Contents

Abbreviations. ............................................................................................................................... 2

Definition Of Terms.................................................................................................................... 3

Foreword By Managing Director ................................................................................................ 1

Introduction ............................................................................................................................... 2

Lessons In Mainstreaming Disability ........................................................................................ 2

Legislative Framework To Support Disability Mainstreaming Actions .................................... 3

Situation Analysis...................................................................................................................... 5

Strategic Focus In Implementation Of The Disability Strategy ......................................................... 9

3.2 Vision, Mission, Motto, And Core Values ............................................................................ 9

3.2.5 Structure Of The Board ..................................................................................................... 9

3.3 Key Result Areas (KRA’s) ....................................................................................................................................................10

3.3.1 Strategic Objectives ................................................................................................................................ 11

3.4 Assumptions ............................................................................................................................................... 11

4. Implementation Framework ............................................................................................................................ 13

5. Activities, Indicators, Implementation Schedules ........................................................................................... 15

1
ABBREVIATIONS
BETA Bottom-up Economic Transformation Agenda
KDB Kenya Dairy Board
MDA Ministries Departments and Agencies
NCPWD National Council for Persons with Disabilities
NGEC National Gender and Equality Commission
PSC Public Service Commission
SDG Sustainable Development Goals
MTP Medium Term Plan
PWD Persons Living with Disabilities
PDA Persons with Disabilities Act

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DEFINITION OF TERMS
Assistive and support devices refer to implements, tools, equipment and machines, workstations, the work environment
or adjustment in work organization, work schedules, sequence of work, and breaking down work tasks to suit the needs of
all personnel livingwith disability.

Assistive Devices: includes implements, tools, equipment, taped texts, audio, visual, and pictorial recording, Braille equipment
and materials, tactile equipment, orthopedic appliances, and other devices and machines of whatever kind for Persons with
Disabilities for their socio-cultural, economic, civil, political well-being of persons with disabilities.

Assistive Services: refers to any specialized service provided for persons with disabilities for their political, economic, socio-
cultural, and civil well-being.

Disability Mainstreaming: Disability mainstreaming means a strategy through which concerns, needs, and experiences of
Persons with disabilities are made an integral part or dimension of the design, budgetary allocation, implementation, monitoring
and evaluation, and reporting of policies and programs in all political, economic and societal spheres so that Persons with
disabilities benefit equally and inequality is not perpetuated.

Disability: Limitation, hindrance, difficulties, or reduction of full and effective participation in society on an equal basis with
others on account of long-term physical, mental, intellectual, or sensory impairment, condition, or illness in the interaction
with various social and environmental barriers.

Inclusive workspace: includes ensuring that all personnel can access the premises unhindered, and work tools are provided
and adapted to meet the needs of Personnel regardless of the type and severity of disability.

Internal mainstreaming: This concerns institutions’ workplaces, mainly the employees and internal procedures. It is related
to institutional policies, guidelines, and activities addressing disability among employees and immediate family members.
Internal mainstreaming is affected when an agency puts in place workplace policies that address the needs of Persons with
disabilities and others.

Legal capacity: means the ability to hold rights and duties under the law and to exercise theserights and duties.

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Persons with disabilities include those who have long-term physical, mental, intellectual, and sensory impairments
which in interaction with various barriers may hinder their full and effective participation in society on an equal
basis with others.

Social Protection: measures aimed to address vulnerable members of society to ensure that they are cautioned
against falling into extreme poverty and to ensure that they have a decent standard of living.

Universal design: refers to the design of products, environments, programs, and services to beusable to the greatest
extent possible, without the need for adaptation or specialized design, including assistive devices for Persons with
disabilities.

Multiple disabilities: people who have more than one impairment which in interaction with barriers may hinder their
full and effective participation in society on an equal basis with others.

Severe Disability: Persons with extreme disabilities that make them require continuous full-time care.
The Board: Refers to Kenya Dairy Board
FOREWORD BY MANAGING DIRECTOR
Kenya Dairy Board Disability Strategy 2023–2028 endeavors to create a conducive and inclusive working
environment where people living with disabilities can access services, employment, and trade opportunities
with the Board.
The Strategy acknowledges and respects the diversity of people with disabilities. It recognizes the importance
of tailoring actions to consider this diversity.
Through extensive consultations and engagement, Personnel and interested parties have shared their
experiences and generously given their time to ensure the new Strategy is practical, effective, and targeted.
This internal strategy will focus on key areas for delivery including safety in the workplace, human resource
consideration, access to services, access to information, and more.
Above all, the Strategy is focused on interrelated outcome areas with tangible, achievable policy priorities.
Rigorous measuring, evaluation, and reporting of outcomes are built. The Strategy builds on the significant
work of the Kenya National Disability Strategy to establish a national approach to improving the lives of people
with disability.

