AGRICULTURE CLUSTER DEVELOPMENT PROJECT (ACDP)

MINISTRY OF AGRICULTURE ANIMAL INDUSTRY AND FISHERIES (MAAIF)

AGRICULTURE CLUSTER DEVELOPMENT PROJECT (ACDP)

PROJECT NO. P145037

LOAN NO: IDA-

CONSULTANCY SERVICES FOR TECHNICAL ASSISTANCE ON FARMER ORGANISATION AND INSTITUTIONAL DEVELOPMENT UNDER AGRICULTURE CLUSTER DEVELOPMENT PROJECT (ACDP)

INCEPTION REPORT

Submitted By:

UGANDA COOPERATIVE ALLIANCE (UCA LTD)

To.

PROJECT CORDINATOR

AGRICULTURE CLUSTER DEVELOPMENT PROJECT (ACDP)

MINISTRY OF AGRICULTURE ANIMAL INDUSTRY AND FISHERIES (MAAIF)

March 2020

Table of Contents

Introduction. 3

1.1 Background to the assignment. 3

1.2 Objective of the assignment. 4

1.3 Purpose of the inception report. 4

2 Institutional capacity building of farmer organisations. 5

2.1 Significance and scope of the assignment. 5

2.4 Project target farmer organizations and distribution by clusters. 15

2.5 UCA Assignment target: 15

2.6 Activity implementation scheduling. 16

2.6.1 Work Schedule and planning for deliverables. 17

3 Assignment Implementation plan and Governance Structure. 20

4 Governance and management structure. 22

5.0 Anticipated risks and challenges during implementation. 27

6.0 Implementation Methodology and approach. 29

7.0 Monitoring and evaluation. 31

1. Introduction

1.1 Background to the assignment.

The Ministry of Agriculture, Animal Industry and Fisheries (MAAIF) with support from the World Bank, is implementing the Agriculture Cluster Development Project (ACDP). The purpose of the project is to increase productivity, production and marketable volumes of rice, maize, beans, cassava and coffee commodities in 57 districts. In the 57 districts, ACDP targets to work with 450,000 households organized in 30,000 farmer groups, 3000 RPOs, 300 Area Commodity Cooperative enterprises

In March 2017, MAAIF under the Agribusiness Technology and Agribusiness Advisory Services (ATAAS) project funded by World Bank undertook an exercise that assessed the functionality of existing farmer organizations. A capacity needs assessment was also carried out with an aim of establishing the various capacity gaps across all the value chains and for all types of farmer organizations at both lower and higher level farmer organizations. The study revealed various capacity gaps with one of the findings being the lack of business orientation amongst the farmer groups. Farmer organizations are not adequately organized to; undertake collective action in input and output bulking, attract profitable markets, business development services and play effective roles in their respective value chains. They lack adequate capacity to mobilize resources/revenues internally to facilitate their value chain activities. In some areas the study established there were no farmer organizations. The study resulted in a number of recommendations including formation of new groups of all categories where they didn’t exist to pave way for the successful start of the agriculture cluster development project. However, the recommendations were not fully implemented under ATAAS.

The Agriculture Cluster Development Project (ACDP) thus has “farmer empowerment and organizational strengthening” as one of its key output areas to enable farmers in groups access e-vouchers, undertake collective action to be able to participate in value chains, support input and output bulking, invest in value addition activities, attract profitable market linkages, and improve their internal resource mobilization strategies to support investments inter alia. MAAIF through ACDP therefore wants to follow up on recommendations of the UCA report undertake the exercise where its staff at district and sub county levels are equipped with the necessary skills and expertise to train, supervise, mentor and coach these farmer groups to become business oriented and economically viable institutions. This will be through a stepwise training approach involving centered training for key staff at district level as supervisors, training sub county level staff (Agriculture officers and community development officers) as trainers that will provide technical assistance intended to grow farmer organizations.

The Ministry therefore sought for Technical Assistance (TA) from a consulting firm/organization that has expertise and experience in farmer institutional development to undertake the assignment. The consultant is expected to offer technical assistance and guidance to the ACDP implementing team and farmer organizations on the critical activities relating to farmer institutional development.

1.2 Objective of the assignment

The overall objective of this assignment is to support the formation, growth and development of farmer groups into strong, sustainable and commercially viable entities.

1.3 Purpose of the inception report

This inception report aims at providing the ACDP line management team at MAAIF with information relating to UCA’s approach to implementation of the project assignment. It also intends to provide a detailed operational guide to the UCA implementation team on how the project will be implemented and managed.

The report gives detailed information on UCA’s understanding of the assignment, the scope of work, ranging from the preparatory work, through trainings and mentorship guidance, follow-up activities, implementation methodology which includes approaches, work schedules and allocation of assignments to the implementing staff. It also describes the implementing team management structure, allocation of assignments and responsibilities, job descriptions for key positions, quality assurance, targets and performance indicators. It further brings out clarity by indicating the tools to be used during implementation, which includes: the work plan, Gantt chart, reporting templates, monitoring and evaluation tools.

