OTIC MySkool Project Proposal Template

TABLE OF CONTENTS
TABLE OF CONTENTS .......................................................................................................................... ii

LIST OF TABLES .............................................................................................................................. iii
LIST OF FIGURES .............................................................................................................................. iii
ABBREVIATIONS AND ACRONYMS .................................................................................................... iv
PROJECT SUMMARY DESCRIPTION .................................................................................................... 1
1.0 INTRODUCTION .......................................................................................................................... 2
1.1 Background to Global Coffee ............................................................................................. 2 1.2 Uganda
Development Plan II & Vision 2040 ..................................................................... 2
1.3 Coffee Sub-Sector in Uganda ............................................................................................. 3
1.3.1 Importance of the coffee sub- sector ................................................................................ 3
1.3.1 Coffee sub-sector Road Map ............................................................................................. 3
1.4 Concept of Value Chain ..................................................................................................... 4
1.5 Background to Professional Associates Limited (PAL) .................................................... 5
2.0 PROBLEM STATEMENT AND RATIONALE ............................................................................... 7
2.1 Problem Statement ........................................................................................................... 7
2.2 Rationale ........................................................................................................................... 7
3.0 PROJECT DESCRIPTION ........................................................................................................... 10
3.1 Project cost ..................................................................................................................... 10 3.2 Project goal and
objectives ............................................................................................. 10 3.3 Key Result
Areas ............................................................................................................. 10
3.4 Project areas and target population and production ...................................................... 12
3.4.1 Project areas ................................................................................................................... 12 3.4.2 Overall
target population ................................................................................................ 13
3.4.3 Overall Project Target Acreage, Production and Annual Income ................................... 15
3.4.4 Pilot Project target population........................................................................................ 15
3.4.5 Pilot Project Target Acreage, Production and Annual Income ....................................... 16
3.5 Project Activities and outputs ......................................................................................... 17
3.5.1 Interventions aimed at doubling production and productivity of quality coffee ........... 17 3.5.2
Interventions aimed at improving marketability and doubling profitability of coffee .. 23
3.5.3 Interventions aimed at developing an efficient coffee value chain ................................ 28
3.6 Theoretical and conceptual frameworks of CVCDP design............................................. 33
4.0 IMPLEMENTATION ARRANGEMENTS .................................................................................... 36
4.1 Partnership arrangements: ............................................................................................. 36 4.2 Institutional
arrangements ............................................................................................. 37
4.3 Methodology /project approach ..................................................................................... 37
4.3.1 Relevance and appropriateness of the project ............................................................... 38
4.3.2 Project effectiveness ....................................................................................................... 39 4.3.3 Project
Efficiency ............................................................................................................ 40 4.3.4
Sustainability .................................................................................................................. 42
4.3.5 Cross cutting Issues: ....................................................................................................... 43
4.3.5.1 Gender ............................................................................................................................. 43 4.3.5.2
Social impacts ................................................................................................................. 43 4.3.5.3
Environmental impacts ................................................................................................... 44
4.3.5.4 Strategies that will drive CVCDP ..................................................................................... 44
5.0 MONITORING AND EVALUATION............................................................................................ 47 6.0
PROJECT SUSTAINABILITY ...................................................................................................... 48
7.0 OPPORTUNITIES, RISKS AND ASSUMPTIONS ........................................................................ 49
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7.1 Opportunities .................................................................................................................. 49
7.2 Risks and Assumptions ................................................................................................... 49
8.0 FINANCIAL ARRANGEMENTS AND BUDGET .......................................................................... 51
REFERENCES ............................................................................................................................. 53
ANNEXES ............................................................................................................................. 62
Annex 1: PAL Organogram ............................................................................................................. 62
Annex 2: Log frame ........................................................................................................................ 63
Annex 3: Performance/MEAL framework for CVCDPP – Mpigi and Rukungiri Districts. ............. 69
Annex 4. Action plan for CVCDPP – Mpigi Sub County- Mpigi District .......................................... 82
Annex 5. Checklist for Gender Integration in Project Cycle ........................................................... 88
Annex 6 Zonal composition .......................................................................................................... 90
Annex 7. Map of Uganda showing Coffee growing Districts .......................................................... 95
Annex 8A: Villages in Mpigi Sub-county, Mpigi District ................................................................... 96
Annex 8B: Villages in Nyakishenyi Sub County, Rukungiri District ................................................. 98
Annex 9: CVCDPP Budget - Mpigi and Rukungiri Districts .......................................................... 101
Annex 9.1: Budget for a workshop for 30 participants................................................................... 105
Annex 9.2: Budget for a workshop for 2 SEAs and 2 SQAs ............................................................. 106
Annex 9.3: Budget for a Training workshop for 6 FAs, 2 SEAs and 2 SQAs .................................... 107
Annex 10: Profile of Implementing Organization - PAL ................................................................. 108
Annex 10.1: Curriculum Vitae of the Chief Project Designer/ Project Director................................ 119
Annex 10.2: Scanned PAL Audited Accounts .................................................................................... 129 Annex

10.2.1: PAL Audited Accounts 2019 ....................................................................................... 130
Annex 10.2.2: PAL Audited Accounts 2018 ....................................................................................... 147
Annex 10.2.3: PAL Audited Accounts 2017 ....................................................................................... 164
Annex 10.3: Certificate of Incorporation .......................................................................................... 181
Annex 11. Theoretical and Conceptual Frameworks for CVCDP Design ....................................... 182
Annex 12: M&E System .................................................................................................................. 189
Annex 13. Project Sustainability .................................................................................................... 194
LIST OF TABLES
Table 1: Key Result Areas per Strategic Objective ........................................................................ 11
Table 2: Districts /zoning units to be targeted by PAL ................................................................. 12
Table 3: Number of administrative units and population to be targeted by CVCDP in Uganda ... 14
Table 4: Targeted acreage, production and annual income from Ugandan coffee ....................... 15
Table 5: Number of administrative units and population in Pilot Sub Counties .......................... 16
Table 6: Targeted acreage, production and annual income from Mpigi Sub County coffee. ........ 16
Table 7: Mitigation measures ....................................................................................................... 50
LIST OF FIGURES
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Figure 1: Conceptual Framework of CVCDP design - Program Theory .............................................................. 35
ABBREVIATIONS AND ACRONYMS

# Number
% Percentage
ACDI/VO Agricultural Cooperative Development International and Volunteers in Overseas
CA Cooperative Assistance
AM Audit Manager
AO Administration Officer
ASL Above Sea level
ASL Above Sea Level
BOSS Beginning of Sustainability Status
CAADP Comprehensive Africa Agricultural Development Program
CVCDP Coffee Value Chain Development Project
CVCDPP Coffee Value Chain Development Pilot Project Phase
CVCDP 2 Coffee Value Chain Development Project Phase 2
CVCDP 3 Coffee Value Chain Development Project Phase 3
CVCM Coffee Value Chain Manager
DPC Document Processing Centre
DR Democratic Republic
DSIP Development Strategy and Investment Plan
DVCC District Value Chain Coordinator
ED Executive Director
FAD Finance & Administration Director
FAM Finance and Administration Manager
FAO Food and Agriculture Organization
FAQ Fair Average Quality
FAs Farmer Associations
FGs Farmer Groups
FY Financial Year
GDP Gross Domestic Product
GoU Government of Uganda
H. E. His Excellency
HDI Human Development Index
HH Household
HRM Human Resource Manager
HRO Human Resource Officer
ICO International Coffee Organization
ICT Information Communication Technology
IITA International Institute if Tropical Agriculture
IR Intermediate Result
KRA Key Result Area
LC Local Council
M&E Monitoring and Evaluation
MAAIF Ministry of Agriculture, Animal Industry, and Fisheries
MDGs Millennium Development Goals
MDIs Microfinance Deposit Taking Institutions
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MEAL Monitoring, Evaluation and Learning
MFIs. Micro Finance Institutions
MIS Management Information system
MMAPP Mobile Money Application software
MoFPED Ministry of Finance Planning and Economic Development
MTR Mid-Term Review

MTTI Ministry of Tourism, Trade and Industry
NaCORI National Coffee Research Institute
NARO National Agricultural Research Organization
NCAT network capacity assessment
NDP National Development Plan
NEMA National Environmental Authority
NGOs Non-Governmental Organisations
NPA National Planning Authority
NUSAF Northern Uganda Social Action Fund
OVI Objectively Verifiable Indicator
PAL Professional Associates Limited
PCM Program & Communication Manager
PHHTEI post-harvest handling tools, equipment and infrastructure
PHHTs post-harvest handling technologies
PM Procurement Manager
PMEM Planning, M&E Manager
PSF Private Sector Foundation
SEAs Sub county Extension Agents
SQAs Sub county Quality control Agents
SACCOs Savings and Credit Cooperatives
SO Strategic Objective
SOW Sustainability Scope of Work
SPS Sanitary and Phytosanitary
SQAs Sub-county quality agents
sqm Square Metre
SWOT Strengths, Weaknesses, Opportunities and Threats
TOT Training of Trainers
TP Transfer Pricing
TSD Technical Services Director
UAE United Arab Emirates
UBOS Uganda Bureau of Statistics
UCDA Uganda Coffee Development Authority
UCF Uganda Coffee Federation
UCVCS Uganda Coffee Value Chain Study
UGX Uganda Shillings
UN United Nations
UNADA Uganda National Agro-input Dealers Association
UNBS Uganda National Bureau of Standards
URA Uganda Revenue Authority
US$ United States Dollar
USAID United States Agency for International Development
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VAT Value Added Tax
VC Value Chain
VCD Value Chain Development
VFM Village Farm Model
VFMF Village Farm Model Fund
WFP World Food Programme
VFWs Village Farm Workers
WHT Withholding Tax
ZARDI Zonal Agricultural Research and Development Institute
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PROJECT SUMMARY DESCRIPTION
Project Title COFFEE VALUE CHAIN DEVELOPMENT PILOT PROJECT
(CVCDPP)
Est. Project Cost • PROJECT COST: US$ 7,033,517

• Project Cost per beneficiary Household (HH): US$ 532
• # of beneficiaries (HHs): 14,302
Est. Start Date 1ST OCTOBER 2020
Est. Project duration 1ST OCTOBER 2023
Geo-focus (specific MPIGI TC SUB COUNTY, MPIGI DISTRICT &

location of investment) NYAKISHENYI SUB COUNTY, RUKUNGIRI DISTRICT
Value Chain / Focus UGANDAN COFFEE VALUE CHAIN
crops
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1.0 INTRODUCTION
1.1 Background to Global Coffee
The vast majority of the world’s poor are employed in agriculture (see, e.g., World Bank,
2008)). Promoting exports of agricultural products and linking farmers to global markets,
therefore, has the potential to reduce poverty. At the same time, it is argued by many that
market imperfections along agricultural value chains and unfair conditions in global market
prevent these beneficial impacts to fully realize and might even exacerbate poverty by
increasing farmers’ dependency and expose them to huge fluctuations in prices and income.
Coffee is exclusively produced in developing countries and almost entirely exported to high
income countries. Coffee is the world’s most widely traded tropical agricultural commodity,
7.9m tonnes of coffee were produced in 2011, of which 6.2m tones were exported.
Coffeeproducing countries earned $23.5bn from coffee exports in 2011, 25 million
smallholders produce 80% of the world’s coffee, and coffee provides a livelihood for a
further 100 million people in coffee-producing countries.
Coffee is the second largest valued commodity in international trade, and the most widely
traded tropical agricultural commodity after petroleum. Trade in coffee is dominated by
Latin America and Caribbean countries which account for about 57% of world exports
while
African countries account for about 14%, mainly of the Robusta type. In Uganda, which is
the
2nd largest exporter of coffee in Africa, coffee is an important cash crop that supports over
3.5 million families at all levels of the value chain especially for income security and
contributes to between 20 - 30% of foreign exchange earnings.
In addition to serving as a main source of income, coffee has many other uses and thus
provides many opportunities for value addition investment. Coffee can be used as a
medicine to cure asthma, headaches, and Alzheimer’s disease. As a stimulant, coffee can
inhibit sleep which can make someone to keep working for longer hours. Coffee is also
known to have over 700 different compounds and thus has numerous industrial uses
especially in the chemical industry.
1.2 Uganda Development Plan II & Vision 2040

National Development Plan (NDPII), which is designed to propel Uganda towards middle
income status by 2020, in line with the aspirations of Uganda’s Vision 2040- “A
Transformed Ugandan Society from a Peasant to a Modern and Prosperous Country within
30 years”. This Plan aims at strengthening Uganda’s competitiveness for sustainable wealth
creation, employment and inclusive growth. The Plan prioritizes investment in five (5)
areas with the greatest multiplier effect on the economy; which are-: i) agriculture; ii)
Tourism; iii) Minerals; iv) Oil and gas; Infrastructure development; and v) Human capital
development. The effective implementation of this Plan is expected to lead to an average
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growth rate of 6.3 per cent and per capita income of USD 1,039 by 2020.
As a major sector in the economy, the NDPII emphasizes commercialization of agriculture,

to increase production and productivity along the value chains. It emphasizes agro-
processing and marketing as a launch path to industrialization. Investment in value
addition to agricultural products can expand the GDP size, while improving the Country’s
Balance of Payments Position (BOP)
A quasi-market approach, which includes the mix of government investments in strategic

areas and private sector driven actions, was proposed. The private sector will remain the
engine of economic growth while government in addition to undertaking the facilitating
role through the provision of a conducive policy, regulatory and institutional framework
will also actively promote and encourage public- private partnerships in a rational manner
((National Planning Authority, 2010; p 43).
1.3 Coffee Sub-Sector in Uganda

This subsection discusses the importance of the coffee sub-sector and its road map that has
been designed by government of Uganda.
1.3.1 Importance of the coffee sub- sector

Coffee is one of the most important cash crops in Uganda playing a major role in the
livelihoods of many poor people and is a major foreign exchange earner in Uganda. Uganda
Coffee Development Authority (UCDA), the government agency responsible for the sector,
estimates that about 500,000 households depend on coffee production. Uganda is the 2nd
largest exporter of coffee in Africa. Coffee is an important cash crop that supports over 3.5
million families. This is at all levels of the value chain; especially for income security.
There are two main types of coffee grown in Uganda namely Arabica and Robusta coffee.
Annual production on average is made up of 15% Arabica and 85% Robusta. Coffee
contributes approximately 20 - 30% of foreign exchange earnings. Eastern Uganda is one of
the key Coffee producing regions in Uganda. Bugisu / Mt Elgon and Iganga areas account for
the largest production of coffee in Eastern Uganda, then some parts of Luuka and Bugiri.
Coffee production is done at individual and farmer group levels. Production is influenced by
Inputs, extension services, land size and preparation, and seed quality. They are two major
species of coffee grown in Uganda; Robusta coffee which is indigenous in Bugiri, Luwuka, a
bit of Iganga. Arabica Coffee – introduced from Malawi (Nyasaland) in the 1890’s as main
cash crop - now grown in highlands of Bugisu and Mbale districts. Uganda has about
500,000 coffee farms of which 93% are small scale in the country. The coffee industry was
fully liberalized in 1991 and 1992; Co-ops lost monopoly of marketing coffee.
1.3.1 Coffee sub-sector Road Map

The designing of this project is based on the PAL’s strategic plan 2019-2025. The project
design comes at a time when the Government of Uganda has intensified its support of the
Coffee sub-sector and in a drive to increase coffee production and export to 20million 60-kg
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bags by the year 2025. The Government has come up with a Coffee Road Map that is
composed of nine key initiatives that will catalyze the transformation in the industry and
these are categorized under i) demand and value addition, ii) production and iii)Enablers
as follows:.
i. Demand and value addition
• This involves Building a structured demand through country to country deals
especially emerging markets like China to ensure that the coffee produced gets
markets;
• Branding of Uganda Coffee so as to increase the value of our Coffee;
• Support value addition all through the value chain including primary processing
to the finished product.
ii. Production
• This calls for the strengthening of farmer organisations and producer
cooperatives to enhance commercialization for smallholder farmers, adaptation
and use of inputs, finance and aggregation as well as enabling a broader access
to extension services
• Support joint ventures between owners of underutilized land and investors who
wish to engage and develop coffee production
• Provide and promote concessions for coffee production on large underutilized
land
iii. Enablers
• Improve quality of planting materials through research and multiplication of
improved varieties;
• Improve access to quality inputs – fertilizers, pesticides and herbicides
• Develop a coffee finance program with Central Bank and the Treasury to
provide financial support to farmer organisations, coffee businesses and
investors.
The Coffee Roadmap was launched by the President of the Republic of Uganda, H. E.
President Yoweri Kaguta Museveni on April 13 where he ordered the coffee stakeholders to
ensure that Uganda achieves its coffee production target of producing 20 million bags
annually by 2025.
This Coffee Value Chain Development Project (CVCDP) is aimed at making the coffee value
chain more efficient. This coffee value chain development project (CVCDP) will also
contribute to the Coffee Sub-sector Road Map that has been designed by the Government of
Uganda.
1.4 Concept of Value Chain

A value chain is generally defined as all the firms that buy and sell from each other in order
to supply a particular set of products or services to final consumers. It is also defined as a
connected series of organizations, resources, and knowledge streams involved in the
creation and delivery of value to end customers. It is also viewed as a string of companies or
players working together to satisfy market demands for a particular product (Frank Lusby,
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2007)
Value chains encompass the full range of activities and services required to bring a product
or service from its conception to sale in its final markets—whether local, national, regional
or global. Value chains include input suppliers, producers, processors and buyers. They are
supported by a range of technical, business and financial service providers (USAID, 2009).
According to Downing, et al (2012 9), value chains can be defined as “the full range of
activities that are required to bring a product from its conception to its end use. These
include design, production, marketing, distribution, and support to get the product to the
final user. The activities that comprise a value chain may be contained with a single firm or
may embrace many firms. They can be limited to a single country or stretch across national
boundaries.”
The agricultural commodity value chain concept has been used since the beginning of the
millennium, primarily by those working in agricultural development in developing
countries. Although there is no universally accepted definition of the term, it normally
refers to the whole range of goods and services necessary for an agricultural product to
move from the farm to the final customer or consumer. At the heart of the agricultural
commodity value chain concept is the idea of actors connected along a chain producing and
delivering goods to consumers through a sequence of activities. However, this “vertical”
chain cannot function in isolation and an important aspect of the value chain approach is
that it also considers “horizontal” impacts on the chain, such as input and finance provision,
extension support and the general enabling environment. The approach has been found
useful, particularly by development actors, in that it has resulted in a consideration of all
those factors impacting on the ability of farmers to access markets profitably, leading to a
broader range of chain interventions. It is used both for upgrading existing chains and for
development actors to identify market opportunities for small farmer.
Contexts of the coffee value chain are found at the core of high-impact and sustainable
initiatives focused on improving productivity, competitiveness, entrepreneurship, and
Small-Medium Enterprises (SME) growth. Value Chain approaches are revolutionizing
agriculture and the food industry. Focus has shifted from agricultural production to
consumer demand, marketing and the coordination of product flows from producers to
consumers. The Value Chain concept acknowledges that production must be linked to
demand and the critical role of organizing the flow from farmer to consumer opportunities.
1.5 Background to Professional Associates Limited (PAL)

This project proposal is prepared and submitted by Professional Associates Limited (PAL), a
development facilitation firm with broad experience in offering a range of specialized
services as well as a track record of excellent performance. These services include Project
Management, Midterm and End of term Evaluations for various organizations. The firm’s
staff have a deep understanding of relevant national and international professional
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standards and guiding principles of value chain development.
PAL is registered with the Government of Uganda to facilitate socio-economic development

through project management and consultancy work and it holds a Certificate of
Incorporation (see annex 10.3). PAL has a physical office location (see cover page above)
and has no record of having been implicated for any consultancy contract or related work.
The firm’s past performance and a list of Clients and the contact persons who can be
reached to verify PAL’s track record are attached. Also presented is the advantage of
benefiting from strong technical and corporate strength/expertise, an expanded resource
base and vibrant corporate networking for the smooth implementation of the proposed
value chain development project. The capability statement and company profile are
attached to this proposal in Annex 10. The firm’s staff have carried out project
management; monitoring and evaluation; and advisory services for various NGOs projects
both in Uganda and abroad. The relevant firm references that explain the staff experience
related to this proposed value chain development project are also attached.
PAL staff have a deeper understanding of program theory which entails the change model
(theory of change) and action model (project implementation). The firm has provided
opportunities to its clients to test, reflect upon and adjust the theory of change based on
changing conflict or context dynamics prior to project implementation. Most importantly
through conducting baselines and employing intervention logic, the firm has also facilitated
testing and refinement of the theory of change based on the data gathered during the study.
Of recent PAL staff have gained experience in the Ugandan coffee value and with the
emergence of the coffee roadmap there must be a new focus on public-private partnership
for Coffee production, quality and sustainability. Using this experience, PAL has designed
this project involving farmer organisations /cooperatives and these need to be enhanced
through the PPP arrangement. The broad thrusts of the PAL Strategic Plan in this respect is
to integrate sound ideas and allow for many opportunities through the synergies created. In
order to operationalize this, it is vital for priorities to emerge and a sequencing of
investments to be determined so that Government, with its partners, can most effectively
steward coffee roadmap that is inclusive of the Private sector that will ensure sustainable
development for the industry.
The CVCDP will be implemented within the framework of PAL Strategic Plan 2020-2025
which has the following thematic areas:
i. Production, Quality Maintenance and Trade Development,
ii. Consultancy Services Delivery
iii. Knowledge Centre and Communication
2.0 PROBLEM STATEMENT AND RATIONALE
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This chapter states the problem statement and rationale of CVCDP.
2.1 Problem Statement
Studies indicate that the sustainable coffee production, productivity and profitability in
Uganda are still very low which means that the Ugandan coffee value chain has great
potential. This project will aim at exploiting Uganda full potential if producing quality coffee
and hence hitting the coffee road map target of exporting 20 M bags by the 2025 from the
current 5M bags.
Coffee farmers’ traditional practices are considered inefficient and ineffective in ensuring
produce of good quality and of large volumes that can command good market prices. In the
post-production sector, traditional practices of handling and managing coffee still prevail.
The practices include crop harvesting before or past physiological maturity, drying on bare
ground, storage in bulk on the floor or in sacks, tins or drums.
Farmers are not organized into viable marketing groups. The producers are small,
fragmented and have scattered farm holdings thus small volumes of marketed coffee for
sale which result into low bargaining power. Lack of access to proper markets, credit
facilities/ quality financial services, market information, poor rural infrastructure, low
quality coffee weak or non-existent support services, and poorly integrated market have
further constrained the coffee marketing system.
Coffee farmers experience post-harvest losses from untimely harvesting, poor drying,
primary processing and storage. Many farmers dry their produce on bare ground. The
produce absorbs moisture and gets contaminated with soil, stones and other waste
materials.
Agricultural produce is overtly individualistic, with small units of production scattered

within the farming systems. This kind of dispersal increases cost of transaction, especially,
on assembling and cleaning; and quality is highly compromised because of the
nonhomogeneity of the product due to use of different kinds of handling and processing
methods. Although research has generated a number of improved post-harvest
technologies that are considered appropriate, their uptake has been very low, probably
because of poor accessibility by farmers or farmers failing to realize opportunity costs on
such investments. This project will undertake comprehensive interventions to address the
above mentioned issues of production post-harvest handling and marketing to realize
Uganda’s full potential in quality coffee production.
2.2 Rationale
Globally, CVCDP aligns to the post MDG agenda and hence builds on the Sustainable
Development Goals. It is aligned with the principles and aspirations of the Comprehensive
Africa Agricultural Development Program (CAADP). Nationally, it aligns to National
Development Plan (NDP), Uganda’s new five-year strategic framework for economic
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development. It also aligns to the coffee roadmap and hence builds on the sustainable
coffee production and trade. The proposed project is fully aligned with the DSIP and its
strategic focus is consistent with the NDP and DSIP objectives of agricultural growth,
commercialization, and poverty reduction. It will enhance coffee productivity,
diversification and value addition, and promote PPPs in service delivery and agribusiness
development.
CVCDP is designed to hit the coffee road map target of 20 M bags (60 kg bags) valued at US
$
2 billion. UCDA report shows that the coffee exported from February 2017 until December
2018 totaled 5 million bags worth US$ 584 million. The 5 million bags exported indicated
an increase of about 8.7 per cent from the 4.6 million bags exported in 2017. The country
had stagnated at 3 million bags for years and because of the increased planting and good
agronomical practices, production has increased.
According to a recent (2017) study by Uganda Coffee Farmers Alliance (UCFA), a traditional
subsistence Robusta farmer’s yield is only 232 kilograms of FAQ coffee per acre per year
while an acre of a recommended Robusta farmer yields 840 kilograms of FAQ coffee per
year. Similarly a traditional subsistence Arabica farmer’s yield is only 180 kilograms of FAQ
coffee per acre per year compared to the yield of 805 kilograms of FAQ coffee per acre per
year for a recommended Arabica farmer.
Studies have also revealed that about 85% of coffee producers in Uganda have intercropped
small farms ranging in size from well under half a hectare to 2 hectares. These smallholder
coffee growers normally use family labour although hired labour is occasionally used for
activities such as harvesting. Limited on-farm investment is closely linked to the lack of
access to agricultural finance by the majority of smallholder farmers in Uganda (UCDA,
2015). Therefore, the majority of the coffee farmers are in the category of traditional
farmers. The above figures of yield suggest that most current Robusta coffee farms and
Arabica coffee farms have the potential of increasing current production by 3.6 times and
4.5 times, respectively, without increasing acreage.
Therefore, if the road map target is to be realized, there must be a deliberate effort (CVCDP
interventions) to mobilize and assist all coffee value chain actors and players especially at
farm level to increase productivity on their coffee farms. It is envisaged that once farmers
start to position themselves and operating as groups along the produce market chains, then
the commercial dimension of coffee farming will be achieved. Positioning will entail farmer
facilitation in terms of capacity building in group dynamics, employing recommended
agronomic practices, utilization of appropriate post-harvest technologies, business
management, credit access and utilization and value chain analysis to mention but only a
few. This means that the current coffee exports of 5 million bags will be increased to about
18M bags (strategic objective 1) without increasing acreage. The balance of about 2 M bags
to hit the target of 20 M bags will then be realized by increasing the coffee farm acreage by
15% and /or irrigation.
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According to the same study, in terms of yield, a large scale commercial coffee plantation is
able to produce an average yield of 1080 kilograms of FAQ coffee per acre per year. This
high yield is attributed to the economies of scale in employing the recommended
agronomic and post-harvest handling practices. Therefore, employing a Village farm Model
proposed by CVCDP in which all coffee trees in a village are considered as one farm and
managed by a village farm manager with strict adherence to all recommended coffee
husbandry practices (Including irrigation), productivity can be increased by 4.655 times.
This means that the current coffee exports of 5 million bags will be increased to about 23.3
M bags of quality coffee without increasing acreage.
Therefore, the coffee road map target of 20M bags by 2025 can even be surpassed with
CVCDP interventions without increasing the coffee acreage. The targeted value of US$ 2
billion will also be surpassed since CVCDP aims at increasing the percentage of Ugandan
certified coffee from about 2% to over 80%. This is because certified coffee attracts
premium prices.
The project seeks to employ a value chain approach to address all the challenges along the
coffee value chain and making the value chain more efficient and more valuable.
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3.0 PROJECT DESCRIPTION
3.1 Project cost
The total pilot project cost is US$ 7,603,803 (United States Dollars Seven Million Six
Hundred Three Thousand Eight Hundred Three Only). However, 68% of the total project
will constitute a Village Farm Model Fund which amounts to US$ 5,173,469. This will be a
loanable to the FGs and refundable on coffee marketing for the purposes of sustainability.
VFMF will fund the coffee farming activities (recommended agronomic and post-harvest
handling practices) that farmers have always failed to afford leading poor coffee yields and
quality. The pilot project will run for a period of 3 years. The funding modality for the
operation will be donor funding. Annex 9 illustrates the total project cost including a
breakdown by component.
3.2 Project goal and objectives

The goal is to make the coffee value chain efficient and more valuable leading to the
socioeconomic development in the project sub counties.
The specific project objectives are:

PO 1: To double production and productivity of quality coffee
PO 2: To improve marketability and double profitability of coffee
PO 3: To develop an efficient coffee value chain
3.3 Key Result Areas

The project is designed in seven Key Result Areas (KRAs) to meet the project objectives
stated in 3.2. Table 1 shows the KRAs per project objective (PO). The key activities by result
area are spelt out in sub-section 3.5
Table 1: Key Result Areas per Strategic Objective

Strategic Key Result Area (KRA)
Objective (SO)
SO 1: To double KRA 1.1 Farmer groups to participate in the program identified
production and and mobilized;
productivity of KRA 1.2 Formalization of the producer organizations
quality coffee
KRA 1.3 Group cohesion enhanced and group dynamics skills
imparted:
KRA 1.4 Advisory services provided to impart knowledge and
skills in efficient production
KRA 1.5 Technologies distributed to farmer groups
KRA 1.6 Nucleus farms supported to increase production of
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quality farm produce and collect quality coffee from
out growers for primary processing and marketing
SO 2: To improve KRA 2.1 Markets for increased coffee volumes identified
marketability and KRA 2.2 Ugandan coffee advertised by an English Premier
double profitability League Club and exclusive rights obtained to sell
of coffee Ugandan Coffee in the stadium
KRA 2.3 Promoting domestic coffee consumption
KRA 2.4 Skills and knowledge in improved post-harvest
handling and quality attainment imparted on the
farmers
KRA 2.5 Farmers trained on coffee quality standards;
KRA 2.6 Post-harvest handling technologies distributed
KRA 2.7 Post-harvest handling and storage tools, equipment
and infrastructure distributed
KRA 2.8 Coffee tourism introduced and implemented in Uganda
SO 3: To develop an KRA 3.1 Key value chain actors identified:
efficient coffee KRA 3.2 Critical challenges faced by value chain actors
value chain identified
KRA 3.3 Strategies to address the identified challenges
developed and employed.
KRA 3.4 Farmers trained on record keeping.
KRA 3.5 Value chain actors linked to financial institutions.
KRA 3.6 Farmers linked to input manufacturers and stockists.
KRA 3.7 A market system designed.
KRA 3.8 Collecting/marketing centers established.
KRA 3.9 Farmers educated about the marketing system
KRA 3.10 Value chain actors linked to Insurance Companies.
KRA 3.11 Working with UTZ /Stiftung Rain Forest to certify FGs.
3.4 Project areas and target population and production

