%HWWHU0DU NHWV %HWWHUOLYHV · 2013. 10. 11. · LGSEA Livestock Genetics Society East Africa LLP Limited Liability Partnership MAP Market Assistance Programme MESPT ... > A more ambitious

Better Markets, Better lives

VisionTo be a centre of innovation that will reduce poverty through the transformation of markets

Mission• Facilitate change within markets to promote growth and inclusiveness• Influence decision-makers within the public and private sectors to develop and implement pro-poor policies• Foster mutually beneficial relationships between market actors

Values• Knowledge sharing and learning• Teamwork• Results driven• Innovation• Trust and Integrity• Professionalism

EXTERNAL ANNUAL REPORT 2012

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Table of ConTenTs

aCRonYMs

PRoGRaMMe DesCRIPTIon sTaTeMenT fRoM KenYa MaRKeTs

TRUsT CHIef eXeCUTIVe offICeRoUTPUT 1 seCToR HIGHlIGHTs

1. Water Sector

2. Input Suplly Sector

3. Cotton Sector

4. Aquaculture Sector

5. Dairy Sector

oUTPUT 2 bUIlDInG InsTITUTIonal CaPaCITY To faCIlITaTe PRo-PooR MaRKeT DeVeloPMenT

1. Organiational Development of KMT Water

2. Capacity Building of MAP Partners

oUTPUT 3 InCReasInG aWaRenesss & InflUenCInG

1. Initiating the Learning Agenda

2. Establishing Strategic Partnerships to Catalyse Emergence of Effective and Inclusive Markets

annUal fInanaCIal RePoRT 2012

PaRTneRs & DonoRs In MaP

KMT’s boaRD of DIReCToRs anD sTaff

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7

10

13

16

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20

21

25

27

5

6

20

24

28

3031


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aCRonYMs

AI Artificial Insemination

ASALs Arid and Semi-arid Areas

BDCG BDS Donor Coordination Group

BDS Business Development Services

BT Biotechnology

CA Conservation Agriculture

CODA Cotton Development Authority

DAO District Agricultural Officer

DCA Development Credit Authority

DFID UK Department for International development

EKN Embassy of the Kingdom of Netherlands

FIRM Financial Inclusion for Rural Microenterprises

GCF Gatsby Charitable Foundation

ICT Information and Communications technology

IFC International Finance Corporation

KLP Knowledge, Learning and Practice

KMT Kenya Markets Trust

LGSEA Livestock Genetics Society East Africa

LLP Limited Liability Partnership

MAP Market Assistance Programme

MESPT Micro Enterprises Support Programme Trust

PAFID Participatory Approaches for Integrated Development

PPP Public Private Partnerships

SNV Netherlands Development Organisation

USAID United States Agency for International Development

WB World Bank

WIP Worldwide Investment Project

WSP Water and Sanitation Program


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PRoGRaMMe DesCRIPTIon

about Kenya Markets TrustIn 2012, Kenya Markets Trust (KMT) was established in response to a growing understanding of the importance of market “systems” as a mechanism for economic growth and poverty reduction. KMT aims to create inclusive opportunities for the poor through market transformation. KMT’s goal and mission is embodied in its motto: “better markets, better lives.”

KMT’s approachKMT ascribes to the market systems approach which recognizes that the solutions to “systemic constraints” affecting market performance are best identified by working in partnership with those most affected by the poor performing markets, rather than imposing pre-ordained solutions. Using this approach, KMT seeks to act as a “market facilitator”. This means supporting market actors to lead the process of change and focusing on sustainable solutions so that when KMT exits, the market systems will continue working effectively.

The Market assistance ProgrammeKMT, together with its institutional partner Adam Smith International, is currently leading a consortium of three partners to implement the multi-donor Kenya Market Assistance Programme (MAP) funded by the UK Department for International development (DFID), the

Gatsby Charitable Foundation (GCF) and the Embassy of the Kingdom of Netherlands. Other implementing partners include Fit resources, SNV Kenya and Technoserve. MAP is designed to make markets work better for the poor in key agricultural markets and basic service sectors, predominantly in rural areas of Kenya. Sectors we have currently engaged include cotton, water, dairy and agricultural inputs. In 2013 year the portfolio will expand to include seeds and extensive livestock while exploratory work in aquaculture continues.

The overall objective of MaP will be measured against three key results:• Major systemic change achieved in up to eight pro

poor market systems resulting in enhanced average household incomes among more than 148,000 small-scale farmers and entrepreneurs. This in turn is expected to lead to the creation of 109,000 new jobs in the Kenyan economy.

• The transformation of Kenya Markets Trust into a centre of excellence in market systems development and the capacity building of other partners and market actors in adopting this approach.

• An increase in the awareness and understanding of the efficiency and inclusiveness of markets among influential decision makers and key stakeholders such as opinion leaders in government, the donor community, media and academia.

Kenya Markets Trust | 5


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sTaTeMenT fRoM KenYa MaRKeTs TRUsT CHIef eXeCUTIVe offICeR

During 2012, KMT received additional funds from DFID, the Embassy of the Kingdom of Netherlands and Gatsby Charitable Foundation, bringing the total MAP programme to £23.2m over 6 years from an initial £8.6m). With these funds, KMT will further develop the existing MAP portfolio from cotton, water and dairy (and exploratory work in

aquaculture), to identifying new sectors and geographies into which the programme can expand in order to deliver maximum impact at scale. In this light, work began in “interconnected market systems” such as agricultural input supply which has the potential to catalyse productivity increases across a wider range of commodity based value chains. A number of key priorities for the programme have emerged in light of the programme expansion, including1:

> A geographical focus emphasis on working in more marginal and vulnerable areas of Kenya, with a particular focus on the Arid and Semi-Arid Lands, and Northern Kenya in particular. This includes exploring potential synergies with existing social protection and resilience programmes operating in these areas;

> Increasing resilience through smallholder diversification and enhanced productivity, with interventions designed to manage environmental risks and vulnerability to climatic shocks;

> Mitigation of conflict risk in some conflict prone areas by increasing the range of opportunities for the socio-economically excluded;

> Greater efforts towards gender mainstreaming, by targeting female owned enterprises in target markets, and improving female choices in markets with high labour force incidence.

> A more ambitious vision behind awareness creation and influencing key stakeholders to understand how market perf0rmance can improve to become more inclusive and competitive.

1 See for example DFID Kenya: Business Case for Deepening Investment in the Kenya Market Assistance Programme (2012).

Beyond the expanded vision of our work, there has been substantial progress in the implementation of MAP’s mandate. At the institutional level, the transition from KGT to KMT has been completed, 17 new staff and interns were recruited, and significant investments were made in KMT’s HR, finance and administrative functions which are all combining to create a culture of improved performance. Robust partnerships were put in place across the cotton sector (Makueni and Kitui Gins, CODA); input supply sector (Magos Enterprises, Farm Shop) dairy sector (Ndumberi and Nyala Cooperatives); and water sector (Lake Victoria Water North and South Water Boards).