2 Institutional capacity building of farmer organisations

2.1 Significance and scope of the assignment

ACDP’s objective for this component is to support the formation, growth and development of farmer groups into strong, sustainable and commercially viable entities. ACDP has, as one of its key output areas to enable farmers in groups access e-vouchers, undertake collective action to be able to participate in value chains, support input and output bulking, invest in value addition activities, attract profitable market linkages, and improve their internal resource mobilization strategies to support investments inter alia.

MAAIF through ACDP therefore wants to undertake the exercise where the staff at district and sub county levels are equipped with the necessary skills and expertise to train, supervise, mentor and coach these farmer groups to become strong institutions.

Under this assignment, UCA will form and or strengthen the capacities of new and existing farmer organisations where these do not exist and or are weak so that the effectively participate in the e-voucher scheme. UCA will also facilitate the establishment and strengthening of group financing schemes like the weekly savings and inter-loaning systems among the participating farmer groups to support the uptake and utilization of e-vouchers.

This will be achieved through a stepwise training approach involving centered training for key staff at district level as supervisors, training sub-county level staff (Agriculture officers, Community Development Officers (CDOs) and Community Based Facilitators (CBF)) who will be mentored alongside UCA staff during the implementation process for sustainability purposes.

The proposed detailed tasks to be undertaken in order to achieve the assignment and deliver on the objective are summarized here below.

2.2 Work break down and output structure

N°	Activities	Targets	Sub activities	Performance indicators	Outputs
2.2.1	Phase 0 : initial Organization and preparation
	Inception report presented and submitted to Client	1	UCA team Desk work on and consultations		Inception report submitted
	A complete time phased plan for managing all tasks developed and shared with PCU.	1	· Work Breakdown Structure · Ghannt Chat		Time Phased plan developed and shared
1.	Phase 1: FG identification and assembling of training tools		· Collecting lists of farmer groups
1.1	Initial meetings with district core team/technical teams to plan and schedule activity implementation	57	· Organize the meeting at the districts for the core team. · Get the list of groups and contacts · Schedule starting dates and places · Discuss the assessment tool	· No of meetings organized in each district	· 57 meetings organized -1 for each district · Meeting 5 people each district—DCOs, DAO, DCDO, DPO
1.2	Identify and profile existing farmer groups and conduct a capacity assessment exercise to establish the training needs existing FO for each district	1 in 57 districts	· Collecting information on groups at district level. · Customize the tool. · Train the district & sub county team on the application of the tool. · Schedule the assessment days and apply the tool on identified FOs. · Analyze the data and generate a report	· No. of groups reached and assessed in 57 districts. · An inventory of the farmer groups	· Profile and capacity assessment report of farmer groups in 57 districts with a target of 30,000 FGs

N°	Activities	Targets	Sub activities	Performance indicators	Outputs
1.3	Translation of farmer guides into 6 local languages and in audio messages. (pictorial) in each of the six local languages (Luganda, Runyoro-kitara, Lumasaba, Ateso, Luo and Lugbra and in audio messages	1 copy for each of the 57 districts	· Identify and work with expert teams to have the guides translated and share	· Training Farmer Guides produced and in Audio messages	57copies; 1.Luganda: 10 2.Runyakitara:24 3.Ateso: 5 4.Lumasaba:5 5.Lugbara:3 6.Luo.10 Total: 57copies
1.4	Printing of trainers manual for use by trainers at sub county and supervisors at district level,(Pictorial in 6 local languages) (pictorial) in each of the six local languages (Luganda, Runyoro-kitara, Lumasaba, Ateso, Luo and Lugbra and in audio messages)	1 copy for each of the 57 districts	· Identify and work with expert teams to have the guides translated and share with PCU	· Trainer’s manual produced.	1.Luganda: 10 2.Runyakitara:24 3.Ateso: 5 4.Lumasaba:5 5.Lugbara:3 6.Luo.10 Total: 57copies
1.5	Printing of Farmer Guides for use by trainers at sub-county level and supervisors at district (Pictorial in 6 local languages) in each of the six local languages. ( Luganda, Runyoro-kitara, Lumasaba, Ateso, Luo and Lugbra and in audio messages	1 copy for each of the 57 districts	· Print, bind and distribute to participating districts	· No. of training Farmer guides produced	1.Luganda: 10 2.Runyakitara:24 3.Ateso: 5 4.Lumasaba:5 5.Lugbara:3 6.Luo.10 Total: 57copies

