CHERANGANYDAIRY

GROUP PLC

OrganizationStrategic Plan
(2022 – 2027)
Reviewed and Updated
October, 2022
ACKNOWLEDGMENT
This strategic Plan was revised during a planning workshop at hotel, Kisumu between 11 th –
14thOctober, 2022.
We wish to recognize the contribution of all the participants who took part in the workshop in
spite of their busy farm working schedules- indeed the strategic plan reflects their input and
contribution in the exercise. We also recognize the facilitating team from county government.
We also recognize the contributions of the consultant for his tireless effort to guide the entire
process.

We all wish Cherangany Dairy PLC success in the implementation of the reviewed five-year
Strategic Plan and future endeavors.

Mr. Moses Kiptanui

Chairman
EXECUTIVE SUMMARY

The reviewed strategic plan (SP) 2022 - 2027 provides a road map on how Cherangany Group
will realize its vision of being the leading provider of quality dairy products and services in East
Africa.This will be accomplished through its mission of rendering sustainable and efficient dairy
products and services to all customers to create employment and wealth.The organization will
achieve this by operating within its core values of Transparency, Accountability, customer
orientation team work and efficiency.  

The plan was reviewed taking into account the dynamic dairy market, the Kenya National Vision
2030, the devolution to regional county government, the enlarged membership and accelerated
integration of the regional economic community. All these present unique opportunities and
challenges for Cherangany Group in meeting farmers and stakeholders’ expectation.  

The SP was prepared under the leadership of the Board of Directors (BOD) and the management
through participative and consultative processes. The plan builds on the unique competencies
and lessons from other successful chilling plants and outcome of the stage gate tool score.

The SP highlights six Key Result Areas that will guide the operations of Cherangany Group over
the 5-year period 2022-2027, namely; Increasing Milk Volume and Quality, Strengthening
Shareholding and Mobilization of new Members, Improving Training and Extension Services,
Offering Value Added Products and Alternative Streams of Income, Strengthening
Operations( Board of Directors and Management and Engaging new Strategic Partners. The plan
also looks at the sustainability dimensions for business and production as spelled out in the stage
gate tool.

In addition, Cherangany has elected a skilful board with knowledge and capacity to make
prudent policy decisions, operational excellence to meet and exceed expectations of the
members. They are putting in place a work environment that attracts, develops and retain high
quality individuals who are committed to serving the beneficiaries efficiently with transparency
and accountability at all levels in the value chain. 
The strategic plan spells out suitable output and outcome parameters with annual targets for
tracking the implementation of each Key Result Area. For purposes of effective monitoring,
evaluation and reporting, a comprehensive monitoring and evaluation framework has also been
developed with detailed reporting system and responsibilities. 
CHAPTER ONE: INTRODUCTION.
1.1 Need for A Strategic Plan.

The purpose of Strategic Planning is to educate, inform and sensitize the promoters, board and
senior management of Cherangany Group to enable them design and work out strategies for the
future development of the organization during the 2016 – 2021 Plan Period.

1.2. Role of the Cherangany Group Strategic Plan.

This Strategic Planning Exercise will help Cherangany Group to:
 Refine and strengthen its Mission, Vision and Core values;
 Unify its corporate directions;
 Introduce discipline for long term thinking;
 Examine the appropriateness and value of current strategies;
 Force management to look for alternatives in developing business so that optimum
choices can be made and returns on investment achieved.
 Allow for a more equitable and effective allocation of resources;
 Lead management on a systematic and logical process of organization thinking;
 Enhance coordination, communication and control procedures throughout the
organization;
 Help stimulate motivation and enthusiasm of the members through participation process
and formalization of organization direction.

1.3. Approach and Methodology

Approach

The Strategic Plan review was facilitated using participatory approaches which included
brainstorming sessions, group work and plenary presentations to enhance ownership of the plan.
This report is compiled by the consulting team with input from the workshop participants which
included the board and core management.
Methodology
 Interactive action orientated facilitation
 Brainstorming on key findings and issues
 Plenary discussion on the way forward
 Mapping the strategic plan

1.4. Steps to the Strategic Planning Process.

This process was organized around the following key steps:
Step 1: Information Gathering and Analysis.
a. Review of the organizational financial performance.
b. Review of the stage gate results.
Step 2: Identification of Critical Issues Facing the Organization
Step 3: Development and review of a Strategic Vision Statement That Sets Future Direction.
Step 4: Mission Statement Review/Revision
Step 5: Development and review of Strategic Goal.
Step 6: Formulation and review of Strategies and Key Result Areas.
Step 7: Preparation for Operational Planning Based on the Strategic Plan.
Step 8: Development and review of Strategic and Operational Budgets.
Step 9: Development of Monitoring Indicators.

The subsequent materials of this plan are therefore organized around the above key elements of a
strategic plan, namely, Organizational Vision, Mission and Core Values of Cherangany dairy
group, SWOT Analysis, strategic objectives, Key Result Areas (KRA), Business sustainability
and production dimensions, Action plan, and the corresponding Strategic Plan Budget.

The Summative evaluation should be carried out in June 2027 by the consulting team. The mid-
term evaluation should be carried out in 2027 while end term evaluation will be done in 2026.
Both third term and end term should be carried out by the external consultants.

A review workshop should be carried out after the mid-term evaluation, while full fledge
strategic plan evaluation should be carried out after the end term evaluation.
1.5. Key Assumptions of the Strategic Plan.
1. The broad macroeconomics of the country will remain stable.
2. The organization will retain its existing partners and members.
3. The weather conditions will remain favorable for dairy firming during the period.
4. The dairy market situation and conditions will not change significantly during the period
5. The current organizational profile and reviewed structure will support all the strategies
laid down.
CHAPTER TWO: ABOUT THE ORGANIZATION.

2.1. Background.

Cherangany Dairy Group Limited,herein referred to as Producer Organisation,is a Public Limited

Company situated in Kachibora Township,Cherangany Sub-County in Cherangany/Suwerwa
wardoperatingfive(5)sub-countiesTrans-Nzoiacounty
Namely;Cherangany,Saboti,Kwanza,Endebess and kiminini.The history of Producer organization
(PO) dates back to 2007/2008.The (PO) started as registered Self-Help Group (SHG) after the
2007/2008 post-election violence.
The self-help group ideas were initiated by the International Organization of Migration (IOM) to
reconcile resettle and distribute food to over 20,000 people who had been displaced by the post -
election. The IOM then partnered with the Government of Kenya and other likeminded Non-
governmental Organization like World vision, Red Cross and USAID among others to come up
with projects that could unify the communities and give them self-sustaining livelihoods.
Through IOM, the communities undertaking dairy farming were brought together to venture into
dairy value chain and given a donation of a milk cooler with a capacity of 10,000 litres.
IN 2010,the PO was registered as CBO with only 500 members producing 2,500 litres of milk on
the first day which has gradually increased to the current maximum of 26,150litres per day. In
2011 EADD(East Africa Dairy Development) assist the PO to transform from a CBO to private
limited company before converting to public limited company on 26 th march
2013(CPU/2013/97808)due
toincreasedmembership,initiallyCheifsofthefivelocation(suwerwa,cherangany,milimani,kiptoror,
and chepsiro) in cherangany division organized a meeting and agreed to nominate five people
from each of the five location and a chairperson. The identified sixteen people composed the
current board of the Cherangany dairy group.
The total number of shareholders currently stands at 756 while total registered milk suppliers
were 14,123 out of which 9,217 are actively delivering milk to Cherangany Dairy Goup.7,4261
women, 425 are youths and 6237 are men. We also have a total of 30 transporters of which 80%
are youths who collects milk from farmers using motorbikes. All the stakeholders have paid the
requisite membership fee of Ksh 500.There are forty-five(45)CIGS/VMG,Sven(7) cooperative
societies and three (3) schools who have joined the PO as corporate members.
NARIGP came in May 2019 and they have been of great importance to our company they have
engaged in several activities such as such directors training, farmers mobilization, purchase of
office equipment’s including computer, printer and a laptop. They also financed us with funds to
purchase farm machineries including 3 tractors,mower,Hay bailer,Harrow, Rake and trailer. The
PO also expects kshs 35,000,000 from NARIGP to purchase a pasteurizer.
Apart from milk bulking, chilling and marketing, the PO offers numerous complimentary
services to its members. These include establishment of a SACCO which offers loans and
advances, offering linkage to Agro services like AI and drugs, capacity building, for farmers and
holding field days. The PO has also established a modern building at the chilling plant worth Ksh
11,000,000 which they intend to pasteurize their milk so as to earn more income. Despite being a
limited company, between 2016 and 2020,PO portrayed its endeavor to reward its farmers by
paying over80% of its revenues back to the farmers who are its suppliers.
Despite the above-mentioned benefits, the company has undergone serious tremendous
experience brought about by milk fluctuation volumes centered around change of prices by the
processor, This has made the PO make drastic measures in containing the large gap seen at their
profits. The best decision that the company arrived at, after containing feed shortage, was value
addition of the bulked milk. Value addition would improve the staff life of the milk and enhance
market penetration.
Objectives
Cherangany Group was formed to achieve the following Objectives;
1. Improve animal breed within the region.
2. Set up dairy farming as a commercial entity.
3. Improve the quality and quantity of milk within the region.
4. Build proactive dairy extension services.
5. Build milk assembly points in each sub- location
6. Establish cooling plant within the project area
7. Develop dairy cooperative movement
8. Promote peace among the communities.
2.2. Overview of Dairy Industry in Kenya.
Dairy industry is one of the most developed sectors in Kenya with estimated annual revenue
close to $2 billion. The milk industry represents between 6-8% of GDP and supports over 1
million small holder dairy households. These farmers on average own 2-4 cows and deliver milk
directly to vendors (hawkers), their cooperatives or local milk/bulking cooling centers and to
processors directly. Most processed milk is marketed through the over 90,000 small retailers.
Total production of milk in Kenya is estimated by the Kenya Dairy Board to be 3.8 billion liters 1.
Processed milk is estimated to be about 25% of total marketed milk and has been growing by
over 15% per annum for the past five years.
A key feature of the industry over the past forty years has been its transformation from
domination by large scale farmers to smallholdings; heavy government involvement in the
industry has also been a major feature since independence. KCC was the dominant processor up
until 1992 when the market was deregulated. The next ten years saw the collapse of KCC and
the emergence of between 40-50 private processors which have now grown and consolidated to
about 30. New KCC re-emerged in 2002 to become a major player in the industry alongside two
other processors, Brookside and Spin Knit (Spin Knit has since merged with Brookside). There
also has been the emerging trend where producer based organizations are getting into processing
e.g. Fresha Dairy from Githunguri, Sundale from Lari District, Limuru Dairy among others.