More specifically in the cotton sector, Makueni Gin has created an agent/sub agent network comprised of agents and sub agents with outreach to thousands of farmers in 2 districts. The network provides an effective platform for bulking cotton and increasing ginning out turn, whilst at the same ensuring farmer productivity increases through improved access to high quality inputs and extension advice.

Also in the cotton sector, KMT has established a key strategic partnership with the Cotton Development Authority (CODA). With support from KMT through MAP, CODA has started to shift its strategy to become an effective industry facilitator of the cotton sector focusing on creating participatory policy processes and mechanisms for more effective regulation and promotion of the sector.

> Within the dairy sector, MAP’s commercial hay intervention has resulted in large scale production and selling of hay thereby significantly changing milk through put at Ndumberi Cooperative.

> In the water sector, MAP has established an effective advocacy coalition of key industry players to push for the emergence of public private partnerships as a mechanism for improving the coverage and quality of water service delivery across Kenya. Also in the water sector, 15 water points have been identified in and around Lake Victoria for testing more commercial approaches to managing and maintaining water points.

While the scale of the above achievements is not weighty we are energised by the behaviour change and improved performance among some market actors we are working with. The learning achieved from these pilots give us a good foundation to embark on a process of up scaling and crowding in of other market actors in 2013.

Mehrdad ehsaniChief Executive Officer

Kenya markets Trust

| Kenya Markets Trust6


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Water sector: Improving the Health and Income of Underserved and Un-served Consumers through Access to Quality Water

HIGHlIGHTs foR 2012

> 19 water systems were identified by our partners Lake Victoria North and South Water Services Boards (WSB) as ready for commercialization. 17 of these water systems (with an outreach of 143,542 people) will be commercialized in 2013.

> The agenda for Public Private Partnerships (PPP) in the water sector made significant gains with the framework for engaging private investment, know-how and management capacity being drawn up and informed by global evidence through a participatory process including the Kenyan government, donor organisations, private sector, academia, water services providers and experts

> 10 water systems representing catchment serving over 96,000 people were earmarked for business modeling support. The process has started and will continue in 2013.

seCToR HIGHlIGHTs

According to the Kenyan Census 2010, more than 35 % of Kenyan households depend on springs, wells and boreholes as their primary water source, while around 63% of the rural population (16.5m people) rely on untreated, unsafe water. Improved water services can be strongly correlated with positive health outcomes and a 23% - 47% reduction in the occurrence of water-borne diseases. From an income perspective, the time taken by households to collect water (up to 3 hours per household per day) can be used to engage in income-generating activities (with an assumed hourly wage rate of $0.19).

The main objective of MAP in the water sector is to reduce poverty through increasing access to safe and reliable drinking water to underserved and un-served consumers living in Arid and Semi-arid Areas (ASALs), rural, and peri-urban locations across Kenya. Specifically, the programme intends to leverage commercial incentives to enhance the professionalisation and private investment into the water sector thereby stimulating the growth and sustainability of these services. The programme also seeks to increase awareness about the consumption of quality water, use of water for commercial purposes and the purchase of


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The Ministry of Water and Irrigation is on the forefront to embrace public-private partnerships (PPP) in the water sector. As a result the Ministry organised a national conference on PPPs from 7th to 8th November 2012 in Nairobi, attracting 86 participants. Participants included policy makers, water sector institutions, scholars, media, national and international PPP experts and practitioners. The conference was supported by SNV, the World Bank, Kenya Markets Trust and the International Finance Corporation.

The main aim of the conference was to deliberate on the opportunities and challenges of promoting PPPs in the Kenyan water sector. Discussions were organised around four cluster areas: legal and policy issues, financing issues, opportunities and capacity. The conference has identified

management of Non-Revenue Water as the greatest opportunity when it comes to PPP in the water sector.

The Ministry has drafted a road-map for promoting PPPs, based on the conclusions of the conference. The key elements of the road map are establishment of a PPP node within the Ministry, developing guidelines for promoting PPPs and providing PPP transaction advisory services to selected Water Services Boards and Water Service Providers in the short term; and establishing PPP financing mechanism on the long term.

A team of senior officers from the Ministry of Water, WASREB and PPP unit within the Ministry of Finance led by the Director of Water Services, Eng. Peter Mangiti, will be meeting in February 2013 to work on the draft road-map.

Kenya Prepares Road Map for Promoting PPPs in the Water sector

Consumers fetch water at a water point. KMT is working with the private sector to participate in the provision of quality water



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quality water as well as consumer products. To achieve these objectives, some of the activities that the Water sector carried out in 2012 included:

Identification and contracting of commercial Water sector Providers (WsP): In 2012, MAP through its implementing partner SNV together with the Lake Victoria North and South Water services Boards carried out the first phase of a commercial viability analysis to identify and engage water points in commercialization. Out of all the 31 systems analysed, 19 water points were identified as ready for commercialization. By the end of the year business modeling support for the 10 selected water systems had begun. In addition the WSBs organised face-to-face workshops and interaction with 17 water systems and identified radio as one of the main ways of communicating to consumers.

facilitation of linkages between WsPs and financial service providers: To support the process of developing financial products targeted to the water sector, MAP worked with representatives of the USAID/FIRM and WSP supported K-Rep Bank programme. MAP contributed US $200,000 towards a bank guarantee scheme which leveraged through the Development Credit Authority (DCA) the availability of US$ 5million to be made available as loans to the water sector through lending institutions. This will help banks gain experience and develop appropriate products for the water sector.

Promotion of legislation and policies related to PPP in the water sector: The year witnessed gathering momentum around creating of an enabling environment for engagement with private sector investment, know-how and management capacity. This process culminated in the holding of a national conference 7th - 8th November 2012 to discuss a PPP framework for the Kenyan water sector. The conference attracted 86 participants who shared and discussed 14 papers presented at the event including 4 international case studies. An informal Senior

Advisory Team made up of MAP and other key partners, namely Embassy of the Kingdom of Netherlands (EKN), International Finance Corporation (IFC), World Bank Water and Sanitation Programme (WB/WSP) and SNV, was established which will be key advising regulators in the development of a PPP framework.

Promotion of Water consumer products: In 2012, the MAP water sector team began a partnership with IFC and WSP to combine efforts in the area of water treatment household consumer products. Discussions have also began with Safe Water Network who were invited to present their ideas to the national conference on PPPs in the water sector.

next steps for the Water sector in 2013Key priorities for 2013 include:

> Roll out the testing of private sector management models in the 15 water points identified for commercialization with Lake Victoria North and South Water Boards.

> Undertake a 2nd commercial viability assessment targeting Marsabit, Isiolo, Kajiado, Makueni and Kitui counties, as part of the programme’s strategy for exploring opportunities to deepen our presence in the Arid and Semi-Arid Lands (ASALs).