MARGARET KIBOGY, OGW

MANAGING DIRECTOR

Kenya Dairy Board Disability Strategy 2023–2028 1

 1. INTRODUCTION
The rationale for developing the Disability Strategy plan is anchored within the Kenya Dairy Board's operational
framework. This comprises the mandate and functions as well as the enabling legislative structure and the
existing policy framework needed to achieve the expected national development agenda. The Board in addition
intentionally makes use of its historical institutional learning and experience.
The Kenya Dairy Board Disability Strategy builds on the current Strategic Plan 2023-2028, the Kenya Dairy
Board (KDB) Disability Action Plan 2022-2023, and the Kenya Dairy Board 4th Edition of the Disability Policy
2023. Over the years the Board has realized several gains through the implementation of reforms that were
introduced to better support and include people with disabilities. These included:
Construction of a modern state-of-the-art head office with appropriate fittings that enhance accessibility for
Personnel living with Disabilities.
In collaboration with the Disability Mainstreaming Office of the National Council for Persons with Disabilities
(NCPWD) conducted an accessibility audit of the Boards premises to ensure that personnel living with
disabilities can access the offices and facilities unhindered.
Promotion of Personnel living with disabilities to areas that are easily accessible and have the recommended
facilities.
Appointment of two Directors with visual and physical disabilities respectively to the Board and facilitated with
ICT assistive devices and a stand-by wheelchair to assist in follow-up of the meetings and deliberations of the
Board.
Transcribing into Braille format the Boards Customer Service Charters into English and Swahili. Reviews of the
same are done in line with changes to the regulatory framework.
Transcribing the Draft Dairy Industry Regulations 2023 into a simplified but comprehensive audio-visual
format.
Access to information was greatly enhanced through the provision of disability accessible corporate website
with appropriate links and the production of various reports and publications in formats to address disability
considerations.
The Board's internal initiatives primarily focused on creating inclusivity and accessibility to services such as
prioritizing the participation of vulnerable groups in programs such as field days, stakeholder forums, and
exhibitions.
Automation of Board processes enables the users to access services without having to physically appear.
The performance contract evaluation process identified the significant efforts the Board has made since
mainstreaming began; however, the strategy was limited in the expression of a clear strategic action in dealing
with inclusion and access to services by persons living with disabilities. It is important to note that specific
measurable action will provide a framework for measuring the impact of strategy toward removing barriers for
PWDs.
NCPWD rolled out the Disability Mainstreaming Portal to enable Ministry Departments and Agencies (MDAs)
to submit reports on mainstreaming actions.
NCPWD rolled out the career portal to enable MDAs to submit available vacancies. The Board uploaded the
advertised opportunities however feedback was minimal.

Lessons in Mainstreaming Disability

The Board has made tangible gains toward mainstreaming inclusivity for Personnel with Disabilities as a Cross-
cutting performance indicator. Some of the lessons that were learned during the process include but are not
limited to:
1. Adequate resource pooling as a key input to ensure that mainstreaming actions are implemented.
2. Inclusion of Personnel living with Disabilities into the Disability and Gender mainstreaming
committees as they are better placed to articulate specific needs and requirements.
3. Management support is essential for any meaningful impact to be felt with regard to entrenching
Kenya Dairy Board Disability Strategy 2023–2028 2
inclusivity in the Board's plans, policies, and progress.
4. Accessibility and usability of the Boards facilities is important not only for the Personnel who are
Persons with Disabilities but also for the General Public who enquire about our services and are engaged in
Dairy sector services.
5. Meaningful progress has been achieved so far with regards to employment of Persons with Disabilities
and welcome the move by the National Council for Persons with Disabilities to have an online portal where
organizations can avail and post-employment, attachment, and industrial apprenticeship opportunities. In this
regard, the Board has made reasonable strides in employing persons with disabilities. Currently, the Board
employs three (3) Personnel who are Persons living with Disabilities.
7. The Board welcomes the use of the Disability mainstreaming portal for the submission of
mainstreaming actions.
This Strategy has been developed by KDB after reviewing the gains and challenges experienced since the
inception of disability mainstreaming as a performance measure in Government Ministries, Departments and
Agencies (MDAs).

2. LEGISLATIVE FRAMEWORK TO SUPPORT DISABILITY MAINSTREAMING ACTIONS

The National Council for Persons with Disabilities through the Mainstreaming Department and the National
Government through policy and regulatory instruments as well as key inputs of the 1 Bottom-Up Economic
Transformation Agenda (BETA), the Fourth Medium Term Expenditure Framework (MTP IV), have provided the
backbone for the development of this Strategy and will shape future updates and reviews. The KDB 2023-2028
Strategic Plan is driven by core values of professionalism, integrity, innovation, equity, customer focus and
environmental consciousness in a manner that delivers stakeholders’ expectations. This forms the foundation
from which the Disability Strategy is derived.
The need to integrate disability issues into national development has been recognized in many government
policy pronouncements and commitments reflected by signing and ratifying various instruments, treaties, and
international conventions. The existing national policies and legislations relevant to disability mainstreaming
in Kenya Dairy Board are analyzed below.
The Bottom-up Economic Transformation Agenda (BETA) promotes inclusivity for persons with disabilities in
several ways. This can be inferred from the principles of inclusive economic development and the global
standards for disability inclusion through job creation, inclusive growth, policy implementation, participation,
and capacity building.
The Constitution of Kenya 2010; Chapter Four of the Bill of Rights ensures and upholds general provisions for
recognizing and protecting human rights and fundamental freedoms by preserving the dignity of all individuals.
Section 54 specifies them as
Persons living with Disabilities be treated with dignity and respect and to be addressed and referred in a
manner that is not demeaning.
Persons living with Disabilities To access educational facilities and institutions for persons with disabilities
that are integrated into society to the extent compatible with eh interests of the person.
To reasonably access all places, public transport, and information.
To use sign language, braille or other appropriate means of communication
To access materials and devices to overcome constraints arising from the person’s disability.
The State shall ensure the progressive implementation of the principle that at least five percent of the
members of public in elective and appointive bodies are persons with disabilities.

