Final report on collaboration between the USAID- Kenya Agricultural Value Chain Enterprise Project (KAVES) and the Kenya Flower Council to support

the Kenya horticulture export sector

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Prepared by the Kenya Flower Council

Table of Content

Background1. Introductio

n…………………………………………………………………………........42. Partner

Institutions……………………………………………………………………..4 2.1 Kenya Flower

Council………………………………………………………………….42.2 USAID-Kenya Agricultural Value Chain Enterprise Project (KAVES)

…………………4 3. Justification for the Support …………………………………………………………..5 4. Key Intervention…………………………………………………………………………..6

4.1The National Horticulture Traceability System………………………………………...7

4.2 National Pesticide Sampling and Monitoring program …………………………………7

4.3 Support for the Kenya Horticulture Council………….……………………………….8

4.4 The Kenya Standards for Fruits and Vegetables Part 1 and II………………………….9

4.5 Promotion and participation in international exhibitions…………………………..…10

4.6 Improved capacity for inspection and certification through self-regulation………….10

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4.7 Capacity building for growers and stakeholder………………………………........…..11 5. Impact of the intervention ……………………………………………………………..11 6. Industry Performance…………………………………………………………………..12 6.1 Small holder beneficiaries……………………………………………………………....13 6.2 Industry statistics……………………………………………………………………….14 6.3 Farm gate- Market price analysis………………………………………………………15 7. Lessons Learnt…………………………………………………………………………...16 8. Pictorial…………………………………………………………………………………...16 7. Annexes …………………………………………………………………………………..16

Abbreviation

AFA: Agriculture Food Authority2

EU: European UnionDG- SANTE: Director General- SANTEFPEAK: Fresh produce Association of Kenya FVO: Food and Veterinary OrganizationHCD: Horticulture Crops Directorate KAVES: Kenya Agricultural Value Chain Enterprise Project (KAVES)KEFE: Kenya Association of Fruits and Vegetable Exporters KEPHIS: Kenya Plant Health Inspectorate Service KFC: Kenya Flower Council KHC: Kenya Horticulture Council KHCP: Kenya Horticulture Competitiveness Program HTS: Horticulture Traceability System MOALF: Ministry of Agriculture, Livestock and Fisheries MRLs: Maximum Residue Levels NPSMP: National Pesticides Sampling and Monitoring Program USAID: United State Agency for International Development (USAID)

Background

The agriculture sector contributes 25 percent to Kenya’s national GDP, with the horticulture sector provides 36 percent of the Kenya’s Agricultural Gross Domestic Product. The sector produces more than 7 million MT of fruits and vegetables annually; employs directly and indirectly more than 6.5 million people annually; provides livelihood for rural households with more than Kshs

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200 Billion farm gate value of produce sales annually; and more than Kshs 100 billion earnings in foreign exchange. Horticulture is therefore considered strategic in achieving Kenya’s Vision 2030 objective of becoming a middle income economy.

The Kenyan horticulture export has grown consistently over the decades, reaching a total value of USD 1.02 Billion in 2016. An increase of about 8% is projected for 2017. The horticulture exports are grouped into six categories: cut flowers (including ornamental plant cuttings), fresh vegetables, fresh fruits, nuts, fresh herbs, and processed products. The horticulture domestic markets is dominated by leafy vegetables (kales, spinach , cabbage), tomatoes, onions, potatoes and fruits mainly include mangoes, bananas, pawpaw and others. The Kenyan horticultural supply to international market is mainly by contracted farmers in the major horticultural growing zone around the country.

The horticulture sub-sector is made up of vegetables, flowers, fruits and medicinal aromatic plants (MAPS). In 2016 the value of domestic horticulture based on farm gate estimations was KES 134 Billion. The total value of fresh horticultural produce exports in 2016 was KES. 101.5 billion from 261,106 MT of produce, compared to KES. 90.4 billion in 2015 from 238,013 MT. The value of fresh horticultural exports increased by 12.3% mainly due to increase in exports of flowers especially roses. Exports of flowers contributed KES. 70.8 billion (70%) while vegetables and fruits contributed KES 23.4 billion (23%) and 7.3 billion (7%) respectively. The major flower exports in 2016 included: Roses, Carnation, Hypericum, Gypsophilla and Cuttings, while major vegetables were fresh beans, peas, Asian vegetables. The major fruits included: Avocados, mangoes and passion fruits.

