|
Integrated Market Linkage Project for Small Scale Rural Farmers
(IMLP);
Nambieso and Chawente Sub-counties,
Apac District, Uganda.
Back
Home Action Plan
EPM
2010B
Patrick
Obua
UGANDA
|
Acknowledgements:
I would like to acknowledge
the contributions of my coach, Ms Mirjana Stanisic towards this Bach Home
Action Plan. I have enjoyed your mentorship and learned a great deal from it.
I would also like to extend
my appreciation to all the trainers who have introduced me to new ideas of
Project Cycle Management (PCM) and shared with me their real life experiences,
your contributions have significantly helped shape my deeper understanding of
the subject. My appreciation also extends to the entire class of EPM2010B for
sharing with me experiences in different contexts.
I am grateful to NUFFIC
scholarship board for granting me the financial support to enable me pursue the
course and my organization for granting me permission. I also owe a great
gratitude to Hanneke Haveman of MSM and Mereike of the Netherlands Fellowship
Program in Uganda who greatly helped me in processing the travel documents in
the shortest time possible.
Lastly, i highly appreciate
the entire staff and management of Maastricht School of Management and Apart
Hotel Randwyck for the supports in various forms that I am not able to mention
here.
List of Acronyms:
|
BHAP
|
Back Home Action Plan
|
|
CBO
|
Community Based
Organization
|
|
GoU
|
Government of Uganda
|
|
HR
|
Human Resources
|
|
ICTs
|
Information Communication
Technologies
|
|
IMLP
|
Integrated Market Linkage
Project
|
|
M&E
|
Monitoring and Evaluation
|
|
MFPED
|
Ministry of Finance
Planning and Economic Development
|
|
NAADS
|
National Agricultural
Advisory Services
|
|
NGOs
|
Non Governmental
Organizations
|
|
PCM
|
Project Cycle Methodology
|
|
PEAP
|
Poverty Eradication Action
Plan
|
|
PEAP
|
Poverty Eradication Action
Plan
|
|
PMA
|
Plan for Modernization of
Agriculture
|
|
PRSP
|
Poverty Reduction Strategy
Paper
|
|
SMSs
|
Short Messages Services
|
|
SPEED
|
Social Population
Extension Education for Development
|
|
UBOS
|
Uganda Bureau of
Statistics
|
Table of Contents
List
of figures:
1.
Figure 1: Problem Tree Diagram.
2.
Figure 2: Logical Framework Matrix.
3.
Figure 3: Budget Allocation.
Executive summary:
The
IMLP is aimed at bridging the gap that currently exists in the agricultural
value chain system of the rural farmers in Apac district. The overall objective of the project is to
contribute to the poverty reduction of the rural household poverty..
The project targets small
holder rural agricultural farmers in two sub counties of Nambieso and Chawente
and it is expected to achieve the following results; established functional and
effective market information system for agricultural outputs and reduced
percentage of storage pest infestation of the agricultural outputs.
The
planned activities include; establishing new commercial linkages, building the
capacity of the farmers to use ICT to obtain agricultural price and market
information, preparing and disseminating market information, providing
agricultural market extension trainings, organizing local agricultural trade
fair at sub regional levels and facilitating the advertisement of the farmers’
agricultural products.
The total budgeted cost
of the project over the two year period 2012-2013 is UGX 150,790,500.
1.0 Background.
1.1 About Uganda.
Uganda is a land-locked
country lying on the equator with an estimated population of 33 million (UBOS
2010[1]). It shares
boarders with Sudan, Democratic Republic of Congo, Rwanda, Tanzania and Kenya.
About 20% of the country is covered by inland lakes. The rest ranges from
tropical rain forest to savannah with mountains on the western border. The
climate is tropical.
The country relies heavily
on agriculture, the basis of livelihood of over 70% of the population. Crops
such as cassava, sweet potatoes, rice and maize are the major subsistence
crops. The major export crop is coffee.
With the revival of tea, tobacco and cotton production particularly in
1990s, there is a modest manufacturing and tourism sector and relatively new
development of horticulture.
In
1995, Uganda introduced a process of developing a comprehensive and sustainable
development, with an overall objective of wiping out poverty in the country.
