Kenya
Ex-Post Monitoring Report for
Horticultural Produce Handling Facilities Project
External Evaluator: Ernst & Young SN Global Solution Co., Ltd.
Keisuke Nishikawa
Field Surveys: June and August 2009
1. Project Profile and Japan’s ODA Loan
Ethiopia
UgandaKenya

Somalia

Nkubu
SaganaMwea
Machakos
LimuruNairobi

Kibwezi

Tanzania

Project site

Mombasa

Project Location Map

Nairobi Horticultural Center

1.1 Objective
The objective of the project is to improve post-harvest processing of horticultural
produce by constructing quality preservation facilities, thereby contributing to increase ofincomes, poverty alleviation of small-scale horticultural farmers, as well as developmentof Kenya’s foreign exchange earning capacity.
1.2 Outline of loan agreement
Loan Amount / Disbursed Amount

2,016 million yen / 2,016 million yen

Loan Agreement/ Loan Completion

October 1993 / July 2001

Ex-Post Evaluation Survey
Executing Agency

FY2003
Horticultural Crops Development Authority:
HCDA

Main Contractors

Marubeni Corporation

Consulting Services

Sanyu Consultants Inc.

1.3 The Background and Reasons for conducting Ex-Post Monitoring Survey
In this project, pre-cooling and cold rooms were not utilized at all except Machakos
1depot at the time of Ex-post Evaluation and there was a concern over the realization ofproject effectiveness. In the Ex-post Evaluation it was proposed that HCDA would
continue to implement a number of recommendations proposed in the Special Assistancefor Project Implementation (SAPI) and the Special Assistance for Project Sustainability(SAPS) surveys conducted by JBIC. Those recommendations are: to build trust withhorticultural farmers and exporters, to lease the facilities out to the exporters for better
utilization, to strengthen agricultural extension services, to improve the efficiency offinance / accounting, and so on. It was also recommended that JBIC (currently JICA)
monitor implementation of the recommendations by HCDA.
Therefore, the project is subject to Ex-post Monitoring and the reviews based mainlyon the results of the field surveys were conducted in accordance with the evaluation
criteria, and the conclusion was led.
2. Monitoring Results
2.1 Effectiveness (Impact)
2.1.1 Utilization of Facilities
The facility utilization level varies from year to year, or seasonally, as the changes inthe business environment and harvest conditions have substantial influences on it. The
utilization of each facility at the time of the Ex-Post Monitoring (June and August 2009)is shown in Table 1 (p.5). The utilization of each facility is individually described asfollows. 1
2.1.1.1 Pre-cooling and Cold Storage Rooms 2- Facilities utilized as planned: Nairobi, Limuru, Sagana, Kibwezi- Facilities partially utilized as storage rooms (without utilization of cooling
functions): Yatta, Machakos- Facilities not utilized: Mwea, Nkubu
Nonetheless, Mwea and Nkubu depots, which were not utilized at the time of the
Ex-post Evaluation, were already under lease agreements between HCDA and exporters
and were to be used in late 2009, and the preparatory work, i.e. distribution of seeds tothe farmers, was being conducted.
2.1.1.2 Weighing / Packing Spaces- Facilities in which weighing and packing spaces were both utilized: Nairobi,
Limuru, Yatta, Sagana, Kibwezi
1

This is not the change in the status of utilization during a certain range of time, but it is the utilization status
at the time of the field surveys.
2
In this project, cold storage rooms were introduced only into Nairobi Horticultural Center, and all otherfacilities with the cooling equipment installed are regarded as pre-cooling facilities.

