STRATEGIC PLAN 2023-2028 Amended

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028
FRESH AGRICULTURE CONSULTANCY LIMITED
STRATEGIC PLAN
2023/2024- 2027/2028
July, 2023
2023-2028 STRATEGIC PLAN

Table of Contents
LIST OF TABLES.................................................................................................................................5
LIST OF ABBREVIATIONS..................................................................................................................5
LIST OF FIGURES...............................................................................................................................6

FOREWORD......................................................................................................................................7
INTRODUCTION................................................................................................................................9
EXECUTIVE SUMMARY..................................................................................................................10
VISION............................................................................................................................................15
MISSION:........................................................................................................................................15

CORE VALUES:................................................................................................................................15
METHODOLOGY OF THE STRATEGIC PLAN PREPARATION............................................................17
Key Trends in Agriculture...........................................................................................................17
AUDIT OF THE PAST STRATEGIC PLAN PERFORMANCE.................................................................20
Achievements........................................................................................................................................21
Challenges.............................................................................................................................................22
Lessons Learnt.......................................................................................................................................22
STRATEGIC ANALYSIS.................................................................................................................................25
SWOT Analysis.......................................................................................................................................25
Strengths...........................................................................................................................................25
Weaknesses......................................................................................................................................25
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Opportunities....................................................................................................................................26
Threats..............................................................................................................................................26
Stakeholder Analysis............................................................................................................................26
Competitor Analysis..............................................................................................................................30
STRATEGIC DIRECTION..............................................................................................................................32
Mandate...........................................................................................................................................32
Vision................................................................................................................................................32
Mission..............................................................................................................................................32
Core Values.......................................................................................................................................32
Integrity and Professionalism...........................................................................................................32
Innovativeness..................................................................................................................................33
Partnership with other key stakeholders..........................................................................................33
Delivery of quality service.................................................................................................................33
Company Social Responsibility (CSR)................................................................................................33
Team work........................................................................................................................................33
STRATEGIC THEMES AND OBJECTIVES......................................................................................................34
Themes..................................................................................................................................................34
Objectives..............................................................................................................................................34
Sustainability Balanced Scorecard (SBSC)..............................................................................................34
The Proposed Strategic Themes and objectives.................................................................................35
Strategic Themes and Objectives......................................................................................................36
Theme 1: Economic Perspective.......................................................................................................36

Theme 2: Customer Focus................................................................................................................37
Theme 3: Internal Business Processes..............................................................................................38
Theme 4: Capacity Building and Innovation......................................................................................39
Theme 5: Company Governance.........................................................................................................40
Theme 6: Environmental Sustainability.............................................................................................41
THE COMPANY STRATEGY.........................................................................................................................42
IMPLEMENTATION PLAN..........................................................................................................................45
Implementation Matrix.........................................................................................................................45
Annual Work Planning...........................................................................................................................45
Budgeting..............................................................................................................................................45
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Communication of the plan...................................................................................................................46

Financing the plan.................................................................................................................................46
Company Structure...............................................................................................................................46
Risk Analysis and Critical Assumptions..................................................................................................46
Monitoring and Evaluation Plan............................................................................................................47
Cascading Framework...........................................................................................................................49
CONCLUSION.............................................................................................................................................50
APPENDICES..............................................................................................................................................51
APPENDIX I: Implementation Plan Matrix Strategic Theme One (1): Economic Perspective.....................51
Objective One (1): To build a Sustainable Financial Resource Base..................................................51
Strategic Theme Two (2): Customer Focus............................................................................................52
Objective One (1): To continuously improve customer satisfaction.................................................52
Strategic Theme Three (3): Internal Business Processes.......................................................................54
Objective One (1): Increase productivity in all our enterprises........................................................54
Objective Two (2): To attain optimum utilization of resource..........................................................55
Objective Three (3): Re-engineering internal business process in line with global based practices. 55
Strategic Theme Four (4): Capacity Building and Innovation................................................................56

Objective One (1): To strengthen institutional capacity to be able to achieve our mandate...........56
Objective Two (2): To enhance research and development to achieve competitive advantage......58
Strategic Theme Five (5): Company Governance..................................................................................59
Objective One (1): To institutionalize company governance mechanisms and culture....................59
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Strategic Theme Six (6): Environmental Sustainability..........................................................................60
Objective One (1): To Conduct our Business in a Manner that Preserves and Conserves
Environmental Sustainability............................................................................................................60

APPENDIX II: Projected Outcomes as per Fresh Agriculture consultancy..................................................61
Schedule A: Consultancy.......................................................................................................................61
Schedule B: Farm...................................................................................................................................62
Schedule C: Foliar..................................................................................................................................64
Schedule D: Association........................................................................................................................65
APPENDIX III: Projected Performance and Funding Sources......................................................................66
PROJECTED FINANCIAL PLAN BALANCE SHEET......................................................................................66
CONSULTANCY INCOME STATEMENT...............................................................................................66
FARM................................................................................................................................................66
FOLIAR..............................................................................................................................................67
APPENDIX IV: Organization Structure........................................................................................................68
APPENDIX V: Strategic Planning Team.......................................................................................................69
Fresh Agriculture Management Team..............................................................................................69
LIST OF TABLES
Table 1 Stakeholder Analysis.........................................................................................................24
Table 2 Competitor Analysis.........................................................................................................27
Table 3 strategic themes and objectives.......................................................................................33
Table 4 Consultancy income projection........................................................................................58
Table 5 fresh agri consultancy and growers income projection...................................................59
Table 6 foliar income projection....................................................................................................61

Table 7 Association members growth projection..........................................................................62
LIST OF ABBREVIATIONS
PD- PRODUCTION DEPARTMENT
CD- Compliance Department

HRM- Human Resource Management
FM- Farm Manager
R%D- Research and development
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LIST OF FIGURES
Figure 1 unit/department income contribution in the first half of 2023.......................................8
Figure 2 : POPULATION TREND (SOURCE KNBS, 2019)..................................................................16
Figure 3 income contribution per unit..........................................................................................19
Figure 4 consultancy income projection for the strategic period.................................................60
Figure 5 farm income projection...................................................................................................61
Figure 6 fuel related cost projections............................................................................................62

Figure 7 foliar fertilizer income projection....................................................................................63
Figure 8 illustration of association member growth within the strategic plan period.................64
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FOREWORD
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Dear Team,

As the Director of our esteemed Fresh Produce Farming and Consultancy Firm, I am excited to
share our vision and strategic plan for the next five years. Over the past few years, we have
achieved significant milestones and established ourselves as a leading player in the agricultural
industry. However, we recognize that our journey has just begun, and it is essential to chart a
clear and ambitious course for the future.
Our overarching goal for the next five years is to become the region's premier provider of fresh
produce, agricultural expertise, and consultancy services. To achieve this, we will focus on four
key pillars:
Enhancing Agricultural Productivity:
We will invest in state-of-the-art technologies and innovative farming practices to increase our
farm's productivity and efficiency. Leveraging data-driven insights, precision agriculture, and
sustainable practices, we aim to maximize yield while minimizing environmental impact. Our
commitment to quality and food safety will remain at the core of all our operations.
Expanding Market Presence:
To solidify our position in the market, we will expand our product offerings and geographic
reach. By diversifying our fresh produce range and exploring new markets, both domestically
and internationally, we will reduce dependency on specific crops and tap into emerging
opportunities. We will build strategic partnerships with distributors, retailers, and restaurants
to ensure a strong and reliable distribution network.
Strengthening Consultancy Services:
Our consultancy services have proven to be a valuable asset for farmers seeking guidance and
expertise. Over the next five years, we will further develop and expand these services, catering
to a broader range of clients, including small-scale farmers, agribusinesses, and government
organizations. Our aim is to be the go-to source for comprehensive agricultural consulting,
covering everything from crop planning to marketing strategies.
Embracing Sustainability and Innovation:
We recognize our responsibility towards the environment and the community. Sustainable
practices will be ingrained in every aspect of our business, from resource management to waste
reduction. Embracing new technologies and cutting-edge research, we will continuously
innovate to stay ahead of industry trends and offer the best solutions to our clients.
In pursuit of these objectives, we understand that our success lies in the dedication and
expertise of our team. We will foster a culture of continuous learning and professional growth,
empowering our employees to thrive personally and professionally. Moreover, we will
emphasize inclusivity and diversity, recognizing the strength that comes from a team with
varied perspectives.
As we embark on this five-year journey, we must be adaptable and responsive to market

