FEED THE FUTURE UGANDA INCLUSIVE AGRICULTURAL MARKETS

PRIVILEGED AND CONFIDENTIAL

This publication was produced by the Inclusive Agricultural Markets Activity under Contract No. 720-617-19-C-00007 at the request of the United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily

reflect the views of USAID or the U.S. Government.

FEED THE FUTURE UGANDA INCLUSIVE

AGRICULTURAL MARKETS

Year 2 Annual Work Plan


This publication was produced by the Inclusive Agricultural Markets Activity under Contract No. 720-617-19-C-00007 at the request of the United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily

reflect the views of USAID or the U.S. Government.

FEED THE FUTURE UGANDA INCLUSIVE

AGRICULTURAL MARKETS

Year 2 Annual Work Plan

Program Title: USAID FtF Uganda Inclusive Agricultural Markets Activity

Sponsoring USAID Office: USAID/Uganda

Contract Number: 720-617-19-C-00007

Contractor: DAI Global, LLC (DAI)

Date of Publication: August 31, 2020

Contracting Officer’s

Representative: Kevin Namulembwa

Chief of Party: Collins Apuoyo

Author: DAI Global, LLC (DAI)


USAID.GOV FtF IAM YEAR TWO ANNUAL WORK PLAN | iii

CONTENTS

TABLES AND FIGURES IV

ACRONYMS AND ABBREVIATIONS V

EXECUTIVE SUMMARY VII

1 INTRODUCTION 1

2 TECHNICAL APPROACH 2

FACILITATIVE MARKET SYSTEM DEVELOPMENT 2

CONTEXT 4

YEAR 2 STRATEGIC VISION 6

MARKET DEVELOPMENT FUND 13

3 IMPLEMENTATION PLAN 15

REGULATORY CAPACITY IMPROVEMENT FOR GOU AGENCIES 16

STRENGTHENING MEMBER-BASED ASSOCIATION SERVICES 18

INCLUSIVE INVESTMENT BY AGRIBUSINESS AND AGRO-INDUSTRY FIRMS 20

CROSS-CUTTING INTERVENTIONS AND SUPPORT 26

COLLABORATION LEARNING AND ADAPTATION 29

EVENTS AND COMMUNICATIONS 33

4 MONITORING EVALUATION AND LEARNING 35

MONITORING ACTIVITIES 35

EVALUATIONS 36

RESULTS EXPECTED IN LINE WITH RESULTS FRAMEWORK 37

LEARNING 38

5 OPERATIONS AND MANAGEMENT PLAN 38

ROLES AND RESPONSIBILITIES 38

HUMAN RESOURCES AND STAFFING 38

ADMINISTRATION AND OPERATIONS 39

MDF MANAGEMENT 41

6 FINANCIAL MANAGEMENT PLAN 42

ANNEX A -1 INTERVENTIONS AND TASKS GANTT CHART (COSTED)

44

ANNEX A-2 INTERVENTION CONTRIBUTIONS TO RESULT AREAS 57

ANNEX B MDF FINANCIAL POSITIONS 61

ANNEX C MDF PORTFOLIO AND PIPELINE 62


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ANNEX D ORG CHART 64

TABLES AND FIGURES

TABLES

Table 1 Inputs and Services Market Systems: Behavior Change and Upgrades .................................................. 7

Table 2 Agro Processing and Food Trade Market Systems: Behavior Change and Upgrades ........................ 9

Table 3 Financial Services Market Systems: Behavior Change and Upgrades ................................................... 10

Table 4 Inclusive Business Models: Behavior Change and Upgrades ................................................................... 11

Table 5 Opportunities for Collaboration in Karamoja and Refugee Host Communities .............................. 27

Table 6 FtF IAM Collaboration with Organizations ................................................................................................ 30

Table 7 FtF IAM Learning Activities ............................................................................................................................ 32

Table 8 FtF IAM's Learning Questions........................................................................................................................ 32

Table 9 FtF IAM Performance Indicator Table and Year 2 Expected Results ................................................... 37

Table 10 DAI Pandemic Phases .................................................................................................................................... 39

Table 11 MDF Mechanisms ........................................................................................................................................... 41

Table 12 Partnership Intervention Manager Assignments ..................................................................................... 45

Table 14 Contribution of Interventions to Result Areas ....................................................................................... 57

Table 15 Funding Position for Grants ......................................................................................................................... 61

Table 16 Funding Position for Subcontracts ............................................................................................................. 61

Table 17 Grant Portfolio and Pipeline ........................................................................................................................ 62

Table 18 Subcontract Portfolio and Pipeline ............................................................................................................. 63

FIGURES

Figure 1 MDF Tools, Rules and Markets .................................................................................................................... 13

Figure 2 Year 2 Strategic Vision Icons ........................................................................................................................ 15

Figure 3 Interventions and the MDF Partner Lifecyle ............................................................................................. 15

Figure 3 CLA Process Wheel ....................................................................................................................................... 29

Figure 4 Hierarchy of Learning on FtF IAM ............................................................................................................... 31

Figure 5 Adopt-Adapt-Expand-Respond Model ....................................................................................................... 34


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ACRONYMS AND ABBREVIATIONS

AFAP African Fertilizer and Agribusiness Partnership

AGYW Adolescent Girls and Young Women

AMELP Activity Monitoring, Evaluation, and Learning Plan

AWP Annual Work Plan

BDS business development services

BV baseline value

CDCS Country Development Cooperation Strategy

CIRD Crop Inspection and Registration Department

CLA collaborating, learning, and adapting

COP Chief of Party

COR Contracting Officer’s Representative

CPP crop protection products

CRM customer relationship management

DAI DAI Global, LLC

DCOP Deputy Chief of Party

EMMP Environmental Monitoring and Mitigation Plan

EOI expression of interest

FFP USAID Food for Peace

FSP financial service providers

FtF Feed the Future

FtF IAM Feed the Future Uganda Inclusive Agricultural Markets

GBV gender-based violence

GEYSI Gender Equality, Youth and Social Inclusion

GFSS Global Food Security Strategy

GLI gender lens investment

GoU Government of Uganda

ICAN Integrated Community Agriculture and Nutrition Activity

ICT information communications technology

LOA life of Activity

LSP local service provider

M&E monitoring and evaluation

MAAIF Ministry of Agriculture, Animal Industries, and Fisheries

MDF Market Development Facility

MEL monitoring, evaluation, and learning

MoU memorandum of understanding

MSA MarketShare Associates

MSD Market Systems Development

MSR Market System Resilience

NAAC National Alliance for Agricultural Cooperatives

NARO National Agricultural Research Organization


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OCA Open Capital Advisors

PFS Partners for Food Solutions

PIM Partnership Intervention Manager

POA USAID Producer Organizations Activity

PWD persons with disabilities

Q Quarter

QDS Quality Declared Seed

RFP request for proposal

SACCO savings and credit cooperative organization

SME small- and medium-size enterprises

SOW scope of work

STTA short-term technical advisor

TWG Technical Working Group

UNBS Uganda National Bureau of Standards

USADF United States African Development Foundation

USAID United Sates Agency for International Development

USG United States Government

UWEAL Uganda Women Entrepreneurs Association Limited

WFP World Food Programme

ZoI Zone of Influence


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EXECUTIVE SUMMARY

The Year 2 Annual Work Plan (AWP) for the Feed the Future Inclusive Agricultural Markets Activity

(FtF IAM or the “Activity”) builds upon its first-year focus on startup, operations, analysis and early

partnering strategies. The Year 2 AWP moves quickly to scale proven business models and incentivize

market actors to test and scale new technologies and practices that offer inclusive income-generative

opportunities for small farmers, women, youth and marginalized groups. As a facilitative, market systems

development (MSD) activity, FtF IAM delivers its work through ???partnerships, building capacity and de-

risking behavior changes and investments in new technologies and practices.

The FtF IAM consortium, led by DAI Global, LLC and supported by TechnoServe and MarketShare

Associates, will: build the capacity of Government of Uganda (GoU) agencies to develop and enforce

policies that enable a stronger market system; support member-based associations to develop

sustainable member services and business practices that move away from dependency on outsiders; and

facilitate firms that are committed to investing in inclusive agricultural business models and support

services in the areas of finance and business development. Through these three market entry points, the

Activity will offer smart incentives using adaptive, performance-based assistance mechanisms to plan for

a future when this support is no longer available to the local actors and contribute to Uganda’s journey

to self-reliance.

In Year 1, FtF IAM successfully started up the Activity and positioned it to move quickly in Year 2. In its

second year, the Activity will finalize co-designing partnerships identified in Year 1 and expand its

portfolio to new market actors using technical assistance to deliver initial results and embed learning

throughout its interventions. The Year 1 Rapid Market System Assessment; Information Communication

Technology (ICT) Assessment; Environmental Monitoring and Management Plan (EMMP); Gender

Equality, Youth and Social Inclusion (GEYSI) analysis and action plan; the Activity Monitoring, Evaluation

and Learning Plan (AMELP); Grants Manual; and completion of the Baseline Survey are foundational tasks

that contributed to the design of the Year 2 work plan interventions. In response to the global COVID-

19 pandemic, FtF IAM adapted by working virtually, adopting new communications platforms and

delivering training and assistance using online platforms. The Activity also moved quickly to solicit ideas

from market actors on how to address the economic impacts of COVID-19 affecting the agricultural

sectors in Uganda and launched five COVID-19 response partnerships. While the focus on a COVID-19

response delayed some of the planned Year 1 interventions, in quarter (Q)3, the Activity launched a

competitive grants program to identify strong initial partnerships with the private sector. These activities

culminated with 18 partnerships in the pipeline that are signed or under co-design processes and due

diligence going into Year 2. This portfolio and pipeline of partnerships will offer a diverse and promising

set of facilitated interventions early in Year 2, while FtF IAM solidifies new partnerships, particularly

around building the capacity of GoU agencies and institutions and member-based associations.

In Year 2, the Activity will focus resources on three market systems intervention areas that have strong

potential to catalyze agriculture-led growth that benefit small farmers and communities that are

currently not well service by markets:

• Seed and input supply systems;

• Agro-processing and food systems, and


USAID.GOV FtF IAM YEAR TWO ANNUAL WORK PLAN | viii

• Financial services systems.

FtF IAM leverages resources under a flexible Market Development Fund (MDF), which offers a range of

assistance and collaboration mechanisms. Targeting aligned incentives and using performance-based

awards and direct technical assistance, FtF IAM will build capacity and de-risk investments of individual

actors and organizations. Applying an MSD approach, the Activity will prioritize those interventions that

have the potential to impact large numbers of farmers and demonstrate value that incentivizes others to

adapt and scale proven models and practices. All FtF IAM partnerships must contribute to inclusive

growth. The Activity prioritizes investments and behavior changes that place women and youth at the

heart of the business model and those that expand the reach of commercially viable, shared-value,

market relationships to harder-to-reach communities in Karamoja and refugee host communities. Year 2

is the time, early in the life of Activity (LOA) to demonstrate the business case for these models and

provide additional support and capacity building for market actors with limited experience with

competitive market systems, to step up and benefit from these opportunities. Therefore, the Year 2

AWP highlights the inclusion lenses through which all interventions will contribute to this vision.

The Year 2 Strategic Vision is designed with a long-term sustainability and an exit strategy in mind. The

portfolio of MDF partnerships will generate data and support analyses that demonstrate the value of

investments in upgrades and behavior changes. It is necessary that this learning and evidence is made

public through strategic communications, particularly at the end of Year 2 and going into Year 3. As

actors copy and replicate business models and behaviors and new actors enter the market, the sustained

exchange of quality goods and services, efficiency gains, growth in market opportunities, and greater

agency of women, youth and marginalized market actors will ultimately increase incomes and lead to

more competitive, inclusive and resilient market systems.


USAID.GOV FtF IAM YEAR 2 ANNUAL WORK PLAN | 1

1 INTRODUCTION

The Feed the Future Inclusive Agricultural Markets Activity (FtF IAM or the “Activity”) is a five-year

program implemented by DAI Global, LLC in partnership with TechnoServe and MarketShare

Associates. The Activity seeks to increase incomes and improve the livelihoods of households through

more competitive, resilient and inclusive market systems benefiting 38 districts across four zones in

Uganda (Southwestern, Mount Elgon area, Karamoja and parts of Northern Uganda), which represent

the Zone of Influence (ZoI). Inclusive growth fosters opportunities for all actors seeking to participate in

the market system, including the poor, women, youth, refugees, or other marginalized groups who are

often excluded, or even exploited, by the traditional market systems.

The Activity will contribute to the Global Food Security Strategy (GFSS) Uganda Country plan goal of

reducing hunger, malnutrition and poverty and the USAID/Uganda Country Development Cooperation

Strategy (CDCS 2017-2021) five-year goal of strengthening Uganda’s systems to accelerate inclusive

education, health and economic outcomes. The Activity has three objectives:

1. Increasing the institutional (leadership, management, technical, and adaptive) capacity of GoU

institutions and agencies;

2. Increasing the institutional capacity of member-based private sector and civil society

organizations; and

3. Creating incentives for agro-industry and agribusiness firms to respond to changes in the

market.

The Year 2 AWP covers a period of 12 months starting from October 2020 to September 2021. FtF

IAM takes a facilitative MSD approach that empowers local actors, especially the private sector, business

associations, government and producer groups, among others, to align incentives for improved market

performance. In Year 1, the Activity identified early strategic partnerships and the AWP presents how

these partnerships fit with its Strategic Vision for Year 2 and how they will be implemented using a

Collaboration Learning and Adaption (CLA) approach. The AWP also presents Year 2 strategies for

identifying new partnerships and capacity building, focused around three core cross-market functions:

agro-processing, value addition and safe food trade; agro-inputs and services supply; and financial and

business development services (BDS). The above prioritization is based on the findings of the Market

Systems Assessments undertaken earlier in the Activity, responses gathered from market actors who

have responded to Requests for Applications (RFAs) and Requests for Proposals (RFPs) published by the

Activity, and informal discussions and interactions with key stakeholders in the agricultural market in the

ZoI. The AWP is complemented by the AMELP, GEYSI Action Plan, and EMMP.

FtF Consortium. As the prime contractor, DAI is responsible for the delivery of the Activity, taking

lead in ensuring that all technical, operational and financial requirements of the Activity are delivered,

and that the objectives and results of the Activity are achieved efficiently. TechnoServe will support the

strategic design and implementation of MSD partnerships, integrated within a “one team” approach to

delivering technical activities. MarketShare Associates will be responsible for providing leadership on

CLA, a methodology that will ensure that the Activity generates learnings that can be shared internally



and externally and strengthens the adaptive management of the Activity. They also will provide

significant support for gender, youth and social inclusion in the Activity.

AWP Structure. The Technical Approach (Section 2) outlines the purpose of the MSD approach, how

the Activity applies key principles of facilitation to design and fund activities, the Strategic Vision for Year

2, organized by cross-market function, the Context and the Market Development Fund (MDF) tool and

management approach. Following the Technical Approach, the Implementation Plan (Section 3)

structures interventions by key market entry points aligned with the Activity Causal Model as presented

in the AMELP (i.e. GoU institutions, member-based associations, and for-profit private sector firms).

Given this matrixed approach of cross-market systems strategies and market entry points by actor, we

have used icons to illustrate how each intervention links back to cross-market functions and inclusion

strategies and visions presented in the Technical Approach. Facilitative MSD interventions emphasize the

role of the market actor and the targeted behavior change or system upgrade rather than what the

Activity will “do” (Sections 3.1, 3.2 and 3.3), while the Cross-Cutting, CLA and Communications

interventions (Sections 3.4, 3.5 and 3.6) involve more direct Activity tasks. The AWP ends with

Monitoring Evaluation and Learning (MEL), Operations and Finance.

2 TECHNICAL APPROACH

The Technical Approach covers Facilitative MSD approach on FtF IAM, the Context of the Year 2 AWP,

the Year 2 Strategic Vision, and the use of the MDF in achieving FtF IAM objectives.

FACILITATIVE MARKET SYSTEM DEVELOPMENT

2.1.1 WHY MSD

The MSD approach has the explicit rationale and objective of creating more efficient and more inclusive

market system by leveraging the incentives and financial resources of public and private sector actors to

facilitate investments and behavior change while building the capacity of market actors (e.g. input

dealers, traders, millers, wholesalers, exporters, importers, policy makers, youth, women, marginalized

communities and business associations, etc.) to own and drive inclusive economic growth. MSD involves

identifying systemic failures (problems and weaknesses in the way markets work) and facilitating market

actors to develop and implement solutions to unlock the failure. FtF IAM aims to work with market

actors collaboratively to identity market failures and their causes, and co-design solutions to address the

identified constraints. The MSD approach has some inherent advantages as opposed to direct

intervention:

• MSD has the potential to lead to more large scale sustainable and transformational impact on

the agricultural sector as it leverages the resources of market actors to improve market

performance.

• The MSD approach embeds ownership of the development process with the market actors

ensuring that the development process is sustained beyond the intervention.

• Unlike other approaches that focus on solving the problem, MSD focuses on identifying the

root cause of systems failure and uses a systems approach to facilitate systems actors to

resolve the root cause of the problem. In this way, more actors including the traditionally

marginalized are impacted when the system failure is resolved.



Using the MSD approach, FtF IAM seeks to build more competitive, inclusive and resilient agricultural

market systems in the ZoI that exhibit the following characteristics:

• Competitive agricultural market system that offers opportunities for all market actors to

engage, where constant upgrading forms the basis of competition, where collaboration and

partnerships are used as competitive advantage, where rules and norms encourage

transparency and fairness. The market system becomes more competitive as it adds value to

products, increases efficiency and productivity, and where the market demands quality

standards that must be met by all.

• Agricultural market system that is more inclusive, which creates opportunities and responds

to the economic value and sustainable benefits of engaging women and youth and other

marginalized groups in operations, and strengthens supply chains and distribution networks as

producers, business partners, agents and clients. This requires a market system that exhibits

more innovative and cost-effective business models that enable the traditionally excluded to

participate and harvest better value from their engagement.

• Resilient agricultural market system that has stronger market governance mechanisms; has

diversity of market actors that offer options to choose from; has a diversity of connectivity

and relationships; has commercial norms that drive better, more productive behavior; where

learning and innovation are central to business strategies; and participation is inclusive such

that growth and benefits accrue all market actors.

2.1.2 MSD INTERVENTION PLANNING AND FACILITATION PRINCIPLES

FtF IAM will work with market actors to co-create new approaches and business models (way of

creating value and returns) or to scale existing business models to make them more responsive to the

needs of the market. FtF IAM will facilitate market actors through selective co-investment or provision

of incentives (such as risk sharing, growing market shares like technical assistance to access new

markets, co-financing the testing of new products and services in response to unmet market demands,

and performance-based payments) that enable market actors to change their behavior, expand

relationships with excluded market segments, or build stronger relationships with other market actors.