2.3. Core Business.

The core business of the organization is collecting, bulking and chilling and selling fresh, high-
quality chilled milk. The organization also offers Artificial Insemination (A.I), Agro vet,
Extension Services, financial services to its members in form of advances and negotiated
transport services to its members. The organization meets the farmers’ need for reliable and
organized milk marketing systems that ensure sustainable income streams and spur further
development in the dairy sub-sector.

2.4. Products, Services and Market:

1
Cherangany Dairy Group currently bulking raw milk and chilling and sell to processors
(Currently New KCC). They are planning to enhance other dairy products and services like
Artificial Insemination (AI), Agro vet, Training and extension services.

2.5. Milk Collection Routes:

Cherangany DairyGroupCurrently collects Milk through six collection routes plus cooperatives;
Tuigoin, Kachibora, Osorongai, Suwerwa, Kapsara, Kaplamai and various Co-Operatives.
Route Current Output ( Kg) Potential Output ( Kg)
1. Tuigoin cooler 3,500 5,000
2. Kachibora 4,000 10,000
3. Osorongai 3,200 3,500
4. Suwerwa cooler 2,100 5,000
5. Kapsara cooler 1,800 4,000
6. Kaplamai 3,000 7,000

7. Co-Operatives 8,000 15,000

8. Kapcherop 1.500 6,000
9.kwanza 4.000 8,000
10.chematich 3.000 10,000
11.milimani 6.000 10,000
12.Nzoia 4.000 6,000
13.Jabali 1.500 3,000
14 .Kipsingori 2.000 5,000
15.Mateket 1.500 5,000
16.Barsombe 1,000 3,000
total 50,000 105,500
Table 1: Current and potential Milk Collection Routes

The respective directors from each region/ location where the route is were allocated the task to
ensure that the potential milk is collected in the respective routes.

The group is exploring the possibility of expanding its area of coverage to tap into the existing
potential within the neighborhood in the next five years.
 COMPANY STRUCTURE

SHAREHOLDER
Capital Providers.
S

BOARD OF
Policy making and
DIRECTORS
enforcement,
Opening market
doors.

C.E.O Team
leader/managemen
t expert, reporting
to the board on
company
performance,
implementation of
board policies.

DEPARTMENT 1) Finance and

S administration
2) Milk
processing/qual
ity control
 3) Milk
Procurement/ex
tension services
4) Stores and
supplies
2.8j Management and Organization Structure.

The management of the organization is overseen by nine boards of directors drawn from diffent
regions locations (Suwerwa, Cherangany, Milimani, Kiptoror and Chepsiro) in Cherangany
division.The executive board is composed of the chairman,Vice Chairman, Secretary, Vice
Secretary and Treasurer. The organization also has committees that direct the operations of
various organs in conjunction with the board. The current operational committees are;
Production, Finance, Construction and Extension.
The organization currently has 31 employees composed of General Manager, Accountant,
Extension Manager field officer (1), Supervisor (2), machine operator (1), quality control (1),
Can Washers (3), Graders (3), Clerks (12), office assistant, Drivers (3), and security (1).
 CHERANG’ANY DAIRY GROUP PLC

MANAGEMENT STRUCTURE

BOARD OF DIRECTORS

C.E.O
AUDITOR
COMPANY
SECRETAR
Y

STORES
FINANCE & MILK MILK
&ADMINISTRATI PROCESSING/ PROCUREMENT/
SUPPLIES ON QUALITY EXTENSION
SERVICES

Consumer goods Accounts Milk Chilling Milk procurement and

Procurement/ Human Resource Processing Extension services
Storage and IssuanceGeneral Administration
CHAPTER THREE: ORGANIZATION VISION, MISSION ANDCORE
VALUES.

3.1. Vision.
Vision Statement is a vivid idealized description of a desired outcome that inspires, energizes
and helps the creation of a mental picture of an organization’s target. It is is where the
organization wants to be in the future. It reflects the optimistic view of the organization's future.
The vision statement concentrates on the future; it is a source of inspiration and provides clear
decision-making criteria.

Vision Statement

“Be the leading provider of quality dairy products and services in East Africa”

3.2. Mission.
Mission is a brief statement of the purpose of an organization and defines broader goal for being
in existence or in business. It specifies the end result that an organization is seeking to
accomplish, for whom and how it will go about doing that. It communicates the essence of the
organization to members, stakeholders and to the public.

Mission Statement

“Render sustainable and efficient dairy products and services to all our customers to create
employment and wealth”

3.3. Core Values

Values are the beliefs of an organization, the expression of what it stands for and how it will
conduct itself. They are the core of an organization’s being and underpin policies, objectives,
procedures and strategies as they provide an anchor and a reference point for all things that
happen in an organization.
1. Transparency: Be open in all that we do to all our stakeholders
2. Accountability: Staff and board will always be obliged to account for the activities of the
organization.
3. Teamwork: The board members and the staff will always work together towards a common
goal and uphold collective responsibility in service delivery.
4. Efficiency: Ensure smooth operation and systems in service delivery.
5. Customer Orientation: The Customer will be the number one priority for the organization.
CHAPTER FOUR: STRATEGIC ANALYSIS.
4.1. S.W.O.T Matrix
The Cherangany Group strategic analysis focuses on effectiveness as well as performance of the
organization as a whole. The organization was taken through SWOT Analysis. SWOT is an
acronym for Strength, Weaknesses, Opportunities and Threats. The SWOT analysis was carried
out through brainstorming to assess the Cherangany Dairy’s internal performance in regard to its
Strengths and Weaknesses. The SWOT analysis was also used to review the external factors that
can or have hindered Cherangany Dairy from achieving desired goals and objective. The SWOT
analysis outcome was used to develop the Key Result Areas (KRAs) or output for the next five
years for the strategic plan. The SWOT table below shows the Strengths, the Weakness, the
Opportunities and Threats of Cherangany Group:

STRENGTH. WEAKNESSES.
 Have a cooling plant facility in site.
 Own two acre piece of land.  Low profit margin
 Have strong and reliable partners (e.g.  Low membership and shareholding.
GoK,IOM, EADD).  Low adoption of technology
 Always pay farmers promptly.  Inadequate transport system
 Enjoy diversity in membership  Rely on one stream of income (raw milk).
(Different tribes and ethnic  Milk collection routes not well coordinated.
backgrounds).  Milk quality is compromised due to distance
 Have experienced and qualified staff. and storage.
 The group has no borrowing at the  Competition from other players (Hawkers).
moment.
 Have a database of member’s details.
THREATS. OPPORTUNITIES.
 Unpredictable milk pricesin Kenya.  Stable and predictable economic growth.
 Stiff competition for milk in the  Availability of off self-dairy management
region. software’s.
 Weak regulation of the dairy market.  Economic integration will open wider market
 Delay of implementation of the new for milk.
constitution  The geographical vicinity(Cherangany) has
 Fear of Kenyan dominance by the high potential for Milk.
neighboring countries.  New constitution to bring the Government
 Possibility of flooding the Kenyan closer (County Government).
market with subsidized dairy products.  Government support of the dairy sector
 Land fragmentation due to inheritance. (formation of Kenya Dairy Board).
 Resistance to adopt new ways of  Vast milk market in Cherangany (over
 farming. 150,000 households)..
 Stiff competition from hawkers.  Vast fertile land in the region for dairy cattle
farming.
 Continuity and possibility of expansion due to
land inheritance to young generation.
 Potential organizations for long terms
partnerships
 Opportunity to make use of new and friendly
technology (MPESA).
 Improved macroeconomic environment
(affordable interest rates flexible banking
condition).
 Opportunity to partner with financial
institutions.
 Opportunity to open farmers banks (FSA)

Table 2: SWOT Analysis

4.1. The Internal Analysis.

Having built up a picture of Cherangany Dairy’s past aims and achievements, the all-important
SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis indicates the following;

4.2. Strengths and Weaknesses.

Essentially these are internal factors to Cherangany and concerning matters of resources
programs and organization in key areas.

 Strengths.

The strengths are areas of internal success and excellent performance. During the SWOT
analysis the workshop deliberated on the strengths of Cherangany Group. The major issues that
were highlighted in regard to strengths were the fact that Cherangany Dairy Group has a
dedicated and motivated staff and board; they are able to pay its farmers promptly.
These strengths can be enhanced to improve Cherangany Dairy’s operation towards financial
self-sufficiency and surplus income.

 Weaknesses
These are internal, real and current factors that affect an organization. Weaknesses are not
necessarily negative, provided they can be identified and eliminated/ turned into positive aspects
that can be used to improve the operations and management of the organizations.

Even though Cherangany Dairy has immense strengths, it also has its share of weaknesses. The
major weaknesses relate to inadequate expertise and knowledge in dairy management, low
membership and shareholding, lack of transport facilities for farmers and inadequate service
providers (extension services).