2

- Facilities in which only the weighing space was utilized: Machakos- Facilities in which neither the weighing nor the packing spaces were utilized: Mwea,
Nkubu
The spaces at Mwea and Nkubu depots were to be utilized by exporters, as in thecase of the pre-cooling facilities.
2.1.1.3 Office Space- Facilities utilized by exporters: Limuru, Yatta, Machakos, Sagana, Kibwezi- Facilities utilized by NGO: Machakos, Kibwezi- Facilities not utilized by anyone: Mwea, Nkubu
Office spaces at Machakos and Kibwezi depots were leased out and utilized byNGOs, in order to promote the effective use of the facilities when the exporters orgroups using other equipment are not utilizing the office spaces.
2.1.1.4 Insulated Trucks- Facilities normally utilizing the trucks: Kibwezi, Nairobi, Limuru, Sagana- Facilities not utilizing the trucks: Yatta, Machakos, Mwea, Nkubu
Facilities not utilizing the insulated trucks at the time of the field surveys also hadsome records of leasing them between 2008 and 2009. When the trucks were not in use
by the private companies, the staff at each facility used them in some cases as one of
the means of transportation to patrol for technical assistance. At Kibwezi, all the three
3-ton trucks that had been owned by the depot in 2008 were all transferred to Nairobi
Horticultural Center. Instead, one 8-ton truck that had been stationed in Nairobi wastransferred to Kibwezi for the exporter’s use.
2.1.2 Changes since the Ex-post Evaluation
2.1.2.1 Change in Business Model
This project was planned in the 1980s and was implemented between 1993 and 2001.
During this period, the horticultural industry developed outstandingly under
private-sector initiatives. As a result, major private companies had their own cold
storages and packing facilities, and this led to competitions with the operations of
HCDA. Also, the government sector reform was implemented in the 2000s, under thepolicy of market liberalization with the idea that the public sector should not expand
their operations that would lead to competitions with the private sector.
Prior to the implementation of the project, HCDA prioritized the extension ofassistance to small-scale farmers who tended to be alienated from the market and aimed
to purchase the produce from the farmers, pack and export them by keeping the quality
in the pre-cooling and cold rooms. However, as the demand for horticultural crops
3increased, the small-scale farmers started having alternative options to sell theirproduce elsewhere. With these environmental changes considered, leasing of the
facilities to the private sector was judged to be conducive to the improvement offacility utilization, to the vitalization of horticultural produce distribution, and to thebenefit of the small-scale farmers as a result. The consequence was the change in
HCDA’s business model in 2005 in that the direct collection and sales model was
abolished and the leasing of the facilities was introduced.

4

Table 1 Status of Utilization of Each Facility (As of June and August 2009)
Facility

Pre-cooling /Cold Storage
Room

Weighing /Packing
Space

LimuruNairobi Center○【Cold Storage】 ○【Pre-cooling】(Utilizing all 4(Utilizing 8 of 9
rooms)
rooms)

Yatta*

Machakos⌂【Utilized
without
pre-cooling
function】(Utilizing 1
room as a storageof bulbs)○(Weighing
space only)

Farmer Groups
6
Individual
Farmers 20

Farmer Groups 50
Individual Farmers
8○○⌂【Utilized
without
pre-cooling
function】(Utilizing 1 room
as a storage of
hot peppers)○

Exporters 26

Exporter 1

Exporter 1

Farmer Groups
15
Individual
Farmers 20

Farmer Groups
10
Individual
Farmers 50

Exporter 1
NGO**** 1
Farmer Groups
16
Individual
Farmers 35

User**

SaganaMwea⌂【Pre-cooling】
×(Utilizing all 4(Not utilized. 1
rooms)
room was broken）○

Exporter 1

×(Exporter 1)***

Kibwezi

Nkubu○【Pre-cooling】(Utilizing all 2
rooms)

×(Not utilized）○

×

Exporter 1
NGOs**** 2
Farmer Groups
8
Individual
Farmers 320(Exporter 1)***
Farmer Groups 29
Individual Farmers
5

Office Space

－

○

○

○

○

×

○

×

Refrigerated
Truck○ (3t)○ (3t)××○ (3t)

×○ (8t)