This process culminated in the formulation of the draft Poverty Eradication
Action Plan (PEAP) in 1997, which aimed at reducing the population living in
absolute poverty to 10% in 2017. The priority sectors in the first PEAP were
roads and education. In 2000 it was revised
to incorporate Modernization of Agriculture and health as new priorities.
PEAP puts a lot of emphasis on the modernization of
agriculture by promoting agricultural
development projects as a key approach for rural poverty eradication. These projects
traditionally address the supply side of the value chain, and usually focus
entirely on increased productivity through better farm practices and more
efficient use of agricultural inputs. Presently, there are very few projects
that address the demand side of the production to ensure that increased
production finds its way to market, making post harvest losses of the
agricultural outputs to be wide spread.
1.2 Social Population and Extension Education
for Development- SPEED.
SPEED is Community Based
Organization (CBO) established in 1997 with the aim of increasing productivity
of the rural farmers through;
Based on the National
priority, SPEED supports farmers to select and produce crops (enterprises) that
are considered profitable and meet market demands both in quality and quantity.
Under this activity, farmers through their farmer
groups identify, and prioritize viable crops (enterprises) through a
facilitated participatory process guided by a situational analysis. The
criteria are normally based on comparative and competitive advantages like
profitability, market availability, financial implications, and risks in the
context of shocks, trends, and seasonality and production capabilities of the
farmers.
b)
Building capacity in group formation &
Management.
SPEED initiated the formation of farmers
groups at parish levels and continues to develop their capacities in leadership
and management skills. There are about
44 functional farmer groups in the two sub counties where SPEED operates i.e.
Nambieso and Chawente. Each group contains 8 to 12 members each coming from a
farm family. The groups are located within a radius of 2 to 3 kilometres in a
parish. The groups are encouraged to meet at least once a month. Meetings are
held to discuss issues of common interest and resolve problems. The frequency
and timing of meetings is decided by group members while meeting venues are
arranged to give each family a chance to host the meeting in order to benefit
from advice from other farmers. The group members also help in identifying priority
areas for training of members and also mobilise each other and makes
arrangements for the trainings.
c)
Providing
technical assistance through provision of agricultural inputs, advisory
services.
Under
this activity, SPEED works in partnership with development agencies such as
ACDI/VOCA, DANIDA and Local Government to provide inputs such as seeds,
pesticides, farm equipments, and chemicals etc, to the farmers which are
considered major problems because of the high costs involved in their acquisition.
1.3 My specific functions.
a) Collect
information relevant for monitoring project performance.
The responsibility consists of planning and
managing the collection of baseline and performance data, documenting Indicators,
conducting field visits and interviews on a quarterly and annual basis.
b)
Setting up Monitoring and Evaluation system
The task consists of setting up a well-functioning
Monitoring & Evaluation system that is expected to generate useful
information for the management of the project.
c)
Integrating Participatory appraisal in to the Monitoring and evaluation system
Introducing
and facilitating participatory approaches in the monitoring and evaluations
processes of projects.
d) Conduct project reviews at a specified
period of time
Facilitating
project review assessment in the midterm of the project to allow for better control
on the progress of the project and make sure that it is running as planned
2.0 Problem analysis and description.
Since agriculture employs
about 80 % of the rural population, Uganda has put a lot of emphasis on
agriculture as a strategy for raising rural incomes. Consequently Plan for
Modernization of Agriculture (PMA) was adopted in the year 2000 as a strategic
framework for achieving the poverty reduction through multi-sectoral
interventions that enable the rural people to improve their livelihoods. The
key focus has been to improve productivity or increases in yields and to
transform subsistence farming in to profitable commercial enterprises.
Several interventions including
the government’s National Agricultural Advisory Services programme and those of
the nongovernmental organizations like Social Population Extension Education
for Development (SPEED) are being implemented to increase agricultural
productions of the rural farmers. The main activities being carried out include
improving farming practices, providing necessary agricultural inputs,
initiating measures to reduce production costs, provision of improved planting
materials and encouraging the use of recommended agricultural chemicals.