This section describes the project areas (administrative units), the estimated number of
beneficiary households and persons which the project will target as well as the targeted
production and income.
3.4.1 Project areas

Studies indicate that there 104 coffee producing districts. PAL will start with a pilot project
(phase 1) – Coffee Value Chain Development Pilot Project (CVCDPP) will be implemented in
at least one sub-county (randomly selected) in each of the five coffee agricultural zones to
showcase that hitting the coffee roadmap is possible. Mpigi TC Sub-county has been
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randomly selected from the Lake Victoria Crescent agricultural zone (check Annex 6) which
is conducive for Robusta coffee production. Nyakishenyi Sub-county has been randomly
selected from the Highland Ranges agricultural zone which is conducive for Arabica coffee
production.
After three years’ successful implementation of the pilot project, PAL will roll to fifty two
districts (phase 2). After six years, CVCDP will finally roll to the remaining 52 coffee
producing districts ((phase3) in the Agricultural Zones that have comparative advantage in
producing coffee.
To increase the household incomes and further fight poverty H.E. the President of Republic
of Uganda directed that the country be zoned into areas of agricultural and related
socioecological areas of comparative advantage. A Task Force to handle the zoning of
agricultural production, identification of Agro-processing capacity requirements and re-
enforcing regional and international market access was set up coordinated by the Head of
the Public Service and Secretary to Cabinet with membership of Permanent Secretaries and
Technical Heads of various public agencies. Hence, a Plan for Zonal Agricultural Production,
Agroprocessing and Marketing was developed by the task force in August 2004.
Table 2: Districts /zoning units to be targeted by PAL

Coffee Growing Agricultural Zone Districts (in Year 2004)
III. North Western Savannah Grasslands 1. Adjumani
2. Western Nebbi
3. Arua
4. Moyo
5. Yumbe
6. Northern Gulu
7. Northern Apac
8. Western Lira
1. Kampala
2. Mukono
VI. Lake Victoria Crescent
3. Wakiso
4. Eastern Mpigi
5. Eastern Masaka
6. Eastern Rakai
7. Kalangala
8. Jinja
9. Mayuge
10. Southern Bugiri
11. Southern Busia
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VII. Western Savannah Grasslands 1. Hoima
2. Kiboga
3. Southern Luwero
4. Mubende
5. Kibaale
6. Kyenjojo
7. Kabarole
8. Kamwenge
9. Southern Kasese
IX. South Western Farmlands, 1. Western Mbarara
2. Bushenyi
3. Northern Ntungamo
4. Rukungiri
5. Northern Kanungu
X. Highland Ranges 1. Northern Mbale
2. Southern Sironko
3. Southern Kapchorwa
4. Southern Kanungu
5. Kabale
6. Kisoro
7. Northern Kasese
8. Southern Bundibugyo
9. Southern Rukungiri
The task force identified thirty five enterprises (viable value chains). The viable enterprises
identified were 1-Apiculture, 2-Arabica Coffee, 3-Bananas (Brewing), 4-Bananas (Dessert),
5-Beans, 6-Beef cattle/Hides, 7-Cassava, 8-Oranges, 9-Lemons, 10-Cocoa, 11-Cotton,
12Dairy /Hides, 13-Fisheries, 14-Floriculture,15-Goats/Skins, 16-Gum Arabica, 17-Okra,
18-French beans, 19-Tomatoes, 20-Irish potatoes, 21-Maize, 22-Ostriches, 23-Passion fruit,
24Pineapples, 25-Pulses, 26-Robusta coffee, 27-Simsim, 28-Bird’s eye chillies, 29-Red
Chillies, 30- Ginger, 31-White/Black pepper, 32- Cardamom, 33-Sunflower, 34-Vanilla, 35-
Tea and 36-Coffee. Annex 8 shows the description of Agricultural zones and the viable
commodities (value chains) enterprises per agricultural zone while table 2 shows the
districts/zoning units to be targeted by PAL.
The CVCDP will target the agricultural zones that have comparative advantage in growing
Arabic coffee and Robusta coffee(see table 2), namely: Zone 3 - North Western Savannah
Grasslands; Zone 6 - Lake Victoria Crescent; Zone 7 – Western Savannah Grasslands; Zone 9
- South Western Farmland and Zone 10 - Highland Ranges. Zones 3, 6, 7 and 9 have
comparative advantage in Robusta coffee production while Zone 10 has comparative
advantage in producing Arabica coffee.
Annex 7 presents a map of Uganda showing coffee growing districts. Farmers will be
mobilized at village level in Farmer Groups (FGs) and FGs in every coffee farming sub-
county will form a Farmer Association (FA). FGs and FAs will be legally registered and will
be targeted by the project.
3.4.2 Overall target population

Table 3 shows the target populations. CVCDP will target 104 coffee producing districts,
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1,284 sub-counties, 80,080 villages (LCIs). Table 3 shows number of administrative units
and population to be targeted by CVCDP in Uganda.
Table 3: Number of administrative units and population to be targeted by CVCDP in Uganda

Item Number
Population in Uganda, 2014 34,856,813
# of districts in Uganda 112
# of sub-counties in Uganda 1382
Average # of sub-counties per district (1382/112) 12.34
# of sub-counties in 104 districts (104x12.34) 1,284
Average # of sub-counties in 52 districts (52x12.34) 642
# of HHs in Uganda 7,353,427
Percentage of rural population 82%
# of Rural HHs (7,353,427 x0.82) 6,029,810
Average # of rural HHs per sub-county(6,029,810/1382) 4,363
# of HHs in the pilot project Sub county – Mpigi -CVCDPP (Phase 1) 6820
# of HHs in 52 districts (52x12.34X4363) – CVCDP Phase 2 2,799,650
# of HHs in 104 districts (104x12.34X4363) – CVCDP Phase 3 5,599,300
Average # of HHs per village 70
# of Villages (LC1s- rural) in 104 districts (5,599,300/70) 79,990
Average # of villages per district (79,990/104) 770
# of villages in 52 districts (770 x 52) - CVCDP Phase 2 40,040
# of villages in 104 districts (770 x 104) - CVCDP Phase 3 80,080
Average number of villages per sub-county (770/12.34) in Uganda 62.4
# of villages the pilot project Sub counties in Mpigi and Rukungiri Districts -CVCDPP 172
(Phase 1)
Average # of persons per HH in Uganda – Rural: 4.8
Average # of persons per HH in Uganda – Urban: 4.2
Targeted population in the pilot project Sub counties -CVCDPP (Phase1) 62,889
Targeted population in 52 districts (2,799,650x4.8) - CVCDP Phase 2 13,359,120
Targeted population in 104 districts (5,599,300x4.8) -CVCDP Phase 3 26,718,240
Source: Adapted from Uganda Census, 2014
The targeted population in the pilot project Sub counties (Mpigi TC and Nyakishenyi Sub
counties) -CVCDPP (Phase1) will be 62,889 persons in 14,302 rural households (HHs). The
targeted population by CVCDP Phase 2 in 52 districts will be 13,359,120 persons in
2,799,650 HHs while CVCDP phase 3 will target 26,718,240 persons in 5,599,300 (HHs) and
26,718,240 persons in all the 104 coffee producing districts of Uganda. This on the
assumption that that each and every HH in the Coffee growing agricultural zones has at
least one coffee tree. Nevertheless, millions of low-income people, a large proportion of
whom are women, participate in agricultural value chains as producers, traders, processors,
and retailers.
Many millions more, including most of the developing world’s poor, participate in
agricultural value chains as laborers or consumers. Agriculture (especially coffee) can play
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a significant role in the livelihoods of rural populations by providing work opportunities
related to agribusiness. Indeed, agribusinesses at any scale, even micro-enterprises, begin
to provide a path to economic well-being (Raj, 2011). According to Haggblade et al. (2010,
p. 1429), the landless and near-landless households everywhere depend heavily on non-
farm income for their survival, while agricultural households count on non-farm earnings to
diversify risk, moderate seasonal income swings, and finance agricultural input purchases.
Therefore, improving the performance of agricultural value chains (coffee value chain)
stands to benefit large numbers of people (Reardon and Timmer, 2012; Reardon et al.,
2012; Aramyan et al., 2005; Lohman et al., 2004; Lambert and Pohlen, 2001; Tschirley et al.,
2015).
Therefore, based on the above literature, each and every household in the coffee
agricultural zones (including the landless) will be part of a village farmer group.
3.4.3 Overall Project Target Acreage, Production and Annual Income

The Coffee Value Chain Development Project (CVCDP) will target to have grown on
2,799,650 acres country wide. Table 4 shows the targeted population, acreage, production
and annual income from Ugandan coffee.
Table 4: Targeted acreage, production and annual income from Ugandan coffee
# Item Value
1. Total # of coffee acres to be targeted by CVCDP in Uganda 2,799,650

2. Targeted average acreage per HH 0.5
3. Expected Yield per Acre 841
4. Expected production (Kgs) 2,354,505,650
5. Expected production (60kg bags) 39,241,761
6. Expected Income(UGX) per acre 4,540,320
7. Expected Income(US$) per acre 1,227
8. Expected gross margin (UGX) per acre 3,168,500
9. Expected gross margin (US$) per acre 868
10. Expected Income(UGX) - Uganda 12,711,306,888,000
11. Expected Income(US$) - Uganda 3,482,549,832
12. Required Loan (UGX) – 50 % of income (VFMF) 6,355,653,444,000
13. Required Loan (US$) - 50 % of income (VFMF) 1,741,274,916
14. Expected overall gross margin(UGX) – Uganda 8,870,691,025,000
15. Expected overall gross margin Income(US$) - Uganda 2,430,326,308
Ex rate - US$ 1= UGX 3,700. Source: Adapted from Uganda Census, 2014 & Tony Mugoya (December, 2017)
The CVCDP will ensure that the coffee farmers employ all the recommended agronomic
practices and the best post-harvest handling practices are employed along the entire coffee
value chain to produce 39.2 Million bags (60 kg @) of FAQ valued at US$ 3.4 Billion. The
proposed Village Farm Model Fund (50% of the total income) amounting to US$
1,717,744,174 will be used to provide loans in kind to the village farms to ensure this level
of production. The expected gross margin will be expected be US$ 857 per acre while the
overall gross margin for the country will be expected to be US$ 2,397,484,061.
15
3.4.4 Pilot Project target population
Table 5 shows number of administrative units and population to be targeted by the pilot
project – Coffee Value Chain Development Pilot Project (CVCDPP) in Mpigi and Nyakishenyi
Sub-counties. CVCDPP will target 6,820 households (HHs) and 28,756 persons in 51
villages in Mpigi Sub-county while 7,482households (HHs) and 34,133 persons in 121
villages will be targeted in Nyakishenyi Sub-county. Overall, CVCDPP will target a total of
14,302 households (HHs) and 62,889 persons in 172 villages in both sub-counties. The lists
of villages of both sub-counties are presented in Annex 8.
Table 5: Number of administrative units and population in Pilot Sub Counties

# Item Value
Mpigi TC Subcounty Nyakishenyi Total

in Mpigi Subcounty in
District - Robusta Rukungiri
District - Arabica
1. Rural Population in Mpigi 28,756 34,133 62,889
Sub County
2. # of targeted Rural HHs 6,820 7,482 14,302
3. # of rural villages 51 121 172
4. Av. # of rural HHs in a 134 62 -
village
Source: Adapted from Uganda Census, 2014
3.4.5 Pilot Project Target Acreage, Production and Annual Income

The CVCDPP will target to have Robusta coffee grown on 3,410 acres in Mpigi Sub county
and Arabica Coffee grown on 3,741 acres in Nyakishenyi Sub country. Table 6 shows the
targeted acreage, production and annual income from the two sub counties
Table 6: Targeted acreage, production and annual income from Mpigi Sub County coffee.
# Item Value
Mpigi TC Nyakishenyi Sub-county in
Subcounty in Mpigi Rukungiri District -
District - Robusta Arabica
1. Total # of acres of coffee targeted by the pilot 3,410 3,741
project
2. Targeted average acreage per HH 0.5 0.5
3. Expected Yield per Acre 841 805
4. Expected production (Kgs) 2,867,810 3,011,879
5. Expected production (60kg bags) 47,797 50,198
6. Expected Income(UGX) per acre 4,540,320 6,038,250
7. Expected Income(US$) per acre 1,244 1,632
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8. Expected gross margin (UGX) per acre 3,168,500 3,410,000
9. Expected gross margin (US$) per acre 868 922
10. Expected Income(UGX) 15,482,491,200 22,589,093,250
11. Expected Income(US$) 4,241,778 6,105,160
12. Required Loan (UGX) – 50 % of income (VFMF) 7,741,245,600 11,294,546,625
13. Required Loan (US$) - 50 % of income (VFMF) 2,120,889 3,052,580
14. Expected overall gross margin(UGX) – Mpigi TC 10,804,585,000 12,756,810,000
Sc
15. Expected overall gross margin Income(US$) - 2,960,160 3,447,786
Mpigi SC
Ex rate - US$ 1= UGX3700
Source: Adapted from Tony Mugoya (December, 2017)
The CVCDPP will ensure that the coffee farmers employ all the recommended agronomic
practices and the best post-harvest handling practices are employed along the entire coffee
value chain to produce 47,797 bags (60 kg @) of FAQ valued at US$ 4,241,778. The proposed
Village Farm Model Fund (50% of the total income) amounting to US$ 2,120,889 will be
used to provide loans in kind to the village farms to ensure this level of production. The
expected gross margin will be expected be US$ 868 per acre while the overall gross margin
for the sub county will be expected to be US$ 2,960,160.
3.5 Project Activities and outputs

The Project will support key activities presented in section 4.0 of this project proposal
under six result areas. This subsection describes the activities and the expected outputs per
strategic objective. The project activities will be in line with the value chain model
discussed in sub section 3.4 of this proposal.
Project coordination and management will be the responsibility of PAL and field staff with a
very rich profile in managing agricultural value chains. The project will be implemented in
partnership with different actors already operating in the project areas. They will include
Civil Society (NGOs), private sector, Financial Institutions, Research Institutions, Public
institutions and Local governments. Below is a narrative of the proposed activities and
outputs per specific project objective:
3.5.1 Interventions aimed at doubling production and productivity of quality coffee
KRA 1.1: Farmer groups to participate in the program identified and mobilized;
Activity 1.1.1 Holding sensitization meetings with Local leaders

The sub-county extension agent (SEA) and sub-county quality agent (SQA) will hold
sensitization meetings with all the Local leaders (LC1 leaders) in the sub county. Given that
there one sub-county for the pilot project, one sensitization meeting will be held with all
the Local leaders (LC1 leaders) in the whole sub county.
17
Activity 1.1.2 Sensitizing village members
The SEAs and the sensitized local leaders will sensitize village members about the benefits
of VCDP through sensitization and mobilization meetings.
Activity 1.1.3 Assisting farmers to form Farmer Groups

The SEAs and local leaders will assist farmers to form Farmer Groups (FG) and elect FG
leaders and committee members. Each village (LC1) will form one Farmer group. A list of
group members (HHs) will be drawn and the acreage of coffee possessed by each member
indicated against their names. It is assumed that each and every HH in the Coffee growing
agricultural zone has at least one coffee tree or will be interested in planting a few trees
given the availability of the Village Farm Model Fund. Therefore, all the HHs in each village
will be members of FG. Given that CVCDP is aimed at improving the coffee value chain, even
the landless village HHs will be members as long as they can provide labour for the value
chain.
Each farmer group will also be assisted to elect leaders and committee members and to
form a constitution.
Activity 1.1.4 Sensitizing farmer groups about Farmer Association (FA)

The SEAs and FG leaders will sensitize members about Farmer Association (FA) formation
and their benefits.
Activity 1.1.5 Assisting farmers groups to form FAs

The SEAs and FG leaders will assist FGs to form FAs. Each FA will in turn be assisted to elect
FA leaders and committee members and to draw a constitution. The FGs from all villages in
a sub-county will form a sub-county FA which will in turn be sensitized about registering
membership with UCF.
Outputs 1.1
At the end of Coffee Value Chain Development Pilot Project (CVCDPP) in Vurra Sub-county,
Rukungiri District, the following outputs will be expected:
• 1 sensitization meeting held with Local leaders
• 2 LC3 s sensitized about VCDP
• 172 villages sensitized about VCDP and mobilized
• 172 FGs formed
• 172 FGs with elected leaders and committee members
• 172 FGs with constitutions
• 172 FGs sensitized about Farmer Association (FA) formation and their benefits
• 2 FAs formed
• 2 FAs with elected leaders and committee members
• 2 FAs with constitutions
KRA 1.2 Formalization of the producer organizations;

Activity 1.2.1: Facilitating the registration process of FAs
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The DVCCs and FA leaders will as well as the SEAs will sensitize and assist FGs and FAs to
get legally registered. Given that CVCDP is aimed at business development, the involved
entities must be able to draw business contracts especially those that will receive loans
from the Village Farm Model Fund. The entities should be in position to sue and to be sued.
Activity 1.2.2 Holding inaugural meetings for the FA committees

Inaugural meetings for the interim committees for farmer associations will be held. An
inaugural meeting will be for every FA. Therefore, 1 inaugural meeting will be held
countywide.
Outputs 1.2
At the end of CVCDPP, the following outputs will be expected:
• 172 FGs sensitized about being legally registered
• 2 FAs sensitized about being legally registered
• 172 FGs legally registered
• 2 FAs legally registered
• 2 inaugural meetings held (one per sub county)
KRA 1.3 Group cohesion enhanced and group dynamics skills imparted.
Activity 1.3.1 Training Farmer association leaders in Leadership for change
The project will conduct training of trainers (TOT) for FA leaders, 2 SEAs and 2 SQAs. Three
leaders from the FAs (at sub county level) will be trained in leadership for change.
Therefore, a total of 6 FA leaders will be trained in the sub-county in 1 training workshop.
The trained leaders, SEAs and SQAs will in turn train 6 FG leaders per FG in leadership for
change.
Activity 1.3.2 Training Farmer association leaders in Governance

The project will conduct training of trainers (TOT) for FA leaders, 2 SEAs and 2 SQAs.. Three
leaders from the sub county will be trained in Governance. Therefore, a total of 6 FA
leaders will be trained in the sub county in 1 training workshop. The trained leaders will in
turn train 6 FG leaders per FG in Governance.
Activity 1.3.3 Training Farmer association leaders in Financial Management

leaders from the sub county will be trained in Financial Management. Therefore, a total of
6 FA leaders will be trained in the sub county in 1 training workshop. The trained leaders,
SEAs and SQAs will in turn train 6 FG leaders per FG in Financial Management.
Activity 1.1.3.4 Training Farmer association leaders in Strategic Management

leaders from the sub county will be trained in Strategic Management. Therefore, a total of 6
FA leaders will be trained in the sub-county in 1 training workshop. The trained leaders,
SEAs and SQAs will in turn train 6 FG leaders per FG in Strategic Management.
19
Activity 1.1.3.5 Training Farmer association leaders in Marketing
The project will conduct training of trainers (TOT) for FA leaders and 2 SEAs and SQAs.
Three leaders from the sub county will be trained in Marketing. Therefore, a total of 6 FA
leaders will be trained in the sub county in 1 training workshop. The trained leaders, SEAs
and SQAs will in turn train 6 FG leaders per FG in Marketing.
Activity 1.1.3.6 Training Farmer association leaders in Resource mobilization

leaders from the sub county will be trained in Resource mobilization. Therefore, a total of 6
FA leaders will be trained in the sub county in 1 training workshop. The trained leaders,
SEAs and SQAs will in turn train 6 FG leaders per FG in Resource mobilization.
Outputs 1.3
• 1 TOT workshop for FA leaders, SEAs and SQAs
• 6 farmer association leaders trained in Leadership for change
• 2 SEAs and 2 SQAs trained in Leadership for change
• 516 farmer group leaders trained in Leadership for change
• 6 farmer association leaders trained in Governance
• 516 farmer group leaders trained in Governance
• 6 farmer association leaders trained in Financial Management
• 516 farmer group leaders trained in Financial Management
• 6 farmer association leaders trained in Marketing
• 516 farmer group leaders trained in Marketing
• 6 farmer association leaders trained in Strategic Management
• 516 farmer group leaders trained in Strategic Management
• 6 farmer association leaders trained in Resource mobilization
• 516 farmer group leaders trained in Resource mobilization
KRA 1.4 Advisory services provided to impart knowledge and skills in efficient
production
Activity 1.4.1 Training needs assessment

PAL will hire a consultant to assess the training needs for farmers so that an appropriate
training curriculum can be developed for the coffee farmers in the sub county.
Activity 1.4.2 Liaise with Scientists to obtain modern technologies

The VCDP secretariat will liaise with Scientists in NARO-NaCORI, ASARECA and Universities
and other research Institutions in order to obtain literature on modern technologies. The
modern recommended production practices and post-harvest handling techniques will be
compiled.
Activity 1.4.3 Training (TOT) for sub-county extension agents in modern technologies A
20
TOT workshop for the sub-county extension agents (SEAs) and the sub county quality
agents (SQAs) will be organized. The SEAs and SQAs will be trained in modern
recommended agronomic practices as well as improved post-harvest handling and quality
attainment technologies for the coffee value chain. Therefore, 2 SEAs and 2 SQAs will be
trained in the sub county in 1 training workshop.
Activity 1.4.4 Training for village farm mangers in modern technologies

The trained SEAs and SQAs will in turn train village farm managers (VFMs) in modern
recommended agronomic practices as well as improved post-harvest handling and quality
attainment technologies for the coffee value chain. A total of 172 VFMs will be trained.
Activity 1.4.5 Training farmer groups in modern technologies

The trained VFMs will in turn train farmer groups (FGs) in modern recommended
agronomic practices as well as improved post-harvest handling (PHH) and quality
attainment technologies for the coffee value chain.
Activity 1.4.6 Training (TOT) for sub-county quality agents in quality control measures A
TOT workshop for the SQAs and SEAs will be organized. The SQAs and SEAs will be trained
in modern quality control tests and measures and international quality standards for the
coffee value chain. Therefore, 2 SQAs and 2 SEAs will be trained in the sub county in 1
training workshop.
Activity 1.4.7 Training VFMs in quality control measures

The trained SQAs will in turn train VFMs in modern quality control tests and measures and
international quality standards for the coffee value chain. Therefore, a total of 172 VFMs
will be trained country wide.
Outputs 1.4
At the end of CVCDPP 1, the following outputs will be expected:
• Training curriculum developed for coffee farmers
• Number of Research Institutions contacted for modern practices
• 1 TOT workshop for SEAs training in modern recommended agronomic practices
and improved post-harvest handling and quality attainment technologies
• 2 SEAs trained in modern recommended agronomic practices and PHH practices.
• 172 VFMs trained in modern recommended agronomic practices and PHH and
quality attainment technologies
• 172 FGs in modern recommended agronomic practices and PHH and quality
attainment technologies
• 1 TOT workshop for SQA training in in modern quality control tests and measures
and international quality standards for the coffee value chain
• 2 SQAs trained in modern quality control tests and measures and international
quality standards for the coffee value chain.
• 172 VFMs trained in modern quality control tests and measures and international
21
KRA 1.5 Technologies distributed to farmer groups
Activity 1.5.1: Identifying technologies
PAL in liaison with Research Institutions will identify appropriate coffee technologies.
Stockists of the identified technologies will be sourced and linked to the FGs.
Activity 1.5.2: Linking farmers to financial institutions for loans to acquire identified
technologies and agro inputs
The FG leaders, FA leaders as well as the SEA will sensitize the farmers about the Village
Farm Model Fund (VFMF). This fund will provide the farmers loans to acquire the modern
technologies both at production and post-harvest levels. The SEA and VFMs will then
ensure that these technologies reach the targeted FGs under the supervision of PAL. The
Village Farm Model Fund (VFMF) will be used to purchase the identified technologies in
form of loans (computed for each coffee farmer in each FG) and the loans will recovered on
marketing. The loans will be provided is kind. However, some cash will be advanced to stop
farmers from selling their coffee cheaply in advance. The loan (both inputs and cash) per
coffee farmer will not exceed 50% of the expected value of the coffee expected from his
farm harvest. PAL will be responsible for the loan recoveries.
Activity 1.5.3: Designing and installing irrigation systems

Three types of irrigation technologies will be designed and installed three acres per
subcounty in CVCDP 1 for experimental purposes. Each of the three acres per sub-county
will be installed with one type of the irrigation technologies. The types of the irrigation
technologies are:
1. Nearby water source irrigation technology
2. Rain water harvesting irrigation technology
3. Stomata membrane irrigation technology (under study)
These technologies will be evaluated at the end of CVCDPP to establish the cost-benefit of
irrigation systems in coffee farming. The cost-benefit analysis of the three types of
irrigation technologies will inform CVCDP 2 and 3.
Activity 1.5.4: Establishing coffee nurseries

A coffee nursery will be established per sub-county in CVCDP 1 for experimental purposes.
Outputs 1.5
At the end of CVCDPP, the following outputs will be expected: 
Number of appropriate coffee technologies identified
• 172 FGs obtain loans for appropriate coffee technologies
• 2 acres installed with “nearby water source irrigation technology”
• 2 acres installed with “rain water harvesting irrigation technology”
• 2 acres installed with “stomata membrane irrigation technology”  2 coffee
nurseries
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KRA 1.6: Nucleus farms supported to increase production of quality farm produce and
collect quality coffee from out growers for primary processing and marketing
Activity 1.6.1 Developing criteria for choosing nucleus farms

PAL will develop a criteria for choosing nucleus farms and passed on to the field staff for
use.
Activity 1.6.2 Nucleus farms identified by the SEAs and FA leaders

Using the criteria for choosing nucleus farms, the SEAs and FA leaders will identify nucleus
farms that are capable of proving out growers with the service of primary processing and
marketing.
Activity 1.6.3 Nucleus farmers educated on their responsibilities in guiding the out growers
by group leaders and Farmer Association leaders The VCM will educate the nucleus farmers
on their responsibilities in CVCDP.
Activity 1.6.4 Developing criteria for choosing out-growers

PAL will develop a criteria for choosing out-growers and passed on to the field staff for use.
Activity 1.6.5 Out-growers identified by the SEA and FA leaders

Using the criteria for choosing out-growers, the SEAs VFMs and FA leaders will identify
outgrowers who will benefit from the services provided by the nucleus farmers such as
primary processing and marketing.
Activity 1.6.6 Sensitizing out growers

The SEAs and VFMs will sensitize the out growers on their roles and responsibilities in in
the out-growers’ scheme.
Activity 1.6.7 On-nucleus-farm training

The VFMs will train farmers using the nucleus farm as demonstration plot about efficient
production, post-harvest handling and marketing of their produce.
Outputs 1.6
• Criteria for choosing the Nucleus farmers documented
• Number of nucleus farmers identified per sub county
• Number of nucleus farms sensitized on their responsibilities in guiding the out
growers
• Criteria for choosing out growers documented
• Number of out growers identified per sub county
• Number of out growers sensitized on their roles and responsibilities in in the
outgrowers’ scheme
• Number of out growers trained using the nucleus farm as demonstration plot about
23
efficient production, post-harvest handling and marketing of their produce
3.5.2 Interventions aimed at improving marketability and doubling profitability of

coffee
KRA 2.1 Markets for increased coffee volumes identified

Activity 2.1.1 Identifying new international for Ugandan coffee
PAL will identify new international for Ugandan coffee so as absorb the increased coffee
volumes as a result of CVCDP interventions.
Activity 2.1.2 Linking coffee exporters to the identified new international markets for
Ugandan coffee
Having identified new international markets, PAL will then link coffee exporters to these
markets.
Activity 2.1.3 Identifying coffee exporters (UCF members) to buy the coffee from FAs PAL
will notify coffee exporters about the increased coffee volumes in the project subcounties.
Activity 2.1.4: Linking the FAs with the identified coffee exporters (UCF members)
PAL will link the FAs to the identified coffee exporters so that all the produced by the FGs is
bought from the collection centers at fair prices.
Outputs 2.1
• # of international new markets identified for Ugandan coffee
• # of coffee exporters (UCF members) linked to the new international markets
• # of coffee exporters (UCF members) identified to buy the coffee from FAs
• 2 FAs linked to coffee exporters (UCF members)
• 172 FGs linked to the identified coffee exporters (UCF members)
KRA 2.2 Ugandan coffee advertised by an English Premier League Club and exclusive
rights obtained to sell Ugandan Coffee in the stadium
Activity 2.2.1: Identifying and engaging an English Premier League Football Club to
advertise Ugandan coffee
In CVCDP phase 2, PAL will identify an English Premier League Football Clubs such as
Arsenal to advertise Ugandan coffee. These adverts are expensive but they have a lot of
impact. However, in addition to the adverts, CVCDP will also buy exclusive rights to sell
Ugandan Coffee at premium prices to be served in and around the stadia of the identified
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club.
Activity 2.2.2: Linking coffee exporters (UCF members) to the identified football club
stadium as a new market for their coffee
In CVCDP phase 2, PAL will link the coffee exporters to supply Ugandan coffee to the stadia
of the identified football clubs.
Outputs 2.2
• Zero English Premier League Football Clubs advertising Ugandan coffee
• # of coffee exporters linked to the identified football club
At the end of CVCDP 2, the following outputs will be expected:

• Two English Premier League Football Clubs advertising Ugandan coffee
• # of coffee exporters linked to the identified football clubs

• Three English Premier League Football Clubs advertising Ugandan coffee
• # of coffee exporters linked to the identified football club
KRA 2.3 Promoting domestic coffee consumption

