Animal Production Society of Kenya

Secretariat: Department of Livestock Production, Hill Plaza Building

P.O. Box 34188 NAIROBI, KENYA
Email address: apskkenya@gmail.com; website: www.apsk.or.ke

Strategic Plan: 2010 - 2012

September 2009

1
Table of Contents

Abbreviations .......................................................................................................... 3
Executive summary ................................................................................................. 4
Acknowledgements .................................................................................................. 4
1.0. INTRODUCTION ............................................................................................ 6
2.0. SITUATION ANALYSIS ................................................................................. 8
Policies and Strategies ........................................................................................... 8
Achievements and Challenges ............................................................................... 8
Challenges ............................................................................................................. 8
2.1. SWOT ANALYSIS ........................................................................................... 9
SWOT Listings ...................................................................................................... 9
2.1.1 Implications .................................................................................................11
Immediately .........................................................................................................11
Medium term ........................................................................................................11
Long term .............................................................................................................11
3.0. THE VISION, MISSION & CORE VALUES ................................................12
3.1. Strategic Vision .............................................................................................12
3.2. Mission Statement .........................................................................................12
3.3. Core Values ...............................................................................................12
3.4. Strategic Objectives ...................................................................................12
4.0. KEY RESULT AREAS ...................................................................................13
4.1. Information Sharing, Management and Communication .............................13
4.2. Contribution to Policy, Legal and Regulatory Environment ........................13
4.3. Professional Recognition, Motivation and Welfare Members......................14
4.4. Collaboration and Partnerships ...................................................................14
4.5. Professional Development of Members and Capacity Building of Stakeholders
.............................................................................................................................15
4.6. Administrative Support..............................................................................15
5.0. IMPLEMENTATION FRAMEWORK ..........................................................16
5.1. Institutional Framework for Strategy Implementation ................................23
5.2. Resource Mobilization...............................................................................23
Appendix 1: Current APSK organization structure .............................................24
Appendix 2: Proposed APSK Structure ................................................................25

2
Abbreviations

AAAP African Association of Animal Production.

EAAPS East African Animal Production Society.

APSK Animal Production Society of Kenya.

ASDS Agriculture Sector Development Strategy.

CAADP Comprehensive African Agricultural Development Programme.

KALT Kenya Association of Livestock Technicians.

KEPAWE Kenya Professional Women in Agriculture and Environment.

KESAP Kenya Society of Agricultural Professionals.

KVA Kenya Veterinary Association.

NASEP National Agriculture Sector Extension Policy.

NLP National Livestock Policy.

MDG Millennium Development Goals.

SPS Sanitary and Phytosanitary.

TBT Technical barriers to trade

3
EXECUTIVE SUMMARY

The livestock sector contributes 50% to the gross domestic product (GDP) in Kenya.
It supplies the domestic requirements of livestock and livestock products and accounts
for 30% of the total marketed agricultural products. Future improvement of the
performance of the livestock development sector dependent on continual availability
of a highly skilled human resource that will provide services at all levels of the value
chain. The Animal Production Society of Kenya (APSK) is a professional body which
was registered in 1968 and has a current membership of 200. It is the platform of
choice for researchers, extension agents, farmers, processors, livestock traders and
other agents to share information and/or technologies and set research priorities in
animal science and natural resource management. Its membership is drawn from
Government Ministries, Research institutions, Universities and the private sector. It is
affiliated to the World Association of Animal Production (WAAP) and collaborates
with Tanzanian and Ugandan Animal Production societies. The challenges facing
APSK include low capital base, inadequate constitution, weak data base and
information management; weak lobbying function, inconsistent parent institutions
support and changes in the national and global economic trends. These challenges can
be surmounted through long range planning.

This three-year (2010-2012) APSK Strategic Plan identifies six (6) key result areas to
enable the society to deliver on its mandate: information sharing, management and
communication; policy, legal and regulatory environment; professional recognition,
motivation and welfare; collaboration and partnerships; professional development;
and administrative support function. A detailed implementation matrix is provided
and details activities for immediate, medium and long-term action.