dynamics. Regular performance assessments and data analysis will guide our decision-making
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process, ensuring that we remain on course and make necessary adjustments when required.
I have complete faith in the abilities of our team and the potential of our Fresh Produce
Farming and Consultancy Firm. By staying true to our core values, fostering innovation, and
working cohesively, we will undoubtedly achieve remarkable success in the coming years.
Together, let's make a lasting and positive impact on the agricultural sector and contribute to a
sustainable, food-secure future.
Sincerely,
HABEL OKOKO OKWARO
Director,
Fresh Agriculture Consultancy Kenya Limited.
INTRODUCTION
Over the past three decades, dramatic structural changes have occurred in agriculture
worldwide as a result of globalization, economic liberalization, environmental regulations,
rapidly shifting societies, and reduced protection of agricultural markets that are increasingly
complex and competitive. These changes direct the emergence of new customer bases and
consumption behavior patterns for agricultural supply manufacturers, distributors, and
retailers. Fresh Agriculture Consultancy limited is set to prompt adaptation of all the strategies
to position itself in the market in a way that best suits its resources and competences.
This five-year strategic plan was developed through a participatory and inclusive process which
included stakeholder and employees interviews. For the past half of 2023, the financial position
of the company stipulates that Consultancy accounts for about 55.22% of the company income,
Farming 34.86%, foliar production 1.67% and Association 8.25.
FIGURE 1 UNIT / DEPARTMENT INCOME CONTRIBUTION IN THE FIRST HALF OF
2023
% income contributi on in the 1st half

of 2023
60.00 55.22
50.00
40.00
34.86
30.00
EXECUTIVE
20.00 SUMMARY
FRESH AGRICULTURE STRATEGIC PLAN 2023-2028 Page | 9

10.00 8.25
1.67
0.00
Fresh Agriculture
Co nsu l t an c y Farm Foliar A s s o c i a ti o n
Consultancy Limited
is a registered company in agricultural Sector. The Agricultural Sector contributes an
average 27 per cent to GDP, accounting for the largest share in GDP (according to Kenya
Economic Survey 2017). The Sector provides critical supportive linkages to other sectors. It
contributes approximately 75 per cent of industrial raw materials, 65 per cent of export
earnings and 60 per cent of the total employment. Given its importance, the Sector plays a
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significant role of ensuring food and nutritional security as well as driving the
Manufacturing Sector through the provision of raw materials. The main products in the
Sector includes maize, rice and wheat production, which are a critical determinant of our
food security, tea, coffee, cut- flowers, vegetables, fruits, nuts, herbs and spices which are
the main foreign exchange earners.
Fresh Agriculture has a vision to play a significant role in helping in the realization of
aspirations of Kenyans as identified in the Vision 2030
In order to realize this aspiration, the Company will need to address various critical issues
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that have affected it in the recent past.
With this in mind, the Company developed this strategic plan (2023/24-2027/2028). It builds

upon the success of the previous strategic plan.
This strategic plan charts the way forward for fresh agriculture consultancy limited and its
affiliate companies over the next five years. This has been done by articulating the vision,
Mission and core values of the company
The Company has identified and prioritized six (6) strategic themes for the strategic period.
These include;
1. Economic perspective
2. Customer focus
3. Internal business process perspective
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4. Capacity building and innovation

5. Company governance
6. Environmental sustainability
Based on the identified strategic themes, nine strategic objectives were identified. Various
strategies for realizing each of the strategic objectives and respective implementation
initiatives were also identified.
The first strategic objective involves building a sustainable financial resource base. This will
be achieved through implementation of various strategies which include
 Engagement of donors for funding,
 Engagement of the private sector for partnerships (out-grower system),
 An improved financial management and
 Enhanced debt management.
The Company will undertake various initiatives such as

 Establishment and operationalization of a team to continuously monitor all

company operations,
 negotiate and re-structure debts with key stakeholders,
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 seek donors to support in initiating projects that will help in achieving the objectives
of this strategic plan within the stipulated time frame, and
 Develop an effective debt management policy, among others.
The second strategic objective will involve continuous improvement of customer

satisfaction within the next five years. The strategies for realizing this objective will
include;
 Provision of quality services in respective units/departments,

 Continuously interact with customers,
 Company image enhancement,
 Increasing outlets for our goods and services,
 partnerships with other stakeholders and
 Undertaking other social responsibility activities.
These strategies will be realized through
 refresher courses for staff

 continuous improvement of the quality of products and services,
 improved storage and handling of products and,
 increasing channels for customer engagement
The third strategic objective will involve increasing productivity in all our enterprises. Key
initiatives will include
 Precision farming,
 Timeliness in operations/supply of critical inputs and raw materials,
 Conservation tillage in all crop operations,
 Irrigation and pesticide application
 Ensuring all input costs are well monitored .This will involve tracking costs by
computing and recording costs per block in the production sheet (form) to be
provided by the production department.
The Company’s fourth strategic objective seeks to attain optimum utilization of resource
through enhanced utilization of land. Key initiatives will involve
 Introduce cash crops in isolations areas in the farm.

 A well-organized production plan
 Soil testing/analysis
The fifth strategic objective for the Company will involve expanding its market for the
farm produce to realize more returns. In order to realize the strategic objectives, key
initiatives will involve;
 Seeking oversee clients for export,

 Opening outlet shops for local market supplies.
The sixth strategic objective for the Company will involve strengthening institutional
capacity to be able to achieve its mandate. The key strategies for this objective will
include;
 development of human resource capacity,

 Staff retention,
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 Organizational restructuring,
 Improvement of work environment,
 Development of monitoring, evaluation, review and controls tools as well as review
of performance management systems.
Key strategic initiatives will thus involve

FRESH AGRICULTURE S
 Continuous professional development,
 Skills development programmes,
 skills audits,
 Reward, recognition and sanctions,
 Salary reviews and promotions

 Enhancement of non-financial incentives.
 Other key initiatives for realization of these strategic objectives will involve
workload analysis, review of HR policies and procedures, reviewing the
organizational structure, provision of working tools, protective clothing,
FRESH AGRICULTURE STRATEGIC PLAN 2023-2028 P a g e | 14
operationalization of monitoring, evaluation, review and control systems,

implementation of performance based reward, recognition and sanctions and
performance contracts.
The seventh objective will involve enhancement of research and development to achieve
competitive advantage. This will be achieved through
 Positioning of R&D functions by reviewing of the organization structure.

 Development of new products and services by improvement in the yield and quality.
Institutionalization of governance mechanism and culture will be the eighth strategic

objective for the Company. This will be realized through;
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 Company culture change management,
 Staff reorganization,
 Enhanced compliance with legal regulations,
 Communication and strengthening internal controls.
Key strategic initiatives in this area will involve
 prudential financial management,

 staff audit,
 Review of the company organogram,
 review of employee remuneration, Retention and succession plan,
 Review of audit and risk management framework.
 Other initiatives will involve formulation of company communication policies, and
development of a communication flow chart. The Company will also strengthen its
capacity of the internal audit function (functionality and systems audits).
Lastly, Fresh Agriculture consultancy and its affiliate companies will seek to conduct its
business in a manner that preserves and conserves environment and provision of safe
foods. Strategies for realizing this strategic objective will involve;
 Seeking to comply with all necessary regulations,
FRESH AGRICULTURE STRATEGIC PLAN 2023-2028P ag e | 1 5

 Protection of riparian areas,
4  Adoption of appropriate solid and effluent waste management practices

7
Some of the key initiatives that will lead to realization of these strategic objectives will
involve
 Establishment of environmental sustainability committees in every farm,

 implementation of company environmental policy,
 planting of boarder crops,
 Use of only approved pesticides among others.
VISION:
Being the partner of agricultural, food industries development and sustainable production
for global market
MISSION:
To develop agricultural and food industries sector in Africa and middle east through
independent mind, professional agronomy consultancy ,science based decision,
technological innovation and a strong team that value and is dedicated to the success of
our clients and other stakeholders
CORE VALUES:
 Committed on providing services of highest standard and technical excellence with
utmost integrity
 Our team of expertise combined with innovative approaches and products that inspire
client’s confidence and trust
 Team work
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FOLIAR FERTILIZER
METHODOLOGY OF THE STRATEGIC PLAN PREPARATION
This strategic plan was developed through a highly participatory process involving
literature review, Questionnaire interviews with internal and external stakeholders and
one-on-one interviews with employees. Literature review included assessment of various

documents such as the company previous strategic plans, financial reports and production
records.
Consultative meetings were held on various occasions on the approach and methodology for
undertaking this assignment and key stakeholders were identified. The planning team
FRESH AGRICULTURE STRATEGIC PLAN 2023-2028 P a g e | 1 7

engaged various groups of staff in consultative meetings for their inputs and
contributions. The consultative sessions were also used to capture the views of
management and staff.
Key Trends in Agriculture