Kenya horticulture export destination is mainly the European Union (EU) taking about 45% of the country’s exports. The specific destinations are Netherlands, United Kingdom, Germany, Austria, Italy, France, Belgium, Middle East and Far East (Korea, China).

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1- Introduction

Fresh fruits and vegetables markets are regulated by dynamic and stringent sanitary and phytosanitary requirements as well as market specific standards that often present barriers to smallholder farmers accessing the lucrative markets; in Kenya smallholder farmers account for more than 80 percent of fruit and vegetables produced.

Export horticulture accounts for less than 5 percent of the total horticulture production but contributes a third of total earnings and provides many employment opportunities at all levels from farm labor through to senior management. The majority of employees in the industry are women and young people. In recognition of this, USAID has been a leading investor in horticulture for more than 20 years and contributed directly to promoting horticulture exports hitting the KES 100 billion (billion US dollar) mark in 2016 for the first time in history. Export horticulture presents many new opportunities for many rural households but market requirements are demanding and involve close public-private cooperation.

The USAID-KAVES partnered with Kenya Flower Council, export companies and government agencies in implementing two strategic interventions to mitigate the aforementioned down ward trend in fruit and vegetable exports to EU. Diversifying production of export fruit and vegetables to non-traditional counties with low pest and disease pressure and favorable abiotic production factors. Supporting implementation of a national traceability system for horticulture produce as a prerequisite for developing measures to enhance safe use of pesticides and complying with food trade requirements, supporting national pesticide monitoring plan and implementation of the national fruit and vegetable standard.

The Kenya Flower council as a sub-contractor coordinated all these activities and ensured deliverables related to each sub-activity was achieved. The KFC, has completed all the task successfully jointly with the Kenyan government, export companies and other stakeholders. The horticulture industry has grown tremendously through improved compliance in the last three years and this was achieved through the support from the USAID-KAVES.

Some of the key achievement include;

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Launch, piloting, trainings and implementation of the National traceability system

Review, launch, piloting of the KS 1758 Revived, launched and supported the Kenya Horticulture Council Supported implementation of National Pesticide Sampling and

Monitoring program Supported promotional activities both in Kenya and mainly in the EU

and the USThis report contains the activities undertaken and the achievement made through the support received from the USAID-KAVES.

1.2 Partner Institution

1.2.1. The Kenya Flower Council

The Kenya Flower Council is a voluntary association of independent growers and exporters of cut-flowers and ornamentals, established in 1996, with the aim of fostering responsible and safe production of cut flowers in Kenya with due consideration of worker’s welfare and protection of the environment.

Against this background the Council has become the focal point for industry representation, promotion, and compliance to pertinent local and international standards deemed necessary to secure, expand and sustain markets.

One of the main objective of the Council is to represent Members in dialogue with governments, development agencies, media, trade bodies, unions, civil society, non-governmental organizations, partners, market organizations and other stakeholders on specific sector issues to create an enabling environment for the floriculture industry locally and abroad

1.2.2. USAID-KENYA AGRICULTURAL VALUE CHAIN ENTERPRISE PROJECT (KAVES)

The Kenya Agricultural Value Chain Enterprises (USAID-KAVES) project is a five-year initiative funded by the United States Agency for International Development to promote value chain growth and diversification. The project seeks to increase the productivity and incomes of smallholder farmers, and other actors within the dairy, maize and other staples, and horticulture value chains. The project’s main objectives are to improve economic stability and food security; improve nutritional outcomes and reduce chronic under-

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nutrition; build and diversify sustainable value chains; and increase the productivity and incomes of 500,000 smallholders in 22 counties drawn from parts of Eastern, Rift Valley and western Kenya.