4
Acknowledgements

The Animal Production Society of Kenya wishes to thank the listed persons for their
various contributions in the preparation of this strategic plan. Special thanks go to
Julius Kiptarus and Ephraim Musikira, Directors of Livestock Production Department
and the Kenya Agricultural Research Institute respectively; for their technical,
financial and logistical support. We wish to thank Joel Leposo, for moderating the
exercise, members of executive committee led by the Chairman Vincent Githinji,
Secretary General Jack Ouda, Organising secretary Samuel Mbuku, Treasurer –
Bernadette Ouma, Judy Gachora and Sunya Orre Gender and Pastoralist
Representatives respectively.

5
1.0. INTRODUCTION

The National Livestock Policy indicates that there is need to ensure that all
professionals serving in the livestock sub-sector become members of organizations
relevant to their discipline. It proposes that the government sets up the necessary
mechanisms to support professional associations in advancing their stipulated
professional mandates. This would lead to attainment of the ideals of Kenya Vision
2030.

The Vision has identified Agriculture as an important vehicle in the realisation of its
objectives. This is further expounded in the Agricultural Sector Development Strategy
(ASDS), where the key pillars for the development of the Agricultural sector have
been identified for fast-track implementation to realize the expected economic growth
rates. The sector will contribute significantly in transformation of the country into “a
newly-industrialized, middle income country providing a high quality of life to all its
citizens in a clean and secure environment”.

The livestock sector contributes 50% of the agricultural gross domestic product
(GDP) in Kenya. It supplies the domestic requirements of meat, milk and dairy
products, and other livestock by-products; while accounting for about 30% of the total
marketed agricultural products. The Sector earns the country substantial foreign
exchange through export of live animals, hides and skins; dairy products and
processed pork products. It employs about 50% of the country’s agricultural sector
labour-force and contributes substantial earnings to households, and provides raw
material for agro-industries.

One of the main drivers of livestock development is skilled human resource that
provides services at all levels of the livestock value chain. These services include
research, extension, training and agribusiness. The livestock industry is dynamic and
requires constant updates in technology and approaches, and hence the need to
harness the potential of the professional resource to achieve the desired growth.

6
Technology acquisition and dissemination are roles that can effectively be carried out
by a vibrant professional society.

The Animal Production Society of Kenya (APSK) is a professional organisation with

a current membership of 200. It was registered in 1968, as a Branch of the East African
Animal Production Society (EAAPS). The membership is drawn from government
ministries, research institutions, universities and the private sector.

The APSK contributes to knowledge and information sharing; research priority setting
in animal sciences and natural resource management.

The objectives of the Society are to;

i. provide a common forum for research workers, agricultural trainers, extension
officers, farmers, processors, livestock traders and other market agents for the
exchange of ideas;
ii. encourage the practical application of research findings and generally
disseminate knowledge in the field of animal production;
iii. assist its members in self development in their profession especially with
respect to project proposals and linkages with relevant organisations;
iv. liaise with individuals and kindred Societies in Eastern Africa including those
in the fields of agriculture, wildlife, fisheries and other relevant fields;
v. liaise and/or affiliate with kindred organisations in and outside Kenya in
particular; with the Regional and African Association of Animal Production
(AAAP) and the World Association of Animal Production (WAAP).

7
2.0. SITUATION ANALYSIS

The situation analysis focuses on existing policies and strategies; achievements of

APSK to date, its strengths and weaknesses, opportunities and threats.

Policies and Strategies

This strategic plan was developed in the context of national policies and strategies
such as Vision 2030, ASDS, National Livestock Policy (NLP) and international
commitments such as Millennium Development Goals (MDGs) and Comprehensive
African Agricultural Development Programme (CAADP). The goals stated by these
policies and commitments cannot be attained without a robust livestock industry.

At the forefront of technology acquisition and sharing is APSK. It is continually re-

positioning itself to provide a focal point of excellence in professionalism and
research in livestock, in an endeavour to address food security, employment and
wealth creation.

Achievements and Challenges

During its existence, APSK has held National symposiums annually for the members
to share knowledge in the field of animal production and natural resource
management and to identify knowledge gaps for the sector. The conference
proceedings and field days, serve a key role in technologies dissemination.