Cherangany Dairy has two stream of income that is, bulking, chilling of milk and forage
harvester machines. In spite of the vast potential that the plant has. There is need to build the
capacity of the board and the staff to enhance their efficiency and performance especially
ordinary technology managerial arguments. Cherangany should increase their income stream by
diversifying their products.

4.3. Opportunities and Threats.

These are factors that are external to the organization and could include the socio and political
environment in the organization’s own industry, the market place which could be altering due to
economic social factors, competition and new technological changes.

 Threats.

These are external factors which can and/or will hinder Cherangany Dairy from achieving the
current or future desired goals/performances. One of the major threats is unpredictable milk
prices, stiff competition from other processors and private chilling plants and weak government
legislation on dairy products.

 Opportunities.

These are things that can be tapped to improve the performance and growth of Cherangany Dairy
Group. Currently, the Group enjoys favourable weather condition in the region. The region also
enjoys political stability, conditions that favour business. Devolved government has provide
more resources that will enhance operations of the group.

Dairy industry is one of the most developed sectors in Kenya with estimated annual revenue
close to $2.5 billion. The milk industry represents between 6-8% of GDP and supports over 1.2
million small holder dairy households. With aggressive marketing and diversification of
products, Cherangany Dairy can lift the economic livelihood of its members and the community
at large. The dairy sector will continue recording robust growth of about 5%-6% due to urban
domestic demand that is driven by good GDP growth.

To realize the planned growth, there is need for Cherangany Dairy to identify areas of expansion,
develop new products and improve the current products and services. The potential in the
expansion programme will be supported by the fact that Kenya is going to experience significant
shift to rural urban migration due to the new and proposed devolved Government.

Cherangany Dairy should also develop networks, linkages and beneficial partnership. This will
include sourcing of external funds and technical support from potential and existing partners.
These opportunities can only be tapped if Cherangany Dairy board and management get focused
on the priority areas.
CHAPTER 5: PLAN OF OPERATION.
In this chapter, the plan details narration of the revised key result areas and sustainability as
contained in the stage gate tool. The chapter looks at the activities, the persons in charge of
taking up the activities, the key partners that will support the plan of operations. The time frame
is stipulated for each activity and resources required to accomplish those activities.

5.1. Deliberations on Sustainability Dimensions.

After the review of the financial and stage gate results, the gaps in each of the sustainability
dimensions were identified and strategies and activities to fill the gap were planned for the next
two years continuing through 2022 to 2024. The sustainability dimensions were;

Sustainability Dimensions.
Business Continuity.
SD1 Business Start Up
SD 2 Profitability
SD 3 Value proposition to farmers
SD 4 Value proposition to market
SD 5 Capital structure
SD6 Governance.
Production
SD1 Improved nutrition
SD 2 Improved genetics
SD 3 Improved herd health management
SD 4 Improved milk quality
SD 5 Setting functional extension services.
Table 3: Sustainability Dimensions

The planned activities under each sustainability dimensions will ensure that gaps are filled with
ultimate aim of improving the score on stage gate tool. The performance indicators will be
monitored on a continual basis during the period. Periodic evaluations will be carried out at the
beginning of the implementation which is the summative evaluation; mid-term evaluation will be
carried out after two and half years while end term evaluation will be carried out after five years.
5.1.1. Business Continuity/ Sustainability
ACTIVITIES TARGET PERSONS IN KEY TIME RESOURCES
CHARGE PARTNER FRAME REQUIRED
(FINANCIAL)
KSHS.
SUSTAINABILITY DIMENSION 1: PROFITABILITY
1. How to increase Milk Volume.
1. Give advances and pay promptly (by 5th of
every month.  Processor
 General
2. Retain and recruit more new members  CG  JAN
Manager
3. Pay competitive price per kg  30,000  NARIGP 2023-
 BOD  1 Million
4. Open new routes Lts  Bank DEC
 Extension
5. Farmers trained on improving their  Agrovet 2027
Manager
genetics,feeds and mineral supplement Shops.
6. Established more collection centres
2. How to manage Costs
1. Set up monthly budgets  BOD  CG  Jan-2022
2. Rationalize to have manageable staff.  General  NARIGP to Jan-
Manager 2027
SUSTAINABILITY DIMENSION 2: VALUE PROPOSITION TO MARKET.
1. How to have milk quality in place.
1. Training of transporters & graders  Quality  Jan 2022  450,000
2. Imposing use of aluminium cans Manager/  Processor to Jan
3. Sticking to S.O.P General  NARIGP 2027
4. Milk to be delivered, latest 10.00am. Manager
 BOD
2. How to manage seasonal variance
1. Provide affordable feeds   Extension  Animal  Jan-
Manager feed 2022-  450,000
 BOD manufactu Dec
rers. 2027
2. Training farmers on feed conservation   Extension  CG  ongoing
3. Feed stocking   General  NARIGP  Aug
Manager  Feed 2022-
Companies Dec
. 2027
3. How to manage contract with suppliers
1. Engage company secretary/lawyer on price   General  CG  Jan-2022
negotiations. Manager  Processors to Jan-
2. Involve NARIGP in negotiations.  BOD 2027
SUSTAINABILITY DIMENSION 3: VALUE PROPOSITION TO FARMERS.
1. How to ensure bonus payment to farmers.
1. Have provision for reserves for bonus   General  NARIGP  Jan-2014  5Million
payments annually from 2014. Manager to Jan
 BOD 2027
2. How to increase number of active suppliers
1. Prompt payment, by 5th of every month.  6,000  General  CG  Jan  1.6 million
2. Engage in aggressive mobilization bi- Farmers Manager  Processor 2023-
annually.  BOD  Local Dec
administrati 2027
on.
3. How to increase the number of suppliers in check-off
1. Set up HUB services;  600  BOD  NARIGP  Jan-  3 Million
1.1. Agro vet Farmer  General  Drug 2023-
1.2. A.I /AHA  Kshs. 1.2 Manager Companies. Dec
1.3. FSA/Advances million  Agrochemic 2027
yearly als
4. How to increase milk volume from the catchment area- Map the current and potential milk volume per route.
1. Open new routes,  2 new  BOD  CG  Jan 2023  10 million
1.1. Kpcherop, routes  General  Financial to Jan-
1.2. Kaplamai,  3 satellite Manager institutions. 2027
1.3. Kwanza coolers  Extension
1.4. Jabali  Manager
2. Establish satellite coolers at;
 2.1. Tuigoin
2.2. Suwerwa
2.3. Kapsara
2.4. mateket
5. How to put in place/ enhance in-house Business Development Services (BDS)
1. Have service agreement with BDS  General  NARIGP  Jan 2023-  100,000
2. To update the directory of BDS Manager Dec 2027.
 BOD
SUSTAINABILITY DIMENSION 4: CAPITAL STRUCTURE.
1. How to reduce debts.
1. Aggressively mobilize for share  BOD  CG  Jan
contribution  General 2023
Manager
2. How to increase farmers shareholding
1. Clean share register  1,000  BOD  NARIGP  Jan  50,000
2. Fast track conversion to public limited  General 2023-
3. Deduct kshs.100 per month per farmer. Manager May
2027
3. How to have/ implement investment policy
1. Develop and adopt investment policy   BOD  CG  Jan- 
2023
4. How to have/ implement dividend policy
1. Developing and implement dividend   BOD  NARIGP  Jan 
policy 2023
SUSTAINABILITY DIMENSION 5: GOVERNANCE.
1. How to ensure transparency in BOD election
1. Follow the memos and articles guidelines.   BOD  CG  Jan  20,000
2. Formalize and structure management  General 2023
Manager
How to ensure farmers are empowered to make decision
1. Have/ prepare training manual for farmers   Company  NARIGP  Jan  200,000
2. Ensure regular communication with secretary  2023-
 farmers.  BOD Dec
2027
How to ensure annual elections take place
1. Have a three year AGM calendar with  Company CG  Jan 
annual election every three years. Secretary 2023
 BOD
2. How to put in place/ implement corporate governance charter
1. Develop and implement governance charter   BOD  CG  Jan 
2023
2. Adopt and sign BOD code of conduct   BOD  NARIGP  Jan 
2023
3. How to ensure that the BOD educational level is balanced
1. File the testimonials and CVs of the BOD   Company  NARIGP  Jan  100,000
at the time of application. secretary 2023
 BOD
2. Train BOD every year on leadership and   Company  NARIGP  Jan
governance. secretary 2023
 BOD
4. How to have/ implement performance management for the BOD/ Committees.
1. Set performance standards for BOD  BOD  NARIGP  Feb 
2023
5. How to comply with national by laws
How to organize/plan for AGMs
1. Follow the memorandum and articles of   BOD  NARIGP March 
Association in calling for meetings. 2023.
2. Have annual calendar of activities and dates
for AGM in advance.
How to ensure independent financial reporting
1. Formalize appointment of internal and   BOD  CG  march 
external auditors.  shareholders 2023-
Dec
2027
How to ensure annual returns( tax and corporate) are filed
1. Set a policy on annual returns.   BOD  CG  Jan 2023 
2. Make all statutory returns every year.   BOD
6. How to ensure women and youth are represented in decision making
1. The BOD should have women and youth   BOD  Company  Jan 2023 
representative position. secretary
 NARIGP
7. How to ensure there is good financial reporting
How to ensure there is good and reliable accounting system
1. Install accounting software/Quick books   General .Cherangany  Jan 2023  150,000
Manager dairy
 BOD
How to ensure that financial reports are produced monthly are reviewed by the BOD
1. Management to ensure all reports are   General  NARIGP  Jan 
prepared and presented by first week of the Manager 2023-
month.  BOD Dec
2. The accountant to circulate reports prior to 2027
meetings.
8. How to ensure there is Human Resource Policy
How to ensure there is formal recruitment, selection and appointment of staff
1. Develop and implement human resource   BOD  NARIGP  Jan 2023 
policy.
2. Advertise open positions.
How to ensure there is filling of staff details and binding contracts with staff
1. Ensuring proper filling and documentation.   General NARIGP  Jan 2023 
Manager
2. Have a safe, lock and key in the office for   BOD  NARIGP  Jan 2023 
files.
3. Have appointment letters and contracts for   BOD  BOD  Jan 2023 
all staff.  General
Manager
9. How to set performance target for the Management.
1. Prepare and implement performance   BOD  BOD  Jan 2023 
contact for all staff.
2. All staff to prepare and present annual   BOD  BOD  Jan 2023 
work plans to be reviewed every quarter.
10. How to ensure there is finance policy in place
1. Develop and adopt finance policy   BOD  DFBA  Jan 2023 
11. How to ensure there is growth strategy
1. Have strategic plan reporting on monthly   General  NARIGP  Jan 2023 
meetings. Manager
2. Form Strategic Plan Implementation Team-  BOD
SPIT
12. How to ensure there is procurement policy
1. Develop and adopt procurement policy   BOD  NARIGP  Jan 2023 
5.1.2. Production Sustainability
RESOURCES
PERSONS IN TIME REQUIRED
ACTIVITIES TARGET KEY PARTNER COMMENTS
CHARGE FRAME (FINANCIAL)
KSHS.
SUSTAINABILITY DIMENSION1: IMPROVED NUTRITION
1. Mapping for  10 stakeholders  Sub Committee  MOLD November 10,000 -BOD
stakeholders and  General Manager  MOA 2022 Allowance
undertake training  Extension Manager and
needs assessment facilitation
for all the identified
farmers.
2. Develop a feed  1 feed plan  Sub Committee  Kenya Seed Oct 2022- 10,000
plan- identify feeds  20 acres for hay.  General Manager  KARI Feb 2023
and farms.  35 farmers ie 5
- Hay production farmers per
-Silage making location.
-Maize stovers  Stover all
farmers
3. Periodic review of  Quarterly review  General Manager  MOLD 2022-2027
the feed plan  BOD  KARI
 NARIGP
4. Preparation of  Quarterly  Extension Team.  NARIGP 2022-2027 20,000
training plan.  Production sub  GOK
committee
5. Stocking of hay  1 store  Board  Farmers Dec 2022 Build a
from farmers (store)  CP Manager  GOK 1000,000 store.
6. Identify and profile  30 for 1st year.  Extension team  NARIGP Nov 2022- 20,000 for 0
model farmers per 4  60 for 2nd  Management team  GoK 2027 logistics
DMG  100 for 3rd
 150 for 4th
7. Facilitate groups to  all farmers  Board  ADC Jan 2023 Will use Purchase
get high quality  Extension team  KARI Agrovet fodder
seeds for fodder  Agrovet  KSC budget. seeds.
8. Get partners to co-  5 partners  Board.  NARIGP. Oct 2022- 10,000
fund the trainings.  Management team GOK Dec 2027
 Financial
institutions.
 Agrochemicals
and feed
companies
SUSTAINABILITY DIMENSION2: IMPROVED MILK QUALITY
1. Have a training  Quarterly  Board  Processors, Nov 2022- 50,000
program on milk  Management team. KDB, DTI 2027
quality
2. Sourcing of  All farmers and  BOD  Processor Ongoing- 160,000 Purchase of
aluminium CP  Management team  KDB 2022 CP cans.
containers and  Delaval
check off
3. Training manual on  1 Manual  Extension  NARIGP, Ongoing 20,000 Staff
quality team.  Govt 2022 training and
 Transporter  Processor farmers.
 Clerks  KDB
 Quality mgr  DTI
 DMG leaders.
4. Purchasing of milk  One  Quality personnel,  CHERA DAIRY Dec 2022 100,000 Seek
testing equipment  General Manager  Processor processor
and equipping a  KDB support
 laboratory
5. Develop and  1 SOP  NARIGP Oct 2022 - 2,000
implement SOP and  Audit- monthly  General Manager  KDB 2027
Audit on quality  Processor
SUSTAINABILITY DIMENSION 3: IMPROVED GENETICS
1. SEMEN BANK  5 litter semen  Sub Committee  AI JAN 2023 50,000 Purchase a
tank  Management team suppliers- ,WWS, tank and few
CAIS AI straws
2. Increase the number  150 cow 1st year.  Extension team.  Board Nov 2022- 5,000 Ear tags and
of cows on  300 cow 2nd year  Breeders 2027 performance
performance  500 and above record cards.
recording
3. Recruit 2 more  4 AISPs  Board  Breeders- Jan – June 50,000 Initial salary
inseminator  Management ABS,CAIS 2023 before use
 , GoK of
commission.
4. Develop and  One plan  Board  Breeders-WWS, Nov 2022 5,000
implement a  Management team ABS, GOK
breeding plan
5. Training farmers on  All farmers.  Extension team Processor Oct 2022 Salaries for
the importance of  BOD  Breeders extension
AI  GoK and
transport.
6. Capture the number  All calves  Extension team.  NARIGP October 0
of calves born from  GOK 2022
AI-DIS
7. Strengthen the  All farmers  Management NARIGP October 0
check off system  BOD  GoK 2022