The goal of USAID-KAVES is to increase the productivity and incomes of smallholder farmers and other actors along various value chains, thereby enhancing food security and improving nutrition. Horticulture is one of the three major value chain categories targeted by the project since it is a source of income for many rural families and fresh produce exporters depend upon smallholder farmers for their year-round supply of fruits and vegetables. European countries are the main markets for Kenyan export companies, but, in recent years, new EU regulations governing the quality and safety of food products entering the market have been difficult for smallholders to comply with. The project supported private sector association such as the Kenya horticulture industry and individual export companies to improve compliance and support increase of Kenya Horticultural export. The project also supported promotional activities both locally and internationally. Purpose of partnership and objectives of the Kenya flower council;Objective 1: Support the HCD to convert the current voluntarily standard KS 1758 to mandatory standards and initiate its implementation.Objective 2: To support KEPHIS to implement a national pesticide sampling and monitoring program for the purpose of surveillance for food safety in the domestic and export markets Objective 3: Expedite the operationalization of the Kenya Horticulture council as unified industry platform

Undertaking these activities in collaboration with all export companies will achieve increase of sale of fruits and vegetable to USD 60 Million by also working with 40,000 small holder farmers.

The Kenya Flower Council during the contractual period worked with the Fresh Produce Associations of Kenya (KEFE), Kenya Association of Fruits and Vegetable Exporters (KEFE) and others in a collaborative manner to support the achievement of the targets.

3. Justification for Collaboration

Fresh fruits and vegetables markets are regulated by dynamic and stringent sanitary and phytosanitary requirements as well as market specific standards

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that often present barriers to smallholder farmers accessing the lucrative markets; in Kenya smallholder farmers’ account for more than 80 percent of fruit and vegetables produced.

The industry is facing several challenges, particularly in its major European markets for fresh vegetables. In 2014 the total quantity of fresh vegetable exports to Europe was more than 40,000 MT with an FOB value of USD 148 million (KES 13.2 billion), down 3 percent from 2013 and an overall 14 percent drop since 2010. The reasons for this downward trend are:

(1) Failure to meet EU regulations on pesticide use, (2) Non-compliance with food safety regulations, and (3) Yield reductions in traditional production areas due to changes in weather patterns and over-farming of the same crop.

In 2013, following frequent identification of high pesticide levels, Kenyan peas and beans were subjected to inspections and control at all ports of entry into the European Union (EU). The listing reduced confidence of importers in Kenya as a source safe produce and cost local export companies more than USD 30 Million annually on pesticide residue testing, inspections and lost markets. This also resulted in export companies dropping a number of small holder farmers from their supply chain.

This similarly affected a number of small medium size export companies who were forced to stop fresh produce export business due to inability to demonstrate compliance to the regulatory bodies. This resulted in a number of employees been left without a job and significantly affected the whole sector.

The reputation of Kenya fresh produce at the international market was compromised due to non-safe produce arising from frequent detection of non-compliance and interceptions. This made even for the companies who invested heavily in quality and food safety system to re-access their market because of the lack of confidence. Inevitably this severely affected the market share held by the Kenyan exporters at the major markets in the EU.

4. Activities Undertaken

Under this aforementioned partnership, the following key interventions were undertaken to reverse the drop in the horticultural export;

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4.1 Development of national horticulture traceability system;

As part of the key recommendation by the EU-FVO on establishing a traceability system and improving official controls, the HCD made a request to the USAID-KAVES project to support the design and development of a national traceability system in collaboration with the horticulture private sector associations.

A national horticulture traceability system was developed with the financial and technical support system received from the USAID- The system was designed with inputs from government, export companies and importers. When the design and development phase was successfully, 12 export companies were selected to do piloting of the system in almost all the horticulture export growing counties.

The HTS is a cloud based system design to register growers, records agronomical practice and printing of labels. The system allows exporters to do farm to fork traceability with live update from the farms/fields. An e-traceability component helps buyers view all the farm history including pesticides used during the active crop life. Some of the key features of the system include;

• Geo-referenced farms and blocks within the farm-GPS based • All farm inputs (Seeds, fertilizers…) details are captured • Monitoring of farm out puts, pest and pesticide usage details captured• Early warning system • Strengthened pre-export certification system• Facilitate government inspection, audit and control checks• Confidence along the value chain in boosting the food safety capacity

of Kenya’s produce• Scope to cover all Kenya horticulture crops local and export• Competent authority (HCD) module for oversight and monitoring

The system has increased transparency and accountability in horticultural supply chain encouraging safe use of pesticides and market confidence in Kenya as a source of safe produce.

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Fig 1: HTS exporter module

4.2 National sampling and pesticide Monitoring program;

One of the biggest source of non-compliance for horticultural export with EU regulatory bodies has been the use of unapproved pesticides and lack of good agricultural practices. The fact that most small holder farmers source crop protection products on their own without the necessary training has generally resulted in high pesticide residue of harvest produce. Non-observance of pre-harvest intervals, poor calibration and blank sprays further resulted in unsafe produce sold to the export markets.