The APSK is affiliated to WAAP which has helped it to access global information in
the livestock industry. In addition, the society participates in regional conferences
including collaborative symposiums with Tanzanian and Ugandan Societies of
Animal Production.

Challenges
The main challenges affecting the performance of APSK are; i) low capital base ii)
inadequate constitution, iii) weak database and information management, iv) weak
lobbying function, v) inconsistent parent institution support and vi) fluctuation in
national and global economic trends.

8
2.1. SWOT ANALYSIS

To size up APSK’s resource capabilities, its opportunities and the external threats to its future well –being, the analysis of strengths, weaknesses,
opportunities and threats (SWOT) tool was used. The SWOT analysis provided the basis for crafting a strategy that captured the society’s best
opportunities, and defense against the threats to its well being.

The two most important parts of the SWOT analysis were to draw implications from the SWOT listings about the APSK overall situation; to act
on the implications and match APSK strategy to its resource strength and opportunities. The strategy will serve to correct the important
weaknesses and to defend against external threats. The final step of the SWOT analysis was to translate the diagnosis of APSK situation into
actions for improving its strategy and business prospects as shown in the listings below.

SWOT Listings

Internal environment

____________________________________________________________________________________________________________________

Strengths Weaknesses

 A reputable body of animal production professionals  Not registered as a professional body

 Highly qualified members.  Weak institutional management and operational
 Existence of skills to generate knowledge and technologies procedures.
 Linkages with professional bodies (WAAP, AAAP, TSAP).  Weak marketing strategy.
 Diversity of competencies (multi-disciplinary).  Low capital base.
 Wide distribution and dynamic membership recruitment.  Inadequate constitution.
 Weak database and information management.
 Weak lobbying function.

9
External environment
____________________________________________________________________________________________________________________

Opportunities Threats/Constraints

 Favourable policy environment(vision 2030,NASEP, NLP)
 Demand for consultancy services.
 Good will from stakeholder institutions.
 Linkages to regional and international societies.
 Emerging markets (international and regional).
 Environment and climate change.
 Growth in livestock agribusiness.
 Existence of international frameworks (SPS,TBT)
 Existence of parliamentary sub-committee on agriculture
 High demand for livestock services.
 Competition from other related professional bodies
 Lack of legal entrenchment
 Infiltration of quacks in livestock industry
 Inconsistent parent institutional support
 Fluctuation in national and global economic trends
 Brain drain

10
2.1.1 Implications

There are many opportunities that exist for the society to deliver on its objectives. However,
there are issues that require attention in the immediate, medium and long –term; for the
society’s full potential to be realized.

Immediately

 Review of the constitution

 Establishment of a database and information management system
 Resource mobilization
 engage parliamentary sub-committee on agriculture on related matters
 Propose intervention on climate change, bio-fuel production, irrigated agriculture and
food security and nutrition.

Medium term

 Develop marketing and communication strategy

 Strengthening the lobbying function
 Register the society as a professional body
 Strengthen institutional management and streamline operation procedures

Long term

 Bid for select consultancies

 Strengthen regional and international collaboration and partnership
 To establish a regulatory function

Given the opportunities and challenges posed by national and global and arena, there is need
for a strategic plan for APSK to improve its effectiveness and efficiency. The Strategic Plan
aims at poisoning APSK as a key driver in facilitating livestock sector to achieve its goals as
envisioned in government blue prints and global arena.

11
3.0. THE VISION, MISSION & CORE VALUES

3.1. Strategic Vision

The APSK envisions ‘to be the lead professional society for sustainable livestock
development, food security and wealth creation’

3.2. Mission Statement

The mission is ‘to facilitate livestock production professionals and stakeholders in

acquiring and utilizing cutting edge knowledge and technologies for sustainable
livestock development, food security and wealth creation’

3.3. Core Values

The society shall be guided by the following core values in the pursuit of its goal and
objectives;

1. Professionalism,
2. Innovativeness,
3. Integrity,
4. Commitment,
5. Excellence,
6. Team work.

3.4. Strategic Objectives

To realize the strategic vision of the society, the following strategic objectives will be
pursued:

i. facilitate information acquisition, sharing and management,

ii. contribute to improved policy, legal and regulatory environment,
iii. facilitate professional recognition, motivation and welfare of Members,
iv. improve partnership among professionals and other industry players,
v. facilitate professional development of members and capacity building of
stakeholders, and
vi. strengthen the society’s administrative and support functions.