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Budget Watch 2023_0.pdf (parliament.go.ke)
Kenya Dairy Board Disability Strategy 2023–2028 3
2
The Persons with Disabilities Act, (P.D.A.), 2003
The Persons with Disabilities Act 2003 was enacted to achieve the following objectives.
To establish the National Council for Persons with Disabilities which is a semi-autonomous government
agency.
To provide for the rights and rehabilitation of persons with disabilities in terms of the right to be protected from
discrimination on the grounds of disability and to safeguard the political and civic rights of persons with
disability.
To provide for realization of opportunities for persons with disabilities through provision of tax exemption, legal
assistance and encouraging credit facilities be extended to persons with disabilities.
3
Kenya Dairy Board Disability Policy, 2023
The Kenya Dairy Board Disability policy aims at activities.
To ensure that no one is denied employment due to disability.
To ensure that no disabled personnel working in the Board faces discrimination of any form
To ensure that no disabled person faces discrimination based on the way vacancies are advertised, modalities
for recruitment and promotions.
To ensure that no PWD is discriminated against on training opportunities, transfers and retrenchment.
To ensure that the facilities for working in the organization do not deliberately disqualify anyone with
disabilities.
To ensure that the person with disability does not take undue advantage of the Board in terms of the inclusion
of special facilities that will hinder the Boards operations.
To ensure that the person with disability is able to seek redress if faced with discrimination through making a
formal complaint which if not solved by the Board can be addressed through the Industrial Court by the trade
union to which the Personnel member belongs to
To ensure that the persons with disability have access to the same insurance facilities as the rest of the
Personnel.
The Kenya Standard (KS2952-1:2022) on accessibility for ICT products and Services
The Kenya Bureau of Standards (KEBS) launched the first-ever Kenya Standards (KS 2952-1:2022) on
accessibility for ICT products and services for persons with disabilities in Africa. The new standard, gazetted
on May 13, 2022, is set to ensure that public and private sector digital products and services are accessible to
persons with disabilities (PWDs), older persons largely disconnected from most e-government services, and
business-owned digital platforms The standard specifies the functional accessibility requirements applicable
to ICT products and services covering requirements and conformance both software and hardware as well as
services are covered and intended for use with web-based, non-web, and hybrid technologies such as Artificial
Intelligence (AI) software.
The KS ISO 21542:2011 on Building Standards accessibility
The standard specifies a range of requirements and recommendations for many of the elements of
construction, assemblies, components and fittings which comprise the built environment. This
includes specifications for washrooms, floors, doors, ramps, lifts and other amenities.

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Kenya Dairy Board Disability Policy, 4th Edition 2023
Kenya Dairy Board Disability Strategy 2023–2028 4
 3. SITUATION ANALYSIS
The KDB SWOT analysis summarizes internal strengths and weaknesses, and external opportunities and
threats. The key strengths and weaknesses of the Board regarding Disability mainstreaming are highlighted in
Table 2.1 below.
Table 2.1 Strengths and Weaknesses.
STRENGTHS
No. Strength Strategic Implication Strategic Response
1. Set up by an Act of Parliament, the Confers legal mandate, Leverage the mandate to
Dairy functions, and powers to regulate, develop and
Industry Act (CAP 336) KDB promote the dairy industry
2 The newly constructed head Provides access to services for Leverage on the physical
office that takes into persons with disabilities attributes to attract more
consideration accessibility to Personnel with disabilities
persons with disability for employment

3. Issues of inclusivity entrenched in Board can enhance access, Provide efficient and
the Board promotion, and safety of persons effective service delivery to
with disabilities personnel living with
disabilities.
6. Good corporate image Recognition and confidence by Leverage the image to
stakeholders as the Board is transform and increase
considered a reputable visibility on matters of
organization inclusivity
7. Goodwill from Management to Management supports Leverage management
drive the Disability Strategy mainstreaming actions support to increase policy
actions and direction that
drive inclusivity
8 A Disability Mainstreaming Functional disability Leverage the strength in
committee in place mainstreaming committee membership to drive
drawn from all representative meaningful change in
departments and inclusive of attitudes towards
personnel with disabilities. personnel living with
disabilities
WEAKNESS
No Weakness Strategic Implication Strategic Response
1 Inadequate funding Affects execution of key performance Lobby for increased funding
indicators for mainstreaming actions by management
required by the relevant agencies Strengthen partnerships
and collaborations with
relevant stakeholders to
support meaningful change

Kenya Dairy Board Disability Strategy 2023–2028 5

 2 Limited number of Affects appointment of PWDs to the Open new service points
opportunities for persons Board Ensure the Disability clause
with disabilities is included in the PSC
Cohort request.
Recruitment of additional
The Personnel through
NCPWD portal
3 Not all Personnel Living with Personnel unable to enjoy the Ensure follow-up of all
Disabilities are registered incentives provided for by law Personnel living with
and issued with certificates through registration under NCPWD Disabilities to obtain
by NCPWD and KRA and KRA relevant certificates from
NCPWD and KRA
4 Inadequate personnel living The number of PWDs employed is Ensure progressive
with disabilities working less than the recommended 5% of all increment by Management
presently in the Board appointments. to meet and surpass
requirements.

Opportunities and threats are summarized in Table 2.2.