One of the most important trends that this strategy takes cognizance of is the increasing
population compared to reducing food production. This trend is outlined in Figures 2
FIGURE 2 : POPULATION TREND (SOURCE KNBS, 2019)
As illustrated in Figure 2, the country has sustained high population growth, a six fold increase
since 1963.On the other hand, the Food demand is growing rapidly. This implies a growth in
demand in local market (urban areas). The company hence focuses on fostering income
driven farming systems by focusing only on what they are very well position to handle. The
Company also positions itself to take projected food security gap in the near future as an
opportunity.
In light of the above context the company has identified priority areas in the 2023-2028
strategic plan. This Priority areas include:
1. Increasing production farms from current 15 acres to 40 acres
This will be achieved by fully utilization of the current productions farms. It is from the
farms precedes and external donors that the company will expand to the target farm
acreage.
2. Farms Mechanization
This programme will involve strengthening adoption of agricultural mechanization. The

company to adopt drip irrigation in farms to be identified as ideal .This will depend on the
farm lease agreement terms.
3. Out-growers system
The company to contract legal farm owners under agreeable terms for partnership
farming. This will enhance continuous and uninterrupted supply of farm produce on
demand/order
4. Insurance
The Company to access agriculture insurance to manage risks and losses, increase
productivity through improved access to credit and higher yielding crop varieties
5. Crop diversification
The company will diversify the food production base through adoption of new crop varieties
for both local consumption and international markets.
6. Strategic Supply Reserve
This will involve contracting farmers for Strategic supply Reserve, Provision of certain
inputs to farmers as per the terms of agreement

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AUDIT OF THE PAST STRATEGIC PLAN PERFORMANCE

In the previous strategic plan, five strategic themes were identified:
1. To be the country reference plan for modern and profitable farming

2. To be the focal point on agriculture related human resource and management services
3. Increased participation in attaining food security
4. Provision of Pest control and hygiene services
5. Provision of online services
These five strategic themes have served the Company over the last five years (since 2018),
strengthening it in key areas of its operation by enabling it to register several achievements.
Figure 3 Illustrates Unit/ departmental income contribution for the first half of 2023.All
expenses included. Professional fee excluded in consultancy
FIGURE 3 INCOME CONTRIBUTION PER UNIT
% income contributi on in the 1st half

of 2023
60.00 55.22
4
50.00 7
40.00
34.86
30.00
20.00
10.00 8.25
1.67
0.00
Co nsu l t an c y Farm Foliar A s s o c i a ti o n
Despite the achievements, however, there were various challenges encountered while
implementing the strategic plan. Some of the notable achievements, the challenges
encountered and the key lesson learnt over the last strategic plan (2018-2023) period have
been presented in this chapter.
Achievements
Several objectives and strategies were identified that were to be carried out to address each
of the strategic themes. Although some of these were not met, there were significant
milestones which came from either partial or full achievement on the activities and
programmes during the planned period. Notable achievements during the period included
the following:
1. Engaging in active farming in the available farms (15 acres) and producing substantive amounts
of food for local and international markets.
2. Attained returns from farm production sales of 34.86% of the total company income out of
which 10% are from local sales and 74 % from export crops
3. Offering Technical support services in agricultural sector hence promoting safe and secure food
provision. Technical support accounted for 55.22% of the total company revenue in the first
half of 2023
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4. Initiation of Fresh agriculture Growers Association with over 50 members (43 active members)
as at the close of mid-year 2023
5. Training and providing competent staff to company in agricultural sector to enhance

proper implementation of food safety standards
6. Provision of Pest Control and hygiene services in 3 companies
7. Introduction of Eden Foliar to boost in food production
8. Recruitment of skilled and qualified strategy Implementer

Challenges
As Fresh agriculture continues to do business, it has faced various challenges. These have
to be addressed to assure continued success. Among the notable challenges that the
Company faced during the strategic period include
1. Financial constraints
2. Challenges in Cost management at farm

3. Lack of proper marketing channel in local market
4. High dependence on climate based production. Lack of proper technologies in farms
5. Weak project management arrangements
6. High employee turnover
7. High cost of inputs
Lessons Learnt
Several lessons have been drawn from the lapsed Strategic Plan that will greatly inform the
successful implementation of the current Strategic plan. Among the key lesson learnt that
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were identified are;
 Financial challenges affecting the company will require strong consideration in the
next strategic planning period.
 The company will need to review its policies and procedures in order to strengthen
and streamline all its processes in order to succeed in the near future.
 There is need to implement the Strategic Plan fully and extract the measurement
parameters for assessing the performance out of it. This includes the Employees
Performance Contract (PC) and weekly Work Plans.
 There is need for regular periodic reviews of the Implementation plans within the
4
Strategic Plan and developing a strong and robust Monitoring and Evaluation Plan to 7
support this activity.

 There is need to increase synergy between department and provide awareness to
staff
 Need to align human resources with the new strategy through review of the
organizational structure, improving employee performance, productivity, retention,
streamlining rewards and compensation as well as improving staff engagement.
Strategic themes, objectives and activities need to be SMART and even go beyond
that while ensuring that Strategic Plan ownership is achieved within the Company.
 Need to enhance the Company branding and marketing. Understanding the external
environment is important in managing organizations. It is this environment that shapes
the opportunities and challenges facing any organization. It forms the context in
which organizations operate. The Company must continuously take note of these
environmental changes and respond accordingly.

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TOMATO BLOCK
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STRATEGIC ANALYSIS
Strategic analysis involves analyzing both internal and external environment in which an
organization operates. Internal and external analysis is critical in understanding the
conditions within which organizations operate. In this strategic plan, it is discussed on how
Fresh Agriculture consultancy limited and its affiliate companies will leverage its internal
capabilities to optimize the opportunities in markets where it has chosen to do business.
It provides an appreciation of the capabilities of an organization and the external factors
that affect it. This analysis results in the identification of strengths, weaknesses,
opportunities and threats (SWOT).

P ag e | 25 FRESH AGRICULTURE STRATEGIC PLAN 2023-2028
These provide a good indication of what the future strategies will be. The results of the
analysis are outlined below as the SWOT analysis:
SWOT Analysis
Strengths
The strengths of the Company include:
 Strong asset base mainly backed by large size of land leased by the Company
 Young, energetic and qualified technical staff with sector knowledge and experience
 Strong Fresh Agriculture consultancy brand
 Existing partnerships and good relationships with key players in the agricultural sector
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 Fresh Agriculture has sector-wide presence
Weaknesses
The weaknesses of the Company include:
 Lack of structured local markets for farm produce resulting to law profit margins
 High cost of production mainly resulting from weak internal controls
 Lack of effective performance management systems
 Manual processes in farms which are inefficient and labor intensive e.g. irrigation
 Inadequate equipment within the farms

 Inadequate financial resource
 Lack of synchronized budgets and performance targets
 Weak enforcement of human resource policies and procedures
Opportunities
The opportunities available to the Company include:
 Unsatisfied demand for products and services i.e. due to projected increase in urban
population and new companies
 Increased food safety awareness in local markets. This will expand markets for well-
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structured companies that is complying with food safety certification standards, Fresh
Agriculture being part.
 Optimization and utilization of permanent rivers in the company land
 Utilization of manpower of Student o n attachment and internships
 Fresh Agriculture technical support and consultancy brand is widely known in the
agricultural sector
Threats
The threats to the Company include:
1. Climate change leading to changing weather patterns
2. High cost of inputs
3. Competition for land with other ambitious private sector.
Stakeholder Analysis
Fresh Agriculture operate within a competitive context which comprises various

stakeholders. It is important to understand these stakeholders and their stake
(expectations). To be successful in implementing the Strategic Plan, Fresh Agriculture
consultancy limited and its affiliate companies will require the goodwill, support and
cooperation from all stakeholders. Additionally, Fresh Agriculture shall continue to actively
be engaged in building mutually beneficial partnerships with like-minded organizations.
Stakeholders can support or impede efforts of a company to implement its strategic plan.
During the strategic plan period, the Company identified several key stakeholders that have
various interests (stakes) in the Company
T ABLE 1 STAKEHOLDER ANALYSIS

Stakeholder Stakeholders Expectations Fresh Agriculture Expectations
1. Regulators  Quality products and services  Fairness in their operations