×

After theIn recent years,
An exporter has
Its pre-coolingAn exporter
LittleAn exporter
Littlecompletion ofthis facility has
run its operation
room is not
fully utilizes
improvement has
started to fully improvement has
this project,been fully
on a small scale.
utilized, and only this facility, and been observed asutilize thisbeen observed as
Changes
HCDA made anutilized thanks to However, thea part of theits level has
the unstablefacility, and its the unstablesince theeffort to improve an advantage ofexporter isroom is used forsignificantly
production volume level has
production volume
Ex-postthe environment
its proximity toplanning tostorage.
improved sincehas prevented thesignificantly
has prevented the
Evaluation
for the use of the Nairobi.
discontinue thethe Ex-post
exporters from theimproved since exporters from theexporters, byoperation
Evaluation.
continuous
the Ex-postcontinuous
addingbecause ofutilization.
Evaluation.
utilization.
hand-wash basins
smaller profits
and restrooms.
after low rainfall.
Note: ○－Fully utilized, ⌂－Partially utilized ×－Not utilized*The hot pepper exporter in Yatta depot was scheduled to leave in late 2009 to consolidate their operation in another district.
**The utilization of the facilities by farmers means ‘the number of farmer groups/ individual farmers who receive the services’, i.e. technical assistance from HCDA at thetime of field surveys, not the utilization of facilities.
***While these facilities were not utilized at the time of the field survey in June, there were lease agreements between the exporters and HCDA from the end of June. (After
that, it was confirmed that the preparations toward utilization had gradually been started.)****The utilization by NGO is limited to the use of office spaces.

52.1.2.2 Results of Change in Business Model[Facility Utilization]
Since 2005, a lot of exporters, large or small, have utilized the facilities, dependingon the business environment and harvest volumes. Nairobi Horticultural Center, whose
locational inconvenience had been pointed out in the Ex-post Evaluation, is currently
utilized in full. Also, Limuru, Sagana, Yatta and Kibwezi, not being used at the time of
Ex-post Evaluation, were utilized by the exporters. This is the positive result of thechange in the business model. At the same time, however, some exporters also
expressed their views that it would be more efficient to collect the produce directlyfrom the farms to their facilities around Nairobi Airport for packing.
[Relationship between HCDA and Farmers]
Since 2005, the role of HCDA has changed substantially from the body to collect andsell on behalf of the farmers to the entity that leases the facilities to the private
exporters and offers technical trainings on cultivation and market information to foster
small-scale farmers. Their technical services are offered to the farmers free of charge.
According to the interviews conducted during the field surveys with the representativesof the farmer groups and with 70 individual farmers, more than 80% of the farmers
responded that they were satisfied with the services offered by HCDA (especially
technical services and trainings). They also responded that the reasons why they had
not used HCDA facilities by themselves are that the production volume was low, thatthey could not afford the rent of the facilities, and that they were not large enough to do
the collection and sales instead of the exporters.
2.1.3 Implementation Statuses of Recommendations in JICA Surveys
2.1.3.1 Efforts by Kenya
After the completion of this project, JICA conducted SAPS twice, during 2002 and2003, and provided advices for realizing the better collection and selling of crops, andleasing the facilities to exporters. In this monitoring survey, implementation statusesof the recommendations proposed in the Ex-post Evaluation as well as the statuses of
the recommended points that had been proposed in other past surveys but had not beentackled at the time of Ex-post Evaluation, were all confirmed as shown below in Table
2. 3
3

At the time of the Ex-post Evaluation, HCDA had separately developed concrete plans for theestablishment of a subsidiary for the purpose of promotion of utilization of each facility and better
operational management. The subsidiary was actually incorporated and registered once. However, HCDA
Board of Directors eventually decided to abandon the operation of the subsidiary after the State Corporation
Advisory Committee of the Government decided that public corporations should not undertake pure businessactivities.

