2. AGENDA
Background information on the project
• Timeframe
• Objectives and Theory of Change
• Expected results and beneficiaries
Methodology and Logic of implementation
• Project methodology
• Proposed activities
• Main approaches
Discussion
• Questions and answers
9/14/2023 2
3. BACKGROUND
Timeframe
• 14-month project in the district of Adjumani, Kiryandongo
• Follow-up from previous AMS partnerships
Objectives and Theory of Change
• Sustainable increase in food, nutrition, and income security
• Increased employment opportunities for smallholder farmers, especially
women and communities of the Adjumani and Kiryandongo districts
The results we would achieve
• Strengthen collective action by smallholder farmers
• Improve Post-Harvest Management (PHM) practices and promote post-harvest
technology adoption by smallholders, groups, FOs and other value chain actors
• Increase market access for groups and FOs
• Improve the coordination and quality of government agricultural livelihood
programmes and services
Beneficiaries
• 5,000 smallholder farmers (50% women, 40% refugees) and their organisations
• Farmer organisations (FOs) , District Local Governments (DLG, Private sector
actors (traders, millers, aggregators etc.)
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4. BACKGROUND
• The proposed AMS action will contribute to the Government of Uganda Third
National Development Plan (NDP III) 2020/21 – 2024/25, which aims to
“increase average household incomes and improve the quality of life of
Ugandans”; as well as to the realisation of SDG Goal 2 “Zero Hunger”, in
particular towards the target 2.3 “Double the productivity and incomes of small-
scale food production” and target 2.4 “Sustainable food production and resilient
agriculture practices”.
• The project is also in line with the GoU’s Comprehensive Refugee Response
Framework, as it provides opportunities that benefit both refugees and host
communities who are the first to take on the burden of a refugee influx during an
emergency; and will contribute to WFP CSP Strategic Outcome 4 AMS.
• Finally, in alignment with the WFP Gender Policy (2015-2020), the AMS project
will integrate gender mainstreaming and gender-specific actions
9/14/2023 4
5. BACKGROUND-beneficiaries
District SubCounty
Name of
settlement
Total target Targeted Farmer groups Targeted HHs by category
# of
Farmer
groups
Total HHs Refugees
Host
community
Refugees
Host
community
Kiryandongo
Mutunda None 22 550 0 22 0 550
Bweyale TC Kiryandongo 50 1,250 30 20 750 500
Kigumba None 6 200 0 6 0 200
Sub total 78 2,000 30 48 750 1,250
Adjumani
Pakele
Ayilo 1 & 2,
Olua 1 &2
and Boroli 1
61 1,525 40 21 1,000 525
Itirikwa Mungula 25 625 4 21 100 525
Ofua None 22 550 0 22 0 550
Ciforo Agojo 12 300 8 4 200 100
Sub total 120 3,000 52 68 1,300 1,700
Total 198 5,000 82 116 2,050 2,950
%age 41% 59%
Table 1: Smallholder Farmers (with the target of 50% women)
9/14/2023 5
6. BACKGROUND-beneficiaries
Table 2: Groups and FOs
District
Farmer groups FOs
Total Refugees Host Total Refugees Host
Kiryandongo 78 30 48 4 1 3
Adjumani 120 52 68 4 1 3
Total 198 82 116 8 2 6
District
Sub-
county
Total
Large
Scale
off-
takers
Millers
Village
Aggregat
ors
DLG
Agric ICT
info
provider
Large
in
inputs
suppli
ers
Inputs
retailers/
Distributo
rs
FS
Ps
Food wholesalers
and retailers
Adjuma
ni
District
Level
23 2 2 0 4 1
0 10 4
30
4 Sub-
counties
52 0 4 10 8 0
Kiryand
ongo
District
Level
26 3 2 0 4 1
2 10 4
30
3 Sub-
counties
49 0 3 10 6 0
Total 150 5 11 20 22 2 2 20 8 60
Table 3: Traders/Millers, Village Aggregators, DLG Officials (targeted for capacity building activities)
9/14/2023 6
7. •Underutilization of the satellite
collection points
•Mistrust of FOs by members.
•Weak system/structure of FOs to
perform market function
•Limited access to credit – West Nile
is at 41%
•Lack of bankability of FOs.
•Lack of liquidity of the FOs.
•Poor business acumen of FOs
•Lack of collateral
•Limited ownership of hermetic
equipment (West Nile is at 19.3%)
•No incentive for high quality
products by traders.
•Poor PHM and limited PHM
infrastructures – at 20%
•High cost of PHM equipment
•Silo are limited to food security
•Limited market players
•Limited ICT based
•Limited access to timely market
information system
•Limited land access for refugees
•Lack of market-oriented
production.
Intervention/
Activities
Strengthen collective action by
smallholder farmers
•FOs/FGs capacity building on
PHM
•Shared value partnership with
PSAs to scale up network of
PHMs/hermetic equipment
stockiest (subsidizing for
refugees).