The FtF IAM facilitative approach will deploy resources at the appropriate intensity based on the specific

market sub-system being targeted and the capacity and risk profile of the market actors.

Interventions under the Year 2 AWP (Section 3) will be led and owned by the private sector, GoU

agencies and institutions, or member-based organizations. In Year 2, FtF IAM will work with its partners

to test or introduce new models, scale models in terms of breadth (more coverage) or invest more in

proven commercially viable models or practices to deepen the changes and shifts that lead to inclusive

growth. FtF IAM will engage market actors through these three key entry points to invest in the market

and create inclusive growth opportunities that increase participation and involvement of all market

actors, including women, youth and the marginalized. FtF IAM will leverage USAID funds under a flexible

and adaptive MDF to co-invest with these partners to de-risk the adoption of new technologies and

practices and build capacity to increase opportunities for all actors in the ZoI.



CONTEXT

2.2.1 BUILDING OFF YEAR 1 ACHIEVEMENTS

The Year 2 AWP builds on the progress made in Year 1. In Year 1, FtF IAM completed a Rapid Market

Systems Assessment. The Activity undertook a number of field visits to the ZoI to meet and acquaint

itself with many market actors operating in those areas. FtF IAM released solicitations for strategic early

partnerships based on this analysis and previous USAID analyses, to which a diverse range of market

actors responded and presented ideas. In addition, following the emergence of COVID-19, the Activity

developed a program to partner with market actors who were in position to mitigate the impacts of

COVID-19. The Year 2 Strategic Vision below reflects these analyses and the Activity’s engagement with

market actors to date. Going into Year 2, FtF IAM has:

• A robust AMELP, which includes a detailed theory of change and causal model that forms the

backbone of the AWP. The AMELP elaborates the various results and targets that the Activity

aims to achieve during Year 2 and for the rest of the LOA. This will become the guiding

beacon for Year 2.

• 18 partners under the MDF signed or in advanced stages of due diligence and negotiation. The

scope of these activities has been embedded into the Implementation Plan (Section 3) and

support the Year 2 Strategic Vision.

• A pipeline of cooperatives, associations and other market actors who did not qualify under

any of the released solicitations but proposed business models that have good potential for

impact. The Activity will work closely with such actors to improve their ideas or business

models for potential implementation in Year 2.

• A baseline study that has highlighted key market dynamics around market actor relationships,

formal and informal rules and perceptions about enforcement, as well as level and rate of

innovation in the agricultural market. This baseline will inform the identification of constraints

and opportunities to intervene in a manner to increase inclusiveness and market resilience.

• A robust market systems analysis on how COVID-19 is - and may continue to - impact

farmers, firms and other market actors. The study will also highlight market actors, including

farming households that have adapted to COVID-19. This study will help the Activity to adapt

its strategies accordingly and identify capacity building initiatives to help market actors cope

with the ongoing impact of COVID-19.

• It also completed a gender analysis and developed an internal GEYSI m to institutionalize how

FtF IAM ensures that GEYSI is integrated, monitored and reported throughout.

The above provides a solid basis for the work and strategies of the Activity as FtF IAM moves into Year

2.



2.2.2 ADAPTING FOR COVID-19

COVID-19 continues to impact how the market functions, agribusinesses and livelihoods of the people

in Uganda. Recent USAID analyses1 provides evidence on how agricultural commodity distribution,

particularly wholesaling, transportation, processing, and distribution have been affected by COVID-19.

The disruption is affecting important components of the agricultural market system including demand

and supply of agri-products and services, the operating interfaces between production, distribution,

trading and consumption of food. For instance, the June 2020 USAID report notes that importers and

manufacturers of agricultural inputs have been negatively impacted, particularly by delays at the borders

and restrictions on movement. Since a large percentage of inputs are imported, border delays have a

substantial impact on the volume of inputs available to both importers and wholesalers and increase the

cost of transportation. Importers may also reduce imports further in response to the risk that demand

may drop, and more broadly within the uncertainty that the pandemic brings. This is expected to reduce

input availability at both the wholesale and retail level, and increase wholesale and retail prices in the

short-term, particularly impacting commercial agribusinesses.

FtF IAM engaged market actors to identify and support actions that have potential to increase resilience

of the market and enable actors to put in place systems to reduce the negative impact of COVID-19.

The Activity co-designed interventions with market actors that aimed to enhance delivery of agri-inputs,

strengthen market relationships, deliver critical services such as extension and financial services to the

sector, leverage technology to provide essential logistics and transportation, enhance capacity of market

actors to improve planning and operations, and increase availability of information about food deficits

and surpluses in different regions of Uganda. Five partnerships were formed to implement COVID-19

response interventions. The pandemic is still ongoing and there is no clear sense as to when normalcy

will return. In the meantime, FtF IAM will continuously monitor the trends and develop appropriate

contingency plans to guide Activity implementation during Year 2. Specifically, the Year 2 AWP has been

adjusted to take into account the ongoing uncertainty about COVID-19 and the potential impact on

market actors to invest in agriculture over the next 12 months.

2.2.3 POLITICAL ENVIRONMENT

Uganda will be going to the polls for presidential, parliamentary and local government elections in 2021.

Past elections in Uganda have been contentious and widely contested. Periods immediately after

elections tend to be tense and unpredictable. Sporadic violence tends to erupt between competing

candidates and party supporters during election years. Election periods are normally considered

moderately risky and travel may be restricted in some hotspot areas. Uncertainty about election

outcomes also reduce the appetite of businesses to undertake new or additional investments. It is nearly

impossible to determine with any degree of certainty how the 2021 elections will play out. However,

current indications suggest that the incumbent will face a new opposition candidate who has a

substantial following among youth. The talk about scientific elections and the restriction on election

campaigning due to COVID-19 could create tension both before and after the elections. FtF IAM has

factored the potential impact of the elections into its Year 2 AWP.

1 USAID/Uganda Feed the Future Market System Monitoring Activity applying System Mapping Techniques to understand shocks COVID-19

Update Report No. 2 (25 June 2020); and USAID/Uganda Feed the Future Market System Monitoring Activity applying System Mapping Techniques to understand shocks COVID-19 Update Report No. 3 (20 July 2020)



YEAR 2 STRATEGIC VISION

USAID analysis2 of Ugandan agricultural market system completed by the Massachusetts Institute of

Technology (MIT) and the Year 1 FtF IAM Market Systems Assessment (2020) both highlighted cross-

cutting market systems that offer the greatest transformational opportunities for inclusive, agriculture-

led, growth in the ZoI across multiple value chains. These include: systems that deliver quality seeds,

inputs and agricultural support services; systems that improve processing, value addition and trading that

offer quality differentiated pricing for products produced by smallholder; systems that support farmers

through organized value chain relationships; and systems that deliver agricultural financing to actors in

the agricultural markets. While these are only a few of the systems that need to be addressed, they

present the most critical areas that impact farmer productivity and ability to capture value from their

efforts. Based on the above and other available information, The Activity has therefore narrowed down

a few of these systems for its Year 2 focus, taking into account the prevailing factors of COVID-19 and

the impending 2021 elections. For Year 2, the Activity will focus on the following market sub-systems;

• Seed and Agricultural Input Supply System;

• Agro-processing, Value addition and Food Trade; and

• Financial Services.

Taking an 80-20 approach, the Activity will dedicate most of its time and resources during Year 2

towards these critical functions, but it will also leave space to be responsive to innovative and

compelling ideas that that will emerge from market actors. All the interventions to be supported during

Year 2 must strongly align with FtF IAM’s goals and objectives. The flexible and adaptive structure of the

MDF enables these adjustments as do the Activity’s quarterly pause and reflect sessions.

2.3.1 SEED AND INPUT SUPPLY SYSTEMS

Transforming the seed and agricultural input sub-system will require initiatives aimed at introducing or

influencing new and existing business models to strengthen the sub-system as well as to insulate the

market from counterfeit products through transparent and traceable input supply mechanism. The seed

and input supply sub-systems in Uganda suffer from a high prevalence of counterfeits and weak supply

chains. The current systems inhibit availability and access to quality inputs by smallholders. For instance,

the National Agricultural Research Organization (NARO’s) control of parent seed and variety release

could be improved to enhance access to enough parent seed for commercialization of production of

new varieties. Effective certification of seeds, coupled with better oversight by the relevant agencies,

would improve seed production and handling and lead to good quality seeds available to farmers. Such

quality seeds would lead to better performance and yields to the farmer.

Investment and growth in the imported and manufactured inputs such as fertilizers and crop protection

products (CPP) is constrained by the prevalence of counterfeit products. Anecdotal evidence points to

an opaque and expensive input registration system, limited capacity to register and inspect agro-dealers;

2 Uganda Agricultural Market Systems Workshop Report, Workshop Summary Report (March 15-17 2017)

https://humanitarian.mit.edu/project/feed-the-future-uganda-market-systems-monitoring/




limited capacity for enforcement both at the central and local government level and inadequate farmer

education and awareness as some of the systemic issues that affect the fertilizer and CPP market.

The GoU acknowledges counterfeit and other challenges in the agricultural input market and is keen to

evolve its regulatory environment to overcome some of the problems3. For instance, to register a new

agricultural input (seed, CPP, fertilizers) in Uganda currently requires companies to complete around six

steps which takes three seasons (18 to 24 months) and costs between US $300 USD and $6,000 USD. It

also takes a long time for agro-dealers to register and is expensive. Adopting an online input registration

platform has potential to reduce the time and costs of input registration and increases transparency.

International seed and CPP companies have attributed their low investment in the agricultural input

distribution in Uganda to the high incidence of fake and counterfeit products in the market, coupled with

the costs and time investments associated with product registration. By improving registration and

regulation, the GoU could realize additional revenue through a levy system on importation of

agricultural inputs. Stakeholders have shown interest and willingness to support such a registration

system, but this requires additional capacity at various levels of government departments to happen.

Vision: An inclusive and competitive seed and agricultural input sector delivering good quality inputs to

market actors, offering increasing opportunities for investment through improved regulatory and

enforcement mechanisms. The market would be characterized by:

• Reduced incidences of counterfeit products;

• Seed and input suppliers and distributors with stronger relationships with smallholder farmers

based on shared value, inclusive and commercially viable business models;

• Efficient distribution models that deliver reliable quality and quantities of inputs to farmers in a

timely manner;

• Seed companies that are incentivized to introduce new technologies into the market;

• Different categories of farmers who are able to access good quality inputs affordably from a

variety of sources; and

• GoU collaborating with other market actors to strengthen regulations and enforcement.

The Activity has identified three key behavior changes that FtF IAM will target in Y2 and the system level

changes that are needed; these are presented in the table below.

TABLE 1 INPUTS AND SERVICES MARKET SYSTEMS: BEHAVIOR CHANGE AND UPGRADES

BEHAVIOR CHANGES & UPGRADES SYSTEM LEVEL CHANGE

• Farmers adopt use of Quality

Declared Seed (QDS) that are

• Foundation Seed System efficiently produces sufficient quantities of seeds

and communicates with seed multipliers to meet demand for QDS seeds.

3 Among key players are Parliamentary Committee on Agriculture whose mandate is to review and approve sector policies and strategies; the

Crop Inspection and Registration Department (CIRD) –mandated department (2013) to license agro dealers and importers; assess and certify quality of agro-chemicals; monitor and enforce compliance of agro-chemical regulations in imports and exports. Crop Protection Board (CPB) – In coordination with CIRD, approves registration of crop protection products and ago-dealers; the Agricultural Chemicals

Control Technical Committee reports to and makes recommendations to CPB. Uganda National Bureau of Standards (UNBS) – mandated (within the Ministry of Trade) to enforce the use of standards across industries primarily at points of entry. The Agro-Chemical Regulations (2011) - draft: Regulatory framework that outlines how to monitor and enforce the law (Control of Agricultural Chemicals Act); calls for

additional resources for regulators and stricter punishments for counterfeiting – the framework has not yet been approved by the ministry.



multiplied and distributed (sold)

locally through a more sustainable,

business oriented, system.

• New non-traditional seed distributors – cooperatives and village agents –

become additional channels for farmers access to quality seeds.

• Stronger relationship between private seed multiplication and NARO/ Ministry of Agriculture, Animal Industries, and Fisheries (MAAIF) for

technical support, certifications and supervision.

• Seed and other input suppliers adopt

strategies that strengthen

relationships with agro dealers,

cooperatives and commercial farms

and responds to the needs of

farmers, including the need for

information and extension.

• Emergence of investments by input suppliers and distributors in developing,

testing and scaling new distribution and outreach and extension models.

• Technology service providers offer ICT enabled platforms that reduce the

cost of reaching smaller farmer clients, provides transparent supply and

procurement mechanisms, reinforces last mile distribution services,

• Increasing number of BDS providers enabling agribusinesses to access

management expertise and capital needed to expand and grow business.

• Market actors, especially importers

and distributors of seeds, fertilizers

and CPPs, collaborate with GoU to

implement an efficient certification

and traceability mechanism that

allows for ease of input registration

and increases accountability in the

inputs sector.

• Efficient agri-input registration systems; regulation and enforcement

mechanisms in place.

• Market actors invest in training and certification of their distribution

channels as well as invest in seed handling and storage systems to assure

quality of seeds close to the framers.

• Market actors invest in farmer education and awareness to increase

demand-led input systems governance.

2.3.2 AGRO-PROCESSING AND QUALITY FOOD TRADE

Agro-processors and small and medium enterprises (SMEs) supporting value addition in Uganda are high-

cost producers and are characterized by high excess processing capacity (i.e. installed capacity is

underutilized), with utilization averaging 50 percent of the installed capacity. Firms participating in the

export market mostly trade unprocessed agricultural commodities. Between the farms and consumers,

post-harvest losses are as high as 40 percent. Actors in the agricultural market chain need to adopt new

business models that enable them to transform and upgrade agricultural commodities if they are to

capture more value. Transformation includes space, time and form that convert agricultural

commodities into higher value consumable products. Value addition and upgrading of commodities must

respond to the end market/consumer requirements and preferences for it to be sustainable. All market

actors including farmers can earn more income if they increase productivity and value to their products.

Investments and growth in quality management services, trade and processing generate additional off-

farm income opportunities, particularly relevant for women, youth and persons with disabilities (PWD)

through micro-enterprise, new or better employment (especially in coffee and processed food items).

Agro-processors must change how they manage relationships in their supply chain so that they are

communicating quality requirements down the supply chain, building capacity for quality improvement

and efficiency, and establishing minimum quality standards to increase their competitiveness and the

value of products traded in the marketplace. The role of standards in food trade is especially critical as

many of small scale agro-processors are unable to trade in formal markets because they lack capacity

and resources to meet the stringent standard specifications of higher value markets. Building capacity

and de-risking investments so that firms upgrade products and operations to reach higher value markets

will incentivize and enable them to engage with farmers through inclusive business models that reward

quality.

Vision: A competitive and inclusive agro-processing and food trade market based on constant upgrading

and value addition of agricultural commodities and serving better and higher value markets. This will be

characterized by:

• Better end markets that demand higher quality grains and processed food items;



• Upgraded technologies and practices to meet local and international standards;

• Quality differentiated pricing and forward contracting for raw materials produced by

smallholder farmers;

• Embedded services around extension and advisory services to improve efficiency and capacity

utilization, and minimum quality standards; and

• Supportive, transparent and accessible services from key government agencies such as the

Uganda National Bureau of Standards (UNBS).

The Activity has identified four key behavior changes that FtF IAM will target in Year 2 and the system

level changes that are needed:

TABLE 2 AGRO PROCESSING AND FOOD TRADE MARKET SYSTEMS: BEHAVIOR CHANGE AND UPGRADES


• Firms adopt new, altered business models, upgrade and/or

diversify processed products, raise capital to increase

investment and adopt technology and practices that meet

quality standards, certification and reach to higher value

markets

• Better and new advisory services enable firms to

access capital, investors and banks to increase long-

term investment in processing and food trade

• UNBS improves processes, plays a supportive role

among actors, is more responsive to processors and

enables private technical assistance and certification

(i.e. invest in regional labs & accredits and supports

private labs) and strengthens enforcement

• Off-takers/processors earn and share value from higher

quality raw materials and have greater incentives to offer farmers embedded services such as extension, input

supply, logistics/ finance/payments thereby building greater

trust, collaboration and relationships

• Firms and cooperatives invest in improved business and

investment models that yield more value in systems to

cost effectively manage large numbers of farmers in the

supply chain

• The grain market appreciates quality and adopts

differentiated payment model

• Emergence of non-traditional business models and

business partnerships such as toll milling, new grain

sourcing and payment mechanisms, etc.

• Technology service providers offer ICT enabled

platforms that promote traceability and reduce the

cost transaction; provide transparent supply

management and procurement mechanisms

• Market actors (cooperatives, traders, firms, etc.) adopt

more efficient storage, logistics and other tech-enabled

services that improve productivity and quality

management

• Technical support available to firms and associations

on quality requirements and certifications and business

management on commercial basis

2.3.3 FINANCIAL SERVICES

Innovative financial services are vital for unlocking growth potentials and managing risk in Uganda’s

agricultural market. Currently, most of the financial products available and the business model employed

by financial service providers (financial institutions, fintech and others) are not well aligned with

opportunities in agricultural markets. Promising revolutions such as agency banking, mobile money and

other forms of digital finance could enable financial services to reach large numbers of farming

households and integrate them into the formal financial markets. Unfortunately, these services are

mostly at the reach of urban and peri-urban populations. Agency banking could, for example, offer

immense benefits to the agricultural markets through easy payments, lowering transaction costs, building

bankable business transactions and powering exchange even in remote markets. FtF IAM wishes to

facilitate commercial relationships between financial service providers and smallholder farmers and other

excluded groups so as to increase financial inclusion. The aim is to provide incentives to financial service



providers (FSPs) to identify and invest in inclusive financial services opportunities that have potential for

bringing large number of smallholder farmers into the financial market.

Vision: An inclusive and competitive financial sector delivering tailored products and services to

market actors, offering increasing opportunities for investment through improved and enhanced service

models. The market would be characterized by:

• Effective and improved efficiency of financial service delivery;

• A range of financial products (including credit, savings, insurance and digital payments) that

meet specific needs of agriculture and agro-industry clients;

• Ongoing adaptation and growth in financial products that use alternative forms of formal

collateral or quasi-collateral to manage risk; and

• Increased awareness and demand for financial services by market actors including agri-SMEs,

smallholder farmers, women and youth.