Table 2.2 Opportunities and Threats
OPPORTUNITIES
S/No. Opportunities Strategic Implication Strategic Response
1. KDB as a reputable Goodwill from the Government and Prepare and submit bankable
organization has a broad development partners presents a proposals to widen the scope of
network of development channel for resource mobilization, disability mainstreaming.
partners peer review and technical support.
Subscription to relevant sites to
increase knowledge on emerging
trends in mainstreaming inclusivity

2. KDB is progressively Automation will enhance access to Ensure that the Board ERP system,
automating its services services for persons with disabilities website, and all communication meet
the needs of Persons with Disabilities
in the required assistive formats.

3. KDB is progressively Personnel living with disabilities Ensure that Personnel with Disabilities
employing personnel living can perform exceptionally undergo annual appraisal as per the
with Disabilities Board's policy.
Ensure that opportunities for career
development include personnel with
disabilities.

Kenya Dairy Board Disability Strategy 2023–2028 6

 4. KDB is progressively Accessibility is a consideration Ensure accessibility audits are
increasing its capacity when acquiring office space cascaded to the Branch network.
Ensure that all Board offices are
accessible to Personnel with
Disabilities

5. KDB has robust career Career Development and Ensure that Personnel with Disabilities
development and mentorship build the capacity of are included in opportunities for career
mentorship programs personnel to deliver and surpass growth
expectations

THREAT
S/No. Threat Strategic Implication Strategic Response
1. Disability Mainstreaming is Limited funding for mainstreaming Progressively ensure that
not considered a core actions mainstreaming actions are included in
activity of the Board other programs and policy

2. Reduced capitation Limited funding to Government KDB consider progressively increasing

funding by the Government institutions hinders the achievement funding for mainstreaming actions
of programs that rely on the funding
of activities

3. Noninterest by Persons Limits the Board from achieving the The Board continues to request the
with disabilities in the targeted levels of inclusion PSC for PWDS to apply and fill
available vacancies and positions.
opportunities The Board to post available vacancies
to the NCPWD portal

Kenya Dairy Board Disability Strategy 2023–2028 7

4 Lack of an updated Limits evaluation of mainstreaming NCPWD and State Department for
national policy on disability actions hinders representation, Social Protection to consult and
impacts participation, and promotes develop a comprehensive National
discrimination Policy on Disability with input from
MDAs

Kenya Dairy Board Disability Strategy 2023–2028 8

 4. STRATEGIC FOCUS IN IMPLEMENTATION OF THE DISABILITY STRATEGY
4..1 Introduction
This chapter presents the strategic focus of the Kenya Dairy Board and enumerates the various strategic
elements that include the vision, mission, motto, and core values. For purposes of ensuring consistency, the
Disability Strategy must align with the Board's corporate strategic plan 2023-2028.

4.2 Vision, Mission, Motto, and Core Values

4.2.1 Vision
A globally competitive dairy industry
4.2.2 Mission
To facilitate a sustainable dairy industry that meets stakeholder expectations.
4.2.3 Motto
Maziwa Bora kwa Afya na Mali
Quality Milk for Health and Wealth

4.2.4 Core Values

Professionalism
The Board maintains standards of excellence and professional competence in the discharge of responsibilities
and delivery of services. The Board is committed to teamwork and endeavors to be fair and objective in all
activities and decision-making.
Integrity
The Board always values high standards of ethical behavior. Honesty, transparency and accountability are key
tenets of the Boards activities and decision making .
Innovation
The Board is committed to fostering an enabling environment that encourages innovation, creativity,
continuous learning, and improvement for efficient and effective service delivery.
Customer focus
The Board is c om m it te d to always placing the customer at the core of the Board’s business and always
ensuring expeditious high quality of service.
Equity
The Board values all dimensions of diversity and seeks to provide a balance in t h e distribution of resources
and benefits from the Board’s programs and projects.
Environmental consciousness
The Board is committed to responsible planning and management of the environment.

4.3 Structure of the Board

Governance Structures
Kenya Dairy Board is managed by the Board of Directors which is responsible for policy and strategic guidance.
The chairperson and other members of the Board are appointed under Section 5 (1) and (2) of the Dairy Industry
Act Cap 336. To facilitate the effective and efficient execution of the Strategic Plan the Board will adopt the
following structure and functions:
The Board of Directors
The responsibilities of the Board of Directors are as follows.
Oversee implementation of the provisions of the KDB mandate as spelt in the Dairy Industry Act Cap 336.
Kenya Dairy Board Disability Strategy 2023–2028 9
Provide policy direction for the implementation of the KDB mandate as spelt in the Dairy Industry Act Cap 336.
Approve annual work plans, procurement plans, training plans and budgets.
Submit reports on any issues as may be required by the Cabinet Secretary.
Publish and publicize every report required of the Board.
Approve quarterly as well as annual reports and financial statements; and
Ensure the effective functioning of the Board through required resources.
Office of the Managing Director
The office of the Managing Director has the responsibility of:
Coordinating the implementation, monitoring, and evaluation of the Strategic Plan.
Ensuring effective and efficient service delivery, performance management, Personnel development and
resource mobilization.
Ensure development and implementation of the Business Continuity Plan; and
Day-to-day management of the affairs of the Board.
Departments and Divisions
The Board will have five (5) departments and three (3) divisions that report directly to the Managing Director as
follows:
Regulatory Services Department
This department will be responsible for discharging the core function of the Board by enforcing the Dairy Industry
Act, Cap 336 of the laws of Kenya. It undertakes dairy premises. inspection and licensing, surveillance of product
quality, and ensuring compliance with dairy standards and safety requirements for consumer protection.
Standards and Enterprise Development Department
The Department will be responsible for the provision of a broad strategic focus for research, trade, innovation,
and support for the development of dairy enterprises.
Corporate Services Department
The Department will be responsible for the functional areas of Human Resources, Administration, ICT, and
Corporate Communications.
Finance and Accounting Department
The Department will be responsible for the functional areas of revenue, debtor management, budgetary control,
accounting, reporting, treasury, and working capital management.
Internal Audit Department
The Department will be responsible for the development and implementation of a systematic disciplined
approach, to evaluate and improve the effectiveness of risk management, controls, and governance processes.
Supply Chain Management Division
The Division will be responsible for the timely procurement of goods and services in compliance with the
Procurement and Asset Disposal Act, 2015. It also ensures that procured goods meet the required specifications
and are properly recorded, stored, and issued.
Strategy and Planning Division
The Division will be responsible for corporate planning, implementation, monitoring, evaluation, reporting, and
learning. The Division will also guide the implementation of quality management systems and risk management.
Corporation Secretary/Legal Services Division
The Division will be responsible for the provision of legal advice and attend to all matters relating to the Board,
litigations, regulatory compliance, security documentation, and contract compilation.