8.  
SUSTAINABILITY DIMENSION4: ANIMAL HEALTH SERVICES.
1.  All farmers  Board  AHAs Oct 2022- 0
Improve animal health  Management  GOK Dec 2027. To be done.
services to farmers-  Extension team  AI
adverts
2. Develop and  One plan  Board  NARIGP Jan 2023- 5,000
implement an  Manager team  GOK June 2024
Animal Health Plan  CG
3. Implement  All farmers  Board  ILRI APR2022 100,000 Buy vaccine
vaccination program  Management  GOK –Dec 2027 and logistics
4. Partnering with  One vet  Management  GOK Oct 2022 ongoing
Govt Vets
5. Signing of contracts  3 agrovets  Agrovet/production  Bunda cake Oct 2022 Agrovet
with the Agro vet committee  ADC budget
suppliers  BOD  Pharmaceutical
 Manager. comp
SUSTAINABILITY DIMENSION 5: FUNCTIONAL EXTENSION SERVICES AND STRUCTURES
1. Recruit 3 more  8 staff  Board Jan 2023 50,000 SALARIES.
Extension Service  Manager  Banks
Providers  CG
 Feed
manufacturers
 GOK
2. Setting targets for  Quarterly  CP Manager  NARIGP Nov 2022 0 To be done
the extension team  Extn Mgr  GOK
 Processor
3. Constant monitoring  Monthly  BOD  NARIGP Monthly 0
and evaluation of  Management
the team  GOK.
4. Strategies for youth  30% of  BOD Nov 2022- 20,000
and women group registered  Management  GoK 2027
 farmers  MFI and Banks
Table 4: Production sustainability dimensions.

RESOURCES
PERSONS IN TIME REQUIRED
ACTIVITIES TARGET KEY PARTNER COMMENTS
CHARGE FRAME (FINANCIAL)
KSHS.
SUSTAINABILITY DIMENSION1: IMPROVED NUTRITION
9. Mapping for  10 stakeholders  Sub Committee  MOLD November 10,000 -BOD
stakeholders and  General Manager  MOA 2022 Allowance
undertake training  Extension Manager and
needs assessment facilitation
for all the identified
farmers.
10. Develop a feed  1 feed plan  Sub Committee  KEPHIS Nov2022- 10,000
plan- identify feeds  20 acres for hay.  General Manager  Kenya Seed Dec 2027
and farms.  35 farmers ie 5  KARI
- Hay production farmers per
-Silage making location.
-Maize stovers  Stover all
farmers
11. Periodic review of  Quarterly review  General Manager  MOLD 2022-
the feed plan  BOD  KARI 2027
 KSC
12. Preparation of  Quarterly  Extension Team.  NARIGP 2022- 20,000
training plan.  Production sub  GOK 2027
committee
13. Stocking of hay  1 store  Board  Farmers Dec 2022 Build a
from farmers (store)  CP Manager  GOK 150,000 store.

14. Identify and profile  30 for 1st year.  Extension team  NARIGP Nov 2022- 20,000 for 0
model farmers per 4  60 for 2nd  Management team  GoK 2027 logistics
 DMG  100 for 3rd
 150 for 4th
15. Facilitate groups to  all farmers  Board  ADC Jan 2023 Will use Purchase
get high quality  Extension team  KARI Agrovet fodder
seeds for fodder  Agrovet  KSC budget. seeds.
16. Get partners to co-  5 partners  Board.  NARIGP Oct 2022- 10,000
fund the trainings.  Management team  GOK Dec 2027
 KCC
 Financial
institutions.
 Agrochemicals
and feed
companies
SUSTAINABILITY DIMENSION2: IMPROVED MILK QUALITY
6. Have a training  Quarterly  Board Nov 2022- 50,000
program on quality  Management team.  Processors, 2027
KDB, DTI
7. Sourcing of  All farmers and  BOD . Ongoing- 160,000 Purchase of
aluminium CP  Management team  KDB 2022 CP cans.
containers and  Delaval
check off
8. Training manual on  1 Manual  Extension  NARIGP, Jan – June 20,000 Staff
quality team.  CG 2023 training and
 Transporter  Processor farmers.
 Clerks  KDB
 Quality mgr  DTI
 DMG leaders.
9. Purchasing of milk  One  Quality personnel,  NARIGP Dec 2022 100,000 Seek
testing equipment  General Manager  Processor processor
and equipping a  KDB support
laboratory
10. Develop and  1 SOP  NARIGP Oct 2022 – 2,000
implement SOP and  Audit- monthly  General Manager  KDB 2027Dec
Audit on quality  Processor
SUSTAINABILITY DIMENSION 3: IMPROVED GENETICS
9. SEMEN BANK  5 litter semen  Sub Committee  AI suppliers- March 50,000 Purchase a
tank  Management team ABS,WWS,CAIS 2022 tank and few
AI straws
10. Increase the number  150 cow 1st year.  Extension team.  Board Nov 2022- 5,000 Ear tags and
of cows on  300 cow 2nd year  Breeders 2027 performance
performance  500 and above  NARIGP record cards.
recording
11. Recruit 2 more  4 AISPs  Board  Breeders- Jan – June 50,000 Initial salary
inseminator  Management ABS,CAIS 2022 before use
 NARIGP, GoK of
commission.
12. Develop and  One plan  Board  Breeders-WWS, Nov 2022 5,000
implement a  Management team ABS, CG, GOK
breeding plan
13. Training farmers on  All farmers.  Extension team Processor Oct 2022 Salaries for
the importance of  BOD  Breeders extension
AI  NARIGP and
 GoK transport.
14. Capture the number  All calves  Extension team.  CG October 0
of calves born from  GOK 2022
AI-DIS
15. Strengthen the  All farmers  Management  NARIGP October 0
check off system  BOD  GoK 2022

SUSTAINABILITY DIMENSION4: ANIMAL HEALTH SERVICES.