 Compliance with their  Effective communication & timely notification
standards  Guidance
 Standardization  Timeliness
 Pay fees/levies  Certification
 Prompt payment  Fair rates
2. Input Suppliers  Timely delivery of services  Quality products
 Compliance with specifications  Fair pricing
 Prompt payments for services  Quantity delivered as per our requisition
and products supplied  Convenient packaging
 Maintain proper rapport in  Compliance with credit facility
communication  Flexible and favorable terms and conditions
 Feedback from suppliers of payments
 Timely delivery of products
3. Partners  Strict adherence to contracts  Strict adherence to contracts
 Compliance with the terms and  Fair representation – staffing
conditions  Transparency in sharing of proceeds
 Keep good records
Stakeholder Stakeholders Expectations FRESH AGRICULTURE AND ITS AFFILIATE

COMPANIES Expectations
4.Consumers/  Quality products and services  Feedback on our products
Beneficiaries  Fair prices  Prompt payment
 Adequate and prompt supply of  Consumer agreements and test
products and services
 Consumer CARE
 Brand our products to ensure
visibility
5.Staff  Fair remuneration  Productivity/ achievement of performance

 Fair treatment targets
 Reward and recognition  Team work
 Conducive work environment  Commitments
 Training opportunities  Integrity, transparency and accountability
 Clear career progression  Timely reports
 Staff welfare – CARE  Punctuality
 Visionary leadership  Adherence to the staff regulations
 Effective communication
 Actionable policies and
procedures
 Adherence and timely payment
of statutory obligations
Financial  Prompt servicing of loans  Financial resources

Institutions  Adherence to the terms and  Fair interest rates
conditions  Favorable terms of credit facilities
Media (if used for  Prompt payments for their  Fair and balance reporting
marketing) services  Airing coverage
 News content/
Advertisement materials
Government  Adhere to Policy and  Release of timely regulations, policy and

guidelines guidance
 Prudence utilization of  Support the operations
resources  Conducive environment for investment
 Continuous improvement  Help resolve land conflicts
on our production  Improve on road networks
 Be a self-sustaining
institution
 Generate revenue to
support exchequer
Competitor Analysis
Fresh Agriculture operates in an environment full of different types of competitors for its
different types of products and services. The competitors include hygiene and pest control
service providers, Consultancy/Technical service providers, Agro chemical Distributors,
Farm produce local distributors, and horticulture exporters. Most of the competitors are
located within Nairobi and its environments and compete/ will compete directly with the Fresh
Agriculture. The competition dynamics are further outlined in the Table 2:
T ABLE 2 COMPETITOR ANALYSIS

# Competitor Product How they Compete Competitive Analysis (What is

With Fresh Agriculture fresh agriculture’s and its affiliate
Competitive edge)
1. Hygiene and pest Service Visibility  Company goodwill
control companies  Proximity to most clients area
2. Local suppliers and Farm Market share  More land
brokers produce( foo  Improved production
d crops) capability. i.e. all season
production
 Compliance with food safety
standards
4
3. Export companies Export Competition for out  Production from own land 7
farm growers/raw material  Competed and experienced

produces Staff
4. Other consultants Technical Market share  Clients Goodwill
and technical support  Timely completion of tasks
advisors  Effectiveness
5. Other Agro vets and Supply of Market share  Contract with agro chemical
foliar suppliers agro- supplier for agro chemical
chemicals supply
E BLOCK
CABBAG
STRATEGIC DIRECTION
The Strategic Direction aims at providing structures, processes and outputs that facilitate
an organization in fulfilling its mandate and justifying its existence and thus continue
making contributions to economic and social development of a country as well as
providing desired returns to its stakeholders.
Fresh Agriculture needed a clear Strategic Direction which required an articulation of its
purpose, business and what it intended to accomplish. This was done by specifying its
Vision, Mission and Values.

Mandate
Fresh Agriculture is Committed on providing services of highest standard and technical
excellence with utmost integrity
Our team of expertise combined with innovative approaches and products that inspire client’s
confidence and trust
Vision
To be a global leader in Sustainable Agricultural Resource Development
Mission
To promote commercially oriented agricultural resource development, enhance food and
nutrition security and expand agricultural undertakings in a sustainable manner.
Core Values
The company will strive to build an organizational culture driven by the following Core Values
that will be exhibited in all areas of work by our Staff, Management and the Director:
Integrity and Professionalism

The Director and other Employees undertake to always act morally and ethically as
well as consistently demonstrate a high degree of probity in dealing with stakeholders. In
addition, Fresh agriculture adheres to impeccable professional and personal standards in
conduction of its affairs. It shall offer its services in a professional manner and with expertise
to ensure it offers high quality products and services.
Innovativeness
Fresh Agriculture believes that the challenges facing the Company can be solved through
generation of creative and innovative ideas. The Director and Employees will endeavor to
be creative and innovative in seeking ways to better discharge their mandate as per their
job description.
Partnership with other key stakeholders

Fresh Agriculture recognizes the importance of contractual partnership with others in efforts
to provide services and products without fail. We will, therefore, aspire to venture into more
collaboration geared towards achieving the objectives of this plan.
Delivery of quality service

The success of the Company largely depends on effectiveness and efficiency in delivery of
quality products and services. To achieve this, the Company will ensure that every
department/unit and every employee shares the same vision by delivering quality services
in an efficient and effective manner.
Company Social Responsibility (CSR)

The Company embraces responsibility for the impact of their activities on the society;
hence it will proactively promote the public interest by encouraging community growth
and development. This will be achieved through employment of locals is our farms and
resource allocation to charitable organizations
Team work
In discharging the Company mandate, the director and employees will embrace team work
and will be committed to maintaining high standards of service delivery.
STRATEGIC THEMES AND OBJECTIVES
Themes
The Strategic Themes are the focal points of strategic planning process. They are derived
out of the key opportunities and challenges that face an organization. These themes have
to be addressed if the organization has to succeed. The themes address both the core and
support business of an organization. If themes are not addressed, the organization can be
adversely affected. It is around the Strategic Themes that the objectives and
corresponding strategies are set.
P ag e | 3 4
Objectives
Objectives indicate what an organization sets out to accomplish in its business. They are

important in assessing the performance of that organization. If objectives are not set it will
be difficult to determine the progress the organization is making. These objectives are set
around the strategic themes of the organization. The balanced scorecard was used in
setting company objectives. By achieving these objectives, the projected performance will
be achieved.
Sustainability Balanced Scorecard (SBSC)

Balanced Scorecard was chosen as a methodology for building the strategic plan since one
of its objectives is translation of the organization’s vision and mission and its issues into a
4
consistent set of strategic objectives and definite performance measurement standards. It is
7
also able to combine the indicators and the results of past, present, and the indicators that
lead the future performance of Fresh agriculture consultancy limited and its affiliate
companies. The aim of the Balanced Scorecard is to achieve a balance between all the
organizational goals.
The Proposed Strategic Themes and objectives
After conducting a comprehensive strategic analysis for the Company, six (6) strategic
themes were identified:
1. Economic perspective
2. Customer focus
3. Internal business process perspective

4. Capacity building and innovation
5. Company governance
6. Environmental sustainability
In addition, specific objectives for each of the themes and their accompanying strategies
were identified.
The six strategic themes identified along the sustainability Balanced Scorecard (sBSC) were
marched with corresponding objectives and strategies. The key initiatives were also
formulated along each of the specific strategies.
Table 4.1.1. Outlines the strategic themes, objectives and strategies that Fresh Agriculture
consultancy limited and its affiliated companies has to address over this strategic plan
period if it has to remain relevant and successful.
P a g e | 35
Strategic Themes and Objectives
Objectives Strategies Key Initiatives
Theme 1: Economic Perspective
To build a I. Engage donors for funding Establish and operationalize a team to

sustainable
continuously engage with donors
financial
resource base
ii. Engage the private sector for Establish and operationalize a team to
partnerships(out-growing system) engage, initiate and manage
outgrowing system

iii. Devolve financial management to units ( Strengthen internal controls
each affiliate company to have its own
financial management system)
iv. Management of debts  Negotiate and re-structure debts

with key stakeholders.
 Establish appropriate mechanisms of

payment of old debts
 Develop an effective debt

management policy
Page | 36
i. Expansion of product markets  Strategize on investment in local and
international markets
v. Asset Management  contract agreements with title deed

owners
 contracts to be signed by an arbitrator

e.g. HCD for out grower system
 Secure Title deed incase land is owned

on permanent deal
T ABLE 3 STRATEGIC THEMES AND OBJECTIVES
Theme 2: Customer Focus
To continuously I. Provision of quality goods and  Recruit qualified PR staff

improve services (safe food and efficient  Offer refresher courses to staff
customer services)  Timely reporting
satisfaction ii. Continuously interact with  Exhibition of our products and services in
customers Agricultural shows
 Field days
 Online and print media adverts
 Team building activities
 Workshops with customers/members

