Daniel Okongo is the field director in Kakamega District, Kenya. He is currently leading Kenya’s largest district, with forty-five staff members and over 4,100 clients.
What is your educational background?
At college, I did a degree in B.S. Horticulture at Egerton University [near Nakuru, Kenya]. I graduated in 2004. After that, I got a voluntary job as a farm manager and instructor in Eldoret. I also did some voluntary work with FIPS Africa, training farmers on how to use the latest technology with seed, fertilizer, and best planting practices. I worked with them for a year, and then I joined One Acre Fund (OAF).
How did you become interested in agriculture?
I started practicing agriculture in primary school. I was growing some vegetables at home. In high school, I didn’t do any agriculture. But when I finished high school, I went back to practicing to generate some income as I was waiting to join university. That is how I was convinced to take that course in university.
Can you tell us about your personal agricultural endeavors?
I’ve been growing tomatoes under a greenhouse. So far, I’ve managed to do about 1/10 of an acre. Out of that I grew about 4 tons. The only limiting thing was the market. The prices were not very good, but I still managed to get some money to help me venture into poultry farming. In the future, I’d also want to try pig farming and fish farming—these are projects that I’ve always wanted to do.
Describe how you started working with OAF and your progression to the level of field director.
I started working with OAF first as a voluntary guide because they were doing some experiments in Kakamega. Later on, I was absorbed as a field officer in our very first sublocation—Mukhonje. After a season, I was promoted to a manager. After that season, I got a promotion to field director.
Why were you able to move so quickly to field officer to manager to director?
I would attribute it to my passion for the OAF objectives, and the mission and the vision they were having. At whatever level I was working, I tried to strive to achieve those objectives, because it was part of me. I was quick to learn from the people who were my mentors.
What are the most valuable professional skills you’ve developed with One Acre Fund?
One professional skill I’ve learned is how to manage people, because my educational background didn’t give me much exposure into that. I’m learning quite a lot about computers. Also, organizing myself in every level of management—like strategic planning, and thinking about the budget.
How would you describe your management style?
I don’t like being a micromanager. I would like people to fully express their potential. I just guide them on what should be done and share at the very high level what our goals and vision are. That is how I find I can best manage many people and achieve a lot of results.
What are the biggest challenges that you face in your job?
My biggest challenge is maintaining a strongly performing staff. When it comes to expansion, getting the right people to put into those sites we are expanding to has been a challenge.
There were other challenges but we’ve managed to get over them. Basically, dealing with the expectations of our clients, especially when our clients are looking forward to more than we have promised them. Another challenge that we are overcoming is getting full repayment. The biggest achievement we can have is sustaining our program over many years, and that heavily depends on full repayment. There are a few sites that we’ve had to struggle with to get full repayment. Over time, we are seeing that get better. I’m sure that given a few more seasons we will have dealt with that problem.
What do you enjoy most about your work?
Learning from my juniors and my seniors. Then, I am able to prepare for challenges concerning my work. Another thing that I really enjoy is when I go to the field to interact with our clients and I find happy people who have benefited from the program—the happy families from very poor backgrounds that now have enough food, and even enough to sell off some to take care of other needs.
What are you looking to the most in the next year?
I’m really excited and I’ve really been working so hard to get 100 percent repayment in all of our sites.
What do you envision Kakamega District looking like in five years?
In Kakamega, I’m envisioning us serving up to 14,000 clients in the next 5 years, and having as many as 70 staff members. Also, I envision a very exciting district to work in with a lot of results in terms of food production and income for our farmers, and very happy staff members.
OAF has a well-established network in rural Kenya. What else do you think OAF could provide to its members using that network?
One very viable activity that OAF can do in the future with this big clientele is to be a marketing agent. I’m foreseeing a situation where our farmers will have built up their capacity to produce, and the challenge will be the market. OAF may be playing the mediation role to link farmers to the market. Another very possible option is getting into real microfinancing, so that we are not only providing loans for farm inputs, but also in livestock. This is something that is lacking in the rural areas. Another thing is thinking of how we add value—maybe processing what our farmers are producing, such that it can earn them more money. It’s a gap that will need a player, and OAF stands to help our farmers.
Also, diversifying a little bit and maybe getting into livestock. That easily integrates with what we are doing without a lot of logistical work.
What do you envision OAF looking like in five years?
I’m envisioning us scaling up to more than four times what we have right now in terms of geography. I’m looking at having more districts come out of neighboring areas, having more staff come on board, and then having a very big impact here in terms of food productivity and profitability of the farms. Generally I’m envisioning very tremendous growth and results in western Kenya.