6.  All farmers  Board  AHAs,GOK Oct 2022- 0
Improve animal health  Management Dec 2026. To be done.
services to farmers-  Extension team
adverts
7. Develop and  One plan  Board  ILRI Jan 2023- 5,000
implement an  Manager team  GOK June 2023.
Animal Health Plan
8. Implement  All farmers  Board  ILRI APR –Dec 100,000 Buy vaccine
vaccination program  Management  GOK 2022 and logistics
9. Partnering with  One vet  Management  GOK Oct 2022 ongoing
Govt Vets
10. Signing of contracts  3 agrovets
 Agrovet/production Oct 2022 Agrovet
with the Agro vet committee  ADC budget
suppliers  BOD  Pharmaceutical
 Manager. comp
SUSTAINABILITY DIMENSION 5: FUNCTIONAL EXTENSION SERVICES AND STRUCTURES
5. Recruit 3 more  8 staff  Board  CG Jan 2023 60,000 SALARIES.
Extension Service  Manager  Banks
Providers  Agrochemical
 Feed
manufacturers
 GOK
6. Setting targets for  Quarterly  CP Manager Nov 2022 0 To be done
the extension team  Extn Mgr  NARIGP
 GOK
 Processor
7. Constant monitoring  Monthly  BOD  CG Monthly 0
and evaluation of  Management  NARIGP
the team  GOK.
8. Strategies for youth  30% of  BOD  KDFF Nov 2022- 20,000
and women group registered  Management  GoK Dec 2027
farmers  MFI and Banks
5.2. Deliberations on Key Result Areas.

The Key Result Areas were reviewed based on the outputs or deliverables that are desired in the
next three years starting from January 2019to December 2021. The reviewed Key Result Areas
(KRA) were:

Key Result Area (KRA).

KRA1 Increase milk volume and quality.
KRA 2 Increase membership and shareholdings.
KRA 3 Improve training and extension services.
KRA 4 Offer value added products and alternative streams of income.
KRA 5 Strengthen operations and structures (Board and management)
KRA 6 Engage new partners
Table 5: Key Result Areas

These outputs will ensure that all the resources are mobilized in an equitable manner for the
growth goal to be achieved at the end of the five years. The performance indicators will be
monitored during the period. Periodic evaluations will be carried out at the beginning of the
implementation which is the summative evaluation; mid-term evaluation will be carried out after
two and half years while end term evaluation will be carried out after five years.

5.2. Key Result Area 1: Increase Milk Volume and Quality.

ACTIVITIES Target PERSONS KEY PARTNER TIME RESOURCE

IN FRAME S
CHARGE REQUIRED
(FINANCIA
L)
KSHS.
1. Market the  Manager  Local January
group and its  BOD administrati 2023- Dec
products. on (Chiefs). 2027 135,000
a) Run  Annually  Local FM
advertiseme stations 45,000
nts in local  Printing
radio firms 50,000
stations.
b) Web site  Annually
c) Print and
distribute 350,000/- at
ACTIVITIES Target PERSONS KEY PARTNER TIME RESOURCE
IN FRAME S
CHARGE REQUIRED
(FINANCIA
L)
KSHS.
flyers and 70,000/- per
posters in year
key market
centres.  35
d) Organize mtgs: 350,000/- at
farmers One per 70,000/- per
meetings location year
per
year
e) Print
messages on  Annual
Paper bags ly
and
calendars

2. Open new  5 new  BOD  Extension Jan 2023– 50,000/- at

milk routes  Manager Dec 2026 10,000/- per
collection route
routes.
3. Strengthen  Annually  Extension  GOK Jan 2023- None
existing Manager  Local Dec 2026
DMGs  Manager admin
4. Establish  7 (Two  BOD  Dairy June 2023- 1,120,000/- at
collection in  Manager Board Dec 2027 160,000/- per
centres 2013)  Suppliers of centre
milk testing
equipment
 Ministry
 NARIGP
5. Training of  Annually  Manager  NARIGP June 2022- 100,000/- at
milk clerks  Quality  KDB 2027 20,000/- per
and graders controlle  DTI training
r  GoK
6. Milk  1  Manager  KDB Jan 2023 500,000/-
Laboratory  NARIGP
7. Develop and  1  Manager  Manager Jan 2023 15,000/-
adopt Quality  Quality  BOD
manual Controll
ACTIVITIES Target PERSONS KEY PARTNER TIME RESOURCE
IN FRAME S
CHARGE REQUIRED
(FINANCIA
L)
KSHS.
er
8. Establish  2 (3,000  Manager  Shareholder Ongoing202 1,050,000
Satellite capacit  BOD s 3-Dec 2027
cooler y)  Processor
9. Reward  annually  Manager  Jan 2023- 250,000/- at
system Dec 2023 50,000/- per
year
10. Improve local   Extension  Semen Jan 2023- None
breeds and manger suppliers Dec 2027
promote use
of AI
11. Give farmers  20  Manger  Agrovets Jan 2023- None
milk cans on farmers  Delaval Dec 2027
check off per
month
Table 6: Key Result Area 1: Increase Milk Volume and Quality.

5.3. Key Result Area 2: Increase Membership and Shareholdings

ACTIVITIES TARGET PERSONS IN KEY TIME RESOURCES
CHARGE PARTNER FRAME REQUIRED
(FINANCIAL
)
KSHS.
1. Organize  Annually  Manager  Member Jan 2023
membershi  Board s – Dec 500,000/- at
p  Local 2027 100,000 per
recruitment administ year
drive ration/
GoK
 Village
Elders

2. Undertake  Annually  Board  Chiefs 500,000 /- at

Youth  Manager  Religiou Jan 100,000/- per
Activities to s 2023– year
attract them in organizat Dec 2027
the Project. ions.
- Football  Local
- Athletics Politicia
- Volleyball ns
ACTIVITIES TARGET PERSONS IN KEY TIME RESOURCES
CHARGE PARTNER FRAME REQUIRED
(FINANCIAL
)
KSHS.

3. Adopt  Board  EADD January None

check off  Management  KDFF 2023-
system in . Dec 2021
shareholdin
g.
4. Direct  100/= per  Manager  Members  Jan None
deduction member  Accountant 2023-
of shares per month. Dec
2023
5. Issue share  Fully paid  Manager  Members’/  Jan
certificate up  BOD Shareholders 2023-
to fully shareholde  Dec
paid up rs 2023
share
holders
Table 7: Key Result Area 2: Increase Membership and Shareholdings.

5.4. Key Result Area 3: Improve Training and extension Services.

ACTIVITIES TARGET PERSONS IN KEY TIME RESOURCES
CHARGE PARTNER FRAME REQUIRED
(FINANCIAL)
KSHS.
1. Set up model  10 2every  BOD  Members January 1,000,000/-
farms in every year  Manager  GOK 2023- at 100,000/-
location. Dec per model
2026 farm

2. Carry out Farmer  7 field  Manger  Members Jan 875,000/- at

Field days days/yr  Extension  GOK 2023- 25,000/- per
Manger Dec field day
2027
3. Carry out  13  Manager  Members Jan 650,000/- at
Exchange visits Exchange  Extension  Processor 2023- 10,000/- per
visits/yr Manager Dec visit
2027
4. Organize Farmer   Manager  Financial Jan None
trainings  Extension institution 2023-
Manager  Processor Dec
2027
5. Conduct Staff  10  BOD  Dairy 500,000/- at
trainings twice a (Twice a  Management Board Jan 2023 50,000/- per
year year) – Dec training
2027

6. Recruit and  Extension  BOD  KDB June2026 100,000 per

establish strong Manager,  Manager year.
extension 2AHAs
department &
2AISPs
7. Partner with  5  BOD Private Jan None
private  Manager providers of 2023-
Veterinary the following March
services. services; 2027
 Agro vet
 A.I.
 VET
 Ministry
of
Livestock
production
 VET
Table 8: Key Result Area 3: Improve Training and Extension Services.

7.5. Key Result Area 4: Offer Value Added Products and Alternative Streams
of Income.
ACTIVITIES TARGET PERSONS KEY PARTNER TIME RESOURCES
IN CHARGE FRAME REQUIRED
(FINANCIAL)
KSHS.
1. Introduce  1  Board  Commercial March 2023 1,000,000
farmer’s  Manager Bank initial
financial investment
services (FSA).