 Branding
iii. Company image  Customer satisfaction surveys

enhancement  Rebrand
 Train staff on PR skills
 Company uniform to be enforced
Increased outlets for our goods  Appointment of agents and distributors
and services both locally and internationally
 Opening more outlet shops for our
products
v. Partnerships with other Offering internships and attachment to
stakeholders student interns 4
Recruit more sales agents 7
iii. Stakeholder analysis

vi. Social responsibility activities Tree planting
Giving out farm produce to community, schools
and orphanages as CSR
iii. Contribution towards charitable organizations
Theme 3: Internal Business Processes
Increase i. Increase yield  Precision farming

productivity in  Timeliness in operations/supply of critical

all our inputs
enterprises
 Conservation tillage in all crop operations
FRESH AGRICULTURE STRATEGIC PLAN 2023-2028 P ag e | 38
 Irrigation
 Mechanization of operations that may be

necessary e.g. irrigation
To attain Enhance land utilization  Introduce cash crops in isolations area in all
optimum farms
utilization of  Proper production planning to ensure
resource product supply in all season
 Well managed crop rotation program with

approved rotational crops to enhance
4 maximum utilization of nutrients and aid in
7
income generation
Enhance value addition to our Ensure no products is wasted

products
Re-engineering Automation of processes  Upgrade and maintenance of website

internal business  Introduce online order placement system for
process in line local markets
with global
based practices
Theme 4: Capacity Building and Innovation
To strengthen i. Develop HR capacity  Continuous professional development

institutional  Skills development programs
capacity to be  Skills audit
able to achieve ii. Staff retention  Reward, recognition and sanction
our mandate  Salary review
 Non-financial incentives
 Acquire Balance Scorecard tool
v. Organization restructuring  Workload analysis

 Review of HR policies and procedures
 Reviewing the Organizational Structure
vi. Improvement of work  Provision of working tools and protective

environment clothing,
 Enhanced Work, Injury and Benefits Act (WIBA)
insurance
vii. Enhance Monitoring,  Operationalize Monitoring, Evaluation,

Evaluation, Review and Control Review and Control System
tool
viii. Review performance  Implementation of performance-based

management system reward, recognition and sanctions.
 Performance contracts
To enhance Clear positioning of R&D Review organizational structure
research and functions
development to Development of new products Improvement in yield, and quality
achieve and services
competitive
advantage
P a ge | 39 FRESH AGRICULTURE STRATEGIC PLAN

Theme 5: Company Governance
To company culture change  Secure company assets

institutionalize management  Prudent financial management.

company
Company communication  Formulate a company communication policy
governance
mechanisms and  Development of a communication flow chart
culture  Development of communication

infrastructure.
 Information classification system
Strengthening internal controls  Building capacity of internal audit function
 Policy framework
 Review of Audit and Risk Management

Framework
4
7

Theme 6: Environmental Sustainability
To conduct our  To achieve 1% forest cover in all our  Agro forestation

business in a manner farms by practicing agro forestry.  Establish environmental
that preserves and This strategy to be implemented sustainability committees in
conserves as per the lease agreement unless every farm
environmental the company has full ownership of
sustainability the farm
 To protect riparian areas  Enforcing 30m policy from the

river banks
 Implement company
environmental sustainability
policy, regulations and frame
work
 Fencing of the risk areas
 To adopt appropriate solid and  Continuous maintenance of

affluent management practices disposal pit
 Liaise with NEMA for collection

of chemical containers
P ag e | 4 1 FRESH AGRICULTURE STRATEGIC PLAN

THE COMPANY STRATEGY
Fresh Agriculture’s company strategy is an articulation of how the Company and its
affiliates will go about doing their business. It is set in broad terms and covers the entire
company .The various specific strategies detailed in the Implementation Matrix are derived
from this overall company strategy.
The core business of the company will be promotion of commercially oriented farming,
enhancement of food and nutrition security and expansion of agricultural undertakings

through production and supply of agro chemicals, farm products and technical support in
agricultural sector. This will be achieved through realization of various strategic initiatives.
First, the Company seeks to build a sustainable financial resource base. This will be
achieved through implementation of various strategies which include engagement of
donors for funding, engagement of the private sector for partnerships, devolvement
financial management to units and enhanced debt management. The Company will
undertake various initiatives such as establishment and operationalization of a standing
team to continuously engage with the donors, negotiate and re-structure debts with key
stakeholders, develop an effective debt management policy among others.
Secondly, Fresh agriculture seeks to ensure continuous improvement of customer

satisfaction within the next five years. The strategies for realizing this objective will include
provision of quality goods and services, continuously interact with customers, company
image enhancement, increasing outlets for our goods and services, partnerships with other
stakeholders and undertaking company social responsibility activities. These strategies will
be realized through refresher courses for staff, continuous improvement of the quality of
products and services, improved storage and handling of products, as well as increased
channels for customer engagement.
Thirdly, Fresh agriculture and its affiliate companies will increase productivity in all its
enterprises through increasing yield per unit. The Key Initiatives will include precision
farming, timeliness in operations/supply of critical inputs, conservation tillage in all crop
operations, irrigation, and mechanization of operations.
The Company, in its fourth strategic objective seeks to attain optimum utilization of
resource through enhanced land utilization. The Key Initiatives will involve introducing
cash crops in isolation areas, Proper production planning to ensure product supply in all
season and a well-managed rotational system to enhance maximum utilization of nutrients and
aid in income generation .The Company also seeks to re-engineer its business processes
through automation of most of its processes. This will be the fifth strategic objective for

the Company.
The sixth strategic objective for the Company will involve strengthen institutional capacity
to be able to achieve its mandate. The key strategies for this objective will include
development of human resource capacity, staff retention, organizational restructuring,
improvement of work environment, development of monitoring, evaluation, review and
controls tools as well as review of performance management systems. Key strategic initiatives
will thus involve continuous professional development, skills development programmes,
skills audits, reward, recognition and sanctions, salary reviews and introduction and
enhancement of non-financial incentives. Other key initiatives for realization of these
strategic objectives will involve workload analysis, review of HR policies and procedures,
reviewing the organizational structure, provision of working tools and protective clothing,
operationalization of monitoring, evaluation, review and control systems, implementation
of performance- based reward, recognition and sanctions and performance contracts.
The seventh objective will involve enhancement of research and development to

achieve competitive advantage. This will be achieved through positioning of R &D functions
by review of the organization structure. The objective will also be realized through
development of new products and services by improvement in the yield and quality.
Institutionalization of company governance mechanisms and culture will be the eighth

strategic objective. This will be realized through company culture change management,
staff reorganization, company communication, and strengthening internal controls. Key
strategic initiatives in this area will involve prudential financial management, staff audit,
review of the company organogram, review of employee remuneration, retention and
succession plan. Other initiatives will involve formulation of company communication
policies, and development of a communication flow chart.
Lastly, fresh agriculture and its affiliate companies will seek to conduct its business in a
manner that preserves and conserves environmental sustainability. Strategies for realizing
this strategic objective will involve seeking to achieve 1% forest cover in all its farms by
practicing agroforestry.(to be signed in lease agreement), and protection of riparian areas.
Some of the key initiatives that will lead to realization of these strategic objectives will
involve, agro forestation, , establishment of environmental sustainability committees in
every farm, enforcement of the 30m distance from the river banks, implementation
of company environmental policy, among others.
IMPLEMENTATION PLAN
This strategic plan will deliver expected results if it is successfully implemented. Therefore
it will require the Company to carry out several related activities. The Company shall
implement this strategic plan by undertaking various activities. The key activities are
reviewed below.
Implementation Matrix
The Company’s implementation matrix indicates the actions to be undertaken, by whom,
when and with what expected results. It represents a commitment to implement the
strategic plan. The Company’s implementation matrix is presented in Appendix 1.
Successful implementation of the strategic plan will however require that there exists a
congruence between the various internal dimensions of an organization. Key among these
dimensions are the 7S elements as proposed by McKinsey namely the strategy, structure,
systems, styles, skills, staff and shared values. These elements must be well aligned to
create a “fit” so as to support the Company’s strategic plan being implemented.
Annual Work Planning

