Vision: Making Murang’a County the preferred county for high quality and commercially competitive French beans products in the world.

Objective of Value Chain improvement
The main objective of the French Beans Action Plan is to ensure that the county becomes the preferred source for high quality and commercially competitive French beans products through sustainable quality improvement in the production and value addition of the beans.

Strategic Action Plan for French Beans Value Chain
The Strategic Action Plan for FB/SP Value Chain was a tool that plotted out far-reaching activities to be planned for and implemented for the next three years (2014 – 2017) specifically to address issues of FB value chain in Murang’a County. Effectively the VC actors and stakeholders needed to collaborate, learn through sharing experiences and adopting best practices to achieve the desired outputs in Strategic FB/SP Action Plan.

Specifically the Plan aimed to:

• Strengthen institutional framework for then French Beans Value Chain operations.
• Mainstream Gender and Social Inclusion in the French Beans Value Chain;
• Develop capacity of the French Beans Value Chain actors and introduce appropriate new technologies for the VC.
• Facilitate the development of PACK HOUSES for quality assurance measures through value adding.
• Support the establishment of quality inputs supply mechanisms and a quality production monitoring system.

To achieve the mentioned targets some Key thematic areas of the French beans VC were identified as follows:
1. Quality Inputs and the quality control regulations
2. French Beans marketing groupings, regulations and market information
3. Farmers’ knowledge and skills in horticultural production(French beans)
4. Infrastructure challenges (Pack Houses and all weather roads).
5. Gender inclusion and participation particularly women and youth.

French Beans Value Chain –Murang’a Success Story

Previous status
a) Pesticide abuses and non – conformity to MRLs
b) Price stagnation despite increase in cost production
c) French beans marketing value chain actors were not well organized
d) Linkages between the value chain actors to markets were weak
e) Poor marketing information and market limitations
f) Pests and diseases
g) Infrastructure challenges (Poor access roads and lack of post-harvest handling and processing facilities)
h) High cost of attaining and maintaining accredited international export standards (I.e. Global GAP
i) Limited access to financial services

Current status
j) Farmers sensitized on MRLs and rejections over the same so far
k) Prices improved from KES 30 to 60 per kilo.
l) French beans marketing value chain organized into 45 group.
m) Linkages between the value chain actors to markets were strengthened – (Kieni Gathugu, Thikamu, Kamahuha,Kirimiri, Kenol horticulture farmers and Unasi farmers linked to Kenya Fresh Company for export market; Gakaki, Gacharu, and Githunguri linked to Meru green for canning industry).Other companies doing business in Murang’a are Everest, Frigoken, KHE, vegpro.
n) Linkges has brought in market information
o) Pests and diseases. Producers have been capacity built on pests and diseases through Global GAP
p) Infrastructure challenges (Poor access roads and lack of post-harvest handling and processing facilities). Access roads have been improved by the County government.
q) High cost of attaining and maintaining accredited international export standards (I.e. Global GAP). Producers have sensitized on Global GAP standards.
r) Actors have linked to financial institutions

Interventions and activities undertaken under ASDSP
a) 45 agro-producer groups, 3 Agro dealer, 3 marketers, 2 financiers identified and French bean VCP has been formed.
b) 33 Training of trainers (ToTs) trained on global GAP standards for 3 days.
c) Training of the 20 agro-producer groups on Global GAP reaching 746 members.
d) 15 TOTs trained as Internal Auditors/Inspectors to inspect and carry out internal audits on compliance by the groups.
e) Market survey was conducted and linkages established.
f) 4 days training of trainer’s workshop on Quality Management System and Record Keeping for Auditors and Inspectors.
g) The 19 trainees(14M:5W)were taken through a Global GAP version 5 QMS aimed at setting standards for all actors in the French Beans Value Chain and by extension all horticultural produce.
h) 10 French Beans Production Risks assessment carried out for producer groups.
i) 2 days Climate Smart Agriculture training
j) 21Value Chain Actors Business plans TOT Trained
k) 5 Days Sprayer Service Providers (SSP) Training for 19 youth.
l) 4 PSPs and Advisories done for French beans producers since 2013
m) Sensitization on Lobbying and Advocacy for 18 producer groups.
n) A benchmarking tour and sensitization meeting on collaboration between agro producers, financiers, Agro dealers and traders

Interventions and activities undertaken
County Government
1. Establishment of model Global gap infrastructure in Kieni Gathugu and Kimakia Ngaragu Irrigation Water Projects
These infrastructures include Grading Shade, Chemical store, Toilet, Bathroom, Fertilizer store among others. They are complete except the Charcoal cooler whose walls are yet to be filled with charcoal. Each of the implementing groups has a set of the structures.
2. Quality management Systems (QMS)
• A Consultant was engaged to spearhead rolling out and implementation of QMS. In addition, required sets of record were designed. Personnel who ensured the records are correct and updated were in place and trainings carried out as required. Keys areas that were trained included First Aid training by Kenya Red Cross, Safe use of pesticides and well as farm produce handling.
• Several analyses carried out in Accredited Laboratories and several recommendations received. Among include Soil, irrigation and drinking water analysis, manure and Chemical residue screening.