> In the urban areas, the programme will support self-selection of 2-3 WSPs willing to partner with the private sector with the aim of improving efficiency and outreach. These WSPs will receive support in developing necessary contractual mechanisms, strategy, business planning and customer relations.

> The programme will promote water consumer education on the value of quality water through the marketing of identified water, sanitation and hygiene consumer products.


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At the beginning of 2012, MAP began to look at agricultural inputs as an independent market system. This was in response to the systemic constraints that are limiting access to quality inputs such as crop protection, fertiliser, equipment, and seeds for many of the small holder farmers found in MAP’s existing areas of operation. Since then, MAP has embarked on the following activities:

at Market systems change level: MAP’s target is to facilitate a shift from a trader-based inputs retail strategy to a customer-oriented strategy. By identifying existing input distributors such as Magos Enterprises, an agrovet in Kisumu, and Mbaitu agrovet in Makueni, interested in taking on a branded retail chain strategy and building their capacity to apply modern marketing

Input supply sector: Increasing Access to Agricultural Inputs

HIGHlIGHTs foR 2012

> 3 agrovets signed an MOU with MAP. They are: Magos Agrovet in Kisumu County with current outreach of 800, Gistof Agrovet with a current outreach of 500 farmers and Mbaitu Agrovets in Makueni County with a current outreach of 200 farmers.

> 12 promotional events were held by 2 agrovets. The agrovets expanded their offering to include extension advice, spray services and links to laboratories for soil testing as part of their new approach to better customer service and capturing greater value. The promotions are estimated to have reached at least 1250 farmers in 8 locations.

> 2 IT firms: MSwali and Lynxbits have been linked with agrovets to provide ICT solutions to improve supply chain and customer management.

> 49 agents have been recruited by agrovets through the agents’ network model as the vehicle to improve access to inputs and information among smallholders.

> 4 service providers were linked to the agrovets for strategic alliances. They include Hardi Kenya, a spray service and equipment company which trained sprayers; and Farmshop, which will build the capacity of the agrovets in retailing management.

and promotional practices, MAP has facilitated agrovets to provide information and inputs to smallholder farmers. MAP has also facilitated the identification and training of community agents. As a result of the support Magos Enterprises was able to set up demonstration farms which they will use to demonstrate products from chemical and seed companies, thereby enlisting their support. Agrovets have started adopting the agents’ network model as the vehicle to improve access to inputs and information among smallholder farmers.

at enterprise performance level: In 2012, MAP fostered better interconnectedness between agricultural inputs and ICT and media market systems. This has led to a number of firms adopting new promotional tactics in business strategies.


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When Kenya Markets Trust started working in the cotton sector in Nyanza, they became increasingly aware of the difficulties that cotton farmers were facing to access agricultural inputs and information about their use. At that time, Magos Enterprises was the main distributor for Orbit Chemicals in the region. Even then, Jeremiah Odongo Managing Director, Magos Enterprises had a passion for smallholder farmers and would package some of the inputs in small quantities to distribute to farmers.

Seeing the need to access information and products, KMT approached Magos Enterprises to initiate a partnership. In the partnership, KMT’s role was to help Magos to move from a trader model to a more beneficial customer focused model.

Since the partnership began in June 2011 KMT has supported Magos to carry out several promotional events for its products during market days. Through these events, experts from Magos provide information on prices and the uses of various products.

Although the promotions are effective there was still need for a more sustainable approach. As a result, the village agent network was born. In the village network strategy, Magos recruits village agents who can either be farmers or traders from the specific village to get bulk orders from farmers. Subsequently the agents present the orders to Magos Enterprises and then take the products to the farmers. Magos then pays the agents a commission for the transactions. Currently there are about 45 village agents recruited through the network.

KMT has also helped Magos create linkages to more distributors to provide a broader range of products and to an ICT firm to help create a retail management system. This system helps track inventories and the numbers of customers buying inputs in the shop.

These strategies have seen Magos increase its sales, growth and profitability to record levels.

Taking agricultural Inputs Closer to the People: a Case of Magos enterprises, Kisumu

Kenya Markets Trust | 11

Farmers receive product information during an open market day promotion in Pala Market, Kendu Bay


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observations and assumptionsIn 2012, MAP made the following observations from its activities:

> Information flows within the market-there is improved access to product information through promotional activities undertaken by agrovets e.g. Magos

> access to services and product-Strategic alliances and linkages are improving between target agrovets and other service providers offering services such as soil testing and land preparation, spraying and ICT. This is helping the agrovets to avail not only products but also other services required by the farmers through agent networks.

> sustainability-To ensure sustainability the agrovet pays for services that support his staff, inventory and client management while the farmer pays for services and products that boost their productivity. The agents and sub-agents earn commission on sales of inputs.

> Copying and Crowding in-MAP is identifying more agrovets to work, to ensure copying and crowding-in takes place in 2013.

next steps for the Inputs sector in 2013Key priorities for 2013 include:

> Encouraging more input firms to shift to a customer-oriented strategy.

> Facilitating an increase in the number of franchises with a focus on identifying franchise opportunities in more rural and more poor regions, especially in Northern Kenya

> Facilitating adoption of cost effective expansion strategies to target more rural and poorer regions through the village agent model.

> Promoting the formation of strategic alliances between retailers and gins, dairy hubs/processers, equipment manufacturers, financial service providers and radio stations.


A spraying team, part of Magos Enterprise’s sub-agent network offers spraying services to rice farmers in Kano, Kisumu County


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Cotton sector: Developing Strategies to Strengthen Cotton Farming in Kenya

HIGHlIGHTs foR 2012

> 3 Ginners have signed MOUs with MAP for the pilot phase of its cotton sector project. The ginners are Makueni, Kitui and Kisumu ginners.

> 8 agents and 70 sub agents were identified and trained for the agents network by the Makueni ginner (Makueni county has a cotton farmer population of over 9,000). The training covered Agronomic practices and administrative information. 8 Agreements signed between agents and Makueni ginnery.

> over 480 farmers were recruited through the Makueni agent network. > 18 agents have been trained by the Kitui ginner (Kitui county has a cotton farmer population of over 1770). > 6 Ca demonstration plots have been set up by PAFID and farmer groups.

The cotton industry in Kenya is characterised by many challenges including low productivity, low utilisation rates at ginneries, limited access to quality seeds and weak service markets for spraying and tillage. The poor performance is contrasted by the relatively better performance in Tanzania, where production is close to 10 times that of Kenya. Although average yields (estimated to be in the region of 760Kg/ha) are similar to those in Kenya, better functioning markets in Tanzania and Uganda have resulted in larger numbers of better performing and committed cotton farmers than is seen in Kenya. Through its intervention in the cotton sector MAP is seeking initially to reach more than 20,000 farmers and increase their productivity by 50%, while at the same time contributing to an overall rise in household incomes of 15%. In 2012, the cotton sector set out to accomplish its two overall objectives:

Improving supply chain management by the Ginneries: MAP had identified six ginners to work with, and out of these three (Makueni , Kitui, Kisumu) showed interest and have already signed MoUs. MAP has carried out the following activities with the three ginners:

> An agent network consisting of agents, subagents and farmers has been created. One of the agents who is part of the agent network has initiated an agrovet called Gistof. The agrovet business was inspired by the agency distribution model introduced by MAP.