As a result of the
interventions, evidence collected from SPEED’s surveys and other publications
indicate that agricultural yields have increased tremendously leaving the
farmers with surplus production. The biggest challenge of the farmers remain
the high post harvest loses which is estimated at 60%. This occurs because the
farmers produce large quantities of the agricultural products but do not have a
dependable, fast, and equitable means of getting such commodities to the
consumer, losses therefore become widespread.
The reasons for this are; There
is a missing communication link between
the producers (farmers) and the potential buyers, both the farmers and buyers
are working in isolation of each others activities.
Lack of market information, since
the farmers are not aware of the market information, they tend to prolong the
storage of their products hence subjecting the output to damages.
Lack of post harvest
handling knowledge on the side of the farmers which occurs because most of the
activities are concentrated on productivity increased only. This leaves the
farmers with little or no knowledge to handle the harvested output.
Lack of marketing
cooperatives to market and sell the surplus produce of the
member farmers, leaving high burden on individual farmer to
store and sell the products which end up being damaged.
Lack or inadequate storage
facilities for the surplus output, such as in polythene bags exposes the
products to excessive moisture and pests and diseases which consequently leads
to enormous damages.
Poor state of the roads and high degree of
road seasonality reduces the number of vehicles moving to the rural areas and
as a result increases the cost of transporting agricultural products from rural
to urban areas hence making the farmers to prefer storing their products and
consequently exposing to high damages.
|
Effects
|
|
High
poverty incidences among farmers
|
|
IN
|
|
High
post harvest loses
|
|
OUT
|
|
Inadequate
market system
|
|
Lack of communication between farmers and
buyers
|
|
High
incidences of storage pest infestation
|
|
Inadequate
transportation facilities
|
|
Lack of market information
|
|
Lack of market extension activities
|
|
Lack or inadequate technical knowledge
|
|
Lack or inadequate storage facilities
|
|
Lack of storage interventions
|
|
Lack of storage extension services
|
|
Poor
state of the roads
|
|
Causes
|
The
objectives showing the means and ends relationships to the problems identified
above are represented in an objective tree diagram (refer to appendix 1 attached).
3.0 Project description.
The project targets smallholder farmers by
linking them with buyers before and after production and providing market extension
services for post harvest handing. The two core objectives of this project are
to enhance and improve access to agricultural market information to the small
scale rural farmers and product information to the consumers (possible buyers)
and to build the capacity of the small scale farmers on post harvest handling.
Linking farmers to markets will deal with: -
·
Establishing new commercial linkages with
traders, agro-processing industries, marketing companies, processors and
institutional buyers.
·
Building the capacity of the farmers to use
ICT to obtain agricultural price and market information.
·
Preparing and disseminating periodically the
market information to the farmers groups. Providing agricultural market
extension trainings to the farmers.
·
Organizing local agricultural trade fair at
sub regional levels and
·
Facilitating the advertisement of the farmers
agricultural products in local publications whereas;
Capacity building in post
harvest handling will involve organizing farmers in to cooperatives and
training farmers with post harvest handling knowledge.
3.1 The Logical framework.
The
logical framework matrix in figure 2
below provides the overall objective, purpose and expected results including
key indicators and assumptions of the project.
Figure
2: Logical Framework Matrix:
|
Project
Description
|
Indicators
|
Source
of Verification
|
Assumptions
|
|
Overall
Objective
To Contribute to GoU goal
of rural farmers household poverty reduction.
|
Income data/statistics
Agricultural
output
|
National income statistics
with MFPED
National Household survey
data with Uganda Bureau of statistics.
|
|
|
Purpose:
Reduced postharvest losses
of the agricultural outputs for small holder farmers.
|
Revenue of the farmers
Percentage of output sold
per month.
|
Survey reports by SPEED
Monitoring and Evaluation
Report of SPEED.
|
Farmers show high
commitment to reducing post harvest losses by supporting and actively
participating in the activities involved.
Price of
agricultural products remains stable.
|
|
Results:
1.0
Established functional and effective
market information system for agricultural outputs of small holder rural
farmers.
2.0
Reduced percentage of storage pest
infestation of the agricultural outputs of the small holder rural farmers.
|
· No. of farmers
using the system to access markets
· No. of buyers
accessing agricultural products using the system.