3. Harvesting and marketing.
The county produces about 30MT per week translating to 1560 MT annually generating about KES 100m for the County farmers. This is about 40% the County potential.

4. Global GAP Certification
This activity was conducted Oct 2014 in the 2 groups and our plan was to have all county producers certified to enhance access to international market.

5. French beans Input Program support
The County Government has invested over KES 69 m in the project of which about 20% is in seeds, fertilizers and Pesticides and the rest in enhancing marketing.

6. Establishment of Global gap infrastructure
These infrastructures include Grading Shade, Chemical store, Toilet, Bathroom, Fertilizer store among others. They are complete except the Charcoal cooler whose walls are yet to be filled with charcoal. Each of the implementing groups has a set of the following structures constructed by the County Government.

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THE WATERMELON VALUE CHAIN

Introduction to watermelons (Citrullus lanatus)

Family: Cucurbitaceae

Local names: Qara (Somali), Tikiti maji (Swahili)

It is indigenous to the dry plains of tropical and subtropical Africa

Nutritional value:

• 6% sugar, 92% water

• Source of vitamin C

• Contain a significant amount of citrulline & can be used to treat erectile dysfunction and maybe even prevent it

• Citrulline – arginine relationship helps heart health, the immune system and is helpful for those who suffer from obesity and Type 2 diabetes (Texas A
& M University, 2008).

• Is mildly diuretic

• Contains large amounts of beta carotene – Precursor for Vitamin A which improves eyesight

Varieties:

Charleston Gray, Crimson Sweet, Sukari F1, Julie F1, Asali F1, Sugar Baby

Altitude

Watermelons can grow at altitudes of up to 1500 m a.s.l.

Temperatures

They grow best under hot temperatures (22⁰ C and 28⁰ C). Stagnation of growth occurs at temperatures less than 15⁰ C.

Sites and soils

Grow best on sandy loam soils which are well drained and slightly acid.

Rainfall

Watermelon production is suited in low to medium rainfall areas with additional irrigation.

Propagation

Seeds, directly planted in the field.

Planting
Seed rate: 3 kg/ha.
Spacing: 1M X 2M

Previous status (Before May 2013)
i) Inadequate advocacy and lobbying skills among value chain actors
ii) Inadequate access to markets and market information among value chain actors.
iii) Inadequate linkages to markets and service providers.
iv) Watermelon value chain actors were not well organized.
v) Inadequate access to financial, insurance and weather/climate services and information by value chain actors.
vi) Use of inappropriate watermelon husbandry practices, water handling and irrigation technologies.
vii) Inadequate business development/management capacities among the value chain actors.
viii) Losses due to inadequate value addition for watermelons.
ix) Inappropriate post production handling techniques/practices for watermelons.
x) Low investment in the value chain by the value chain actors.

Interventions and activities undertaken
i) Organized watermelon value chain actors into functional and inclusive value chain groups.
ii) Linked value chain actors to local and external markets.
iii) Trained value chain actors on appropriate melon husbandry, water handling and irrigation technologies.
iv) Trained value chain actors on appropriate business development/management practices.
v) Equipped value chain actors with adequate skills on lobbying and advocacy.
vi) Linked value chain actors to financial, insurance, extension, input climate/weather information and social protection service providers.
vii) Trained value chain actors on appropriate value addition for watermelons.
viii) Trained value chain actors on appropriate post production handling techniques/practices for watermelons.
ix) Sensitized value chain actors on investment in appropriate irrigation, marketing and water harvesting technologies.

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Passion fruit is a fast growing climbing vine that does well in a wide range of altitudes. There are two varieties: purple passion which is grown in highlands of altitudes 1200m to 1800m above sea level and the yellow variety which does well in the lowlands. Because of its potential, purple passion is one of the prioritized value chains in Uasin Gishu County. Consequently, the Agricultural Sector Development Support programme programme (ASDSP) alongside the County Government and other partners conducted various trainings for producers including good agronomic practices, group dynamics, value addition, water harvesting and conservation. Linkages were also created to the markets and specifically exporters. More support came from the County Government’s Horticultural Business Strategy which helped establish 31 fruit tree nurseries in the county.
As a result of these interventions, area under passion fruit increased from 10 acres in 2015 to 62.9 acres in 2016. Overall vine population now stands at 41,900 plants producing 15 tons of quality fruits per week.. Passion fruit grows fast and matures within eight months. It can be harvested four times a year, depending on the availability of rain or irrigation water. The traditional purple variety has a lifespan of two to three whereas the grafted purple/yellow variety can last for up to four years.

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From banking to juicing, Dr Jane Ambuko of @uonbi tells @farmingfirst why #agriculture is such a versatile career path #IamAg pic.twitter.com/9rhTrohVuP

— Farming First (@farmingfirst) October 12, 2016

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The ASDSP Co-ordinator, Kajiado County on live discussion on animal feed conservation and preservation.

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