> Has encouraged the ginneries to recruit a supply chain manager. One ginnery has committed to employ a supply chain manager to start work in March 2013.

> MAP engaged an ICT firm to develop a platform to manage the ginner supply chain. The firm will begin working in January 2013.

> As a result of the agent network, farmer groups are using more modern promotional tactics. So far 6 conservation agriculture (CA) demonstration plots located in six different divisions have been set up through PAFID and organisation with experience in conservation agriculture. Each of the demo plots is used to educate 30 to 50 farmers.

Working with the Cotton Development authority (CoDa) to adopt evidence based participatory regulatory oversight and industry facilitation: An MoU was signed with CODA in 2012, and a strategic plan developed. The process of implementing the plan has begun. Activities in the plan include:

> Cotton Pricing: A study was undertaken and benchmarks established for a new pricing model. A taskforce has been established and given the responsibility to oversee the rollout of a new pricing model. This will contribute towards transparency and trust between players in the cotton sector

> access to Improved seed: From a scenario where no new cotton varieties had been released and commercialised in about 30 years, momentum


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was gained towards access to improved seed. This culminated in a stakeholders meeting (30 organizations represented) hosted by CODA and Kenya Agricultural Research Institute to discuss commercialization of biotechnology (BT) cotton after research was successfully completed in 2011. BT cotton is resistant to a key pest which reduces spraying needs and ensures better yield. Access to commercial seed is expected in 2014.

> Conflict in the Cotton sector: A study was undertaken to establish the scope and nature of disputes in the cotton sector. Recommendations for training in mediation have been made and the training will be carried out in early 2013.

observations and assumptions > Information flows within the market: It is expected that the agents’ network will be the communication/information flow channel, especially if the agents remain motivated to deliver on this mandate. However CODA will need to play this role at an industry level.

> access to services: At the industry level CODA is placing itself strategically to facilitate the availability and accessibility of services to stakeholders. Ginners should play the same role at seed cotton supply chain level.

> scalability of the initiatives: The assumption is that if the MAP’s intervention around supply chain management is successful, CODA can make the

A farmer in Makueni employing conservation agriculture practices as he weeds his cotton farm


15A farmer displays part of his cotton harvest

approach a policy so that the rest of the ginners abide by it. That way cotton farming becomes a better business for all the 44,000 cotton farmers countrywide.

> sustainability: If the supply chain management intervention works effectively for the ginner, higher utilization rates will be realized and thereby buttressing incentives to invest more in suppliers.

> Multiplier effect of the interventions: If farmer productivity/acre increases as a result of MAP’s intervention, farmers will require more labour for effective farm work and will therefore invest in more acreage for cotton farming hence employing more staff. If seed cotton supplies to the ginners increase and are managed properly then more jobs can be created at the gin and higher in the cotton value chain.

next steps for the Cotton sector in 2013Some of the key priorities for 2013 include:

> Strengthen the agent/sub agent networks established by Makueni and Kitui ginneries by placing emphasis on CA as a basis for reducing costs and increasing yields.

> Further strengthen supply chain management among ginners through the uptake of ICT based systems and by targeting trading intermediaries operating in the sector that are buying and bulking cotton, and outsourcing ginning services. Furthermore, new entrants into ginning will be sought.

> Supporting the roll out of CODA’s strategic plan with particular emphasis on developing an alternative dispute resolution mechanism, participatory approaches to licensing and price setting; and evidenced based advocacy.


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aquaculture sector: Mainstreaming the Commercialization of Fish farming in Kenya

HIGHlIGHTs foR 2012

> 8 lead hatcheries have been trained and are now producing and distributing quality monosex tilapia fingerlings to smallholders. Quality monosex populations contribute towards greater pond productivity.

> 2 firms (Kamiti and Kakamega fish farms) have been engaged in the pilot phase of MAP’s interventions.

Falling stocks in the lakes (especially Lake Victoria), increasing demand from a growing middle class, strong cultural norms around lake fishing and repeated failures to stimulate pond production are some of the challenges experienced in the aquaculture sector. A viability assessment carried out by MAP to determine the approach to take for the programme revealed that MAP should focus on commercial change agents that can integrate smallholders into known market opportunities.

Furthermore, it showed that there is growing domestic demand, with a current supply shortfall of 80,000 tonnes. Many of the market channels are disorganized, putting smallholders at a disadvantage when not working as part of a more structured outgrower/contracted production model. MAP initially aims to reach 10,500 smallholder pond managers, increasing their incomes by an average of 27% within 3 years. In 2012 MAP carried out the following activities in support of the aquaculture sector:

Improving out-grower supply chain management: In 2012 two firms were selected to participate in the pilot phase of MAP’s interventions. One, Kamiti Fish Farm, will be working with MAP to expand their network of smallholders under contract/outgrower models.

The other firm is the Kakamega fish farmers’ co-operative with over 2,000 fish farmers. The cooperative will be linked to Kamiti Fish Farm and other buyers.

Improving access to customer oriented aquaculture inputs. One key area of MAP engagement is the improvement of the uptake of monosex tilapia technology. A workshop involving key stakeholders who include hatcheries, farmers’ representatives, Universities, and Ministry Officials was held in 2012 to create awareness of Mono Sex technology. MAP also engaged University of Nairobi and Maseno University students to offer technical support to hatcheries as interns.

As part of its strategy to increase access to inputs, MAP has identified feed and fingerling change agents that will support smallholder producers. These are Kamiti and Joyfish fish farms. WIP has also been identified as a financial service provider to link lead firms to smallholders. MAP will facilitate development of strategies to link lead farms to certified fingerlings distributors. Each lead farm is expected to work with 10 fingerling distributors and each distributor is anticipated to have approximately 100 farmers in the coming year. Each farmer has two ponds on average and requires at least 1000 fingerlings for each cycle (7-months).

Improving the enabling environment: In 2012 MAP signed an MOU with the Ministry of Fisheries to identify and develop participatory mechanisms that address aquaculture policy and research gaps.


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next steps for the aquaculture sector in 2013MAP will continue to survey the landscape for potential leverage points and is currently investigating three potential firms that could provide the type of assured market on which smallholders could rely in making productivity investments cost effective. For 2013, therefore, the main focus will be:

> Development of better functioning fish markets for smallholders focusing on performance based supply chain management strategies and practices

> Improved access to inputs for smallholder fish pond managers including fingerlings, feed, and technical assistance

> Facilitate improvement of sector policy and regulations.