2. Open up a  1  BOD 2026 3,000,000/-

merchandise  Manager  Agro vet
shop within the Manufacturers
chilling plant
compound.
3. Set up a feed  1  BOD  Commercial January 2,000,000
Mill.  Manager Bank 2023 – Dec initial
2026 investment

4.Milk ATMS 4 ATMS BOD Oct 2022- 1.5Million

 a)Kapenguria 250 LITRES MANAGER  NARIGP Dec 2027
b)Bungoma OF MILK IN  CG
c)Kitale EACH ATM
d)Matunda
5.Establish 3  3  BOD  NARIGP Jan 2023- 1 Million
Agro vet shops  Manager  Input Suppliers July 2026
1. Chepsiro
2. Suwerwa
3. kapsara
6.Strengthen  Annually  Manager  BDS providers Jan 2023-
Check off Dec 2027
7.Offer AI  1  Manager  Ministry of March,2023 50,000
Services  BOD Livestock
(Village Bulls)  Endebess
Semen
suppliers
Table 9: Key Result Area 4: Offer Value Added Products and alternative streams of income.

7.6. Key Result Area 5: Strengthen Operation (Board and Management) and
structures.
ACTIVITIES TARGET PERSONS IN KEY PARTNER TIME RESOURCES
CHARGE FRAME REQUIRED
(FINANCIAL)
KSHS.
1. Insure all the  Annually  BOD  Insurance May, 500,000/-
assets including  Manager Company 2023
cash on transit.

2. Register the group  1  Manager NARIGP March

as a public limited  BOD 2023 70,000/-
company
3. Training of staff  1 per year  Manager Learning January To be
on customer care Institutions 2023 – captured in
once (KIM, Dec staff
M.O.U) 2027 trainings

4. Have Purchased  1  BOD  Delaval 10,000,000

 Manager Dairy
Systems

5. Purchase and  1  BOD  NARIGP Jan 350,000

installation of  Manager 2023
dairy management
software
ACTIVITIES TARGET PERSONS IN KEY PARTNER TIME RESOURCES
CHARGE FRAME REQUIRED
(FINANCIAL)
KSHS.
6. Partner with  5  BOD Private Nov None
private Veterinary  Manager providers of the 2023 –
services. following Jan
services; 2027
 Agrovet
 A.I.
 VET
 Ministry of
Livestock
production
 VET
7. Review and  Review  BOD  NARIGP Jan None
document current annually  Manager 2023–
policy documents Dec
2026
8. Board trainings  10 (2 per  BOD  NARIGP Oct
year)  Manager 2022 – 500,000/- at
Dec 50,000/- per
2027 training
9. Conduct monthly  quarterly  Chairman Jan 900,000/- at
BOD meetings  Chairman 2023 – 180,000/-
Dec per year
2027
10. Construction of  1  BOD  Shareholders Jan 2,000,000
office premises  Manager  Commercial 2023
banks

11. Conduct monthly  Monthly  Manager  BOD Jan None

staff meetings 2023-
Dec
2027
12. Staff performance  Annually  BOD NARIGP None
review  Manager
13. Review of  9 electoral  BOD  Shareholders March- 100,000
electoral zones zones May
2026
14. Carry out Board  Annually  BOD  Consultant Dec 250,000/- at
and Individual 2023- 50,000/- per
Director Dec evaluation
performance 2026
evaluation
15. Chairman’s day  Monthly  Chairman  Shareholders Jan None
ACTIVITIES TARGET PERSONS IN KEY PARTNER TIME RESOURCES
CHARGE FRAME REQUIRED
(FINANCIAL)
KSHS.
 Manager 2023-
Dec
2026
Table 10: Strengthen Operation (Board and the Management) and structures.
7.7. Key Result Area 6: Engage New Partners.

ACTIVITIES TARGET PERSONS IN KEY PARTNER TIME RESOURCES

CHARGE FRAME REQUIRED
(FINANCIAL)
KSHS.
1. Undertake  Annually  Manager Jan 2023 – 150,000/- at
Stakeholders  BOD  KDB Dec 2026 30,000 per
Meetings  Processor meeting
 GoK

2. Engage in CSR  Annually  BOD  Local admin 2023-2026 500,000 at

activities  Manager 100,000 per
year
3. Sign Multiple  Annually  Manager  Processors Jan 2023- None
contracts  BOD  NARIGP Dec 2026
4. Partner with  Annually  Manager  Commercial Jan 2023- None
Commercial  BOD Banks Dec 2027
banks for loans
Table 11: Key Result Area 6: Engage New Partners.
CHAPTER SIX: IMPLEMENTATION PLAN.
6.1.Introduction
This Plan will deliver desired results only if it is effectively implemented. Management shall
therefore ensure institutionalization and operationalization of the SP. Institutionalization
requires that the plan is acceptable in the organization. The structure, culture, policies and
leadership style should all support the plan. Where there are inconsistencies, internal adjustment
will be necessary. Operationalization requires the strategic plan to be broken into shorter time
frames for implementation.

The plan should be cascaded to all key person responsible (Board and the management) so that
everyone knows what they are expected to do.

5.3. Action Plan

Effective implementation is facilitated through action planning. An action plan indicates what
will be done, by whom, when and with what expected results. The action plan provides a link
between strategy formulation and action. It is also a tool for monitoring and evaluation. The
action plan for Cherangany Dairy is presented in Strategic Action Plan Matrix (Appendix II).

5.4 Annual Work Plans, Budget and Performance Contract

In implementing the strategic plan, annual work plans will be developed. These will provide the
details on what will be done and the results to be achieved for each year. The work plans derive
from the defined key result areas.

The annual work plans are an important tool in operationalizing the strategic plan. They form the
basis upon which the budget and the performance contracts are developed. Ideally, these work
plans should be completed before developing the budget. For purposes of this Strategic Plan,
work plans shall be completed before developing the budget. These work plans also directly link
to the annual performance contract.
5.5 Organization Structure
Effective implementation of a Strategic Plan requires an appropriate organization structure in
place. To support implementation of this Strategic Plan, the appropriate organization structure
will be put in place. The organization will make necessary structural reviews to meet the
changing demands of implementing this Strategic Plan.
CHAPTER SEVEN: MONITORING, EVALUATION AND CONTROL
7.1 Introduction
Continuous monitoring and evaluation is essential for successful implementation of a strategic
plan. Performance monitoring and evaluation shall be the responsibility of those who are most
closely involved in the implementation of the annual plans. In this respect, the executive board
and the management will carry out continuous performance self-assessment. They will be
expected to have the capacity, and will be given the responsibility, to undertake performance
measurement and reporting.

The following methodology shall be used for performance monitoring and evaluation:

7.2 Strategic Plan Implementation Teams (SPIT).

The implementation of the strategic plan will be continuously monitored by Strategic
Implementation Teams (SPITs). This team will be composed of the manager and the executive
board (Chairman, Vice Chairman, Secretary, Vice Secretary and the treasurer) - See Appendix
IV.

7.3 Terms of Reference for Strategic Plan Implementation Teams.

The SPITs are expected to address themselves to the following questions in executing their
mandate:

 Are key result areas and objectives being achieved or not? If they are, then
acknowledging, reward and communicate the progress. If not, then consider the following
other issues.

 Will the objectives be achieved according to the timelines specified in the plan? If not,
then why?
 Should the deadlines for completion be changed (be careful about making these changes
-- know why efforts are behind schedule before times are changed)?
 Do personnel have adequate resources (money, equipment, facilities, training, etc.) to
achieve the objectives?
 Are the strategies and objectives still realistic?
  Should priorities be changed to put more focus on achieving the objectives?
 Should the objectives and strategies be changed (be careful about making these changes
-- know why efforts are not achieving the goals before changing the goals)?
 What can be learned from monitoring in order to improve future planning activities and
also to improve future monitoring efforts?

7.4 Frequency of Reporting

 The manager shall prepare progress reports on monthly basis to the executive board of
directors.

 The manager shall then prepare and submit consolidated report on Strategic Plan
Implementation Progress Report (SPIPR) to the Board every Quarter.

 Strategic Plan Implementation Teams shall present half –year and full year progress
report during Strategy Review meetings.

7.5 Formative Evaluation

An outcomes-based formative mid-term and end-term evaluation of the strategic plan shall be
conducted to determine extent of execution mid-stream and end-stream. The Evaluation Tool
(Appendix III) shall be used. Formative evaluation report shall be presented to the Board and
stakeholders for Direction.

7.6 Summative Evaluation

An impact-based summative end-term evaluation of the strategic plan shall be conducted to
determine impact of execution end-stream. Summative evaluation report shall be presented to
the Board and key stakeholders for direction.
CHAPTER EIGHT: ROLE OF THE BOARD AND THE MANAGEMENT.

8.1 Board and the Management.

The role of the Board in monitoring the strategic plan will be to ensure establishment of
performance appraisal as well as appraisal of individual staff members.

Cherangany Dairy board consists of eleven members, three executive board members who are
composed of the chairman, treasurer and secretary and the manager. .

The full Board meets at least four times a year. The board has access to timely information from
the manger so that they can maintain full and effective control over strategic, financial,
operational and compliance issues. The Board has delegated authority for conduct of day-to-day
business to the manager.

8.2 Corporate Governance.

Corporate Governance is the process and structure used to direct and manage affairs of the
organization with the ultimate objective of realizing stakeholders’ long-term value. The directors
are responsible for the corporate governance practices of the organization. This statement sets
out the main practices in operation during the years under review, unless otherwise indicated.

The organization is committed to business integrity and professionalism in all its activities. As
part of this commitment, the Board fully supports issues articulated in the strategic plan so as to
bring the level of governance in line with national trends.

8.3. Responsibilities of the Board.

Cherangany Dairy recognizes the need to conduct Business with integrity and in accordance with
highest standard of governance practices. The board that is put in place determines the
organization’s policy and strategy, monitors the attainment of the organization key result areas
and ensures that the organization meets its obligations for members and other stakeholders. The
board members are also responsible for overseeing the organization’s internal control system that
is designed to safeguard the organization’s assets and to ensure reliability of the financial
information used within the organization.