Activity 2.3.1 Promoting domestic coffee consumption the media
Undertaking a domestic coffee consumption campaign by sensitizing Ugandan about the
health benefits of consuming coffee through the media
Activity 2.3.2 Promoting domestic coffee consumption by serving coffee to the public PAL
will undertake a domestic coffee consumption campaign by sensitizing Ugandan about the
health benefits of consuming coffee through serving coffee to the public.
Activity 2.3.3 Promoting domestic coffee consumption production of IEC materials. PAL
will undertake a domestic coffee consumption campaign by sensitizing Ugandan about the
health benefits of consuming coffee through production of IEC materials.
Activity 2.3.4 Promoting domestic coffee consumption in FAs and FGs by DVCCs, SEAs and
VFMs.
The SEAs will sensitize FAs and FGs about the health benefits of consuming coffee through
sensitization meetings.
Outputs 2.3
• # media messages aimed at domestic coffee consumption
• # of coffee serving campaigns
• # of fliers about the health benefits of consuming coffee
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• # of T Shirts promoting domestic coffee consumption
• # of posters promoting domestic coffee consumption
• 2 FAs sensitized about the health benefits of consuming coffee
• 172 FGs sensitized about the health benefits of consuming coffee
KRA 2.4 Skills and knowledge in improved post-harvest handling and quality
attainment imparted on the farmers
Activity 2.4.1 Refresher training (TOT) for SEAs and SQAs in improved post-harvest
handling and quality attainment for various value chains
CVCDPP will conduct refresher training of trainer (TOT) for the SEAs and SQAs in improved
post-harvest handling and coffee quality attainment. The project will conduct training of
trainers (TOT) for one SEA and one SQA in one training workshop. The SEAs will in turn
train VFMs who will in turn train their FGs.
Activity 2.4.2 Training VFMs in improved post-harvest handling and quality attainment The
trained SEA and SQA will in turn train VFMs in improved post-harvest handling and coffee
quality attainment. Therefore, a total of 172 VFMs will be trained in improved postharvest
handling and coffee quality attainment.
Activity 2.4.3 Training FGs in improved post-harvest handling and quality attainment The
trained VFMs will in turn train FGs in improved post-harvest handling and coffee quality
attainment. A total of 51 FGs will be trained country wide.
Outputs 2.4
• 1refresher training (TOT) workshop for the SEAs & SQAs
• 2 SEAs trained in improved post-harvest handling and coffee quality attainment.
• 2 SQAs trained in improved post-harvest handling and coffee quality attainment.
• 172 VFMs trained in improved post-harvest handling and coffee quality attainment.
• 172 FGs trained in improved post-harvest handling and coffee quality attainment.
KRA 2.5 Farmers trained on coffee quality standards;

Activity 2.5.1 VCDP Liaise with National Beaural of standards (NBS) for the national and
International Standards
The PAL will liaise with National Beaural of standards (NBS) in order to obtain update
literature on national and International Standards for coffee.
Activity 2.5.2 Training (TOT) for SEAs on product quality standards

CVCDP will conduct refresher training of trainer (TOT) for SEAs and SQAs on product
quality standards for the coffee value chain. Two SEAs and two SQAs will be trained on
product quality standards for the coffee value chain in 1 training workshop.
Activity 2.5.3 Training farmer groups on product quality standards

The trained SEAs and SQAs will in turn VFMs and FAs who will in turn train FGs on how to
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handle the coffee along the value chain. A total of two FAs, 172 VFMs and 172 FGs will be
trained on how to handle the coffee along the value chain.
Outputs 2.5
• National and International Standards for Arabica coffee and Robusta coffee
documented.
• 1 refresher training of trainers (TOT) workshop for the SEAs and SQAs on product
• 2 SEAs trained on product quality standards for the coffee value chain.
• 2 SQAs trained on product quality standards for the coffee value chain  2 FAs
trained on product quality standards for the coffee value chain  172 VFMs trained
on how to handle the coffee along the value chain.
• 172 FGs trained on how to handle the coffee along the value chain.
KRA 2.6: Post-harvest handling technologies distributed

Activity 2.6.1 Identification and distribution of relevant post-harvest
handling technologies
The secretariat and the field Staff in liaison with Research Institutions will identify relevant
post-harvest handling technologies. Stockists of the identified technologies will be sourced
and linked to the farmers. The field Staff under the supervision of PAL will then ensure that
these technologies reach the targeted farmers through VFMs. The VFMs will train the FGs
on how to use these technologies.
Activity 2.6.2 Linking farmers to VFMF / financial institutions for loans to acquire
relevant post-harvest handling technologies
The SEAs, FA leaders and VFMs will sensitize the farmers about the willingness of the VFMF
and other financial institutions (FIs) to provide them loans to acquire the relevant
postharvest handling technologies (check sub-section 4.3.5.4.9 and Activity 1.4.5.2).
Outputs 2.6
• # of relevant post-harvest handling technologies identified
• 172 FGs sensitized about VFMF and other FIs willingness to provide loans to acquire
relevant post-harvest handling technologies
• 172 FGs obtained loans to acquire relevant post-harvest handling technologies
• 172 FGs that acquired relevant post-harvest handling technologies
KRA 2.7: Post-harvest handling and storage tools, equipment and infrastructure
distributed
Activity 2.7.1 Identifying post-harvest modern handling and storage tools, equipment and
infrastructure required by the farmers
Stockists of the post-harvest modern handling and storage tools, equipment and
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infrastructure will be sourced and linked to the farmers. The field Staff under the
supervision of PAL will then ensure that these technologies reach the targeted FGs through
VFMs. The VFMs will train the FGs on how to use these technologies.
Activity 1.7.2 Linking FGs VFMF /financial institutions for loans to acquire post-harvest
modern handling and storage tools, equipment and infrastructure
required.
The SEAs, FA leaders and VFMs will sensitize the farmers about the willingness of the VFMF
and other financial institutions (FIs) to provide them loans to acquire the relevant
postharvest handling technologies (check sub-section 4.3.5.4.9 and Activity 1.4.5.2)
Activity 1.7.3 Training farmers on the identified post-harvest handling technologies The
SEAs will train VFMs on how to use these post-harvest modern handling and storage tools,
equipment and infrastructure. The VFMs will in turn train the FGs on their use.
Outputs 2.7
• Number of post-harvest modern handling and storage tools, equipment and
infrastructure identified
• 2 FAs sensitized about the post-harvest modern handling and storage tools,
equipment and infrastructure
• 172 FGs sensitized about the post-harvest modern handling and storage tools,
• 2FAs obtained loans to acquire post-harvest modern handling and storage tools,
• 172 FGs obtained loans to acquire post-harvest modern handling and storage tools,
• 2 FAs trained on how to use the identified post-harvest modern handling and
storage tools, equipment and infrastructure
• 172 FGs trained on how to use the identified post-harvest modern handling and
storage tools, equipment and infrastructure
• 2 Collection centers constructed (1 per sub-county)
KRA 2.8: Coffee tourism introduced and implemented in Uganda.

Activity 2.8.1: Identifying Hotels and travel beaurals for coffee tourism
Hotels and tours and travel agents will be identified and engaged for coffee tourism. The
major role of the hotels and travel Beaural is to interest their residents/clients into visiting
Ugandan Coffee farms through fliers and other IEC materials.
Activity 1.8.2: Linking tourists to the coffee farms.
The identified hotels and tours and travel agents will link tourists to coffee farms through
FAs and FGs coordinated by the value Chain Manager, the SEA and SQA. The tourists will
pay a fee to the FGs for the farm tours. This fee will be an extra income to the farmers on top
income from coffee sales.
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Activity 2.8.3 Training (TOT) for SEAs on coffee tourism
CVCDPP will organize training of trainers (TOT) for the SEAs and SQAs on coffee tourism in
one training workshop.
Activity 2.8.4 Training FGs on coffee tourism

The trained SEAs will in turn train VFMs and FAs who will in turn train FGs on how
implement coffee tourism. A total of 1 FA, 101 VFMs and 101 FGs will be trained on how
implement coffee tourism and how to benefit from it.
Outputs 2.8
At the end of CVCDP, the following outputs will be expected:
• # of hotels identified and engaged for coffee tourism
• # of tours and travel agents identified and engaged for coffee tourism
• 2 SEAs linked to coffee tourists
• 2 SQAs linked to coffee tourists
• 172 FGs linked to coffee tourists
• 2 SEAs trained on coffee tourism
• 2 SQAs trained on coffee tourism
• 172 VFMs trained on coffee tourism  172 FGs trained on coffee tourism.
3.5.3 Interventions aimed at developing an efficient coffee value chain
KRA 3.1: Key value chain actors identified

Activity 3.1.1 Identification of key value chain actors
All the coffee value chain actors and players will be identified by the SEAs and VFMs and by
PAL. These will include Coffee farmers and farmer groups/ associations/ cooperatives; agro
input dealers and their associations; coffee traders and their associations; coffee
processors; coffee exporters; coffee transporters; international coffee trading houses
abroad; collateral managers; clearing and forwarding companies as well as banks and
insurance companies that support the Ugandan coffee value chain.
Outputs 3.1
 Lists of coffee value chain actors and players (both members and non-members) and
their updated contacts and addresses from the sub county.
KRA 3.2: Critical challenges faced by value chain actors identified

Activity 3.2.1 Identification of critical challenges faced by value chain actors
At the farmer level, day-to-day critical challenges faced will be identified by FG leaders and
VFMs and reported to SEAs who will in turn report them to Value Chain Manager and
ultimately to PAL.
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At the exporters’ level, the managers will be responsible for identifying challenges faced in
relation to the coffee quality and volumes. These challenges together with those related to
operational business environment will also be identified and reported immediately to the
PAL.
At the consumer level, a mechanism will be put in place for the international coffee trading
houses to report any challenges related to the coffee quality and volumes of the products
and service delivery. These will be reported to PAL head office. Solutions to the easily
solvable problems will be immediately employed.
Outputs 3.2
• List of critical challenges faced by the value chain actors documented from the pilot
project sub county
• List of critical challenges addressed in the pilot project sub county
• List of critical challenges not addressed in the pilot project subcounty
KRA 3.3: Strategies to address the identified challenges developed and employed.
Activity 3.3.1 Annual workshops for value chain actors to address the identified
critical challenges faced by value chain actors
Annual workshops for value chain actors to address the identified critical challenges faced
by coffee value chain actors and players. One workshop per annum per value chain will be
conducted.
Outputs 3.3
• 2 workshops for value chain actors to address the identified critical challenges faced
by value chain actors in the pilot project sub county
• A document of strategies developed to address the identified critical challenges in the
pilot project sub county
• List of critical challenges satisfactorily addressed in the pilot project sub county
• List of critical challenges not satisfactorily addressed in the pilot project sub county
KRA 3.4: Farmers trained on record keeping.

Activity 3.4.1 Training of trainers (TOT) for SEAs and SQAs on record keeping
particularly on input/output relations
Training of trainers (TOT) workshops will be conducted for the SEA and SQA on record
keeping particularly on input/output relations in one training workshop.
Activity 3.4.2 Training of trainers (TOT) for VFMs on record keeping particularly on
input/output relations
The trained SEA and SQA will in turn train VFMs on record keeping particularly on
input/output relations in their sub-counties. Close monitoring and supervision of the
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training will be ensured by the Value Chain Manager and ME staff at the secretariat. A total
of 172 VFMs will be trained.
Activity 3.4.3 Training of FGs on record keeping particularly on input/output relations The
trained VFMs will in turn train all the FGs on record keeping particularly on input/output
relations. Close monitoring and supervision of the training will be ensured by the field Staff.
A total of 172 FGs will be trained on record keeping.
Outputs 3.4
• 1 TOT workshop for the SEA SQA
• 2 SEAs trained in record keeping
• 2 SQAs trained in record keeping
• 172 VFMs trained in record keeping
• 172 FGs trained in record keeping
KRA 3.5 Value chain actors linked to financial institutions.

Activity 3.5.1 Identification of financial institutions
Identification of Financial Institutions that will be willing to provide loans to coffee farmers
and wait for them to harvest and sell their coffee will be done. A Village Farm Model Fund
(VFMF) has been proposed for the CVCDP. The modus operandi and nature of loans
provided by this fund is explained in Chapter 4 (sub-section 4.3.54.9. It is expected to
provide adequate credit to all the coffee farmers while the other coffee value chain actors
can access credit from formal financial institutions.
Activity 3.5.2 Linking farmers and other value chain actors to the identified financial
institutions
The FA and FG leaders; the SEAs and VFMs will sensitize the farmers about the willingness
of the VFMF and of banks to provide them loans to acquire the modern technologies both at
production and post-harvest levels. Loans to acquire agro-inputs such as seedlings, labour,
agro-chemicals, post-harvest handling and storage tools, equipment and infrastructure will
be provided by the VFMF and ample time given to them until their coffee is sold to
exporters. These loans will be provided in kind but they will be reflected on individual
farmers’ accounts. CVCDPP will pay the farmers through their accounts so that the loans
can be recovered. Cash loans will also be provided to coffee farmers to stop them from
selling their coffee cheaply in advance which is currently a common phenomenon. All the
individual farmers; legally registered FGs; legally registered FAs; and other value chain
actors will be encouraged to open bank accounts with commercial banks.
Outputs 3.5
At the end of CVCDPP, the following outputs will be expected: 
2 legally registered FAs obtaining loans from VFMF
• 172 legally registered FGs obtaining loans from VFMF
• 2 legally registered FAs with bank accounts
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• 172 legally registered FGs with bank accounts
• 14,302 individual farmers (HHS) with bank accounts or mobile money accounts
KRA 3.6: Farmers linked to input manufacturers and stockists.

Activity 3.6.1 Identification of input manufacturers and stockists
Identification of input manufacturers and stockists that will be able to provide quality
inputs to the farmers will be done. Uganda Agro-input dealers Association (UNADA) will be
contacted by PAL management secretariat and credible input manufacturers and stockists
identified.
Activity 3.6.2 Linking farmers to input manufacturers and stockists

Each FG will identify the required inputs with the help of VFM and SEA. The inputs will then
be delivered by the input suppliers. The VFMs, SEAs, and PAL management will ensure that
the inputs are delivered to the FGs in the right amounts and quality.
Outputs 3.6
• List of input manufacturers identified for 2 districts
• List of input stockists identified for the 2 districts
• 2 FAs obtaining agro-inputs
• 172 FGs obtaining agro-inputs
KRA 3.7: A market system designed.

Activity 3.7.1 Workshops for value chain actors for designing of a marketing system A
workshop for the coffee value chain actors for designing of a marketing system will be
conducted. Annual workshops will then be conducted to review the marketing systems in a
bid to address the marketing challenges. However day-day efforts will be made to address
marketing challenges as they arise.
Outputs 3.7
• 1 sub county workshop conducted to design a marketing system for the coffee value
chain
• A document describing a marketing system designed for the coffee value chain
• 4 annual workshops conducted to review the marketing system for the coffee value
chain
KRA 3.8: Collecting/marketing centers established. Activity

3.8.1 Land acquisition
PAL management in conjunction with Local Government, SEA and FA leaders will source for
land (4 acres) suitable for construction of collecting/marketing centers with storage
facilities.
Activity 3.8.2 Construction of a collecting/marketing centers and storage facilities CVCDPP
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will extend VFMF loans to the legally registered FA to purchase land and construct a
collecting/marketing center with storage facilities and quality control laboratories per
subcounty. These loans will be repaid using modest storage fees from the FGs using the
collecting center. Quality coffee from all the FGs in the sub-county will be collected on these
centers. The FA leaders and the SQAs will be responsible for quality coffee collection and
recording the amount of coffee per farmer group. FGs will also record the amount of coffee
per individual farmer. These records will be sent to the VFMF managers; the SEAs and SQAs
so that the farmers’ accounts are credited and any outstanding farmer loans recovered.
Outputs 3.8
• 4 acres of land bought by VCCDPP
• 1 collecting/marketing centers with storage facilities and quality control
laboratories (one per sub-county) constructed by CVCDPP
KRA 3.9: Farmers educated about the marketing system Activity

3.9.1 Educating FGs about the marketing system:
The Value Chain Manager will train the SEA and SQA and FA leaders about the marketing
system for the coffee value chain. The trained SEA and SQA will in turn train the VFMs who
will in turn train the FGs about the marketing system.
Outputs 3.9
• A curriculum developed for training of SEAs and FGs on the marketing system of the
coffee value chain
• 2 SEAs trained on the marketing system of the coffee value chain
• 172 FGs trained on the marketing system of the coffee value chain
KRA 3.10: Value chain actors linked to Insurance Companies.

Activity 3.10.1 Identification of Insurance Companies
Identification of Insurance Companies that will be willing to provide insurance covers to
farmers will be done. The ultimate aim will be registering “Value Chain Development
Insurance Company (VCDIC)” that will have insurance products appropriate for value chain
actors and players. CVCDPP will identify insurance companies that have financial muscles
to provide insurance covers to all the coffee value chain actors for an efficient value chain.
Activity 3.10.2 Linking farmers and other value chain actors to the identified insurance
companies
The FA leaders, FG leaders, SEA, SQAs and VFMs will sensitize the FGs about the willingness
of the identified insurance companies to provide them with the necessary insurance covers.
The value chain actors will be ensured against risks ranging from drought, fire
unmanageable (new) diseases and pests to transportation risks. All the legally registered
farmer groups; legally registered Farmer Associations; and other value chain actors will be
encouraged to pay insurance premiums with the identified insurance companies.
33
Outputs 3.10
• List of insurance companies identified to provide insurance covers to the coffee
value chain actors and players in 2 districts
• 2 legally registered FAs with insurance covers
• 172 legally registered FGs with insurance covers
KRA 3.11: Working with UTZ /Stiftung Rain Forest to certify FGs.
Activity 3.11.1: Sensitizing FGs about Certification and its benefits
The current exports of “sustainable” coffees (certified) are only around 2%, below the
global average of 8%. If Uganda is to keep pace with industry demand for “sustainable”
coffees, it will need to boost the output per farmer and develop a more cost-effective model
of verifying / certifying smallholders’ coffee production. CVCDPP will focus first on
increasing productivity, then on meeting international sustainability standards. PAL
through the field staff will sensitize FGs about the benefits of being certified such as
attracting premium prices and hence making the coffee value chain more valuable and
sustainable. Sensitization about how to meet the required standards will also be
undertaken.
Activity 3.11.2: Identification of FGs meeting the certification standards

In CVCDPP, FGs that meet the certification standards will be identified by the SEA and VFMs.
Activity 3.11.3: Linking the identified FGs with UTZ for certification
The identified FGs that meet the certification standards will be linked with UTZ/Stiftung
Rain Forest for certification.
Outputs 3.11
• A document detailing the certification standards
• 2 legally registered FAs sensitized about the certification standards and the benefits
of certification
• 172 legally registered FGs sensitized about the certification standards and the
benefits of certification
3.6 Theoretical and conceptual frameworks of CVCDP design

Annex 11.0 presents the theoretical and conceptual frameworks of the project design.
CVCDP has been designed using the program theory of change (Chen 1990, 2005). The
program theory emphasizes the action model and change model to address contextual
factors as well as planning and implementation issues that are of great interest to
stakeholders.
This conceptual framework for the project design has asked why the interventions affect
34
the outcomes (change model) and how the contextual factors and project activities are
organized for implementing the intervention and supporting the change process (action
model). Figure 1 presents specific components of change model and action model as well as
the relationships among the components of the project.
Figure 1 also illustrates evaluation feedback as represented in dotted arrows. Information

from implementation (the action model) as well as the information from the change model
which will be used to evaluate the project. The detailed explanation is given in Annex 8.
Using the change model (theory of change), the project design has established that the
intervention logic is coherent and accurate (why the interventions were believed to cause
the desired change). Therefore, PAL believes that the interventions proposed will cause the
desired outcomes (the change model) and that the project will efficiently achieve its
objectives.
This program theory conceptual framework has helped PAL to pinpoint the strengths or
weaknesses of a causal chain. In addition, using this conceptual framework the project
evaluation will not only find out whether the project “succeeded” or “failed” or but also on
how and why a project “succeeded” or “failed” in reaching its goal. This will help improve
the effectiveness of successive Phases.
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Figure 1: Conceptual Framework of CVCDP design - Program Theory
4.0 IMPLEMENTATION ARRANGEMENTS

4.1 Partnership arrangements:
For a successful intervention, strategic engagements will be established with several key
actors that include farmers, Civil Society (NGOs, private sector, Financial Institutions,
Research Institutions and Local governments to ensure appropriate responses to market
36
demands. The roles and responsibilities of the different partners will be as follows:
i. UCF Members: The project will work with all UCF members, potential members and
other value chain actors especially coffee farmers located in the identified
operational area. The primary role of farmers will be production of sufficient
quantities of good quality coffee. This will be through increasing area under
production and increasing productivity. Farmers will also ensure proper post-
harvest handling and organization for collective access to input and output markets.
UNADA will be responsible for assisting the project implementer to identify agro
input dealers to supply quality inputs to farmers. Transporters such as SPEDAG etc.
will provide quality transport while exporters will buy and export the quality coffee.
Exporters will be required to contribute to the Village Farm Model Fund in phase
after appreciating the success of
CVCDP 1 in the two pilot districts.t ii. Input suppliers: Will be
responsible for supplying quality inputs to farmers
iii. Partner Civil Society (NGOs/CBOs) – NUCAFE, UCFA.
The coffee programs/projects by NGOs existing in the coffee agricultural zones will
be identified. CVCDP will partner with all these programs/projects where feasible
for more effectiveness.
iv. Financial Institutions: Will provide financial services to the value chain actors. The
services include savings and credit facilities through a leasing scheme for farmers to
enable the farmers to access production technologies and processing equipment.
v. Certification Organizations – UTZ/Stiftung Rain Forest: The role of these
organisations will be certify Village Farms that meet the required standards
vi. Research scientists (ASARECA, NARO- NaCORI, appropriate departments in
universities etc.): Will advise on and provide the suitable production technologies;
processing practices and technologies; and will provide capacity development and
technical backstopping in their use.
vii. UNBS: Establishment and dissemination of International quality standards for the
coffee to be exported.
viii. NEMA: Will be responsible for approving Environmental Impact Assessment (EIAs)
and providing guidance on environmental issues related to the project especially
wetland management. ix. Uganda Forestry Authority: Will be responsible for
providing guidance on tree planting activities.
x. Local Governments: the Production Directorate will provide technical
backstopping to NGOs/CBOs, DVCCs and SEAs.
xi. Insurance Companies: Will ensure farmers and other value chain actors against
natural calamities and other insurable risks.
xii. Consultants
In order to avoid procurement delays for hiring consultants, competent consultancy
firms will be identified and will be retained throughout the project period.
4.2 Institutional arrangements

The PAL management will among other activities provide guidance on policy direction and
strategies. It will facilitate, supervise, and support the field Staff in implementing the
37
project. PAL, in undertaking its responsibility, it will report the Donor. It will establish
technical subcommittees to assist it in discharging its functions. The members of the
technical subcommittees will be appointed from among the staff members. PAL will be
charged with hiring and firing the field staff.
The CVCDP will be implemented by field Staff under the overall supervision of the PAL. PAL
will be responsible for management and will closely coordinate the project. PAL has the
responsibility for the planning, direction and guidance, support, and management of the
project. PAL will require enhanced systems for human, physical, and information resource
management to undertake its role.
The Sub-county extension agents (SEAs) will report to the Value Chain Manager (VCM) at
PAL. The VCM will report to the Technical Services Director (TSD) for project coordination
and integration of activities. The sub-county quality agents (SQAs) will report to the Quality
Control officer (QCO) who will in turn report to the Quality Control Manager (QCM) who
will report to the TSD.
The M&E officer, will coordinate all the M&E activities of CVCDPP. The PAL Accountant will
consolidate financial reports and prepare submissions to the donor.
The PAL Value Chain Manager will be charged with proper integration of activities and
dissemination of project lessons as well coordinating the design of sensitization messages
during the course of the project. They will also be in charge of developing and
implementing the general effective communication strategy.
The field staff will regularly (quarterly) submit M&E reports with tracking indicators to the
M&E officer who, in turn, will report to the VCM. The VCM will then submit the quarterly
M&E reports to the ED who will then report to the donor.
All the PAL staff will report to TSD who will ultimately report to the Executive Director (ED)
will in turn report to the Board of Directors and project donors
Staff performance assessments and overall project performance assessments will be

enhanced and undertaken annually. The MIS will be utilized to provide more effective and
timely information for management decision making.
4.3 Methodology /project approach

This subsection presents measures that will be put in place to ensure relevance,
effectiveness, efficiency so as to produce desirable outcomes that will cause sustainable
impact on the target population. The subsection also discusses cross cutting issues such as
gender, social and environmental impacts. The following project outcomes and impact are
expected:
• The project participants (farmers in coffee growing sub county) expected to
38
benefit from the project activities and outputs so that the project changes their
lives in a meaningful way and to have a sustainable impact over a long term. A
great proportion or percentage of communities and of families (including the
most marginalized families) should have that have accessed and utilized
outputs.
• The local government institutions and local leaders are expected to benefit
from the activities and outputs of the project
• The project is expected to decrease dependency on outside intervention. There
should be evidence that the project has promoted community empowerment
and capacity development.
• The project will alleviate poverty and food insecurity in the host population. So
an attempt will be made to measure the extent of poverty at the start of the
project and at the end
• The project is expected to cause a high level of satisfaction of families and
communities with the way the project outputs/outcomes meet their interests
and priorities
• The project is expected to cause notable changes (including attitudes and
behaviours such as switching from coffee to other commercially viable
alternative enterprises and taking farming as a business) in the lives of
children, their families and communities during the project period.
4.3.1 Relevance and appropriateness of the project

Measures have been taken to ensure that CVCDP is relevant and appropriate to the target
population. The project proposal conforms to the goals of the National Development Plan as
well as those of the project’s funding agency. Therefore, the project is aligned with the
government policies and development plans. The project is based on relevant
documentation and literature and its design is appropriate for the geographic areas (coffee
growing districts in respective agricultural zones). The interventions have been thought
through by value chain development experts. Therefore, the intervention logic is believed to
be coherent and accurate. Recommendations from previous studies such zoning and
government approach to agricultural development were incorporated in the project design.
The design was further guided by lessons learned from previous projects in the country.
The indicators of progress and of impact in the design are of good quality and a system will
be put in place to determine the quality of the outputs. The outputs are considered
achievable in 3 project years for phase I and the same project period for Phase II. The risks
have been properly assessed as seen in log frame. CVCDP will endeavor to educate the
communities and stakeholders about the project approaches. The project implementation
will identify and work transparently with all vulnerable groups in all the coffee farming
districts in the phases of the project. The pro poor value development approach will be
employed by the project.
The project is seen as a relevant response to the identified issues affecting the families in
coffee growing districts in the country. However, the project adapt/adjust in order to
39
address changing circumstances that may affect the project issue and improvements will
always be made in the design and implementation of the project in order to improve
implementation to achieve the intended results.
4.3.2 Project effectiveness

Measures will be taken to ensure that the activities listed in this proposal result in total
achievement of the specific objectives and attainment of outputs as well as the project goal.
Project implementation will ensure that the effects of the project are felt equally across
each project district. No county, sub county parish or village will be neglected. The technical
designs are believed to be effective and appropriate for each targeted district and the
project objectives and targets are expected to be achieved. The key contributing and
confounding factors will always be identified to enhance project effectiveness. Operational
issues that will need to be addressed by future policies, procedures and systems will be
identified and adequately addressed. Effort will be made to remove any barriers that may
exist for successful implementation. The expected outcomes and impacts are considered
appropriate by this proposal. The right personnel with the right functions and level of effort
will be deployed to implement the program. A recruiting firm will be hired to this effect.
Effective coordination with other development actors will be ensured to increase the
degree of effectiveness that will result from implementation through partnerships. Project
activities will fully coordinate with the activities of other organizations that work towards
poverty reduction among the farming population of Uganda. In order to effectively
complement current and planned activities and avoid duplication, CVCDP will map the
current activities implemented by other organizations in the agricultural sector in the
targeted districts and consult with government ministries and local authorities. CVCDP will
identify synergies with other projects and organizations and will build upon progress made
to date in the targeted districts. CVCDP will then coordinate and collaborate with existing
projects/programs with the same strategic objectives.
The data obtained during continuous monitoring and evaluation will be used for internal
learning, and adaptation and continuous improvement. A customized MIS will be
developed for the successful implementation of the project. The system will be developed
based on the results framework. This tool will be effective for project management and will
provide a feedback loop for the project staff to detect and provide solutions to
implementation problems as they emerge. During implementation, interventions that will
be found successful in meeting project targets will be emphasized. All the negative effects
or unintended consequences of the project will be identified and addressed at the earliest
opportunity. All the factors that assist/hinder the effective project implementation will also
be identified at the earliest opportunity and addressed. PAL and the field Staff will ensure
that all the direct inputs reach the targeted FAs, FGs and the individual households
4.3.3 Project Efficiency