· No. Of farmers
trained with post harvest knowledge.
|
· Monitoring and
Evaluation reports of SPEED
· Survey reports and
Monitoring& Evaluation report of SPEED.
|
Farmers in effect adopt
the system and use the pest management knowledge that will be provided.
|
|
Activities:
1.1 Conduct baseline
research on agricultural output prices and markets.
1.2
Establish a database for agricultural market
information
1.3
Build the capacity of the farmers to use SMS and radios
to obtain agricultural price and market
information
1.4
Prepare and disseminate the market information to the
farmers groups.
1.5
Provide agricultural market extension services to the
farmers.
1.6
Organizing agricultural trade fair at sub regional
levels.
1.7
Facilitate the advertisement of the farmers agricultural products
2.1
Organize farmers in to cooperatives
2.2
Training farmers with post harvest
handling knowledge.
|
·
Survey report
·
List of potential buyers collected
·
List of agricultural output prices
·
No. and existence of database
·
No. of farmers trained
·
No. of farmers using the skills acquired
·
No. of market information prepared and disseminated
·
List and No. of farmers who have accessed the information.
·
No. of farmers
trained
·
No. of farmers using the skills
· No. of trade shows
organized
·
Amount of output sold
·
No of publications made
·
No and existence of cooperatives
·
No. of farmers trained
·
Number of farmers using the skills
|
|
|
3.2. Action Plan.
Implementation of the
proposed activities is expected to start in January 2012 and end in December
2012. For details of the activities, responsible persons, durations and resources
required (refer to the appendix 2
attached).
3.3 Activity Schedules.
The activities are scheduled
to be implemented in four quarters each year for the two years of the project
life cycle. Each activity has specific tasks that must be implemented within a
particular quarter. There are also other activities that are recurrent till the
end of the project. For details of the activities and the associated tasks and their
quarters of implementation (refer to the
appendix 3 attached).
4. Stakeholders Analysis.
The Successful
establishment and functioning of the market system will require collaboration
with a number of stakeholders who play various roles in the different phases of
the project. The stakeholder analysis matrix (appendix 4 attached), indicates
how the stakeholders’ interests are affected, their capacities to influence and
motivation to bring about change including possible actions to address their
interests.
4.1
Risk Analysis.
To be able to successfully
execute the project, a risk analysis was conducted to determine the likely risks
the project would encounter. Among the risk identified were inadequate
financial resources, price irregularities and low commitments of the farmers to
the proposed system. For the details of the risks and strategy for mitigation (refer to the appendix 5 attached)
5. Monitoring and Evaluation Plan
Monitoring of the activities of this project will be
an ongoing activity throughout the planning, the formulation and implementation
phases. It is expected to provide updates on the progress and identify
anomalies at an early stage as the project continues to be executed and to establish
solutions to counter them. The
activities will include organizing regular meetings, carrying out surveys and
field interviews after every quarter. Two evaluations will be organized one at
the end of the first year to evaluate the progress of the project and the other
in the second year at the end of the project lifetime to assess whether the
project achieved the desired objectives and to determine further course of
actions.
6.0
Budget.
The total budget for the
project is UGX 150,790,500 which is
approximately 43,083.00 Euros.
Figure 3 below provides the breakdown of the costs.
Figure
3: Budget.
