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REPUBLIC OF KENYA

MINISTRY OF LIVESTOCK DEVELOPMENT

Draft National Rabbit Development Strategy

November 2012

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Table Contents Acknowledgement ......................................................................................... Error! Bookmark not defined.

Executive Summary ....................................................................................... Error! Bookmark not defined.

1.1 Background ................................................................................................................................... 2

1.2 Economic Significance ................................................................................................................. 3

1.3 Food Security and Nutrition .......................................................................................................... 3

CHAPTER TWO: SITUATION ANALYSIS ............................................................................................ 5

2.1 Current status ................................................................................................................................ 5

2.2 Constraints and challenges ............................................................................................................ 6

2.3 SWOT Analysis of Rabbit Industry .............................................................................................. 9

2.4 PESTLE Analysis ....................................................................................................................... 11

2.5 Stakeholders’ Analysis Along the Value Chain .......................................................................... 13

CHAPTER THREE: STRATEGIC INTERVENTIONS ............................................................................ 15

3.1 Purpose ........................................................................................................................................ 15

3.2 Overall objective ......................................................................................................................... 15

3.3 Vision .......................................................................................................................................... 15

3.4 Mission ........................................................................................................................................ 15

3.5 Strategic Issues ............................................................................................................................ 15

3.6 Strategic Objectives ................................................................................................................... 17

CHAPTER FOUR: IMPLEMENTATION PLAN ..................................................................................... 19

4.1 Resources Mobilization............................................................................................................... 19

4.2 Monitoring and Evaluation ......................................................................................................... 19

4.3 Implementation matrix ................................................................................................................ 19

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CHAPTER ONE: INTRODUCTION

1.1 Background

Rabbits are highly prolific non-ruminant mammals in the family of Leporidae and are found in

several parts of the world. Domesticated rabbits originate from one species of the European

rabbits (Oryctolagus Cuniculus) found across Europe and northern Africa. They are raised for

their meat, skin and fur, for use as laboratory animals and as pets. They vary greatly in colour,

and may weigh from 1.4 to 7.3 kg (www.barbibrownsbunnoies.com accessed on 27th

November

2012). Some have small, erect ears, others have long hanging ears. The male is called a buck and

the female is a doe while a young rabbit is a kit. Rabbits have a short gestation period of 30 days

and can produce a litter of up to 12 kitten.

Rabbit keeping in Kenya dates back from the time the missionaries first set foot in Kenya during

the 19th

Century when the first exotic breeds were introduce and subsequent colonial period

helped it to spread to other parts of the country. Communities in Central parts of Kenya were the

earlier adapters but they viewed rabbit as pets for children and dog food. However over the

years, rabbit has gained wide acceptance as an alternative food and livelihood, spreading to other

communities to become the fastest growing enterprise in Kenya today. Deliberate efforts to

promote rabbit production in Kenya were heralded by national rabbit development program of

1980 following a bilateral agreement between the Government of Kenya and German

International Development Agency (GTZ). The National Rabbit Breeding Centre was then

established at Ngong Veterinary Farm with an objective of providing breeding material for

farmers throughout the country. To start off the Centre, breeding stock was imported from the

then West Germany and later other multiplication stations like Machakos, Embu, Wambugu,

Mtwapa and Kilifi were established. These centres became instrumental in training of staff and

farmers nationwide. 4k clubs played a key role in promoting rabbit production amongst the youth

in the various learning institutions in Kenya.

Numerous exotic rabbit breeds have since been introduced into the country, with the most

common imported breeds being the Californian, the Chinchilla, the Flemish Giant and the New

Zealand White and cross breeds including Kenya white. Although some decline in fertility has

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been observed, many of these exotic breeds of rabbits have been observed to perform relatively

well under the prevailing conditions. Cross breed rabbits comprising of various imported breeds

and local ones are also a very important component of the rabbit breeds in the country.

1.2 Economic Significance

Livestock play important roles in Kenya’s socio-economic development and contribute towards

household food and nutritional security, employment and wealth creation. The livestock

subsector contributes about 12% of Kenya’s Gross Domestic Product (GDP), 47% to the

agricultural GDP and employs 50% of agricultural labour force (National Assembly Official

Report 10th

August 2010).