Value for money will be emphasized during the project implementation. The project
implementer will ensure that the project starts on time so as to avoid “no-cost- extension
40
applications” unless it is inevitable. All key staff will be in post within 3 months of start-up
and maintained through project life by employing the right motivation approach. All the
inputs of acceptable quality will be delivered on time since the funding is expected to be on
time.
The methodology of implementation is considered the right one under the circumstances
but good cooperation as well as the political will from local and central government
authorities is expected in order to ensure project efficiency. The local government and local
leaders will be accorded an opportunity to assess the project interventions so that their
input is considered before implementation commences. Access to all project districts is
considered acceptable.
The project implementation will ensure that all the outputs are achieved to an acceptable
standard. The CVCDPP will ensure that the budget is spent according to the proposed
budget lines at an acceptable rate of spending. The alpha value (% of budget that will
actually reach the beneficiaries) of the budget will be 86% since administration cost is only
14% of the total project cost. Furthermore, most of the administration cost will be the
remuneration of the field staff who will be training the farmers directly. Therefore, part of
the administration cost will also reach the beneficiaries in that manner.
The project cost per beneficiary HH will be US$ 532. As already noted in sub-section 2.2
(rationale), according to a recent (2017) study by Uganda Coffee Farmers Alliance (UCFA), a
traditional subsistence Robusta coffee farmer’s yield is only 232 kilograms of FAQ coffee
per acre per year (gross margin of UGX 975,000) while an acre for a recommended Robusta
coffee farmer yields 841 kilograms of FAQ coffee per year (gross margin of UGX 3,168,500).
Therefore, employing a Village farm Model proposed for this project (CVCDP) in which all
coffee trees in a village are considered as one farm and managed by a village farm manager
(VFM) with strict adherence to all recommended coffee husbandry practices, Robusta
coffee productivity can be increased 3.63 times while the gross margin per acre can also
increase
3.25 times (from UGX 975,000 to 3,168,500). Arabica coffee productivity can be increased
4.47 times while the gross margin per acre can also increase 2.8 times (from UGX 1.22M to
3.41M).
According to UCDA fact sheet, the average coffee farm per HH is 0.18 hectares (0.446 acres)
which is currently earning US$ 136 (UGX 487,500) for the household. At the end of CVCDP,
the same acreage (0.446 Acres of Robusta coffee) is expected to earn the household US$
387 (UGX 1,413,151) registering an income increase of UGX 925,651 (from UGX 487,500to
UGX 1,413,151). Furthermore, according the UCDA fact sheet 1.8 M HHs out of 5.5993 HHs
in the coffee agricultural zones. This means that only 32.15% of the HHs in the coffee
agricultural zones are currently getting an income from coffee. The CVCDP aims at
increasing the number of benefiting HHs from 1.8M HH (32.15%) to 5.5993M HHs (100%).
The CVCDP also aims at increasing the average acreage per HH from 0.446acres to more
than 0.5 acres per HH. With half an acre of Robusta coffee per HH, the average farmer
41
income will be increased from US$ 136 (UGX 487,500) to US$ 434 (UGX 1,584,250)
registering an income increase of US$ 298 (UGX 1,087,700) per annum. With half an acre of
Arabica coffee per HH, the average farmer income will be increased from US$ 149 (UGX
544,120) to US$ 467 (UGX 1,705,000) registering an income increase of US$ 318 (UGX
1,161,150) per annum. As a result of this project, coffee will raise all the HHs in the project
area above the poverty line of US$ 1 per day (World Bank definition).
This means that investing US$ 532 per HH in CVCDP will increase farmers’ margins 3.25
times and will cause an income increase of US$ 298 per HH (from US$ 136 to US$ 434) in
three years. Therefore, after the pilot project period of 3 years, one US$ per household will
yield US$ 0.8 annually. The payback period for the project investment will therefore be
about 1.5 years. This income will be expected to be sustainable per annum thereafter since
sustainability has been incorporated in the project identification and design. Sustainability
will also be incorporated in project implementation and evaluation. Overall, the CVCDP has
the potential of increasing the annual coffee production from 5.1 M bags (60kg @) of FAQ to
39.2M bags in 9 years and 19.6M bags in 6 years. Furthermore, The CVCDP has the potential
to bridge the gap of the expected global coffee deficit of 30M bags.
The increase in income is expected to be more than the one calculated above since one of
the CVCDP interventions is to link village coffee farms to UTZ/Stiftung Rain Forest for
certification. This is because certified coffee attracts premium prices.
The field Staff will always take on board the recommendations from donor field visits and
feedback on progress reports provided by the donor. The implementation will ensure
efficient use of external and indigenous resources and knowledge (funds, human, skills etc).
Systems will be put in place to ensure that the quantity and quality of inputs are
appropriate and are obtained with consideration for value-for-money. The project
implementation will ensure that the actual performance will compare well to the planned
performance in terms of outputs produced, cost, timing, quality, role of partners,
participation/contribution of community, access to outputs and cost per community
member.
This proposal is based on the research conducted in the communities. Furthermore, the
communities will be accorded an opportunity to fine tune interventions to implement, the
duration of implementation, and the monitoring mechanism for implementation. A
participatory approach will be employed to this effect during the mobilization stage of the
project. The project monitoring and evaluation (M & E) will involve data collection to
ascertain the long-term, widespread, intended and unintended consequences of project. It
will provide indications of the extent to which ongoing project activities is achieving its
objectives.
The project M & E will also aim at strengthening institutional and human capacity to ensure
that it is progressively owned by partners and that it can be sustained in the future.
Partners, stakeholders and beneficiaries of the project will be engaged at different levels,
42
and will monitor some of the outputs and outcomes by self-assessment processes, while
beneficiaries will engage in participatory reviews to assess the project and extension
systems performance.
Baseline surveys, evaluations and reviews will be designed and carried out by a competent
consultancy firm. The M&E technical advisor will oversee the implementation of M&E
activities. Evaluation will lead to lessons learned so that problem areas are identified and
rectified. The M&E will allow results to be tracked over time, corrections to be made while
implementing, success to be assessed, and ownership of achievements and accountability
will be promoted.
PAL will (i) monitor and track progress and effectiveness in the implementation of the
project (inputs, activities, processes, outputs, intermediate outcomes, and goal and
objective indicators); (ii) conduct a baseline survey at the commencement of the project
through a competent consultancy firm; and (iii) conduct an evaluation to measure the final
outcome (results) of the project interventions at the mid-term review (MTR) and upon
closing the projects. A results framework, which gives the outcome and intermediate
outcome indicators along with annual targets, is presented in Annex 3. The project
implementation manual (PIM) will identify specific activities to be implemented for
realizing each intermediate outcome indicator in the results framework.
The day-to-day monitoring and coordination of the project activities will be carried out by
the PAL staff. An effective project M&E system will be designed to meet the project M&E
requirements. The M&E system that will be employed is described in section 7.0
4.3.4 Sustainability
The sustainability of project activities will depend, to a large extent, on how benefits accrue
to farming communities and other value chain actors, so as to give them an incentive to
maintain and further develop the investments made under the projects. It will also depend
on effective governance structures to ensure that farmers play a critical role in all aspects of
the project. The strategies to incorporate benefit sustainability at all levels of the project
cycle are presented in chapter six. The following questions will guide the implementers in
incorporating benefit sustainability:
• To what extent can the outputs be expected to be sustainable over the longer (6-10
years) term?
• What characteristics make the outputs sustainable or unsustainable?
• Do the local government authorities fully support the initiatives taken by the project?
• Do the local community leaders fully support the initiatives taken by the project?
• To what extent has the project strengthened the capacities of local government and
local leadership structures?
• To what extent are the people themselves contributing to the sustainability of the
initiatives?
• To what extent has the private sector become involved in the development of the
coffee value chain as a result of the project?
43
• Has a special effort been made to educate and train women to assume decision-
making roles?
• How was environment mainstreamed into the project?
• Do communities acknowledge and value local resources?
• Who has access to community resources to continue the work of the CVCDP?
• Can the community access technical input required to sustain the project?
• Does the local political situation at the community, district and government level allow
for the continuation of the project objectives?
• Are there significant social, political or religious rifts created, exacerbated or
sustained by the project?
• Does the community have the organizational capacity to better manage the
continuation of the development plans? Are roles and responsibilities of different
structures (e.g. project development committee) clearly defined?
• Are there any social factors that will affect the long-term access of the poorest to
project benefits?
• Does CVCDP have an impact on cultural values or priorities? Is this likely to continue?
What impact will this have on the project goals in the future?
• How stable is the country? Does the residential status of members of the community
(transient or sedentary) affect the implementation and success of the project?
• Are the outcomes and related practices sustainable? Which outcome are likely or
unlikely to be sustainable, and why? What can be done to increase the sustainability?
• Did the project implementers formulate a practical exit strategy and is it working?
• Is it feasible in the remaining years for the project to hand over responsibility to a
local entity? If not, what additional efforts need to be undertaken?
• How has the project strengthened or expanded the capacity of these entities to take
over the project at the end of the project?
• What is the long term effect of this strategy in terms of sustained behavior after the
project?
4.3.5 Cross cutting Issues:

This sub-section discusses the cross cutting issues which include gender mainstreaming;
social and environmental impacts; and strategies that will drive CVCDP
4.3.5.1 Gender
BFBM will conduct mainstreaming gender analysis, gender sensitive programming to
ensure gender equity. Gender issues will be built into all stages of the /project cycle. The
following sets of questions are key for each of the four main stages in the project cycle,
namely: project identification, planning, implementation and M&E. The Checklist for
Gender Integration in Project Cycle (check Annex 5) will guide the consultant to evaluate
how mainstreaming gender analysis, gender sensitive programming and gender equity
were achieved.
44
4.3.5.2 Social impacts
The CVCDP is not expected to have any negative social impacts. The Environment and Social
Management Framework (ESMF), developed and disclosed, will provide a strategic guide
for integrating social considerations into the planning and implementation of subproject
activities. The ESMF will guide the initial screening of negative social impacts of all projects
and development of their mitigation measures.
4.3.5.3 Environmental impacts

The VCDP is expected to have positive environmental impacts through its focus on
promoting environmentally-sound production practices. In particular, the project will have
positive environmental impacts through the promotion of Sustainable Land Management
(SLM) practices. The SLM practices will also contribute to increasing farmers’ resilience to
climate change. Importantly, increased agricultural productivity through more intensive
technologies should reduce the extensification pressures on agriculturally marginal lands.
Finally, the project will also support sound environmental management in the agricultural
sector by integrating environmental management and compliance considerations into the
repertoire of the advisory service providers (for example, with respect to environmental
regulations stipulating protection of wetlands and forests from encroachment and
degradation, including from agriculture).
The CVCDP is also expected to have limited adverse environmental impacts. Some project
activities - such as the planned civil works under some projects and the agricultural
intensification technologies (herbicides, pesticides and fertilizers) to be promoted under
advisory service provision - may potentially adversely affect surrounding habitats and
environs. These impacts are expected to be site-specific and readily manageable through
commonly available mitigation measures, such as sound construction practices and good
practice in handling and applying agrochemicals. To ensure that potential environmental
impacts of the project are managed adequately, specific project activities will be screened
for their potential environmental (and social) impacts following the guidance in the project
ESMF, and appropriate mitigation measures will be developed and implemented. In case of
new factories, Environmental Impact Assessments (EIAs) will be carried prior to
installation and also appropriate mitigation measures will be developed and implemented.
The EIAs will be approved by National Environmental Authority (NEMA). To enhance
environmental sustainability at the sector level, a Strategic Environmental Assessment of
the sector and its Sector Investment Plan will be prepared during project implementation
with a view to inform subsequent phases of sector development.
4.3.5.4 Strategies that will drive CVCDP

The strategies below will be applied across all KRAs and will be implemented in a
crosscutting manner:
4.3.5.4.1: Adopting a social enterprise model and promote self-sufficiency

During the strategic planning workshop, PAL staff and management agreed to adopt a social
enterprise model. This model essentially entails applying business strategies to identify and
45
promote interventions of commercial value to its members, potential members and other
coffee value chain players.
To this end, we resolved to pilot a Village Farm Model Fund scheme and put funds aside for
onward lending to project beneficiaries in selected project locations. Gradually and as we
ascertain the efficacy of this business model, we will register a value chain development
bank based on successful models in addition to attracting other banks to fund this mighty
industry.
We have also discussed the idea of establishing farmer field schools within our project sites
for learning purposes.
4.3.5.4.2 Building on existing knowledge and comparative advantage

PAL has over the years developed a niche in lobbying and advocacy for the coffee sub-sector.
We will build any subsequent program interventions on this strong foundation of
protecting the coffee value chain actors’ interests. In this project, we have augmented this
programmatic experience by integrating value chain development interventions into
lobbying and advocacy programming which has ensured that our program approach is
holistic and addresses pertinent challenges along the coffee value chain.
4.3.5.4.3 Promote a Community and family oriented approach

PAL will employ a community and family centered approach. Our flagship approach is the
community support structures model through which we identify existing community
structures and empower them as active participants in developing the coffee value chain.
Using non –didactic training methods such as the interactive learning methodology, we pass
on essential skills that these groups can use to improve their wellbeing and to be able to
help others.
4.3.5.4.4 Apply a mainstreaming approach

PAL will continue mainstreaming cross cutting program aspects such as gender equality,
youth participation and climate change adaptation. Benefit and relevance of the use of
‘mainstreaming’ approaches will include broadening services available for households and
communities, and creating increased attention and sensitivity to the challenges along the
coffee value chain and emphasizing inclusiveness.
4.3.5.4.5 Apply a rights based program approach

In this strategic plan, a rights approach will be mainstreamed throughout all PAL
interventions. Communities and vulnerable groups targeted by PAL as rights holders will be
empowered to demand for the respect, protection and fulfillment of their rights, participate
in governance, and to demand for quality services and accountability from the relevant
moral and legal duty bearers. In the same vein, PAL will lobby government and civil society
organizations as duty bearers to better play their roles and meet mandates and obligations.
4.3.5.4.6 Promote a value chain approach
46
PAL strives to deliver its interventions in an integrated manner so that the entire coffee
value is optimized. For example a family that has increased coffee production must be
helped to find good market for all its coffee. A value chain approach therefore supports
families to overcome the multifaceted nature of drivers of poverty and poor livelihoods. It
also sets the family on a steady path of self-reliance.
4.3.5.4.7 Working through partnerships and alliances

PAL has over the years recorded significant growth through partnering with other agencies
and forging alliances of strategic importance with like-minded agencies. PAL will partner
with local and global organisations and institutions (see sub-section 4.1) to undertake joint
research and evidence building initiatives and program implementation.
4.3.5.4.8 Strengthening information management and knowledge development

PAL will invest in improving data management systems across all our projects. Data needs
will include program, finance and human resources data. This data will be collected at
periodic intervals, regularly analyzed and used for performance improvement and
effectiveness measurement. Means of data collection for knowledge management will
include; research studies, knowledge gap assessments and secondary reviews. While
regular progress monitoring data will be collected through detailed project monitoring
plans and centrally analyzed for quality improvement and effectiveness measurement.
4.3.5.4.9 Employing a Village Farm Model

All the coffee trees in a village will be considered as a village coffee farm and managed by a
village farm manager (VFM) and paid by all the coffee farmers under a village group. The
farm manager, in addition to training the farmers in the recommended agronomic and
postharvest handling practices, will identify and cost all the inputs required for the village
farm and the village group will be provided with the inputs in kind. Some cash
requirements will also be considered to stop the farmers from selling their coffee cheaply in
advance which a common practice. On delivering the coffee to the sub-county collection
center, the cost of inputs will deducted to recover the loans earlier extended to the village
group. A village Farm Model (VFM) Fund will be established for this noble cause. The Fund
will only attract a small interest to cater for inflation, VFM remuneration and the fund
monitoring fees for the purposes of sustainability. PAL will monitor the VFMF to ensure
recoveries on marketing.
In order to ensure that all the recommended agronomic and post-harvest handling
practices are properly employed the VFM will register and train all the able-bodied village
members, especially the youth as Village Farm Workers (VFWs) on the village coffee farm.
The VFWs will work under strict supervision of the VFM. The VFWs will paid directly to
their mobile phones from the VFMF account by use of a Mobile Money Application software
(MMAPP) on the recommendation of the VFM.
47
5.0 MONITORING AND EVALUATION
According to Food and Agriculture Organization of The United Nations (FAO) (2007; 109),
monitoring and evaluation (M&E) is an essential component of project design and
implementation. M&E should be built in from the beginning, and used during all the
implementation phases to assess:
• The extent to which the planned activities are being implemented (activity
monitoring);
• The process followed to achieve the desired outcomes (process monitoring); 
The progress made in achieving the desired outcomes (progress monitoring);
• The impact of the project on its beneficiaries (impact evaluation).
FAO (2007; 109) also points out that M&E is also a management tool because it generates a
large amount of vital information that allows project managers/ administrators to:
• Identify the major problems, constraints and successes encountered during
implementation, through analysis of the data collected;
• Adjust project activities, plans and budgets according to data generated through
the use of M&E tools and methodologies;
• Provide information for accountability and advocacy to the targeted
communities, and to the government agencies and national and international
donors involved.
Evaluation can be defined tailored to the theory, approach, needs, purpose and
methodology of the evaluation itself. According to Rossi et al (2004), evaluation is a
systematic, rigorous, and meticulous application of scientific methods to assess the design,
implementation, improvement or outcomes of a program. It is a resource-intensive process,
frequently requiring resources, such as, evaluator expertise, labour, time and a sizeable
budget. According to Reeve and Peerbhoy (2007) evaluation is the critical assessment, in as
objective a manner as possible, of the degree to which a service or its component parts
fulfills stated goals. The focus of this definition is on attaining objective knowledge, and
scientifically or quantitatively measuring predetermined and external concepts.
Annex 12 presents a description of the M&E system 1 to be developed for CVCDP.
6.0 PROJECT SUSTAINABILITY

CVCDP will use a multi-pronged strategy in working towards long term sustainability.
1 An M&E system refers to a set of M&E plans, data management capacities and data
reporting systems)
48
Benefit sustainability strategies will be emphasized during the project implementation so
that the beneficiaries will continue to enjoy the benefits accruing from the project even
after its closure. According to Ingle (2005), the international development community's
interest in "benefit sustainability" relates directly to the increasing evidence available in the
late 1980's and early 1990's that the expected benefits of many project investments had
failed to materialize following the completion of a project. He argues that given that
projects still account for much of the focus and structure of development activities, research
shows that identifying, planning, and implementing a project for benefit sustainability
requires an additional development mindset reinforced with some practical management
knowledge— from the inception of a project idea to the completion of the intended returns
on investment. Ingle (2005), therefore, advises that benefit sustainability should be
incorporated in stage of the project cycle, namely: 1) identification, 2) design, 3)
implementation, and 4) evaluation.
Annex 13 describes the strategies for incorporating project sustainability in each of the four
stages of the project cycle.
49
7.0 OPPORTUNITIES, RISKS AND ASSUMPTIONS
This chapter states the identified opportunities, risks and assumptions for CVCDP
7.1 Opportunities
The following opportunities have been identified:
i. Coffee is the biggest export cash crop in Uganda
ii. Coffee is the second most traded commodity globally after oil
iii. The climate can support up to four crops in a year if supported by irrigation
iv. Government is committed to support the coffee sub-sector through the coffee road
map
v. Availability of NGOs/CBOs that will be partners
vi. Presence of several Financial Institutions and Insurance Companies that may be
partners;
vii. Great potential of domestic coffee consumption
viii. Increasing urbanization and middle class and more disposable income levels
ix. Access to ICT almost in the whole country
7.2 Risks and Assumptions

The following risks and assumptions have been identified:
i. Cooperation of Government in enacting favorable policies for
private coffee subsector
ii. Stability of seasons. iii. Timely disbursement of funds to
CVCDP.
iv. The marketing of coffee is optimized to ensure profitability and positive returns to
farmer investment
v. Attraction of Financial Institutions and Insurance Companies to the farming
business vi. Institutional arrangements of key implementing Partners’ remain
stable and favorable;
vii. The trained farmers adopt improved technologies and practices
viii. Farmers appreciate the benefits and are receptive to the idea of working together ix.
Exchange rate fluctuations
x. High interest rates discouraging demand for loans xi.
Market distortions due to unfair subsidies and handouts
xii. Limited availability and high costs of agro inputs as well as counterfeit products
xiii. Pest and disease epidemics – reducing returns on investment xiv. Low
coffee prices
The CVCDP will employ the measures indicated in table 7 to mitigate the identified risks/
assumptions.
Table 7: Mitigation measures
50
No Risk Mitigation measure
1. Cooperation of Government in enacting i. Lobby and advocacy
favorable policies for private coffee ii. Close collaboration with government to anticipate
subsector policy direction
2. Stability of seasons. Employ climate change smart mitigation measures
3. Timely disbursement of funds to CVCDP. Ensure proper and timely accountability of funds
disbursed
4. The marketing of coffee is optimized to Proper project implementation
ensure profitability and positive
returns to farmer investment
5. Attraction of Financial Institutions and Promote group lending using the Village Farm Model
Insurance Companies to the farming Fund
business
6. Institutional arrangements of key i. Maintain a good working relationship
implementing Partners’ remain stable ii. Clearly define the roles and responsibilities of each
and favorable; implementing partner.
7. The trained farmers adopt improved i. Employing a Village Farm Model ii.
technologies and practices Employing a Village Farm Model Fund
8. Farmers appreciate the benefits and i. Proper sensitization of coffee farmers and
are receptive to the idea of working accountability
together ii. Participatory M&E
iii. Proper project implementation
9. Exchange rate fluctuations i. Insurance, export
financing ii. Export promotion
10. High interest rates discouraging Promote group lending using the Village Farm Model
demand for loans Fund
11. Market distortions due to unfair i. Lobby and advocacy
subsidies and handouts ii. Close collaboration with government to anticipate
policy direction
12. Limited availability and high costs of i. Investment in local manufacture of fertilizers ii.
agro inputs as well as counterfeit Establish traceability systems
products
iii. Fight fake agro inputs and direct bulk procurement
proven sources
13. Pest and disease epidemics – reducing i. Use of forecasting systems
returns on investment ii. Include mitigation of pest and disease epidemics as
part of the project
14. Low coffee prices i. Invest in Quality Management targeting niche
markets
ii. Invest in storage and value addition iii.
Contract farming
iv. Crop insurance
v. Educate farmers about the phenomenon of
fluctuation of prices take advantage of coffee booms
to save/invest for periods of low international prices.
51
vi. Increase the value chain share (percentage) for
farmers making the value more efficient and take
advantage of the Uganda’s comparative advantage in
producing coffee.
8.0 FINANCIAL ARRANGEMENTS AND BUDGET

PAL will maintain books of accounts that will include a Cash Book, ledgers, journal
vouchers, a fixed asset register, and a contracts register. The books of accounts will be
maintained on a computerized accounting system. The funding modality for the operation
will be donor funding. PAL will cover the administration cost US$ 812,059 (in terms of
Secretariat staff salaries and office equipment) while European Union (EU) will cover the
field staff salaries and project implementation (US$ 6,780,515). The Coffee Value Chain
Development Pilot Project (CVCDPP) will be implemented in three years. Annex 9 presents
CVCDPP budget details.
As already noted in 3.1, the total pilot project cost is US$ 7,603,803 (United States Dollars
Seven Million Six Hundred Three Thousand Eight Hundred Three Only). However, 68% of
the total project will constitute a Village Farm Model Fund which amounts to US$
5,173,469. This will be a loanable to the FGs and refundable on coffee marketing for the
purposes of sustainability.
The total administration will amount to US$ 1,086,230 which 14% of the total project cost
(US$ 7,603,803). This percentage (14%) of administration cost for CVCDP is way below the
maximum percentage of 30% which is generally recommended for project budgets.
As already noted in 4.3.3, employing a Village farm Model proposed for this project (CVCDP)
in which all coffee trees in a village are considered as one farm and managed by a village
farm manager (VFM) with strict adherence to all recommended coffee husbandry practices,
Robusta coffee productivity will be increased 3.63 while the gross margin per acre of
Robusta coffee will also increase 3.25 times (from UGX 975,000 to 3,168,500). Arabica
Coffee productivity will be increased 4.47 times while the gross margin per acre of Arabica
coffee will also increase 2.8 times (from UGX 1.22M to 3.41M). The CVCDPP will run a total
of 172 organized village farms VFs (51 in Mpigi District, 121 in Rukungiri District).
The CVCDP aims at increasing the average acreage per HH from 0.446acres to more than 0.5
acres per HH and also increasing the percentage of HHs involved in coffee from 32% to
100% in the two sub-counties. With half an acre of Robusta coffee per HH, the average
farmer income will be increased from US$ 136 (UGX 487,500) to US$ 434 (UGX 1,584,250)
registering an income increase of US$ 298 (UGX 1,087,700) per annum. With half an acre of
Arabica coffee per HH, the average farmer income will be increased from US$ 149 (UGX
544,120) to US$ 467 (UGX 1,705,000) registering an income increase of US$ 318 (UGX
1,161,150) per annum. As a result of this project, coffee will raise all the HHs in the project
area above the poverty line of US$ 1 per day (World Bank definition).
52
It is also noted in 4.3.3 that the project cost per beneficiary HH will be US$ 581. This means
that investing US$ 581per HH in CVCDP will increase Robusta coffee farmers’ margins 3.25
times and will cause an income increase of US$ 298 per HH (from US$ 136 to US$ 434) in
three years. The same investment will increase Arabica coffee farmers’ margins 2.8 times
and will cause an income increase of US$ 318 per HH (from US$ 149 to US$ 467) in three
years. Therefore, after the pilot project period of 3 years, one US$ per household will start
yielding US$ 0.8 annually. The payback period for the project investment will therefore be
less than 1.5 years. This means the project cost (investment of 3 years) of US$ 7,603,803
will start yielding US$ 6,648,348.8 (per annum sustainably) in the fourth year after the
commencement of the CVCDPP. The total income for the farmers in the two sub-counties
will be a minimum (considering the Robusta coffee gross margin which is lower than that of
Arabica coffee) of US$ 13,296,698 after 5 years. The project cost of US$ 7,603,803 will cause
a minimum total income increase of US$ 4,261,996 (US$ 298 per HH) for the 14,302 HHs in
the two sub-counties in the fourth year and US$ 8,523,992 in the fourth and fifth years.
This income of US$ 6,648,348.8 will be expected to be sustainable per annum thereafter
since sustainability has been incorporated in the project identification and design.
Sustainability will also be incorporated in project implementation and evaluation. Overall,
the CVCDP has the potential of increasing the annual coffee production from 5.1 M bags
(60kg @) of FAQ to 39.2M bags in 9 years and 19.6M bags in 6 years. Furthermore, The
CVCDP has the potential to bridge the gap of the expected global coffee deficit of 30M bags.
Given the project period of 3 years and the payback period of less than 1.5 years, PAL
requests for a grace period of 3 years after which the loan repayment will commence. PAL
also requests for reasonable installments that will favour sustainability.
53
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62
ANNEXES
Annex 1: PAL Organogram
63
Annex 2: Log frame
CATEGORY INTERVENTION LOGIC OBJECTIVELY VERIFIABLE INDICATORS SOURCES AND MEANS RISKS & ASSUMPTIONS
OF ACHIEVEMENT OF
VERIFICATION
GOAL CVCDP goal is to make the coffee value chain efficient and more valuable leading i. No of bags traded from the project areas i. Final evaluation i. Cooperation of Government in enacting
to the socio-economic development in the project sub counties. ii. Value of bags traded from the project areas ii. Impact Evaluation favorable policies for private coffee subsector ii.
iii. Yield per acre Stability of seasons. iii. Timely disbursement of
iv. Gross margins per acre funds to CVCDP.
v. HH income from coffee iv. The marketing of coffee is optimized to
vi. % of HHs above the poverty level ensure profitability and positive returns
to farmer investment
v. Attraction of Financial Institutions and
Insurance Companies to the farming
business
vi. Institutional arrangements of key
implementing Partners’ remain stable
and favorable;
vii. The trained farmers adopt improved
technologies and practices viii. Farmers
appreciate the benefits and are
receptive to the idea of working together
ix. Exchange rate fluctuations
x. High interest rates discouraging
demand for loans xi. Market distortions due
to unfair subsidies and handouts xii. Limited
availability and high costs of
agro inputs as well as counterfeit
products xiii. Pest and disease
epidemics – reducing returns on investment
xiv. Low coffee prices
SPECIFIC PO1: To double production and productivity of quality coffee i. No of bags produced As above As above
OBJECTIVES ii. % increase of traded coffee
iii. Yield per acre
iv. % of quality FAQ
PO2: To improve marketability and doubling profitability of coffee Value of traded Coffee As above As above
% increase of traded coffee
Gross margins per acre
% of coffee farmers linked coffee exporters (PAL members) %
of farmers with Skills and knowledge in improved
postharvest handling and quality attainment
% of farmers aware of the coffee quality standards
% of farmers with post-harvest handling technologies %
of farmers with post-harvest handling and storage tools,
equipment and infrastructure distributed % of coffee
farms visited by coffee tourists
% of domestic coffee consumption
EXPECTED
OUTPUTS
A) PROJECT MANAGEMENT
1. Appointment of Project staff (PAL staff) # of Project Staff appointed • Follow-up and i. Availability of Qualified persons
monitoring visits ii. Integrity of the recruiting firm
report (PAL) iii. Acceptance of the remuneration terms
• Monthly progress
Reports
• Mid-term evaluation
• Final evaluations
2. Recruitment of DVCCs # of DVCCs recruited As above As above
64
3. Recruitment of SEA # of SEAs recruited As above As above
4. Recruitment of SQA # of SQAs recruited As above As above
5. Procurement of project equipment and Logistics and Assets All Secretariat Equipment , Logistics and Assets procured in the As above As above
1st quarter
6. Recruitment of project consultants # of consultancy firms/consultants As above As above
ii. # of backstopping visits As above As above
8. Documentation and Communication i. # of communication materials produced and disseminated As above As above
ii. # of website updates As above As above
B) STUDIES
1. Community Needs Assessment i. # of capacity building needs assessments i. Follow-up and i. Availability of qualified persons
monitoring visits ii. Integrity of the consultancy firm
report (PAL) iii. Acceptance of the remuneration terms
ii. Monthly progress
Reports iii. Mid-term
evaluations
iv. Final evaluations
v. # of soft copies of draft community needs assessment report As above As above
vi. # of soft copies of final community needs assessment report As above As above
2. Baseline survey i. # of baseline surveys As above As above
ii. # of soft copies of draft baseline report As above As above
iii. # of copies of final baseline report As above As above
3. Day to day Monitoring i. # of Follow-up and monitoring visits As above As above
ii. # of Follow-up and monitoring visit reports As above As above
4. Mid-term project activity evaluation (Formative) i. # of mid-term evaluations As above As above
ii. # of soft copies of draft mid-term evaluation report As above As above
iii. # of soft copies of final mid-term evaluation report As above As above
5. End of project evaluation (Summative) i. # of mid-term evaluations As above As above
ii. # of copies of draft final evaluation report As above As above
65
iii. # of copies of final evaluation report As above As above
C) OPERATIONAL ACTIVITIES
1. Identification of concurrent and sequential activities i. # of workshop per value chain to identify concurrent and Follow-up and
i. i. Availability of qualified persons ii.
sequential activities and their timing. monitoring visits Acceptance of the remuneration terms
report (PAL)
ii. Monthly progress
Reports iii. Mid-term
evaluations
iv. Final evaluations
ii. # of copies of a document detailing concurrent and As above As above
sequential activities
2. Monitoring of concurrent and sequential activities # of quarterly reports about the challenges of coordination and As above As above
how they were addressed
3. Hold a project inception meeting with the Client Technical Staff # of inception meetings As above As above
4. Hold a project inception meeting with all collaborators in the project area i. # of inception meetings with the CAO As above As above
ii. # of inception meetings with the District Agricultural Officer As above As above
(DAO)
iii. # of inception meetings with the LC 5 Chairperson As above As above
iv. # of inception meetings with the District Production officer As above As above
(PO), RDC, Commercial officer, community development
officer, DSO
v. # of meetings with local leaders in the project area As above As above
5. Hold a stakeholder analysis workshop to incorporate benefit sustainability in Number of stakeholder analysis workshops held to incorporate As above As above
project identification benefit sustainability in project identification
6. Hold a stakeholder analysis workshops to incorporate benefit sustainability in # of stakeholder analysis workshops held to incorporate benefit As above As above
project design sustainability in project design
7. Hold a stakeholder analysis workshops to incorporate benefit sustainability # of stakeholder analysis workshop held to incorporate benefit As above As above
project implementation sustainability project implementation
8. Hold a stakeholder analysis workshops to incorporate benefit sustainability in # of stakeholder analysis workshops held to incorporate benefit As above As above
project evaluation sustainability project evaluation
D) PROJECT IMPLEMENTATION
Interventions aimed at doubling production and productivity of quality coffee
KRA 1.1: Farmer groups to participate in the program identified and i. # of sensitization meetings held with Local leaders ii. Follow-up and As above
mobilized; monitoring visits
Activity 1.1.1 Holding sensitization meetings with Local leaders report (PAL)
iii. Monthly progress
Reports
Activity 1.1.2 Sensitizing village members
7. Coordination, Supervision and Technical backstopping i. # of supervision visits As above As above
66
iv. Mid-term evaluations
v. Final evaluations
Activity 1.1.3 Assisting farmers to form Farmer Groups
vi. # of LC3s sensitized about VCDP As above As above
Activity 1.1.4 Sensitizing farmer groups about Farmer Association (FA) vii. # of villages sensitized about VCDP and mobilized As above As above
viii. # of FGs formed As above As above