6

Table 2 Recommendations from the Ex-post Evaluation, Advice from SAPI, SAPS,

Recommendations from Ex-post Evaluationand the Implementation Statuses at the Time of Ex-post Monitoring
Recommendations from Past Surveys
HCDA has made an effort to increase theopportunities for bringing crops into
Nairobi Horticultural Center by goingaround the horticultural farms to collectcrops at the depots by pick-up trucks.
They are expected to continue such
efforts.
Rather than having HCDA operating the
depots, leasing the depots to exporters fortheir operation as originally planned
would be another option. Also, marketing
activities targeting the exporters areimportant.
Make a marketing progress in thedomestic market as well as export
markets.
Make a progress in securing its own
financial resources

Make a progress in fostering humanresources for marketing etc.

Current Status (Ex-post Monitoring)With the change in the business model in 2005, HCDA nolonger conducts direct collection and selling. Many exporters
located in Nairobi collect crops by directly sending their own
trucks from Nairobi.

After the change in the business model of HCDA, leasing of
the depots to exporters has been promoted. Operations of thedepots have been conducted by HCDA itself so far, but it isbeing considered as one of the options that all the facilities arewholly leased to an exporter organization. Also, HCDA ismaking an effort to strengthen the marketing system, and haverecently focused on the recruitment from the private sector.
Since the domestic market is significantly larger than theexport market, HCDA provides guidance for the cultivation ofcrops that have comparative advantages in each region fordomestic sales.
HCDA is currently operated with the subsidies from theGovernment, making it having a role as a public entity.
Therefore, it is not expected to secure its own financing by
operating the facilities for profit.
Recently, some personnel recruited from the private sector
have worked as the managers of some depots or have been
assigned in the marketing section. HCDA has made an effort toimprove the utilization of facilities in this regard. Also, shortand long-term trainings are conducted every year, among
which are the training programs by JICA.

7

Advice that had not been implemented at the time of Ex-post Evaluation

Recommendations from Past Surveys
Build the relationship of trust with
farmers at the depot level (payments
without delays, and marketing activities
for exporters)

Improveaccounting
computersbyutilizing

Strengthen marketing activities forexporters etc., who would be the potential
customers
Improve the action plan schedule andfamiliarize the employees with it
Create a website of HCDA

Introduce an employees’ performance
evaluation system

Further technical assistance by the
Ministry of Agriculture and Livestock

Current Status (Ex-post Monitoring)
Very good relationships between HCDA and farmers have been
established, not through collection and selling but through thetrainings and technical assistance. According to the interview
survey with farmer groups, however, it was also heard thatsome farmers hope to reintroduce the collection and selling
activities as previously conducted by HCDA.
With regard to the improvement of accounting operations,
HCDA continues to ensure the account processing andreporting to the headquarters by the depot managers, toperform internal audit and to conduct trainings. Also, theintroduction of the ERP (Enterprise Resource Planning)
information system to link all the facilities was in progress. At
the headquarters, computers were introduced and they performthe account processing by using software. However, due to thechange in the business model, the separation of accounts
between the entire Authority and this project has not been
conducted recently. In the future, this project will be separately
treated in terms of account processing.
Since the change in HCDA’s business model, they havestrengthened the marketing department and recruited somedepot managers from the private sector to promote theutilization of the facilities.
In addition to the preparation of the action plans at theheadquarters and the depots, HCDA as a whole is drafting the“Strategic Plan (2009-2013)”.
While the website was initially set up in 2004, it had not been
available since April 2009 due to a problem of the outsourced
company. However, the renewed website became partiallyavailable from August 2009.
Every year, Staff Performance Appraisal Report covering 9
sections is prepared to evaluate the achievement of the targets
set up at the beginning of the year. It has been operated overthe last 6 years and has become an important mechanism.
Ministry of Agriculture, along with HCDA, conducts seminars
regarding Good Agriculture Practice in Europe (major export
market) and Kenya and the standards for the concerned parties.

2.1.4 Efforts by JICA
Although JICA conducted SAPI (2000) and SAPS (2002 & 2003) to promote theutilization of the facilities, some recommendations were difficult to be implemented
due to the complete change of the business model. On the other hand, as the importanceof making efforts in improving the utilization level of the facilities remains the same,
JICA Kenya Office has checked the utilization levels by visiting the Authority as wellas the facilities, and undertakes follow-ups of the improvement measures.