Rabbit industry is a sub set of the livestock sub sector. Though no census has been done, Rabbit

population is estimated at 650,000 (MoLD,2011)

1.3 Food Security and Nutrition

The rabbit is a prolific livestock species with potential to produce affordable and sustainable high

quality animal protein for the expanding population of Kenya. Rabbits can be successfully reared

on diets consisting wholly of forages. Rabbits have also been reported to utilise herbage biomass

more efficiently than cattle and sheep and poses minimal competition with humans for similar

food. A doe can produce up to 40 kits per year with adequate care and proper feeding as

compared to 0.8 for cows and 1.4 for ewes. It is also possible to establish small-scale rabbit

enterprises at little cost to farmers who have limited land and capital. The small size makes it

easy to raise and handle by vulnerable members of the household including women and children

and the urban poor. Other attributes include; the rabbit’s proverbial prolificacy, early maturity,

fast growth rate, high genetic selection potential, high feed conversion efficiency and economic

utilization of space.

A live rabbit when slaughtered yields about 48.8% of its live weight (Asian Aust.J.Anim. Sci.

Vol. 19,No.8:1212-1219, August ,2006) . Rabbit meat is classified as white meat of high quality

with a low fat content as is shown in Table1. It is highly digestible and has been recommended

for the elderly and infants.

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Table 1 : Comparative nutritive value of rabbit meat

Meat Type % Protein % Fat Calories per lb.

Rabbit 20.8 4.5 795

Veal 19.1 12.0 840

Chicken 20.0 17.9 810

Turkey 20.1 20.0 1,190

Lamb 15.7 27.7 1,420

Beef 16.3 28.0 1,440

Duck 16.0 28.6 1,015

Pork 11.9 45.0 2,050

Source: www.globalrabbitpark.com/whyRabbitMeat.html

Consumption of rabbit meat in Kenya is low. In a study carried out in seven counties of (Central,

Rift Valley, larger Meru and coast regions, the results showed that although 71% of respondents

had consumed rabbit meat, this was a regular part of the diet for only 9% of these (Wanyoike et.

al., 2012 unpublished data). However, these results suggested that rabbit meat was not as

unacceptable as has been assumed. This low consumption appears to mimic that in other

countries such as Egypt, with a long history of commercial rabbit production, where the share of

rabbit meat in household meat consumption was estimated at a mere 3.3% (Alboghdady and

Alashry 2010).

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CHAPTER TWO: SITUATION ANALYSIS

2.1 Current status

Rabbit production is now one of the fastest growing livestock enterprises in the country.

Although there has been no study to ascertain the reasons for this, it is speculated that reduction

in land-size holdings has pushed farmers to choose livestock enterprises which have low demand

on land and feed resources. This recent development precedes a period in which rabbit

development activities had stagnated for years due to traditional rabbit keeping practices that

were non-commercial oriented, mostly as a hobby or for family consumption. This has since

changed as rabbit keepers are currently least motivated by home consumption. Selling rabbits as

breeding stock to other upcoming rabbit keepers now ranks high in motivation and is also the

most lucrative as rabbits are able to fetch prime prices averaging Ksh. 3,000 with prices going up

to Ksh. 10,000(APD, 2010, Wanyoike et al ,2012). Demand for Rabbit Meat has led to the

opening up of rabbit meat outlets such as the Gilgil butchery, New Mugwathi Motel in Nyeri and

Tana View Tavern in Muranga among others.

Another positive change that has been noted in rabbit production enterprises in the country is the

fact that rabbit keeping is no longer a mere hobby among the youth but a serious economic

enterprise that involves all social groups. Gender and sociological biases are therefore no longer

a hindrance to rabbit production as older men and women are quickly becoming a majority

among those who own and run rabbit enterprises. This change in attitude by older people has in

turn caused a record growth in registered rabbit farmer groups whose interest is to support each

other and promote their enterprises. One of the notable groups is the Rabbit Breeders Association

of Kenya (RABAK) based in Thika with a membership of 800 farmers. In addition to producer

associations, Rabbit Development Stakeholders’ Forum (RDSF Kenya) has been established and

registered. The aim of RDSF (K) is to spearhead a national campaign to promote rabbit

production and consumption amongst Kenyans. The Forum draws its membership from rabbit

keepers, breeders, rabbit meat processors, researchers and the Ministry of Livestock

Development.