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4.0. KEY RESULT AREAS

The APSK will contribute to livestock production, health, marketing, value addition
and policy formulation for sustainable livestock development through the following
key result areas:-

4.1. Information Sharing, Management and Communication

The revolution in information and communication technologies, presents a new

opportunity for APSK to bring together scientific knowledge and technology in the
field of animal science and natural resource management for the development of the
livestock industry.

Currently, the society does not have a communication and information management
system. As a result, the members mainly share information and knowledge during the
symposiums and conference. There is limited information sharing between
symposiums.

The APSK will strive to enhance measures to acquire information, organize, store and
facilitate access to its members and clients.

In order to enhance information access, sharing, management and communication the

society will;

i. Develop institutional information technology infrastructure and information

systems
ii. Establish database
iii. Improve information sharing and dissemination through journal publication,
website, pamphlets
iv. Hold annual symposiums, regional and international conferences

4.2. Contribution to Policy, Legal and Regulatory Environment

The globalization, climate change and other emerging issues provide a challenge for
the policy makers and scientists to cope with the knowledge demands from the
stakeholders. In addition, the Agricultural Sector Development Strategy (ASDS) has
identified transformation from subsistence agriculture to a commercial and profitable
business enterprise as one way of creating wealth and employment. These challenges
have direct bearing on the development of the livestock sector. APSK will therefore,
play a key role in the evolution of the legal and policy environment for the livestock
sector.

13
In order to enhance contribution to policy, legal and regulatory environment the
society will;

i. participate in policy formulation and advocacy

ii. provide expert service in the livestock industry and natural resource
management
iii. advise the government on cutting edge issues in the livestock industry
iv. review relevant international policy documents and government blue prints for
positioning and advising the stakeholders

4.3. Professional Recognition, Motivation and Welfare Members

The APSK is not registered as a professional body. The society is not therefore
recognized as a professional body. This has to some extent, hampered the visibility
and self-image of the society. Furthermore, the society has played minimal role in
motivating its members or influencing employing bodies in putting motivation
measures.

Membership is drawn from very wide background with no clear criteria for
recruitment and there are no clear guidelines on benefits and sanctions based on the
level of participation in society activities.

In order to enhance motivation and members’ welfare, the society will;

i. Review the constitution to provide for sanctions and rewards, define

qualification for membership among others
ii. pursue legal registration as professional body
iii. develop mechanisms for increased motivation and welfare of members

4.4. Collaboration and Partnerships

There is great diversity of professionals in the animal production field drawn from
public sector, research system, industry, training institutions and in non governmental
organizations.

There are also a number of societies that APSK has converging interests like the
KVA, KESAP, KALT and KEPAWAE among others.

At the regional and international level there are similar professional bodies that can
provide useful linkages in terms of information and technology sharing. These include
Tanzanian, Ugandan, Ethiopian and South African societies of Animal Production.
APSK is a member of the WAAP as well as the AAAP.

It has been difficult to get a forum for all these professionals and industry players to
interact and exchange ideas, and synergize the technical knowhow in order to
contribute to a sustainable livestock sub-sector.

To enable enhanced sharing of information and to avoid conflicts and overlaps the
following actions should be undertaken;

14
 i. Participate in joint activities such as field days, symposia and conferences
ii. Develop memoranda of understanding
iii. Involve industry players in field days, symposia, advertisement and
exhibitions
iv. Broaden representation of industry players and other stakeholders in the
Executive Committee
v. Participating in regional and international fora
vi. Plan and bid to hold a regional or international conference

4.5. Professional Development of Members and Capacity Building of Stakeholders

The animal production field is quite dynamic and therefore the need for constant up-
dating on new skills, information and technologies. Some of the capacity building
needs include proposal writing, writing scientific papers, advances in technology,
local and international regulatory regime among others. There is need to ensure
continued capacity building of members as well as other stakeholders through:-
i. targeted trainings,
ii. production of leaflets and
iii. posting new information on APSK website

4.6. Administrative Support

APSK has been operating from offices offered by Directors of Livestock Production
and KARI. It does not have communication or office facilities. It does not have
secretariat staff to carry out and implement executive decisions
The constitution allows for the creation of branches but there have been challenges of
establishment and maintenance of branch networks at regional and institutional levels.