The Company’s annual work plan (AWP) provides specific details about what will be done
during a given year. It is more specific and more detailed than the implementation matrix.
In implementing the five-year action plan, the Company will have to develop five (5) annual
work plans. The AWPs are prepared every year on the basis of intended outcomes,
strategies and budget in line with guidelines and they must reflect achievements and
lessons learned in previous years. The annual work plan for the first year of operation (FY
2023/2024) will be developed and then subsequent ones will follow being developed in the
same manner.
Budgeting
The Company will develop an annual budget which will be linked to the strategic plan and
the annual work plan. The annual work plan should ideally be completed before the budget
for the year is drawn up. It is important in budgeting to ensure that there is an alignment
between company budget and the company AWP in the first year of the strategic plan.
In subsequent years then the annual work plans should be developed ahead of the
budgeting cycle so that the annual budgets are driven by the priorities in the strategy. This
means that the budget will be reviewed to fund the prioritized strategic activities.
Communication of the plan

This strategic plan shall be communicated to the Director, Management and all the
Company’s Staff. Through such communication, the director, Senior Management and
the staff will understand what is expected of them. It is important that sensitization of all
staff members is done on the key highlights of the strategic plan being implemented and
P ag e | 4 6
clearly, they are informed of what is expected of them.
Financing the plan

The Company plans to finance the plan from Internal Resources; Debt Finance and income

from affiliate companies. Given that there are several assumptions in the financing of the
plan, the Company is encouraged to find innovative ways of generating new revenue while
containing costs. These will include resource mobilization from other sources to fund
specific strategic initiatives.
Company Structure
The Company has been in the process of undertaking various human resource reforms.
Part of the outputs for the reforms includes a new organizational structure that is aligned
to the needs of the strategic needs of the organization. The current organization structure,
which is under review, is presented in Appendix II.
It remains critical that Fresh Agriculture reviews her organizational structure and aligns it
to the strategic plan for increased implementation success. There is need to audit the
current organization structure with a view of identifying issues with structural implications.
Risk Analysis and Critical Assumptions

The successful implementation of this strategic plan is premised on certain prevailing
conditions and assumptions; hence lack of the same could derail the organization from the
charted course. Central to the effective implementation of the strategy is management’s
discipline to execute chosen strategies and remaining focused on the mission. Risks
(identified during plan formulation) that would hinder plan implementation or reduction of
the positive effect of a plan are important to identify to enable mitigation. The potential
risk factors and events which, if they occurred, would threaten attainment of the
company’s planned strategic objectives need to be identified through environmental
scanning to enable preparation of mitigation plans.
The Company must upscale its appetite for risk management, which is generally a
continuous process and must be carried out throughout the life of the plan. Strategies to
handle specific risk events must be developed by management along the strategic plan
objectives.
Monitoring and Evaluation Plan

Monitoring can be defined as the process of continually tracking the implementation of

planned programmes or activities to access their progress and performance. It entails
supervising activities in progress to ensure they are on course and on schedule in meeting the
objectives and performance targets. Whereas evaluation is the determination of to what
extent set objectives have been successfully met. Monitoring and evaluation (M&E) provide
regular and timely information in support of evidence-based decision- making serving as a
key driver towards the realization of an organization’s goals. Hence, the information
prepared includes progress made; challenges encountered and identified emerging issues.
The information collected can be used to promote a culture of learning and application of
lessons learned.
This Strategic plan 2023/24-2027/28 shall employ best practice principles that call for use
of indicator identification, frequency of data collection; responsibility of data collection;
data analysis and use; reporting and dissemination to guide the monitoring process;
assessment of progress towards achieving plan outcomes; evaluation focused on why
results are being achieved, or not; clear logical pathways where results from one level flow
towards the next level and so on leading to the achievement of the overall goal.
The monitoring and evaluation (M&E) shall be managed by the Company Planning team. The
M& E of the plan shall be integrated with performance contracting process to eliminate
duplication of effort and to make the process more effective. The integrated framework
shall contain the following key elements;
i. All department of fresh agriculture and its affiliate company’s shall be expected to set
performance targets as part of their annual work plans at the start of year, or as advised,
derived from this plan and their cascaded departmental plans.
ii. On regular basis, all departments shall monitor their performance to establish if
performance targets are being met; to act as early warning system for detecting potential
difficulties; to assist in addressing any difficulties during the plan implementation and to

provide feedback for the next implementation phase.
iii. All departments shall monitor the implementation of their annual work plans through
regular meetings.
iv. The evaluation of the Department plans shall be carried out quarterly and annually both at
the department and company level.
4
7
Cascading Framework
The performance of Fresh Agriculture consultancy and its affiliates will be because of the
performance of all employees as everyone has a role to play. The desired outcomes will be
realized only if they are translated to key results of departments within Fresh Agriculture
and those of teams and individual staff members. There must be a focus across all levels
that is consistently aligned to the company Strategy.
The company will embrace a cascading frame work that extends from the company work
P ag e | 4 9 FRESH AGRICULTURE STRATEGIC PLAN 2023-2028
plan that defines the top-level strategy, with the implementation matrix forming the basis
for the company score card.
At the lower tiers (Departments) their extended annual work plans will be derived from the
company plan, with additional and relevant implementation details and activities
incorporated that are aligned to the company strategy.
Employee performance appraisal instruments embodied in the employees’ personal

objectives and defined by their descriptions and work assignments shall be clearly aligned
both individually and collectively to the employees’ Units/Departmental plans.
As employees meet their personal objectives and perform their duties, their Departmental
performance targets and objectives shall equally be met. This shall ensure that the overall
company objectives and outcomes are realized.
CONCLUSION
This strategic plan will serve as a blueprint for the transformation of Fresh Agriculture
consultancy limited and its affiliate companies. It will require the alignment of the company’s
human and physical resources to meet the goals identified in it. As such, Fresh agriculture will
have to be adaptable and resilient in the face of a changing external environment while at the
same time, it is important that the Company be able to strike a balance between the
aspects that it must adapt and evolve, and the aspects that make it truly distinctive. Finding
the balance and making the right measure of adaptation and gauging the “market” impact
P ag e | 5 0
will take time, learning and re-calibration. Therefore, this strategy plan should be treated as a
living document, subject to of course corrections along the way.

In order to ensure successful implementation of this strategic plan, the collective effort
of the director, Senior Management and Staff of the Company will be required. The
Director of the Company will play a leading role in the implementation efforts. The success
of this strategic plan is equally dependent on all working together and supporting each
other and therefore the director and Senior Management will have to rally everybody in
moving the Company forward. They will need to effectively manage the interface between
the Company and its key stakeholders.
The Company’s strategic plan will be monitored, reviewed and revised from time to time.
This will ensure the plan remains relevant given the dynamism of the environment within
which the Company is operating in.
APPENDICES
APPENDIX I: Implementation Plan Matrix Strategic Theme One (1): Economic Perspective
Objective One (1): To build a Sustainable Financial Resource Base
Strategy Key Initiatives Expected Outcome(s) Key Performance Indicator(s) (KPIs) Time Implementer
Frame s
1. Engage the Establish and operationalize Increased funding Amount of funds received 2023 -2027FAGL /MD/
donors for standing committee/team  Increased Revenue Increased capitation
funding to continuously engage with Increased return on % Increase in production
donors investment
2. Engage the Establish and operationalize Improved cash flow All orders are met 2023 -2025P.D/MD/ Unit
private sector a standing team to Continuous productions all % increase in revenue received from 2023 -2025 Managers
for partner continuously engage with seasons operations under partnerships
ships partners(out growers
3. Devolve Strengthen internal controls Increased profitability Number of financially devolved 2023 -2025MD/ADMIN/
financial departments FC
management % increase in revenue 2023 -
to % decrease in operational costs 2025
departments
4. Management Negotiate and re-structure Improved cash-flow % decrease in debts and its related costs 2023 -2025MD/FC
of debts debts with key stakeholders.
Develop an effective debt Timely payment of debts 2023 -2025MD/FC
management policy
5. Asset Enter into lease agreements Long term planning and Lack of land disputes 2023-2027 MD/PD/CD
Management with farm owners investments in leased farms and farm
Have all partnerships signed compliance Managers
with an arbitrator e.g. HCD
for out grower system
Secure Title deed incase No. of title deeds earned
land is owned on
permanent deal
Strategic Theme Two (2): Customer Focus

Objective One (1): To continuously improve customer satisfaction
Strategy Key Initiatives Expected Out- come(s) Key Performance Indicator(s) (KPIs) Time FrameImplementers
1. Provision of  Recruit qualified PR staff  Quality services to our customers  Increased customer base after doing a 2023-2025 DH
quality goods and  Offer refresher courses for  Improved quality products and customer base survey.
services staff services  Increased demand for our goods and services
 Timely reporting to  Efficient services  Timely addressing of customer complaints
Ombudsman  Avail after sales services
 Positive feedbacks from our customers
 Reduced number of litigations
 Increased levels of customer satisfaction by
20%
 Ombudsman certification by 10%
2. Continuously  Exhibition of our products in  Increased customer loyalty  Increased demand for our products 2023-2025 Marketing/P
interact with Agricultural shows  Customer confidence  Increased sales of our goods and services D/AH
customers  Field days  Increased publicity  Increased publicity
 Field demos  Customer confidence
 Team building activities  Increased public awareness
 Workshops with customers through number of views on
 Branding Social platforms, website,
number of people who visit our
events
 Increased signage