4.4 Key Result Areas (KRAs)

The strategic framework for this strategy is aligned with the Boards mandate. The framework outlines
interrelated KRAs that the Board will pursue in the next five years. The KRAs are:
➢ KRA 1: Progressively improve inclusivity in employment and financial security– appointments,
promotions, and remuneration.
Kenya Dairy Board Disability Strategy 2023–2028 10
 ➢ KRA 2: Progressively Improve accessibility to services.
➢ KRA 3: Progressively Improve intervention to health, safety, rights, and justice concerns.
➢ KRA 4: Progressively measure and report on continuous career development and mentorship
opportunities for Personnel living with Disabilities.

4.4.1 Strategic Objectives

The Key Result Areas will be achieved through the following strategic objectives:
KRA 1: Progressively improve inclusivity in employment and financial security for persons with disabilities.
a) To progressively increase the number of Persons with Disabilities employed by the Board
b) To report on progress made by the Board towards achieving the target and submit to relevant authorities

KRA 2: Progressively improve Accessibility to available services and opportunities.

To create an enabling environment that is accessible to personnel with disabilities.
To progressively lobby the Management of KDB to prioritize accessibility concerns for Personnel with
Disabilities.
To monitor mainstreaming actions that impact the performance of Personnel with Disabilities.
KRA3: Progressively Improve interventions to Health, Safety rights, and justice concerns.
To continuously sensitize management and Personnel on the safety rights and justice concerns affecting
personnel with disabilities.
To continuously monitor access by personnel with disabilities on available Government incentives available to them
such as registration and acquisition of Disability identification cards and the Tax exemption certificate from Kenya
Revenue Authority.
KRA 4: Progressively measure and report on continuous career development and mentorship opportunities.
To enhance institutional capacity to provide quality and efficient services to the dairy industry stakeholders.

The implementation plan which provides the operational framework with activities, output indicators,
timelines, targets, and responsible parties is provided in Appendix I.

4.5 Assumptions
The execution of the Disability strategy depends upon the ability to identify specific actions, resource them,
and tie actions and results to milestones. This plan assumes that:
1. There will be no major disruptions in the operating environment.
2. There will be no significant changes in the legal framework governing the Board’s mandate and position
on Disability mainstreaming strategy.
3. There shall be social and political stability in the Country. Stability is essential for consistent
measurable outcomes, as the strategy is tied to the BETA ideals.
4. An upward trend of economic growth will prevail.
5. The stakeholders will support the committee in implementing the plan; and
6. Adequate funding will be availed to implement the strategy.

4.6 Implementation of the Key Result Areas

4.6.1 Progressively improve inclusivity in employment and financial security for persons with disabilities.
Outcome: KDB Personnel who are living with disabilities gain better economic security, enabling them to plan
and exercise choice and control over their lives
Employment and financial security are central to improving outcomes for people with disabilities. This includes
providing jobs and career opportunities and having adequate income for people to meet their needs.
Kenya Dairy Board Disability Strategy 2023–2028 11
The Board has in place a mechanism for providing internships and industrial attachment to ensure those exiting
from higher education have an opportunity to gain work experience.
A better and secure income provides increased financial security, economic independence, and an
appropriate standard of living, giving people more choice and control over their lives, and enabling their
participation in community life. The income support system provides an important safety net for people with
disabilities who are unable to work or cannot find employment. Properly defined income support, tax
exemptions, and better human resource relations work together to avoid creating barriers and are critical
to Personnel who are people with a disability to work normal hours without discrimination.

4.6.2 Progressively improve Accessibility to available services and opportunities.

Outcome: Personnel with disabilities work in inclusive, accessible, and well-designed offices and
conducive environments.
Access to the Board's Office Premises enables Personnel living with Disabilities to work unhindered and
provides a safe place to actively participate in achieving the Board's Strategic Vision. Adopting universal design
principles enables everyone, regardless of age or ability, to use buildings, transport, parks, and playgrounds
without the need for specialized or adapted features. Buildings and outdoor spaces that are not accessible
exclude people with disabilities from participation in work, education, and social and cultural life.