The main challenge has been financial sustainability to ensure smooth running of the
society’s affairs.
In order to strengthen the administrative and support function of APSK at national and
branch level the following activities will be undertaken:-
i. Developing a marketing and communication strategy
ii. Developing resource mobilization mechanism
iii. Establishment of branch network
iv. Setting up of secretariat

15
5.0. IMPLEMENTATION FRAMEWORK

The society has identified six key result areas to deliver its mandate as summarized in Table 5.1. The Table details the main activities to be
undertaken during the three year strategic plan period.

16
Table 5.1: Implementation Framework

Narrative summary Objectively Verifiable Indicators Responsible Time frame Total Cost Source of
funds
Goal

To contribute to sustainable
livestock development, food
security and wealth creation’
Development objective:
To improve professionalism, skills  Professionalism, skills and
and innovativeness of livestock innovativeness in the livestock
industry players industry improved.
 Existence of reliable database APSK Executive By Dec 2012
Purpose committee

Access to cutting edge knowledge

and technologies for sustainable of
livestock development enhanced

Outputs/Results
 Functional information and EC Jan 2010-Dec
1.Information sharing, communication system in place 2012
management and communication
 Evident contribution of APSK to
2.Contribution to policy, legal and policy and legal instruments
regulatory environment
 Elevated visibility and status of

17
3.Professional recognition, APSK
motivation and welfare of
members
 increase in joint ventures
4.Enhanced partnerships among
professionals and other industry
players
 Professional growth and
5. Professional development of improved skills
members and capacity building of
stakeholders
 Functional institutional setup at
6.Administrative and support all levels
function

Main Activities

1.1. Develop institutional  No. of computers and Chairman Feb 2010- Oct 500,000/= APSK
information technology accessories 2012 MOLD
infrastructure and information  No and type of soft wares KARI
systems  No of persons using the system Universities
 Internet and telephone Development
connectivity partners
1.2. Establish database  Existence of database
 Members profile in database General Secretary Dec 2009- 50,000/= APSK
Oct 2012 MOLD
KARI
Universities

18
 Development
partners
1.3 Hold/ participate in  No. of symposia/workshops and
symposia/workshops, conference hosted/attended Organising and 2010-2012 4,000,000/= APSK
regional and international publicity MOLD
conference Secretary KARI
Universities
Development
partners
1.4 Improve information  No of proceedings, General Jan 2010-dec 200,000/= APSK
sharing and dissemination pamphlets, journal articles Secretary/ 2012 MOLD
(journal publication, published Organising KARI
website, pamphlets ) Secretary Universities
Development
partners
 Functional website in place Chairman 200,000/=
2.1.Participate in policy  No of policy formulation Chairman Jan 2010-dec 300,000/= APSK
formulation and advocacy processes involved 2012 MOLD
 No of advocacy meetings and KARI
communiqués Universities
Development
partners
2.2 Provide expert service in the  No of consultancy conducted EC Jan 2010-dec nil
livestock industry and natural 2012
resource management

2.3 Advise the government on  No of position papers generated EC Jan 2010-dec 1,000,000/= APSK
cutting edge issues in the livestock 2012 MOLD
industry KARI