8

2.1.5 Internal Rate of Return
The FIRR will be negative as the operating expenses have consistently been larger
than the revenues from the facilities since the completion of the project.
2.1.6 Impact
2.1.6.1 Export Promotion of Horticultural Crops
The horticultural industry is the fastest growing industry in the agricultural sector in
Kenya. Export value, volume, and the number of exporters increased substantially, as
shown in Figure 1 and 2. While the direct contribution of this project to the increase inexport is limited as this project is only a part of the industry that grew under the
initiatives of the private exporters, HCDA’s major work is to provide technicalassistance to farmers and small-scale exporters, and it can be said that HCDA iscontributing to the increase in exports through the technical assistance for the increasein production by farmers, as is obvious in the results of the beneficiary survey. Also,
the facilities are used for technical assistance workshops, thus it can be said that
increase in the farmers’ income would be resulting from the existence of these facilities.
About 70% of the farmers answered that their income had increased. More than 80% ofthem answered that they were satisfied or, very satisfied with the technical assistanceservices provided by HCDA. Although the facilities are not currently utilized by them,nearly 80% of the farmers responded that the facility could be an important base as a
hub for the distribution of their produce in the future.
Nairobi Horticultural Center, almost fully operated, is utilized mainly by small-scale
exporters, thus it can be said that it is contributing to the expansion of the horticulturalindustry base by providing the location for their operations. Around Nairobi Airport,
there were some exporters that expanded their businesses and became independent aftergetting the support from HCDA.

9

250,000

80,00070,00060,00050,00040,00030,00020,00010,0000（ｔon)

200,000
150,000
100,000
50,0000

Export Volume (ton)(million Ksh)

Figure 1 Export Volume / Value of Horticultural Crops

Export Value (mil. Ksh.)

Source：Data supplied by HCDA

（Number）

Figure 2 Number of Exporters in Operation

350
300
250
200
150
100
50
0
2001 2002 2003 2004 2005 2006 2007 2008 2009
Source：Data supplied by HCDA

2.1.6.2 Environmental / Social Impact
2.1.6.2.1 Impact on Environment
Since the completion of this project, no soil analysis has been performed. However,no abnormality has ever been reported. The hand-wash basins are the only places wheresome sort of detergent is always drained, and no particular problems have been
observed. HCDA plans to conduct an environmental impact assessment of all the10

facilities from next year as part of their annual inspection program.
2.1.6.2.2 Impact on Society
Almost all the workers employed by the exporters for sorting crops in accordancewith the quality standards at Nairobi Horticultural Center are women. As all theexporters that utilize the Center are small-scale, provision of the operating base to
those companies would lead to the securing of employment of women workers.
No particular problems have ever been reported as to the resettlement of residents
required in this project.
2.2 Sustainability
2.2.1 Organizational Structure
The organization of HCDA, consisting of 216 employees as of August 2009, is
divided into 3 departments under the Managing Director (Figure 3), i.e. Finance, HR &Administration Department (138 staff) 4 , Marketing, Strategic Planning & Systems
Development Department (20 staff) and Technical & Advisory Services Department(57 staff). HCDA is planning to consider restructuring the Authority for more efficient
operations as specified in the “ Strategic Plans for 2009-2013”.
Maintenance is assigned to 4 staff in the Technical & Advisory Services Department.
They undertake the repairs based on the requests received from each depot.
Figure 3 Organization Chart of HCDA
BOARD OFDIRECTORSMANAGING DIRECTORFINANCE, HR &ADMINISTRATIONFINANCE &ADMINDIVISIONHUMAN
RESOURCEDIVISION

MARKETING, STRATEGICPLANNING & SYSTEMSDEVELOPMENTSTRATEGIC
PLANNING &SYSTEM DEV.
T DIVISION

MARKETING
DIVISIONTECHNICAL & ADVISORYSERVICES DEPARTMENT

EXTENSION &TRAINING
DIVISIONINTERNAL
AUDIT

PUBLICRELATIONS

Source：HCDA “Strategic Plan for 2009-2013”
4

QUALITY CONTROL/CONSULTANCYSERVICES DIVISION

Including the staff in the offices/depots located in various parts of the country