A major constraint for smallholders in tilapia aquaculture is excessive reproduction where sometimes up to 23% of the harvested biomass may consist of fingerlings. This means that the juveniles compete with their parents for food. Consequently this reduces specific growth rates, size and marketability of the final product. When well handled by professional firms, selective breeding results in superior mono sexed fingerlings, which are of superior size, colour, shape, and disease resistance, and have better Feed Conversion Ratio.

These gains will be added benefits to the smallholders in Kenya who will be assured of bigger sized fish (from an average of 150 to 300 grams) in a relatively shorter period of 6 – 8 months as opposed to the 12 months cycle currently being experienced. MAP aims to promote the farming of mono sexed tilapia for the smallholders, which will result in increased yields, shortened maturity cycles and consequently increased income

Monosex Tilapia Technology

A fish hatchery in Western Kenya


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Dairy sector: Supporting Smallholder Farmers to Participate in the Formal Milk Markets

In Kenya almost 80% of the milk currently produced is entering informal/unprocessed milk channels. It is clear that the majority of poor dairy farmers are not active in the formal market, so while MAP will engage formal entities to improve their efficiency and offer to suppliers it will also engage informal networks. Through its Dairy sector strategy MAP aims to reach an initial group of 34,000 dairy farmers, doubling existing yields and increasing overall household incomes by an average of 15%. In the longer term MAP expects that the impact of its strategy will be felt across Kenya’s wider population of over 1m dairy farmers. Through the course of 2012 MAP expanded its initial efforts to catalyse quality assured hay production and distribution and quality certified AI services, with efforts to facilitate improved retail strategies within firms and cooperatives offering the three lines of services (breed, feed, and veterinary services). Community agents were also identified to implement the agent network model where they can bulk input orders from the community and provide extension knowledge.

Interventions in dairy in 2012 were carried out under two main objectives:

Improving supply chain management strategies and structures: In 2012 MAP developed business and partnerships with lead partners in the programme. They include Ndumberi Co-operative and the Nyala Co-operative who were targeted for the production of hay, and Support Livestock Genetics Society East Africa (LGSEA) to develop a Code of Practice that sets out the key principles, procedures and standards to govern members of the Hay N’ Forage LLP set up by Ndumberi and Nyala cooperatives.

Improving breed, feed, and veterinary services: Partnerships were formulated with:

> Crop nutrition laboratory services – to support crop testing for the production of quality hay

> Claas Tractor - A commercial player, to develop and supply an alternative to current hay bailing equipment

> nestle - to provide technical and animal husbandry support to improve milk quality by developing dairy business hubs

> TetraPak - to work together with milk processors to improve the quality of raw milk

> sameer agriculture & livestock Kenya ltd - Identification of a partner to provide cold chain market growth -

> sITe enterprise Promotion - to promote employment opportunities and economic growth among small-scale producers, to facilitate milk quality improvement among small scale milk traders

In addition to the partners above, MAP has been in the process of identifying a partner to provide retail management software to manage sale processes for Hay, Artificial Insemination and Animal Health services.

observations and assumptions > scalability of the initiatives - there is an opportunity for co-operatives to target non-members to increase their returns and attractiveness. For instance, the sale of affordable commercial hay and other bundled services, such artificial insemination and inputs, are very attractive to farmers

> sustainability - in relation to the promotion of quality hay, the Ndumberi Dairy, through its chairman, saw the value of the hay and was willing to invest in this to ensure high returns. MAP supported some of the costs in the promotion, and after this success the Dairy cooperative is willing to do it on its own.

> access to services and product - Ndumberi Co-operative has satellite offices that provide services and products to its members. The effectiveness of this needs to be determined through additional research.


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next steps for the Dairy sector in 2013For 2013 dairy sector key priorities will include:

> Facilitate the expansion of improved management practices in dairy supply chains

> Promote the expansion of production, distribution and retailing of quality assured breed, feed, and vet services focusing on quality assurance, more appropriate pricing and proactive customer orientation mechanisms

> Support the formation of strategic alliances between diary hubs/processers, equipment manufacturers, retailers/services providers, financial service providers and radio stations

> Facilitate links between universities and dairy businesses (buyer and retailers).

Red Oat Grass (Themeda Trianda) was harvested from the leased land by the enterprise – about 1000 acres. This is better quality hay than the farmers previously bought. A spot check among farmers who used it claimed better response rates. Ndumberi dairy records also indicated better returns - 46% increment in quantity of milk supplied in September 2012 compared to same period 2011 (source; Ndumberi Dairy records )

“Previously commercial hay was the preserve of the well to do farmers, but the promotion has proved to other farmers that indeed with proper marketing such that quality hay is affordable, they too can benefit and increase their dairy productivity,” said Chairman Ndumberi Cooperative. The Hay and foliage enterprise is a joint initiative by the Ndumberi and Nyala Dairy Hubs.

Hay N Forage is already investigating opportunities to expand its production capacity. Other actors have seen the demand response and have talked with MAP about key factors of success.

Hay Production for Dairy Cows

Jane Muya, a dairy farmer in Ndumberi feed her cows on hay produced by the Hay N Forage enterprise


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bUIlDInG InsTITUTIonal CaPaCITY To faCIlITaTe PRo-PooR MaRKeT DeVeloPMenT

organisational Development of KMTBuilding the capacity needed to facilitate pro poor market development in Kenya- particularly in terms of ensuring the sustainability and scalability of donor investment in M4P approaches is an important goal for MAP. The organisational Development of KMT and capacity building of its implementing partners and collaborating market actors one are central to delivering this vision.

As the institutional home for delivery of the multi donor funded MAP, KMT’s organisational development plan responds directly to the requirements of Output 2 of the programme terms of reference which provide for “building the technical, organisational, system, governance,

communications and fiduciary management capacity of the local partner of MAP (Kenya Markets Trust) to act as a facilitator of market development across multiple market systems and as a strong manager of pooled funds.”

The 2012 OD plan of KMT was predicated on 3 main objectives:

1. Establishing the adsorptive capacity needed to implement MAP through targeted external recruitment and skills development of staff);

2. Building the confidence of programme funders that KMT has the appropriate operating structures and systems needed to manage the operation of the MAP pooled fund effectively and efficiently;

A section of KMT staff in a group photo


21

3. Developing a fresh identity and organisational culture for KMT and in doing so establishing KMT as an exciting place to work, capable of attracting the brightest and the best talent.

In 2012 KMT invested heavily in its human resources with 17 recruits joining as full time staff and interns. Further to this the recruitment process of the positions of Operations Director and Senior Manager were embarked upon. This has greatly enhanced the adsorptive capacity needed to implement the expanded MAP. Staff Development continued unabated in the form of: on the job training; mentoring by senior management and an international support team including the Springfield Centre (most recently joined by Board members themselves); and formal and vocational training.