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The Ministry continues to support rabbit production through provision of extension services

throughout the country. Some of the activities that the Ministry has undertaken include;

promotion of rabbit production as a commercial activity across age groups, provision of rabbit

production information to interested farmers, and provision of Rabbit breeding material through

the National Rabbit Multiplication Centre at Ngong.

The Ministry through the Department of Livestock Production is also implementing a Rabbit

Development Programme funded by the government of Kenya. The programme will see the

rehabilitation of the National Rabbit Breeding and Training Centre at Ngong, establishment of

Witu, Marimba and Kimose Rabbit Multiplication Centres and rabbit promotion activities in 18

pilot Districts in different parts of the country. The Ministry also supports activities of Rabbit

farmers associations and institutions for purposes of organizing production and marketing.

During the financial year 2011/2012, the government allocated funds to put up an international

standard slaughter facility in Thika which is expected to open up national, regional as well as

international markets for Kenyan rabbit meat.

Other collaborative initiatives have been undertaken by institutions such as KARI and the

University of Nairobi with an aim of identifying research agenda that will be developed into

technologies /innovations that will improve the rabbit industry.

2.2 Constraints and challenges

Despite the growing interest in rabbit keeping in Kenya, the industry continues to face

constraints that limit its performance and realization of its potential contribution to the national

economy. Major constraints include;

2.2.1 Breeding

a. Uncoordinated rabbit breeding programme

b. Inadequate access to quality germplasm

c. Limited rabbit multiplication centres

d. Inadequate technologies for rabbit breeding

2.2.2 Diseases

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a. Lack of rabbit disease control program

b. Inadequate capacity by animal health service providers to handle rabbit disease

issues.

c. Lack of specific drugs for rabbit diseases

2.2.2 Feeds and Nutrition

a) Inadequate knowledge of nutritional value of locally available feeds

b) Inconsistence quality of rabbit commercial feeds

c) High cost of rabbit pellets

d) Inadequate capacity by the feed manufactures to process rabbit feeds.

2.2.3 Products (live rabbits, meat, fur, pelt, heads, legs and offal)

a) Limited value addition of rabbit products

b) Inadequate technology in processing and equipment

2.2.4 Markets and marketing

a) Weak and poorly organized marketing systems

b) Lack of a pricing mechanism (based on production cost-CMA)

c) Incomplete code of inspection of rabbit meat

d) Low production to sustain constant supply of slaughter rabbits

e) Low consumer preference and demand

2.2.5 Information dissemination, innovation, knowledge

a) Inadequate technical capacity to support the industry

b) Insufficient investment in rabbit industry research and development

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c) Limited communication, innovation and knowledge sharing among the

stakeholders along the rabbit value chain.

2.2.6 Policy

a) Lack of policy on urban and peri-urban agriculture in relation to rabbits

production

b) Lack of a specific strategy to support the rabbit industry

c) Weak coordination and collaboration among institutions promoting the rabbit

industry

2.2.7 Gender/ socio-culture

a) Viewed as a women and children enterprise.

b) Social cultural beliefs that discourage rabbit meat consumption.

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2.3 SWOT Analysis of the Industry

Strengths

1. Existing Infrastructure e.g. National Rabbit

Breeding and Training Centres Ngong

(active), and proposed Witu, Kimose and

Marimba.

2. Existence of formal and organized

producer groups and entrepreneurs.

3. Existing public and private service and

input providers e.g. in Feeds and veterinary

inputs providers and extension services

providers.

4. Low initial capital of starting up the

enterprise.

5. The willingness and acceptance by the

general population to take up rabbit

farming and consumption.

6. Rabbit meat has been legally recognized as

a food item.

7. Rabbit meat is nutritious and low in

cholesterol.

8. Prolific breeding character of rabbits hence

can easily maintain its high demand.

9. Rabbit is classified as white meat.

10. Goodwill from the media to create

awareness of the rabbit industry.

11. Availability of diverse local sources of

feeds e.g potato vines.

12. Meat training institution that can train on

rabbit meat inspection

Weakness

1. Unorganized marketing channels.

2. Inadequate rabbit production information

materials and skills among farmers and service

providers e.g. Feeding, breeding, marketing

and value addition.