•Promotion/demonstration of PHM
technologies
•Layering on gov’t programmes
Sustainable increase in food, nutrition incomes security and employment for farmers and communities of the
Adjumani and Kiryandongo district
Outputs
•Capacity assessment of FOs
•BDS and mentorship of existing
FOs
•Est. of Refugee Food Marketing
FOs
•Est financial services at FOs
(share capital, credit etc)
•Est. refugee led credit and credit
scheme
•VSLA-Investment clubs
•Linkage of FOs/FGs to financial
and non-financial service providers
•Agency banking
•FO-public private partnership
•Cooperative investment matching
challenge funds.
•Agri-insurances
Impact
•Est. farmers data system
•Dev’t of value chain ordinance
(maize and VAMs)
•Strengthen value chain platforms
•Support DLG develop
community/watershed
management plan.
•ToTs of DLG extension workers
on PHM, Market Facilitation etc
•Layering on exiting gov’t and
another WFP programme
•Project Steer/management
structure
•Layering on WFP nutrition
partners (WFP messages)
•Family life model
Outcomes
Improve PHM practices and promote
post-harvest technology adoption
Increase market access for groups
and FOs
Strengthened agri-enterprises (SMEs/Coops) deliver services to increase smallholder production and returns from
target value chains.
•Market diagnostic
•Shared value partnership to scale
up farmer village agents’
aggregators.
•Monthly food/trade fair on cash base
transfer days
•Est. and strengthen food supply
traders/retailer/agro-processors (ICT
based monitoring system, training
etc) in partnership with local traders
(sourcing & sales)
•Rehabilitation and utilization of
market infrastructures
•Lead farmer aggregator model
•ICT market information services
•Promotion of bio-fortified seeds
system
Improve the coordination and
quality of government
agricultural livelihood
programmes and services
Assumptions
Continued Cash
Based
Transferred
Programme.
Value chain
financing grows
to support
investments
Political and
social situation is
Predicable for
O&G and Agri
investments;
Farmer profits are
reinvested in
on/off farm
enterprises
Risks
Repatriation of
the refugees
Erratic Weather
Context
Problem
TheoryofChange
•Limited platform for engagement
with stakeholders.
•Limited awareness on the
processes to benefit from
Government Programmes.
•No policies or ordinance to
regulated value chain dev’t
•Lack of farmers monitoring system
at DLG
Enabling
business
environment
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8. PROJECT METHODOLOGY
Strengthen collective
collective action of
smallholder farmers
Improved post-
harvest
management and
post-harvest
technology
adoption
Increased market
access for Farmers
Organisations and
Farmers Groups
Improved
coordination and
integration of WFP
approaches into local
local government
livelihood
programmes
Inception
Activities
Monitoring and
Evaluation
Communication
and Visibility
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9. ACTIVITIES
Output 1: Strengthened
collective action of
smallholder farmers
Farmers Institutional
Development
Strengthening access
to financial services
and products to
members
Output 2: Improved post-
harvest management and
post-harvest technology
adoption
Capacity-building of
farmers groups on
on-farm and off-farm
PHM
Enhancing access to
improved technology
Cooperative
investment challenge
fund on PHM and
marketing
Partnerships to
scale-up the network
of PHM stockists
Output 3: Increased
market access for Farmers
Groups
Market Diagnostic
Shared-value
partnership to scale-
up farmer village
aggregators
Market linkage to
cash-based transfer
programmes
Scaling of ICT
innovation
supporting
agricultural value
chains
Output 4: Improved
coordination with and
integration of WFP
approaches into livelihood
programmes
Strengthening value
chain platforms
Integration of WFP
PHM model into DLG
production and
marketing system
Layering on existing
government and
other WFP
programmes
Integration of
nutrition in markets
and food systems
9/14/2023 9
10. MAIN APPROACHES
Integrated approach
• Close collaboration and coordination with the Office of the Prime Minister (OPM),
District Local Government (DLG), FAO, existing private sector coordination
mechanisms (e.g. Chamber of Commerce), UNHCR, and other relevant NGOs
Capacity-building of smallholder farmers and their organisations
• Practical training, mentorship and facilitating linkages with market actors
Facilitating the development of market systems across value chains
• Promote aggregation and collective marketing
Strategic partnership with District Local Government
• Involvement in design and implementation of activities
Inclusive market systems development
• Incentivise capable market actors (public and private) to scale-up businesses
Gender mainstreaming
• Address the social and cultural norms affecting women’s participation, decision-
making power and financial independence, using SHA’s Family Life Model
9/14/2023 10
11. BUDGET OVERVIEW
# Summary budget Total in USD
1
Output 1: Strengthened collective action of
smallholder farmers
41,908
2
Output 2: Improved post-harvest
management and post-harvest technology
adoption
31,677
3
Output 3: Increased market access for
Farmers Groups
39,007
4
Output 4: Improved coordination with and
integration of WFP approaches into
livelihood programmes
17,941
5
Other costs (HR, travel, equipment and
supplies, local office, M&E, etc.)
275,085
Total 405,618
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12. Major Procurement for sept-Dec
• PPES T/shits
• Riding Gears Burners& Brochures
• Stationaries
• 2 consultancies
• VSLA kits
• PHM equipments
• Training manual
9/14/2023 12