The Activity has identified three key behavior changes that FtF IAM will target in Y2 and the system level

changes that are needed:

TABLE 3 FINANCIAL SERVICES MARKET SYSTEMS: BEHAVIOR CHANGE AND UPGRADES


• Commercial banks and other FSPs scale inclusive business

models such as agency banking to rural and agricultural

clients

• New relationships between banks and FSPs with

rural entrepreneurs for delivery of financial services

• FSPs are constantly developing or adapting products for

agricultural and rural clients and communicating the

available products to clients

• Increased awareness among agricultural and rural

clients of available products

• New and appropriate risk assessment and

management systems for rural clients

• Savings and Credit Cooperative Organization (SACCOs)

and cooperatives reach out to establish commercial

relationships with banks and other FSPs to serve as bank

agents and mobile money points of sale

• Emergence of new or additional revenue lines for

SACCOs and cooperatives as FSPs in rural localities

2.3.4 INCLUSIVE BUSINESS MODELS

The FtF IAM GEYSI Strategic Vision has two parts. The first part looks at business models and system

changes that are inclusive of groups of people within communities who are at risk of not benefitting

proportionately from growth: women, youth and PWD. The second part looks at entire communities

that are at risk of being marginalized and not benefitting from agricultural growth, namely communities

in Karamoja and in three refugee communities.

2.3.4.1 GENDER AND YOUTH

The Gender and Youth Action Plan completed in Year 1 identified a series of key constraints affecting

women and youth and recommended ways the Activity might address these constraints. The Strategic

Vision for Year 2 is that all MDF partnerships will contribute to advancing more inclusive business

models and make the business case for women and youth as employees, business partners and

consumers, within the supply, distribution or value chains. Using a GEYSI framework and scorecard and



a facilitated dialogue with partners during co-design, the Activity will assess the capacity and

commitment of the partner to identify where there is the greatest GEYSI leverage points. The Activity

will also develop strategic interventions and partnerships that address rules and norms that may not be

affected by inclusive business models alone. GEYSI interventions will be integrated throughout the

Intervention Plan of each partner.

Vision: To leverage private sector business models that economically empower women and youth, offer

opportunities for them to advance into roles and market functions with greater income-earning potential

and promote women and youth in leadership while generating sustainable returns to such businesses

thereby leading to sustained investments in inclusive models.

2.3.5 MARGINALIZED GROUPS: KARAMOJA AND REFUGEE HOST COMMUNITIES

FtF IAM will seek strategic partnerships to target refugee hosting districts of Lamwo, Kamwenge and

Isingiro. Lamwo supports 53,000 refugees mainly from South Sudan in Palabek (Kal, Gem, and Ogili)

Refugee camps, Kamwenge supports 70,000 refugees in Rwamwanja camp mainly from Rwanda, Burundi

and the Democratic Republic of Congo (DRC) and Isingiro supports 109,820 in Nakivale mainly from

Congo4. The Activity plans to design, in collaboration with selected local partners, market interventions

that facilitate exchange of goods and services that are produced or consumed by refugees and host

communities. The Activity will build on discussions and opportunities identified with Kibanda Produce

Growers, a medium scale grain aggregator that off-takes approximate 400 metric tons of maize grain

from Isingiro Refugee Settlement annually, and Manyakabi Area Cooperative Enterprise which processes

maize in the neighborhood of the refugee settlement in Isingiro. In Kamwenge, the Activity will engage

private sector actors like New Kachinga Millers and Kamwenge Community Development Project and

Cooperative, to engage more productively with the refugees and hosting communities.

In Karamoja, FtF IAM will apply its market systems resilience (MSR) framework to design interventions

that not only improve food security, but also enhance availability of healthy and nutritious foods. The

Karamoja region is prone to food security shocks, leading to unsustainable high processing of grains

during certain periods. Yet the region also produces surplus grains in good seasons. FtF IAM has

identified potential market actors for co-design of interventions aimed to level out the troughs and

crests of the food supply to the region. Furthermore, a more localized agricultural input supply system

has potential to increase productivity in certain regions of Karamoja. A more responsive and dynamic

input supply system will supply technologies such as drought-resistant crop varieties, nutritious varieties

and stronger market linkages with insurance providers can bundle agricultural and livestock insurance

and information services. Additional investment of MDF resources will go towards building capacity of

farmer groups/women groups to engage effectively with other market actors.

Vision: By supporting more inclusive business models that improve market access for refugees, host

communities and smallholder farmers in Karamoja, and by strengthening access to services and

technologies that enable climate change-adaptation, improved MSR in these communities will enable

actors to better withstand market and climate shocks and Karamoja will sustain more inclusive longer-

term growth.

TABLE 4 INCLUSIVE BUSINESS MODELS: BEHAVIOR CHANGE AND UPGRADES

4Uganda Agricultural Market Systems Workshop Report, Workshop Summary Report (March 15-17 2017)






• GoU agencies consider norms that may exclude women

and youth when developing more inclusive policies and

regulations.

• Civil society and business groups representing

disadvantaged groups (women, youth, refugees) advocate

for and participate in inclusive regulatory reform

• Rules impacting market systems foster inclusive

participation, access and agency for - and are

responsive to the needs of - disadvantaged groups

• Voices of disadvantaged groups are represented in

government policy development and implementation

processes

• Member-based farmer organizations and industry

associations address rules – formal and informal- that

contribute to fewer women and youth in decision-

making roles or having less agency in decision making

• Women and youth organizations adopt improved

business practices (e.g. record keeping, improved

efficiency, use of technology, digital supply chain

management, ICT, digital payments, financial

management), offer better services that advance the

economic interest of their members and advocate for

them

• Market actors develop and test products and services

and operations approaches based on improved data

and information including disaggregated information on

traditionally excluded groups

• Women, youth and marginalized communities gain

greater agency in business negotiations and as a

consumer base

• Competitions and stronger and proven business and

civil society relationships make it more difficult for

actors to revert to old norms that restricted access

and agency

• Agribusinesses adopt more inclusive business strategies

(such as contract farming with embedded services like

private extension and value chain financing) that create

opportunities for women and youth as customers,

employees, leaders, and business partners because they

perceive it as aligned with the success and sustainability

of their businesses

• Smallholder farmers in marginalized communities have

increased access to services and technologies that enable

climate-change adaptation

• Smallholder farmers in Karamoja improve their market

access and productivity

• Market system resilience to withstand market and

climate shocks in Karamoja through six factors:

market governance; diversity; connectivity and

relationships; commercial norms; learning and

innovation in business strategies; and more inclusive

participation.



MARKET DEVELOPMENT

FUND

2.4.1 MDF PARTNERING STRATEGIES

The flexible structure of the MDF enables FtF IAM to use multiple

tools to develop MSD partnerships and incentivize market actors

to adopt new behaviors and co-invest in upgrades. FtF IAM’s

MDF partnering strategies consider the rules around

selection and competition as well as market actors’

incentives, time commitment, capacity and long-term

interest in the sustainability of the activities.

Interventions may be funded using one or more of the

tools. MDF partnering strategies are based on analysis

and define:

• The target behavior changes or upgrades

the Activity wants to achieve around

increased competitiveness, inclusion

and/or resilience;

• The aligned value proposition of the

partnership, including GEYSI;

• Eligibility criteria: who in the market system is best placed to contribute to change in terms of

leverage, capacity and commitment

• Offer: what types of support will the Activity offer that is appropriate for the level of risk and

capacity of the market actors involved;

• Expectations of reporting and performance including the use of pay-for-results and risk

sharing.

See Section 5.4 MDF Management for more details on MDF mechanisms and award selection and

management.

2.4.2 SEQUENCING MDF MECHANISMS

The ultimate objective of an MSD approach is for the appropriate actor to deliver the goods or services

demanded by the system and the appropriate actor to pay for it. As the Activity sequences its

partnership strategies in Year 2 funded under the MDF, the Activity will move away from designing

scopes of work and program descriptions on its own to co-designing assistance mechanisms in

partnership with the market actor and services providers who have the long-term incentive to continue

after funding ends.

• Early Interventions: FtF IAM identified initial strategic partners who had the capacity to

make investments and offer services using a series of grants and subcontracts that will support

the Year 2 Strategic Vision and Implementation Plan. This process in Year 1 was important to

jump start the Activity, respond to COVID-19 and support proven models going into Year 2.

FIGURE 1 MDF TOOLS, RULES AND MARKETS



• Technical Assistance and Capacity Building: rather than release another grants solicitation

early in Year 2, FtF IAM will identify and build capacity of market actors who need support

before they can invest and reach higher value markets. This will include, for example:

o Deal notes with high capacity producer organizations and/or performance-based

business support services to build the capacity of these organizations to manage services

as a business and develop stronger relationship with buyers and input suppliers;

o Developing an RFP for transaction advisory services to share the cost and risk of helping

agribusinesses raise longer capital from banks, equity investors and patient investors

(including United Stated Government (USG) sources); and

o Identifying social inclusion technical assistance needed for firms to achieve GEYSI

strategies and test the business case for changing practices and developing an RFP for a

subcontractor(s) who can work with them directly.

• Market Build Out: at the end of Year 2 and anticipated in Years 3 and 4, FtF IAM will leverage

its networks and learning to design new grant solicitations and/or subcontracts to facilitate

actors to invest in scaling proven interventions.

Ultimately, FtF IAM wants its initial technical assistance programs in Years 1 and 2 to: i) inform the

design (“the offer”) under future grant programs; ii) enable market actors to identify new clients

(beneficiaries) rather than the Activity; and iii) facilitate service providers who provide technical

assistance to FtF IAM partners to scale services in agriculture to more clients.

2.4.3 GEYSI FRAMEWORK AND SCORECARD FOR MDF PARTNERSHIPS

FtF IAM will use an Inclusive MDF Partnership Framework and Index Tool (included in the GEYSI

Manual) to ensure that all partnerships designed under the MDF are aligned with and contributing to a

more inclusive market system. Integrating GEYSI into the application/partner agreement stage is a first

step, but it is not meant to exclude partners without sufficient knowledge or capacity around GEYSI.

The framework and scorecard tool will inform the co-creation of partnerships and monitor partners’

progress. FtF IAM will have a conversation with selected partners around six lenses during the co-design

phase of the partnership (after selection and before award). The team will score the partner based on its

current capacity and commitment in six inclusion lenses. FtF IAM will seek to reassess the partner at a

minimum of two more times as part of ongoing monitoring: mid-partnership and at the conclusion of the

partnership. More important than the score, however, is the dialogue and learning that comes from it.

At a portfolio level, FtF IAM will use the scores to analyze trends and identify gaps in how well the MDF

is contributing to a more inclusive market system.



3 IMPLEMENTATION PLAN

Interventions are organized first by three market entry

points – GoU Agencies and Institutions, Member-based

associations, and Agribusiness and Agro-Industry Firms -

followed by cross-cutting interventions - CLA

interventions and Communications and Events. Figure 2

(right) provides a key for the icons used to link the

interventions back to the strategic visions presented in

the Technical Approach.

FtF IAM codesigns interventions with its partners following a common set of tasks illustrated in Figure 3:

• Identify the change the Activity wants to see through studies, learning events and analyses, and

the market actors who are best placed to catalyze systems change and who have aligned

interests such as business revenue through sales growth, improving quality to access new

markets, accessing finances and investment, policy initiatives and tax revenue (GoU) and

collective action.

• Senior technical leadership develop a

partnering strategy and a call for

interest for the market actors to opt-

in; self-selection and competition are critical

to ensuring FtF IAM partners buy into the

interventions.

• Partnership Intervention Managers (PIMs)

codesign technical assistance and grants in

collaboration with the partners, providing

support in analyzing the business case for

interventions, the cost and specifications for new

technologies, and negotiating the partners’

contributions.

• Implement and monitor the results of the

interventions through frequent communications,

evaluation of performance-based milestones,

bringing in suggestions and additional assistance to

solve problems that arise and adapt the partnership to

scale sustainably.

There will also be instances where a partnership may arise through other processes, for instance;

• A PIM working in a regional office may identify a potential partner whose work fits into the

strategic focus areas of the Activity. The PIM may informally undertake a basic assessment of the

potential partner and provide information to the senior technical leadership about the potential

partner and possible points of collaboration.

Seed and input supply systems

Agro-processing & food trade systems

Financial services systems

Gender and youth inclusion

Marginalized communities inclusion

FIGURE 2 YEAR 2 STRATEGIC VISION ICONS

FIGURE 3 INTERVENTIONS AND THE MDF PARTNER LIFECYLE



• Senior technical leadership will request a brief one-page write-up from the PIM and review the

one-pager against the Activity’s strategic focus and criteria for partnership. A discussion will be

held on the potential contribution of such a partner to the overall goal/targets of the Activity. A

decision will then be made as to whether there is value in pursuing a partnership.

• Once a decision is made, the potential partner is then informed and encouraged to apply

formally through any of the existing mechanisms (RFA, RFP or MDF). In a few instances where a

potential partner has a very compelling and innovative approach, a PIM may be assigned to make

regular follow-ups to ensure that the potential partner submits a request for support for

consideration.

The above approach to partner engagement will be used in instances where some highly capable

organizations are reluctant or are not aware of the Activity, yet their business models could be

transformative if scaled up in the ZoI.

REGULATORY CAPACITY IMPROVEMENT FOR GOU AGENCIES

Small changes in government rules and policy implementation can have transformational changes for a

sector or market system. Capacity within GoU institutions and departments has been identified as a

major contributor to challenges of regulation and enforcement of key market rules around quality

standards and certifications of agricultural inputs and goods. While there have been attempts by GoU

institutions to collaborate with the private sector and other market actors in the development and

enforcement of rules and regulations, the collaboration remains weak and other market actors continue

to operate outside the regulations leading to the high incidence of fake and counterfeit products in the

marketplace. Collaboration between different government departments charged with the responsibility

of standardization and certification and enforcement remain weak. Combined with weaknesses in their

capacity to collaborate with private market actors, this has resulted in agribusinesses not having the

incentive to upgrade practices and technologies and to continue to work within a more informal system

that has a vague threshold of quality.

By facilitating collaboration and coordination among GoU agencies and institutions and with market

actors, and aligning incentives of these various actors (e.g. identifying common interests where policy

priorities, tax revenues, and private sector investment and services are aligned), FtF IAM will enable

GoU agencies and institutions to strengthen their capacity to lead policy processes, jointly implement

and enforce formal and informal rules in collaboration with the private sector and other market actors

in order to improve the competitiveness of agricultural inputs market in Uganda. Better regulation and

enforcement of rules and stronger collaboration with the private sector on joint action will incentivize

market actors to make additional investments that improve quality of products in the market, enabling

farmers to access better value inputs, resulting in improved productivity.

3.1.1 AGRO-PROCESSORS, TRADERS AND EXPORTERS HAVE ACCESS TO

STANDARDIZATION AND CERTIFICATION SERVICES FROM UNBS

For processors, traders and exporters to sell to higher value markets, they need to access quality

standards and certification services overseen by UNBS in partnership with agencies such as MAAIF.

Presently, most agro-processors and traders in the ZoI who require standardization or certification

services from UNBS have to come to Kampala. The process is not only lengthy but is also costly to

many SME/agro-processors who would wish to sell to more formal markets. UNBS is in the process of

establishing regional hubs in order to bring services closer to the users. However, there are capacity



constraints that limit their ability to reach out to more SMEs. UNBS has expressed interest in building

its capacity to offer these services and willingness to engage private entities to offer certain/selected

services to the SME agro-processors. The aim is for UNBS certification services to be made available

closer to those who need it and to help agro-processors improve the quality, safety and nutritional value

of some of the products they produce. FtF IAM seeks to improve access of agro-processors to

standardization and certification services by:

• Working with UNBS to increase awareness of its services among agro-processors, traders and

other SMEs and develop strategies for increasing number of SMEs attaining quality standards;

• Working with UNBS to identify capable private sector laboratories within the ZoI with

capacity to undertake selected standardization and certification services on behalf of UNBS as

a business;

• Enabling and incentivizing private companies to self-certify through a public-private system; and

• Strengthening collaboration between local governments and UNBS for the enforcement of

grain quality standards to improve compliance and quality of grain traded in the ZoI.

Inclusion Lenses

• Leverage MDF partnership assistance to strengthen and target access to affordable UNBS

certification services for:

o Women and youth groups and small agro-processors; and

o Market actors in Karamoja and in refugee host communities.

Collaboration Strategy. FtF IAM will negotiate a memorandum of understanding (MoU) with UNBS

in collaboration with private laboratory service providers that allows UNBS to approve and certify

private laboratory service providers. The Activity will offer technical assistance to UNBS and smart

incentives under the MDF (performance-based grants or contracts) to private labs to upgrade and meet

standards for service provision, marketing their services to local processors. FtF IAM may also provide

results-based assistance to processors who establish systems for standards certification, food safety and

quality assurance.

3.1.2 GOU AND PRIVATE SECTOR COLLABORATE TO ADDRESS COUNTERFEIT

INPUT CHALLENGES

Both the private and public sector play key roles in supporting the registration and certification of

agricultural inputs (seeds, fertilizers, CPP) and enforcement rules governing handling and distribution of

counterfeit agricultural inputs. Past efforts to create a collaborative mechanism has not resulted in much

progress, as the systems that have been developed have not been sustained beyond donor funding.

Some of the efforts have not incorporated a self-financing mechanism to ensure sustainability, and in

some instances, the private sector has expressed dissatisfaction with the systems as they tend to

penalize firms that seek to be compliant. In Year 2 FtF IAM will:



• Support GoU agencies and institutions to engage with other market actors to address the

challenge of counterfeit inputs (CPP, seed, fertilizer) by providing technical assistance and

facilitating learning events that enable market actors to identify an appropriate e-enabled

product registration and agro-dealer certification mechanism. The key feature of the system

will be the ability to generate revenue that can be shared among market actors for capacity

building and enforcement of regulations including against counterfeits. Such a system has been

implemented in Kenya and has the capacity to improve regulations.

• Support capacity building of Industry Associations such as Uganda National Agro-Dealers

Association (UNADA), Crop Life, Uganda Seed Trade Association (USTA), among others, to

improve services to their membership, including adoption of self-certification and regulation to

increase access to good quality inputs by farmers and reduce incidences of counterfeits.

• Explore opportunities for utilizing ICT to increase agricultural inputs market systems

governance through a consumer led education, awareness and counterfeit monitoring

initiative.

Inclusion Lenses:

• FtF IAM will facilitate participation of women and youth in public-private collaboration through

associations such as Uganda Women Entrepreneurs Association Limited (UWEAL), Enterprise

Uganda and the Uganda Small Scale Industry Association (USSIA), and Women Farmer's

Association of Uganda (WFAU).

• In Karamoja, where the incidence of counterfeits are highest among livestock vaccines and

seeds, FtF IAM will explore jointly with market actors and implementing partners mechanisms

that can shorten the input supply chain as a measure to improving the governance of the

chains (e.g. production of QDS by local seed multipliers could improve access to better quality

seeds).

