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Wake the Kenyan Giant


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Wake the Kenyan Giant

  1. 1. Commercializing Agricultural Sector in Kenya: Wake the Kenyan Giant! Stephen Vundi Mungula, SIANI Expert Group in Kenya #SIANI17
  2. 2. Commercializing Agricultural Sector in Kenya: Wake the Kenyan Giant Stephen Vundi Mungula Lead Junior Professional - SIANI Kenya
  3. 3. Outline Introduction The Journey Experiences and Achievements Findings from Second Approach • The origin – SIANI Kenya Chapter (SKCEG) • Objectives of expert group • First Approach • Second Approach Conclusion and Way Forward  Why Giant
  4. 4. WHY GIANT ? Driver for economic growth and transformation…high economic growth directly linked to increased agric’ production Percentage of population involved/affected by agriculture Kenya agro-ecological zone diversity Demographic Characteristics - Youth
  5. 5. Introduction  A brainstorming on findings led to the establishment of a multidisciplinary group of experts. ASDSP a joint programme by GOS and GOK (3) baseline survey tell on Commercialization;- Productivity, Income and Food Security A worrying trend on 1) Household food security, 2) Food productivity and incomes 3) Un(under)employment 4) Youth and Women in agriculture 5) Land degradation and 6) little/No commercialization
  6. 6. Introduction cont. Objectives of SIANI Kenya Chapter What is the current status of the agricultural sector in Kenya? Why is the sector the way it is? How can stakeholders harness the sector’s potential and remove obstacles to commercialization?
  7. 7. The Journey Expert Group approach – launched successfully with a lot of enthusiasm but did not work. Abandoned after three months Two approaches were used to accomplish the strategy Junior expert mentoring approach - successful and provided information partially answering what? and why ?questions
  8. 8. Mechanization (Cassava) – Country yield of Cassava is 15% of potential. Issues for mechanization; farm size, access to credit/machine suppliers, information on technologies along value chain Findings from Second Approach Farmer organization (dairy) – Only 55% of small-scale farmers sell produce vs 85% needed to be commercialized. Collective action from production to marketing can improve efficiency and effectiveness. Issues; human and institutional capacities Profitability (maize) – Maize cannot be profitable at subsistence level. OPVs at subsistence higher gross margins than hybrid. At present yield level, per capita income of 5 cents/day/ha
  9. 9. Agricultural data – Limited emphasis and low prioritization in use of data have led to little/no use in decision and policy making. All the agricultural indicators have been produced through estimation arising from sample surveys.  Because of limited/unreliable data not evidence based policy making Findings from Second Approach
  10. 10. Experiences and Achievements SE Approach did not work- WHY?- Competing need, time, monetary compensation, gasp of concept- ( may work in next phase) Process rigorous, some JE dropped off – need for qualitative selection of JE Technical capacities of fresh graduates in critical analysis and communication of scientific issues wanting Require commitment from both mentees (JE) and mentors (SE) On objectives ? What – some, Why- some, How- next SIANI phase
  11. 11. Many stakeholders in the agricultural sector all trying to commercialize agriculture Conclusions and Way forward Output papers give evidence that commercialization is superficially being addressed Need for deeper understanding of commercialization and sharing of this to stakeholders Need to develop adequate policies to make agriculture a driver of rural transformation
  12. 12. THANK YOU

Editor's Notes

  • Origin; An multidisciplinary group of experts who would consolidate knowledge and focus their interactive capacities to address the challenges that hinder commercialization of Kenya’s agriculture
  • How would the expert group answer these questions regarding commercialization in Kenya?
    Policy Briefs
    Situational analysis papers
    Report on what, why and how
  • Senior experts – 1st
    Experts drawn from….are to be assigned to each of the categories into a “node” according to their area of expertise. For example, there would be one node of productivity experts, and a node of environment experts, infrastructure experts etc who will work on developing these respective sections of the report and analysis of data sets.
    There are areas of overlap for many of the categories. For example environmental conditions impacts productivity. In such cases of overlap, the "environment expert node" should review and comment/provide input to the work and drafts made by the "productivity expert node", and so on. The idea is that one node holds the overall workload and responsibility for “their” parameter/field of expertise, while receiving inputs and perspectives from experts with knowledge of areas that overlap.
    Each of the parameters/nodes must cover the following over-arching issues: policy (regulations/laws) and gender, in order to avoid these two important issues to stand alone
    Analysis VC based
    Well on the way to commercialization; dairy, fish, poultry, maize and banana.
    Big potential for commercialization; cassava, meat, honey, mango, Irish potatoes.
    Outliers can be considered for commercialization; local vegetables, agroforestry, soya bean, sorghum, pasture.

    Second- je/ guiding se
    Junior experts identified
    Problem Trees / Cause-Effect methodology used to investigate issues assigned with regard to commercialization.
    Engage in WRITESHOPS entailing extensive literature review, data collection and analysis on key issues.
    Periodic presentations of Papers to SEs by JEs for review & guidance.

    Low level or subsistence- very low level of productivity and production often at a loss, to a large degree for subsistence. This is the majority of the farmers.
    Intermediate level- intermediate level of productivity and emerging entrepreneurship skills, greater degree of marketing of produce
    High level- fully commercial producer, producing for the market.