		Phase 2: Implementation
	Task 1	Training the district technical leadership/core team, agricultural and community development officers and Community Based facilitators trainers of FOs to ably perform their training roles.
		Activity	Target	Sub-activities	Performance indicators	Output
	1.6	One 2day training for the district technical teams for the 12 clusters	· DCO DCDO, DAO, AOs, CDOs, Natural Resource Officers and FO trainers in each of the district · 57 districts	· Prepare the training materials, · identify and agree on the venue, · communicate to participants, · conduct the training by key experts in a workshop setup. -presentation, · group discussion& presentations, · question and answer training evaluation & reporting	· No of training s conducted · No. of participants trained · An acceptable report on trainings for district core teams	· 224 participants trained
	1.7	One 2 day training for the sub-county officers and existing Community Based Facilitators (CBF) farmer trainers for the 12 clusters	· AOs CDOs and CBOs in all the 57 distircts	· Prepare the training material, identify and agree on the venue, communicate to participants, conduct the training by key experts in a workshop setup.-presentation, group discussion& presentations, question and answer + training evaluation & report	· No of training s conducted · No. of people trained · submitted	· 700 CDOS trained · 700 AOs trained · Training report submitted
		Activity	Target	Sub-activities	Performance indicators	Output
	1.8	Training for the community based facilitators for regular support to FOs	· 2-day training for each of the 57 districts	· Prepare the training material, identify and agree on the venue, communicate to participants, conduct the training by key experts in a workshop setup.-presentation, group discussion& presentations, question and answer + training evaluation	· No of trainings conducted · No. of participants	· 1400 CBFs trained · Training report submitted
	1.9	Mass mobilization and sensitization of leaders and members in target farmer groups conducted	· One sensitization session for each of the 25,000 FGs · At least 375,000 FG members (at least 15 per group) · sensitised · 75,000 leaders (C/M, Sec and treasurer	· Summarize content, schedule the radio talk show, identify the panelist, advertise and mobilise listenership, · Mobilization through direct calls to key leaders and farmer to participate in the program · Meet with groups and sensitize them on participation in ACDP project and the set of activities and engagements and schedule subsequent meetings.	· Number of FGs sensitized · Number of leaders trained · Trainings conducted at village or Parish level	· · 25000 FGs · 75000leaders · 375000 group members
Task 2.2.2		Strengthen the capacities of existing but non-performing (weak or moderately strong farmer organizations
N°		Activities	Targets	Sub activities	Performance indicators	Outputs
2.1		Engaging coaching, guiding and mentoring S/C officers to provide FG capacity building support	· 700 AOs and 700 CDO from each of the 57 districts	· To have the SC staff participate in the UCA led trainings and sessions, UCA staff participate in SC led trainings, during the trainings, UCA staff can do clarifications and clearing on key areas seen lacking, one on one reflection on previous sessions	· Staff supported, mentored and demonstrating progress in institutional development	· 1400 staff · Report on Coaching& mentoring sessions
2.2		Train farmer groups in functional systems of governance bulking and marketing	· 25,000 farmer groups trained group functional systems of governance, financial management, production, bulking and marketing	· Train and guide groups to have committee and sub committees, roles and responsibilities of leaders and members. · Train leaders to define objectives, products and services of the group. · Training and support to have record keeping and financial record systems using Illustrations with templates on record keeping, · Facilitate farmer groups to develop production plans, input demand aggregation, output collective marketing and how to tap into E-voucher input subsidy.	· No of groups trained · No. of groups with business oriented structures · Good leadership in groups. · Clear products and services · No of groups readily registering and demanding services from ACDP · Groups registered with E-voucher	· 25000 farmer groups trained · Reports on trainings submitted

	Activity	Target	Sub-activities	Performance indicators	Output
2.3	Facilitate & Guide FGs on the conduct meetings. (group weekly meetings, general meetings, committee and special meetings)	· 25,000 groups	· Organize meetings with FO leaders and train on the importance, type, procedure, and actual conduct of meetings. · Guide on documentation and storage of meeting minutes and decisions · Guide on decision making procedures in group meeting, setting targets and rules during meetings	· No of groups holding regular meetings and recording meeting proceedings · No and Quality of decisions made in meetings of the groups	· Objectively progressing groups · Coherency in the groups. · Documentation and use of meeting records for group activities
2.4	Guide/Facilitate the FGs to develop constitutions that take care of core principles	One constitutions per FG produced	Guide and support groups to develop quality constitutions, with key sections like membership, fees and shares, meetings, leadership, products and services like saving and credit, agric production, bulking and marketing . Raising and managing funds and investing group funds.	· No of groups with guiding constitutions · No of farmer groups with operational policies in place · No of groups trained and supported to develop constitutions and policies	· 25,000 constitutions developed. One for each group. · Groups with quality constitutions · Groups with operational policies · Training reports submitted
2.5	Train farmer group leaders in developing savings and credit schemes including weekly saving schemes among farmer groups	· 25,000 groups from the 57 districts	· Train and guide farmer groups is starting saving and credit schemes with focus in weekly saving and loans schemes. · Train and support groups to design and implement or expand existing financing products · Guide groups to invest in income generating ventures, start and operate agri-financing revolving funds	· No of farmers registered under e-voucher subsidy program easily paying their part with their group support · No of farmers actively accessing financial products and services in their groups	· 25,000 groups trained · Report on FO with established financing schemes · Various financing model for farmer groups