Collaboration Strategy. FtF IAM aims to incentivize GoU departments and business associations

affected by counterfeiting to work together towards establishing a mechanism that increases input

registration, counterfeit monitoring and distributor certification, as well as consumer education to

reduce the incidence of counterfeits. Capacity building will be delivered in partnership with the African

Fertilizer and Agribusiness Partnership (AFAP), a service provider to the private and public sectors that

supports market-driven business solutions in fertilizer and agribusiness and will also engage with private

sector and industry associations. FtF IAM will co-finance a learning visit for key stakeholders, through

AFAP and others, facilitate a negotiation and consensus building process to identify, design and

implement an ICT based product registration, and agree on a counterfeit monitoring arrangement and

distributor/consumer education strategy. FtF IAM will incentivize adoption of innovations on consumer-

led certification system that gives power to consumers to monitor and provide feedback on

counterfeits.

STRENGTHENING MEMBER-BASED ASSOCIATION SERVICES

Member-based organizations enable smallholder farmers and SMEs to collaborate and respond jointly to

market opportunities and to address common challenges. The organizations amplify voices, increase



agency and enhance the capacity of individual farmers/SMEs to respond to higher value market

opportunities. FtF aims to support market actor organizations (e.g. cooperatives, producer

organizations, business associations, and trader networks) to build their capacity to manage their

organizations as commercially viable businesses SMEs and to provide services to their membership in a

sustainable and efficient manner.

3.2.1 MEMBER BASED ASSOCIATIONS HAVE CAPACITY TO ENGAGE WITH OTHER

MARKET ACTORS TO PROVIDE APPROPRIATE SERVICES TO THEIR MEMBERS

Member-based organizations in the ZoI are faced with capacity constraints which limit their scope to

serve members. Increased management capacity, business skills, improved governance and improved

capacity to negotiate and advocate for their members would go a long way in making these associations

effective in serving their members. The USAID funded Producer Organizations Activity (POA) has

achieved major milestones in supporting the capacity development of a number of producer

organizations in the ZoI. FtF IAM has also identified a number of large member-based associations with

potential to impact many smallholder farmers. FtF IAM will work identified member-associations to build

on the success of POA as well as to enhance capacity of additional association to effectively engage in

implementing business strategies that increase value to their members. In this regards, FtF IAM will:

• Facilitate engagement between selected member-based organizations and other market actors

to implement strategies that enhance access of their membership to appropriate agricultural

inputs and services. For instance, with additional capacity, farmer cooperatives can produce

QDs that are appropriate and affordable and enable their members to access such seeds. Seed

producers and suppliers could partner with cooperatives and build capacity within

cooperatives for extensions and sale of their products. FtF IAM will partner with these groups

to build capacity for producing QDS to be sold locally through a more sustainable and

business-oriented system. FtF IAM will also facilitate the associations to engage with other

input suppliers (SeedCo, Bayer) to increase access to inputs and extension services using

commercially viable models.

• Build capacity of member based-organizations to engage in commercial relationships with

premium agro-processors, exporters and buyers of farmers produce, and to improve capacity

to undertake value additional and other post-harvest management services to preserve the

value of the produce from members. Through a targeted capacity building initiative, producer

organizations and cooperatives will enhance their capacity to assess and decide on key

markets to serve and negotiate supply/aggregation contracts with in order to have a stable

market for the produce from their member farmers. Additionally, some of the associations

with agro-processing capacity will be supported to increase capacity utilization and

optimization of existing or additional facilities. Capacity will further be enhanced for

associations and cooperatives to undertake other post-harvest management activities that can

help reduce post-harvest losses among their members.

• Engage a network of local BDS consultants to build more commercial relationships with

member-based organizations, support building their technical capacities as well as a business

model for offering these services more sustainably.

Inclusion Lenses:



• Building cooperatives’ capacities to not only be gender and youth balanced in terms of

membership but also in terms of electing and offering leadership roles for women and youth.

FtF IAM will also specifically select a few relevant women and youth cooperatives and

strengthen their capacity in terms of services provided to members and sustainability.

• In Karamoja, and other marginalized areas, the Activity will engage with local farmers

associations (e.g. Namalu Farmers’ Cooperative) to commercialize multiplication of quality

declared seeds. In Year 1, discussions with Namulu and others highlighted the need for

improved technical and entrepreneurial skills to manage quality seed production. The Activity

will engage with NARO and district local governments to build the capacity of such

associations to be able to grow seeds. The Activity will also deploy technical assistance to

cooperatives to build their entrepreneurial skills on running a successful seed business, and to

attract external financing for investments.

Collaboration Strategy. To move away from donor dependence, cooperatives must be willing to

invest in services that improve their business management. Concurrently, local service providers (LSPs)

in Uganda need to offer higher quality affordable support. FtF IAM will build capacity of organizations by

incentivizing a network of local consultants to offer services to these organizations on a fee basis, co-

financed under the MDF. FtF IAM will award a contract to a consulting firm to build the capacity of the

LSPs, coach them on initial capacity building to cooperatives, and assess the business model for

sustaining and offering services on a fee basis. FtF IAM will build on the work of POA and select

member-based organizations that have basic governance structures in place to engage effectively with

other market actors especially end markets. FtF IAM intends to strengthen the capacity of at least 15

member-based organizations to engage as preferred business partners with buyers and input suppliers.

INCLUSIVE INVESTMENT BY AGRIBUSINESS AND AGRO-INDUSTRY

FIRMS

Agribusinesses that buy from or sell goods and services to smallholder farmers offer a key point of

leverage in the market system. They provide the link between farmers and sources of agricultural inputs

and end markets for agricultural products. A healthy relationship between farmers and agribusinesses is

one where value is shared proportionately by all the value chain actors. Unfortunately, in the ZoI, few

farmers have direct linkages to input suppliers and agro-processors. Farmers and rural households

depend on the services of middlemen and agents, and in some cases local agro-dealers in order to

access these markets. Farmers have always complained about the low prices they are paid by the agents

while agro-processors and buyers complain of the poor quality of products they get from agents and

aggregators. Farmers complain of poor-quality inputs and the lack of knowledge on how to use such

inputs.

On the other hand, agro-processors struggle not only to get quality inputs, but many such agro-

processors operate in low value markets because they have no capacity to serve quality conscious high-

end markets. The underlying problem is a breakdown in communication and relationship between

farmers, aggregators and agro-processors on the quality standards expected in the market. Where such

information and communication exists, there are capacity challenges in implementing those quality

standards, or a breakdown in regulation and enforcement that increase incidences of low-quality

counterfeit products in the market. Experience shows that farmers and other value chain actors are

more likely to invest in quality and efficient supply chains if they can recognize value. A key goal in Year



2 for FtF IAM will be to work with these agro-processors, buyers and aggregators, input suppliers to

demonstrate the business case and viability of investing in embedded services like private extension and

training. In addition, FtF IAM will identify and support agro-processors who are constrained by their

capacity to meet quality standards in order to access high value markets for their products. Below are

some of the facilitated firm-level behavior changes and investments planned for Year 2.

3.3.1 AGRO INPUTS SUPPLIERS SELL MORE IMPROVED TECHNOLOGIES AND

SERVICES THROUGH INCLUSIVE DISTRIBUTION MODELS

This will entail shifting the input distribution market system from one dominated by short-term sales to

a long-term market development orientation in which input suppliers invest in their distribution chain as

a strategy to growing their market share. Investment in farmer education and awareness is known to

increase sales and revenue to input suppliers. However, this investment is normally constrained in

markets that are dominated by low standards and counterfeits. Furthermore, input suppliers tend to

work with agro-dealers who they have limited interaction with and who do not fully understand the full

potential of the products they are selling. This is further complicated by the fact that farmers may not be

aware or know how to effectively use the product to improve productivity. Incentivizing input suppliers

to invest in the distribution chain and in the education of farmers has potential to produce double

benefits: increased productivity to the farmer and higher sales/revenue to the input supplier.

FtF IAM will seek to partner with selected inputs suppliers who recognize commercial value in investing

in strengthening their supply/distribution networks in Uganda. These could be seed companies, CPP and

fertilizer suppliers. A key focus will be to work with input suppliers who are keen to adopt innovative,

cost-effective approaches to increase availability of high-quality traceable inputs to smallholder farmers.

Another key focus will be to incentivize market actors who use ICT to deliver bundled services to

smallholder farmers. The Activity will also support commercial relationships that lead to the

establishment of agricultural input trade infrastructure/warehouses that can be used to safely store seed

in strategic areas in the ZoI through facilitating investment by seed companies under this model. This

will address certified seed and input availability challenges that contribute to counterfeits. Planned Year 2

interventions include:

• Supporting ICT based agricultural input supply models to increase access to verified quality

inputs to farmers (e.g. iProcure5 has piloted and scaled a successful model in Kenya and is

piloting in the Uganda market). Such a system supports access to and tracking of inputs and

connecting farmers to sources of finance.

• Supporting investment in input distribution in the ZoI by input companies (e.g. in Karamoja by

a youth startup, Oasis Agribusiness that seeks to increase inclusive access to quality

agricultural inputs, equipment and agricultural services using an ICT platform and a network of

village agents.)

• Facilitate commercial relationships between seed suppliers and local entrepreneurs for

investments in seed trade infrastructure and warehouses to enable seed supply and storage

close to rural clients while maintaining seed quality.

5 iProcure is a business-intelligence and data-driven stock-management company that uses data to support retailer fulfillment (with cost savings

to current distributors) see https://www.mckinsey.com/industries/agriculture/our-insights/winning-in-africas-agricultural-market



Inclusion Lenses:

• Addressing demands of women in product development (i.e. targeting women as a key client

base); and hiring women and youth as agents in agro distribution models;

• Expand market channels reaching marginalized communities in Karamoja (e.g. identify partners

in veterinarian services) and refugee camps; support refugee groups in the ZoI communities to

develop village agents for agro input suppliers investing in agent distribution models.

Collaboration Strategy. To achieve the above, FtF IAM will utilize a range of MDF mechanisms to

incentivize the private sector to invest in and scale inclusive business model. FtF IAM will use grant

resources to co-finance agribusinesses motivated to establish cost-effective distribution, communications

and payment infrastructure in target regions and provide technical assistance to rural input and services

distributors and retailers. The goal is for the market system of support services firms (e.g., digital/ICT

platforms, customer relationship management (CRM), marketing and branding, logistics, etc.) to invest

and scale services needed by these agribusinesses through performance-based subcontracts and for

agro-input suppliers to recognize the value and pay for these services in the long-term.

3.3.2 AGRO-PROCESSORS, BUYERS AND AGGREGATORS INVEST IN UPGRADING

AND QUALITY IMPROVEMENT TO SERVE HIGH VALUE MARKETS

Improving the competitiveness and resilience of the agricultural market in Uganda will require substantial

investment in upgrading and innovation in order to produce variety and quality that meet the needs of

higher value markets. As mentioned above, farmers produce and sell to markets that are not

differentiated by price. This is largely because there is a market disconnect in communicating quality

standards to farmers. Agro-processors, especially those that serve localized markets are unable to

operate in high end formal markets because they do cannot afford to meet strict quality standards

placed by regulatory agencies. Firms that buy from farmers have limited incentives to educate and train

farmers in quality management when they sell at low margins. This is particularly true in the grain trading

business and end markets. FtF IAM will work with agro-processors, buyers and aggregators who

recognize commercial value in establishing quality parameters in their manufacturing and buying

processes. FtF IAM will support agro-processors especially those that process food products – flour and

vegetable oils - to access training and capacity building services in order to improve quality, establish

appropriate food safety systems, improve nutritional value within the foods, and meet quality standards

established by UNBS. FtF IAM will work with buyers and aggregators who are willing to invest in

smallholder farmers to increase productivity, post-harvest handling and quality management of produce

at farm and storage. Partnerships and interventions include:

• Engagement with Partners for Food Solutions (PFS) on building capacity and providing process

and quality improvement to SME food processors in the ZoI to achieve food quality standards

and to upgrade their production into higher value food markets. This activity will work

through local consultant services to ensure that selected SMEs are fully certified and approved

to produce fortified and safe foods that meet national and international standards and that the

services required are supplied after the Activity ends.

• Co-investment with private sector buyers, aggregators and exporters to invest in building the

capacity of farmers and adopting ICT solutions to increase productivity, reduce post-harvest

losses and improve quality management (e.g. Ag Ploutos (sesame), and The Edge Trading



(coffee) and Diners (rice) groups making investments in digitalizing the rice supply chain and

increasing productivity of farmers to meet unmet demand by rice processors).

• Co-investment with private sector actors to improve extension and grain buying from

smallholder farmers in the ZoI (e.g. BRAC and Agilis (Josephs Initiative) buying large volumes

of cereals from farmers using inclusive models); identifying service providers who offer ICT,

supply chain management, logistics, market research and product placement and branding

services and seek to scale businesses to agricultural clients to provide the required services in

the long term.

Inclusion Lenses:

• Support and incentivize firms to improve market access, terms of trade and access to services

and investment for women and youth smallholder farmers in relevant supply chains and ensure

that contract farming schemes offer equal opportunities for women and men and recognize

and reward women’s labor contribution. A particular emphasis will be put on agro-processors

that have high participation and youth in their supplier base, are owned and run by women

and youth, and where women and youth hold senior leadership roles.

• FtF IAM will absorb a higher proportion of investment on any interventions that target

Karamoja or the refugee hosting districts as a strategy to encourage investments by the

private sector in those areas.

Collaboration Strategy. The Activity will offer a combination of technical assistance, grants and

subcontracts to strengthen capacity for value addition and upgrading. Through a local network of service

providers who provide end market analysis, certification and quality standards support, food safety and

branding advisory services, FtF IAM will support agribusinesses and Agri-Processors - and those who

show high potential and commitment to investing in quality and stronger supply chains - to access higher

value markets. This is aligned with intervention 3.1.1, collaboration with UNBS on certification and

quality assurance. FtF IAM will also use co-financed investment grants and direct technical assistance to

enable premium buyers to test and scale embedded services models to their supply network of small

farmers, offering cash and non-cash benefits to suppliers who meet minimum quality standards.

3.3.3 FINANCIAL SERVICE PROVIDES EXTEND SERVICES TO UNDERSERVED MARKETS

Financial Institutions are critical to ensuring that market systems have the liquidity and capital required

for investment by market actors. Access to finance enables the adoption of new technologies and

practices, as well as continuous upgrading. In Uganda, traditional financial services have not addressed

the needs of agricultural market actors adequately. Available financial products and services are

sometimes not appropriate or are too expensive, or at times not in tune with the cashflow of

agribusinesses.

In Year 1, the Activity met with seven banks to explore scaling existing financial products in the

agribusiness sector. Discussions with Equity Bank presented opportunities for an innovative product for

commodity financing whereby the commodity is the collateral against which a loan can be released to

the customer at 70 percent of the commodity price. It is most applicable for non-perishable

commodities such as grains including cereals, pulses and coffee. Agency banking is another critical model

that is scaling in Uganda but that has not yet scaled within the ZoI. Alongside agency banking,



investments in digital platforms are enabling FSPs to reach smaller and more disparate clients. Often,

FSPs look to activities like FtF IAM to help link into existing business networks through buyers and input

supply chains, which offer strong potential to scale adopting of financial products and reduce risk. In

Year 2, FtF IAM will co-invest with financial services providers (banks, fintecs, SACCOs, e.g. Equity Bank,

Talanta Finance) to:

• Pilot, test and scale inclusive financial services that are appropriate and affordable to

agricultural market actors in the ZoI with an emphasis on targeting the usually excluded

(women, youth, and those from marginalized regions). This will include supporting the

development and deployment of new risk assessment tools, testing new financial products,

piloting or scaling new delivery systems, as well as creating alternative collateral mechanisms.6

• Facilitate collaboration between banking institutions and other FSPs to extend services to

agricultural clients through upgrading operational and management tools to reduce the cost of

delivering financial services to a large number of small clients.

• Explore multi-party partnerships between FSPs and processors/buyers to increase access to

value chain financing for value chain actors.

Inclusion Lenses:

• Work with financial institutions to develop and test inclusive lending strategies and products;

e.g. developing the business case for banking with female and youth farmers (e.g. Talanta),

products that enable women to gain more financial independence and agency over household

and business matters, group-based lending (village savings loan associations (VSLAs) and

SACCOs), working with FSPs to set targets for incrementally increasing the number of female

and youth borrowers and their share of the total value of loans;

• Work with commercial banks that have invested in agency banking on plans for expanding into

less served areas, particularly those in Karamoja and refugee host communities; Equity Bank

has already completed a market scan to map an entry point into the refugee hosting districts

of Kamwenge and Isingiro. Equity Bank believes that agency banking is the quickest and

cheapest means for serving the needs in these districts.

Collaboration Strategy. FSPs have received capacity building and support in the past and have already

tested models to see what works and what does not. Especially in the current climate due to COVID-

19, incentivizing banks is a matter of de-risking upgrades/models and combining this with targeted

technical assistance to enable them to understand and assess borrowers. FtF IAM intends to focus on

adapting and scaling existing products/services already offered by FSPs based on a rapid internal analysis

in Q1 of client needs (cooperatives, farmer associations, VSLAs and rural enterprises) and the risks that

are involved in financial service delivery to these clients. FtF IAM will then jointly design an incentive

program with FSPs and high potential borrowers to strengthen financial service delivery mechanisms and

6 Stanbic Bank and DFCU highlighted in discussions with FtF IAM that the country does not have the expertise currently to develop new

financial products. At present, experts in new product development are brought from South Africa and Netherlands to support banks in

development and deployment of new risk assessment tools, testing of new financial products. FtF IAM will seek to build local capacity, alongside international expertise where needed, to enable banks in Uganda to access local, more affordable support services, which will also spur innovations in the financial market.



test the commercial viability of expanding products to new clients. The Activity anticipates that this will

be delivered using a performance-based subcontract mechanism but the mechanism will be informed

based on the co-design process and analysis.

3.3.4 TRANSACTION AND CAPITAL ADVISORY SERVICES

In developed markets, transaction and capital advisory services play a critical role in preparing and

linking businesses to financial services. This underlying market function is not fully developed in Uganda,

however, there are emerging service providers with the capacity to assess, design and implement

strategies that enable SMEs to build capacity to access finance from a variety of sources. There are a few

service providers who have taken interest in focusing on the agricultural sector and there are success

stories of agribusinesses being linked to both traditional and non-traditional sources of finance. In Year

1, FtF IAM identified three partners who have interest and capacity to serve Uganda’s agricultural sector,

which is a critical function in light of the economic impacts of COVID-19. FtF IAM will expand upon its

Year 1 strategy to enable advisory service providers to engage with agribusinesses on a performance-

based service provision model that increases agro-industry firms’ access to investment funds. Among

these initiatives are:

• Open Capital Advisors (OCA). OCA is currently supporting five businesses to adopt a

financial management and forecasting tool to adapt to COVID-19 impacts; this tool will then

be demonstrated to other firms whom OCA can support with the adoption of the tool.