Activity 1.1.5 Assisting farmers groups to form FAs
ix. # of FGs with elected leaders and committee members As above As above
x. # of FGs with constitutions As above As above
xi. # of FGs sensitized about Farmer Association (FA) formation As above As above
and their benefits
xii. # of FAs formed As above As above
xiii. # of FAs with elected leaders and committee members As above As above
xiv. # of FAs with constitutions As above As above
KRA 1.2 Formalization of the producer organizations; i. # of FGs sensitized about being legally registered As above As above
Activity 1.2.1: Facilitating the registration process of Fas
ii. # of FAs sensitized about being legally registered As above As above
Activity 1.2.2 Holding inaugural meetings for the FA committees iii. # of FGs legally registered As above As above
iv. # of FAs legally registered As above As above
v. # of inaugural meetings held (one per sub county) As above As above
KRA 1.3 Group cohesion enhanced and group dynamics skills imparted. i. # of FA leaders, SEAs and SQAs trained in Leadership for As above As above
change
ii. # of FG leaders trained in Leadership for change As above As above
Activity 1.3.1 Training Farmer association leaders in Leadership for change
iii. # of FA leaders, SEAs and SQAs trained in Governance As above As above

iv. # of FG leaders trained in Governance As above As above
Activity 1.3.3 Training Farmer association leaders in Financial Management v. # FA leaders, SEAs and SQAs trained in Financial As above As above
Management
Activity 1.3.4 Training Farmer association leaders in Strategic Management vi. # of FG leaders trained in Financial Management As above As above
Activity 1.3.5 Training Farmer association leaders in Marketing vii. # of FA leaders, SEAs and SQAs trained in Marketing As above As above
viii. # of FG leaders trained in Marketing As above As above

Activity 1.3.6 Training Farmer association leaders in Resource mobilization
ix. # of FA leaders, SEAs and SQAs trained in Strategic As above As above
Management
67
# of FG leaders trained in Strategic Management As above As above
x. # of FA leaders, SEAs and SQAs trained in Resource As above As above

mobilization
xi. # of FG leaders trained in Resource mobilization As above As above
KRA 1.4 Advisory services provided to impart knowledge and skills in # of training curricula developed for coffee farmers. As above As above
efficient production
i. # of Research Institutions contacted for modern practices As above As above

Activity 1.4.1 Training needs assessment
ii. # of TOT workshops for SEAs training in modern As above As above
recommended agronomic practices and improved
Activity 1.4.2 Liaise with Scientists to obtain modern technologies postharvest handling and quality attainment
technologies
iii. # of SEAs trained in modern recommended agronomic As above As above
Activity 1.4.3 Training (TOT) for sub-county extension agents in modern practices and PHH practices.
technologies iv. # of VFMs trained in modern recommended agronomic As above As above
practices and PHH and quality attainment technologies
v. # of FGs in modern recommended agronomic practices and As above As above
Activity 1.4.4 Training for village farm mangers in modern technologies PHH and quality attainment technologies
vi. # of TOT workshops for SQAs training in in modern quality As above As above
control tests and measures and international quality
standards for the coffee value chain
vii. # of SQAs trained in modern quality control tests and As above As above
measures and international quality standards for the coffee
Activity 1.4.6 Training (TOT) for sub-county quality agents in quality control
measures value chain.
iii. # of VFMs trained in modern quality control tests and As above As above
measures and international quality standards for the coffee
Activity 1.4.7 Training VFMs in quality control measures value chain
KRA 1.5 Technologies distributed to farmer groups i. # of appropriate coffee technologies identified As above As above
ii. # of FGs obtain loans for appropriate coffee technologies As above As above
Activity 1.5.2: Linking farmers to financial institutions for loans to acquire

identified technologies and agro inputs iii. # of FGs adopting appropriate coffee technologies As above As above
iv. # of acres installed with “nearby water source irrigation As above As above
Activity 1.5.3: Designing and installing irrigation systems technology”
v. # of acres installed with “rain water harvesting irrigation As above As above
technology”
Activity 1.5.4: Establishing coffee nurseries vi. # of acres installed with “stomata membrane irrigation As above As above
technology”
KRA 1.6: Nucleus farms supported to increase production of quality farm i. A document detailing criteria for choosing the Nucleus farmers As above As above
produce and collect quality coffee from out growers for primary processing documented
and marketing
ii. # of nucleus farmers identified per sub county As above As above
Activity 1.6.1 Developing criteria for choosing nucleus farms iii. # of nucleus farms sensitized on their responsibilities in As above As above
guiding the out growers
iv. A document detailing criteria for choosing out growers As above As above
Activity 1.6.2 Nucleus farms identified by the SEAs and FA leaders documented
v. # of out growers identified per sub county As above As above
68
Activity 1.6.3 Nucleus farmers educated on their responsibilities in guiding the vi. # of out growers sensitized on their roles and responsibilities As above As above
out growers by group leaders and Farmer Association leaders in in the out-growers’ scheme
vii # of out growers trained using the nucleus farm as As above As above
. demonstration plot about efficient production, post-harvest
Activity 1.6.4 Developing criteria for choosing out-growers handling and marketing of their produce
bli
Interventions aimed at improving marketability and dou ng profitability of coffee
KRA 2.1 Markets for increased coffee volumes identified i. # of international new markets identified for Ugandan coffee As above As above
Activity 2.1.1 Identifying new international for Ugandan coffee
Activity 2.1.2 Linking coffee exporters to the identified new international ii. # of coffee exporters (UCF members) linked to the new As above As above
markets for Ugandan coffee international markets
Activity 2.1.3 Identifying coffee exporters (UCF members) to buy the coffee iii. # of coffee exporters (UCF members) identified to buy the As above As above
from FAs coffee from FAs
Activity 2.1.4: Linking the FAs with the identified coffee exporters (UCF
members) iv. #of FAs linked to coffee exporters (UCF members) As above As above
v. # of FGs linked to the identified coffee exporters (UCF As above As above

members)
KRA 2.2: Ugandan coffee advertised by an English Premier League Club i. # of English Premier League Football Clubs advertising As above As above
and exclusive rights obtained to sell Ugandan Coffee in the stadium Ugandan coffee
Activity 2.2.1: Identifying and engaging an English Premier League Football ii. # of coffee exporters linked to the identified football club As above As above
Club to advertise Ugandan coffee
Activity 2.2.2: Linking coffee exporters (UCF members) to the identified

football club stadium as a new market for their coffee
KRA 2.3 Promoting domestic coffee consumption i. # media messages aimed at domestic coffee consumption As above As above
Activity 2.3.1 Promoting domestic coffee consumption the media
Activity 2.3.2 Promoting domestic coffee consumption by serving coffee to
the public ii. # of coffee serving campaigns As above As above
Activity 2.3.3 Promoting domestic coffee consumption production of IEC
materials.
Activity 2.3.4 Promoting domestic coffee consumption in FAs and FGs by DVCCs, iii. # of fliers about the health benefits of consuming coffee As above As above
SEAs and VFMs.
iv. # of T Shirts promoting domestic coffee consumption As above As above
v. # of posters promoting domestic coffee consumption As above As above
vi. # of FAs sensitized about the health benefits of consuming As above As above
coffee
vii. # of FGs sensitized about the health benefits of consuming As above As above
coffee
KRA 2.4 Skills and knowledge in improved post-harvest handling and i. # of refresher training (TOT) workshop for SEAs As above As above
quality attainment imparted on the farmers
Activity 2.4.1 Refresher training (TOT) for SEAs and SQAs in improved ii. # of SEAs trained in improved post-harvest handling and coffee As above As above
postharvest handling and quality attainment for various value chains quality attainment.
Activity 2.4.2 Training VFMs in improved post-harvest handling and quality iii. # of VFMs trained in improved post-harvest handling and coffee As above As above
attainment quality attainment.
69
iv. # of FGs trained in improved post-harvest handling and coffee As above As above
quality attainment.
Activity 2.4.3 Training FGs in improved post-harvest handling and quality
attainment
KRA 2.5 Farmers trained on coffee quality standards; v. A document detailing national and international Standards for As above As above
Arabica coffee and Robusta coffee documented.
vi. # of refresher training of trainers (TOT) workshops for SEAs As above As above
Activity 2.5.1 VCDP Liaise with National Bureau of standards (NBS) for the and SQAs on product quality standards for the coffee value
national and International Standards chain.
vii. # of SEAs trained on product quality standards for the coffee As above As above
value chain.
Activity 2.5.2 Training (TOT) for SEAs on product quality standards iii. # of SQAs trained on product quality standards for the coffee As above As above
value chain
ix. # of FAs trained on product quality standards for the coffee As above As above
Activity 2.5.3 Training farmer groups on product quality standards value chain
x. # of VFMs trained on how to handle the coffee along the value As above As above
chain.
xi. # of FGs trained on how to handle the coffee along the value As above As above
chain.
KRA 2.6: Post-harvest handling technologies distributed i. # of relevant post-harvest handling technologies identified As above As above
Activity 2.6.1 Identification and distribution of relevant post-harvest handling ii. # of FGs sensitized about VFMF and other FIs willingness to As above As above
technologies provide loans to acquire relevant post-harvest handling
technologies
iii. # of FGs obtained loans to acquire relevant post-harvest As above As above
Activity 2.6.2 Linking farmers to VFMF / financial institutions for loans to handling technologies
acquire relevant post-harvest handling technologies iv. # of FGs that acquired relevant post-harvest handling As above As above
technologies
KRA 2.7: Post-harvest handling and storage tools, equipment and i. # of post-harvest modern handling and storage tools, As above As above
infrastructure distributed equipment and infrastructure identified
Activity 2.7.1 Identifying post-harvest modern handling and storage tools, ii. # of FAs sensitized about the post-harvest modern handling As above As above
equipment and infrastructure required by the farmers and storage tools, equipment and infrastructure
Activity 1.7.2 Linking FGs VFMF /financial institutions for loans to acquire iii. # of FGs sensitized about the post-harvest modern handling As above As above
postharvest modern handling and storage tools, equipment and infrastructure
and storage tools, equipment and infrastructure
required.
iv. # of FAs obtained loans to acquire post-harvest modern As above As above
Activity 1.7.3 Training farmers on the identified post-harvest handling
technologies handling and storage tools, equipment and infrastructure
v. # of FGs obtained loans to acquire post-harvest modern As above As above
handling and storage tools, equipment and infrastructure
vi. # of FAs trained on how to use the identified post-harvest As above As above
modern handling and storage tools, equipment and
infrastructure
vii. # of FGs trained on how to use the identified post-harvest As above As above
modern handling and storage tools, equipment and
infrastructure
viii. # of Collection centers constructed (1 per sub-county) As above As above
KRA 2.8: Coffee tourism introduced and implemented in Uganda. i. # of hotels identified and engaged for coffee tourism As above As above
Activity 2.8.1: Identifying Hotels and travel bureaus for coffee tourism
ii. # of tours and travel agents identified and engaged for coffee As above As above
tourism
Activity 1.8.2: Linking tourists to the coffee farms.
iii. # of SEAs linked to coffee tourists As above As above

iv. # of FGs linked to coffee tourists As above As above
70
Activity 2.8.4 Training FGs on coffee tourism v. # of SEAs trained on coffee tourism As above As above
vi. # of VFMs trained on coffee tourism As above As above
vii. # of FGs trained on coffee tourism. As above As above
Interventions aimed at developing an efficient coffee value chain

KRA 3.1: Key value chain actors identified # of lists of coffee value chain actors and players (both As above As above
Activity 3.1.1 Identification of key value chain actors members and non-members) and their updated contacts and
addresses
KRA 3.2: Critical challenges faced by value chain actors identified i. # of lists of critical challenges faced by the value chain actors As above As above
documented
Activity 3.2.1 Identification of critical challenges faced by value chain actors ii. # of lists of critical challenges addressed As above As above
iii. # of lists of critical challenges not addressed As above As above
KRA 3.3: Strategies to address the identified challenges developed and i. # of workshops for value chain actors to address the identified As above As above
employed. critical challenges faced by value chain actors in 2 districts
ii. A document of strategies developed to address the identified As above As above

Activity 3.3.1 Annual workshops for value chain actors to address the identified critical challenges
critical challenges faced by value chain actors
iii. # of lists of critical challenges satisfactorily addressed As above As above
iv. # of lists of critical challenges not satisfactorily addressed As above As above
KRA 3.4: Farmers trained on record keeping. i. # of TOT workshops for SEAs SQAs As above As above
Activity 3.4.1 Training of trainers (TOT) for SEAs and SQAs on record keeping
particularly on input/output relations ii. # of SEAs trained in record keeping As above As above
Activity 3.4.2 Training of trainers (TOT) for VFMs on record keeping particularly
on input/output relations iii. # of SQAs trained in record keeping As above As above
Activity 3.4.3 Training of FGs on record keeping particularly on input/output
relations iv. # of VFMs trained in record keeping As above As above
KRA 3.5 Value chain actors linked to financial institutions. i. # of legally registered FAs obtaining loans from VFMF As above As above
ii. # of legally registered FGs obtaining loans from VFMF As above As above
Activity 3.5.1 Identification of financial institutions iii. # of legally registered FAs with bank accounts As above As above
Activity 3.5.2 Linking farmers and other value chain actors to the identified
financial institutions iv. # of legally registered FGs with bank accounts As above As above
v. # of individual farmers with bank accounts As above As above
71
KRA 3.6: Farmers linked to input manufacturers and stockists. i. # of lists of input manufacturers identified As above As above
Activity 3.6.2 Linking farmers to input manufacturers and stockists
ii. # of lists of input stockists identified As above As above
iii. # of FAs obtaining agro-inputs As above As above
KRA 3.7: A market system designed. iv. # of FGs obtaining agro-inputs As above As above
Activity 3.7.1 Workshops for value chain actors for designing of a marketing i. # of district workshops (one per district) conducted to design a As above As above
system marketing system for the coffee value chain
ii. A document describing a marketing system designed for the As above As above
coffee value chain
iii. # of annual workshops (2 per district) conducted to review the As above As above
marketing system for the coffee value chain
KRA 3.8: Collecting/marketing centers established. i. # of acres of land (2 acres per sub-county) bought by VCCDP As above As above
Activity 3.8.1 Land acquisition
Activity 3.8.2 Construction of a collecting/marketing centers and storage ii. # of collecting/marketing centers with storage facilities and As above As above
facilities quality control laboratories (one per sub-county) constructed
by CVCDP
KRA 3.9: Farmers educated about the marketing system Activity i. A curriculum developed for training of SEAs and FGs on the As above As above
3.9.1 Educating FGs about the marketing system: marketing system of the coffee value chain
ii. # of SEAs trained on the marketing system of the coffee value As above As above
chain
iii. # of FGs trained on the marketing system of the coffee value As above As above
chain
KRA 3.10: Value chain actors linked to Insurance Companies. i. # of insurance companies identified to provide insurance As above As above
Activity 3.10.1 Identification of Insurance Companies covers to the coffee value chain actors and players in 2 districts
Activity 3.10.2 Linking farmers and other value chain actors to the identified
insurance companies
ii. # of legally registered FAs with insurance covers As above As above
iii. # of legally registered FGs with insurance covers As above As above
KRA 3.11: Working with UTZ /Stiftung Rain Forest to certify FGs. Activity i. A document detailing the certification standards As above As above
3.11.1: Sensitizing FGs about Certification and its benefits
Activity 3.11.2: Identification of FGs meeting the certification standards Activity
3.11.3: Linking the identified FGs with UTZ for certification ii. # of legally registered FAs sensitized about the certification As above As above
standards and the benefits of certification
iii. # of legally registered FGs sensitized about the certification As above As above
standards and the benefits of certification
iv. # of legally registered FGs linked to UTZ/Stiftung Rain Forest for As above As above
certification.
Annex 3: Performance/MEAL framework for CVCDPP – Mpigi and Rukungiri Districts.

Name of project Performance BL Sources of Frequency Aggregation Targets
72
activity by thematic indicator value verification (by sex, age, Year 1 Year 2 Year 3
areas education Quarter Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
level etc.) (Q) 1
1. Appointment of Project # i. Thrice Age, Sex and 7 7 7 7 7 7 7 7 7 7 7 7

staff (PAL of (beginning Education level
staff) project 3 of every
Staff phase)
appointed
2. Recruitment ii. Thrice Age, Sex and 0 0 0 0 0 0 0 0 0 0 0 0
of DVCCs # of DVCCs recruited in (beginning Education level
0
the first quarter of every
ii.
phase)
iv.
3. Recruitment of SEAs Thrice Age, Sex and 1 1 1 1 1 1 1 1 1 1 1 1
# of SEAs recruited in (beginning Education level
0
phase)
4. Recruitment of SQAs Thrice 1 1 1 1 1 1 1 1 1 1 1 1
# of SQAs recruited in (beginning
0
Follow-up and phase)
5. Recruitment of VFMs Number of VFMs monitoring Thrice 172 172 172 172 172 172 172 172 172 172 172 172
recruited in the first visits report (beginning
quarter (PAL) Monthly of every
progress phase)
6. Procurement of All Secretariat Reports Mid-
Secretariat Equipment , Logistics term
0 evaluation Once
equipment and and Assets procured in
Final
Logistics and Assets the 1st quarter
evaluations
7. Procurement of field All field equipment ,
equipment and logistics and assets
Once
logistics and assets procured in the 1st
quarter
8. Recruitment of project # of consultancy 0 Six times Education 1 1 1
consultants firms/consultants level
9. Coordination, 3 6 9 12 15 18 21 24 27 30 33 36
Supervision
and # of supervision visits 0 Monthly
Technical
backstopping
10. # of backstopping 0 Monthly 3 6 9 12 15 18 21 24 27 30 33 36
visits
11. Documentation # of communication 1 2 3 4 5 6 7 8 9 10 11 12
and materials produced 0 quarterly
Communication and disseminated
# of website updates 0 quarterly 1 2 3 4 5 6 7 8 9 10 11 12
B) STUDIES
1. Community Needs # of Capacity Building 0 i. Follow-up and Thrice 1 1 1 1 1 1 1 1 2 3 2 2

Assessment Needs Assessments monitoring (Once
visits every
phase)
report
(PAL) ii.
Monthly
progress
73
Reports ii.
Mid-term
evaluation iv.
Final
evaluations
# of soft copies of 1 1 1 1 1 1 1 1 2 3 2 2
community needs
assessment report 0 Once
2. Baseline survey # of baseline surveys 0 Once 1 1 1 1 1 1 1 1 2 3 2 2
# of soft copies of 0 As above Once 1 1 1 1 1 1 1 1 2 3 2 2

baseline report
3. Day to day # of Follow-up and 0 As above monthly 3 6 9 12 15 18 21 24 27 30 33 36

Monitoring monitoring visits
# of Follow-up and 1 2 3 4 5 6 7 8 9 10 11 12
monitoring visit 0 quarterly
reports
4. Mid-term # of mid-term Thrice (mid 1 1
project evaluations 0 As above every
evaluation phase)
(Formative) # of soft copies of Thrice (mid 1 1
midterm evaluation 0 As above every
report phase)
5. End of Thrice 1
project # of final evaluations 0 (end of
evaluation every phase)
(Summative)
Thrice 1
# of soft copies final (end of
0 As above
evaluation report every phase)
1. Identification of # of workshops per i. Follow-up and 1 1 1 1 1 1 1 1 2 2 2 2

concurrent and value chain to identify monitoring
sequential concurrent and 0 visits Once
activities sequential activities
and their timing.
report
1 1 1 1 1 1 1 1 2 2 2 2
(PAL)
i. Monthly
progress
# of copies of a Reports
document detailing i. Mid-term
0 Once
concurrent and
evaluation
v. Final
evaluations
2. Monitoring of # of quarterly reports 1 2 3 4 5 6 7 8 9 10 11 12

concurrent and about the challenges
sequential of coordination and 0 As above quarterly
activities how
they were addressed
74
3. Hold a project Thrice 1 1 1 1 1 1 1 1 2 2 2 2
inception meeting # of inception (beginning
of the Technical 0 As above
meetings of every
Staff phase)
4. Hold a i. # of inception Thrice 1 1 1 1 1 1 1 1 2 2 2 2
meetings with the (beginning
CAO 0 As above of every
project inception
phase)
meeting with all
ii. # of inception Thrice 1 1 1 1 1 1 1 1 2 2 2 2
collaborators in the
project area District Director of 0 As above of every
Health Services
(DDHS) phase)
iii. # of inception Thrice 1 1 1 1 1 1 1 1 2 2 2 2
DAO 0 As above of every
phase)
iv. # of inception Thrice 1 1 1 1 1 1 1 1 2 2 2 2
District Production 0 As above of every
officer (PO), RDC, phase)
DHO, Commercial
officer, community
development officer,
DSO
v. # of meetings with Thrice 1 1 1 1 1 1 1 1 2 2 2 2
local leaders in the (beginning
project area 0 As above of every
phase)
5. Hold a stakeholder 1 1 1 1 1 1 1 1 2 2 2 2
# of stakeholder
analysis workshop Thrice
analysis workshops
to incorporate
held to incorporate (beginning
benefit 0 As above
benefit sustainability of every
sustainability in
in project phase)
project
identification
identification
6. Hold a stakeholder # of stakeholder 1 1 1 1 1 1 1 1 2 2 2 2
analysis analysis workshops
workshops to held to incorporate
benefit sustainability 0 As above Once
incorporate benefit
sustainability in in
project design project design
7. Hold a stakeholder # of stakeholder 1 1 1 1 2 2 2 2 3 3 3 3
analysis analysis workshop
workshops to
held to incorporate
incorporate benefit 0 As above Annually
sustainability benefit sustainability
project project
implementation implementation
8. Hold a stakeholder 1 1 1 1 1
analysis # of stakeholder
Thrice
workshops to analysis workshops
(end of
incorporate benefit held to incorporate 0 As above
sustainability every
benefit sustainability
program/ project phase)
project evaluation
evaluation
75
Interventions aimed at doubling production and
productivity of quality coffee
KRA 1.1: Farmer i. # of sensitization i. Follow-up and Thrice 0 1 1 1 1 1 1 1 1 1 1 1
groups to meetings held with monitoring (beginning
participate in the Local leaders 0 visits report of every
program identified (PAL) ii.
and Monthly phase)
mobilized; ii. # of LC3s sensitized 0 progress 0 2 2 2 2 2 2 2 2 2 2 2
about VCDP Reports ii.
iii. # of villages Mid-term 0 172 172 172 172 172 172 172 172 172 172 51
Activity 1.1.1 Holding sensitized about evaluation iv.
0
sensitization meetings VCDP and Final
with Local leaders mobilized evaluations
0 172 172 172 172 172 172 172 172 172 172 172
iv. # of FGs formed 0
Activity 1.1.2
Sensitizing v. # of FGs with elected 0 172 172 172 172 172 172 172 172 172 172 172
village members leaders and
0 As above
committee
members
Activity 1.1.3 Assisting vi. # of FGs with 0 As above 0 172 172 172 172 172 172 172 172 172 172 172
farmers to form constitutions
Farmer Groups vii. # of FGs sensitized 0 172 172 172 172 172 172 172 172 172 172 172
about Farmer
Association (FA)
Activity 1.1.4 formation and
Sensitizing farmer their benefits 0 As above
groups about Farmer
Association (FA)
Activity 1.1.5 Assisting Thrice 0 2 2 2 2 2 2 2 2 2 2 2

farmers groups to form viii. # of FAs formed 0 As above (every
FAs phase)
ix. # of FAs with elected 0 2 2 2 2 2 2 2 2 2 2 2
leaders and
0 As above
committee
members
x. # of 0 As above 0 2 2 2 2 2 2 2 2 2 2 2
FAs
with
constitutions
KRA 1.2 Formalization i. # of i. Follow-up and 0 172 172 172 172 172 172 172 172 172 172 172
of the producer monitoring
organizations; visits report
FGs (PAL) ii.
0 Monthly
sensitized about
Activity 1.2.1: being progress
Facilitating the legally Reports ii.
registration process of registered Mid-term
Fas ii. # of FAs sensitized evaluation iv. 0 2 2 2 2 2 2 2 2 2 2 2
about being legally 0 Final
registered evaluations
Activity 1.2.2 Holding iii. # of FGs legally 0 As above 0 2 2 2 2 2 2 2 2 2 2 2
inaugural meetings registered
for the FA committees iv. # of FAs legally 0 0 2 2 2 2 2 2 2 2 2 2 2
registered
76
v. # of 0 2 2 2 2 2 2 2 2 2 2 2
0
inaugural meetings
held (one per sub
county)
KRA 1.3 Group xii. # of FA leaders, 0 6 6 6 6 6 6 6 6 6 6 6
cohesion enhanced and SEAs and SQAs
group dynamics skills trained in 0 As above
imparted. Leadership for
change
xiii. # of FG leaders 0 516 516 516 516 516 516 516 516 516 516 516
Activity 1.3.1 Training
trained in
Farmer association 0 As above
Leadership for
leaders in Leadership
for change change
xiv. # of FA leaders, 0 6 6 6 6 6 6 6 6 6 6 6
SEAs and SQAs
0 As above
Activity 1.3.2 Training trained in
Farmer association Governance
leaders in Governance xv. # of FG leaders 0 516 516 516 516 516 516 516 516 516 516 516
trained in 0 As above
Governance
Activity 1.3.3 Training xvi. # FA leaders, 0 6 6 6 6 6 6 6 6 6 6 6
Farmer association SEAs and SQAs
leaders in Financial trained in 0 As above
Management Financial
Management
xvii. # of FG leaders 0 516 516 516 516 516 516 516 516 516 516 516
Activity 1.3.4 Training trained in
0 As above
Farmer association Financial
leaders in Strategic Management
Management viii. # of FA leaders, 0 6 6 6 6 6 6 6 6 6 6 6
SEAs and SQAs
0 As above
trained in
Activity 1.3.5 Training Marketing
Farmer association xix. # of FG leaders 0 516 516 516 516 516 516 516 516 516 516 516
leaders in Marketing trained in 0 As above
Marketing
xx. # of FA leaders, 0 6 6 6 6 6 6 6 6 6 6 6
Activity 1.3.6 Training SEAs and SQAs
Farmer association trained in 0 As above
leaders in Resource Strategic
mobilization Management
# of FG 0 516 516 516 516 516 516 516 516 516 516 516
leaders trained
0 As above
in Strategic
Management
xxi. # of FA leaders, SEAs 0 6 6 6 6 6 6 6 6 6 6 6

and SQAs
trained in 0 As above
Resource
mobilization
xxii. # of FG leaders 0 516 516 516 516 516 516 516 516 516 516 516
trained in
0 As above
Resource
mobilization
KRA 1.4 Advisory # of training curricula 0 As above 0 1 1 1 1 1 1 1 1 1 1 1
services provided to developed for coffee
impart knowledge and farmers.
77
skills in efficient ix. # of Research
production Institutions
0 As above
contacted for
modern practices
Activity 1.4.1 Training x. # of TOT workshops 0 1 1 1 1 1 1 1 1 1 1 1
needs assessment for SEAs training in
modern
recommended
Activity 1.4.2 Liaise agronomic practices
with Scientists to and improved
obtain modern 0 As above
postharvest handling
technologies
and quality
Activity 1.4.3 Training attainment