The Kenya Plant health inspectorate service (KEPHIS) which is a competent authority on matters of SPS, owns a national analytical chemistry and food safety laboratory where service of pesticide residues analysis among other are offered. There are other private laboratories that provide similar services such as SGS, Crop Nuts, Quest etc.

As part of demonstrating improved official control systems, Kenya has rolled out a national pesticide residue sampling and monitoring program implemented by KEPHIS in collaboration with FPEAK and supported by USAID. This entails periodic collection of samples based on risk profiling of agricultural zones and companies for analysis.

During the period of the sub-contract, Kenya flower Council partnered with KEPHIS and SGS to carry out sampling and analysis of 5,000 samples mainly of beans, peas and other high risk vegetables. Samples were collected from the fields and pack houses. Sampling and analysis were done in almost all production areas for beans and peas in Kenya.

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The exercise was conducted in 22 counties and covered all the high risk profiled companies. Upon detection of unauthorized pesticides or exceedance above the EU-MRLs, the companies were subjected to a full systems audit and staff retrained on safe use of pesticides.

The results of the analysis were shared with the horticulture competent authority structure (HCAS) and discussions were held on specific activities to be carried by all the stakeholders. The members of the HCAS include; KEPHIS, MOALF, AFA, HCD, KALRO, PCPB, KFC, KEFE and others. The committee was very instrumental in developing a paper to advocate delisting of peas from increased inspection rates in the EU. Although the delisting of peas was not achieved by the end of the project, reduction of the increased control from 10 to 5% was successful, with attendant benefits to exporters on sustained market access and reduction of cost to businesses. Additionally, confidence in Kenyan produce at the market place was restored albeit with caution.

4.3 Supporting review, launch, training and piloting of the Kenyan Horticulture Standard KS: 1758

During the reporting period, the USAID KAVES supported the review of the Kenyan Standard, KS1758 for fruits and vegetables. Horticultural produce is regulated by multiple food and quality standards depending on the produce and the specific markets. However, each exporting country needs to demonstrate due diligence for food safety and that standards are developed and implemented locally by all value chain actors.

In Kenya, the EurepGap was domesticated in 1997. Other standards such as Fairtrade, MPS, soon into the industry. However, considering the fact that these were all voluntarily standards, the Kenyan government through the Kenya bureau of standards initiated development of local standards. Consequently, KS 1758-Horticulture was launched in 2004. But the adoption by both government and private sector for standards was never actualized. Through this project the HCDA in partnership with the Kenya Flower Council resuscitated the process by subjecting the standard to a protracted stakeholder review, successfully launching KS 1758 Part 1- Flowers and Ornamentals in 2014. Part 2 - Fruits, Vegetables and Herbs was to follow suit later. Both the part I and draft Part 2 of the standard were piloted with export companies. The international market recognizes the impact of domestic production standards on food safety of exported produce. Prior to the launch of KS 1758 Part II in 2017, there was no mandatory standard for

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production of fruit and vegetables destined to the domestic market. This has been cited as major cause of loss of confidence in food safety for fruits and vegetables, given that 95% percent of fruits and vegetables produced in Kenya is consumed domestically. About 6,180 smallholder farmers supplying assorted fruits and vegetables in the domestic market are involved in the pilot implementation of KS 1758 Part II.

4.4 Establishment of the Kenya Horticultural Council;

Over the last 20 years, the horticulture sector has been represented by the two bigger organization namely the Kenya Flower Council and the Fresh Produce Associations of Kenya (FPEAK). The two leading organization have regular members and associate member. They share a common role for industry representation. However, the idea of an umbrella organization for flowers, fruit, and vegetable exporters has been discussed for more than 10 years. The need for an industry council is informed by the convergence of challenges posited by a regulatory regime, characterized by multiple and duplicated levies; escalating demands for compliance to both private, civil society and private industry standards and negotiation of business facilitative trade protocols In addition, synergy under an umbrella organization would provide for efficient implementation of national regulations / standards and institutionalize produce traceability. It is against this back ground that the Kenya Horticulture Council, formed by the KFC and FPEAK was first launched in 2007 as a common platform to address common industry challenges. With support from USAID – KAVES Project, the KHC is expected to play a significant role in influencing major policy shifts, towards more inclusivity of smallholder farmers’ engagement in production of export crops.