• Bid Network. Bid Network will launch its program to link investors to smaller deals on its

investment platform at the end of Year 1. This two-year intervention will build the capacity of

25 businesses and targets to raise $2.4 million USD in investment through the network.

• Asigma Capital Advisors and Ortus Capital Africa. These firms are in the process of co-

designing performance-based grant mechanisms in Q4 of Year 1 to provide business advisory

support to agri-SMEs.

• The Activity plans to release an RFP in Year 2 for transaction advisory services providers to

collaborate with FtF IAM in identifying agri-SMEs that can be guided and mentored towards

new investment funds.

Inclusion Lenses

• A specific focus on women as investors and gender lens investing is key in ensuring targeting

women entrepreneurs and investors. In the RFP for transaction advisory partnership, FtF IAM

will require that at least one advisory firm present a strategy for accessing gender lens

investment (GLI) funding for agribusiness in Uganda and targeting women as investors and

entrepreneurs.

• Bringing down the cost of the supply of advisory services means also developing the technical

capacity among women and youth. FtF IAM will prioritize those firms who demonstrate

leadership pathways for women and youth in their firms and have diverse leadership, as well as

support service providers to develop women-oriented advisory services around innovations

like women-oriented accelerators linked to investment funds.



• FtF IAM will help advisory firms identify SMEs that have the potential to expand business to

serve clients or source raw materials from Karamoja and refugee host communities.

Strategy for delivery: FtF IAM will engage with advisory firms under performance-based grants and

subcontracts to identify agribusinesses that have the potential to attract debt and equity financing from

banks and investors, and support their investment readiness and ability to raise capital. This will

concurrently support local advisory service providers to build their relationships within the agricultural

sector and address a critical constraint to growth for agri-SMEs. These MDF partnerships will share the

cost and risk for advisory firms who work on a success-fee basis to engage with smaller, higher-risk

clients, and support the development of advisory services capacity in Uganda.

CROSS-CUTTING INTERVENTIONS AND SUPPORT

The interventions under Section 3.4 cover additional technical assistance and capacity building that will

support FtF IAM objectives in terms of inclusion (women, youth and marginalized communities), MSR

and environmental and sustainable investment.

3.4.1 SOCIAL INCLUSION

3.4.1.1 TECHNICAL ASSISTANCE TARGETING INCLUSION OF WOMEN AND YOUTH

FtF IAM may design specific technical assistance and other activities to directly address constraints to

the inclusion and participation of women and youth in specific market systems. The co-design of these

additional areas of technical assistance will be based on a facilitated discussion with each partner and the

use of the GEYSI framework and scorecard.

• Partner-specific assistance will help a partner achieve inclusion objectives through one or

more of the lenses of the Inclusive MDF Partnership Framework (i.e. women and youth in the

supply chain, women in distribution networks, women directly employed by firms and

workplace equity, women and youth as customers). These may be in addition to the ideas

initially included in the partner’s proposal.

• Across partners, FtF IAM may identify a need for technical assistance that benefits multiple

partners in similar areas and may choose to develop a scope of work (SOW) that would

provide technical assistance across multiple partners. For example, FtF IAM may identify five

off-takers who build the business capacity of target group traders/aggregators along the value

chain but who do not what to do this directly themselves. In such cases, FtF IAM may work

with the partners to develop technical assistance packages that support all the off-takers.

• Integrating gender-lens in behavior change and communication into partner-specific

and technical assistance across partners with common objectives or challenges.

• Internal training of Activity staff on GEYSI will be delivered by MarketShare Associates

early in Year 2 based on the approved GEYSI Manual. FtF IAM will explore whether this

training may be adapted and delivered to MDF partners.



3.4.1.2 TECHNICAL ASSISTANCE ON INCLUSION OF MARGINALIZED COMMUNITIES

In support of the FtF IAM Year 2 Strategic Vision for inclusion of marginalized communities, FtF IAM will

leverage the value propositions for the private sector to invest in marginalized populations while

providing additional support – or “push” – to incentivize the private sector to go into higher risk or

higher cost areas and enable these communities to respond to increasing market opportunities. The

long-term goal is to reduce these communities’ reliance on donor and government aid and increase their

access and participation in markets. FtF IAM will facilitate private sector and other actors by providing

support in the following areas:

• Joint analysis of market opportunities and constraints and co-designing business models with

motivated market actors to improve access to goods and services, and building the capacity

for market engagement by marginalized groups.

• Facilitate linkages between established private sector market actors (e.g. Gulu Agricultural

Development Company (GADC), Lira Resort, Acila) with producers in Karamoja and refugee-

hosting districts to develop supply contracts and integrated agronomy support that boosts the

firms’ grain supply.

• Identify and enable farmer groups serving members in Karamoja and refugee host communities

to engage effectively with market actors.

• Work with agri-input suppliers (e.g. Norbrook) to identify and invest in new distributors for

poultry and other livestock vaccines in marginalized and refugee hosting communities.

In addition, the Activity will seek out other development and civil society partners (Integrated

Community Agriculture and Nutrition Activity (ICAN), World Food Programme (WFP), Nuyok,

Apolou), to explore collaborative engagement in building on the achievements of such activities. FtF IAM

will aim to leverage its commercial partnerships and link some of the groups/activities implemented by

the above groups as a strategy to market engagement. Table 5 below outlines some of these potential

linkages.

TABLE 5 OPPORTUNITIES FOR COLLABORATION IN KARAMOJA AND REFUGEE HOST COMMUNITIES

PARTNER FUNDING

AGENCY

LOCATION PROJECT/ACTIVITY AREAS OF

IMPLEMENTATION

Association of

Volunteers in

International Service

(AVSI) Uganda, Trickle

Up and IMPAQ

International

USAID/Food for

Peace (FFP) Kamwenge

Graduating to

Resilience

Improve food security and

nutrition and build self-reliance

and resilience among extremely

poor households in a refugee

settlement and host

communities.

United Nations WFP USAID/FFP

Across many

refugee

settlement camps

and Karamoja

Local and regional distribution

of procured emergency food

assistance—such as beans,

maize, and sorghum—to

refugees and asylum-seekers in

Uganda.

Mercy Corps, USAID/FFP USAID/FTF

Karamoja region

(Kaabong, Kotido,

Moroto and

Amudat districts)

Apolou Activity

Improve food and nutrition

security and strengthen

resilience of over 665,000

people in the Karamoja sub-

region.



Catholic Relief Services USAID/FTF

Karamoja region

(Abim,

Nakapiripirit and

Napak districts)

Nuyok Project

Improve and sustain the food

and nutrition security of

vulnerable populations in

Karamoja.

ICAN USAID/FTF Karamoja

Work with community groups

to maximize economic

opportunities for vulnerable

households, stabilize their

access to and consumption of

diverse and nutritious diets, and

increase social capital by

reinforcing relationships

between formal governance

systems and communities.

United States African

Development Foundation

(USADF)

U.S. government

agency

All member-

based

organizations in

ZoI

Build capacity of local farmer

groups to link and engage with

other market actors including

sources of investment capital.

3.4.2 MARKET SYSTEMS RESILIENCE

With the scale and scope of the global crisis caused by COVID-19, rapid responses and proactive

adaptations are required. In Uganda, a deficit of quality, real-time information on the effects of the crisis

and the capacities of enterprises and other market actors to mitigate, adapt to and recover from this

shock has undermined the ability of agencies to respond appropriately to reduce the impact of the

pandemic. FtF IAM has partnered with the National Alliance for Agricultural Cooperatives (NAAC) to

conduct a rapid survey to gather primary data to understand the impact and responses by agricultural

market participants to mitigate, adapt to and recover from the COVID-19 crisis. The survey will be

completed in Q4 of Year 1, and will analyze the impact of COVID-19 on the agricultural market and

how the market and market participants can respond to shocks in a way that allows consistency and

sustainability in the functioning of markets. Focus is on firms, farmers and the GoU, proposing

interventions that help build resilience of the market system as well as drawing policy implications and

recommendations. In addition, FtF IAM has completed a baseline survey that has provided robust

information about key characteristics of the agricultural market in Uganda, identifying the aspects of the

market that require strengthening in order to enhance resilience.

The two studies will provide baseline information to the Activity on the state of the agricultural market.

During Year 2, FtF IAM will implement interventions that are aimed to establish building blocks for

increased resilience. All interventions proposed or co-designed with market actors will be premised on

building relationships and collaboration among actors, improving innovation and competitiveness,

formalizing and strengthening connectivity between actors as well as increasing variety and quality of

products and service in the marketplace. FtF IAM will steer away from stand-alone interventions that

only benefit single market actors or that have the potential to strengthen the position of only one actor

in the marketplace. Beyond market resilience, FtF IAM will favorably consider any initiatives that also

increase household resilience against shocks caused by factors such as pandemics, climate change and

food insecurity.

3.4.3 ENVIRONMENT AND SUSTAINABLE INVESTMENT

In line with the Activity’s EMMP, FtF IAM will assess the risk of interventions and determine if mitigation

measures or changes to the scope of an activity is necessary. In addition to looking at environmental

compliance, FtF IAM will also seek to build the capacity of market actors to understand how



environmental considerations impact the long-term sustainability of their investments. Leveraging the

growing global trend in corporate sustainable investment, FtF IAM will facilitate its partners to identify

opportunities that may attract social investors. FtF IAM will also identify communications opportunities

to showcase best practices in environmental management.

COLLABORATION LEARNING AND ADAPTATION

CLA is central to the FtF IAM Activity’s cycle and purpose. It provides a basis for evidence-based

planning and implementation (refer to Figure 4 for the Activity’s CLA Process Wheel). The Activity will

collaborate regularly with all relevant stakeholders, learn from both evidence and experience, and adapt

iteratively to unexpected results and changes in the operating context. The CLA process has two

primary, interconnected purposes: from an MSD perspective, it takes behavior changes and upgrades

made by individual actor(s) and shares best practices and lessons, rewarding those to upgrade and

duplicate what they are seeing work in the market; it also enables the Activity and USAID Uganda to

adapt their strategic approach and planning in response to intentional learning.

3.5.1 COLLABORATING

During Year 2, FtF IAM will

collaborate and coordinate with

public and private sector partners and donors

and their implementing partners operating in

the FtF Uganda ZoI.

Planned Collaboration during Year 2

includes working with:

1. Partner farms and firms,

including market associations.

2. GoU institutions and agencies.

The CLA Wheel shows various

forms of how the Activity

collaborates – MDF partnerships,

hypothesis testing, co-design,

opportunity identification and

market research. It also shows how

the delivery of these interventions feeds

into measurement and learning

interventions – formal and more informal at

different levels of the system (individual actors,

sectors, development practitioners, etc.). Ultimately,

collaboration and learning enable the Activity and its partners to adapt, scaling what works and changing

or cutting what does not.

3. FtF IAM will coordinate with other USG- and other donor-funded activities and projects to facilitate

the delivery of integrated services to target populations in the ZoI and learn from each other’s

FIGURE 4 CLA PROCESS WHEEL



experiences. Collaboration and coordination with these activities will involve identifying common

opportunities for joint action, building on successes of others or ensuring that activities are

complementing each other. The table below shows with who and on what FtF IAM will collaborate with

specific organizations.

TABLE 6 FtF IAM COLLABORATION WITH ORGANIZATIONS

IMPLEMENTING

PARTNER/

ACTIVITY

AGRICULTURE INPUTS VALUE ADDITION

AND FOOD TRADE

ACCESS TO

FINANCIAL SERVICES

STUDIES AND ANALYSES

ICAN • Introduce BSPs to

additional agribusiness

firms for new

opportunities • Engage MAAIF to train

and certify agro-dealers • Support agribusinesses

engaged by ICAN to

scale geographical/

beneficiary reach

• Explore opportunities

to link VSLAs with

formal financial

institutions for

appropriate product

development and

client engagement

• Conduct RMA for market

opportunities for ICAN

groups • Build capacity of ICAN staff

on market systems

development approaches • Conduct gender-based

violence (GBV) assessment

along agricultural market

systems • Support inclusive modeling

to enable access to BDS for

vulnerable groups

B4R • Engage with

enterprises involved in

conservation-based

enterprises in the B4R

regions (e.g. Honey

processing and others)

• Undertake joint analysis of

business opportunities within

the regions covered by B4R

(Lake Mburo and Kidepo)

USADF • Share information

about agribusinesses

and cooperatives that

have received funding

from USADF • Provide information

to USDAF on

potential capable

agribusinesses and

cooperatives who

could benefit from

USADF funding • Support capacity

building of USADF-

funded partners to

effectively utilize

funding

Nuyok • Iron rich beans

commercialization and

scaling Activity in their

focus districts

• Working with private

sector seed suppliers

(sunflower, soya beans,

sesame) to establish

networks in focus districts

Adolescent Girls

Network

• Identify formal

business linkages to

increase access of

• Undertake business analysis

of activities by adolescent



target group to

formal markets

girls to establish strategies

for scale

WFP/AMS • Work jointly with

WFP to identify

potential

agribusinesses that

can increase food

trade in the Karamoja

region • Support local

aggregation and trade

in food produced in

Karamoja region

• Assess the potential and

excess capacity of existing

WFP infrastructure in the

Karamoja region • Conduct rapid assessment to

establish volumes of food

used up by schools

supported by WFP as a basis

for business opportunity for

local traders

Further negotiations are ongoing, led by the USAID and the Uganda Learning Activity (ULA) to identify

key outcomes to which all collaborations will contribute. Once that is firmed up, the above-identified

activities will be refined to align with the outcomes. In the meantime, FtF IAM is holding further detailed

discussions with each implementing partner to narrow down and prioritize joint activities.

Some other projects FtF IAM will collaborate and coordinate with include:

• The Agriculture Business Initiative (ABI) Trust Activity

• Adolescent Girls and Young Women (AGYW) Cluster

• The Foreign Commonwealth and Development Office (FCDO’s) NU-TEC Market Delivery

Project

• The Integrated Seed Sector Development (ISSD) program

3.5.2 LEARNING

Learning for the Activity will take place across

different levels of collaboration as illustrated by Figure 5. Starting from

the bottom of the pyramid:

• Among MDF partners: testing and adapting new ideas,

applying more inclusive business models, testing

marketing and investment strategies and risk

mitigation and planning.

• Learning centered around the Activity’s five

results chains: analyzing evidence gathered

across partnerships and market responses to

measure how effectively FtF IAM’s

interventions and partnerships are

changing behaviors and market system

dynamics.

• Activity Learning: will be informed by

quarterly and annual reviews and from external learning shared by USAID and other

development implementers. Learning on FtF IAM will contribute to learning across the MSD

field, contributing to advancing USAID and its partners’ understanding of effective approaches

to strengthening market systems and measuring systemic change.

USAID EG Portfolio

Activity Learning

Results Chain Learning

MDF Partnership Learning

FIGURE 5 HIERARCHY OF LEARNING ON FtF IAM



• Partnership Learning will take place at the MDF partner level. It will involve collecting data

from the partners on partner behaviors that are changing, how relationships are changing

between partners and how the market context is responding to partner behaviors.

Year 2 learning activities are presented in Table 7 below.

TABLE 7 FtF IAM LEARNING ACTIVITIES

# LEARNING EVENT FREQUENCY DESCRIPTION

1 Pause-and-reflect

sessions

Quarterly (4) Three-day review of Activity’s progress and challenges faced

during the previous period and planning for the upcoming

period. Review includes examining the monitoring data.

2 Breakfast sessions Two (2) per year Three-hour meeting (7-10 am) in which market leaders and

actors are invited to discuss emerging issues in their sectors.

3 District Production

Forums

Two (2) per year Some districts in the ZoI convene meetings with implementing

partners operating in the production and livelihood sectors in

order to coordinate plans and priorities.

4 Annual learning studies,

case studies, complexity

awareness studies

Two (2) per year Ad hoc studies to better understand the functioning of and

changes in the targeted markets and emerging findings.

5 Bi-annual learning

events

Two (2) per year Workshops with implementing partners to share experiences

and lessons learned.

6 USAID Economic

Growth Sector

Meetings

As scheduled by

USAID

Meeting where Activities share experiences and lessons learned

with the USAID and other implementing partners.

7 “Fastfeedback” quick

response surveys (MDF

partner-level reflection

and learning)

TBD Use the Fastfeedback system to review data collected on

customers/suppliers and hold “after action” reviews reflecting

on implications for their commercial strategy and adapting MDF

private partnerships.

FtF IAM’s Activity learning plan is based on five key learning questions selected from a set of learning

questions that the Activity seeks to answer during the LOA. During Year 2, FtF IAM will seek to

respond to the following learning questions.

TABLE 8 FtF IAM'S LEARNING QUESTIONS

# LEARNING QUESTION AREA(S) EXPLORED

1 How well do market systems work in areas of the ZoI where the vulnerable people live

and in the Karamoja region?

Market functioning,

Inclusivity

2 What are the characteristics of resilience that are being demonstrated in the markets

we are working in? How resilient are the target market systems to stressors and shocks?

Activity implementation,

Resilience

3 What agency and access issues exist for women and youth in the markets? How can

they be addressed by making the business case for more inclusive models?

Inclusivity

4 What internal changes have firms adopted to attain growth during the COVID-19

pandemic in the absence of external capital? How are smallholder farmers adapting to

COVID-19 and what capacities do they have for adaptation?

Adaptation

3.5.3 ADAPTING

A primary objective of collaborating with MSD stakeholders and implementing a learning plan is to

enable adaptation. FtF IAM will respond to evidence and learning generated by its learning plan and the

periodic opportunities for reflection built into it to adjust its programming accordingly especially

ensuring that any outcomes will eventually result into increased incomes and better livelihoods.



FtF IAM will respond to learning by adapting its MDF partnership strategy accordingly, deciding to stop

or reduce funding for interventions that are not working and scaling areas that are. Adapting will also

involve modifying business models, exploring opportunities for synergy between interventions and

attracting additional market actors. Responses will also inform partnership strategies under the MDF in

the form of requests for applications or expressions of interest or annual program statements and the

“offer” of support that FtF IAM makes to market actors to test, de-risk, or build capacity. Decisions to

adapt implementation will be documented in annual work plans and approved by the COR.