(TOT) for sub-county
technologies
extension agents in
modern technologies xi. # of SEAs trained in 0 172 172 172 172 172 172 172 172 172 172 172
modern
recommended 0 As above
Activity 1.4.4 Training agronomic practices
for village farm and PHH practices.
mangers in modern xii. # of VFMs trained in 0 172 172 172 172 172 172 172 172 172 172 172
technologies modern
recommended
agronomic practices 0 As above
Activity 1.4.5 Training and PHH and quality
farmer groups in attainment
modern technologies technologies
iii. # of FGs in modern 0 172 172 172 172 172 172 172 172 172 172 172
recommended
agronomic practices
(TOT) for sub-county 0 As above
quality agents in and PHH and quality
quality control attainment
measures technologies
iv. # of TOT workshops 0 1 1 1 1 1 1 1 1 1 1 1
for SQAs training in
Activity 1.4.7 Training in modern quality
VFMs in quality control tests and
0 As above
control measures measures and
international quality
standards for the
coffee value chain
xv. # of SQAs trained in 0 1 1 1 1 1 1 1 1 1 1 1
modern quality
control tests and
measures and 0 As above
standards for the
coffee value chain.
vi. # of VFMs trained in 0 172 172 172 172 172 172 172 172 172 172 172
modern quality
control tests and
measures and 0 As above
standards for the
coffee value chain
KRA 1.5 Technologies vii. Lists of appropriate 1 1 1 1 1 1 1 1 2 2 2 2

distributed to farmer coffee technologies 0 As above
groups identified
78
Activity 1.5.1: iii. # of FGs obtain loans 0 172 172 172 172 172 172 172 172 172 172 172
Identifying for appropriate 0 As above
technologies coffee technologies
ix. # of FGs adopting 0 172 172 172 172 172 172 172 172 172 172 172
appropriate coffee 0 As above
Activity 1.5.2: Linking technologies
farmers to financial x. # of acres installed 0 2 2 2 2 2 2 2 2 2 2 2
institutions for loans with “nearby water
to acquire identified source
technologies and agro 0 As above
inputs
irrigation
technology”
Activity 1.5.3: xi. # of acres installed 0 2 2 2 2 2 2 2 2 2 2 2
Designing and with “rain water
installing irrigation 0 As above
harvesting irrigation
systems technology”
xii. # of acres installed 0 2 2 2 2 2 2 2 2 2 2 2
with
Activity 1.5.4: “stomat 0 As above
Establishing coffee a membrane
nurseries irrigation technology”
KRA 1.6: Nucleus viii. A document 0 1 1 1 1 1 1 1 1 1 1 1
farms supported to detailing criteria Thrice
increase production for choosing the 0 As above (every
of quality farm Nucleus farmers phase)
produce and collect documented
quality coffee from
ix. # of nucleus farmers 0
out growers for
identified per sub 0 As above
primary processing
and marketing county
x. # of nucleus farms 0
sensitized on their
Activity 1.6.1 responsibilities in 0 As above
Developing criteria for guiding the out
choosing nucleus farms growers
xi. A document 0 1 1 1 1 1 1 1 1 1 1 1
detailing criteria
Activity 1.6.2 Nucleus for choosing out 0 As above
farms identified by the growers
SEAs and FA leaders documented
xii. # of out growers 0
identified per sub 0 As above
Activity 1.6.3 Nucleus county
farmers educated on xiii. # of out growers 0
their responsibilities sensitized on their
in guiding the out roles and
growers by group 0 As above
responsibilities in
leaders and Farmer
Association leaders in the out-growers’
scheme
0
Activity 1.6.4
xiv. # of out growers
Developing criteria for
trained using the
choosing out-growers
Activity 1.6.5 nucleus farm as
Outgrowers identified demonstration plot
by the SEA and FA about efficient
0 As above
leaders production,
postharvest
handling and
Activity 1.6.6 marketing of their
Sensitizing produce
out growers
79
Activity 1.6.7
Onnucleus-farm
training
Interventions aimed at improving

marketability and doubling profitability of
coffee As above
KRA 2.1 Markets for vi. # of i. Follow-up 0

increased coffee and
volumes identified monitoring
international new 0 visits
markets report
Activity 2.1.1 identified for (PAL) ii.
Identifying new Ugandan coffee Monthly
international for vii. progress 30 30 30 30
Ugandan coffee Reports ii.
# of coffee exporters Mid-term
(UCF members) evaluation iv.
Activity 2.1.2 Linking linked to the new 0 Final
coffee exporters to the evaluations
international
identified new
markets
international markets
for Ugandan coffee
iii. # of coffee exporters 30 30 30 30 30 30 30 30 30 30 30 30

Activity 2.1.3 (UCF
Identifying coffee
exporters (UCF 0 As above
members) to buy the members) identified to
coffee from Fas buy the coffee from
FAs
ix. # FAs linked to coffee 0 1 1 1 1 1 1 1 1 1 1 1
Activity 2.1.4: Linking exporters (UCF 0 As above
the FAs with the members)
identified coffee x. 0 172 172 172 172 172 172 172 172 172 172 172
exporters (UCF # FGs linked to the
members) identified coffee
0 As above
exporters (UCF
members)
KRA 2.2: Ugandan i. # of English Premier 0 As above 0 0 0 0 0 0 0 0 0 0 0 0

coffee advertised by League Football Clubs
an English Premier advertising Ugandan
League Club and coffee
80
exclusive rights ii. 0 0 0 0 0 0 0 0 0 0 0 0
obtained to sell
Ugandan Coffee in the
stadium
Activity 2.2.1:
Identifying and
engaging an
English Premier
League # of coffee exporters
Football Club to
linked to
advertise Ugandan
the 0 As above
coffee
identified football
club
Activity 2.2.2: Linking
coffee exporters (UCF
members) to the
identified football club
stadium as a new
market for their coffee
KRA 2.3 iii. # media messages 3 3 3 3 3 3 3 3 3 3 3 3

Promoting aimed at domestic 0 As above
domestic coffee coffee consumption
consumption ix. # of coffee serving 0 As above 0 172 172 172 172 172 172 172 172 172 172 172
Activity 2.3.1 campaigns
Promoting domestic x. # of fliers about the 0 172 172 172 172 172 172 172 172 172 172 172
coffee consumption the health benefits of 0 As above
media
consuming coffee
Activity 2.3.2
xi. # of T Shirts 0 172 172 172 172 172 172 172 172 172 172 172
Promoting domestic
promoting domestic 0 As above
coffee consumption by
coffee consumption
serving coffee to the xii. # of posters 0 172 172 172 172 172 172 172 172 172 172 172
public promoting domestic 0 As above
Activity 2.3.3 coffee consumption
Promoting iii. # of FAs sensitized 0 1 1 1 1 1 1 1 1 1 1 1
domestic coffee about the health
consumption 0 As above
benefits of
production of IEC consuming coffee
materials. iv. 0 172 172 172 172 172 172 172 172 172 172 172
Activity 2.3.4
Promoting domestic # of FGs sensitized
coffee consumption in about the health
FAs and FGs by DVCCs, 0 As above
benefits of
SEAs and VFMs. consuming coffee
KRA 2.4 Skills and xii. # of refresher training 0 1 1 1 1 1 1 1 1 1 1 1

knowledge in (TOT) 0 As above
improved post-harvest workshop for SEAs
handling and quality iii. # of SEAs trained in 0 1 1 1 1 1 1 1 1 1 1 1
attainment imparted improved post-
on the farmers harvest handling and 0 As above
Activity 2.4.1 coffee quality
Refresher training attainment.
(TOT) for SEAs and
xiv. # of VFMs trained in 0 As above 0 172 172 172 172 172 172 172 172 172 172 172
SQAs in improved
improved post-
post-harvest handling
and quality harvest handling and
attainment for various coffee quality
attainment.
81
value chains xv. 0 172 172 172 172 172 172 172 172 172 172 172
VFMs in improved
post-harvest handling
and quality
attainment # of FGs trained in
improved post-
harvest handling and 0 As above
Activity 2.4.3 Training coffee quality
FGs in improved attainment.
and
quality attainment
KRA 2.5 Farmers vi. A document detailing 1 1 1 1 1 1 1 1 1 1 1 1

trained on coffee national and
quality standards; international
Standards for 0 As above
Arabica coffee and
Activity 2.5.1 VCDP Robusta coffee
Liaise with National documented.
Bureau of standards vii. # of refresher 1 1 1 1 1 1 1 1 1 1 1 1
(NBS) for the national training of trainers
and International (TOT) workshops for
Standards SEAs and SQAs on 0 As above
product quality
standards for the
coffee value chain.
(TOT) for SEAs on
product quality iii. # of SEAs trained on 1 1 1 1 1 1 1 1 1 1 1 1
standards product quality
0 As above
standards for the
coffee value chain.
Activity 2.5.3 Training xix. # of SQAs trained on 1 1 1 1 1 1 1 1 1 1 1 1
farmer groups on product quality
0 As above
product quality standards for the
standards coffee value chain
xx. # of FAs trained on 1 1 1 1 1 1 1 1 1 1 1 1
product quality
0 As above
standards for the
coffee value chain
xi. # of VFMs trained on 172 172 172 172 172 172 172 172 172 172 172 172
how to handle the
0 As above
coffee along the
value chain.
xii. # of FGs trained on 172 172 172 172 172 172 172 172 172 172 172 172
how to handle the
0 As above
coffee along the
value chain.
KRA 2.6: Post-harvest v. Lists of 1 1 1 1 2 2 2 2 3 3 3
handling relevant
technologies post-harvest
distributed handling
0 As above
technologies
identified
Activity 2.6.1
Identification and
distribution of vi. # of FGs sensitized 0 172 172 172 172 172 172 172 172 172 172 172
relevant post-harvest about VFMF
handling and 0 As above
technologies other FIs
82
willingness to
provide loans
Activity 2.6.2 Linking to
farmers to VFMF / acquire relevant
financial institutions post-harvest
for loans to acquire handling
relevant post-harvest
technologies
vii. # of FGs obtained 0 172 172 172 172 172 172 172 172 172 172 172
loans to
acquire
relevant 0 As above
technologies
viii. # of 0 172 172 172 172 172 172 172 172 172 172 172
FGs
that
acquired relevant 0 As above
post-harvest
handling
technologies
KRA 2.7: Post- ix. # of post-harvest 0
harvest handling and modern handling
storage tools, and storage tools,
0 As above
equipment equipment and
and infrastructure
infrastructure identified
distributed x. # of FAs sensitized 0 1 1 1 1 1 1 1 1 1 1 1
about the
postharvest
Activity 2.7.1 modern handling 0 As above
Identifying and storage tools,
postharvest modern equipment and
handling and storage infrastructure
tools, equipment and xi. # of FGs sensitized 0 172 172 172 172 172 172 172 172 172 172 172
infrastructure about the
required by the postharvest
farmers modern handling 0 As above
and storage tools,
equipment and
Activity 1.7.2 Linking infrastructure
FGs VFMF /financial xii. # of FAs obtained 0 1 1 1 1 1 1 1 1 1 1 1
institutions for loans loans to
to acquire postharvest acquire
modern handling and post-harvest modern
storage tools, handling 0 As above
equipment and and storage tools,
infrastructure equipment
required. and
infrastructure
xiii. # of FGs obtained 0 172 172 172 172 172 172 172 172 172 172 172
Activity 1.7.3 Training loans to acquire
farmers on the post-harvest
identified postharvest
modern handling 0 As above
handling
technologies and storage tools,
equipment and
infrastructure
83
xiv. # of FAs trained on 0 1 1 1 1 1 1 1 1 1 1 1
how to use the
identified
postharvest
0 As above
modern handling
and storage tools,
equipment and
infrastructure
xv. # of FGs trained on 0 172 172 172 172 172 172 172 172 172 172 172
how to use the
identified
postharvest
0 As above
modern handling
and storage tools,
equipment and
infrastructure
xvi # of 0
.
Collection centers 0 As above

constructed (1 per
sub-county)
KRA 2.8: Coffee iii. # of hotels identified 0
tourism introduced and engaged
and implemented 0 As above
for
in Uganda. coffee tourism
Activity 2.8.1: ix. # of tours and travel 0
Identifying Hotels agents identified and
and travel bureaus 0 As above
engaged for coffee
for coffee tourism
tourism
x. # of SEAs linked to 0 As above 0 1 1 1 1 1 1 1 1 1 1 1
coffee tourists
Activity 1.8.2: Linking
tourists to the coffee xi. # of FGs linked to 0 As above 0 172 172 172 172 172 172 172 172 172 172 172
farms. coffee tourists
xii. # of SEAs trained on 0 As above 0 1 1 1 1 1 1 1 1 1 1 1
coffee tourism
Activity 2.8.3 Training iii. # of VFMs trained on 0 As above 0 172 172 172 172 172 172 172 172 172 172 172
(TOT) for SEAs on coffee tourism
coffee tourism # of FGs trained on 0 172 172 172 172 172 172 172 172 172 172 172
coffee tourism.
iv.
Activity 2.8.4 Training 0 As above
FGs on coffee tourism
Interventions aimed at developing

As above
an efficient coffee value chain
KRA 3.1: Key value # of lists of coffee 0 2 3 4 5 6 7 8 9 10 11 12
i. Follow-up
chain actors value chain actors and
and
identified players (both
monitoring
Activity 3.1.1 members and
0 visits
Identification of key nonmembers) and
value chain actors their updated contacts report
and (PAL)
addresses ii. Monthly
KRA 3.2: Critical iv. # of lists of critical progress 0 2 3 4 5 6 7 8 9 10 11 12
challenges faced challenges faced by Reports ii.
by value chain 0 Mid-term
the value chain
actors actors documented evaluation iv.
identified Final
v. # of lists of critical 0 0
evaluations
challenges addressed
84
vi. 0 2 3 4 5 6 7 8 9 10 11 12
Activity 3.2.1
Identification of # of lists of critical
critical challenges challenges not 0
faced by value addressed
chain actors
KRA 3.3: Strategies to v. # of workshops for 0 2 3 4 5 6 7 8 9 10 11 12

address the identified value chain actors to 0 As above
address the
challenges developed identified critical

and employed. challenges faced by
value chain actors in 2
districts
Activity 3.3.1 Annual vi. A 0 2 3 4 5 6 7 8 9 10 11 12
workshops for value
chain actors to
address the identified document of
critical challenges strategies developed 0 As above
faced by value chain
to address
actors
the
identified critical
challenges
vii. # of lists of critical 0 2 3 4 5 6 7 8 9 10 11 12
challenges
0 As above
satisfactorily
addressed
iii. # of lists of critical 0 2 3 4 5 6 7 8 9 10 11 12
challenges not
0 As above
satisfactorily
addressed
KRA 3.4: v. # of TOT workshops 0 As above 0 2 2 2 2 2 2 2 43 43 43 43
Farmers trained for SEAs SQAs
on record vi. # of SEAs trained in 0 As above 0 2 2 2 2 2 2 2 2 2 2 2
keeping. record keeping
Activity 3.4.1 Training vii. # of SQAs trained in 0 As above 0 2 2 2 2 2 2 2 2 2 2 2
of trainers (TOT) for
record keeping
SEAs and SQAs on
iii. 0 172 172 172 172 172 172 172 172 172 172 172
record keeping
particularly on

of trainers (TOT) for
VFMs on record
keeping particularly
on input/output # of VFMs trained in
0 As above
relations record keeping

of FGs on record
keeping particularly
on input/output
relations
KRA 3.5 Value vi. # of legally 0 1 1 1 1 1 1 1 1 1 1 1

chain actors linked to registered FAs 0 As above
85
financial institutions. obtaining loans from
VFMF
vii. # of legally 0 172 172 172 172 172 172 172 172 172 172 172
Activity 3.5.1 registered FGs
Identification of 0 As above
obtaining loans from
financial institutions VFMF
iii. # of 0 1 1 1 1 1 1 1 1 1 1 1
legally
Activity 3.5.2 Linking 0 As above
registered FAs with
farmers and other
bank accounts
value chain actors to
ix. # of 0 172 172 172 172 172 172 172 172 172 172 172
the identified financial
institutions legally
0 As above
registered FGs with
bank accounts
x. # of individual 0 14,302 14,302 14,302 14,302 14,302 14,302 14,302 14,302 14,302 14,302 14,302
farmers with bank
0 As above
accounts or mobile
money
KRA 3.6: Farmers v. # of lists of input 0 2 3 4 5 6 7 8 9 10 11 12
linked to input manufacturers 0 As above
manufacturers and identified
stockists. vi. # of lists of input 0 As above 0 2 3 4 5 6 7 8 9 10 11 12
stockists identified
vii. # of FAs obtaining 0 As above 0 1 1 1 1 1 1 1 1 1 1 1
Activity 3.6.1 agro-inputs
Identification of input
manufacturers and 0 172 172 172 172 172 172 172 172 172 172 172
stockists
Activity 3.6.2 Linking iii. # of FGs obtaining agro-

0 As above
farmers to input inputs
manufacturers and
stockists
KRA 3.7: A market iv. # of sub county 0 1 1 1 1 1 1 1 1 1 1 1

system designed. workshops (one per
district) conducted
to design a 0 As above
Activity 3.7.1 marketing system for
Workshops for value the coffee value
chain actors for chain
designing of a
v. A document 0 1 1 1 1 1 1 1 1 1 1 1
marketing system
describing a
marketing system 0 As above
designed for the
coffee value chain
vi. # of annual 0 4 4 4 4 4 4 4 4 4 4 4
workshops (2 per
sub county)
conducted to review 0 As above
the marketing
system for the coffee
value chain
KRA 3.8: iii. # of acres of land (4 0 4 4 4 4 4 4 4 4 4 4 4
Collecting/marketing acres per sub-
0 As above
centers established. county) bought by
VCCDP
iv. # of 0 1 1 1 1 1 1 1 1 1 1 1
Activity 3.8.1 Land collecting/marketing 0 As above
86
acquisition Activity centers with storage
3.8.2 Construction of facilities and quality
a control laboratories
collecting/marketin (one per sub-county)
g centers and constructed by
storage CVCDP
facilities
KRA 3.9: Farmers i. A 0 1 1 1 1 1 1 1 1 1 1 1

educated about the
marketing system
curriculum developed
for 0 As above
Activity 3.9.1 training of SEAs and
Educati FGs on the marketing
ng FGs about the system of the coffee
marketing system: value chain
ii. # of SEAs trained on 0 1 1 1 1 1 1 1 1 1 1 1
the
0 As above
marketing system of
the coffee value chain
iii. # of FGs trained on the 0 172 172 172 172 172 172 172 172 172 172 172
0 As above
marketing system of
the coffee value chain
KRA 3.10: Value chain iv. # of 0
actors linked to insurance
Insurance Companies. companies identified
to provide insurance
covers to the coffee
Activity 3.10.1 value chain 0 As above
Identification of actors
Insurance Companies and players
in
2
Activity 3.10.2 Linking districts
farmers and other v. # of 0 1 1 1 1 1 1 1 1 1 1 1
value chain actors to legally
0 As above
the identified insurance registered FAs with
companies insurance covers
vi. # of 0 172 172 172 172 172 172 172 172 172 172 172
legally
0 As above
registered FGs with
insurance covers
KRA 3.11: Working v. A document detailing 0

with UTZ /Stiftung the certification 0 As above
Rain Forest to certify standards
FGs. vi. # of legally registered 0 1 1 1 1 1 1 1 1 1 1 1
FAs sensitized about
the certification
0 As above
Activity 3.11.1: standards and the
Sensitizing FGs about benefits of
certification
87
Certification and its vii. # of legally registered 0 172 172 172 172 172 172 172 172 172 172 172
benefits FGs sensitized about
the certification
0 As above
standards and the
Activity 3.11.2: benefits of
Identification of FGs certification
meeting the iii. # of legally registered 0 172 172 172 172 172 172 172 172 172 172 172
certification standards FGs linked to
UTZ/Stiftung
Rain Forest
Activity 3.11.3: for 0 As above
Linking the identified certification.
FGs with UTZ for
certification
88
Annex 4. Action plan for CVCDPP – Mpigi Sub County- Mpigi District
Name of project activity by thematic areas Performance indicator Year 1 Year 2 Year 3 Implementing body /
Persons
Quarter (Q) Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1
1. Appointment of Project staff (PAL staff) # of project Staff appointed PAL Secretariat
2. Recruitment of SEAs # of SEAs recruited in the first quarter PAL Secretariat
3. Recruitment of SQAs # of SQAs recruited in the first quarter PAL Secretariat
4. Recruitment of VFMs Number of VFMs recruited in the second quarter All Recruiting Farm PAL
5. Procurement of Secretariat equipment and Logistics and Assets Secretariat Equipment , Logistics and Assets Secretariat
procured in the 1st quarter
6. Procurement of field equipment and logistics and assets All field equipment , logistics and assets procured in PAL Secretariat
the 1st quarter
7. Recruitment of project consultants # of consultancy firms/consultants PAL Secretariat
8. Coordination, Supervision and Technical backstopping # of supervision visits PAL Secretariat
# of backstopping visits PAL Secretariat
9. Documentation and Communication # of communication materials produced and PAL Secretariat

disseminated
# of website updates PAL Secretariat
B) STUDIES
6. Community Needs Assessment # of Capacity Building Needs Assessment Consultancy Firm /

Consultant
# of soft copies of community needs assessment Consultancy Firm /
report Consultant
7. Baseline survey # of baseline surveys Consultancy Firm /
Consultant
# of soft copies of baseline report Consultancy Firm /
Consultant
8. Day to day Monitoring # of Follow-up and monitoring visits PAL Secretariat and
Field Staff
9. Mid-term project evaluation (Formative) # of Follow-up and monitoring visit reports PAL Secretariat
# of mid-term evaluations Consultancy Firm /
Consultant
# of soft copies of mid-term evaluation report Consultancy Firm /

Consultant
10. End of project evaluation (Summative) # of final evaluations Consultancy Firm /
Consultant
# of soft copies final evaluation report Consultancy Firm /

Consultant
89
11. Identification of concurrent and sequential activities # of workshops per value chain to identify PAL Secretariat
concurrent and sequential activities and their timing.
# of copies of a document detailing concurrent and PAL Secretariat

12. Monitoring of concurrent and sequential activities # of quarterly reports about the challenges of PAL Secretariat
coordination and how they were addressed
13. Hold a project inception meeting of the Technical Staff # of inception meetings PAL Secretariat
14. Hold a project inception meeting with all collaborators in the project vi. # of inception meetings with the CAO PAL Secretariat
area
vii. # of inception meetings with the District Director of PAL Secretariat
Health Services (DDHS)
iii. # of inception meetings with the DAO PAL Secretariat

ix. # of inception meetings with the District PAL Secretariat
Production officer (PO), RDC, DHO, Commercial
officer, community development officer, DSO
x. # of meetings with local leaders in the project area PAL Secretariat
15. Hold a stakeholder analysis workshop to incorporate benefit # of stakeholder analysis workshops held to PAL Secretariat
sustainability in project identification incorporate benefit sustainability in project
identification
16. Hold a stakeholder analysis workshops to incorporate benefit # of stakeholder analysis workshops held to PAL Secretariat
sustainability in project design incorporate benefit sustainability in project design
17. Hold a stakeholder analysis workshops to incorporate benefit # of stakeholder analysis workshop held to PAL Secretariat
sustainability project implementation incorporate benefit sustainability project
implementation
18. Hold a stakeholder analysis workshops to incorporate benefit # of stakeholder analysis workshops held to PAL Secretariat
sustainability program/ project evaluation incorporate benefit sustainability project evaluation
Interventions aimed at doubling production and productivity of quality coffee
KRA 1.1: Farmer groups to participate in the program identified and xi. # of sensitization meetings held with Local leaders VCM, SEAs SQAs and
mobilized; VFMs
xii. # of LC3s sensitized about VCDP VCM, SEAs SQAs and
olding sensitization meetings with Local leaders VFMs
Activity 1.1.1 H xiii. # of villages sensitized about VCDP and mobilized VCM, SEAs SQAs and
Sensitizing village members
VFMs
Assisting farmers to form Farmer Groups xiv. # of FGs formed VCM, SEAs SQAs and
Activity 1.1.2 VFMs
Sensitizing farmer groups about Farmer Association (FA) xv. # of FGs with elected leaders and committee VCM, SEAs SQAs and
members VFMs
Activity 1.1.3 xvi. # of FGs with constitutions VCM, SEAs SQAs and
Assisting farmers groups to form FAs
VFMs
xvii. # of FGs sensitized about Farmer Association (FA) VCM, SEAs SQAs and
Activity 1.1.4
formation and their benefits VFMs
xviii. # of FAs formed VCM, SEAs SQAs and
VFMs
Activity 1.1.5
xix. # of FAs with elected leaders and committee VCM, SEAs SQAs and
members VFMs
xx. # of FAs with constitutions VCM, SEAs SQAs and
VFMs
KRA 1.2 Formalization of the producer organizations; vi. # of FGs sensitized about being legally registered VCM, SEAs SQAs and
Activity 1.2.1: Facilitating the registration process of Fas VFMs
vii. # of FAs sensitized about being legally registered VCM, SEAs SQAs and
Holding inaugural meetings for the FA committees VFMs
90
Activity 1.2.2 viii. # of FGs legally registered VCM, SEAs SQAs and
VFMs
ix. # of FAs legally registered VCM, SEAs SQAs and
VFMs
x. # of inaugural meetings held (one per sub county) VCM, SEAs SQAs and
VFMs
i. # of FA leaders, SEAs and SQAs trained in VCM, SEAs SQAs and
Leadership for change VFMs
KRA 1.3 Group cohesion enhanced and group dynamics skills ii. # of FG leaders trained in Leadership for change VCM, SEAs SQAs and
imparted. VFMs
iii. # of FA leaders, SEAs and SQAs trained in VCM, SEAs SQAs and
Governance VFMs
Activity 1.3.1 Training Farmer association leaders in Leadership for iv. # of FG leaders trained in Governance VCM, SEAs SQAs and
change VFMs
v. # FA leaders, SEAs and SQAs trained in Financial VCM, SEAs SQAs and
Management VFMs
vi. # of FG leaders trained in Financial VCM, SEAs SQAs and
Management VFMs
Activity 1.3.3 Training Farmer association leaders in Financial vii. # of FA leaders, SEAs and SQAs trained in VCM, SEAs SQAs and
Management Marketing VFMs
viii. # of FG leaders trained in Marketing VCM, SEAs SQAs and
VFMs
Activity 1.3.4 Training Farmer association leaders in Strategic ix. # of FA leaders, SEAs and SQAs trained in VCM, SEAs SQAs and
Management Strategic Management VFMs
# of FG leaders trained in Strategic VCM, SEAs SQAs and
Management VFMs
Activity 1.3.5 Training Farmer association leaders in Marketing x. # of FA leaders, SEAs and SQAs trained in VCM, SEAs SQAs and
Resource mobilization VFMs
Activity 1.3.6 Training Farmer association leaders in Resource

mobilization
xi. # of FG leaders trained in Resource VCM, SEAs SQAs and

mobilization VFMs
KRA 1.4 Advisory services provided to impart knowledge and skills in # of training curricula developed for coffee farmers. PAL Secretariat
efficient production vii. # of Research Institutions contacted for modern PAL Secretariat
practices
Activity 1.4.1 Training needs assessment iii. # of TOT workshops for SEAs training in modern Consultancy firm
recommended agronomic practices and improved /consultant
post-harvest handling and quality attainment
Activity 1.4.2 Liaise with Scientists to obtain modern technologies technologies
xix. # of SEAs trained in modern recommended Consultancy firm
agronomic practices and PHH practices. /consultant
Activity 1.4.3 Training (TOT) for sub-county extension agents in modern xx. # of VFMs trained in modern SEAs
technologies recommended agronomic practices and
PHH and quality attainment technologies
xxi. # of FGs in modern recommended agronomic SEAs
Activity 1.4.4 Training for village farm mangers in modern technologies
practices and PHH and quality attainment
technologies
xii. # of TOT workshops for SQAs training in in Consultancy firm
modern quality control tests and measures and /consultant
international quality standards for the coffee value
Activity 1.4.6 Training (TOT) for sub-county quality agents in quality chain
control measures iii. # of SQAs trained in modern quality control tests Consultancy firm
and measures and international quality /consultant
91
standards for the coffee value chain.
iv. # of VFMs trained in modern quality control tests SEAs and SQAs
Activity 1.4.7 Training VFMs in quality control measures and measures and international quality standards
for the coffee value chain
KRA 1.5 Technologies distributed to farmer groups iii. Lists of appropriate coffee technologies identified PAL Secretariat and VCM
iv. # of FGs obtain loans for appropriate coffee PAL Secretariat and Field
technologies Staff
Activity 1.5.2: Linking farmers to financial institutions for loans to xv. # of FGs adopting appropriate coffee technologies PAL Secretariat l and
acquire identified technologies and agro inputs Field Staff
vi. # of acres installed with “nearby water source Irrigation firm
irrigation technology”
Activity 1.5.3: Designing and installing irrigation systems vii. # of acres installed with “rain water harvesting Irrigation firm
irrigation technology”
iii. # of acres installed with “stomata membrane Irrigation firm
Activity 1.5.4: Establishing coffee nurseries irrigation technology”
KRA 1.6: Nucleus farms supported to increase production of quality xv. A document detailing criteria for choosing the PAL Secretariat and VCM
farm produce and collect quality coffee from out growers for Nucleus farmers documented
primary processing and marketing xvi. List of nucleus farmers identified per sub VCM, SEAs and VFMs
county
xvii. # of nucleus farms sensitized on their VCM, SEAs and VFMs
Activity 1.6.1 Developing criteria for choosing nucleus farms responsibilities in guiding the out growers
xviii. A document detailing criteria for choosing out PAL Secretariat and VCM
Activity 1.6.2 Nucleus farms identified by the SEAs and FA leaders growers documented
xix. # of out growers identified per sub county VCM, SEAs
and VFMs
Activity 1.6.3 Nucleus farmers educated on their responsibilities in
guiding the out growers by group leaders and Farmer Association xx. # of out growers sensitized on their roles and VCM, SEAs and VFMs
leaders responsibilities in in the out-growers’ scheme
xxi. # of out growers trained using the nucleus farm VCM, SEAs and VFMs
Activity 1.6.4 Developing criteria for choosing out-growers
as demonstration plot about efficient
production, post-harvest handling and
marketing of their produce

Interventions aimed at improving marketability and doubling profitability of coffee
KRA 2.1 Markets for increased coffee volumes identified xi. # of international new markets identified for PAL Secretariat
Ugandan coffee
Activity 2.1.1 Identifying new international for Ugandan coffee xii. # of coffee exporters (UCF members) linked to the PAL Secretariat
new international markets
Activity 2.1.2 Linking coffee exporters to the identified new iii. # of coffee exporters (UCF members) identified to PAL Secretariat
international markets for Ugandan coffee buy the coffee from FAs
iv. # FAs linked to coffee exporters (UCF members) PAL Secretariat
Activity 2.1.3 Identifying coffee exporters (UCF members) to buy thexv. # FGs linked to the identified coffee exporters (UCF PAL Secretariat
coffee from Fas members)
Activity 2.1.4: Linking the FAs with the identified coffee exporters (UCF
members)
92
KRA 2.2: Ugandan coffee advertised by an English Premier League ii. # of English Premier League Football Clubs PAL Secretariat
Club and exclusive rights obtained to sell Ugandan Coffee in the advertising Ugandan coffee
stadium iv. # of coffee exporters linked to the identified football PAL Secretariat
club
Activity 2.2.1: Identifying and engaging an English Premier League