3. Inadequate consumer education/ awareness.

Meat uptake by the populace is still very low.

4. Inadequate training and research in Rabbit

Production and Disease Management.

5. Inadequate pure breeding material and a

system of maintaining the same.

6. High cost and unreliable quality rabbit industry

inputs.

7. Poor networking and weak coordination across

and along the rabbit value chain stakeholders

8. Lack of a developed financial model for rabbit

industry

9. Inadequate regulation of information

dissemination

10. Inadequate funding of the Rabbit Industry

11. Existence of unregistered and dormant groups.

12. Lack of centralized slaughter house and

processing plant for value addition

13. Supply of uninspected rabbit meat into the

market.

14. Inadequate registration and traceability system

along the rabbit value chain.

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Opportunities

1. High potential in Rabbit meat due to

growing demand in white meat as a result

of changing lifestyles and a higher

purchasing power.

2. Increased demand in Rabbit and Rabbit

Products.

3. Increasing prices in other meat products

such as chicken, beef and fish.

4. Opportunity to diversify rabbit products.

5. There is an opportunity for the

development of the rabbit strategy.

6. Opportunities exist in the making of foliar

fertilizers from the urine and dung as

manure.

7. Meat training institution that can train on

rabbit meat inspection

8. Existence of industries that make rabbit

industry equipment i.e. feeders, waterers,

value addition machines.

Threats

1. Stiff competition from other white meat

products such as fish and chicken.

2. Cultural and religious beliefs that prejudice

against consumption of rabbit meat.

3. Political and economic instability that

negatively impact on the rabbit industry.

4. High morbidity and mortality rates especially

among the kittens

5. Unreliability of funding the Rabbit Industry

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2.4 PESTLE Analysis

2.4.1 Political/ Legal Analysis

a) Too many legal requirements to operate processing plants.

b) Inadequate legal framework to guide the industry

c) The national policy Vision 2030, recognizes agricultural sector as a key economic pillar

to development

d) Inadequate national budgetary provision.

2.4.2 Economic Analysis

a) High cost of cold chain maintenance

b) High cost of business premises

c) Low volumes in the rabbit business means low returns to investment

d) Value addition tools and equipments are expensive and unavailable locally.

e) Low incomes among the rabbit farmers is an impediment to investment

f) High interest rates on loans and lack of collaterals puts investors away

2.4.3 Technological factors

a) There is access to information and technology from the internet

b) The technology for value addition is available but expensive

c) High bilateral collaboration facilitated by the government e.g. China, Brazil India etc

availing appropriate and affordable technology

d) There has been increased research on rabbits in the research institutions

e) Versatile jua kali technology that can develop rabbit production equipments

f) Weak research - extension liaison that needs to be strengthened.

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g) Education syllabus does not adequately cover rabbit production

2.4.4 Social cultural factors

a) Prejudice against rabbit production and rabbit meat consumption

b) Change in consumer taste and preferences leading to increasing rabbit meat demand

c) An increasing number of the population that is ready to take up rabbit production as a

business

d) High youth population that is ready to take up rabbit production as a business

e) Decreased land sizes favouring rabbit production

2.4.5 Environmental factors

a) Existence of Institutions that regulate environmental issues e.g. NEMA , public health

and local authorities.

b) Minimum environmental damage as compared to the other livestock types.

c) Utilization of waste as organic fertilizer.

d) Pungent smell of rabbit urine.

e) Rabbit enterprise is a better option that can thrive under the present climate change

effects.

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2.5 Stakeholders’ Analysis Along the Value Chain

Stakeholder Role/Responsibilities Strength / Comparative Advantage

1 Producers e.g. farmers Production of rabbits and

marketing Embraced group approach hence

efficient

2 Extension service providers Provision of Livestock

Production and Veterinary

Extension Services

They have the technical knowhow on

rabbit production and disease

management

3 Feed and drug manufacturers Manufacturing of high quality

feed and drugs Possess expertise in feed and drug

production and quick adoption of

innovation e.g. pelleting.

4 Financial institutions Provision of credit facilities Have liquid capital.

Have a model of lending farmers with

the group being the guarantee

Pooling Resources together

5 Agrovet stockists Stocking of quality agrovet

products such as feeds, drugs. Accessibility to the producers.