1. The Board of Directors determines the organization’s vision, mission and core values,
provides strategic direction to the organization and is responsible for the approval of
strategic plans and the implementation of values in support thereof
2. Approves the annual business plan and budget proposed by management
3. Retains full and effective control over the organization and monitors management with
regard to the implementation of the approved annual budget and business plan
4. Appoints the manager, who reports to the Board and ensures that succession is planned
5. Approves the organization’s financial statements, interim reports and preliminary reports,
and returns required by the regulations, and is responsible for the integrity and reasonable
presentation thereof
6. Assesses the viability of the organization on a going concern basis
7. Determines the organization’s communication policy.
8. Determines directors selection, orientation and evaluation.
9. Ensures that the organization has appropriate risk management, internal control and
regulatory compliance procedures in place and that it communicates adequately with
members and stakeholders
10. Defines level of delegation in respect of specific matters, with required authority to
directors and management
11. Monitors non-financial aspect pertaining to the business of the organization.
12. Consider and, if appropriate, declares the payment of dividends to members.
13. Regularly evaluates its own performance and effectiveness.

The Board and its committees are supplied with full and timely information, which enable them
to discharge their responsibilities. All directors have access to the organization secretary and to
independent professional advice in appropriate circumstances at the organization’s expense.
8.4 Role of the Executive Management.
The Board charges the Executive Management with the authority to run the organization. The
Manager is given authority to; lead, direct, develop and manage all the activities of Cherangany
Dairy. These duties include strategic management, financial management, business development
and management, relationship management, supervision and management of staff.

(i) The Overall Responsibilities of the Executive Management.

The executive management has the responsibility of ensuring that service delivery is aligned so
as to deliver value to the members.

The management recognizes that managing risk to ensure optimal mix and return is an integral
part of achieving Cherangany Dairy’s goals. They need to put in place procedures for setting
and implementing objectives, measuring performance against objectives and implementing
corrective activities to ensure that objectives are achieved.

(ii) Internal Control

The Executive Management has collective responsibility for the organization’s system of internal
control and for reviewing their effectiveness. They have the responsibility for establishing and
implementing appropriate system and controls in the Business of the organization and providing
assurance to the directors that they have done so. This ensures that the assets are safeguarded,
transactions are appropriately authorized and recorded properly and that material errors and
irregularities are either prevented or detected within a reasonable period of time. In reviewing
the effectiveness of the system of internal control and risk management, the executive
management takes into account the results of the work carried out to audit and review activities
of the organization. They have to keep on reviewing the organization’s system of internal
control and satisfy that the system is effective.

(iii) Conduct of Business

The conduct of the organization’s business is being developed to be driven within a process
framework underpinned by defined processes, objectives policy statements, written procedures
and control guidelines the organization is pursuing. The organization has established
management structure with clearly defined roles, responsibilities and reporting lines.

(iv) Performance Reporting

The Business performance of the Organization is reported regularly to its Management and the
Board. Performance trends, forecasts, as well as actual performance against budget and prior
periods are closely monitored. Financial information is prepared using appropriate accounting
policies that are applied consistently. Operational procedures and controls have been established
to facilitate complete, accurate and timely processing of transactions and the safeguarding of
assets. The controls include, segregating of duties, the regular reconciliation of accounts and
valuation of assets.

8.5. Role of the Manager.

The Manager is the overall in charge of the plant. The Manager reports directly to the Board of
Directors. The implementation and full realization of this strategic plan rests squarely with the
Manager.

The manager will lead, direct, develop and manage all the activities of the plant, with particular
emphasis on enhancing the organization’s overall performance. These specific duties include
strategic management, business development and management, relationship management,
supervision and management of staff.
CHAPTER NINE: CONCLUSION.
The success of this Strategic Plan and indeed the success of Cherangany Dairy during the
planning and implementation period and beyond calls for concerted effort and goodwill by all
concerned parties and equal utilization of material, financial and human resources
APPENDIXES

APPENDIX I: LIST OF PARTICIPANTS.

Name Position.
Executive Board
1. Moses Kiptanui Chairman
2. Samwel biiy Secretary
3. Dennis Bett Treasurer
Other Board Members
4. Joseph Bartenga Director
5. Mary kiptoo Director
6. Edwin Tum Director
7. Musa Kiplagat Director
8. Henry kithunguri Director
9. Esther Mwaura Director

Staff
10. Zenah Biwott Manager
Other Stakeholders
1.
2.

Table 12: List of Participants

 APPENDIX II: ACTION PLAN.
ACTIVITIES/ SUB ACTIVITIES. WHO BY WHEN PERFOMANCE
Responsible Person. Collaborating INDICATOR.
Organization.
KEY RESULT AREA 1: Increase Milk Volume and Quality
Market the group and its products April 2023  New members recruited
 Run advertisements in local radio  Manager  Local FM Stations  Active membership
stations  BOD  Local  No of Farmer mobilization
 Print and distribute Posters and Flyers in  Location Administration meetings
key market centers Director  Printing firms
 Organize Farmer meetings at Locational
Level

Print paper bags and calendars with dairy  CP Manager Printing firms Jan 2023  Paper bags printed and
message distributed
 Calendars sold

1. Route the catchment area and allocate a  CP Manager  Extension team March 2023  Increase in Milk volumes
CESP/Clerk to be in charge of a Location/Route  BOD  Increase in no of Active
to mobilize the potential milk from the  Extension suppliers
location/Route Manager
2. Set daily milk targets to directors in their
 Extension Officer
respective locations
Establish Collection centers  BOD  Shareholders May 2023  No of collection centres
 Manager  Transporters established- 7
 Increase in volume of milk
  Suppliers of Milk handled
testing equipment  Improvement in milk
quality and reduction in
milk rejection

Training of Milk Clerks and Graders  BOD  Processor  July  No of trainings conducted
 Manager  NARIGP 2023(Train  Improvements in milk
 Quality  KDB annually) handling
Controller  Reduction in milk rejection
and variance

Develop and adopt quality policy  BOD  NARIGP  July 2023  Policy document in place
 Manager  KDB  Implementation of policy
 Quality
Controller

Establish Mini-Laboratory  BOD  NARIGP  JAN 2023  Mini Lab Established

 Manager  Processor  Improved Milk quality
 KDB

Establish farmers and DMG reward system  BOD  NARIGP  Dec 2023  No Award categories
 Manager  KDB  No. Of Farmers/DMGs
awarded

Improve Local breeds and promote use of AI  BOD  EADD  Jan 2023|  Increase in Milk Volume
  Manager  AISPs |  Increase in number of AI’s
 Farmers  Improved Breeds
 Semen Suppliers

Strengthen DMGs  BOD  NARI  Jan 2023  Increase in Milk Volume

 Manager  Ministry of  Increase in no of DMGs
 Extension Livestock collecting milk
Manager Development
 CESP

Establish Satellite coolers  BOD  NKCC  June 2023  No of Satellite coolers

 Manager  NARIGP established

Offer farmers cans on check off  Manger  Agro vet stores  Jan 2013  No of cans purchased
 Delaval
 KDB

KEY RESULT AREA 2: Increase Membership and Shareholding

Organize Membership and Share drive  BOD  Members Feb 2023  No of drives organized
 Manager  Local Admin and  Increase in membership/
GOK shares
 Village Elders

Undertake Youth Sports activities (Football,  BOD  Ministry of Youth July 2023  No. Of sports activities
Athletics and Volleyball etc)  Manager and Sports organized
 Local Admin  Increase& active
participation in no of youth
 (Chiefs) in dairy business

Adopt Check-off ; Share deductions  BOD  NARIGP March 2023  Increase in Share
 Manager  Members contribution
 Accountant

Issue share certificate to fully paid up members  BOD  NARIGP Dec 2022  No of Certificates awarded
 Manager
 Accountant

Take members for Exchange visits  BOD  NARIGP May 2023  Members taken for
Exchange and exposure
visits

Form new DMGs  Manager  NARIGP Jan 2023  No of DMGs formed

 Extension
Manager
KEY RESULT AREA 3: Improve Training and Extension Services
Set up Model farms  Extension  NARIGP July 2023  Model farms set up-10
Manager  Members
 Manager  GoK
 BOD
Representative

Recruit Extension Department: Extension  BOD  NARIGP March 2023  No of staff recruited
Manager, CESPs, AISPs AND AHAs  Manager  Ministry of
Livestock
Development

Conduct staff trainings  BOD  Processor June 2023  Number of Staff trainings
and number of Staff
  Manager  Dairy Board trained

Conduct BOD Trainings  BOD  NARIGP June 2023  Number Board trainings
 Manager  GOK and number of directors
trained

Organize Farmer Field Days  Manager  GOK March 2023  No of field days
 Extension  Processor  No. of Participants
Manager  Exhibitors
 EADD

rganize Farmer Exchange Visits  Manager  NARIGP Jan 2023  No of Exchange visits
 Extension  GOK  No of participants
Manager  Processor

Organize Farmer Trainings  Manager  NARIGP Jan 2023  No of farmer trainings

 Extension  GOK  No of farmers trained
Manager  KDB  Improved animal
 BOD husbandry

Partner with private Vets  Manager  Private vets Jan 2023  Improved animal health
 Extension  Ministry of  No of farmers served
Manager Livestock

KEY RESULT AREA 4: Offer Value Added Products and Services and Alternative Streams of Income
Establishment of FSA  BOD June 2019  FSA Established
 Manager  Banks  No of farmers using the
 NARIGP FSA