N°	Activities	Targets	Sub activities	Performance indicators		Outputs
2.6	Guide leaders and management in new member and internal resource mobilization	· 25,000 groups	· Guide leaders and management on key member mobilization strategies- objectives, products, services, potential benefits. · Train group leaders on coming up with how much money needed, how it will be put to good use, breakdown of individual values(fees), documentations and assurance on safety, different payment modes.	· No of groups with growing membership · No of groups with increase in internal resources sources and values · No of groups that can sustainably finance their operations and invest in more member services		· 25,000 groups trained · Report of RPOs and FGs supported to mobilize resources for input access under e-voucher · Increased membership in groups
2.7	Monitor, mentor and backstop trainers of FOs so that they become efficient and effective in delivering on their mandate.	· 10 visits made, 4 visits for each of the groups · 25,000 groups · Backstop 1400	· Set KPIs/targets, get reports, feedback and reflection meetings, create a sharing platform (WhatsApp group)	· No. of visited made · No. CBFs supported · No. of sub-county officers supported		· 1440 sub-county staff backstopped · 1400 CBFs supported to deliver · Quarterly progress reports on monitoring and backstopping on district officers during field work to support FGs
N0	3.0 Mobilise and sensitise farmers to form 1000 new lower FOs in districts where these do not exist
	Activities	Targets	Sub activities	Performance indicators	Outputs
3.1	Support formation of new groups through mobilisation and sensitization of farmers	1000 new groups	Identify potential areas of formation (areas with no groups), organize farmers for initial meetings, conduct the sensitization session with focus on potential benefits of being in groups, Sensitize on ACDP project components that benefit farmers in groups like; E-voucher, input subsidy, PHH, matching grants for value addition. For those willing to form groups, guide and support on registration process	No of new farmer groups formed and registered in areas without existing farmer groups No of farmers in farmer groups registering to access e-voucher	1000 new groups formed and registered. Report on FGs formed and registered in areas with no groups Farmers organized in groups registering for ACDP services
	Provide capacity building support to newly formed farmer groups in setting up leadership and governance structures, as well as training of leaders	Support 1000 farmer groups x 4 sessions each	Conduct trainings to group leaders and members on: Group Leadership skills, business structures, group principles, constitution, financing schemes and input and output bulking	Groups and members registered with e-voucher Groups with guiding constitutions Groups with saving and credit schemes	1000 groups supported 4000 sessions of training Report on 1000 groups supported to become operational

2.3 Summary project objective intervention logic

Objective

Key interventions

Indicators

Out puts

Out come

Support the formation, growth and development of farmer groups into strong, sustainable & commercially viable entities

· Identify and profile existing farmer groups

· Conduct a farmer organization capacity and training needs assessment

· Review, update and customize training manuals and guides

· Training and skilling district core, sub county teams and Community based facilitators.

· Strengthen and build capacities of existing farmer groups along the key group principles (objective/purpose, governance, meetings and decision making, group saving and credit, managing social funds and donations, record keeping, group core responsibilities, group constitutions, group collective action and group benefits.)

· Mobilise and support formation and registration of farmer groups where they do not exist and build their capacity to act collectively along the group core principles and ACDP project objectives.

· No of farmers in groups and registered and active on the e-voucher system

· No of groups formed and strengthened and undertaking collective action on input and output bulking.

· No of groups offering sustainable production financing services to members

· No of farmer groups undertaking investment in value addition and post-harvest ventures for improved market access

· An updated profile of 26,000 farmer groups and capacity and training needs report to guide interventions.

· Reviewed and updated trainers manual and farmer guides for use by trainers in each of the 57 districts.

· Skilled 1628 district and Sub County staff and 1400CBF teams ready to provide continued support to farmer groups.

· 26,000 Strong objectively focused farmer groups along the main group functionalities of: registered with guiding constitution, good governance, financial record keeping, financial services, products and services.

· Organized and Strong farmer groups, registered, with defined membership, constitutions, engaged in priority project commodities, providing production, marketing and financing services to farmer members

· Farmer groups leading in access and uptake of ACDP component offers like e-voucher, matching grants, and recording increased production and productivity of ACDP Crops.

· Farmer groups engaged in business earning or generating incomes that can be invested in production enhancement and social ventures for improved incomes and welfare.

2.4 Project target farmer organizations and distribution by clusters

The purpose of the project is to increase productivity, production and marketable volumes of rice, maize, beans, cassava and coffee commodities in 57 districts. For effectiveness and efficiency, MAAIF intends to achieve this objective by supporting farmers through their farmer organisations by working with 450,000 households organized in 300 Area Commodity Cooperative enterprises (ACCEs) made of 3,000 Rural producer organizations (RPOs) and 30,00 farmer groups.

Distribution of the project targets.