P ag e | 52 FRESH AGRICULTURE STRATEGIC PLAN
Strategy Key Initiatives Expected Out- come(s) Key Performance Indicator(s) (KPIs) Time Implementer
Frame s
3. Company  Customer satisfaction  Customer feedback will  Improved visibility and company image 2023-2025 MD/
Image surveys enable in making informed  Improved production and service HR/Heads
enhancement  Rebrand decisions provision of
 Train staff on PR skills  Improved staff morale  Enhanced awareness Departments
 Company uniform to  Customer confidence

be enforced enhanced
 Number of views on
Twitter, Facebook and on
website, number of people
who visit our events
4. Increased  Appointment of  Increased market share for  Increased revenues 2023-2025 MD/
outlets for our agents and distributors our  Increased demand for our goods and Marketing/ /
goods and services in and outside the  goods and services after services Responsible
country for local and survey to determine  Market research department
international markets current market share  Increased distribution agents Managers
 Opening of outlet  Increased sales
shops for farm
produce
5. Partner  Offering internships  Improved infrastructure Increased application for internships 2023-2025 MD/
P a g e | 53 FRESH AGRICULTURE STRATEGIC PLAN

ships with other and attachment to  Improved relationships Marketing
stake holders student interns Department/
 Improved company
HR/Responsi
 Recruit more sales publicity
ble
agents
department
 Stakeholder analysis
Managers
Strategic Theme Three (3): Internal Business Processes
Objective One (1): Increase productivity in all our enterprises

Strategy Key Initiatives Expected Outcome(s) Key Performance Indicator(s) (KPIs) Time Implementer
Frame s
1. Increase yield Precision farming Accuracy in use of inputs. Targeted rates achieved 2023-2025 PD
per unit area
Timeliness in operations/
Adherence to operations timelines Operational timeline achieved 2023-2025 MD/PD,
supply of critical inputs
Conservation tillage in all Improved soil physical, Annual soil test analysis 2023-2025 PD
crop operations chemical and fertility report
Irrigation Continuous cropping Irrigation system in place and operational. 2023-2025 PD/MD,
Mechanization of Mechanized operations Number of mechanized 2023-2025 PD/MD
n e c e s s a r y operations operations
Objective Two (2): To attain optimum utilization of resource
Strategy Key Initiatives Expected Outcome(s) Key Performance Indicator(s) (KPIs) Time FrameImplementers
Enhance land Introduce cash crops in isolated Increased land use  The amount of area utilized 2023-2024 PD
utilization area in our farms  Increased returns from the sale of cash
crops
Objective Three (3): Re-engineering internal business process in line with global based practices
Strategy Key Initiatives Expected Outcome(s) Key Performance Indicator(s) (KPIs) Time FrameImplementers
Automation of  Acquisition of computers  Operational ICT in place The number of operating systems 2023-2024 ICT Manager,
processes and accessories FC, HR,
 Efficiency in operations
 Upgrade and maintenance of
website
Page | 55 FRESH AGRICULTURE STRATEGIC PLAN

Strategic Theme Four (4): Capacity Building and Innovation
Objective One (1): To strengthen institutional capacity to be able to achieve our mandate
Strategy Key Initiatives Expected Outcome(s) Key Performance Indicator(s) (KPIs) Time Frame Implementers
Develop HR capacity Continuous professional Increased competence Number of staff trained 2023-2024 HRM
development
Skills development programs Improved performance
Skills audit Identified Skills gaps Skills audit report 2023-2024
Staff retention  Reward, recognition and Motivated Staff  Reduced Staff turnover – less than 10% 2023-2024 HRM
sanction  Reviewed salary
 Salary review
 Non-financial incentives
 Acquire Balance Scorecard

tool
Implementation of scheme of Career progression Number of staff promoted

service
Organization Workload analysis Optimal staff levels Reports 2023-2024 MD/HRM

restructuring
Review of HR policies and Improved HR processes and practices Reviewed HR policies and procedure 2023-2024
procedures
Reviewing the Organizational Clearly defined roles Revised organizational structure 2023-2024
Structure

Improvement of work  Provision of working tools  Conducive work environment Safety measures in place (signage’s, safety audits, 2023-2024 HRM
environment and protective clothing  Reduced occupational OSH programs)
 Enhanced Work, Injury and hazards/incidences

 Benefits Act (WIBA) insurance
1. Enhance Monitoring  Operationalize Monitoring,  Improved yields Performance reports 2023-2024 HRM/
, Evaluation, Review Evaluation, Review and department
 Improved cash flow
and Control tool Control System heads
 Improved environmental sustainability
2. Review  Implementation of Improved productivity  No. of employees rewarded and 2023-2024 HRM
performance performance based reward, sanctioned.
management system recognition and sanctions.
 No. of staff evaluated
 Performance contracts
Objective Two (2): To enhance research and development to achieve competitive advantage
1. Clear positioning Review organizational structure Clearly defined roles Revised organizational structure 2023-2024 HR

of R&D functions
2. Development of Improvement in yield and Sustain food production value chain Number of products and services 2023-2025 DH/R&D
new products and quality offered
services
Strategic Theme Five (5): Company Governance

Objective One (1): To institutionalize company governance mechanisms and culture
1. Company culture  Secure company assets  Growth of company asset base  Increased asset value 2023 - 2025 MD

change management  Prudent financial management.  Increase of net capital/  Internal audit policy framework
stakeholders worth
2. Company  Formulate a company  Efficient and effective vertical and  Enhanced teamwork 2023-2024 MD/HR/ICT
communication communication policy horizontal communication  Effective dispute resolution
channels.
 Development of a  Improved information  Level of implementation of policies
communication flow chart management. and directives
 Development of  Improved transmission of  Information accuracy
communication infrastructure. information  Communication tools and media
 Information classification system  Improved information  Communication tools and media
management
Strengthening  Building capacity of internal • Improve internal audit process Internal audit Policy Framework
internal controls audit function • Guide internal audit operations
 Policy framework • Improved Risk Management 2023-2025 HR
 Review of Audit and Risk

Management Framework
Strategic Theme Six (6): Environmental Sustainability

Objective One (1): To Conduct our Business in a Manner that Preserves and Conserves Environmental Sustainability
Strategy Key Initiatives Expected Outcome(s) Key Performance Indicator(s) (KPIs) Time Frame Implementer
1. To achieve 1% forest Agro forestation- in our legally owned farms Increased number of trees • No. of planted trees 2023-2025 PD/Regional

cover in all our farms by • Area of land covered TAs/Farm
practicing agro forestry Establish environmental sustainability Fast and reliable environmental • Committee meetings held managers
committees in every farm sustainability decision making • No of reports submitted
2. To protect Enforcing 30m policy from the river banks • Reduced soil erosion • Regeneration of vegetation along 2023-2024 PD/CD/HRM
Riparian areas • Reduced water pollution water bodies
• Minimum encroachment • Compliance certificate
• from NEMA and other CBs
Implement company environmental Policy document developed Policy document availed and circulated
sustainability policy, regulations and frame work
3. To adopt appropriate Continuous maintenance of disposal pit Clean and conducive No. of disposal pits in our farms 2023-2024 CD/PD/Farm
solid and affluent environment managers
management practices collection of chemical containers Decongestion of storage No. of used and injured chemical Annually
facilities containers collected

APPENDIX II: Projected Outcomes as per Fresh Agriculture consultancy
Schedule A: Consultancy
Unit- Fresh Agriculture Consultancy Limited
T ABLE 4 C ONSULTANCY INCOME PROJECTION

Description 1st half 2023 2023 2024 2025 2026 2027 2028
Total 13,077,501.0
Income 6,357,118.54 10,897,917.50 0 15,693,001.20 18,831,601.44 22,597,921.72 27,117,506.07
Professional
Fees 2,037,564.00 3,492,966.86 4,191,560.23 5,029,872.27 5,649,480.43 6,779,376.52 8,135,251.82
Income 4,319,554.54 7,404,950.64 8,885,940.77 10,663,128.92 13,182,121.00 15,818,545.21 18,982,254.25