112.2.2 Technology
No particular problems were identified, as the facilities developed in this project are
not technologically complex. According to HCDA, in case they had any troubles withthe equipment, the maintenance staff mentioned above would deal with the troubles
without any problems.
2.2.3 FinanceAs shown in Figure 4, the expenses have always been larger than the revenues inthis project since the construction was completed. However, as HCDA’s current toppriority is to promote the utilization of the facilities, fee levels have been set inaccordance with the guideline of the Ministry of Public Works and have not beenraised to make profits. The majority of HCDA’s budget is provided in the form ofsubsidies from the Government at the moment and the Authority is expected toperform as a public entity.
Also, as described in Table 2, the account of this project is treated as part of theoverall account of HCDA.
2.2.4

Maintenance Conditions
With regard to maintenance, no particular problems that would hamper the properuse of the facilities were identified.

12

Figure 4 Changes in Revenues and Expenditures of the Project

80,00060,00020,000
2011

2010

2009

2008

2007

2006

2005

2004

-20,000

2003

0
2002

(Thousand Ksh.)

40,000-40,000-60,000-80,000-100,000
Revenue

Expenditure

Balance

Note: Post-2009 data are the figures projected by HCDA.
Source: Income Stattement specially prepared by HCDA for this survey

3. Conclusion, Lessons and Recommendations
3.1 Conclusion
During the period of planning and completion of this project, the surrounding businessenvironment changed substantially: the horticultural industry, which rapidly grew withthe private sector initiatives, led to the ownership of the facilities by the exporters etc.
Under such circumstances, HCDA changed their business model from the directcollection and sales to the leasing of the facilities. It can be said that this was an
appropriate decision, considering the social environment of that time, with a viewpointthat the subsidized public entities should not compete with the private sector.
There was room for improvement regarding the efforts to be made by HCDA for the
improvement in the utilization statuses of the facilities and in supporting the expansion ofmarketing channels of the farmers when the collection of the produce from the farmers
was halted in 2005. However, HCDA made various efforts such as the provision oftechnical assistance to the farmers on the sales of crops to private companies. Also, thefarmers’ income generally increased through the industry-wide growth led by the private
sector.
As the yields of horticultural produce changes due to the risks of seasonal and annual
fluctuations, not all facilities have yet secured the users in a continuous manner. But theutilization status of the facilities is on the improving trend in that the number of facilities
13where the cooling / pre-cooling functions were utilized increased from 1 at the time of
Ex-post Evaluation to 4 in this monitoring survey.
3.2 Lessons
3.2.1 Understanding of Problems in each Facility
It is expected that the formulation of a strategy toward further utilization of the
facilities will become possible by understanding the problems of each facility from theirutilization records and the financial conditions. In the project similar to this in the future,
it is desirable that a mechanism to grasp the utilization records and the financial
conditions of each facility be established at the time of project planning, and theappropriate, facility-specific strategy be formulated.
3.2.2 Prompt Understanding of Market Environment
The market environment changed substantially during the long period when the project
was planned, implemented and completed. However, the surveys and researches toinvestigate the effects and lessons of this project, as well as the data maintenance etc.,
have been insufficient. As this is a project with a large financial deficit, it is necessary toanalyze the current causes objectively and logically. In the future project that may deal
with the market, it is desirable that the market environment be monitored regularly and its
result be reflected into the organizational management as much as possible.
3.3 Recommendations
3.3.1 Recommendation to the Executing Agency
One of the viable plans to promote the utilization of the facilities by farmers is toencourage farmers groups, separately located in the areas around each facility, tocoordinate with each other, thus organizing the larger farmer groups. Individual groups
produce only a small volume of crops and they are always in a disadvantaged position
against exporters when negotiating. However, it is possible to secure a stable volume ofcrop yields and strengthen their bargaining power against exporters, by organizing an
association of farmer groups for the purpose of strengthening marketing capacities. 5 In
light of the objective of this project as well as the role of HCDA to support small-scale
farmers, it is desirable that HCDA support the concrete actions by providing further
marketing assistance to such farmer groups, coordinating the representatives of the farmergroups, providing meeting spaces, and assisting them with the process of formation of theassociations. As the associations could use the facilities as the places for cooling and5