Significant investment was made in strengthening KMT’s HR systems, policies and procedures. This investment was seen as essential to support staff through the large amount of change KMT has and continues to experience with the introduction of MAP, rebranding and the rapidly developing teams. The management team had identified some key issues to be addressed: clarity around roles and structure, effective performance management system, developing communication and the staff “voice”, and revised salary banding and reward structures. An HR consultant was hired to give momentum to empowering and embedding the performance based culture previously endorsed by the Board. To date the major outputs to her work have been:

> The establishment and ongoing operation of a staff HR committee which gives staff greater voice in management decision making.

> A stronger, more effective HR function described above. > A clearer organisational structure with a competency framework to support management and HR functions.

> A clearer career development and management support process for staff within KMT.

> A revised recruitment, induction and retention policy and process retention policies.

> A competency-based performance management system for 2012, with evaluations and supporting pay and performance incentives.

> Policy development and implementation

Building on the recommendations from the KPMG review conducted earlier in the year, KMT’s Finance Team have been working with staff to improve budgeting and forecasting skills. KMT has also upgraded its IT systems by procuring and internalizing Microsoft 365 Sharepoint architecture as the basis for improving knowledge sharing and communication within KMT will take place in early 2013. Two new members joined the Board this year and in November KMT opened its regional office supporting our operations in Western and Nyanza. KMT now largely

has the appropriate operating structures and systems needed to manage the operation of the MAP pooled fund effectively and efficiently.

KMT’s knowledge and results system was designed in 2012 to be compliant with the Donor Committee for Enterprise Development’s (DCED) Standard for Results Measurement in PSD programmes. It performs 3 key functions:

> Monitoring performance: to develop an understanding of the change processes within each of the MAP selected market systems and assess the programme’s contribution to that change. This will be shape management decision making and inform the strategic choices made by the KMT Board and programme funders;

> Evaluating impact: to generate credible and reliable evidence of results, demonstrate return on investment, and respond to donor reporting requirements;

> Lesson learning and knowledge sharing: to contribute to the growing evidence base of what works and what doesn’t when applying a market systems approach to private sector development.

MAP’s results framework is based on a programme log frame which sets out the high level outputs, outcomes and impacts expected from the programme reported earlier. The log frame was cascaded into sector level results chains, providing the results framework needed to guide and measure implementation of each of the MAP sector strategies. Each sector strategy was then broken down into intervention level results chains which provided a results framework to guide and measure each of the key components of each sector strategy. The sector and intervention level results chains are available on request from KMT’s knowledge and results team.

Capacity building of MaP PartnersMAP’s implementing partner SNV has started integrating M4P into its strategy for East and Southern Africa, and this is reflected in the fact that it has started sending staff to M4P training at the Springfield Center. After engaging with Technoserve Kenya, they have begun to invest in their own capacity to understand M4P by sending a representative from their Head Office to the Springfield training. The approach and how MAP is helping them to apply it in the dairy sector in Kenya is being studied by top management at Technoserve.

The Cotton Development Authority (Cotton Market System), Margos Enterprises (Input Supply Market System), Lake Victoria North and South Water Boards, Ndumberi and Nyala Cooperatives (Dairy Market System) have all changed their existing way of working in line with the programme’s approach.


22

WHaT(MIlesTones)

sTaTUs

sTRaTeGY- THe Means bY WHICH KMT WIll fUlfIll ITs VIsIon anD MIssIonOverall strategy Staff retreat to review strategic plan CompletedAnnual Business Plan 2013 Business Plan presented to Board for approval CompletedDonor engagement Strategic Donor Review Committee (SDRC) Operational CompletedPortfolio expansion and diversification

Portfolio management process defined and rolled out In Annual portfolio review

Completed

External relations Revised Influencing and Engagement Strategy Developed and operational

Completed (but to be revised in 2013)

Capacity development strategy

Strategy to drive staff capacity development operationalised

Completed

sKIlls- THe abIlITY of KMT To DesIGn, IMPleMenT, fUnD, MeasURe anD CoMMUnICaTe In RelaTIon To ITs CoRe bUsIness of MaRKeT sYsTeMs DeVeloPMenT

M4P concepts Ongoing mentoring, training and experiential learning in: > Understanding systemic change > Facilitation > Leverage > Momentum > Interconnected markets > Knowledge management & M &E > Competition and cooperation

Completed

M4P technical skills Ongoing mentoring, training and experiential learning in: > Facilitation skills and tactics > Sector Visioning > Leveraging competitive pressure > Understanding knowledge flows > Knowledge Management & ME

Completed

Management skills Ongoing mentoring, training and experiential learning in: > Market scanning > Project management and planning > Performance based management > Finance and Procurement > Participatory decision making > Building and managing partnerships with other organisations

Completed (project management & planning moved to 2013)

Communication skills Ongoing mentoring, training and experiential learning in: > Networking and brand positioning in markets > Networking and positioning of KMT and MAP

Completed

Peer to peer learning Establish peer to peer learning and sharing mechanisms including:

> Team based knowledge sharing platforms > Staff exchanges with other M4P programmes

Completed


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sTaff- THe HUMan ResoURCes KMT neeDs To oPeRaTe effeCTIVelY, InClUDInG boaRD MeMbeRs, ManaGeMenT, PRoGRaMMe anD baCK offICe sTaffBoard Recruitment Recruit additional Board members to respond to need for

greater strategic positioning and technical directionCompleted

2012 Staff Recruitment Needs

Complete recruitment for the following positions: > Deputy CEO (only if right candidate is found); > 2 Sector Managers > 1 Knowledge and Results Manager > 1 Communications and Research Manager > Any other needs that emerge

Completed (Operations Director will join in April 2013)

Advisory Support Recruit senior finance professional to mentor finance team.

Completed

Design and implement internship programme

Design and recruit initial cadre of Kenyan and international interns to improve adsorptive capacity and nurture new talent.

Completed (international internships system pending)

sYsTeMs- THe CoRe PRoCesses WHICH DRIVe HoW KMT oPeRaTes

Governance Policies Missing governance policies drafted (Anti Corruption/Conflict of Interest/Risk Management).

Completed

Business process review Review key KMT business processes in the wake of the KPMG due diligence report.

Completed

Financial Management Roll out budgeting tool to sector teams Internal Audit conducted on a regular basis Switch KRA Pin Number from the Trust to NG Secure tax exemptions for programme.

Completed (Internal auditing to commence 2013. Tax exemption status not yet secured)

Performance Management Mid year review meetings for individual staff against 2011 annual appraisal Completion of annual appraisal for 2012.

Completed

Procurement Revisions to procurement policy and supporting functions in wake of KPMG report.

Completed

IT Key business processes automated where appropriateWebsite upgraded.

Completed

sTRUCTURe- THe oRGanIsaTIonal sTRUCTURes WHICH esTablIsH aCCoUnTabIlITY anD KMT’s MeCHanIsMs foR DelIVeRInG ITs CoRe bUsIness

Board governance & legal registration

Complete legal registration of Market Development Trust and update roster of current Board members.