Cluster	Cluster names		Farmers/HHS	Farmer groups	RPOs	ACCEs
Cluster 1	Kalungu	5	30,000	1500	150	27
Cluster 2	Iganga	4	42000	2100	210	30
Cluster 3	Pallisa	4	18500	925	92	16
Cluster 4	Mbale	3	58000	2900	290	29
Cluster 5	Soroti	3	8500	400	40	10
Cluster 7	Apac	6	27500	1375	138	25
Cluster 6	Amuru	4	23000	1150	115	18
Cluster 12	Nebbi	6	19500	1175	120	20
Cluster 10	Hoima	4	42000	2100	210	21
Cluster 11	Ntungamo	6	57000	2852	285	36
Cluster 8	Kabalole	6	52000	2600	260	28
Cluster 9	Kibale	6	72000	3600	360	36
Total	12	57	450,000	30,000	3,000	300

2.5 UCA Assignment target:

Though ACDP project aims at working with the above targets as described in the table above, the consultant was assigned and will work with part of the target as follows: under task 2.2.2 (Strengthen the capacities of existing but non-performing (weak or moderately strong farmer organizations), the consultant will work with 25,000 farmer groups while under task 2.2.3(Mobilize and sensitize farmers to form new lower level FOs and Organize existing groups to form at-least two (2) strong and commercially viable higher-level farmer organizations in each district. The consultant is expected to mobilize for and facilitate formation of 1000 new farmer groups where they are not.

Table highlighting the consultant target Farmer organizations for task 2.2.2. (in red)

Cluster	Cluster names	No. of districts	Farmers/HHS	Farmer groups	Assignment target FGs	RPOs	ACCEs	New FGS	Assignt NEW ACCES
Cluster	Cluster names	No. of districts	Farmers/HHS	Farmer groups	Task (2.2.2)	RPOs	ACCEs	Task 2.2.3
Cluster 1	Kalungu	5	30,000	1500	1245	150	27
Cluster 2	Iganga	4	42000	2100	1743	210	30
Cluster 3	Pallisa	4	18500	925	768	92	16
Cluster 4	Mbale	3	58000	2900	2407	290	29
Cluster 5	Soroti	3	8500	400	332	40	10
Cluster 7	Apac	6	27500	1375	1141	138	25
Cluster 6	Amuru	4	23000	1150	955	115	18
Cluster 12	Nebbi	6	19500	1175	975	120	20
Cluster 10	Hoima	4	42000	2100	1743	210	21
Cluster 11	Ntungamo	11	57000	2852	2367	285	36
Cluster 8	Kabalole	6	52000	2600	2158	260	28
Cluster 9	Kibale	6	72000	3600	2988	360	36
Total	12	57	450,000	30,000	25,000	3000	300	1000

NOTE: Distribution of farmer groups under task 2.2.3 (formation where they do not exist) will be determined after the assessment and meetings with district core teams.

2.6 Activity implementation scheduling

Our interventions will follow a step-by-step approach to ensure that subsequent activities build on already attained successes but we will try as much as possible to be flexible because districts and FOs will be at different levels of development and as such their needs vary significantly. Adoption of introduced adjustments may also take varying paces. However, most capacity building activities will be conducted in an iterative manner in order to achieve the set targets as agreed in the signed contract. Different activities will take place concurrently, even in the same clusters and FOs because of the large number of support officers we intend to deploy for the assignment. This will help us to achieve the set targets for the assignment in the available time frame. The table here below shows the broad schedule for implementation of activities.

2.6.1 Work Schedule and planning for deliverables

N°

Activities

Months

D-2.1

Phase 1: Initial organization and preparation

Inception report presented and submitted to Client

A complete time-phased plan for managing all tasks developed and shared with PCU

Iii

Initial meetings with district core team/technical teams to plan and schedule activity implementation

Conduct a capacity assessment exercise to establish the training needs of existing FGs for each district

Translation of farmer guides into 6 local languages and in audio messages. (Luganda, Runyoro,-Kitara, Lumasaba, Ateso,Luo and Lugbara)

Printing of trainers manual for use by trainers at sub county and supervisors at district level,(Pictorial in 6 local languages) ( Luganda, Runyoro,-Kitara, Lumasaba, Ateso,Luo and Lugbara)

Vii

Printing of Farmer Guides for use by trainers at sub-county level and supervisors at district (Pictorial in 6 local languages) ( Luganda, Runyoro,-Kitara, Lumasaba, Ateso,Luo and Lugbara)

D-2.2

Phase 2: Implementation

Task 1

Training the district technical leadership/core team, agricultural and community development officers and trainers of FOs to ably perform their training role and conducting TOTS

One 2day training for the district technical teams for the 12 clusters

One 2 day training for the sub-county officers and existing community based for the 12 clusters

Training for the community based trainers for regular support to FOs

Mass mobilization and sensitization of leaders and members in target farmer organisations conducted

Task 2.2.2	Strengthen the capacities of existing but non-performing (weak or moderately strong farmer organizations
		1	2	3	4	5	6	7	8	9	10	11	12
I	Engaging coaching, guiding and mentoring S/C officers to provide FG capacity building support
Ii	Support FGs to set up basic business oriented structures Group functional systems of governance, financial management, production, bulking and marketing.
iii	Facilitate & Guide FGs on the conduct meetings. (group weekly meetings, general meetings, committee, special meetings)
Iv	Guide/Facilitate the FGs to develop constitutions and design and implement customized operational policies and guidelines based on group core principles
V	Support establishment and strengthening of strong and sustainable financing systems/Schemes for members of FOs, support development of saving and credit schemes
Vi	Guide leaders and management in new member and internal resource mobilization
Vii	Monitor, mentor and backstop trainers of FOs so that they become efficient and effective in delivering on their mandate.

