Strategic Planning

Executive plan
The Horticultural Crops Development Authority (H.C.D.A) is a State Corporation under the Ministry of Agriculture. It was established vide a Legal Notice No. 229 of 1967 under the Agriculture Act Cap. 318. The Authority is vested with the responsibility to facilitate, develop, promote, coordinate, and regulate the horticultural industry in Kenya.

This wide mandate has seen the industry grow gradually at an average rate of 20% per annum in terms of hectarage , production, and earnings. For example, volumes of horticultural produce exported rose from 1,480 metric tons in 1968 to over 133,000 metric tons in 2003. This success is attributed to a dynamic private sector and facilitation by the government through H.C.D.A.

Over the years, changing government policy and international market requirements have necessitated a re-orientation in the regulation of the industry. The Authority is now expected to focus on its regulatory role and limit its operations to facilitation of marketing especially for smallholders. The Authority has also recognized importance of enhancing its service provision as a centre of excellence for horticultural information.  

It is against this background that H.C.D.A found it opportune to prepare a strategic plan. To do this, the Authority has had to analyze internal and external factors that affect the sector through a S.W.O.T analysis. Assessment of the internal environment is crucial in identifying major strengths and weaknesses within the Authority, while taking cognizance of the opportunities present and external threats. This will help the Authority strategize to minimize the weaknesses while maximizing on the strengths to make the horticulture sub sector more competitive.

This strategic plan identifies the Authority’s core values and issues and reflects the consensus of staff and stakeholders. Operational objectives and activities have been specified in a five-year action plan. The five year plan will be used to set targets which will be required for performance contracting between the Government and the Board of Directors, the Board of Directors and the Managing Director and finally between the Managing Director and the Principal Managers. Performance contracting is meant to promote a performance-based reward system. The plan also recognizes the need to put in place a monitoring and evaluation management system, to assist the Authority to measure results of the set activities. The implementation of this plan is expected to facilitate further growth of the industry.