3.5.4 INCLUSION LENSES FOR CLA INTERVENTIONS

CLA around inclusion is a critical area for FtF IAM. Specific Year 2 Intervention include:

• Participate in the AGYW Cluster Technical Working Group TWG. In Year 1, FtF IAM took

part in the launch of the USAID Uganda-created AGYW Cluster TWG. The cluster addresses

the needs of adolescent girls and young women in an integrated manner across all the

different offices. Specifically, FtF IAM will catalyze opportunities for DREAMS beneficiaries in

access to market, agricultural opportunities, ICT platforms and training among others. FtF IAM

will also take part in the quarterly AGYW cluster meetings in the region.

• Participate and collaborate with other Activities in the Karamoja Cluster. The goal of the

Karamoja Cluster is to improve livelihoods in cluster districts. FtF IAM will collaborate and

coordinate with other implementing partners/Activities to facilitate private sector and other

market actors to increase access to agricultural goods and service in the region, facilitate the

private sector to establish and strengthen food supply systems in the region, and collaborate

with others to strengthen market systems that deliver quality and affordable high nutritious

foods.

• Two GEYSI Learning Studies:

o Assess how COVID-19 is affecting female producers and female-business owners in the

agriculture sector in partnership with key women’s’ business and trade organizations

such as UWEAL, Eastern African Sub-Regional Support Initiative for the Advancement of

Women (EASSI), USSIA and Women Farmers Association of Uganda (WFAU); consider

in particular how COVID-19 has impacted GBV, engaging groups such as the GBV

Prevention Network and Uganda Women Network.

o Complete market systems assessment to identify opportunities and constraints specific

to three (3) refugee host communities in collaboration with market actors and

development partners operating in these areas.

EVENTS AND COMMUNICATIONS

3.6.1 LAUNCH EVENTS

FtF IAM will schedule a virtual Launch event in Q1 of Year 2 in collaboration with USAID. The social

distancing requirements due to COVID-19 mean that a traditional in-person event will not be possible.

In addition to the FtF IAM launch event, the Activity will host launch events in collaboration with key

MDF partners. These events will be driven and owned by the partner to emphasize local leadership and

commitment to the activities co-funded by USAID. They will offer an opportunity to recognize the



support that USAID has contributed while not undermining the commercial approach of FtF IAM

partners. These local launch events will be planned in each ZoI before the end of Q2 of Year 2.

3.6.2 ACTIVITY COMMUNICATIONS

In line with the approved Branding Implementation Plan and Marking Plan and the AMELP, FtF IAM will

publish learning materials (Section 3.5), such as Success Stories, resources, blogs, photos and videos.

These activities were delayed in Year 1, but will be jump started in Year 2. Wherever possible, FtF IAM

will link with our MDF partners’ social media accounts and platforms to encourage local leadership on

and dissemination of communications.

3.6.3 AMPLIFYING MDF PARTNER LEARNING

The Activity will support shared learning across market actors at two breakfast sessions (see CLA

Section 3.5) and across development actors at USAID Economic Growth Sector Meetings. In addition,

analysis and learning will be disseminated by FtF IAM and through MDF partners - firms associations and

GoU agencies and institutions - through press releases and Activity launch events. These

communications are critical to the system, encouraging continuous upgrading and crowding in around

proven market opportunities and best practices. They also help private sector build demand for goods

and services and strengthen inter-partner business and collaboration opportunities. Figure 6 below

illustrates how the adoption by one firm can lead FtF IAM partners and other partners to adapt the

model and expand it, and in the long term, encourage other similar actors to adopt similar changes.

In Year 2, the Activity will focus on promoting adoption of new models, analyzing the success of these

models and disseminating information towards the end of the year to enable both the partners to adapt

the changes and upgrades and for similar or competing actors to expand the adoption. Communications

will occur directly by FtF IAM and through partners who reach many actors in the system (associations,

GoU, etc.) through:

• Case studies;

• Policy dialogues;7

• Success stories;

• Exchange visits; and

7 The Activity is engaging with NAAC on understanding the impacts of COVID-19 on agri-markets and how market actors are responding. This

study will generate policy proposals which will be discussed with a broad spectrum of stakeholders.

ADAPT REPSOND

ADOPT EXPANDActivity partner(s) adopt an

inclusive change that is viable and

has concrete plans to continue it

in the future.

Initial partner(s) that invested in

upgrades and new practices

adapt the approach to fit their

needs independently of the

Activity’s support.

Similar or competing actors

expand the adoption of the

change or add diversity by

applying variants of it.

Non-competing players respond

by changing their own practices in

reaction to the presence of the

system changes and upgrades.

FIGURE 6 ADOPT-ADAPT-EXPAND-RESPOND MODEL



• Briefing notes and Activity insights.

See Annex A, which presents interventions in Section 3 in a Gantt Chart format.

4 MONITORING EVALUATION AND LEARNING

In line with the approved AMELP, FtF IAM will routinely monitor all interventions, outputs, and direct

outcomes occurring among targeted market actors and communities. This AWP MEL Section outlines

some of the key areas of MEL the Activity will focus on in Year 2.

MONITORING ACTIVITIES

4.1.1 BASELINE DATA

Baseline Report: During Year 1, FtF IAM completed a Baseline Study and a report is due before the

end of Year 1. Baseline data was collected against some of the 16 performance indicators outlined in the

AMELP. The Baseline report will focus largely on market systems level baseline indicators.

Rolling baseline data collection: Five of the 16 indicators are collected at the MDF partner level and

FtF IAM will request baselines from each partner using online registration and baseline data collection

tools: Indicators 1, 3, 4, 7 and 10, which concern value of sales, value of investment, number of new or

better employment opportunities, number of suppliers of input and services and number of individuals

trading with the farms and firms directly supported by the Activity. Baseline data will therefore be

collected on a rolling basis with new partners for these indicators (see Indicator Table 9 in Section 4.3).

COVID-19 Impact Survey: In addition to the baseline data collected by the Activity, NAAC and FtF

IAM are collaborating on a survey and analysis that seeks to understand how agricultural enterprises

have responded to the shocks and stresses brought about by COVID-19. This will complement the

information collected during the market systems baseline during Year 1 and will also help guide the

Activity’s approach to MSR in terms of the types of risk that market actors face and how the economic

and social impacts of the pandemic have affected factors such as diversity of market actors, market actor

participation and relationships.

4.1.2 DATA COLLECTION AND MONITORING

Year 2 indicator targets will drive the Activity’s monitoring efforts focusing on routine monitoring of

partner activities with the Partnership Intervention Managers (PIMs) taking the lead in monitoring visits

and data collection with support from the MEL team. DAI Collect online data collection tools will be the

primary mechanism for collecting data and Power BI will enable the team to analyze multiple relational

databases and visualize trends and results.

Ongoing monitoring support including MEL support during data collection will be provided by the

FtF IAM technical team during implementation and or ahead of the reporting timelines through regular

monitoring visits by both the MEL and technical team.

Periodic data verification exercises/assessments during the field visits will be embedded to

ascertain data quality of the following indicators for each MDF partner:

• Indicator 1: Value of annual sales of farms and firms receiving USG assistance



• Indicator 3: Number of persons receiving new or better employment (including better self-

employment) as a result of participation in the USG-funded workforce development project

• Indicator 4: Amount of investment (USD) made by firms in transforming and upgrading of

agricultural commodities in supported business models

• Indicator 6: Number of individuals in the agriculture system who have applied improved

management practices or technologies with USG assistance

• Indicator 7: Number of suppliers of input and services offering new sales and distribution

models to end users

• Indicator 10: Number of individuals trading with the farms and firms directly supported with

USG assistance

• Indicator 15: Number of individuals participating in USG food security programs

FtF IAM partners will be trained in using the data collection tools and encouraged to report regularly on

some of the indicators above with support from the FtF IAM team.

Quarterly reporting: MDF partners will be required to report progress on a quarterly basis using

tools provided to them (namely DAI Collect online forms).

Using stakeholder perception tools: FtF IAM will track the changing trends in trust and

cooperation, quality and strength of relationships between market actors and the degree to which rules

and regulations are enforced in the market system.

FtF IAM will be consistently monitoring to check that activities being implemented are contributing to

results. This will be done by reviewing how activities fit within the causal model and whether different

aspects of the theory of change continue to hold true.

An Internal Data Quality Assessment will be conducted in Year 2 for specific indicators to check

on the quality of the Activity’s performance monitoring as outlined in the AMELP.

EVALUATIONS

In Year 2, there are no internal or external evaluations planned for the Activity. MSD interventions take

time to demonstrate systemic changes and some of the tools approved in the AMELP will be used in

later years. However, the Activity’s learning plan includes quarterly and annual strategic reviews that will

be used to informally evaluate and adapt performance. In addition, FtF IAM may consider conducting the

following complexity-aware studies to provide insight into the effectiveness of our interventions in

simulating market system change:

• Outcome Harvesting: To understand the level of attribution and impact assessment of the

MDF partnerships, outcome harvesting will be employed to analyze the degree to which

outcomes have occurred and understand how FtF IAM’s interventions contributed to that

outcome. Significant and observable outcomes to be tracked will be change in the behaviors,



relationships, actions, activities, policies, or practices of an individual, group, community,

organization, or institution that are within the sphere of Activity’s influence.

• Most Significant Change: Through a series of collaborative workshops, follow-ups, and in-

depth interviews, PIMs will collect stakeholder stories on behavioral changes in key markets

and policy actors that came about as a result of Activity interventions. This methodology will

serve to understand the contributions of the Activity to observed market or policy changes

RESULTS EXPECTED IN LINE WITH RESULTS FRAMEWORK

TABLE 9 FtF IAM PERFORMANCE INDICATOR TABLE AND YEAR 2 EXPECTED RESULTS

# Indicator Baseline

Value (B.V.)

Baseline Data

Collection Year 1 Target Year 2 Target

1 Value of annual sales of farms and firms receiving

USG assistance TBD

Rolling baseline N/A

$200,000 incr.

over B.V.

2 Number of market sub-systems with

strengthened resilience TBD

Baseline Survey 0 0

3

Number of persons receiving new or better

employment (including better self-employment)

as a result of participation in the USG-funded

workforce development project.

0

Rolling baseline

0 100

4

Amount of investment (USD) made by firms in

transforming and upgrading of agricultural

commodities in supported business models

0

Rolling baseline

$60,000 $500,000

5 Average Business Innovation Index score TBD Baseline Survey N/A N/A

6

EG 3.2-24: Number of individuals in the

agriculture system who have applied improved

management practices or technologies with USG

assistance

0

Secondary data

1,000 25,000

7

Number of suppliers of input and services

offering new sales and distribution models to

end users

TBD

Rolling baseline

0 6

8

Number of firms or market actor associations

with improved business management or

profitability as a result of USG support

0

N/A

0 40

9

Number of market actors who continue to

independently pursue activities that support the

initial agricultural market innovation/ change 12

months after initial pilot has ended

0

N/A

0 0

10 Number of individuals trading with the farms and

firms directly supported with USG assistance TBD

Rolling baseline N/A

6,000 incr. over

B.V.

11

Number of milestones in improved institutional

architecture for food security policy achieved

with U.S. Government support (EG.3.1-d)

0

N/A

0 0

12 Market Governance Norms Index TBD Baseline Survey N/A N/A

13 Change in trust and cooperation between

market actors TBD

Baseline Survey N/A N/A

14 Quality and strength of relationships among

market actors

TBD Baseline Survey N/A N/A

15

EG.3-2 Number of individuals participating in

USG food security programs

0

N/A Total: 3,000

Women: 1,250

Youth: 1,400

Total: 15,000

Women: 6,000

Youth: 4,800

16

Percentage of participants in USG-assisted

programs designed to increase access to

productive economic resources who are youth

(15-29) YOUTH-3

0 N/A 40% 40%



LEARNING

Learning interventions are presented above within Section 3.5 of the Implementation Plan as a core part

of FtF IAM strategy. In the context of our MEL approach, the Activity will dedicate time during quarterly

pause and reflect sessions to review progress on FtF IAM’s targets against each of the indicators and the

extent to which the Activity is contributing to each of the result areas. The quarterly pause and reflect

sessions will also be a time to reflect on how well the MEL tools are working for the Activity’s partners

and how FtF IAM can strengthen data collection in collaboration with its MDF partners to inform

learning around the business case or value proposition of the behavior or technology being adopted.

5 OPERATIONS AND MANAGEMENT PLAN

ROLES AND RESPONSIBILITIES

DAI Home Office Support. As the prime implementer of FtF IAM, DAI maintains overall contract

responsibility for the Activity’s technical performance; management, administrative, and financial

oversight; contracts and compliance with USAID rules and regulations; and risk management. DAI

supports implementation in close consultation with the Chief of Party (COP), who provides overall

technical leadership and oversight for field operations. In conducting its program management function,

the home office team maintains regular contact with the field, providing support to senior management

through weekly calls, emails, software collaboration tools, such as Microsoft Teams and regular short-

term technical advisors (STTA).

Field Team. All program activities are coordinated and implemented through the field team. The COP

provides overall technical leadership and oversight for field operations supported by the Deputy Chief of

Party (DCOP), the Director of Finance and Administration, MEL Advisor, Market Systems Advisor and

Gender and Youth Advisor.

The field teams are organized around field/regional offices. Each regional team will be responsible for

understanding the regional dynamics, building and strengthening partnerships with businesses in the

relevant regions, as well as providing monitoring oversight over partners operating in those regions. The

regional technical teams will all work closely with the senior technical and operations team in order to

operationalize the work plan. In order to maintain the vision of “one-Activity”, regional teams will draw

their work from one single work plan and there will be no need for regional work plans. Furthermore,

there will not be a need for separate TechnoServe or MarketShare Associates work plans. One central

work plan, coordinated by the COP, will be adopted by all.

HUMAN RESOURCES AND STAFFING

The Activity proposes to strengthen the team through a new recruitment drive; this will broaden FtF

IAM’s experience base, allow a more diverse portfolio of activities and support the existing team to

better manage the Activity.

• Communications Specialist: This position will support the CLA Advisor, MEL Advisor and

DCOP with communications strategies, branding and marking and events.



• PIM Assistants. These positions will support the technical team and provide them with

additional M&E and technical support, and they will help with budgeting, organization,

implementation and managing partners.

• Administrative and Logistics Assistants: These positions will support the Administration,

Human Resources, and Operations team by providing administrative and general office

support to the Activity. The Administrative and Logistics Assistants will also act as the front-

line for the Activity who will attend to incoming Activity communications, liaise with partners

and visitors and ensure office operations are fast attended to.

• Finance Assistant: This position will assist the Finance Manager in all aspects of the Activity’s

accounting and financial management.

• Procurement Assistant: This position will support the Procurement Officer to monitor, track

and expedite all project procurement activities and the delivery status of goods/services.

• Office Assistants: These will oversee the general cleanliness and maintenance of the office,

ensure that office premises are well kept, organize meeting areas and work as office

messengers to deliver/pick up Activity documents to and from clients, vendors, customers

etc.

ADMINISTRATION AND OPERATIONS

5.3.1 COVID-19 ADJUSTMENTS

The Activity has made considerable changes due to the COVID-19 Pandemic which began to affect FtF

IAM in the last six months of Year 1. For example, the Kampala office closed on March 20 and the team

began working from home as field trips were curtailed and Uganda locked down. However, the team

has responded strongly to the new work environment, for example by hiring and onboarding ten long-

term positions, two STTAs and by identifying and leasing two of the three proposed field offices. While

working remotely, staff have been provided with the necessary equipment, such as computers,

peripherals, printers, stationary and key software. The latter includes Microsoft Teams and WebEx

Meetings which enables team collaboration and virtual meetings to continue within IAM and crucially,

with new partners being brought on board. FtF IAM, in collaboration with DAI’s home office Activity

Management Team, Human Resources and Global Security, will continue to respond professionally,

safely and robustly to the pandemic by continually assessing the situation, adapting and changing our

response. An Activity-specific Risk Assessment Tool has been developed which incorporates DAI’s Best

Practices Guidelines in response to the pandemic. Currently, FtF IAM is preparing for phase 1 of re-

opening (see Table 10).

TABLE 10 DAI PANDEMIC PHASES



Linked to this, FtF IAM anticipates continuing to work from home for the foreseeable future and is

taking the necessary steps to allow the team to work effectively and deliver on the AWP.

5.3.2 FIELD OFFICES

FtF IAM’s Kampala Office will support an additional three regional field offices in Gulu, Mbarara and

Mbale. Originally, FtF IAM planned to have two regional offices in Gulu to facilitate work in northern

and eastern Uganda and Mbarara to support activities in southwestern Uganda. However, Karamoja, a

key area for the Activity is not easily served from Gulu, hence the need for an additional field office in

Mbale to support the region. In terms of staff capacity, each office will comprise two PIMs, two drivers,

one finance and logistics officer and one Office Assistant. Currently, FtF IAM has identified and signed

lease agreements for the Mbarara and Gulu offices and are finalizing the process to identify and lease the

Mbale regional office.

Field office teams perform many of the same functions as the Kampala-based staff but are able to

develop stronger relationships with local government and offices (e.g. UNBS regional offices) and can

perform more effective monitoring and evaluation with partners. To the extent possible, PIMs are

assigned to MDF partners operating in their region, which also helps strengthen the relationship

between the Activity and the partner. PIMs and Partnership Assistants offer critical management support

in the field to a small procurement, grants and MEL team based in Kampala and will support stronger

communications strategies and event planning.

5.3.3 EQUIPMENT AND LOGISTICS

The FtF IAM Activity received disposed equipment from POA and the FtF Uganda Youth Leadership for

Agriculture Activity (YLA). This included vehicles, generators and office equipment, such as printers.

Coupled with the pandemic, further large-scale procurements, including a further two vehicles, are on

hold until all field offices are open and in-country travel is safer.



In the interim, the team is sourcing equipment, such as furniture, for the field offices and have

prequalified vendors for items such as office supplies and stationery, which will reduce the

administration burden for repeat purchases considerably.

MDF MANAGEMENT

As presented in Section 2 Technical Approach, FtF IAM will use MDF resources to facilitate entry into

new markets in order to incentivize investment, resulting in more expanded and inclusive market

opportunities and services for Ugandan agriculture.

5.4.1 MDF MECHANISMS

FtF IAM uses a range of tools based on its partnering strategy. The MDF will be composed of co-created

and co-financed performance-based grants, subcontracts, and technical assistance through deal notes on

a case-by-case basis. Table 11 below provides a basic description of each and a summary of the

processes followed.

TABLE 11 MDF MECHANISMS

DEAL NOTES (MOUS) SUBCONTRACTS GRANTS

COMMUNICATIONS &

LEARNING

DESCRIPTION Term coined by DAI

for a short, iterative

MoU. Can be signed

with private actors or

GoU. Enables FtF IAM

to provide direct

technical assistance.

Deal notes cannot be

used to give money.

Provide services on

behalf of the Activity.

Good for business

service provision and

technical assistance

across multiple

beneficiaries.