4.5 Promotion of Kenya’s horticultural produce at the international markets

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The USAID-KAVES supported promotion of Kenya’s horticultural export through exhibition at intentional exhibition such as the Fruit Logistica in Berlin, SIAL Paris London Produce show, IFTF Amsterdam, South Africa trade visits, Amsterdam Produce show where multiple Kenyan companies were able to find new buyers thus increasing volumes exported as recorded in the industry performance.

Local exhibitions were conducted such IFTEX, sustainability conference, FPEAK food safety conference, KEPHIS visits, HTS business plan development and review. These promotional activities were all held with the aim of supporting market linkages and demonstrating compliance of the horticulture industry.

4.6 Improved capacity for inspection and certification through self-regulation;

Several training sessions were held under the support of the USAID-KAVES Project on phytosanitary inspection, audits and certification. Regulatory protocols were revised, new ones developed between the private sector working closely with the relevant regulatory agencies as part of the national horticulture compliance framework, leveraging on industry self-regulations for ownership and ease and efficiency of implementation.

Through the same support, Kenya regulatory bodies were able to have meetings with representative of regulatory bodies in Europe. The discussions through this platform presented a great opportunity for Kenyan regulatory bodies to demonstrate the progress made since the last FVO audits in 2014.

The USAID-KAVES further provided technical support to the development of a technical paper to advocate for delisting of peas in pods from increased inspections from the EU Directive 669.

4.7 Capacity building for growers and exporters

The KHC organized a number of trainings for farmers, aggregators, brokers and exporters and other stakeholders on;

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Safe use of pesticides Good agricultural practice KS 1758 Part I and II National horticultural traceability System (HTS) National sampling and monitoring program Training on strategy and governance for industry associations Compliance to the export markets requirements

5. Achievement made

Through the interventions reported earlier, the Kenya horticulture sector has improved significantly and the following are the key achievements;

Regular pre-export sampling and residual analysis has encouraged safe use of pesticides which is validated by significant reduction in interceptions of produce associated with exceedance of pesticides Maximum Residue Limits (MRLs) from 23 in 2013 to 0 in 2017.

Delisting of Kenyan beans in pods from 10% inspection in July 2015 in the EU regulations 669/2009 and reduction of pea’s inspection from 10% to 5% in July 2017.

The overall result has been Kenya horticulture exports crossing for the first time, the KES 100 billion mark in 2016.

Increased number of small holder contracted farmers (additional 22,550) farmers joined the industry

Increased exports of fresh vegetables to regional markets such as Somalia, Uganda, etc

Increased export crop and market diversification; herbs production and export are growing. Non-traditional beans growing zones such as Kitale and Kericho are now producing beans and peas.

Improved working relationship between the industry, stakeholders and the regulatory bodies

Improved compliance to EU regulatory and market standards The national traceability system was fully developed and ownership

and management of the system vested at the KHC agreed by the stakeholders through participatory engagements

Enhanced capacity to sustain market access  compliance by both private export companies and regulatory bodies

Increased confidence of Kenya’s horticultural produce at the international markets

Pilot production of safe foods for the domestic market;

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In-depth value chain analysis for French bean; mango, and passion fruit;

Graph 1: Comparison of EU RASFF notification for pesticides reside (2013-17)

2013 2014 2015 2016 2017 60,000

65,000

70,000

75,000

80,000

85,000

-

5

10

15

20

25

Comparison of horticulture export Vs Number of EU RASFF

Quantity (MTs) Number RASFF notifcations

Graph 2: Comparison of horticulture export and the volumes exported (2013-2017)

5. Industry Performance

5.1 Small holder farmer in Kenya

In Kenya, estimated 500, 000 small holder farmers are active in agricultural business. The number of exporters vary by regions but are predominantly in the high rainfall areas. All small holder farmers organized are either in groups

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2013 2014 2015 2016 20170

5

10

15

20

25

Number of Pesticide Residue Notifications from the EU

Number of EU RASFF notification

or individual are contracted by export companies to grow and supply fresh produce including beans and peas for export to various destinations. There are about 300 export companies registered by the HCD. There has been increase in number of new export companies and farmers are contracted for an average period of one year witnessed by the HCD.