Football Club to advertise Ugandan coffee
Activity 2.2.2: Linking coffee exporters (UCF members) to the identified

football club stadium as a new market for their coffe
KRA 2.3 Promoting domestic coffee consumption xv. # media messages aimed at domestic coffee PAL Secretariat
consumption
vi. # of coffee serving campaigns VCM, SEAs, SQAs and
Activity 2.3.1 Promoting domestic coffee consumption the media VFMs
vii. # of fliers about the health benefits of consuming PAL Secretariat
coffee
Activity 2.3.2 Promoting domestic coffee consumption by serving iii. # of T Shirts promoting domestic coffee PAL Secretariat
coffee to the public consumption
xix. # of posters promoting domestic coffee PAL Secretariat
consumption
Activity 2.3.3 Promoting domestic coffee consumption production of
xx. # of FAs sensitized about the health benefits of VCM, SEAs and VFMs
IEC materials.
consuming coffee
xxi. # of FGs sensitized about the health benefits of VCM, SEAs and VFMs
Activity 2.3.4 Promoting domestic coffee consumption in FAs and FGs by consuming coffee
DVCCs, SEAs and VFMs.
KRA 2.4 Skills and knowledge in improved post-harvest handling and iii. # of refresher training (TOT) workshop for SEAs Consultancy
quality attainment imparted on the farmers firm/consultant
xiv. # of SEAs trained in improved post-harvest handling Consultancy
and coffee quality attainment. firm/consultant
Activity 2.4.1 Refresher training (TOT) for SEAs and SQAs in improved xv. # of VFMs trained in improved post-harvest SEAs
post-harvest handling and quality attainment for various value chains handling and coffee quality attainment.
vi. # of FGs trained in improved post-harvest VFMs
handling and coffee quality attainment.
Activity 2.4.2 Training VFMs in improved post-harvest handling and
quality attainment
Activity 2.4.3 Training FGs in improved post-harvest handling and quality

attainment
KRA 2.5 Farmers trained on coffee quality standards; vii. A document detailing national and international PAL Secretariat
Standards for Arabica coffee and Robusta coffee
documented.
Activity 2.5.1 VCDP Liaise with National Bureau of standards (NBS) for iii. # of refresher training of trainers (TOT) workshops Consultancy
the national and International Standards for SEAs and SQAs on product quality standards for firm/consultant
the coffee value chain.
xix. # of SEAs trained on product quality standards for Consultancy
Activity 2.5.2 Training (TOT) for SEAs on product quality standards the coffee value chain. firm/consultant
xx. # of SQAs trained on product quality standards for Consultancy
the coffee value chain firm/consultant
Activity 2.5.3 Training farmer groups on product quality standards
xxi. # of FAs trained on product quality standards for the SEAs
coffee value chain
xii. # of VFMs trained on how to handle the coffee SEAs
along the value chain.
iii. # of FGs trained on how to handle the coffee along VFMs
the value chain.
KRA 2.6: Post-harvest handling technologies distributed ix. List of relevant post-harvest handling PAL Secretariat
technologies identified
Activity 2.6.1 Identification and distribution of relevant post-harvest

handling technologies x. # of FGs sensitized about VFMF and other FIs VFMs
willingness to provide loans to acquire relevant
post-harvest handling technologies
93
Activity 2.6.2 Linking farmers to VFMF / financial institutions for loans xi. # of FGs obtained loans to acquire relevant PAL secretariat, and
to acquire relevant post-harvest handling technologies postharvest handling technologies VFMs
xii. # of FGs that acquired relevant post-harvest VFMs
KRA 2.7: Post-harvest handling and storage tools, equipment and xvii. Lists of post-harvest modern handling and storage PAL
infrastructure distributed tools, equipment and infrastructure identified Secretariat
xviii. # of FAs sensitized about the post-harvest modern SEAs

Activity 2.7.1 Identifying post-harvest modern handling and storage handling and storage tools, equipment and
tools, equipment and infrastructure required by the farmers infrastructure
xix. # of FGs sensitized about the post-harvest modern VFMs
handling and storage tools, equipment and
Activity 1.7.2 Linking FGs VFMF /financial institutions for loans to infrastructure
acquire post-harvest modern handling and storage tools, equipment and xx. # of FAs obtained loans to acquire post-harvest PAL secretariat, SEAs
infrastructure required. modern handling and storage tools, equipment
and infrastructure
xxi. # of FGs obtained loans to acquire post-harvest PAL secretariat, VFMs
Activity 1.7.3 Training farmers on the identified post-harvest handling
technologies modern handling and storage tools, equipment
and infrastructure
xxii. # of FAs trained on how to use the identified post- SEAs
harvest modern handling and storage tools,
xxiii. # of FGs trained on how to use the identified post- VFMs
harvest modern handling and storage tools,
xxiv. # of Collection centers constructed (1 per PAL
subcounty) Secretariat,
SEAs l
KRA 2.8: Coffee tourism introduced and implemented in Uganda. xv. Lists of hotels identified and engaged for coffee PAL Secretariat
tourism
vi. Lists of tours and travel agents identified and PAL Secretariat
Activity 2.8.1: Identifying Hotels and travel bureaus for coffee tourism engaged for coffee tourism
vii. # of FAs linked to coffee tourists SEAs VFMs
Activity 1.8.2: Linking tourists to the coffee farms. iii. # of FGs linked to coffee tourists
# of SEAs trained on coffee tourism Consultancy

firm/consultant
xix.
xx. # of VFMs trained on coffee tourism # SEAs VFMs
Activity 2.8.4 Training FGs on coffee tourism
xxi. of FGs trained on coffee tourism.
Interventions aimed at developing an efficient coffee value chain
94
KRA 3.1: Key value chain actors identified # of lists of coffee value chain actors and players PAL Secretariat
Activity 3.1.1 Identification of key value chain actors (both members and non-members) and their
updated contacts and addresses
KRA 3.2: Critical challenges faced by value chain actors identified vii. # of lists of critical challenges faced by the value PAL Secretariat
chain actors documented
Activity 3.2.1 Identification of critical challenges faced by value chain iii. # of lists of critical challenges addressed PAL Secretariat
actors ix. # of lists of critical challenges not addressed PAL Secretariat
KRA 3.3: Strategies to address the identified challenges developed ix. # of workshops for value chain actors to address PAL Secretariat
and employed. the identified critical challenges faced by value
chain actors in 2 districts
x. A document of strategies developed to address the PAL Secretariat
Activity 3.3.1 Annual workshops for value chain actors to address the identified critical challenges
identified critical challenges faced by value chain actors xi. # of lists of critical challenges satisfactorily PAL Secretariat
addressed
xii. # of lists of critical challenges not satisfactorily PAL Secretariat
addressed
KRA 3.4: Farmers trained on record keeping. ix. # of TOT workshops for SEAs SQAs Consultancy
Activity 3.4.1 Training of trainers (TOT) for SEAs and SQAs on record firm/consultant
keeping particularly on input/output relations x. # of SEAs trained in record keeping Consultancy
firm/consultant
xi. # of SQAs trained in record keeping Consultancy
Activity 3.4.2 Training of trainers (TOT) for VFMs on record keeping firm/consultant
particularly on input/output relations xii. # of VFMs trained in record keeping SEAs
Activity 3.4.3 Training of FGs on record keeping particularly on

KRA 3.5 Value chain actors linked to financial institutions. xi. # of legally registered FAs obtaining loans from PAL secretariat, SEAs
VFMF
xii. # of legally registered FGs obtaining loans from PAL secretariat, SEAs,
Activity 3.5.1 Identification of financial institutions VFMF VFMs
iii. # of legally registered FAs with bank accounts VCM, SEAs and VFMs
Activity 3.5.2 Linking farmers and other value chain actors to the iv. # of legally registered FGs with bank accounts VCM, SEAs and VFMs
identified financial institutions
xv. # of individual farmers with bank accounts VCM, SEAs and VFMs
KRA 3.6: Farmers linked to input manufacturers and stockists. ix. # of lists of input manufacturers identified PAL Secretariat

Activity 3.6.2 Linking farmers to input manufacturers and stockists x. # of lists of input stockists identified PAL Secretariat
xi. # of FAs obtaining agro-inputs PAL secretariat, SEAs,
VFMs
xii. # of FGs obtaining agro-inputs PAL secretariat, SEAs,
VFMs
KRA 3.7: A market system designed. vii. # of district workshops (one per district) conducted PAL Secretariat
Activity 3.7.1 Workshops for value chain actors for designing of a to design a marketing system for the coffee value
marketing system chain
iii. A document describing a marketing system designed PAL Secretariat
for the coffee value chain
ix. # of annual workshops (2 per district) conducted PAL Secretariat
to review the marketing system for the coffee
value chain
95
KRA 3.8: Collecting/marketing centers established. v. # of acres of land (2 acres per sub-county) bought by PAL secretariat, SEAs,
Activity 3.8.1 Land acquisition VCCDP
Activity 3.8.2 Construction of a collecting/marketing centers and storage vi. # of collecting/marketing centers with storage PAL secretariat, SEAs,
facilities facilities and quality control laboratories (one per
sub-county) constructed by CVCDP
KRA 3.9: Farmers educated about the marketing system v. A curriculum developed for training of SEAs and FGs PAL Secretariat
on the marketing system of the coffee value chain
Activity 3.9.1 Educating FGs about the marketing system: v. # of SEAs trained on the marketing system of the Consultancy
coffee value chain firm/consultant
vi. # of FGs trained on the marketing system of the VFMs
coffee value chain
KRA 3.10: Value chain actors linked to Insurance Companies. vii. # of Lists of insurance companies identified to PAL
provide insurance covers to the coffee value chain Secretariat
actors and players in 2 districts
Activity 3.10.1 Identification of Insurance Companies
iii. # of legally registered FAs with insurance covers VCM, SEAs VCM,
ix. # of legally registered FGs with insurance covers SEAs and VFMs
Activity 3.10.2 Linking farmers and other value chain actors to the
identified insurance companies
KRA 3.11: Working with UTZ /Stiftung Rain Forest to certify FGs. ix. A document detailing the certification standards PAL
Secretariat
x. # of legally registered FAs sensitized about the SEAs
Activity 3.11.1: Sensitizing FGs about Certification and its benefits certification standards and the benefits of
certification
xi. # of legally registered FGs sensitized about the VFMs
Activity 3.11.2: Identification of FGs meeting the certification standards certification standards and the benefits of
certification
xii. # of legally registered FGs linked to UTZ/Stiftung PAL Secretariat
Activity 3.11.3: Linking the identified FGs with UTZ for certification Rain Forest for certification.
Annex 5. Checklist for Gender Integration in Project Cycle

Gender issues must be built into all stages of the project cycle. The following sets of questions are key for each of the four main stages in the project
cycle: identification, planning, implementation, and monitoring & evaluation.
Project Project Questions

main Stage stages
1. Identification 1.1 Assessing 1.1 What needs and opportunities exist for increasing women, men, boys and girls' productivity?
Gender Needs 1.2 How will these affect women, men, boys and girls' labour, time, workload etc?
1.3 You want women, men, boys and girls to have equal access to resources. How can this be done?
1.4 You want women, men, boys and girls to have more control of resources. How can this be done?
1.5 Have women, men, boys and girls been directly consulted in identifying such opportunities?
2. Planning 2.1 Defining 2.1.1 Are project objectives clearly related to practical and strategic gender needs?
general project 2.1.2 Do these objectives adequately reflect gender needs?
objectives 2.1.3 Have women, men, boys and girls participated in setting those objectives?
2.1.4 Have there been any earlier efforts?
2.1.5 How has the present proposal built on earlier activity?
96
2.2 Identifying 2.2.1 Will the project reduce women’s and men's equal access to, or control of resources and benefits?
possible negative 2.2.2 Will it badly affect women’s and men's situation in some other way?
effects 2.2.3 What will be the effects on women, men, boys and girls in the short and longer term thinking of social, economic
and political effects?
2.3 Project impact 2.3.1 Community activities can be to do with production, reproduction and maintenance, social or political. Which of
on women’s and these does the project affect?
men’s activities 2.3.2 Is the planned activity consistent with the way women, men, boys and girls see the activity?
2.3.3 If it is planned to change the way women, men, boys and girls carry out an activity – where it is done, payment,
technology, kind of activity - is all this feasible? What positive or negative effects will there be on women, men, boys
and girls?
2.3.4 If in fact there is no change, is this a missed opportunity for women, men, boys and girls' roles in the
development process?
2.3.5 How can the project design be adjusted to increase the positive effects, and reduce or eliminate the negative
ones?
2.4 Project impact 2.4.1 How will each of the project components affect women’s and men's access to and control of the resources and
on women’s and benefits?
men's access and 2.4.2 How will each of the project components affect women’s and men's access to and control of the resources and
benefits around household and family responsibilities?
control
2.4.3 How will each of the project components affect women’s and men's access to and control of the resources and
benefits around their social, political and community responsibilities?
2.4.4 What arrangements have been made for further exploration of constraints and possible improvements?
2.4.5 How can the project design be adjusted to increase women, men, boys and girls’ access to, and control of
resources and benefits?
3. 3.1 Personnel 3.1.1 Are project personnel trained to be aware of and sympathetic towards women, men, boys and girls’ needs?
Implementation 3.1.2 Are personnel used to deliver the goods or services to women, men, boys and girls?
3.1.3 Do personnel have the necessary skills to provide the inputs required by women, men, boys and girls?
3.1.4 What training techniques will be used to develop delivery systems?
3.1.5 Are there appropriate opportunities for women, men, boys and girls to participate in project management
positions?
3.1.6 Is the project manager trained in gender analysis, and does the job description include responsibility for this
component?
3.2 Organizational 3.2.1 Does the organizational structure provide for access to resources by women, men, boys and girls?
structure 3.2.2 Does the organization have adequate power to obtain resources, needed by women, men, boys and girls, from
other organizations?
3.2.3 Does the organization have the institutional capability to support and protect women, men, boys and girls
during the change process?
3.3 Operations and 3.3.1 Are the organization’s delivery channels accessible to women, men, boys and girls in terms of personnel, location
logistics and timing?
3.3.2 Do control procedures exist to ensure dependable delivery of goods and services?
3.3.3 Are there mechanisms to ensure that the project resources or benefits are not controlled or taken over by males?
3.4 Finances 3.4.1 Is there funding to ensure programme continuity'?
97
3.4.2 If the level of funding enough for the planned tasks?
3.4.3 Does the project ensure that males do not get preferential access?
3.4.4 Is it possible to trace funds for women, men, boys and girls, from allocation to delivery, with a fair degree of
accuracy?
3.5 Flexibility 3.5.1 Does the project have a monitoring system that allows it to measure the effects of the project on women, men,
boys and girls'?
3.5.3 Does the organisation have enough flexibility to adapt its structure and operations to meet the changing
situations of women, men, boys and girls?
4. Monitoring & 4.1 Data 4.1.1 Does the project's monitoring and evaluation system measure clearly the project's effects on women, men, boys
Evaluation requirements and girls?
4.1.2 Are women, men, boys and girls, from both project and community, involved in selecting what data is needed?
4.1.3 Is the monitoring system participatory – did members of the community select some of what is monitored and
then collect the data?
4.2 Data collection 4.2.1 Is the data collected with sufficient frequency so that adjustments can be made during the project?
and analysis 4.2.2 Is the data fed back to the project personnel and to the community in an understandable form and on a timely
basis, so that adjustments can be made?
4.2.3 Are women involved in the collection and interpretation of data?
4.2.4. Is data analysed so as to provide guidance for the design of other projects?
4.2.5. Are key areas of gender-related research identified?
Annex 6 Zonal composition
Zone Districts Districts Climate Other Viable

at Zoning 2015 characteristics enterprises
time
(2005)
I 1. Moroto  Average rainfall of 745 mm  Generally flat with isolated hills 1. Gum Arabica
North Eastern 2. Northern Kotido with high variability, from  Abundance of land still 2. Simsim
Dry lands 3. Eastern Kitgum about 600 mm over the north and northeastern abundant in this zone 3. Apiculture
parts to about 1000 mm over the southern and 4. Goats/Skins
 Shifting cultivation is practiced
 western parts.
One rainy season of about 5½ months, from  Soils are moderate to poor 5. Beef cattle/Hides
There is largely subsistence 6. Ostriches
April to early September with the main peak in  farming and pastoral activities
7. Sunflower
July/August and a secondary peak in May. One There are no natural open
long dry season of about 6 months from  water bodies Area
October to March. Most dry months from is semi-arid
 December to February.  Poor underdeveloped
Evaporation exceeds rainfall by a factor of over
 infrastructure
10 during the driest months, December to
February. During the rainy season evaporation Ongoing programmes include

98
 is slightly more than rainfall.  NUSAF, KDA and WFP
 Temperature ranges 12.5 – 32.5 C Civil strife and cattle rustling
Altitude ranges from 351 – 1,524 m ASL
1. Pader  Average rainfall of 1197 mm with moderate  Generally flat with isolated 1. Apiculture
2. Kitgum variability, from about 1000 mm over the north  hills Land is available but 2. Beef cattle/Hides
II
3. Eastern Lira and north-eastern parts to about 1300 mm mainly in communal 3. Goats/Skins
over western and southern parts ownership
4. Katakwi  4. Simsim
North Eastern  One rainy season of about 7 months, from April Shifting cultivation is practiced
5. Northern Sironko to late October with the main peak in  5. Cassava
Savannah Soils are moderate to poor
Grasslands
6. Northern July/August and a secondary peak in May. One  Wide wetlands with potential 6. Pulses
Kapchorwa long dry season of about 4 months from 7. Sunflower
for irrigation
7. Nakapiripirit midNovember to late March. Driest months  Farming is mainly communal
8. Southern Kotido are from December to February. Evaporation and predominantly
exceeds rainfall by a factor of over 10 during subsistence with emerging
the driest months, December to February. commercial farms
During the rainy months, May; July and August  There is communal labour for
rainfall is slightly more than evaporation cultivation
 Temperature ranges from 15 - 32.5 C  There is moderate to high
Altitude ranges from 975 – 1,524 m ASL literacy

 Moderate infrastructure
development
 Area suffers from low
incidental strife
 Programmes include NUSAF,
Olweny Rice Scheme, and VODP
1. Adjumani  Average rainfall range of 1340 mm – 1371mm  Generally flat with undulating 1. Spices2
2. Western  Moderate variability, from about 1200 over hills 2. Tobacco
III
3. Arua Nebbi northwestern and western parts to about 1500  Good to moderate soils 3. Apiculture
mm over the southern parts.  Mainly small holder food and 4. Cotton
North Western
4. Moyo  One rainy season, about 7½ from months, cash crop farming with
5. Pulses
Savannah April to about mid-November with the main subsistence in some areas
5. Yumbe peak in August to mid-October and a Numerous small perennial 6. Simsim
Grasslands 
6. Northern Gulu secondary peak in April/May. One long dry streams 7. Robusta
7. Northern Apac season of about 4 months from mid-November Moderate literacy levels coffee
to late March. Driest months are December to 
8. Western Lira Have largely poor incomes due
February.  to high levels of strife
Evaporation exceeds rainfall by a factor of up to Largely peaceful but with influx
10 during the driest months from December to  of refugees
February. During the rainy months of May, Infrastructure is moderate to
August and September rainfall exceeds  poor
 evaporation. There is a possibility of block
Temperature ranges from 15 - 25 C  farming on a large scale in the

Altitude ranges from 351 – 1,341 m ASL short term due to the IDPs
Abundance of land in this zone
2 Including Ginger, cardamom, white/black pepper, birds eye chillies, red chillies
99
 and hence there is high
potential for increased
production
Out-grower systems existing
 Have advantage of cross
 border trade with DR Congo
and Sudan
On-going programmes are

NUSAF. Rural Electrification
Programme, NAADS,
Northwest Smallholder Agric
project
1. Eastern Nebbi  Average rainfall of 1259 mm with high  Largely parkland with potential 1. Spices
2. South-western variability, from about 800 within the Lake for livestock ranching. 2. Fisheries
IV
Gulu Albert basin to about 1500 mm over the  Generally flat with undulating 3. Cassava
3. Western Masindi western parts hills
4. Apiculture
Para Savannahs  Mainly one rainy season of about 8 months,  Good to moderate soils 5. Beef cattle/Hides
from late March to late November with the Moderate literacy levels
main peak from August to October and a  6. Goats/Skins
Largely peaceful but with influx
secondary peak in April/May. One long dry  of refugees 7. Cotton
season of about 3½ months, from December to Infrastructure is moderate to
about mid March. Driest months December to  poor
February. Evaporation exceeds rainfall by a There is a possibility of block
factor of about 6 during the driest months  farming on a large scale in the
from December to March. During the rainy short term due to the IDPs
season, July to October, evaporation exceeds
Land available in this zone and
 rainfall.  hence there is high potential
Temperature ranges from 17.5 – 32.5 C
 for increased production
Altitude ranges from 351 – 1,341 m ABL
 Have advantage of cross border

trade with DR Congo
 On-going programmes are
NUSAF. Northwest Smallholder
Agric project, UWA programme
1. Kayunga  Average rainfall range of 1215 mm - 1328 mm  Land flat and swampy 1. Fisheries
V 2. Kamuli  Two rainy seasons in the southern part with  Soils are poor to moderate 2. Apiculture
3. Iganga the main season from March to May with peak Small-scale subsistence 3. Maize

4. Northern Bugiri in April and secondary season from August to mainly annual crops with 4. Pulses
Kyoga November with a peak in October/November. some pastoralism Some 5. Beef cattle
5. Tororo
Plains Main dry season December to February, commercial farms Moderate 6. Cassava
6. Northern Busia secondary dry season is June and July. 
to low literacy 7. Goats
7. Southern Mbale Evaporation exceeds rainfall by a factor of  levels
8. Pallisa about 3 during the dry months of December to Fairly well endowed with
9. Kumi February. During the main rainy season  resources
10. Soroti rainfall is greater and or about equal to Stable geo-politically
11. Kaberamaido 
evaporation. Virtually one rainy season in the  Land is available
100
12. Southern Lira  northern part from March to November, with  for commercial
13. Southern Apac  the main peak in farming
April/May and a secondary peak in  Ongoing programmes include
August/September. One dry season December NAADS and many
to about mid-March. Evaporation exceeds others
rainfall by a factor of about 8 during the dry
months December to February. During the
main rainy season rainfall is greater and or
about equal to evaporation
Temperature ranges from 15 – 32.5 C
Altitude ranges from 914 – 1,800 m ASL
Victoria 1. Kampala  Average rainfall of 1,200 to 1,450 mm  Hilly and flat with wetland and 1.
2. Mukono  Two rainy seasons in the eastern part of the forested areas
VI Robusta coffee
3. zone with the main season from March to May  Soils are good to moderate
with peak in April and secondary season from Small medium and large-scale 2. Fisheries
4. Eastern Mpigi  3. Spices
Lake Wakiso August to November with a modest peak in intensive farming with
Crescent October/November. potential for commercial 4. Floriculture
production 5. Horticulture3
 Main dry season December to February,
5. Eastern Masaka secondary dry season is June to September. Infrastructure generally good. 6. Vanilla

6. Eastern Rakai Prospects for processing zones 7. Cocoa
 Evaporation exceeds rainfall by a factor of
7. Kalangala about 2 during the dry months, December to and warehousing 8. Dairy cattle
8. Jinja February. During the peak of the rainy seasons Entrepreneurship skills
 are fairly well
9. Mayuge rainfall is greater and or equal to evaporation
developed.
10. Southern Bugiri  Two rainy seasons in the western part of the  Skilled labour is
zone with the main season March to May with readily
11. Southern Busia
peak in April and secondary season October to available
 Service providers available
December with a peak in November. Main dry
 Attitudes positive and open to
season for June to September, secondary dry
new technology
season is January and February. Evaporation
 Literacy levels fairly high
exceeds rainfall by a factor of about 3 during
the
3 Includes Okra, French beans, Tomatoes
101
2 Bushenyi  Average rainfall range of 1,120 – 1,223 mm  Shortage of land and land 1. Robusta coffee
High variability, lowest about 800 mm Kasese fragmentation in some parts of
102
assion fruit
Vanilla
Dairy / Hides
pices (
White/Black pepper,)
Maize rish
potatoes
103
Annex 7. Map of Uganda showing Coffee growing Districts
104
Annex 8A: Villages in Mpigi Sub-county, Mpigi District
District Sub-county Parish Village # of Villages
1.
Mpigi Mpigi 1. Bumoozi Bugayi 8
2.
Bumoozi Bupala
3.
A
4.
Bupala B
5.
Buwanga
6.
Nkombe A
7.
Nkombe B
8.
Nsonzibiri
1.
2. Kafumu Buliiro 6
2.
Bumyuka
3.
Cabadaza
4.
Kisaaliza
5.
Kitaanulwa
6.
Namabo
7.
Nannyinzi
1.
3. Kakoola Bunamweri 4
2.
Gaala
3.
Kakoola
4.
Kitavujja
4. Kisitu Fr 1
1.
5. Konkoma Bwanya 9
2.
Jjanya
3.
Kaligwa
4.
Konkoma
5.
Mpambire A
6.
Mpambire
7.
Nakigudde
8.
Mpambire Trc
9.
Ndugu
Nseke
1.
6. Kyali Bubezi A 12
2.
Bubezi B
3.
Busologanyi
4.
Busomba A
5.
Busomba B
6.
Gayaza
7.
Kasaamu
8.
Kasaamu
9.
Kwaaba
10.
Kyali
11.
Nsaamu
12.
Nsaamu
1.
7. Lwanga Kisariza 1
105
1.
8. Maziba Bugombe 9
2.
Bume
3.
Buwanda
4.
Buzingu
5.
Lungala
6.
Lungala
7.
Membe
8.
Mulole
9.
Nkonge
9. Mpanga Fr 1
1.
10. Ward A Church Centre A 7
2.
Church Centre B
3.
Kafumu
4.
Lufuka
5.
Mpami-bikondo
6.
Park Village
7.
Police Zone
1.
11. Ward B Kalagala A 5
2.
Kalagala B
3.
Kyasanku
4.
Mawonve
5.
Ssabwe
1.
12. Ward C Bukakala 4
2.
Kabanga
3.
Lwanga
4.
Mbaale
1.
13. Ward D Bboza 4
2.
Mayembe Lower
3.
Mayembe Upper
A&B
4.
Prison Centre
Total Number of Villages 71
Total Number of Rural Villages 51
Total Number of Households (HHs) 10,607
Total Number of Rural HHs 6,820
Total Population 43,360
Total Rural Population 28,756
106
Annex 8B: Villages in Nyakishenyi Sub County, Rukungiri District
District Sub-county Parish Village # of Villages

Rukungiri Nyakishenyi 1. Bikongozo 1. Bikongozo 7
2. Biraare
3. Byongo
4. Kabuhome
5. Kayanja
6. Mukagoyi
7. Rugazi
1.
2. Kacence Iterero 14
2.
Kababagi I
3.
Kababagi II
4.
Kacence
5.
Kahara
6.
Kiniogo
7.
Kinisya
8.
Mabindi
9.
Numba
10.
11.
Nyabitekyere
12.
Nyakisoroza
13.
Rugoma
14.
Rwangyeru
Rwonyo
1.
3. Kafunjo Bugandaza 16
2.
Bugomora
3.
Kabijaga
4.
Kabuzigye
5.
Kafunjo
6.
Kagasha
7.
Kagorogoro
8.
Kajubwe
9.
Kijubwe
10.
11.
Nyabishaki
12.
Nyakakizi
13.
Nyamabare
14.
Nyaruziba
15.
Rugandu Rugazi
16.
Rutooma
1.
4. Kahoko Buhumuriro I 20
2.
Buhumuriro II
3.
Kagyeyo
4.
Kamuhoozi
5.
Karukonjo
6. Katungu Kibeho
7. Kigoyi
8.
Kitebwe
9.
Kitugunda
10.
Nyabisooni
11.
Nyabubale
12.
107
13.
Nyamirama
14.
Nyarubare
15.
Nyaruhanga
16.
Nyarurambi
17.
Rugasha
18.
Runyinya
19.
Rutooma
20.
Rwanama
1.
5. Katonya Bugarama I 17
2.
Bugarama II
3.
Burebane
4.
Kajumera
5.
Kashenyi
6.
Mugurante
7.
Mukajagiro
8.
Mushunga
9.
Ndyabihanga
10.
Nyakabale
11.
12.
Nyakabungo
13.
Nyakasenyi
14.
Nyarubira
15.
Ruhonwa
16.
Rujoka
17.
Rutooma
Rwangura
1.
5. Murama Kabaranga 13
2.
Kagorogoro
3.
Kahaama
4.
Kiganda
5.
Mugyina
6.
Nangara
7.
Ndaragyi
8.
Nyabyoogo
9.
Nyamabare
10.
Nyarubaare
11.
12.
Omukatooma
13.
Omuruteezo
Rushebeya
1.
6. Ngoma Burera 10
2.
Kabingo
3.
Kacence
4.
Kanyabutayi
5.
Kigarama
6.
Nyabisooni
7.
Ruhita
108
8.
Rurindo
9.
Rwakaraba
10.
Rwere
1.
7. Nyarugando Butare 10
2.
Keina
3.
Kiina
4.
Malasaniro
5.
Marashaniro
6.
Marashaniro
7.
Nyamitanga
8.
Nyarubare
9.
Nyarutuntu
109
Annex 9: CVCDPP Budget - Mpigi and Rukungiri Districts
# Item Description # of #r of # of # of Rate Amount (US$) Required Contributions
Subcounti Units Units Units (US$)
es for for for
Y1 Y2 Y3
PROGRAM MANAGEMENT
Secretariat staff annual salaries for 3 years
Y1 Y2 Y3 Total (Y1- EU PAL