Usually deliverables

based (Pay-for Results,

shared risk).

Can be cash (for

achievement of

milestones or cost-

reimbursement) or in-

kind (i.e. DAI procures

goods/services and gives

them to grantees)..

Share learning across

development actors.

Build demand for goods

and services. Crowd in

other firms or individuals

to replicate behaviors or

models. Inter-partner

business and

collaboration

opportunities.

PROCESS Open and fair selection

process through

networks, events and

stakeholder mapping.

Co-design scope of

partnership and

technical assistance.

FtF IAM procures

consulting services or

other support directly.

Activity designs terms of

reference. Competitive

procurement to select

service provider.

Service provider

collaborates with FtF

IAM on beneficiary

selection. Service

provider delivers

support to beneficiaries.

DAI follows a USAID-

approved grants manual

in order to issue a

grant. DAI develops

terms of the grant

solicitation.

DAI competitively

selects grantees and

monitors performance.

Cost may be built into

budgets for any

mechanism or delivered

directly by FtF IAM.

5.4.2 PROGRESS TO DATE

The following Year 1 MDF partnering strategies will contribute to Year 2 Interventions:

• Pre-identified grantees from the proposal. BiD Network, aWhere, and Tulaa - were

identified and planned to kick-start their activities by the end of Q2. The process of on-

boarding them has been delayed due to the emergence of the COVID-19 epidemic. Tulaa is

on hold as the company undergoes an acquisition.

• COVID-19 Expression of Interest (EOI). Solicited market actor ideas on how to address

the economic impacts of the pandemic on Uganda’s agricultural market systems. FtF IAM

awarded four subcontracts: NAAC, Ntuha, Agilis Partners, OCA, and Talanta Finance.



• A General Request for Applications (RFA) was publicly advertised in the public media to

call for applications to facilitate agricultural-led inclusive economic growth in the four ZoI

Regions of Karamoja, Northern, Southwestern and Eastern Uganda. Seventy-six applicants

responded and five were selected for the first round of grant negotiations. Another six will

begin negotiations and codesigning at the end of Year 1.

• The technical team started a Deal Note pipeline of potential partners who may be strong

partners under Deal Notes, whereby FtF IAM can start with further analysis and technical

assistance prior to considering a larger award. Some of the applicants on the General RFA as

well as some of the market actors interviewed as part of the Market Systems Assessment are

included in this Deal Note Pipeline.

See Annex B, which provides the funding position for the grants and Annex C, which provides an

overview of active and upcoming grants for more details on the current MDF Portfolio and Pipeline.

5.4.3 YEAR 2 MDF MANAGEMENT ACTIVITIES

5.4.3.1 INTERNAL TASKS

• Regular bi-weekly meetings with technical teams. These meetings will continue to promote

collaboration between the teams to ensure all technical activities are implemented according

to their stipulated timelines and financial commitments, to provide compliance and regulatory

advice and ensure activities are developed in an effective and efficient manner.

• Review and update of grants and subcontracts files to ensure all processes and procedures are

up to date for ease of tracking implementation and funds flow.

• Impact assessment of grants. The Grants team will collaborate with M&E and technical teams

to conduct impact assessment visits to grantee projects to verify their compliance and analyze

their impacts in relation to their respective target indicators.

5.4.3.2 EXTERNAL TASKS

• Grant kick-off meetings with new grantees to provide targeted induction on USG regulations

and Hub’s requirements, expectations and to foster relationships.

• Conduct monitoring of the on-going grants in liaison with both the technical and M&E teams

to capture lessons learned, ensure compliance with grant agreements and realize targeted

grants results. Continue to serve as a supportive resource in navigating compliance, financial

and operational issues.

• Hold meetings with prospective grantees to complete the grants co-creation process for

integrating of new grantees onto the project.

6 FINANCIAL MANAGEMENT PLAN

FtF IAM plans to reinforce its finance team through the recruitment of Field Office Finance and Logistics

Assistants as well as the Kampala Office Finance Assistant. These positions will allow the Finance



Manager to concentrate deeper on financial compliance, managing the Activity’s budget pipeline and

streamlining systems and processes, for example by utilizing mobile money platforms. In collaboration

with the home office Activity Management Team, FtF IAM will track and monitor monthly projections

against actual spending to better manage cash flow, maximize spending on technical activities and

maintain a burn rate that meets Activity expectations.



ANNEX A -1 INTERVENTIONS AND TASKS GANTT

CHART (COSTED)

The Gantt Chart in Table 14, below, lists the tasks needed to be completed in order to implement the

interventions. As introduced in Section 3, each intervention follows a series of tasks that enables the

Activity to codesign activities with partners. The specific way in which partners are going to achieve the

proposed changes in the interventions are detailed in partnership agreements funded under deal notes

with direct project assistance, grants or subcontracts. The roles and responsibilities are as follows:

• The Technical Team, led by the COP, DCOP and Market Systems Advisor, develop partnering

strategies for how the project will identify and select the critical market actors needed for the

intervention to be successful. This may be an RFA (grant), RFP (subcontract) or EOI for deal

notes or consultants (technical experts and service providers).

• The assistance provided by FtF IAM starts at the codesign phase. Once a partner is selected,

the DCOP assigns a PIM to manage the codesign process and monitor the partnership. This

may involve providing technical assistance directly to the partner during the codesign phase in

order to refine the activities funded by the project, complete market analysis and financial

modeling, introduce new concepts and business model ideas, etc.

• The PIM engages with the MEL team, including the Learning Advisor and GEYSI Advisor,

during codesign on how to monitor and measure the results of the codesigned interventions

to analyze how the partner could contribute to GEYSI objectives using the GEYSI Framework

and Scorecard and set targets for the partnership.

• The partnership is formalized under a program description or scope of work that forms the

basis for a deal note, grant agreement or subcontract with the partner. The PIM will

collaborate with the operations team to prepare the documentation required for each

mechanism and initiate the procurement or recruitment process for the technical assistance

needed (e.g. Under a deal note, FtF IAM may commit to offer the services of a consultant,

which the PIM will help recruit).

• The DCOP and Market Systems Advisor provide support during the codesign phase. The

DCOP reviews the partnership agreements prior to submission to the COP. Upon COP

approval, the grant, procurement and recruitment processes may be finalized and funds may

be committed, subject to the required USAID approvals.

Current PIM assignments are presented in Table 12 below. These assignments are allocated in such a

way so as to enable each and every PIM to gain experience and develop skills for managing various

partners in a range of activity areas. During the second year of the Activity’s implementation, a key

outcome expected is that each and every PIM will have had an opportunity to manage a number of

partners and activities across the whole portfolio in order to understand the unique dynamics and

business models adopted in each sub-market.



TABLE 12 PARTNERSHIP INTERVENTION MANAGER ASSIGNMENTS

PARTNERSHIP INTERVENTION MANAGER AND PARTNERS MECHANISM STATUS

John Rachkara

National Alliance of Agricultural Cooperatives (NAAC) Subcontract (6) Signed/In Progress

Kenneth Nkumiro

Agilis Partners (Asili Farms and the Joseph Initiative) Subcontract (6) Signed/In Progress

Ag-Ploutos Company -Uganda Grant (2) Budget Finalization

Bid Network Grant (6) Signed/In Progress

Dinners Group Deal Note (1) Pre-award/Negotiation

Molly Olwoch Ajok

iProcure Grant (1) Pre-award/Negotiation

Oasis Agribusiness (U) Limited Grant (3) Internal Review

Talanta Finance Subcontract (6) Signed/In Progress

Ronald Byakika

African Fertilizer and Agribusiness Partnership (AFAP) Grant (2) Budget Finalization

aWhere Grant (6) Signed/In Progress

Open Capital Advisors (OCA) Subcontract (6) Signed/In Progress

Ortus Capital Africa Grant (1) Pre-award/Negotiation

Gloria Okello

Asigma Capital Advisory Services Ltd Grant (3) Internal Review

Golden Bees Grant (1) Pre-award/Negotiation

Nyekorac Community Farmers’ Co-operative Society Ltd (NRCFCS) Grant (1) Pre-award/Negotiation

Lydia Kutegeka

BRAC Social Business Enterprises (U) LTD (BSBE) Grant (3) Internal Review

Ntuha Subcontract (6) Signed/In Progress

The Edge Trading Grant (1) Pre-award/Negotiation



TABLE 13 GANTT CHART8

ILLUSTRATIVE TASK MONITORABLE

DELIVERABLE

2020 2021 EST. BUDGET

(YEAR 2

FORECAST) Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

3.1 REGULATORY CAPACITY IMPROVEMENT FOR GOU AGENCIES

3.1.1 AGRO-PROCESSORS, TRADERS AND EXPORTERS HAVE ACCESS TO STANDARDIZATION AND CERTIFICATION SERVICES FROM

UNBS

Hold discussions with Kampala and regional

offices of UNBS (Lira, Mbale, Gulu and Mbarara)

and develop draft deal note/MOU with UNBS

Draft scope of support

Identify key UNBS incentives and capacity gaps

that align with FtF IAM approach

Signed Deal Note(s)/MOU(s)

with UNBS

Develop scope of work for consulting services in

line with tasks under MOU (either RFP or

consulting agreement); may include PFS providing

assistance on food safety standards to UNBS

This will define the scope of

technical assistance needs and

develop a plan for

collaboration events with the

private sector

Launch support under MOU partnership Identified and engaged

consulting services

Identify private laboratory service providers and

liaise with UNBS to build capacity of the service

providers and accredit more private service

providers

Meeting Report/deal notes with

laboratories

Monitoring and adapting scope of work under

UNBS partnership based on lessons and analysis.

Consultant deliverables and

Activity monitoring

Hosts events with sector stakeholders to

highlight changes in rules or practices and

resources available

Meeting Report

3.1.2 GOU AND PRIVATE SECTOR COLLABORATE TO ADDRESS COUNTERFEIT INPUT CHALLENGES

Finalize and sign grant agreement with AFAP to

complete early analysis and provide capacity building support to GoU

Signed grant

8 The costed gantt chart is based on illustrative figures. FtF IAM will track and report all expenses against the official budget provided in section B.4 of the FtF IAM contract.




DELIVERABLE


(YEAR 2


Host discussions with MAAIF CIRD and input

sector stakeholders to identify key incentives and

capacity gaps aligned with FtF IAM approach

Meeting notes and draft scope

of partnership

Develop MOU/deal note with MAAIF CIRD, in

collaboration with ISSD Written agreement with CIRD

Host meeting(s) between AFAP and key GoU

agencies to define first step and analysis process

Meeting report and

recommendations

Complete an initial analysis of the counterfeit

issues in partnership with AFAP and GoU

Internal analysis and design

document.

Identify and codesign the appropriate resources

to support CIRD (external consultancies, possible

ongoing advisors, etc.)

Second deal note or tasks

under MOU

Design exchange visits for key GoU officials (ex.

Kenya)

Report out and

recommendations

Co-design specifications for an upgraded product

registration and certification platform based on

analysis and exchange visit, preparing in Y3 to co-

fund establishment of system if GoU makes

commitments to staff and maintain it.

Deal note/task under MOU;

Draft scope/specifications for

platform

3.2 STRENGTHENING MEMBER-BASED ASSOCIATION SERVICES

3.2.1 MEMBER BASED ASSOCIATIONS DEMSONTRATE IMPROVED CAPACITY TO ENGAGE WITH MARKET ACTORS IN AND PROVIDE

VALUED SERVICES TO THEIR MEMBERS

Develop shortlist of high-potential cooperative

and associations based on responses received by FtF IAM to COVID-19 EOI, RFAs, other

development partner collaboration discussions;

Excel list and online

registration of cooperatives

(through DAI Collect)

Host meetings (1-3) with groups of cooperatives

and associations, as well as business and GoU

stakeholders, to develop concept note for

cooperative capacity building program.

Meeting notes and draft

concept note

Meet with NARO and MAAIF National Crop

Certification Service Department (under CIRD)

to discuss interventions to build business and

technical capacity of QDS suppliers

Meeting notes




DELIVERABLE


(YEAR 2


Codesign draft concept note with selected

cooperative leadership, service providers, input

suppliers and buyers – by sector- to develop

RFP(s) for business support services and agree on

contributions of buyers and cooperatives.

Draft concept note shared with

consultants and cooperatives

who have expressed interest.

Complete needs assessment for industry

associations

Consultant deliverables and

assessment

Based on concept note, develop EOI to identify

technical service providers interested in

supporting producer organizations and

cooperatives on a commercial basis

EOI and shortlist of potential

local service providers

Develop and release EOIs for high potential

cooperatives/associations to self-select into the

programs offered by FtF IAM

EOIs (2-3): producer/marketing

associations; seed supplier

groups; and industry

associations (seed, traders and

transporters)

Finalize terms of capacity building program

(includes list of cooperatives and service

providers)

Final concept note with terms

offered to consultants and

cooperatives on joint risk and

cost sharing of support;

list of selected

cooperatives/associations

Completed RFP and procurement for business

advisory firm(s) that will support capacity building

of consultants (service providers) working with

cooperatives: seed cooperatives and/or marketing

cooperatives.

Subcontracts with business

advisory firms providing

capacity building support to the

consultants who are working

with the cooperatives (offering

tools, building models, coaching

etc.)

Launch capacity building program for consultants

and cooperatives (with potential P4R grants for

those participating in capacity building).

Early deliverables under

subcontract(s)

Monitor delivery of consulting services Quarterly Activity monitoring

reports

Business advisory firm completes financial analysis

of seed multiplication business model and

marketing cooperative business models with

recommendations for adapting and scaling to

more seed producers.

Final subcontract deliverables

will assess the business case for

the consultants to market

these services to more




DELIVERABLE


(YEAR 2


cooperatives and how to adapt

the program.

Finalize grant with Nyekorac Community

Farmers’ Co-operative Society Ltd (NRCFCS) Grant agreement

Monitor Nyekorac grant performance Grand deliverables and

quarterly Activity monitoring

3.3 INCLUSIVE INVESTMENT BY AGRIBUSINESS AND AGRO-INDUSTRY FIRMS

3.3.1 AGRO INPUTS SUPPLIERS SELL MORE IMPROVED TECHNOLOGIES AND SERVICES THROUGH INCLUSIVE DISTRIBUTION

MODELS

Finalize grant agreements for partners selected in

Year 1 with iProcure, BRAC, Oasis Agribusiness

and Ntuha; provide technical assistance on

financial modeling and scenario planning

Signed grant agreements;

financial modeling tools (if

applicable)

Monitor and share learning from partnerships

with agro-input suppliers testing new distribution

and retail models

Grant deliverables and

quarterly Activity monitoring;

field visits to partner

intervention sites

Release call for private sector partnership

through short list of potential partners;

Online registration completed

and screened by PIMs

Co-design deal notes with agro-input suppliers

and distributors such as Acila Enterprises, Bayer

and others interested in investing in joint

marketing, private extension and CRM with

retailer and agents (with support from AFAP)

Deal notes with input suppliers

Design SOWs for direct assistance provided to

agro-input partners under deal notes

Completed procurements/

recruitment for TA offered

under deal notes

Monitor, assess and share learnings on the

business case for joint-marketing and private

extension models

Consultant and subcontract

deliverables and quarterly

monitoring; field visits to MDF

partner intervention sites

Identify service providers who have long-term

interest in continuing to serve these clients (ICT,

digital solutions, marketing companies, etc.)

Concept note for how to

support long term service

delivery to agro-input industry

Host breakfast session with input suppliers for

lesson and experience sharing Meeting report and feedback




DELIVERABLE


(YEAR 2


3.3.2 AGRO-PROCESSORS, BUYERS AND AGGREGATORS INVEST IN UPGRADING AND QUALITY IMPROVEMENT TO SERVE HIGH

VALUE MARKETS

Finalize grant agreements with Ag Ploutos, The

Edge Trading, Golden Bees (and other potential

waitlisted partners identified in Year 1); provide

technical assistance on financial modeling and

scenario planning.

Signed grant agreements;

financial models (as applicable)

Monitor Agilis (Joseph Initiative) response to COVID-19 (providing embedded capacity building

to suppliers to address productivity)



Release call for private sector partnership

through short list of potential partners;

Online registration completed

and screened by PIMs

Discuss deal notes with Lira Resorts, Mountain

Harvest, Amagara, Olam, Diners Group, Aponye,

Agroways and other potential premium buyers

outside the grant mechanism

Meeting notes; firms registering

as partners through DAI

Collect

Complete needs assessment of agro-processors and traders and mapping potential consultants and

local service providers (TNS/PFS)

External consulting scope in

partnership with PFS.

Identify advisory service providers able to

support firms under deal notes on market

analysis, improved utilization of assets, supply

chain management, investment in value addition

upgrades and diversification

Shortlist of individuals and

firms

Host co-design session with service providers,

PFS and potential clients to inform an RFP

Meeting notes and

recommendations

Work with selected service providers and PFS to

support pipeline of firms towards quality

improvement using QC structures and task

orders for each firm

Signed subcontracts and/or

consultancies

Develop SOWs for technical assistance provided

under deal notes for premium buyers seeking to improve quality and supply chain relationships;

PFS identifies high potential firms to provide

additional technical assistance; PFS may also

support local service providers to improve

services offered

SOWs and signed agreements

for TA for buyers




DELIVERABLE


(YEAR 2


Develop analysis framework for assessing the

business case for embedded services (non-cash

incentives and cash incentives) provided to

farmers/aggregators, including looking at making

the business case for inclusion

Framework tool that FtF IAM

will work businesses on at the

beginning and end of the

season to estimated costs and

ROI and evaluate outcomes

against the projections

Monitor MDF buyer partnerships Grant deliverables and


Host breakfast session high value processors,

service providers and PFS for sharing lessons and

experiences

Meeting report and

recommendations

3.3.3 FINANCIAL SERVICE PROVIDERS EXTEND SERVICES TO UNDERSERVED MARKETS

Monitor Talanta Finance COVID 19 response and

expansion of digital services



Engage with selected FSPs to expand agency

banking and agricultural lending products; develop

joint approaches for risk sharing for expanding

financial services

Recommendations for scope,

targets and eligibility criteria

for firms seeking to expand

services

Develop performance-based RFP for banks and

financial institutions to:

- Expand agency banking

-Support the development or marketing of

products that are designed for agricultural sector

-Support testing or scaling of business models

that enable FSPs to more cost effectively reach

new clients

Signed contracts with FSPs

with negotiated pay-for-results

milestones around financial

service provision

Monitor performance-based subcontracts with

FSPs for results

Deliverable monitoring, data

verification and quarterly

performance reports

Develop multi-party partnerships with

processors/ buyers and input suppliers using

forward contracting to expand value chain

financing through FSPs

Activity reporting and written

agreements (such as MOUs)

between multiple parties

3.3.4 TRANSACTION AND CAPITAL ADVISORY SERVICES

Codesign and finalize negotiations with Ortus

Capital and Asigma Capital Advisory to expand Signed grant agreements




DELIVERABLE


(YEAR 2


business development and advisory services to

new agribusiness clients.