Task 2.2.3	Mobilise and sensitise farmers to form 1000 new FGs in districts where these do not exist
I	Identify, mobilise and Sensitise farmers about the advantages and benefits of being in a group, for those willing; take them through group formation, registration among others to form new farmer groups for subsequent mentorship	1	2	3	4	5	6	7	8	9	10	11	12
I
Ii	Provide capacity building support to newly formed farmer groups in setting up leadership and governance structures, as well as training of leaders
2.2.4	Monitoring and Reporting
	Monthly and Quarterly reports
	Mid assignment progress report
	End of assignment report

3 Assignment Implementation plan and Governance Structure

Zoning and plan for delivery of the assignment

For efficiency and effectiveness, the Consultant proposes to zone the project target area into four Regions, based on the geographical distribution of Clusters, the number of Clusters and districts therein, with each Region supervised by an Institutional Development Expert (IDE) the regional grouping are: Mbale (Eastern region to include cluster; 3, 4&5), (Central: 1 & 11), (Northern region; 6, 7&12), (Mid-West: 8,9, &10)

The actual work in each Region will be implemented with a number of UCA Institutional Development Officers (IDO), whose number will depend on two factors; a) total number of target ACCEs to be supported in the Region and b) geographical areas covered, basing on the number of Clusters there in. The UCA Institutional Development Expert and Institutional Development Officers will work closely with the district core teams to be established during the preparatory phase of implementation. The IDOs will be based in our regional offices for easy access to the target FOs to support.

Eastern Region Eastern

This region made of clusters 5, 4, 3, 2 with a total of 14 districts will be coordinated by 1 (one) Institutional Development Expert (IDE) supervising six (6) field staff (Institution Development Officers, IDOs) who will be allocated particular district to handle. The key staff for this region will be targeting 5250 groups and responsible for supporting them technically in terms of farmer empowerment and organizational strengthening.

Cluster 5: Districts are: Soroti, Serere, Kumi
Cluster 4: Districts are: Kapachorwa, Bukwo, Mbale
Cluster 3: Districts are: Pallisa, Tororo, Butaleja, Butebo
Cluster 2: Districts are: Iganga, Bugweri, Bugiri, Namutumba

Central Region

This region made of Clusters 1, and 11, with a total of 11 districts will be coordinated by 1 (one) IDE supervising four (4) field staff (Institution Development Officers, IDOs) who will be allocated particular district to handle. The key staff for this region will be targeting 3612 groups and responsible for supporting them technically in terms of farmer empowerment and organizational strengthening.

Cluster 1: Districts are: Kalungu, Masaka, Mpigi, Rakai, Kyotera
Cluster 11: Districts are: Ntungamo, Kabale, Rukiga, Rubanda, Bushenyi, Isingiro

Mid-Western Region

This region with Clusters 8, 9, and 10, with a total of 11 districts will be coordinated by 1 (one) IDE supervising six (6) field staff (Institution Development Officers, IDOs) who will be allocated particular district to handle. The key staff for this region will be targeting 5319 groups and responsible for supporting them technically in terms of farmer empowerment and organizational strengthening.

Cluster 8: Districts are: Kabalole, Bunyangabu, Kamwenge, Kitagwenda
Cluster 9: Districts are: Kyenjojo, Kyegegwa, Mubende, Kibale Kasanda
Cluster 10: Districts are: Hoima, Kikube, Kiryandongo, Masindi

Northern Region

This region of Clusters 6, 7 and 12 will be coordinated by 1 (one) IDE supervising four (4) field staff (Institution Development Officers, IDOs) that will be allocated particular district to handle. The key staff for this region will be targeting 3071 groups and responsible for supporting them technically in terms of farmer empowerment and organizational strengthening.

Cluster 6: Districts are: Amuru, Nwoya, Gulu, Omoro
Cluster 7: Districts are: Apach, Kole, Oyam, Dokolo, Lira, Kwania
Cluster 12: Districts are: Nebbi, Arua, Yumbe, Maracha, Pakwach, Madi Okolo

Summary of Proposed Regions, target distribution and staffing;
Regional	Clusters	No. of Districts	Targeted Groups	No of staff

Eastern	2,3,4 & 5	14	5250	7
Central	1 & 11	11	3612	5
Northern	6,7 & 12	16	3071	5
Mid-West	8,9&10	16	5319	7
Total		57	25,000	24

The Non Key staff to be retained by the Consultant will be a Monitoring, Evaluation and Learning (MEL) officer and an Administrative Assistant. The MEL officer will work directly under the national team leader who will be in-charge of the overall supervision, coordination, planning and training component. The team leader will work closely with the MAAIF ACDP team to ensure compliance and timely execution of the assignment.