Open up a merchandise shop within the chilling  Manager  NARIGP Dec 2022  Shop opened
plant compound  BOD  Cooperativel  No of farmers purchasing
 Banks goods from shop

Set up Agro Vet Stores in Every Location  BOD  Input Suppliers May2023  No of Agro vet stores
 Manager  NARIGP opened
 No of farmers using Agro
vet stores

Strengthen Check off system  Manager  BDS providers Jan 2023  No of services on check off
 BOD  No of farmers using check
off

Purchase Tanker  BOD  cooperative Banks Dec 2022  Tanker not purchased
 Manager

Set up a Feed Mill  Manager  CG July 2024  Feed mill set up

 BOD  Input suppliers  No of farmers purchasing
from the mill

Build Reserves for Advance Payments  Manager  Cooperative Jan 2013  Increase in reserves
 Accountant Banks

Offer AI Services  Manager  Ministry of March 2013  Uptake in AI Technology

Livestock  Improved animal breeds
 Semen suppliers  Increased productivity
 EADD

KEY RESULT AREA 5: Strengthen Operations (Board and Management) and Structures
Insure all the assets of the group  BOD  Insurance Jan 2013  Assets insured
 Manager/ companies  Staff insured
Accountant

Have annual training budget for staff  BOD  NARIGP Jan 2023  Staff annual trainings
  Manager  Consultants  No of staff trained

Build Database for all Members and Shareholders  Manager  Farmers Jan 2023  Fully updated database

Register the group as a legal entity  BOD  Registrar of Jan 2013  Group registered as a legal
 Manager Companies entity

Review of Electoral zones  BOD  NARIGP Dec 2022  9 zones identified

Conduct regular elections  BOD  Shareholders March-april  New Board elected and
2023 registered

Conduct after 3 months BOD meetings  BOD  NARIGP Jan 2022  3 times board meetings
 Manager yearly

Establish relationship/MOU with cooperative  Manager NARIGP March 2023  Access to loans
banks
Improve customer relations and train staff on  Manager  NARIGP Dec 2023  Customer care desk in
customer care  Consultants place
 Suggestion box

Repair of the Chilling Plant  Manager  NARIGP March 2020  Chilling Plant fully
 Delaval Dairy operational
Systems

Purchase and Installation of the Dairy  Manager  NARIGP February 2020  Software installed
Management Software  AMTECH

Review and Document current Finance Policy  BOD  NARIGP Feb 2023  Finance policy reviewed

Train Board on Leadership and Governance and  BOD  NARIGP OCT 2023  No of trainings
Financial Management
  Manager  Consultant  No of Board members
trained

Conduct Monthly staff meetings  Manager  NARIGP Jan 2023  No of staff meetings

Construction of Office premises  BOD  CG Sept 2023  Office premises

 Manager constructed

Conduct staff performance review  Manager  NARIGP Dec 2023  Staff targets set
 BOD  Annual appraisal for all
staff

Carry out Board and individual director  BOD  Consultants Dec 2023  Evaluation conducted
performance evaluation  NARIGP  No of directors evaluated

Hold a Chairman’s day  Chairman  Members March 2023  Date clearly set on the
 BOD calendar and
communicated
 No of farmers attended to

KEY RESULT AREA 6: Engage new partners

Undertake stakeholder meetings  Manager  Stakeholders March 2023  No of meetings held
 BOD  Strengthening of existing
partnerships
 New partners acquired

Organize and participate in CSR activities  BOD  Shareholders Sept2023  No of CSR activities
 Manager  Stakeholders  Activities identified and
budget allocated

Sign multiple contracts  BOD  Processors Jan-March  Multiple contracts signed

2023
  Manager

Partner with Commercial banks for soft loans  Manager  Cooperative July 2023  MOU Signed
 BOD banks  Access to loans
 NARIGP
APPENDIX III: MONITORING, EVALUATION, AND REPORTING PLAN.

The following aspects will be monitored using the matrix shown below:

Key Result Area/ Monitoring/ Purpose Method Justificatio Success Timing Responsibility Reporting
Sustainability Evaluation n Measure Mechanism
Dimension. Activity
Key Result Areas
1 Increase milk volume
and quality.
2 Increase membership
and Shareholding
3 Improve training and
extension services
4 Offer value added
products and
alternative streams of
income.
5 Strengthen
operations and
structure (Board and
Management).
6 Engage new
Partners.

Sustainability Dimensions
Business sustainability dimensions
7 Business start up
8 Profitability
 9 Value proposition to
farmers
10 Value proposition to
the market
11 Capital structure
12 Governance
Production sustainability dimensions
13 Improved nutrition
14 Improved genetics
15 Improved herd
health management
16 Improved milk quality
17 Functional extension
services.
Table 13: Monitoring, Reporting and Evaluation Plan
APPENDIX IV: STRATEGIC PLAN IMPLEMENTATION TEAM
(SPIT).

The Strategic Plan Implementation Team (SPIT) headed by the Manager will ensure that
the organization policies, rules and regulations, budgets, plans, and statutory
requirements are adhered to by the team members in implementing the plan.
Name Position.
Executive Board
1. Moses Kiptanui Chairman
2. Samuel Biy Secretary
3. Dennis Bett Treasurer
Table 14: Strategic Plan Implementation Team
APPENDIX V: BUDGET.
The strategic plan will be implemented over the next five years. This requires commitment of resources. It is imperative that the
financial requirements of the Strategic Plan be based on the key result areas to be achieved and the requisite activities and sub
activities under each. The financial budget of this Strategic Plan provides the fund requirements on the basis of each of the Key
Result Area and sustainability dimension to be achieved.

Projected
2012 2013 2014 2016 2017 Total
Sh.000 Sh. 000 Sh 000 Sh 000 Sh. 000 Sh 000
KEY RESULT AREAS.
Key Result Area1: Increase milk volume and quality
Run advertisements in local radio stations 70,000 70,000 70,000 70,000 70,000
Print and distribute Posters and Flyers in key market
centers 80,000 80,000 80,000 80,000 80,000
Organize Farmer meetings at Location Level 70,000 70,000 70,000 70,000 70,000
Route the catchment area 220,000 220,000 110,00 - -
Print Paper bags 20,000 20,000 20,000 20,000 20,000
Print Cherangany Dairy Calendars 30,000 30,000 30,000 30,000 30,000
Establish Collection centers 320,000 320,000 320,000 160,000 - 1,
Training of Milk Clerks and Graders 20,000 20,000 20,000 20,000 20,000
Develop and adopt quality policy 15,000 - - - -
Establish Mini-Laboratory - 500,000 - - -
Establish farmers and DMG reward system 50,000 50,000 50,000 50,000 50,000
3,500,00
Establish Satellite coolers 3,500,000 - - 0 - 7,
Key Result Area2: Increase membership and Shareholding.
Organize Member and Share drive 100,000 100,000 100,000 100,000 100,000
Undertake Youth Sports activities 100,000 100,000 100,000 100,000 100,000
Issue share certificate to fully paid up share holders 30,000 30,000 30,000 30,000 30,000
Key Result Area3: Improve Training and Extension Services.
Set up model farms in every location 400,000 400,000 400,000 400,000 400,000 2,
Carry out Farmer Field days 175,000 175,000 175,000 175,000 175,000
Carry out Exchange visits 130,000 130,000 130,000 130,000 130,000
Conduct Staff trainings twice a year 100,000 100,000 100,000 100,000 100,000
Key Result Area 4: Offer value added products and alternative streams of income.
Establish FSA 1,000,000 - - - - 1,
Open up a merchandise shop 3,000,00
- - - 0 - 3,
Set up a feed Mill. - 2,000,000 1,000,000 - - 3,
Establish Agro vets 1,000,000 1,000,000 1,000,000 500,000 - 3,
Strengthen Check off: meetings with BDS providers 20,000 20,000 20,000 20,000 20,000
Purchase tanker - - 6,000,000 - - 6,
Establish Village Bulls 120,000 120,000 120,000 60,000 -
Key Result Area 5: Strengthen operation and structure (board and the management)
Insurance 100,000 100,000 100,000 100,000 100,000
Register the group as a public limited company 100,000 - - - -
Repair of the chilling plant 35,000 - - - -
Purchase and installation of dairy management
software 350,000 - - - -
Board trainings 100,000 100,000 100,000 100,000 100,000
Conduct monthly BOD meetings 180,000 180,000 180,000 180,000 180,000
Construction of office premises - 2,000,000 - - - 2,
Review of electoral zones 100,000 - - - -
Carry out Board and Individual Director performance
evaluation 50,000 50,000 50,000 50,000 50,000
Key Result Area6: Engage new partners
Undertake Stakeholders Meetings 30,000 30,000 30,000 30,000 30,000
Engage in CSR activities 100,000 100,000 100,000 100,000 100,000
9,175,00 1,955,00
Grand Total 8,715,000 8,115,000 10,395,000 0 0 38,
SUSTAINABILITY DIMENSIONS
Production sustainability dimensions
Improved Nutrition

Improved genetics
 Improved herd health
management

Improved milk quality

Functional extension services

Business sustainability dimensions

Business start up

Profitability

Value proposition to farmers

Value proposition to market

Capital structure

Governance

Possible Sources of Funding:

Internal Revenue (%)
External: Donors and Partners (%)
Deficit (%)
Total
Table 15: The Budget.
 ABBREVIATION LIST

DFBA-Dairy Farmers Of Business association

CG -County Government

MOLD-Ministry of livestock Development

MOA-Ministry of Agriculture

KARI-Kenya Agriculture Research Institution

ADC-Agriculture Development

KDB-Kenya Dairy Board

DTI-Dairy Technology Institute

WWS-World Wide Sires

CAIS-Central Artificial Insemination Station

AHA-Animal Health Assistance

MFI-Microfinances instute

CIG-Common Interest Group

VMG- Vulnerable Manageable Group