Finalize collaboration with new funding

mechanism being developed by Mastercard

Foundation and Amani Capital Partners

Deal note/MOU with

Mastercard Foundation

Design RFP for transaction advisory services to

target SMEs with investable models; includes a

focus on GLI and inclusive business.

RFP with TOR aligned with the

SMEs targeted under Year 2

Work Plan

Review and evaluate proposals from advisory

firms and codesign final partnership with targets

for types of firms/investment, value of

investments and number of deals.

Performance based

subcontracts with 1-3 advisory

firms

Monitor performance-based subcontracts and

grants with transaction advisors

Deliverable monitoring, data verification and quarterly

performance reports

Leverage work by OCA to disseminate lessons

learned and scale use of financial scenario

planning tool

Stakeholder event report(s)

and recommendations

3.4 CROSS-CUTTING INTERVENTIONS AND SUPPORT

3.4.1 SOCIAL INCLUSION

Complete GEYSI staff training and orientation on

Framework and index tool for MDF partnership

Final GEYSI manual and training

materials.

Complete initial screening and scoring of MDF

partnerships using GEYSI framework and index

tool

Continuous; index score

baseline and updated midway

and at completion of

partnership

Design partner-specific technical assistance

support to achieve partner-specific GEYSI

objectives

GEYSI scorecards; GEYSI

technical assistance under

consultants and grants

Review portfolio to identify common technical

assistance needs across partners; fund and deliver

TA as necessary using grants or subcontracts to

reach multiple partners

MDF partnerships(s)

Complete procurement through RFPs to deliver

GEYSI TA across partners

Signed subcontracts and/or

consulting agreements




DELIVERABLE


(YEAR 2


Monitor technical assistance delivered to MDF

partners on GEYSI and change in the GEYSI

scorecard

Changes in GEYSI index score

demonstrated using spider

graphs

Identify 2-3 behavior changes that would address

gender norms and rules

Draft scope of work/program

description for BCC

Identify required behavior change and solicit

applications from service providers to develop

behavior change communications around the 2-3

behaviors identified

Signed agreement with selected

service providers

Monitor BCC work Deliverables and activity

monitoring

Host breakfast session on Making the Business

Case for GEYSI (may be in Q1 Year 3)

Complete a Joint analysis of market opportunities

and constraints and identify technical assistance

focused on improving access to services and

building capacity for market engagement by

marginalized groups

Internal joint analysis

1-2 MDF partnership interventions in refugee

communities focused on building capacity in

collaboration with local actors/programs.

RFA or other partnership

mechanism developed based

upon results and scope from

joint analysis

3.4.2 MARKET SYSTEMS RESILIENCE

Complete NAAC COVID-19 impact survey and

support analysis of results in terms of MSR NAAC deliverables and report.

Complete policy dialogues through NAAC based

on analysis and recommendations of study

NAAC deliverables on policy

and reports from

events/meetings

Develop RFA for building market systems

resilience, particularly in higher risk/affected areas

(note this may tie into cooperative capacity

building 3.2.1 and the joint analysis of marginalized

communities under 3.4.1)

Draft RFA or other solicitation

for partnerships

3.4.3 ENVIRONMENT AND SUSTAINABLE INVESTMENT




DELIVERABLE


(YEAR 2


Complete staff training on EMMP Training slides and attendance

records

Complete ongoing EMMP screenings for MDF partnerships

Identify MDF partnership at the nexus of food

security, energy and environment

EOI/RFP to identify partners

and technical assistance

3.5 COLLABORATION LEARNING AND ADAPTATION

CLA INTERVENTIONS

Pause-and-reflect sessions Slides and meeting notes

2 learning studies focused on GEYSI (see Section

3.5.4 Inclusion Lenses for CLA Interventions)

Short external studies

presented through donor

collaboration platforms.

Annual learning events Event report

USAID Economic Growth Sector Meetings N/A

“Fastfeedback” quick response surveys (MDF

partner-level reflection and learning)

These have been built into the

earlier tasks around the

frameworks and analysis

testing.

3.6 EVENTS AND COLLABORATION

3.6.1 LAUNCH EVENTS

FtF IAM Virtual Launch Event Event report

MDF Partner Launch Events Press releases and event

reports

3.6.2 ACTIVITY COMMUNICATIONS

Success Stories Submitted in QPR: 2 per

quarter




DELIVERABLE


(YEAR 2


Website Launched and published online

platform.

Social Media Posts Ongoing

4 MONITORING, EVALUATION AND LEARNING

Support partners to register through DAI Collect DAI Collect registration forms

(developed in Year 1)

Support partners to develop MEL targets for

MDF partnerships

MEL targets and key

performance metrics in

milestones tables (est. 20-35 in

Year 2)

Develop DAI Collect data collection form for

internal MEL targets through DAI Collect

Submission of targets for all

MDF partners (est. 20-35 in

Year 2)

Provide training to MDF partners on use of DAI

Collect baseline data collection form and

quarterly data collection form

Rolling baseline data collected

through DAI Collect

Complete relational database analytics in Power

BI for MDF partners

MEL Dashboards and Power BI

graphics; adapt quarterly

Visualize NAAC data and analysis using Power BI COVID-19 Study Power BI

Graphics

Support partners to submit quarterly

performance data through DAI Collect

Data collected quarterly

through DAI Collect

2-3 learning and adaption discussions with the

MDF partners Learning tool or other analyses

Complete data quality audits on partner

submitted data

Adapted USAID Data Quality

Checklist

Complete virtual and in-person monitoring visits

(ex. Virtual where partner has online platform

and can showcase online; in-person to verify field-

based interventions) in collaboration with PIMs

Trip reports; deliverable

review forms




DELIVERABLE


(YEAR 2


Adapt 1-3 stakeholder perception tools that track

the changing trends in trust and cooperation,

quality and strength of relationships between

market actors and the degree to which rules and

regulations are enforced in the market system

Draft tools

Test stakeholder perception tools through 3-5

MDF partners Data collected

Present initial findings at Q3 Pause and Reflect to

inform Year 3 work planning.

Pause and Reflect session

presentation and QPR.

5 OPERATIONS AND MANAGEMENT

Labor (LTTA and STTA) Ongoing

Travel Ongoing

Allowances Ongoing

Program Support Costs Ongoing

Procurement Ongoing

Indirect Costs Ongoing



ANNEX A-2 INTERVENTION CONTRIBUTIONS TO RESULT AREAS TABLE 13 CONTRIBUTION OF INTERVENTIONS TO RESULT AREAS

INTERVENTION RESULT AREA 1 RESULT AREA 2 RESULT AREA 3 RESULT AREA 4 RESULT AREA 5

Increased commodity

transformation and

upgrading

Increased and equitable

use of quality inputs and

services

Market actors profitably

engage in the agricultural

market

Strengthened

implementation and

enforcement of rules and

regulations

Increase firm-to-firm and

firm-to-farmer

relationship

3.1 REGULATORY CAPACITY IMPROVEMENT FOR GOU AGENCIES

3.1.1 Agro-processors,

traders and exporters have

access to standardization

and certification services from UNBS

Processors invest in

standards upgrading as

a result of higher

quality services provided by UNBS and

due to increased

incentive to comply

with national and

regional standards.

FtF IAM identifies priority

areas for improving

standards and certification

services offered by GoU; builds initial capacity at

UNBS regional offices and

UNBS take initial steps to

accredit more private

laboratories and

certification service

providers to enter market

(ex. Reco Industries &

Chemiphar).

Processors with interest in

targeting higher value

markets participate in

discussions with UNBS on underlying constraints, and

the cost of the current

system on productivity

and profitability.

FtF IAM and UNBS

develop MOU around

what is needed to

improve information sharing and enforcement

of quality standards; FtF

IAM (through

consultants) provides

technical assistance to

UNBS and private food

laboratory providers.

Higher value markets will

(in later years) incentivize

processors to invest in

the supply chain.

3.1.2 GoU and private

sector collaborate to

address counterfeit input

challenges

FtF IAM avails TA to

provide evidence-based

understanding of the

institutional capacity of the

industry associations to

deliver quality inputs to

farmers through their

member-networks.

FtF IAM and AFAP

support GoU line

ministries to improve the

regulation and

governance of agricultural

inputs through a levy

system and online

registration of ag-inputs.

FtF IAM partners with

Anti-Counterfeit

Network to advance

agricultural policy

advocacy by creating a

mechanism for sustaining

a public-private policy

dialogue for fighting

counterfeits.

3.2 STRENGTHENING MEMBER-BASED ASSOCIATION SERVICES

3.2.1 Member based

associations have capacity to

Associations offer

members access to

FtF IAM provides technical

assistance to associations

Under AFAP partnership,

FtF IAM builds industry

Improved capacity that is

associated with greater




Increased commodity

transformation and

upgrading



services



market

Strengthened

implementation and


regulations


firm-to-farmer

relationship

engage with other market actors to provide services

to their members

improved inputs and services by strengthening

financial management,

more efficient operations

(including digital record

keeping) and linkages to

input and service

providers, financial

institutions and buyers.

and cooperatives to assess the profitability of their

operations and member

services and works with

buyers to offer more

imbedded services and

shared revenue

contracting agreements

with cooperatives.

associations’ capacity to engage with government

and offer higher quality,

member services that

contribute to increased

association revenue and

sustainability.

transparency and access to stronger market

opportunities will build

farmer-to-farmer trust.

3.3 INCLUSIVE INVESTMENT BY AGRIBUSINESS AND AGRO-INDUSTRY FIRMS

3.3.1 Agro inputs suppliers

sell more improved

technologies and services

through inclusive

distribution models

7-10 inputs suppliers will

test new distribution

models and technology

platforms to supply

underserved markets.

7-10 market agro-input

suppliers will invest in

improving their business

models through MDF

grants and deal notes.

iProcure scales entry into

the Ugandan market with

MDF grant; new or

improved ICT/digital

distribution and sales

systems increase

traceability and

accountability for input

suppliers and

distributors; improved

services incentivize

farmers to buy from

reputable vendors.

Agro-input platforms

bring together multiple

actor consortiums

(buyers, suppliers, service

providers, including

financial services) to

complete more cost-

effective and accountable

transactions.

3.3.2 Agro-processors,

buyers and aggregators

invest in upgrading and

quality improvement to

serve high value markets

FtF IAM through TNS

and PFS supports

sector level training for

processors working in

grains and agro food

processing; PFS offers

technical assistance to

high capacity

processors to define

upgrades and

certifications required.

Under MDF grants and

deal notes, buyers and

processors invest in

offering embedded

services (extension, inputs

on credit, logistics,

mechanization, etc.) to

their suppliers in maize,

coffee, sesame, honey and

other value chains.

FtF IAM and its MDF

partners analyze the

business case for

investments in higher

quality markets.

Processors expand use of

digital supply chain CRM

tools and establish

stronger cash and non-

cash incentives for

farmers under forward

contracting agreements,

working through

cooperative and other

forms of preferred buyer

groups.

3.3.3 Financial service

provides extend services to

underserved markets

FtF IAM will support

partners (mainly

through BDS under

3.3.4) to access

FtF IAM provides

performance-based

contracts (competed

through RFP) with financial

Longer-term results from

access to finance as

partners demonstrate

value through provision




Increased commodity

transformation and

upgrading



services



market

Strengthened

implementation and


regulations


firm-to-farmer

relationship

working capital and trade financing. Some

processor might also

attract investment

finance through Bid

Network Platform.

institutions to strengthen value chain financing for

farmers engaged under

contracts; may also

support (1-2) under deal

notes with technical

assistance.

3-5 FtF IAM input and

services partners (ex.

Oasis, iProcure, Ag

Ploutos) offer links to

financial services over ICT

platforms to enable

farmers to access credit to

buy inputs and small

equipment.

of links to financial services and enable

clients to pay for goods

and services on credit.

3.3.4 Transaction and capital

advisory services

Year 1 advisory partners (Bid Network, OCA, Ortus, and Asigma) and others

identified through Year 2 RFPs, build capacity of agri-SMEs to attract capital and

financing needed to make longer term investments in agro-processing and scale

input and service supply (deals closed end of Y2 into Y3); advisory services will also

focus on how to mitigate COVID-19 risks and adapt operations in response.

PERFORMANCE MONITORING

Outcomes Indicator 4: Amount

of investment (USD)

made by firms in

transforming and

upgrading of

agricultural

commodities in

supported business

models ($500,000)

Indicator 6: EG 3.2-24:

Number of individuals in

the agriculture system

who have applied

improved management

practices or technologies

with USG assistance

(25,000)

Indicator 7: Number of

suppliers of input and

services offering new sales

and distribution models to

end users (6)


firms or market actor

associations with

improved business

management or

profitability as a result of

USG support (40)


individuals trading with the

farms and firms directly

supported with USG

assistance (6,000)

Indicator 11: EG.3.1-d

Number of milestones in

improved institutional

architecture for food

security policy achieved with USG support (0 in

Y2; working toward 2

milestones in Y3)

Indicator 13: Trust and

cooperation between

market actors

Indicator 14: Quality

and strength of

relationships

Impact Indicator 1: EG 3.2-26 Value of annual sales of farms and firms receiving USG assistance ($200,000 incr. over B.V.)




Increased commodity

transformation and

upgrading



services



market

Strengthened

implementation and


regulations


firm-to-farmer

relationship

Indicator 3: Number of persons receiving new or better employment (100)

Indicator 16: Percentage of participants in USG-assisted programs designed to increase access to productive economic resources who are

youth (15-29) YOUTH-3 (40%)



ANNEX B MDF FINANCIAL POSITIONS TABLE 14 FUNDING POSITION FOR GRANTS

NO. DESCRIPTION AMOUNT IN USD

a Total amount in the approved budget for grants under contract

b Total value of grants awarded to date

c Total value of grants pending USAID approval

d Total value of grants in the pipeline

e Total value of grant funds pending de-obligation

f Total value of grant funds available

TABLE 15 FUNDING POSITION FOR SUBCONTRACTS

NO. DESCRIPTION AMOUNT IN USD

a Total value of subcontracts awarded to date

b Total value of subcontracts pending USAID approval

c Total value of subcontracts in the pipeline



ANNEX C MDF PORTFOLIO AND PIPELINE TABLE 16 GRANT PORTFOLIO AND PIPELINE

NO NAME OF PARTNER PURPOSE DISTRICTS STATUS

MARKET SYSTEM

(SCOPE)

1 aWhere, Inc. Agricultural meteorological

information services

Eastern,

Northern, South

western and

Karamoja

Pending

USAID

approval

Weather forecasts

2 BiD Network Investment transaction advisory

services for market actor

organizations

Eastern,

Northern, South

western and

Karamoja

Negotiation

of program

statement

Financial

technology

services

3 Tulaa Financial technology services for

linking smallholder farmers with

other market actors

Eastern,

Northern, South

western and

Karamoja

Process

stopped

Financial

technology

services

3 African Fertilizer and

Agribusiness

Partnerships (AFAP)

Support for capacity building of

inputs market associations and

regulatory reform for quality

agricultural inputs in Uganda

Eastern,

Northern, South

western and

Karamoja

Negotiation

of the budget

Agricultural inputs

4 Ag-Ploutos Company,

Uganda

Building a sustainable supply chain

of sesame

Eastern,

Northern and

Karamoja

Negotiation

of the budget

Agricultural inputs

5 Asigma Capital

Advisory Services

Development of digital cost-

tracking tools for agribusinesses’ production optimization and as a

pathway to remotely delivering

BDS

Eastern,

Northern, and Karamoja

Negotiation

of the budget

Business

development services

6 Brac Social Business

Enterprises

Tackling poor supply chain among

vulnerable farmers caused by

COVID-19 crisis to support food

security in Uganda

Eastern, and

South western

Negotiation

of the budget

Supply chain

management

7 Oasis Agribusiness (U)

Ltd.

Inclusiveness to quality

agricultural inputs, equipment and

real time linkages of agricultural

services and markets’ providers

to farmers

Northern and

Karamoja

Negotiation

of the budget

Agricultural inputs

8 Golden Bees Commercial Beekeeping for

enhanced livelihoods and nature

conservation

Karamoja and

South western

Starting co-

creation

process

Processing and

Trade

9 Diners Group Inclusive Markets for Improved

Service delivery and Incomes

along the Rice Value Chain in

Eastern Uganda and Karamoja

Eastern and

Karamoja

Starting co-

creation

process

Trade

10 The Edge Trading Digital integration of smallholders

and agricultural service providers

into supply chain of EDGE for

improved income and livelihoods

South western Starting co-

creation

process

Supply chain

11 iProcure iPos -a system integrated

approach for agricultural retail

sector

Eastern,

Northern, South

western and

Karamoja

Starting co-

creation

process

e-trade

12 Ortus Africa Improving and increasing rice

production in Eastern Uganda

through nucleus farmer model

Eastern Starting co-

creation

process

Extension services



13 Nyekorac Community

farmers’ Cooperative

Society Ltd

Strengthening smallholders

farmers livelihoods for sustainable

agriculture in Lira district

Northern

Uganda

Starting co-

creation

process

Agricultural

production

TABLE 17 SUBCONTRACT PORTFOLIO AND PIPELINE

NO

NAME OF

PARTNER PURPOSE DISTRICTS STATUS VALUE (USD)

1 Talanta Finance

Limited

Digitized Access to Finance

and other Post Harvest

Management Services

Northern

Uganda

Fully executed,

implementation

ongoing. USAID IT

approval received

2 The Joseph Initiative

Limited

Economical Farming

Protocol for Long-Term

Resilience for Maize and

Soya Bean

Northern and

South western

Fully executed,

implementation

ongoing. Pending

USAID IT approval

3 Ntuha Services

Limited

On-line real Time

Information Platform for

Traders and Transporters

South western Fully executed,

implementation

ongoing. USAID IT

approval received

4 Open Capital Advisors (U)

Limited

Scenario Planning tools and Technical Assistance to

Agribusinesses

Eastern, Northern,

South western

and Karamoja

Fully executed, implementation

ongoing.

5 National alliance of

agricultural

Cooperatives in

Uganda (NAAC)

Impact of Limited Social

Interaction on Agricultural

Commodity Chains and

Possible Policy response

Eastern,

Northern,

South western

and Karamoja

Fully executed,

implementation

ongoing.

In addition to those partners in Tables 17 and 18, FtF IAM is tracking a number of GoU partners,

agribusinesses and cooperatives for partnerships under deal notes.



ANNEX D ORG CHART

Documents

FEED THE FUTURE UGANDA INCLUSIVE AGRICULTURAL MARKETS