4 Governance and management structure

The governance/assignment management structure describes the framework for governing the implementation of the assignment. This structure is the management framework that includes the team members, reporting and their roles with regard to responsibilities and decision-making for the duration of the assignment.

The team has been selected from the general pool of UCA staff and their inclusion on the assignment is based on expertise, experience, and areas of competence as well as their readiness to take up the challenging duties and responsibilities under the assignment.

The General Secretary is Chief Executive Officer of UCA is the overall accounting officer for the assignment supported by the Finance and Administration Manager. However the day-to-day management of the assignment will be under the Project Team Leader, who will be responsible for the overall project management and coordination to ensure activities are implemented according to agreed work plans.

Below the Project Coordinator are 4(four) institutional development experts/regional Focal Persons who will be responsible for guiding and supporting implementation of activities in the designated regional grouping of clusters, below the experts will be institutional development officers responsible for the daily/regular Farmer Organisational capacity building and other project activities comprised in the assignment.

The structure also has a Monitoring Evaluation and Learning officer (M,E&L), Accountant and Administrative Assistant to respectively provide Monitoring, documentation and learning, financial management and administrative support to the team.

However, UCA also plans to engage extra personnel (under activity based costing) to areas with a huge demand and those that will need extra effort especially in formation.

The Project Management structure is included in diagram 1 below.

4.1 Project implementation structure.

4.2 Roles and responsibilities of the core implementation team

4.2.1 The General Secretary

The General Secretary is the overall Accounting Officer of the consulting organisation. He will oversee the general implementation of the consultancy work and is responsible for reporting to the Project Coordination Unit. He is responsible for reviewing and approving work-plans and budgets and will represent the consultancy firm in major meetings.

4.2.2 Responsibilities of the Team Leader

The task team leader will be responsible for overseeing implementation of the assignment and ensure there is compliance with terms stated in the contract and shall report to the project coordinator/contract manager in the know of the general secretary.

Primary point of contact between the consulting firm and the project coordination unit
Lead processes related to ensuring timely delivery of the tasks
Coordinate the development of instruments and tools for assessment of client beneficiaries
Monitor performance of the assignment for consistence with the terms of the contract and technical delivery.
Work with project management to assess performance of FOs
Coordinate and manage the flow of day-today operations on behalf of the consulting firm
Prepare reports on the assignment to update the consulting firm on progress and present such reports to project management at the PCU as stipulated in the reporting schedule
Coordinate the process of skills transfer from the firm’s personnel to the project team at MAAIF, partners and beneficiaries
Handle any other assignment as will be deemed necessary

4.2.3 Institutional development experts/regional Coordinators

Working closely with and reporting to the Project Team Leader, the institutional development experts are part of the 24 Key staff and will also have direct implementation engagements. The regional Coordinators will be responsible for supporting activities under their respective regional clustering and act as main liaison persons for UCA and other stakeholders in the regions. Their responsibilities will also include the following;

Support the Project Coordinator in designing/development and adjustment of training manuals
Ensuring adequate resource allocation and utilisation in their respective regions
Guiding cluster coordinators from MAAIF and liaising with DLG staff to organise and conduct training programs in the clusters with the field officers
Identify staff capacity building requirements and organize materials as well as participate in conducting training of trainers (ToTs) to address needs
Consolidate all reports from the respective cluster activities and support the team leader in preparing activity reports
Conduct follow-up visits and technical backstopping to ensure field activities are supporting attainment of set targets on the ground
Perform any other duty and responsibility as suggested by the team leader

4.2.4 Responsibilities of the 24-key staff

Primary point of contact between the consulting firm, district core team and farmers organizations.
Lead processes related to ensuring timely delivery of the tasks in their respective areas
Be part of the team to coordinate and develop instruments and tools for assessment of FOs
Perform the assignment and ensure consistence with the terms of the contract and technical delivery.
Work with district core teams and MAAIF to assess performance of FOs
Coordinate and manage the flow of day-today operations at cluster level
Take part in preparation of reports on the assignment to update the consulting firm on progress
Coordinate the process of skills transfer to FOs and the core teams

5.0 Anticipated risks and challenges during implementation

Drawing from recent experience, the consultant envisages some key risks and challenges during the implementation of the activities, among others are:

Working with district local government staff: the assignment requires to build the capacity of district and sub county staff and engage them to implement some activities and later continue supporting the farmer organisations but given the consultant will not have direct control and influence of their availability and commitment, there could be unnecessary delays in some key activities. However, given that we shall have field/cluster level attached staff, this is will be kept to the minimum but of course costly.

Wider coverage and budget implications: although the consultant was given opportunity to present the budget during the presentation of the proposal and subsequent negotiations, the district coverage has since increased to now 55 but not the budget, the consultant will use the experience to manage with available funds and report accordingly on the progress.