19
 Universities
Development
partners
2.4 Review relevant international  No of documents reviewed EC Jan 2010-dec 50,000/= APSK
policy documents and  No of advisory packages done 2012 MOLD
government blue prints for KARI
positioning and advising the Universities
stakeholders Development
partners
3.1 Review the constitution to  Constitution reviewed EC By March 500,000/= APSK
provide for sanctions and 2010 MOLD
rewards, define qualification KARI
for membership among others Universities
Development
partners
3.2 Pursue legal  Enactment of professional bill EC By Dec 2011 2,000,000/= APSK
registration as MOLD
professional body KARI
Universities
Development
partners
3.3 Develop and  Mechanism in place( feedback EC By March 300,000/= APSK
institutionalize loops 2010 MOLD
mechanisms for  No of people rewarded KARI
increased motivation Universities
and welfare of Development
members partners
3.3.1 Address welfares  Mechanism in place( feedback -do- --do- -do-
issues through loops

20
 active lobbying  No of people rewarded

3.3.2 Create feed back  Mechanism in place( feedback -do- -do- -do-
mechanisms for loops
receiving welfare  No of people rewarded
issues
4.1 Participate in joint  No of joint activities conducted Organising Jan 2010- Dec 300,000/= APSK
activities such as field Secretary 2012 MOLD
days, symposia and KARI
conferences Universities
Development
partners
4 Develop memoranda of  No of memoranda developed EC Jan 2010- Dec 150,000/= APSK
understanding with relevant 2012
organisations
Organising Jan 2010- Dec 100,000/= APSK
4.3 Involve industry  No of industry players involved Secretary 2012
players in field days,
symposia, advertisement
and exhibitions
4.4 Plan and bid to hold a  International conference bided EC By 2011 2,000,000/= APSK
regional or MOLD
international KARI
conference Universities
Development
partners
5.1 Conducting targeted  No of trainings held Organising Jan 2010- Dec 1,500,000/= APSK
training  No of persons trained Secretary 2012 MOLD
 Curriculum developed KARI

21
 Universities
Development
partners
5.2 Posting new  Website content Organising Jan 2010- Dec 200,000/= APSK
information on APSK  No of visits to website Secretary 2012 KARI
website MOLD
6.1 Developing a  Marketing and communication EC By June 2010 100,000/= APSK
marketing and strategy developed
communication strategy
6.2 Developing resource  Resources mobilized EC Jan 2010- Dec 60,000/= APSK
mobilization  No of funding sources 2012
mechanism
 No of active branches EC Jan 2010- Dec 500,000/= APSK
6.3 Establishment of 2012 MOLD
branch network KARI
Universities
Development
partners
6.4 Setting up of secretariat  Functional secretariat EC Jan 2010- Dec 6,000,000/= APSK
2012 MOLD
KARI
Universities
Development
partners
Total 20,010,000

22
5.1. Institutional Framework for Strategy Implementation

In order to operationalize the strategy, changes in the institutional framework and

roles and responsibilities will be reviewed.

Specifically the constitution will be reviewed to make it responsive to the new

changes. Roles and responsibilities will be redefined, secretariat established and
regional and institutional branch networks revitalized. In addition, the executive shall
be reorganised to have representatives from universities, research systems and
ministry responsible for livestock development and private sector/NGOs (refer to
Appendix 1 & 2).

The fast track areas of the strategy are;

i. Review of the constitution

ii. Establishment of a database and information management system –
website development
iii. Resource mobilization
iv. Develop marketing and communication strategy
v. Strengthening the lobbying function
vi. Strengthen regional and international collaboration and partnership

5.2. Resource Mobilization

To achieve the objectives outlined in this strategic plan substantial resource will be
required. The society will therefore expand its resource base through member
subscription, grants, exhibition charges, sale of publications, commissions from
consultancies and training.

23
APPENDIX 1: CURRENT APSK ORGANIZATION STRUCTURE

PATRON

AGM

Gender V. Secretary Organisin Chairma Treasurer WAAP NGO Pastoralis Trustees

Represent chairman General g n representa representa t
ative secretary tive tive representa
tive

Regional
Branches

Institution
al
Branches

24
APPENDIX 2: PROPOSED APSK STRUCTURE

Patron

AGM

Trustees Chairman

Secretariat Vice chairman

Regional and institutional branches

Secretary General

Organising secretary

Treasurer

Ministry representative
University rep

Research representative

NGO/Private Sector Representative

WAAP Representative

25