Completed

Organisational structure Review organisational structure in wake of findings of KPMG report.

Completed

CUlTURe- THe sHaReD ValUes, PRInCIPles anD sTanDaRDs THaT DRIVe HoW KMT WIll oPeRaTe

Participatory decision making

Staff Committee Established to promote staff voice in management decision making Monthly staff meetings, Quarterly knowledge team meetings to promote peer to peer learning.

Completed


24

InCReasInG aWaReness & InflUenCInG

KMT Portoflio Director Mike Field in a light moment with one of the KMT Partners; Fred Ogana of Technoserve


25

Kenya Markets Trust, together with Ecoventures International and Engineers Without Borders, took a lead role in training and making presentations at the 8th Regional Business Development Services (BDS) Conference in Mombasa from 3rd to 7th December 2012. The theme of the conference was Private Sector Driven Value Chain Development.

The conference was structured into two parts – the first two days was for training sessions attended by over 100 participants and the remaining three days for the conference with over 160 participants. Six staff from KMT led the training which focused on three main thematic areas, namely monitoring, evaluation and learning; media and communication; and input and output supply markets.

KMT has been mandated to hold follow up learning sessions in the thematic areas after the conference. The first learning session on media and communication will be held on 27th February 2013.

KMT participated in 8th Regional bDs Conference, Mombasa

KMT’s influencing agenda is reflected in Output 3 of the MAP programme design, which requires KMT to “raise awareness and understanding of the programme approach among influential stakeholders.” With the expanded funding to MAP in the last quarter of 2012, KMT began to craft a more ambitious interpretation of implementing this strategy which had previously been placed on the back burner. Two key thematic areas stand out:

> Raising awareness and understanding around the importance of markets as a transmission for achieving poverty reduction and inclusive growth; and

> Sharing lessons learned through application of the programme approach- helping a wider audience of practitioners access and understand evidence of what works and what doesn’t in application of the market systems approach.

A careful balance has been struck in formulating this agenda; KMT has not been preaching the our way of working from the pulpit, rather the focus and emphasis has been much more on helping influential decision makers and other key stakeholders to access evidence based information on the importance of markets as a transmission mechanism for poverty reduction. In doing so, KMT has been playing an honest broker role, supporting successes and lessons learned from the work we do. Three key audiences have emerged for KMT’s influencing agenda:

> Work through Government partners, and non-government stakeholders such as research institutions to support key centres of government decision making and policy formulation in generating evidence based policy around the role of markets and market actors in achieving poverty reduction;

> Working with the media to generate local interest and improve the quality of debate in making markets function more effectively and more inclusively;

> Sharing and disseminating lessons learned from our work with other donor programmes and implementing partners in order to strengthen communities of practice and improve the prospects for generating impact beyond our own work.

Initiating the learning agendaManaging and measuring for programme results is essential for proving the impact of MAP and its interventions. At the same time, however, understanding the process of change and generating evidence of what works and what doesn’t is equally important, both to provide plausible attribution

to the programme impact, but also to support a wider learning agenda that contributes to improving the quality and efficacy of wider development initiatives designed to make markets work better for the poor inside Kenya and beyond.

To this end KMT, through its Knowledge and Results Team, established a number of internal and external platforms designed to support the development of an effective learning agenda. They include:

Internally, KMT instituted team based knowledge sharing platforms to bring staff together to share knowledge and experience from implementations across the programme portfolio. These included learning lunch series, case study competitions Staff exchanges with other M4P programmes commenced in 2012 such as visits to retailing models in Zambia.

externally, The Knowledge, Learning and Practice (KLP) Group was initiated together with Micro Enterprises Support Programme Trust (MESPT) under the BDS Donor


26

Coordination Group (BDCG) umbrella. The KLP leveraged collaborative learning and innovation to improve market development interventions in Kenya and the broader East Africa region. The initiative brought together market and private sector development practitioners, private sector actors, academia and government institutions to explore the most effective ways to develop inclusive markets that deliver benefits for the consumers and producers at the base of the pyramid.

The learning within KLP has been organised into the following sub-groups:

> Monitoring and Evaluation for Market Systems Group > Inputs and Outputs Learning Group > Media and Information Flow Learning Group > Market Development for Arid and Semi-arid Areas (ASALs)

The first session, Media and Information Flow Learning Group, will be held in the first quarter of 2013.

MAP engaged with donors including USAID and SIDA in sharing learning, providing training, and technical assistance on improved practice in market development approaches. Specifically, MAP has provided technical assistance to USAID on its regional learning procurement to influence the strategy and tactics to be more in line with M4P thinking. MAP has also provided training and technical assistance to SIDA’s regional private sector officers. MAP has also been highlighted in an international DFID learning event to inform DFID PSD staff on the M4P approach.

establishing strategic Partnerships to Catalyse emergence of effective and Inclusive MarketsThe Competition Act of August 2011 brought into being the Competition Authority of Kenya whose remit includes regulation of: market structure (authorization of mergers); market conduct (unilateral and concerted practices); horizontal agreements and unwarranted concentrations of

economic power; and consumer protection. KMT and CAK explored opportunities for partnership, which will result in an MoU between the two in early 2013. The initial areas of collaboration that emerged relate to assisting CAK to conduct competition assessments in dairy, tea and maize subsectors. Furthermore, KMT agreed to complement the regulatory tools CAK have by helping them develop public complaints systems (consumer hotlines); random testing systems to generate public pressure on the perpetrators who supply poor quality; a push for quality guidelines where necessary eg a voluntary code of practice for retailers with certification process etc. These systems will be applicable to many of the industries that CAK seeks to regulate. The strengthening of the nascent CAK could be an important pillar in developing capacity within the market systems themselves to be solution seeking and adaptive to existing and future challenges.

An informal alliance has emerged between KMT and Bill & Melinda Gates Foundation at the end of 2012 around policy dialogue in seeds. The teams were in regular contact and KMT benefited from BMGF’s knowledge and international networks in seed market systems.

Understandably, there has been significant interest in the initial oil finds and their potential to support economic development in Kenya. However this interest is balanced by a number of important concerns including: transparency and good governance around management of this resource; equitable sharing of revenues and benefits of this resource; environmental pollution; fear of expropriation of land to allow further exploration; implications for Turkana County government and residents of Northern Kenya. Recognising the interconnectedness between the oil and gas discoveries in Turkana and MAP’s wider interest in working in Northern Kenya, KMT started to study how it could influence the policy process which will shape the development of the oil and gas sector in Kenya. An important area will be supporting evidence based decision making and establishing effective participatory policy processes. A key objective behind MAP’s engagement in the oil and gas policy process will be to ensure appropriate revenue allocation back to the communities from which these important natural resources are being extracted. This is a continuing area of study for KMT.