Working with unions: the geographical coverage and task of facilitating formation, development and strengthening of farmer organisation inevitably will position the consultant to work in the old unions operation areas and there member primary societies, unions like Busoga union in Iganga cluster, Bugisu and Elgon Sebein union in Mbale cluster, Teso union in Serere cluster, West Acholi cooperative union in Amuru cluster, south Westnile and Madi union and Okoro coffee in Westnile region, Bunyoro union cutting across Masindi, Hoima, Kikube districts Masaka union in Kalungu cluster to mention, these big union can give numbers and structure and others are in business of aggregating produce form members but the processes and engagements at both union level and primary could be much more than provided for in the budget. The consultant has got advantage of all of them being members and experience of engaging unions and might expect us working and supporting them which would be ok but the only challenge could be cost.

Political developments: the project and particularly this specific assignment is starting at the height and into the peak of political election period for all electable positions and with the anticipated organising of farmer meeting at all levels, its anticipated we will experience political candidates influence and partisan alignments and in some cases need to engage political leaders and seeking clearances to operate and convene meetings, this however using the cooperative principles of political non affiliation and given we shall be working with DLG staff will be kept to the basic minimum.

Working with in the exiting RPOs and ACEs but not directly supporting them; UCA has been working with and supporting RPOs and ACCEs in different parts of the country and some are members of UCA, much as the assignment is to work with member farmers in the smaller groups, UCA teams will always be called upon and expected to support the HLFO which would be outside the deliverables and assignment areas but where unavoidable and good for the success of the entire work in the areas like market linkages, general meetings, then UCA will have support within its means.

6.0 Implementation Methodology and approach

A combination of methodologies will be used during implementation of activities. The choice of delivery format will depend on a number of factors, including, but not limited to; target audience, activity and targeted purpose, availability of logistics/infrastructure. Activities will involve trainings, meetings, exposure visits, coaching and mentoring.

Use of experienced lead trainers

At the onset of the project, we will retain a total of 24 experienced trainers spread across all the clusters. Each cluster will have 1 Institutional development Expert (IDE) as experienced lead trainers, the lead trainers will take the responsibility of ensuring knowledge and skills transfer through the organized workshops, mentorship and backstopping of the institutional development officers, sub county staff and CBFs.

Training of Trainers and peer to peer approach;

As stated, the consultant will train key staff from the district and sub county who are expected to provide continuity in supporting institutional development support to farmer groups. UCA will train them using the trainers of trainers’ approach and thereafter will provide backstopping, coaching and mentoring roles to the ToTs who will remain stationed in the respective clusters and close to the FOs for ease of reference and consultations.

Training Workshops

Some of the capacity building trainings of the TOTs and farmer organizations leaders, knowledge sharing, learning and reflection sessions will also be delivered through workshops and seminars like training for district and sub county as well as CBF trainings.

Onsite meetings, discussions and trainings.

The team will do as much as possible to keep most of the capacity building activities close to the premises or areas of operation of the farmer organizations. Several meetings, discussions, demonstrations and trainings will be held in the premises (or close to the premises) of the FGs. This will make the delivery of the training more efficient in terms of costs and time and reflective of the status of the FGs, during the engagements, participatory discussions and sharing of ideas in open plenary will be encouraged more than lecture method.

Mass Media

Due to the nature of the activity, the team will organize various radio programs for both mobilization and awareness creation among the farmers and leaders of the Farmer Organizations, these will be mainly targeted for mobilization of farmers to participate in the project, to join or form FOs highlighting the benefits and opportunities of collective action, updating farmers and stakeholders on the plans, progress and upcoming events in the project.

Use of Customized Visuals

Over the years, UCA has developed a wide range of training materials including: fliers, charts, videos, stories, power point presentations and audios that can be used to facilitate training sessions.

A combination of these training tools will be used in the execution of this assignment. Where necessary these materials will be customized to suit the local context. Special attention will be given to suitability of the language in the various areas where the training is going to be conducted.

Table below summarises the methodologies to be used during activity implementation.

Target audience	Activity delivery format/methodology	Delivery Aids
FO individual members	· Lectures-style trainings · Meetings, Role plays, Exposure visits	Flip charts Illustrations
FO leaders and staff	· Lectures-style trainings, Meetings, Role plays, Coaching, Mentoring, Exposure visits, Group discussions	Flipcharts Projector Notes handouts
CBF, DLG AO & CDO, and core teams leaders	· Lectures-style trainings · Meetings, Exposure visits	Flipcharts, Projector Notes handouts

7.0 Monitoring and evaluation

A Monitoring, Evaluation and Learning framework with a dedicated staff will be put in place for purposes of ensuring that activities are progressing as planned and agreed with PCU, value for money is achieved in each activity undertaken and for purposes of learning/knowledge management. The framework will be designed based on the ACDP’ deliverables and Key performance indicators and contribution of the assignment to overall project objectives, for purposes of synchronisation with the overall M & E process of the project.

Some approaches to be used under this framework will include regular reporting being done promptly for all activities undertaken by staff, backstopping and monitoring visits to the field to confirm reports being submitted. Snap checks and internal audit are also part of the M & E framework being prepared for use on the assignment, documentation of best practices, learning and corrective action undertaken early in the project stages.