|
Activity/Items
|
Unit Measure
|
Unit Cost (UGX)
|
Quantity
|
Amount (Year
I)
|
Amount( Year
II)
|
|
Fixed costs
|
|
|
|
-
|
|
|
Digital Camera
|
Pcs
|
500,000
|
1
|
500,000
|
|
|
Video Camera
|
Pcs
|
1,500,000
|
1
|
1,500,000
|
|
|
Desktop
Computer
|
Pcs
|
1,500,000
|
1
|
1,500,000
|
|
|
Laptop Computer
|
Pcs
|
2,000,000
|
1
|
2,000,000
|
|
|
Printer
|
Pcs
|
600,000
|
1
|
600,000
|
|
|
Motor cycle
|
Pcs
|
8,000,000
|
1
|
8,000,000
|
|
|
Sub Total
|
|
14,100,000
|
|
14,100,000
|
|
|
Recurrent /Overhead Costs
|
|
|
|
-
|
-
|
|
Stationery
|
|
|
|
-
|
-
|
|
Flip Charts
|
Rolls
|
30,000
|
20
|
600,000
|
600,000
|
|
Note Books
|
Carton
|
25,000
|
10
|
250,000
|
250,000
|
|
Pens
|
Dozens
|
12,000
|
10
|
120,000
|
120,000
|
|
Posters
|
Pcs per year
|
5,000
|
200
|
1,000,000
|
1,000,000
|
|
Utilities
|
|
|
|
-
|
-
|
|
Electricity
|
Bill per month
|
150,000
|
12
|
1,800,000
|
1,800,000
|
|
Water
|
Bill per month
|
80,000
|
12
|
960,000
|
960,000
|
|
Fuel
|
Litres
|
3,500
|
350
|
1,225,000
|
1,225,000
|
|
Airtime credit
|
Bill per month
|
20,000
|
12
|
240,000
|
240,000
|
|
Printer tonner
|
Pcs
|
300,000
|
3
|
900,000
|
900,000
|
|
Meeting/conference halls/venue
|
No. Hall
|
20,000
|
3
|
60,000
|
60,000
|
|
Sub total
|
|
645,500
|
|
7,155,000
|
7,155,000
|
|
Administrative Costs
|
|
|
|
-
|
-
|
|
Labour
|
|
|
|
-
|
-
|
|
Project Manager
|
Per month
|
1,200,000
|
12
|
14,400,000
|
14,400,000
|
|
Database Officer
|
Per month
|
600,000
|
12
|
7,200,000
|
7,200,000
|
|
Research Assistants (4)
|
Per month
|
800,000
|
12
|
9,600,000
|
9,600,000
|
|
Finance & Admin Officer
|
Per month
|
800,000
|
12
|
9,600,000
|
9,600,000
|
|
Field Extension Staff( 2)
|
Per month
|
1,400,000
|
12
|
16,800,000
|
16,800,000
|
|
Sub Total
|
|
4,800,000
|
|
57,600,000
|
57,600,000
|
|
TOTAL
|
|
19,545,500
|
|
78,855,000
|
64,755,000
|
|
Contingency 5% of Budget cost
|
|
977,275
|
|
3,942,750
|
3,237,750
|
|
GRAND TOTAL (UGX)
|
|
20,522,775
|
|
82,797,750
|
67,992,750
|
|
GRAND TOTAL (EUROS)
|
|
5,863.65
|
|
23,656.50
|
19,426.50
|
Exchange
rate: 1 Euro= 3,500 Uganda Shillings (UGX)
7.0 Sustainability.
Profitability and
relationship building will be vital in addressing the question of sustainability.
Increases in profitability of the farmers as well as the relationship that will
be built between the farmers and the market players like Individual buyers,
agro processing industries will contribute to the sustainability of the
activities in the long run. Therefore the communication links that will be
created between the farmers and the buyers will be key in accomplishing its
value in sustainability. In addition after the two year pilot, the project will
be integrated in to the mainstream activities of SPEED.
8.0 Conclusion.
The strategy opted by this
BHAP is expected to merely complement other interventions aimed at rural
poverty alleviations. Poverty remains multi-dimensional cutting across
productivity, income, gender, democracy, rural, urban, health, literacy among
others. Implying the capacity of the BHAP to effectively and efficiently
contribute to the reduction of rural poverty will depend on the effective and
efficient implementation of the other dimensions as well.
Upon return, the document
will be presented to the top management of SPEED for consideration and adoption
as an integrated strategy to the current activities of the organization.
Presently, the organization does not have a complete value chain system that
addresses the farmers’ needs from production right to consumption. Therefore, the
endorsement and implementation of the plan will have enormous impact on livelihood
of the farmers in terms of reduced post harvest losses and consequently poverty
as a whole. If adopted, implementation will kick off in January 2012.
9.0 Reference.
1.
Project
Cycle Management Guidelines, aid Delivery Methods by European Commission, http://europa.eu/euaids/qsm/documents/pcm_manual_2004_en.pdf
2.
Jack R. Meredith. Samuel J Mantel (2006).
