lot of agricultural information is generated

There is demand for appropriate agricultural information

Public science and technology information is not easily or widely accessible

Background - KARI Was established in 1978 through a parliament Act. Preceding KARI was the research dept in Ministry of Agriculture Although agricultural research began in the country in 1909, in the colonial East Africa Territory it began before 1900.

Was established in 1978 through a parliament Act.

Preceding KARI was the research dept in Ministry of Agriculture

Although agricultural research began in the country in 1909, in the colonial East Africa Territory it began before 1900.

Background – KARI….. The main agricultural research institute with 42 centres throughout the country, with research mandates on: Livestock health and production, Range management, Food crops, Horticulture and industrial crops, Land and water management Adaptive research and socioeconomics

The main agricultural research institute with 42 centres throughout the country, with research mandates on:

Livestock health and production,

Range management,

Food crops,

Horticulture and industrial crops,

Land and water management

Adaptive research and socioeconomics

Background – KARI….. The institute generates agricultural information in all the thematic areas Information generated is not easily accessible The centres are dispersed throughout the country, lacks connectivity between all centres

The institute generates agricultural information in all the thematic areas

Information generated is not easily accessible

The centres are dispersed throughout the country, lacks connectivity between all centres

Background – KARI….. Given its mandate, capacity and position in Kenya, KARI collaborates with several partners. It is the national and regional focal point for most agricultural activities FARA and ASARECA regional initiatives; CGIAR, EU, AGRA, USAID….. It was through this collaborative framework that KARI partnered with ASARECA, FAO, DFID, CABI and national partners (KEFRI, MoA and JKUAT) to implement KAINet to facilitate information access and exchange within Kenya.

Given its mandate, capacity and position in Kenya, KARI collaborates with several partners.

It is the national and regional focal point for most agricultural activities FARA and ASARECA regional initiatives; CGIAR, EU, AGRA, USAID…..

It was through this collaborative framework that KARI partnered with ASARECA, FAO, DFID, CABI and national partners (KEFRI, MoA and JKUAT) to implement KAINet to facilitate information access and exchange within Kenya.

Background - KAINet A national network Focusing on: Formulation of policy and strategy frameworks: guides operations Content development (std, AGRIS tools and processes) for coherence Capacity building (HR, physical, financial) Technical platform development Advocacy and awareness creations Partnerships

A national network

Focusing on:

Formulation of policy and strategy frameworks: guides operations

Content development (std, AGRIS tools and processes) for coherence

Capacity building (HR, physical, financial)

Technical platform development

Advocacy and awareness creations

Partnerships

Background – KAINet….. KAINet embraces: Teamwork Commitment and sacrifice Positive competition Technology application Resilience

KAINet embraces:

Teamwork

Commitment and sacrifice

Positive competition

Technology application

Resilience

Enhancing access and exchange KARI coordinates KAINet and has adopted the principles to strengthen its network of 42 centres Draft ICM strategy: KARI management has endorsed its implementation Institutional repository established within two centres (KARI HQ and KARI-NARL) content available online for access

KARI coordinates KAINet and has adopted the principles to strengthen its network of 42 centres

Draft ICM strategy: KARI management has endorsed its implementation

Institutional repository established within two centres (KARI HQ and KARI-NARL) content available online for access

Enhancing access and exchange ….. Capacities built for the ICT teams (10 staff): high staff morale Advocacy and awareness creation ongoing Partnership strengthened between centres and partner institutions (<13,000 records available on KAINet)

Capacities built for the ICT teams (10 staff): high staff morale

Advocacy and awareness creation ongoing

Partnership strengthened between centres and partner institutions (<13,000 records available on KAINet)

Lessons learned Recognition of existing capacities and structures in the agriculture sector for goodwill and endorsement Recognition of diversity Partnership building critical between partners – determines commitment, trust and level of involvement Value of institutional/centre alliances for comparative advantage, resources sharing and sustainability Application of ICT for enhance management, sharing and exchange AI

Recognition of existing capacities and structures in the agriculture sector for goodwill and endorsement

Recognition of diversity

Partnership building critical between partners – determines commitment, trust and level of involvement

Value of institutional/centre alliances for comparative advantage, resources sharing and sustainability

Application of ICT for enhance management, sharing and exchange AI

Recommendations Needs assessments: clarity of needs and challenges Need for ICM Strategies for increased availability and access to agricultural information for economic development Committed approach to content management Application of ICT in AIM Network principles adoption: (research, academia, ministries: national node) Partnership formation and management

Needs assessments: clarity of needs and challenges

Need for ICM Strategies for increased availability and access to agricultural information for economic development

Committed approach to content management

Application of ICT in AIM

Network principles adoption: (research, academia, ministries: national node)

Partnership formation and management

Conclusion “ Information is one of the world’s most important resources , it exists in every organisational enterprise throughout the world. The degree of success by organisations and the people who work for them depend on how well information resources are managed .”

Acknowledgement MoA KARI KEFRI JKUAT ASARECA CABI FAO DFID-UK

MoA

KARI

KEFRI

JKUAT

ASARECA

CABI

FAO

DFID-UK

Thank You for Listening