Accessible and well-designed Office space improves outputs by Personnel living with disabilities as they
perceive the board's support as a catalyst for performance. During the KDB Team Building held in November
2023, the Branch Manager of Kitale Station who is a Person Living with Disabilities won an award for second-
best performance in the Financial Year under review proving that with the necessary support availed PWDs can
perform exceptionally well.

People with disabilities should be supported to live more accessible and connected lives in the workplace
environment including being able to fully participate in social, recreational, sporting, religious, and cultural life.
This requires accessibility to be an integral part of the design of services and systems to avoid barriers arising.
The Board has ensured that all premises and outdoor locations have good clear and appropriate signage is
important for both hearing-impaired and non-impaired people. PWDs also participate in the Boards activities
such as Field days, Stakeholder Forums, and more.

Being able to access information and communicate is vitally important in all aspects of life. It is central
to people’s safety and health, to involvement in their communities, employment, and training. The provision of
communication in accessible formats (e.g., Braille, Audio, Audiovisual, and Sign language formats) has a
positive impact on the participation of and access to opportunities for people with disabilities. With technology
becoming a key means of participation across all elements of individual and community life, technology must
be inclusive to all Personnel.

4.6.3 Progressively Improve interventions to Health, Safety rights, and justice concerns.

Outcome: The rights of Personnel with disability are promoted, upheld, and protected, and people with
disability feel safe and enjoy equality before the law.
Chapter 133 of Persons with Disability Act 2012 makes discrimination based on disability unlawful in areas
including employment, education, and access to premises, goods, services, and facilities. Disability advocacy
can enable and support people with disability in ways that protect and uphold their rights. Despite this, rights
protection, safety, and discrimination of people with disability continue to be areas requiring improvement.
The Board has in place workplace policies on occupational work safety and environment, information security,
Kenya Dairy Board Disability Strategy 2023–2028 12
gender-based violence, gender policy, disability policy, work instructions, and human resource guidelines to
mention a few. Management has instituted an open-door policy to address issues of concern.
The Board has progressively ensured that disability concerns are entrenched in its Strategic Plan, Policies, and
operational guidelines. Through this array of mechanisms, the Board can handle any issue that is of concern
to Personnel who are Persons with Disabilities.
Assistive technology is any device or system used by Personnel to make tasks easier. Most people use assistive
technology in their daily lives, such as smartphones or remote controls. Assistive technology also includes
grab rails, hoists, wheelchairs, hearing aids, text captioning services, home modifications, digital assistive
technology, prosthetics, and devices to support memory.

4.6.4 Progressively measure and report on continuous career development and mentorship opportunities.

Outcome: Personnel with disabilities achieve their full potential through education and learning.
Access to formal and informal education is critical to the development of skills, independence, and well-being
of people with disabilities. It provides pathways to fulfilling employment, financial independence, and enriched
lives.
The Board provides access to continuous career development through capacity building and mentorship
opportunities. This is an output of performance appraisals and training needs assessment done every financial
year.
Strengthening the system's capability to support Personnel with disability to access and participate in
education on the same basis as those without disability is essential for improving outcomes.
The benefits of lifelong learning include building knowledge, acquiring, maintaining, and developing skills and
facilitating career advancement. Opportunities for this type of learning should be equally accessible to people
with disabilities through continuous training, professional development, and self-directed learning, in both
formal and informal settings.

5. IMPLEMENTATION FRAMEWORK
5.1 Roles and Responsibilities

Kenya Dairy Board will play a lead role in supporting Personnel with Disabilities to enjoy the same benefits and
opportunities provided on an equal basis with all other Personnel .
The Board will additionally clarify the responsibilities and levels of support towards inclusivity through its
policies and programs.
The Strategy recognizes that all levels of the Board must play a role in providing mainstreaming and targeted
services, support and infrastructure systems to Personnel and stakeholders living with disabilities. The Board,
in its strategic direction, can make obligatory and reasonable adjustments for the Personnel to enable them to
access all systems and services it provides. To ensure that mainstreaming is effective the Disability Committee
will draw reference to the Board's Strategic Plan 2023-2028.
The implementation of this Strategy will be spearheaded by the Disability mainstreaming committee with
regular consultation with Management. The Board will engage stakeholders in areas that require collaboration.
Implementation will be executed through the annual work plan and the quarterly disability mainstreaming
reports.

5.1.1 Strategy Implementation Responsibilities

In the pre-implementation stage, the Board shall communicate the plan to all the Head of Department,
Committee members and management and will assign roles and responsibilities as identified in the work plan.
In addition, the Board will align annual departmental and individual work plans to the corporate plan and
budget, put in place an appropriate monitoring, evaluation and reporting framework and strengthen Personnel
Kenya Dairy Board Disability Strategy 2023–2028 13
capacity to deliver on the mandate.
During Implementation, the Board will provide strategic leadership, be responsible for policy formulation and
play an oversight role in the implementation, monitoring, and evaluation of the Strategy.

5.2 Implementation of the Disability Strategy

The implementation strategies of the Disability will be guided by current sector strategies and
recommendations drawn from consultations with key informants, existing literature, and needs assessment
reports. The following strategies are proposed.

5.2.1 Establishment of Structural linkages.

This is done by establishing Institutional structures with clear mandates resource allocation, and well-defined
communication channels for the Disability Mainstreaming Committee. The Disability Mainstreaming
Committee has been appointed and terms of reference provided.