Enter into credit arrangements with

farmers on local arrangements.

6 Formal and Informal industry

operators (jua kali)

Fabricate locally available

rabbit industry equipments Locally available and affordable to

famers

7 Breeders eg Ngong Rabbit

Multiplication Centre

Provision of quality and

systematically documented

breeding stock

Capacity to Source, Breed, Multiply

and distribute Quality breeding stock.

Ability to maintain the genetic pool

bank.

8 Processors Value addition in rabbit and

rabbit products. Ability to add value to rabbit and rabbit

products. Ability to reach the potential

and efficiency in production,

processing and marketing.

9 Farmer organizations Lobbying of good working

environment for the farmers

such as accessibility to

financial services, affordable

inputs and markets.

Mobilization of resources (human and

financial resources)

Dissemination of new technologies

through experience sharing.

Ability to push for agenda i.e. lobby on

behalf of farmers.

10 Ministry of Livestock

Development

Regulation, policy advisory

services and development

planning of the rabbit

industry

It’s the main source of technical

personnel in e.g. animal health and

livestock production.

Advisory and policy formulation role.

M&E and appraisal of the rabbit

industry.

11 Agricultural Training Centres Provision of training to

farmers. They are the link between the farmers

and other government arms.

12 Development partners Provision of supportive

funding to farmer

organizations

Accessibility to farmers is facilitated.

They have quick decision making

process.

The ability to bench mark the industry

against other countries due to their vast

regional experience.

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13 Research institutions e.g.

KARI,ICIPE,ILRI

Conduct and disseminate

research on emerging issues

in the rabbit industry

They are able to draw funds for

research.

They have an experienced pool of

scientist and research equipment.

Ability to partner and share research

findings with other organizations

regionally and internationally.

14 Training institutions e.g.

Universities, colleges and

schools

Train stakeholders in rabbit

production.

Contribute to research and

innovations in the industry

e.g. formulation of

appropriate rabbit feed using

locally available material.

Multiplication and

distribution of rabbit breeds.

Ability to train and develop appropriate

man power for the industry.

Develop and regulate training materials

i.e. quality control in rabbit training.

15 Consumers They buy and influence

quality Encourage production of quality rabbit

meat

16 Media

Sensitize and promote rabbit

production and consumption Ability to reach the masses.

17 Rabbits and rabbit meat

transporters

Getting the product to the

consumer and to the stores Facilitate distribution of rabbit products

18 Local Authorities To Institute and enforce By-

laws

They enforce the by-laws

19 NGOs dealing with

Marginalized groups/civil

societies-persons with

disabilities, youths, women

Articulate the concerns of the

group- advocacy

There are so many existing

NGO/Society dealing with these groups

20 4 K - Clubs Introduce rabbit farming to

the youth Ability to create critical number for

rabbit farming.

21 Traders Trade on rabbit, rabbit

products and inputs Information and influence on the

prevailing market and market prices

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CHAPTER THREE: STRATEGIC INTERVENTIONS

3.1 Purpose

The rabbit industry has been run without specific guidelines culminating into disjointed

approaches and poor coordination among stakeholders. Despite this, the industry has continued

to grow and has shown great potential in contributing to food security, income generation and

poverty alleviation.

In order to sustain this growth, a strategy is necessary to look at the overall sector and determine

suitable roadmap for its growth. Similarly, it should be able to expand the enterprise so that

rabbit products can be visible in the conventional and export markets where production must

meet international standards and certification. Such a strategy should also be able to address the

need for quality breeding material, appropriate husbandry practices, marketing and improved

infrastructure.

3.2 Overall objective

The overall objective of National Rabbit Development Strategy is to enhance the contribution of

the rabbit industry towards food security, employment and wealth creation in the country.

3.3 Vision

To be a global leader in production of quality rabbit and rabbit products for local and export

markets.

3.4 Mission

To promote the development of the rabbit value chain into a sustainable and competitive industry

that will contribute to food security, employment and wealth creation

3.5 Strategic Issues

3.5.1 Unorganized Markets and poor Marketing infrastructure

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a. Poorly organized rabbit and Rabbit product trade

b. Unrealistic producer prices for live animals

c. Lack of standards for slaughter and inspection of rabbit meat

d. Low production and productivity to sustain constant supply of slaughter rabbits

e. Low consumer preference and demand due to religious and socio-cultural beliefs

f. Inadequate dissemination of market information.