On the national pesticides sampling and monitoring plan, the Kenya Plant Health Inspectorate Services (KEPHIS) established an annual sampling plan with target companies based on risk profiling. The risk profiling is primarily done on the basis of the number of notification of RASFF received by the export companies. This information provides guidance on specific companies to be targeted for enhanced monitoring for compliances.

During the contractual period, the following companies participated in the pilot traceability system. The companies were classified as large export companies, mid-size export companies and small size export companies. The classification was based on number of contracted farmers, type of produce grown and volumes exported. In addition, the companies specializing in beans and peas in pods for exports were prioritized. The companies also willingly accepted to be part of the pilot phase of the system.. These included Interveg Exporters Ltd, Vegpro Ltd, Marja General Company, Keitt Exporters Ltd, Keitt fresh ltd,Wamu Investments Ltd, Finlays Ltd, Multi grow, Danka investement, Kariki ltd, Kenya Fresh, Athi river,Lynca and Jade fresh

Bases on the exporting companies, the total small holder beneficiaries were approximately 62, 882 farmers, who were contracted by the participating export companies during the reporting period. These farmers are spread over 45 production areas across the country and are either within out grower schemes owned by big export companies or grow independently and sell to consolidators who subsequently supply the markets.

5.2 Industry statisticsGraph 1: Overall horticulture export (2012-2016)

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2012 2013 2014 2015 Extrapolated 2016 -

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

-

20

40

60

80

100

120

140

160

180

200

Overall Horticulture Exports (2012-2016)

Quantity (MTs) Value(Million $)

Qua

ntity

(MTs

)

Valu

e (M

illio

n $)

Table 1: Overall horticultural exports by quarter

Quantity (MTs) 2010 2011 2012 2013 2014 2015 2016

% Change

Jan-Mar 16,300

17,530

17,233

18,339

20,434

16,477

17,547 6%

Apr-Jun 19,876

16,927

16,981

16,344

22,889

15,707

17,805 13%

Jul-Sept 18,609

14,543

19,362

18,425

19,086

19,381

19,146 -1%

Oct-Dec 21,037

19,098

21,265

20,452

20,328

18,601

20,828 12%

Grand Total

75,822

68,098

74,841

73,560

82,737

70,165

75,326 7%

Graph 3: Overall fresh vegetable exports

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2010 2011 2012 2013 2014 2015 2016 -

10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000

165 170 175 180 185 190 195 200

Overall Fresh Vegetable Exports Trend 2010 - 2016

Quantity (MTs) Value(Million USD)

Qua

ntity

(MTs

)

Valu

e(M

illio

n US

D)

Graph 4: Fresh vegetable export by category

Beans Mixed Packs

Carrots Peas Potatoes Other -

5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000

Fresh Vegetables Export by Category

2012 2013 2014 2015 2016

Qua

ntity

(MTs

)

Graph 5: Major markets for Kenyan Fresh Vegetables

UK Uganda Netherlands France Other -

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

Fresh Vegetables Major Destinations 2012 - 2016

2012 2013 2014 2015 2016

Qua

ntity

(MTs

)

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Graph 6: Mixed packs (baby carrots, baby corns, tender stem broccoli, peas, and beans)

UK Netherlands Other -

2,000

4,000

6,000

8,000

10,000

12,000

Mixed Packs Major Destinations 2012 - 2016

2012 2013 2014 2015 2016

Qua

ntity

(MTs

)

5.3 Farm Gate analysis

Produce Est. Price 2013(Pre-KAVES-KFC support

Est Price 2017Average prices

Prices in the UK (KSH) 2017

Beans 45 80 800

Peas in pods 55 120 900

Avocado 20 30 450

Mango 15 20 370

Chilies 40 90 750

6. Lesson learnt

There is need to support private sector self-regulation in order to improve compliance

There is need to continue to identify and find solutions to challenges in order to support market access

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A new market opportunity in the US is opening up soon and the Kenyan horticultural sub sector needs to undertake feasibility and market study to penetrate this market

Public-private partnership is important to be undertaken for areas that require investment and sustainability

There is need for government and the private sector to equally undertake measures to support domestic food safety initiative

7. Pictorials

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Picture 1: KEPHIS staff sampling for pesticide residue.

Pic 2: launch of the Kenya Horticulture Council

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