Project Management: A managerial approach, 6th Ed. New York: John
Wiley & Sons.
3.
Project
Cycle Management, Flemish Interuniversity Council;
4.
European
Commission Humanitarian aid (ECHO), June 2005;
5.
International Monetary
Fund publication ( March, 2000);
10. Appendices.
|
Ends
|
Appendix
1: Objective tree diagram.
|
Means
|
Appendix
2: Action Plan.
|
ID
|
ACTIVITY
|
RESPONSIBILITY
|
TIME
Month
|
RESOURCES
|
|
R1
|
Established functional and effective market
information system
|
|
|
|
|
1.1
|
Conduct Baseline Research on agricultural prices and
markets
|
M & E Officer
|
Jan-Apr.2012
|
Stationery, computers, HR
|
|
1.2
|
Establish Database for Agricultural market information
|
PM /M&E Officer
|
June-April 2012
|
Computer, funds, HR
|
|
1.3
|
Building the capacity of the farmers to Use SMS and
Radio for obtaining Market information.
|
ICT Officer
|
May - Dec 2012
|
Stationery, venue, Fund, HR
|
|
1.4
|
Prepare and disseminate market information to the farmers
|
ICT officer, PM
|
May 2011-Dec 2012
|
Stationery, Computer, Funds,
|
|
1.5
|
Provide agricultural market extension services
|
ICT officer & Field Officers
|
May 2011-Dec 2012
|
Stationery, venue, Funds
|
|
1.6
|
Organizing trade fair
|
PM & Field Officer
|
May 2011-Dec 2012
|
Funds
|
|
1.7
|
Facilitate the advertisement of the farmers
agricultural output
|
PM/M&E Officer
|
May 2011-Dec 2012
|
Stationery, Fund
|
|
R2
|
Reduced
percentages of storage pest infestations.
|
|
|
|
|
2.1
|
Organize farmers in to cooperatives
|
Consultant
|
Aug.-Dec 2011
|
Stationery, Venue, Fund
|
|
2.2
|
Training farmers with post harvest handling techniques
|
Field Officer
|
May 2011-Dec 2012
|
Stationery, Venue, Funds
|
Appendix 3: Activity Schedules.
|
ID
|
ACTIVITY
|
Year I ( 2012)
|
Year II ( 2013)
|
|||||||||||||
|
Q1
|
Q2
|
Q3
|
Q4
|
Q1
|
Q2
|
Q3
|
Q4
|
|||||||||
|
1.1
|
Conduct
Baseline Research on agricultural prices and markets
|
|
|
|
|
|
|
|
|
|||||||
|
1.1.1
|
Plan and Develop research instruments
|
|
|
|
|
|
|
|
|
|||||||
|
1.1.2
|
Data Collection
|
|
|
|
|
|
|
|
|
|||||||
|
1.1.3
|
Analysis and Reporting
|
|
|
|
|
|
|
|
|
|||||||
|
1.2
|
Establish
Database for Agricultural market information
|
|
|
|
|
|
|
|
|
|||||||
|
1.2.1
|
Planning & sourcing
the designer of the data base
|
|
|
|
|
|
|
|
|
|||||||
|
1.2.2
|
Designing the
database
|
|
|
|
|
|
|
|
|
|||||||
|
1.3
|
Building
the capacity of the farmers to Use SMS and Radio for obtaining Market
information.
|
|
|
|
|
|
|
|
|
|||||||
|
1.3.1
|
Mobilizing farmers groups
|
|
|
|
|
|
|
|
|
|||||||
|
1.3.2
|
Prepare Training materials i.e. Posters and audiovisual
|
|
|
|
|
|
|
|
|
|||||||
|
1.3.3
|
Training of farmers groups
|
|
|
|
|
|
|
|
|
|||||||
|
1.4
|
Prepare
and disseminate market information to the farmers
|
|
|
|
|
|
|
|
|
|||||||
|
1.4.1
|
Translate the information collected in to local
languages
|
|
|
|
|
|
|
|
|
|||||||
|
1.4.2
|
Develop information and communication materials e.g.