5.2.2 Capacity building career development and mentorship

This is meant for institutional strengthening and implementation of programs for disability mainstreaming
through:
• Review of Disability Policy and corresponding instruments such as the Gender and Gender Based
violence policy.
• Revision of the Boards terms and conditions of service in line with the changes in systems
• Engendering of operational structures
• Development of policy statements linking disability mainstreaming to KDB’s core functions, purpose
and values, and allocation of adequate resources for gender issues
• Setting up a disability mainstreaming committee that is responsible and responsive to the institution’s
framework.
• Disability Committee members attain relevant training to handle disability issues with clear terms of
reference.
• Progressively ensuring that Personnel with Disabilities are considered and prioritized when training for
career development and mentorship programs are rolled out.

5.2.3 Lobbying and Advocacy

Lobby and Advocate for the implementation of presidential directives and pronouncements on disability
mainstreaming interventions. Develop shared understanding among the different actors to bring commitment
to disability issues to the fore at all levels of management for active and meaningful participation from all dairy
stakeholders. Ensure clarity.
Lobby and advocate for continuous capacity building of field Personnel to sustain momentum for increased
impact.

5.2.4 Harmonization and Alignment of Initiatives

The harmonization and alignment of initiatives of different actors with the Policy development, law reform,
enactment and implementation are aimed at a more sustainable realization of disability mainstreaming. This
will be done through inter-sectoral activities and coordination, and joint programming among KDB activities
targeted at dairy stakeholders, establishing linkages with institutions such as the National Council for Persons
with Disabilities among others, which will provide an opportunity to create harmony while complementing
Kenya Dairy Board Disability Strategy 2023–2028 14
ongoing initiatives.

5.2.5 Research and information dissemination

Continuous disability mainstreaming surveys will be carried out to produce sex-disaggregated data to inform
policy development. Existing data will be analyzed, disseminated, and utilized among Personnel of KDB.

5.2.6 Monitoring and Evaluation Mechanism

There is a need to develop and operationalize the M & E framework to track progress, document experiences,
challenges, and lessons learned establish impact and review the achievement in disability mainstreaming.

5.2.7 Resource Mobilization

This will be realized through adequate resource allocation to the Disability Mainstreaming Committee. In
addition, the budgeting process needs to be engendered with adequate allocations by KDB through the Parent
Ministry. The mobilization of non-budget support from the community, development partners and other
stakeholders will expedite the achievement of mainstreaming disability in the Board.

5.2.8 Partnership and Networking

There is a need to create partnerships and networks for resource mobilization, implementation of programs
and activities aimed at disability mainstreaming and rapid results and sustained gains for equitable
development at all levels.

6. ACTIVITIES, INDICATORS, IMPLEMENTATION SCHEDULES

The activities are presented in Annex 1: the Logical Framework using a result-based approach format.
6..1 Overall Recommended Activities

The foundation activities that will roll out the implementation of the Disability Mainstreaming Strategy include:
• Seeking for approval of the Strategy from Management
Capacity building of Committee Members
• Operationalizing the Disability Mainstreaming strategy
6.2 Specific Theme Activities

These will be derived from themes and integrated into KDB activities across the board. The process of
operationalizing the Disability Strategy will be coordinated by the Disability Mainstreaming Committee and
spearheaded by the Chairman and other committee members as well as Branch Officers who will articulate
disability issues in the respective Stations up to the community level as follows:
• Identify, map out and prioritize disability issues among personnel.
• Review proposed activities and harmonize with sector realities.
• Build relevant capacities to mainstream disability.
• Identify linkages and networks.
• Coordinate sector implementation of disability mainstreaming strategic activities.
• Produce disability mainstreaming reports.
• Profile disability issues

7. MONITORING AND EVALUATION FRAMEWORK

Kenya Dairy Board Disability Strategy 2023–2028 15
The proposed M&E framework aims at meeting the information needs of different stakeholders and promoting
evidence-based planning and decision-making at all levels. The need for ensuring timely availability of data;
analysis and dissemination of findings, ensuring reliable access and retrieval of data by stakeholders cannot
be overemphasized. The M&E will also facilitate the following:
provide a linkage with other activities in the board to ensure adequate coverage of disability concerns.
provision of disaggregated data at all levels
strive to collect and analyze qualitative and quantitative information using participatory approaches, and other
research methods.
analyze programs to evaluate changes towards disability mainstreaming.
The following institutional arrangements and mechanisms for the M&E framework for the KDB Disability
Mainstreaming Committee are proposed.
• The M& E will be implemented through the Disability Mainstreaming Committee
• The KDB Management will provide technical support and resources to carry out activities.
• A rationalized and harmonized functional system of routine information and data.
• collection on disability issues at the national and regional levels will be put in place.
• Capacity-building frameworks will be developed for data collection, analysis and
• use with clear dissemination plans.
• Communication strategy will be developed and implemented.