3.5.2 Inadequate and poor dissemination of technologies.

a) Inadequate technical capacity to support the industry

b) Inadequate information sharing among stakeholders

c) Low investment in rabbit research and extension.

3.5.3 Limited access to appropriate breeds and poor breeding practices

a) Lack of recognized rabbit breeders in the country

b) Inbreeding due to limited germplasm

c) Poor accessibility of breeding stock

d) Lack of breed characterisation and registration

3.5.4 Inadequate health care capacity and inputs

a) Unavailability of vaccines & veterinary drugs specific for rabbit diseases

b) Inadequate capacity among health care service providers in rabbit husbandry and

disease management.

c) Inadequate consideration of rabbit production and management in Training

institutions’ curriculum

3.5.5 Inadequate and poor quality feeds

a) Inadequate supply for quality rabbit feeds

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b) High cost of rabbit feeds

c) Limited knowledge in nutritional value of locally available rabbit feeds

d) Lack of standards and enforcement for rabbit feeds

3.5.6 Weak policy, legal and Institutional framework

a) Lack of specific strategy that support the rabbit industry

b) Poor coordination of institutions supporting rabbit enterprises

3.6 Strategic Objectives

3.6.1 To establish marketing infrastructure

a. Strengthen and facilitate organized rabbit and rabbit products trade

b. Develop inspection standards for rabbit and rabbit products

c. Establish appropriate market infrastructure e.g. slaughter houses, cold chain etc

d. Promote collaboration and information sharing among stakeholders

e. Adopt cost-based producer pricing for rabbit

f. Promote production and consumption of rabbits

3.6.2 To develop and disseminate appropriate technologies.

a. Build technical capacity and improve access to extension services to sustain the

rabbit industry

b. Create and maintain a rabbit industry database of appropriate technologies and

enhance smooth flow of the information among all stakeholders

c. Enhance funding and investment in rabbit research and dissemination of findings.

3.6.3 To improve access to appropriate breeding material

a. Develop a national rabbit breeding programme with appropriate registration

b. Facilitate access to quality germplasm

c. Establish and strengthen regional multiplication centres

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3.6.4 To build capacity and improve access to extension and health care services.

a. Develop and promote rabbit specific vaccines and veterinary drugs.

b. Capacity building of extension and health service providers

c. Review training curriculum to include rabbit husbandry and health management

3.6.5 To improve access to quality feeds

a. Develop, regulate and enforce feed standards

b. Sensitization of industry players and consumers

c. Promote production of quality cost effective feeds

d. Support development of alternative rabbit feeds

3.6.6. To create enabling policy, legal and Institutional environment.

a. Formulate Rabbit policy in line with the existing Livestock Policies

b. Encourage joint planning implementation and networking of rabbits initiatives

among institutions promoting the rabbit industry.

c. Strengthen institutional support to breeding and marketing services.

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CHAPTER FOUR: IMPLEMENTATION PLAN

4.1 Resources Mobilization

Implementation of the Strategy requires wide private public partnership. To effectively achieve

National Rabbit Development Strategy objective, a budget amounting to Ksh. xxxxx will be

required which includes human resource. The funding models are as follows:

a. Resource mobilization from government

b. Review of internal resource use

c. Mobilizing funding from development partners and the private sector

d. Collaboration with other stakeholders

A collaboration framework will be developed to enhance effective partnership among the

stakeholders.

4.2 Monitoring and Evaluation

To provide regular information on the strategy implementation performance, M&E framework

will be developed in line with the implementation matrix.

An M&E task force with representatives of key stakeholders will be established to ensure M&E

provides reliable and timely data to inform decision-makers and the public on progress, results

and shortcomings of interventions. This is to enable management to steer and fine-tune policies

and programmes.

The task force with develop M&E reporting and achievements documentation procedures.

4.3 Implementation matrix

Implementation of the strategy is envisaged to be joint efforts of public, private sector and

development partners. Development of the annual work plan will be participatory to enhance

team work.

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Reference Materials

a. Department of Livestock Production Annual Report 2011)