posters
|
|
|
|
|
|
|
|
|
|||||||
|
1.4.3
|
Arrange radio talk show
|
|
|
|
|
|
|
|
|
|||||||
|
1.4.4
|
Organize regular dissemination meetings with farmers
groups
|
|
|
|
|
|
|
|
|
|||||||
|
1.5
|
Provide
agricultural market extension services
|
|
|
|
|
|
|
|
|
|||||||
|
1.5.1
|
Developing training materials
|
|
|
|
|
|
|
|
|
|||||||
|
1.5.2
|
Training of farmers in selected topics i.e. demand,
supply, etc
|
|
|
|
|
|
|
|
|
|||||||
|
1.6
|
Organizing
trade fair
|
|
|
|
|
|
|
|
|
|||||||
|
1.6.1
|
Planning and preparing the fair
|
|
|
|
|
|
|
|
|
|||||||
|
1.6.2
|
Facilitate the advertisement of the fair
|
|
|
|
|
|
|
|
|
|||||||
|
1.7
|
Facilitate
the advertisement of the farmers agricultural output
|
|
|
|
|
|
|
|
|
|||||||
|
1.7.1
|
Collect information about agri-output
|
|
|
|
|
|
|
|
|
|||||||
|
1.7.2
|
Produce publication e.g. newsletters for agri-output
|
|
|
|
|
|
|
|
|
|||||||
|
2.1
|
Organize
farmers in to cooperatives
|
|
|
|
|
|
|
|
|
|||||||
|
2.1.1
|
Mobilize farmers to form cooperatives
|
|
|
|
|
|
|
|
|
|||||||
|
2.1.2
|
Training of farmers on the principles of cooperatives
|
|
|
|
|
|
|
|
|
|||||||
|
2.2
|
Training
farmers with post harvest handling techniques
|
|
|
|
|
|
|
|
|
|||||||
|
2.2.1
|
Develop training materials e.g. posters
|
|
|
|
|
|
|
|
|
|||||||
|
2.2.2
|
Training of farmers
|
|
|
|
|
|
|
|
|
|||||||
Appendix 4: Stakeholders Analysis.
|
|
Interest/
Needs
|
Capacity/
Influence
|
Actions
to address Interest (Strategy)
|
|
Farmers/
Farmers Associations
(
Primary Target)
|
Interested
in getting markets for their agricultural products
|
Lack
capacity to establish a marketing system
|
Design
and establish market linkage system for them
|
|
Local
Government
|
Support
Local development initiatives
Surveillance
of development projects
|
They
have very close working relationships with the rural communities because of
their organization structures
|
Inform
and involve them in the mobilizations of the farmers
|
|
Local
Leaders
|
Support
Local development initiatives
|
Have
strong capacities to mobilize farmers in their communities through their
leadership structures
|
Inform
and involve them in mobilization and communication of project activities in
their communities
|
|
Media
i.e. Radios, News papers.
|
Publication
of information
|
Provide
access to information
|
Inform
them about the activities of the project
|
|
Development
Agencies i.e. FOODNET, ASDI,DANIDA,
|
Provide
financial and non financial supports.
Establishing
partnerships
|
Potential
source of Financial and Non financial donations
|
Make available to them information about the project
|
|
NARO
& other Research Institutions
|
Agricultural
Information for publications
|
Have
database of agricultural information
|
Collaborate them with them to access information
|
|
Buyers/Traders
|
Buying
agricultural products
|
Provide
Purchasing power of the agricultural products
|
Provide
them with information about agricultural products/outputs
|
|
NAADS
|
Over
sees agricultural development projects
|
Possess
knowledge and expertise in Agricultural projects
|
Work together
with them throughout the project implementation
|
Appendix 5: Risk Analysis.
|
Risk
|
Probability of occurrence
|
Action to address
|
|
Insufficient
financial resources to execute the projects
|
Medium
|
Engage
in fundraising activities such as grant solicitation
|
|
Low interests and Commitment of the farmers towards the project
|
Low
|
Mobilize
and educate the farmers about the benefits of the projects
|
|
Price
fluctuations of the agricultural products
|
Medium
|
Engaging
in contract farming
Developing
good marketing/business plans
|
|
Legal
risks because of contractual business engagement
|
Low
|
Provide
farm or business liability insurance.
Cooperative
selling engagement
|