7.1 Monitoring

To increase the efficiency and effectiveness of the monitoring process, routine data
collection in the sector/thematic areas will be conducted as outlined below:
The indicators developed for the policy operationalization activities together with the national indicators for
international instruments on disability.
Mainstreaming will facilitate national systematic comprehensive reporting.
At the activity level, indicators will provide a checklist of stated activities.
Data collection, analyses and storage will focus on quality, and the relevance or critical importance of thematic
sector and national development and use a harmonized system.
Data dissemination and communication will have a mechanism for managing inter-sector linkages and
continuous feedback from the national and county levels on the use of advocacy and sensitization key
strategies.
The bottom-up feedback will be a clear indicator of the level of people’s participation and involvement in the
onset of disability mainstreaming.
The level of budgetary allocation and investment by other stakeholders including the community, development
partners and the private sector will be another benchmark in the profile of disability mainstreaming in the Dairy
Industry.

7.2 Evaluation

Internal participatory reflections and reviews through forums and annual progress reports from sectors will
keep track of performance. Periodically scheduled evaluations will establish the level of gender
responsiveness in planning, programming, budgeting, and the impacts on disability issues.

Kenya Dairy Board Disability Strategy 2023–2028 16

7.3 Reporting

Responsible actors will be accountable for the delivery of outputs according to the implementation schedules.
Tools for monitoring will include baseline and research, reports, training reports, annual progress sector plans
and progress reports, and national evaluation reports in line with indicators.

Kenya Dairy Board Disability Strategy 2023–2028 17

Appendix 1 NCPWD Mainstreaming Portal

Figure 1: NCPWD Disability Mainstreaming Portal

Kenya Dairy Board Disability Strategy 2023–2028 18

Appendix 2 Disability Strategy Key Result Areas

1. KDB Progressively improves inclusivity in employment and financial security for Personnel Living with
Disabilities

Indicator Action Lead responsibility Timeline Performance

measure
Institutionalize the Maintain disaggregated Managing Director 2023- Biannual report
Disability Data on Personnel with Director Corporate 2028
Mainstreaming disabilities Services
committee Disability
committee
Review Disability policy Disability 2024 Policy
committee
Collect disaggregated data on KDB Department of Biannual Biannual reports
the number of employees with Corporate Services prepared and signed
disabilities appointed during Disability off by the Managing
the strategy implementation Mainstreaming Director
period. Committee Report uploaded to
NCPWD portal with
copies to relevant
government agencies

report on progress made by the Disability Biannual Report prepared and

Board towards achieving the Mainstreaming signed off by the
target and submit to relevant committee Managing Director
authorities Report uploaded to
NCPWD portal with
copies to relevant
government agencies

Kenya Dairy Board Disability Strategy 2023–2028 19

 2. KDB Progressively improves Accessibility to available services and opportunities.

Indicator Action Lead Timeline Performance measure

responsibility
Progressively create To progressively KDB Department of 2026 Report
an easily accessible implement Corporate Services 3.
environment for recommendations made Disability
Personnel with during the accessibility Mainstreaming
disabilities audit of the Board Committee
Premises after 3 years as
per NCPWD guidelines

b) To Progressively Upscale Managing Director 2023- Report

progressively lobby accessibility consideration Director Corporate 2028
the Management of to other KDB Office Services
KDB to prioritize premises
accessibility
concerns for
Personnel with
Disabilities.

Progressively Improve interventions to Health, Safety rights, and justice concerns.

Indicator Action Lead responsibility Timeline Performance measure

Progressively create To follow up access toDepartment of 2026 Report uploaded to the
a healthy, safe medical insurance, tax Corporate Services Boards Corporate website.
environment for exemption certificates Disability
Personnel with and the requisite Mainstreaming
disabilities identification card from Committee
NCPWD

To follow up appraisal Managing Director 2023- Report on levels achieved

and training needs Director Corporate 2028
assessment Services

Kenya Dairy Board Disability Strategy 2023–2028 20

Progressively To confirm requisite work Director Corporate 2026 Accessibility audit report
confirm and update tools are updated and in Services
work tools for good condition
personnel with
disabilities

4. KDB Progressively measure and report on continuous career development and mentorship opportunities.

Indicator Action Lead responsibility Timeline Performance measure

Progressively measure To assess training KDB Department of 2026 Report
and report on needs assessment Corporate Services
continuous career caters for personnel Disability
development and with disabilities Mainstreaming
mentorship Committee
opportunities.

Progressively ensure Managing Director 2023- Report

personnel with Director Corporate 2028 Certificate
disability are included Services
in available training and
career development
opportunities

Kenya Dairy Board Disability Strategy 2023–2028 21

 Figure 1: The Kenya Dairy Board Organizational Structure

BOARD

Office of the Managing

Director

Regulatory Standards & Finance & Corporate Internal

Services Enterprise Accounting Services Audit
Department Development Department Department Department
Department

Corporation Compliance Trade Strategy and Revenue Human Supply Chain

Secretary/Legal Division Standards & Planning Division Resource Management
Services Projects Division Management Division
Division Division Division

Laboratory Research & Expenditure Administration

Division Enterprise Division Division
Development
Division
KEY
ICT Division

Professional Reporting

Administrative Reporting
Corporate
Communication Board
Division
Office of the MD

Kenya Dairy Board Disability Strategy 2023–2028 22

SELECTED READING
Budget Watch 2023_0.pdf (parliament.go.ke)
Finalized Disability Mainstreaming Strategy November 2018 BOOKLET.cdr (socialprotection.go.ke)
Strategic Plan 2023-2028; Kenya Dairy Board; 2023
Disability Policy: 4th Edition Kenya Dairy Board ;2023

Kenya Dairy Board Disability Strategy 2023–2028 23

Kenya Dairy Board Disability Strategy 2023–2028 24