According to interview survey with the farmer groups, many of them expressed strong interests in this idea,
and some of them actually completed the procedure for organization.

14

packing the produce and for negotiating with exporters and middlemen to hand over the
produce, it is possible for HCDA to increase revenues.
The formation of associations of farmer groups may not progress as planned in someregions. In that case, it would be possible, in light of the project objective, to promote thecomprehensive use of all facilities by exporter companies, which is under consideration at
HCDA as one of the options. HCDA will need to continuously undertake various efforts
toward the improvement of the farmers’ living standards by taking into consideration thatthe roles of exporters and middlemen vary across the regions. As the first step, it will be
important to conduct the analysis of the current situations regarding the market
environment and the conditions the farmers are facing.
Also, in the technical cooperation project, “Smallholder Horticulture Empowerment
Project (SHEP), which was separately implemented from 2006 with the assistance of
JICA, organizing of horticultural farmer groups was supported. It is also possible that thefindings and outcome of this technical cooperation will be utilized / applied.

15

Comparison of Original & Actual Scope
Item

Plan

Actual

1. Output
Pre-coolingfacilities(tons/day)

Sagana: 20 tons twice a day
Limuru: 10 tons twice a day
Kibwezi: 15 tons twice a day
Nairobi: 10 tons twice a day
Total: 110 tons (4 locations)

Cold storage
facilities(tons/day)Nairobi: 110 tons
Sagana: 20 tons
Limru: 10 tons
Kibwezi: 15 tons
Total: 155 tons (4 locations)
Forklift trucks
Weighing scales
Insulated trucks (4-ton × 3)
Management-use vehicles (2), etc.

Relatedequipment

Consulting
services
2. Project period

124M/M

Sagana: 20 tons
Limuru: 15 tons
Kibwezi: 10 tons
Kubu: 10 tons
Mwea: 20 tons
Yatta: 10 tons
Machakos: 10 tons
Total: 95 tons (7 locations)
Nairobi: 100 tons
Total: 100 tons (1 location)

8.5-ton insulated trucks × 17
3-ton dry van truck × 27
Pickup vehicles × 7
Motorbikes × 7
Four-wheeled vehicle × 1
Total: 8 vehicles
Crates / carts for crate movement
82M/M

L/A conclusion: Oct. 1993
L/A conclusion: Oct. 1993
Consultant selection: Dec. 1994
Consultant selection: Dec. 1993
Contractor selection: Jul. 1999
Contractor selection: Feb. 1995
Equipment procurement: Mar. 1995 - Equipment procurement: Aug. 1999 Mar. 2001
Jun. 1996
Consulting services: Jan. 1994 - Dec. Consulting services: Dec. 1994 - Jul.
2001
1996

3. Project cost
Foreign currency
Local currency
Total

1,491 mil. yen (877 mil. Ksh)
881 mil. yen (518 mil. Ksh)
2,372 mil. yen (1,395 mil. Ksh)

2,016 mil. yen (1,134 mil. Ksh)
2,404 mil. yen (1,353 mil. Ksh)
4,420 mil. yen (2,487 mil. Ksh)

ODA loan portion

2,016 mil. yen (1,185 mil. Ksh)

Exchange rate

1Ksh (Kenyan shilling) = 1.7 yen

2,016 mil. yen (1,134 mil. Ksh)
1 Ksh = approx. 1.78 yen*(*IFS 6 -based simple averageduring the project period)

6

International Financial Statistics by IMF

16