A projection of 20% steady increase in income from year 2 of implementation of this strategic
plan should be achieved if the initiatives in Strategic Theme one, two and four are implemented
and monitored.
A reduction in Professional fee (fee paid to external professional service providers) to 30.00% of
the total income earned from the current 32.05% if key initiatives in Strategic Theme Four are
implemented and monitored
FIGURE 4 CONSULTANCY INCOME PROJECTION FOR THE STRATEGIC PERIOD
Income projecti ons in the strategic

plan period
30.00
25.00
20.00 Income projections

Linear (Income projections)
15.00
10.00
5.00
0.00
2023 2024 2025 2026 2027 2028
Schedule B: Farm
Unit- Fresh Agri Consultancy and Growers Limited
T ABLE 5 FRESH AGRI CONSULTANCY AND GROWERS INCOME PROJECTION
Column1 1st half 2023 2023 2024 2025 2026 2027 2028
22,119,859.2
Total Income 2,726,807.10 4,674,526.46 6,544,337.04 13,088,674.08 17,015,276.30 0 28,755,816.95
Fuel related
Costs 526,537.00 902,634.86 1,047,093.93 1,701,527.63 1,701,527.63 1,990,787.33 2,501,756.07
A steady increase in farm income to 100% should be achieved by the year 2028 if the initiatives
in Strategic Theme one, two, three, four and five are implemented and monitored

FIGURE 5 FARM INCOME PROJECTION
Farm Income projecti ons in the

strategic plan period
35.00
30.00
25.00 Income projections

Linear (Income projections)
20.00
15.00
10.00
5.00
0.00
2023 2024 2025 2026 2027 2028
Fuel related costs are expected to reduce from the current 19.31% of total sales to 8% if the
initiatives in Strategic Theme three objective one is implemented and monitored

FIGURE 6 FUEL RELATED COST PROJECTIONS
Fuel related Costs

25.00
20.00 19.31
16.00
15.00
13.00
% change
Fuel related Costs

10.00 Linear (Fuel related Costs)
10.00 9.00 8.70
5.00
-
2023 2024 2025 2026 2027 2028
year

Schedule C: Foliar
Unit- Foliar Fertilizer
T ABLE 6 FOLIAR INCOME PROJECTION

1st half
2023 2023 2024 2025 2026 2027 2028
Total 130,494.0 391,482. 1,957,410.0 2,348,892. 2,818,670 3,382,404 4,058,885

Income 0 00 0 00 .40 .48 .38
FIGURE 7 FOLIAR FERTILIZER INCOME PROJECTION
Foliar Income projecti ons in the

strategic plan period
30.00
25.00
20.00
15.00
10.00
5.00
0.00
2023 2024 2025 2026 2027 2028
Foliar fertilizer sales to have a drastic increase if the initiatives in Strategic Theme one, two and
five are implemented and monitored
Schedule D: Association
Unit- Fresh agriculture Growers Association of Kenya
T ABLE 7 ASSOCIATION MEMBERS GROWTH PROJECTION
Column1 1st half 2023 2023 2024 2025 2026 2027 2028
No. of Active
members 43 47 57 62 75 82 91
FIGURE 8 ILLUSTRATION OF ASSOCIATION MEMBER GROWTH WITHIN THE STRATEGIC PLAN PERIOD
No. of Acti ve members

100
91
90 82
80 75
70 62
60 57 No. of Active members
50 47 Linear (No. of Active
43 members)
40
30
20
10
-
1st 2023 2024 2025 2026 2027 2028
half
2023
Implementation of initiatives in Strategic Theme one, two and four will initiate a growth in
number of Active association members by 10% from 2023-2024 and 20% in 2026-2028

APPENDIX III: Projected Performance and Funding Sources
PROJECTED FINANCIAL PLAN BALANCE SHEET
CONSULTANCY INCOME STATEMENT
Description 2023 2024 2025 2026 2027 2028

Total Income 10,897,917.50 13,077,501 15,693,001 18,831,601 22,597,922 27,117,506
Professional fee 3,492,966.86 4,191,560.23 5,029,872.28 5,649,480.43 6,779,376.52 8,135,251.82
Company
7,404,951 8,885,941 10,663,129 13,182,121 15,818,545 18,982,254
Revenue
Operations
5,678,771 6,538,751 7,061,851 7,909,273 9,039,169 10,847,002
expenses
Net profit 1,726,180 2,347,190 3,601,278 5,272,848 6,779,377 8,135,252
Net Profit as a
23.31 26.41 33.77 40.00 42.86 42.86
%age of Income
FARM
Description 2023 2024 2025 2026 2027 2028
Total Income 4,674,526.26 6,544,337 13,088,674 17,015,276 22,119,858 28,755,816
Fuel related Costs 902,634.86 1,047,093.88 1,701,527.56 1,701,527.56 1,990,787.24 2,501,755.97

COGs 554,251.20 654,434 1,177,981 1,446,298 1,769,589 2,156,686
Farm inputs 190,323.43 266,453 532,906 692,777 900,610 1,170,794
Other Expenses 3,204,887 3,926,602 8,507,638 10,209,165 12,829,518 15,815,699
Net profit -177,570 649,754 1,168,622 2,965,507 4,629,354 7,110,881
Net earnings as a
%age of Income (3.80) 9.93 8.93 17.43 20.93 24.73

FOLIAR
Description 2023 2024 2025 2026 2027 2028
Total Income 391,482.00 1,957,410 2,348,892 2,818,670 3,382,404 4,058,885
Raw material 174,924.00 293,611.50 352,333.80 422,800.50 507,360.67 608,832.81

Other Expenses 122,400.00 612,000 734,400 881,280 1,057,536 1,269,043
Net profit 94,158 1,051,799 1,262,158 1,514,590 1,817,508 2,181,009
Net profit as a %age of Income 24.05 53.73 53.73 53.73 53.73 53.73

APPENDIX IV: Organization Structure

APPENDIX V: Strategic Planning Team
1. Amutala Festus
2. Joseph Wetaya
Fresh Agriculture Management Team
1. Habel Okoko Head Office Managing Director

2. Joseph Wetaya Head Office Admin/ Human Resource manager
3. Martin Mmayi Head Office Manager fresh Agri Growers Limited
4. Amutala Festus Head Office Compliance/ Consultancy Manager
5. Elius Akoko Head Office Manager Fresh Agri Growers Association
6. Lukas Horoho Head Office Production Manager
7. Ms. Consolata Juma Head Office Marketing Manager
8. Mr. Ken Head Office ICT Manager
9. Mr. Elkana Okemo Farm Farm Manager
10. Mr.Martin Farm Farm Manager

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FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

FRESH AGRICULTURE CONSULTANCY LIMITED

2023-2028 STRATEGIC PLAN

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

Theme 1: Economic Perspective.......................................................................................................36

Communication of the plan...................................................................................................................46

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

Table 6 foliar income projection....................................................................................................61

CD- Compliance Department

Figure 6 fuel related cost projections............................................................................................62

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

As we embark on this five-year journey, we must be adaptable and responsive to market

% income contributi on in the 1st half

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028 Page | 9

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

4. Capacity building and innovation

The Company will undertake various initiatives such as

 Establishment and operationalization of a team to continuously monitor all

The second strategic objective will involve continuous improvement of customer

 Provision of quality services in respective units/departments,

These strategies will be realized through

 refresher courses for staff

 Introduce cash crops in isolations areas in the farm.

 Seeking oversee clients for export,

 development of human resource capacity,

Key strategic initiatives will thus involve

 Salary reviews and promotions

operationalization of monitoring, evaluation, review and control systems,

 Positioning of R&D functions by reviewing of the organization structure.

Institutionalization of governance mechanism and culture will be the eighth strategic

Key strategic initiatives in this area will involve

 prudential financial management,

 Seeking to comply with all necessary regulations,

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028P ag e | 1 5

4  Adoption of appropriate solid and effluent waste management practices

 Establishment of environmental sustainability committees in every farm,

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028 P a g e | 1 7

Key Trends in Agriculture

1. Increasing production farms from current 15 acres to 40 acres

This programme will involve strengthening adoption of agricultural mechanization. The

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028 P a g e | 2 0

1. To be the country reference plan for modern and profitable farming

FRESH AGRICULTURE STRATEGIC PLAN 2023-2028

3. Increased participation in attaining food security

4. Provision of Pest control and hygiene services

5. Provision of online services

FIGURE 3 INCOME CONTRIBUTION PER UNIT

% income contributi on in the 1st half

5. Training and providing competent staff to company in agricultural sector to enhance

6. Provision of Pest Control and hygiene services in 3 companies

7. Introduction of Eden Foliar to boost in food production

8. Recruitment of skilled and qualified strategy Implementer