MARKET INFORMATION

The prolonged drought and frequent famine had become a nightmare to both pastoral and agro-
pastoral community in ASAL region who basically depend on their livestock directly or
indirectly over a decade had placed them on the horn of dilemma. Some trajectory and facts were
laid by our National government, County Government, experts, public practitioners and NGO’s
as a sustainable mechanism that were analyzed after approaching different communities at
different categories and levels in location and wards.

i. Fodder production
ii. Climate smart agr
iii. Diversification of animal breeds

The concept was disseminated down to the community via common interest groups, individuals
and CBO’s to be the part of the steak and project key players, currently Rapsu Fodder Producers
own two acres of farm under fodder production within the irrigation scheme over the year 2020-
2022 they harvested and sold more than 500bales at average price of ksh 350-ksh 400 which was
consumed locally in the Kinna ward due to the available opportunity and ready market for the
product. The group had had to increase fodder production to meet her customer in Sericho,
Garbatulla, Merti, Isiolo Central etc. by;

i. bringing more land under cultivation.

ii. Rangeland management
iii. Buying of hay from the local farmers
iv. Hiring or leasing of farm from local people

FODDER PRODUCTION PLAN

2 acres under irrigation=to harvest 3 times in a year

1st=100x350=35,000

2nd=120x350=42,000

3rd=125x350=43,750

=122,750x2

=245,500

=345 bales
2 acres leased under irrigation

(3 times harvest) in a year =345 bales

=245,500

50 acres under rangeland management

1st harvest =110x50=5500 bales

=500 balesx350=175,000

Total harvest over the year;

Total bales=345+345+5500=6,190 bales

6190x350 =kshs 2,165,500

COMPETITOR STRENGTH WEAKNESS

Malka Women  Financial stable  No capacity
Cultural Group  Healthy relationship  Poor road
(NGO’s/d/partners)  Poor networking
 Potential site  Independent idea not innovative
 Enough land  High rate of illiteracy in the group
 Water that they don’t contribute on how to
 Resourceful and extend their project
operational institution
Rapsu First Class  Enough land  No enough capital
 Water  No capacity
 Manpower  Poor networking
 Healthy relationship with  Poor road
development  Insecurity-animal/wildlife/human
partners/NGO’s/NGovt and conflict
County through line  Paste idea from other groups (not
ministries self-innovative
 Leadership not stable
Tut Kinisa  Land  No water
 Storage  Human/animal conflict
 Healthy relationship with  No enough capital to run the activity
 development partners-  Poor road to the site
NGovt/County  Independent idea (only chairperson’s)
 Manpower
 Nearness to the town
 Good communication and
networking
Kinna Pasture  Storage  No enough capital
Group  Land  Lack capacity
 Manpower  Animal/human wildlife conflicts
 Good relationship with  Water
development partners  Poor transportation
Badha livelihood  Land  Inadequate water
 Manpower  Poor road
 Influential and networking  No capacity to run the business
leaders  Human/animal wildlife conflict
 Good relationship with  Lack of enough capital
development partners
Rapsu fodder  Land  Insufficient capital to extend their
producer  Water (in the scheme) business (fodder production)
 Manpower  No enough water to irrigate the
 Good relationship with extended farm
NGovt, County and  Animal/human/wildlife conflict
development partners  Poor roads/networking
 Good storage  Few members with (prods) and aged
 Competent and vibrant
leadership
 Visional and eloquent
members in making
decisions
 Have a future plan for the
development
Kinisa group in  Land  Insufficient capital to extend the
Garbatulla  Water business
 Manpower  Human/animal/wildlife conflict
 Good relationship with  Insufficient capacity
development partners  Poor means of
 Monopoly project in transportation/marketing
Garbatulla town  High illiteracy in the group
 Nearness to the town  Group run on traditional ways
RAPSU FODDER PRODUCERS

MANAGEMENT STRUCTURES

BOARD OF TRUSTEE

EXECUTIVE COMMITTEE

SECRETARY CHAIRPERSON TREASURER

FOCUSED COMMITTEE

PRODUCTION MARKETING DISCIPLINARY

COMMITTEE COMMITTEE COMMITTEE