27

In 2012, KMT started to leverage the potential of media in strengthening information flows within market systems it had engaged. Rural radio became of particular interest because of their significant outreach to the target group of MAP. It quickly became apparent that there were systemic weaknesses in the business strategies of rural radio. Rural radio’s primary business strategy is to allow anyone with funds to buy airtime, almost as if renting their equipment. This strategy devalues their audience and providers no or limited quality control. As a result, the value and credibility of rural radio is less than what it should or could be. The few radio stations that do apply some quality control also tend to underprice their sponsorship opportunities leaving them dependent on donor subsidy. Given the importance of radio programming to address information

asymmetries in many of the sectors in which MAP is working, the programme identified the need to facilitate a shift away from pay to play and towards a listener oriented strategy common to more sophisticated radio markets. So far five radio stations have been identified that are keen to move forward with adjusting their business strategies. The radio stations have been clear they understood the issues with their current programming, but were not sure how to proceed. KMT has started to capacity build these radio stations to develop a trusted relationship with its audience by: understanding its listeners, providing quality control on content, understanding its clients/sponsors, and providing advocacy on behalf of its audience.

Jael Lieta, A presenter with Radio Nam Lolwe in Kisumu county in the studio. Radio Nam Lolwe is one of the stations that KMT is working with to transform its programming to become more listener oriented


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annUalfInanCIal RePoRT - 2012

Income During the financial year January to December 2012 KMT received a total of Kshs 176,300,958 as follows:• Kshs 69,166,106 (£508,294) from Department for International Development (DFID) • Kshs 16,812,221 (£125,000) from Gatsby Charitable Foundation (GCF) towards the USAID Development

Credit Authority (DCA) to help release USD 4million of loans by Kenyan banks for private water companies supported by the MAP programme.

• Kshs 22,109,807(£ 158,146) from Gatsby Charitable Foundation (GCF).• Kshs 68,212,824 (£497,904) from the Embassy of the Kingdom of Netherlands (EKN).

In addition a total of Kshs 35,310,427 (£257,675) was funded to the MAP project by DFID through Adam Smith International.

expenditure for the year (Kshs)

Personnel Costs 36,186,429.54

Governance 411,989.10

Staff Training and Development 3,764,985.42

Office Running 13,451,810.94

Communication 2,803,354.00

Travel 3,065,890.31

Equipment Purchases 12,437,532.68

Outside Services 1,905,304.36

Vehicle Operations 3,489,478.99

Management Fee 8,233,091.00

ToTal oPeRaTInG CosTs 85,749,866.34

PRoGRaMMe CosTs

Aquaculture 10,907,732.54

Cotton & Input supply 38,911,292.32

Dairy 7,463,454.31

Liverstock 822,555.02

Water 13,337,368.63

Portfolio Expansion 16,810,120.00

ToTal PRoGRaMMe CosTs 88,252,522.82

GRanD ToTal 174,002,389.16


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PaRTneRs anD DonoRs In MaP

Implementing Partnersadam smith International: ASI is the institutional partner to KMT offering technical support. It is a leading international advisory firm that works to help reform and improve economies and institutions. ASI is at the forefront of the fields in which they work and have an outstanding reputation for delivering results, even in very challenging situations.

snV Kenya: Facilitates activities in the water sector with KMT. SNV started work in Kenya in 1967. Aligned with the Government of Kenya’s Vision 2030, SNV focuses on the agriculture, water, sanitation and hygiene, and the renewable energy sectors. Within these thematic areas they provide advisory services, promote the development and brokering of knowledge, and support policy dialogue at national level

Technoserve: Implements the dairy sector activities in MAP. Technoserve helps entrepreneurial men and women in the developing world capitalize on business opportunities that create jobs and income for poor people.

fit Resources: Supports the monitoring and evaluation function of KMT. FIT Resources LTD (FIT) is a Kenyan based development agency promoting growth of Small and Medium Enterprises (SMEs) in the region by supporting Business Development Service (BDS) providers. Their mission is to provide knowledge, skills, and inspiration for the improvement of SME.

Donors


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KMT’s board of Directors and staffKMT is governed by a Board of Directors made up of:

• William Lay (Chairperson)• Katanu Mwosa• Kevit Desai• David Knopp• Robin K. George• Lisa Karanja• Nyokabi Njuguna

KMT staff1. Mr. Mehrdad Ehsani - Chief Executive Officer2. Mr. Clement Tulezi - Portfolio Outreach Manager3. Mr. Richard Carter - Finance Director4. Ms. Mary Ngugi - Finance Manager5. Mr. Peter Odhiambo - Finance Officer6. Ms. Hilda Kaaria - Procurement Manager7. Ms. Judy Kinya - HR Officer8. Mr. John Musembi - Driver9. Mr. Christopher Kinyua - Driver10. Mr. Daniel Keverenge - Driver11. Mr. Zacharia Momanyi - Staff Assistant12. Mr. James Fondo - System Administrator13. Mr. Mike Field - Portfolio Director14. Mr. Richard Waddington - Knowledge and Results Director15. Mr. Francis Muema - Portfolio Manager16. Ms. Judy Odongo - Knowledge and Results Manager (seconded from Fit Resources)17. Mr. Hanningtone Isiaho - Knowledge and Results Manager (seconded from Fit Resources)18. Ms. Geraldine Lukania - Knowledge and Results Manager19. Ms. Susan Maina - Portfolio Manager20. Ms. Linet Atieno - Communications & Learning Manager21. Ms. Peter Mbiyu - Portfolio Manager22. Ms. Emma Odundo - Regional Manager23. Ms. Bertha Babu - Marketing Specialist24. Ms. Brenda Litunya - Administrator/Receptionist25. Ms. Mirriam Mulei - Intern 26. Ms. Violet Omenyo - Intern27. Ms. Rachel Muthoni - Intern28. Mr. Thomas Obiero Omondi - Intern (Kisumu)29. Mr. Bonface Alkamoi - Intern (Kisumu)30. Mr. Daniel Kisengese - Intern (Makueni)31. Mr. Daniel Mativo - Intern (Kitui)

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Farmers practice conservation agriculture at a cotton farm in makueni County

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a small holder farmer consults a staff from Magos Enterprises on inputs during a promotional event in Akala market

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A staff member of Brookside Dairies weighs milk at a collection and chilling plant in Kiambu county

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Tiwari Chiranjibi (right) a staff from SNV Kenya (our partner implementing activities in the water sector) speaks to stakeholders from the Water Sector

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Mehrdad Ehsani, CEO Kenya Markets Trust, speaks during a BDS Conference in Mombasa in December

THE KENYA MARKETS TRUST14 Riverside, Cavendish Block,3rd Floor, Suite BP. O. Box 44817, 00100 GPONairobi, KenyaTel: +254 020 444 5825, 444 5830, 444 5847Cell: 0722 201 233, 0735 337 661Email: [email protected]

%HWWHU0DU NHWV %HWWHUOLYHV · 2013. 10. 11. · LGSEA Livestock Genetics Society East Africa LLP Limited Liability Partnership MAP Market Assistance Programme MESPT ... > A more ambitious

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