Y3)
1 Executive Director (ED) 2 1 1 1 36,000 36,000 36,000 36,000 108,000 0 108000
2 Technical Services Director (TSD) 2 1 1 1 30,000 30,000 30,000 30,000 90,000 0 90000
3 Value Chain Manager (VCM) 2 1 1 1 18,000 18,000 18,000 18,000 54,000 0 54000
4 M&E Officer (MEO) 2 1 1 1 15,000 15,000 15,000 15,000 45,000 0 45000
5 Accountant 2 1 1 1 15,000 15,000 15,000 15,000 45,000 0 45000
6 Team Assistant 2 1 1 1 12,000 12,000 12,000 12,000 36,000 0 36000
7 Driver 2 1 1 1 3,000 3,000 3,000 3,000 9,000 0 9000
8 Cleaner 2 1 1 1 1,200 1,200 1,200 1,200 3,600 0 3600
9 Per diem for field work for 7 persons at an average rate of USD 300 per month per staff 2 7 7 7 3,600 25,200 25,200 25,200 75,600 0 75600
Sub Total 155,400 155,400 155,400 466,200 0 466,200
Field staff annual salaries
1 Salaries for sub-county extension agents (SEAs) 2 2 2 2 15,000 30,000 30,000 30,000 90,000 90,000 0
2 Salaries for sub-county quality control agents (SQAs) 2 2 2 2 15,000 30,000 30,000 30,000 90,000 90000 0
3 Per-diem for field work for SEAs at an average rate of US$ 100 per month per staff 2 2 2 2 1,200 2,400 2,400 2,400 7,200 7200 0
4 Per-diem for field work for SQAs at an average rate of US$ 100 per month per staff 2 2 2 2 1,200 2,400 2,400 2,400 7,200 7200 0
Sub Total 64,800 64,800 64,800 194,400 194,400 0
Procurement of Secretariat Equipment and Logistics and Assets
1 Office Tables 2 3 0 0 600 1,800 0 0 1,800 0 1,800
2 Office Chairs 2 3 0 0 600 1,800 0 0 1800 0 1,800
3 Office cabins 2 3 0 0 300 900 0 0 900 0 900
4 Desk tops 2 3 0 0 1,000 3,000 0 0 3000 0 3,000
5 Laptops 2 3 0 0 1,000 3,000 0 0 3000 0 3,000
6 Printers 2 1 1 1 1,000 1,000 1000 1000 3000 0 3,000
7 Secretariat staff office rent for field staff (average of 36 square meters per office) @ a rate of 2 252 252 252 240 60,480 60,480 60,480 181,440 0 181,440
US$ 20 per square meter per month
8 Project Vehicles 2 1 1 1 40,000 40,000 40000 40000 120000 120,000 0
9 Fuel for 1 project vehicle @ an average of U$ 10 per day per vehicle 2 1 1 1 3,650 3,650 3,650 3,650 10,950 10,950 0
10 Vehicle Maintenance @ a rate of US$ 400 per vehicle per annum 2 1 1 1 400 400 400 400 1200 1,200 0
11 Secretariat office supplies at a rate of US$ 400 per month 2 1 1 1 4,800 4,800 4,800 4,800 14,400 0 14400
12 Administrative costs - a rate of US$ 400 per month 2 1 1 1 4,800 4,800 4,800 4,800 14,400 0 14400
Sub Total 125,630 115,130 115,130 355,890 132150 223,740
Procurement of Equipment, Logistics and Assets for Field staff
1 Desk tops for SEAs 2 1 0 0 1,000 1,000 0 0 1000 1,000 0
2 Desk tops for SQAs 2 1 0 0 1,000 1,000 0 0 1000 1000 0
3 Laptops for SEA s 2 1 0 0 1,000 1,000 0 0 1000 1000 0
4 Laptops for SQAs 2 1 0 0 1,000 1,000 0 0 1000 1000 0
5 Printers for SEA s 2 1 0 0 500 500 0 0 500 500 0
6 Office Tables 2 1 0 0 600 600 0 0 600 600 0
7 Office Chairs 2 1 0 0 600 600 0 0 600 600 0
8 Office cabins 2 1 0 0 300 300 0 0 300 300 0
110
9 Field staff office rent for field staff (average of 36 square meters per office) @ a rate of US$ 10 2 72 72 72 120 8,640 8,640 8,640 25,920 25920 0
per square meter per month
10 SEAs administrative costs a rate of US$ 20 per month 2 1 1 1 240 240 240 240 720 720 0
11 SQAs administrative costs a rate of US$ 20 per month 2 1 1 1 240 240 240 240 720 720 0
12 Motorcycles for 1 SEA & 1 SQA 2 4 0 0 1,000 4,000 0 0 4000 4000 0
13 Fuel for motorcycles@ an average of US$ 10 per day 2 2 2 2 3,650 7,300 7,300 7,300 21,900 21900 0
14 Motorcycle maintenance at an average of US$ 80 per annum 2 2 2 2 80 160 160 160 480 480 0
Sub Total Studies 26,580 16,580 16,580 59,740 59740 0
Baseline surveys and training needs assessment 2 1 0 0 10,000 10,000 0 0 10000 10000 0
Sub Total 2 0 0 0 0 10,000 0 0 10000 10000 0
Total Administration costs 2 0 0 0 0 382,410 351,910 351,910 1,086,230 396,290 689,940
1. Interventions aimed at doubling production and productivity of quality coffee 0 0 0 0 0 0 0 0 0 0

KRA 1.1: Farmer groups to participate in the program identified and mobilized; 2 0 0 0 0 0 0 0 0 0 0
Activity 1.1.5 Assisting farmers groups to form FAs 2 0 0 0 0 0 0 0 0 0 0
Activity 1.1.1 Holding sensitization meetings with Local leaders 2 0 0 0 0 0 0 0 0 0 0

Activity 1.1.2 Sensitizing village members 2 0 0 0 0 0 0 0 0 0 0
Activity 1.1.3 Assisting farmers to form Farmer Groups 2 0 0 0 0 0 0 0 0 0 0
Activity 1.1.4 Sensitizing farmer groups about Farmer Association (FA) 2 0 0 0 0 0 0 0 0 0 0
KRA 1.2 Formalization of the producer organizations; 2 0 0 0 0 0 0 0
Activity 1.2.1: Facilitating the registration process of Fas 2 0 0 0 0 0 0 0 0 0 0
Activity 1.2.2 Holding inaugural meetings for the FA committees 2 0 0 0 0 0 0 0 0 0 0
KRA 1.3 Group cohesion enhanced and group dynamics skills imparted. 2 0 0 0 0 0 0 0 0 0 0
Activity 1.3.1 Training Farmer association leaders in Leadership for change 2 1 0 0 14,787 14787 0 0 14787 14787 0
Activity 1.3.2 Training Farmer association leaders in Governance 2 1 0 0 14,787 14787 0 0 14787 14787 0
Activity 1.3.3 Training Farmer association leaders in Financial Management 2 1 0 0 14,787 14787 0 0 14787 14787 0
Activity 1.3.4 Training Farmer association leaders in Strategic Management 2 1 0 0 14,787 14787 0 0 14787 14787 0
Activity 1.3.5 Training Farmer association leaders in Marketing 2 1 0 0 14,787 14787 0 0 14787 14787 0
Activity 1.3.6 Training Farmer association leaders in Resource mobilization 2 1 0 0 14,787 14787 0 0 14787 14787 0
KRA 1.4 Advisory services provided to impart knowledge and skills in efficient 2 0 0 0 0 0 0 0 0 0 0
production
Activity 1.4.1 Training needs assessment 2 0 0 0 0 0 0 0 0 0 0
111
Activity 1.4.2 Liaise with Scientists to obtain modern technologies 2 0 0 0 0 0 0 0 0 0 0
Activity 1.4.3 Training (TOT) for sub-county extension agents in modern technologies 2 1 0 0 10,717 10,717 0 0 10717 9127 0
Activity 1.4.4 Training for village farm mangers in modern technologies 2 0 0 0 0 0 0 0 0 0 0
Activity 1.4.5 Training farmer groups in modern technologies 2 0 0 0 0 0 0 0 0 0 0
Activity 1.4.6 Training (TOT) for sub-county quality agents in quality control measures 2 1 0 0 10,717 10,717 0 0 10717 9127 0
Activity 1.4.7 Training VFMs in quality control measures 2 1 0 0 0 0 0 0 0 0 0
KRA 1.5 Technologies distributed to farmer groups 2 0 0 0 0 0 0 0 0 0 0
Activity 1.5.1: Identifying technologies 2 0 0 0 0 0 0 0 0 0 0
Activity 1.5.2: Linking farmers to financial institutions for loans to acquire identified 2 0 0 0 0 0 0 0 0 0 0
technologies and agro inputs
Activity 1.5.3: Designing and installing irrigation systems 2 0 0 0 0 0 0 0 0 0 0
Activity 1.5.4: Installing irrigation systems (nearby water source technology) for one acre 2 1 0 0 4,000 4,000 0 0 4000 4000 0
per sub-county
Activity 1.5.5: Installing irrigation systems (rain water harvesting technology) one per 2 1 0 0 4,000 4,000 0 0 4000 4000 0
subcounty
Activity 1.5.6:Installing irrigation systems (stomata membrane irrigation technology - 2 1 0 0 2,000 2,000 0 0 2000 2000 0
experimental) for one acre per sub-county
Activity 1.5.7: Establishing coffee nurseries 2 1 0 0 1,000 1,000 0 0 1000 1000 0
KRA 1.6: Nucleus farms supported to increase production of quality farm produce 2 0 0 0 0 0 0 0 0 0 0
and collect quality coffee from out growers for primary processing and marketing
Activity 1.6.1: Developing criteria for choosing nucleus farms 2 0 0 0 0 0 0 0 0 0 0
Activity 1.6.2: Nucleus farms identified by the SEAs and FA leaders 2 0 0 0 0 0 0 0 0 0 0
Activity 1.6.3: Nucleus farmers educated on their responsibilities in guiding the out growers 2 0 0 0 0 0 0 0 0 0 0
by group leaders and Farmer Association leaders
Activity 1.6.5: Developing criteria for choosing out-growers 2 0 0 0 0 0 0 0 0 0 0
Activity 1.6.6:Out-growers identified by the DVCCs and SEAs and FA leaders 2 0 0 0 0 0 0 0 0 0 0
Activity 1.6.7: Sensitizing out growers 2 0 0 0 0 0 0 0 0 0 0
Activity 1.6.8 On-nucleus-farm training 2 0 0 0 0 0 0 0 0 0 0
Activity 1.6.8 On-nucleus-farm training 2 0 0 0 0 0 0 0 0 0 0
2. Interventions aimed at improving marketability and doubling profitability of 2 0 0 0 0 0 0 0 0 0 0

coffee
KRA 2.1 Markets for increased coffee volumes identified 2 0 0 0 0 0 0 0 0 0 0
Activity 2.1.1 Identifying new international for Ugandan coffee 2 0 0 0 0 0 0 0 0 0 0
Activity 2.2.2 Linking coffee exporters to the identified new international markets for 2 0 0 0 0 0 0 0 0 0 0
Ugandan coffee
Activity 2.2.3: Identifying coffee exporters (UCF members) to buy the coffee from FAs 2 0 0 0 0 0 0 0 0 0 0
KRA 2.2: Ugandan coffee advertised by an English Premier League Club and exclusive 2 0 0 0 2,000,000 0 0 0 0 0 0
rights obtained to sell Ugandan Coffee in the stadium
Activity 2.2.1: Identifying and engaging an English Premier League Football Club to advertise 2 0 0 0 0 0 0 0 0 0 0
112
Ugandan coffee
PROGRAM IMPLEMENTATION
113
Activity 2.2.2: Linking coffee exporters (UCF members) to the identified football club 2 0 0 0 0 0 0 0 0 0 0
stadium as a new market for their coffee
KRA 2.3 Promoting domestic coffee consumption 2 1 1 1 1,000 1,000 1000 1000 3,000 3000 0
Activity 2.3.1: Promoting domestic coffee consumption the media 2 0 0 0 0 0 0 0 0 0 0
Activity 2.3.2: Promoting domestic coffee consumption by serving coffee to the public 2 0 0 0 0 0 0 0 0 0 0
Activity 2.3.3 Promoting domestic coffee consumption production of IEC materials. 2 0 0 0 0 0 0 0 0 0 0
Activity 2.3.4 Promoting domestic coffee consumption in FAs and FGs by DVCCs, SEAs and 2 0 0 0 0 0 0 0 0 0 0
VFMs.
KRA 2.4 Skills and knowledge in improved post-harvest handling and quality 2 0 0 0 0 0 0 0 0 0 0
attainment imparted on the farmers
Activity 2.4.1: Refresher training (TOT) for SEAs in improved post-harvest handling and 2 0 1 0 10,717 0 10717 0 10717 9127 0
quality attainment for various value chains
Activity 2.4.2: Training VFMs in improved post-harvest handling and quality attainment 2 0 0 0 0 0 0 0 0 0 0
Activity 2.4.3: Training FGs in improved post-harvest handling and quality attainment 2 0 0 0 0 0 0 0 0 0 0
KRA 2.5 Farmers trained on coffee quality standards; 2 0 0 0 0 0 0 0 0 0 0
Activity 2.5.1: VCDP Liaise with National Bureau of standards (NBS) for the national and 2 0 0 0 0 0 0 0 0 0 0
International Standards
Activity 2.5.2: Training (TOT) for SEAs & SQAs on product quality standards 2 1 0 0 10,717 10,717 0 0 10717 9127 0
Activity 2.5.3: Training farmer groups on product quality standards 2 0 0 0 0 0 0 0 0 0 0
KRA 2.6: Post-harvest handling technologies distributed 2 0 0 0 0 0 0 0 0 0 0
Activity 2.6.1: Identification and distribution of relevant post-harvest handling technologies 2 0 0 0 0 0 0 0 0 0 0
Activity 2.6.2: Linking farmers to VFMF / financial institutions for loans to acquire relevant 2 0 0 0 0 0 0 0 0 0 0
post-harvest handling technologies
KRA 2.7: Post-harvest handling and storage tools, equipment and infrastructure 2 0 0 0 0 0 0 0 0 0 0
distributed
Activity 2.7.1: Identifying post-harvest modern handling and storage tools, equipment and 2 0 0 0 0 0 0 0 0 0 0
infrastructure required by the farmers
Activity 2.7.2: Linking FGs VFMF /financial institutions for loans to acquire post-harvest 2 0 0 0 0 0 0 0 0 0 0
modern handling and storage tools, equipment and infrastructure required.
Activity 2.7.3: Training farmers on the identified post-harvest handling technologies 2 0 0 0 0 0 0 0 0 0 0
KRA 2.8: Coffee tourism introduced and implemented in Uganda. 2 0 0 0 0 0 0 0 0 0 0
Activity 2.8.1: Identifying Hotels and travel agents for coffee tourism 2 0 0 0 0 0 0 0 0 0 0
Activity 2.8.1: Linking tourists to the coffee farms. 2 0 0 0 0 0 0 0 0 0 0
Activity 2.8.2: TOT for SEAs & SQAs on coffee tourism 2 1 0 0 10,717 10,717 0 0 10717 9127 0
Activity 2.8.3: TOT for VFMs on coffee tourism 2 0 0 0 0 0 0 0 0 0
Activity 2.8.4: Training FGs on coffee tourism 2 0 0 0 0 0 0 0 0 0 0
3. Interventions aimed at developing an efficient coffee value chain 2 0 0 0 0 0 0 0 0 0 0
KRA 3.1: Key value chain actors identified 2 0 0 0 0 0 0 0 0 0 0
Activity 3.1.1: Identification of key value chain actors 2 0 0 0 0 0 0 0 0 0 0
114
KRA 3.2: Critical challenges faced by value chain actors identified 2 0 0 0 0 0 0 0 0 0 0
Activity 3.2.1: Identification of critical challenges faced by value chain actors 2 0 0 0 0 0 0 0 0 0 0
KRA 3.3: Strategies to address the identified challenges developed and employed. 2 0 0 0 0 0 0 0 0 0 0
Activity 3.3.1: Annual workshops for value chain actors to address the identified critical 2 0 0 0 0 0 0 0 0 0 0
challenges faced by value chain actors
KRA 3.4: Farmers trained on record keeping. 2 0 0 0 0 0 0 0 0 0 0
Activity 3.4.1: Training of trainers (TOT) for SEAs and SQAs on record keeping particularly 2 1 0 0 10,717 10,717 0 0 10717 9127 0
on input/output relations
Activity 3.4.2: Training of trainers (TOT) for VFMs on record keeping particularly on 2 0 0 0 0 0 0 0 0 0 0
Activity 3.4.3: Training of FGs on record keeping particularly on input/output relations 2 0 0 0 0 0 0 0 0 0 0
KRA 3.5 Value chain actors linked to financial institutions. 2 0 0 0 0 0 0 0 0 0 0
Activity 3.5.1: Identification of financial institutions 2 0 0 0 0 0 0 0 0 0 0
Activity 3.5.2: Linking farmers and other value chain actors to the identified financial 1 1 0 0 2,120,889 2,120,889 0 0 2120889 2120889 0
institutions - Mpigi District VFMF
Activity 3.5.2: Linking farmers and other value chain actors to the identified financial 1 1 0 0 3,052,580 3,052,580 0 0 3052580 3052580 0
institutions - Rukungiri District VFMF
KRA 3.6: Farmers linked to input manufacturers and stockists. 2 0 0 0 0 0 0 0 0 0 0
Activity 3.6.1: Identification of input manufacturers and stockists 2 0 0 0 0 0 0 0 0 0 0
Activity 3.6.2:Linking farmers to input manufacturers and stockists 2 0 0 0 0 0 0 0 0 0 0
KRA 3.7: A market system designed. 2 0 0 0 0 0 0 0 0 0 0
Activity 3.7.1: Workshops for value chain actors for designing of a marketing system 2 1 0 0 33,602 33,602 0 0 33602 33602 0
KRA 3.8: Collecting/marketing centers established. 2 0 0 0 0 0 0 0 0 0 0

Activity 3.8.1: Land acquisition 2 0 0 0 0 0 0 0 0 0 0
Activity 3.8.2: Construction of a collecting/ marketing center and storage facilities 2 0 0 0 0 0 0 0 0 0 0
KRA 3.9: Farmers educated about the marketing system 2 0 0 0 0 0 0 0 0 0 0
Activity 3.9.1: Educating FGs about the marketing system: 2 0 0 0 0 0 0 0 0 0 0
KRA 3.10: Value chain actors linked to Insurance Companies. 2 0 0 0 0 0 0 0 0 0 0
Activity 3.10.1: Identification of Insurance Companies 2 0 0 0 0 0 0 0 0 0 0
Activity 3.10.2: Linking farmers and other value chain actors to the identified insurance 2 0 0 0 0 0 0 0 0 0 0
companies
KRA 3.11: Working with UTZ /Stiftung Rain Forest to certify FGs. 2 0 0 0 0 0 0 0 0 0 0
Activity 3.11.1: Sensitizing FGs about Certification and its benefits 2 0 0 0 0 0 0 0 0 0 0
Activity 3.11.2: Identification of FGs meeting the certification standards 2 0 0 0 0 0 0 0 0 0 0
Activity 3.11.3: Linking the identified FGs with UTZ for certification 2 0 0 0 0 0 0 0 0 0 0
2 0 0 0 0 5,361,378 11,717 1,000 5,374,095 5,364,555 0
115
Sub-Total 2 0 0 0 0 5,743,788 363,627 352,910 6,460,325 5,760,845 689,940
Total
2 0 0 0 0 574,379 36,363 35,291 646,033 576,085 68,994
Miscellaneous 2 0 0 0 0 6,318,167 399,990 388,201 7,106,358 6,336,930 758,934

Total after miscellaneous
2 0 0 0 0 442,272 27,999 27,174 497,445 443,585 53,125
M&E (7 % of Total 2 0 0 0 0 6,760,438 427,989 415,375 7,603,803 6,780,515 812,059

Grand Total
Grand Total Project Cost (US$) 2 0 0 0 0 0 0 0 7,603,803 6,780,515 812,059

Grand Total Project Cost (UGX) 2 0 0 0 0 0 0 0 28,134,069,343 25,087,903,891 3,004,619,706
2 0 0 0 0 0 0 0 7,033,517.3 6,271,976 751,155
Grand Total Project Cost (Euros) Total 1,086,230

Administration cost (US$)
% of Administration cost 14
Total VFMF 5,173,469
68
% of VFMF
Alpha value
86
14,302
# of Beneficiary Households (HHs) 532
Project cost (US$) per beneficiary HH
116
Annex 9.1: Budget for a workshop for 30 participants
Item Units Days Rate Amount
(US$) (US$)
PROFESSIONAL FEES
a) Literature Review
Team leader - Facilitator 1 2 300 600
Co-facilitator 1 2 300 600
b) Development of training materials - - - -
Team leader - Facilitator 1 5 300 1,500
Co-facilitator 1 5 300 1,500
c) Conducting a training workshop - - - -
Co-facilitator 1 5 300 1,500
d) Writing draft report - - - -
d) Writing final report - - - -
Sub-Total 9,600
REIMBURSABLES
Accommodation for facilitators 2 5 100 1,000
Accommodation for Participants 30 5 100 15,000
Transport Refund for participants 30 40 1,200
Meals and Tea for facilitators 2 5 20 200
Meals and Tea for participants 30 5 20 3,000
Venue 1 5 300 1,500
Stationary, handouts, Demonstration 1 200 200
materials and materials for practical
sessions (lump sum)
Subtotal 22,100
Total 31,700
Local taxes (6%) 1,902
Grand Total 33,602
Annex 9.2: Budget for a workshop for 2 SEAs and 2 SQAs
Item Units Days Rate Amount
117
(US$) (US$)
PROFESSIONAL FEES
b) Development of training materials 0 0 0 0
c) Conducting a training workshop 0 0 0 0
d) Writing draft report 0 0 0 0
d) Writing final report 0 0 0 0
Sub-Total 4,800
REIMBURSABLES
Transport Refund for participants 4 1 40 160
Meals and Tea for participants 4 5 20 400
Venue 1 5 300 1500
Stationary, handouts, Demonstration materials 1
1 50 50
and materials for practical sessions (lump sum)
Subtotal 5,310
Total 10,110
Local taxes (6%) 606.6
Grand Total 10,717
Annex 9.3: Budget for a Training workshop for 6 FAs, 2 SEAs and 2 SQAs
Rate Amount
Item Units Days
(US$) (US$)
PROFESSIONAL FEES
b) Development of training materials 0 0 0 0
118
c) Conducting a training workshop 0 0 0 0
d) Writing draft report 0 0 0 0
d) Writing final report 0 0 0 0
Sub-Total 4,800
REIMBURSABLES
Transport Refund for participants 10 1 40 400
Meals and Tea for participants 10 5 20 1000
Venue 1 5 300 1500
Stationary, handouts, Demonstration materials 1 1 50 50
and materials for practical sessions (lump sum)
Subtotal 9,150
Total 13,950
Local taxes (6%) 837
Grand Total 14,787
Annex 10: Profile of Implementing Organization - PAL
119
PAL’S PROFILE
1.0 KNOWLEDGE AND EXPERIENCE
Professional Associates Limited (PAL) is a private consultancy firm with over 50 professionals in a
myriad of fields such as the following:
• Agriculture (Livelihood Analysis)
• Nutrition
120
• Microfinance
• Financial Management
- Public sector service reform (Results Oriented Management (ROM), financial management
capacity building for local governments and government institutions)
- Local government related financial audits and funds tracking
- Audit (statutory and pre-divesture audits)
- Transaction services (due diligence audits)
- Financial modeling (business valuations and feasibility studies) - Business strategy
formulation and advisory
- Organization development and consultancy intervention models
- Participatory training delivery and team building
• Project design, Management, Monitoring and Evaluation
• Institutional development
• Private sector development
• Community development
• Information management
• Training
• Community based training programs.
• Water development, hygiene and Sanitation
• Health
• HIV/AIDS
• Counseling and palliative care
• IEC material production
• Early Childhood care and development (ECCD)
• Environmental Impact Assessments
• Environmental Audits and Evaluations
• Policy analysis
• Impact Assessments
• Socio-economic studies
PAL has been providing advisory and technical expertise to several clients. Some of the clients that PAL
experts have extended its services to include;
• Various companies and institutions
• Alliance for a Green Revolution in Africa (AGRA)
• Plan International
• World Vision South Sudan
• Catholic Relief Services
• Uganda Investment Authority
• European Union
• Department for International Development
• United States Agency for International Development
• United Nations Industrial Development Programme
• United Nations Food and Agriculture Organization  United Nations Development
Programme etc.
• Africa Development Foundation
• Oxfam Uganda
• Kamwokya Christian Caring Community
• NAADS
• JICA
Over the years, PAL has developed relevant experience in conducting communitybased
training programs. Besides, PAL is familiar with the working environment of most local
and international NGOs, companies and institutions and as reflected in various
121
assignments that they have executed. PAL's experience is manifested in some of the
selected assignments enumerated below;
1.1 Agriculture and Livelihood Analysis

• Final Evaluation of AGRA’s Market Access Program in 12 African Countries
• End of Project Evaluation for the EC Food Security Thematic Project (FSTP) in
Torit and Ikotos Counties, Eastern Equatoria State, Catholic Relief Services (CRS),
South Sudan
• End of Project Evaluation for the Jonglei Food Security & Livelihood (JFSLD) Project in Fangak
and Pigi Counties, Jonglei State, World Vision, South Sudan
• Final evaluation of the LWF Food security Project in Kitgum and Lamwo districts, LWF 
Final evaluation of the LWF Food security Project in Katakwi and Lamwo districts, LWF 
Baseline survey for Conservation Cotton Initiative in Northern Uganda, TechnoServe Inc.
• Gross Margin analysis for crop and animal enterprises in 16 districts in Uganda, NAADS
• Annual Review of the Multi-Year Assistance Programme (MYAP) LWF Pader
Project.
• Baseline survey for a food security (through coffee) project in Luwero, Plan
Uganda
• Consultancy Services for Alignment of Projects/ Programmes in the Public Sector
for the Plan for Modernization of Agriculture (PMA)
• Harmonization of Agricultural Projects Study under the National Agricultural
Advisory Services (NAADS)
• Conducting a Baseline Survey in Mukono district to benchmark NAADS entry into
the district, The National Agricultural Advisory Services (NAADS)/EU_Stabex. 
Appraisal of the Uganda Rural Finance Support Programme, IFAD Rome.
• Formulation of the Uganda Rural Finance Support Programme, IFAD Rome
• Preparation of guidelines and Implementation Manuals for the National
Agricultural Advisory Services (NAADS), IFAD Rome.
• Formulation and appraisal of the National Agricultural Advisory Services
(NAADS), IFAD.
• Designing the Agricultural Extension Strategic Framework for the Plan for the
Modernisation of Agriculture (PMA) in Uganda, DANIDA.
• Reviewing and restructuring the Cotton sub-sector Credit Scheme based in the
Bank of Uganda, IFAD Rome.
• Designing the District Agricultural and Rural Development Planning Guidelines
under the auspices of the World Bank Funded Agricultural Sector Management
Project (ASMP).
• Conducting Training Needs Assessment for the National
Environment Management Authority (NEMA) funded by the World Bank.
• Conducting a Baseline Survey for the Hoima District Integrated Development
Programme funded by the Belgian Survival Fund (BSF)/IFAD Rome.
• Reviewing the restructuring of Agricultural Research Institutes in Eastern Africa
(covering Zambia, Kenya, Tanzania, Uganda and Burundi). FAO.
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1.2 Health
• Final evaluation of TASO TEACH II Program in 27 African Countries.
• Conducting end of term evaluation for Mukuju PMTCT project, Plan International  Conducting
a final evaluation for “the Scaling up of HIV/AIDS project”, Plan International  Training of
Primary Health Care Workers in the districts of Masaka, Sembabule and Mukono.
• Undertaking HIV/AIDS Campaigns in Primary Schools in Kamuli Program Area, Plan uganda
• Training VHTS in conjunction with Parish VHT Supervisors in Kampala Program Area, Plan
international
• Development of the Primary Health Care Training Programme
• Training Needs Assessment in Kotido district, African Development Bank (ADB) Training Needs
Assessment in Adjumani district, African Development Bank (ADB)
• Training Needs Assessment in Pallisa district for the District Health Services Project (DHSP)
• Evaluation of the Distance Education Programme (DEP) for Health workers in Uganda, AMREF
• Developing training guides for tutors and learners of the Distance Education Program
• Sanitation and Hygiene situation analysis in the Internally Displaced People’s Camps (IDP) ,
MOH/UNICEF
• Needs Assessment in selected Health Training schools for HSPS, DANIDA Phase 11 programme
support to schools
• Development of the communication strategy for child Survival, growth and development
• Conducting National training needs assessment among Health workers for IMCI training
• Developed training guidelines manual for improving referral level Care Services, the guidelines
have since been used as a standard tool for referral level facilities
• Developed the Home Based Care Strategy for the Internally Displaced Peoples’ (IDPs) Camps to
rationalize the operations of community resource persons
• Development of guidelines for HIV/AIDS home patient care
• Training for PMTCT programme aimed at Improving the quality of life for people living with
HIV/AIDS
• Baseline survey to identify IMCI Programme performance gaps, MOH
• Development of the Communication Strategy for Child survival, Growth and Development
• Development of National Guidelines For Referral Care Development of Nutrition Strategic Plan
• Community IMCI project review in Ntungamo, AFRICARE-USAID
1.3 Education
• Evaluating the School Governance Training Course Funded by The British Council
(Uganda) so as to improve School Governance for Secondary and Primary
Schools both Public and Private.
• Evaluating the Impact of Universal Primary Education Implementation, Ministry of Education and
Sports (MOES).
• Developing a National Action Plan for three priority Policy Options and a Dissemination Strategy
(SRP/GAPS) for Forum For African Women Educationalists (FAWE) Uganda Chapter;
• Developing Education District Capacity Building Plans and Development Plans Initiative in
Fifteen (15) Districts for Ministry of Education and Sports and the remaining 41 Districts and 11
Municipalities.
• Assessment of responses of teachers and pupils to selected aspects of the enhancement of
Universal Primary Education in Kampala project” (EUPEK) funded by the Aga Khan Education
service, Uganda; Sept – November 2000.
• Teachers Perception of Selected Features of Enhancement of Universal Primary Education in
Kampala (EUPEK) Aga Khan Education Services- Uganda 2000.
• Parents Perspectives on the Quality of Education provided in the Aga Khan Schools in Uganda –
2001.
• Impact of Non-Monetary Incentives on Students Performance at "O" level in Mukono District B.Ed.
Makerere University 1992.
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• Factors affecting performance of pupils in PLE – Kampala district – Dip. Teacher
EducationMakerere University (ITEK).
• Defilement of girls in Mukono district (UNICEF) 1996.
• Midterm Review of Plan Uganda “Promoting lifelong learning” Program
• Final Evaluation of Scaling up of HIV project in Schools, Plan Uganda
• Participated as an Education Trainer, Co-Consultant, in Evaluating the School
Governance Training Course Funded by The British Council (Uganda). The object
of the Programme was intended to improve School Governance for Secondary
and Primary Schools both Public and Private.
• Ministry of Education and Sports (MOES) Consultancy to Evaluate the Impact of Universal
Primary Education Implementation.
• October-November 2002: Associate Assessor for Teacher Education National
Inspection Programme (TENIP).
• Development of Bachelor of Adult and Community Education (BACE) Degree Programme for
Uganda National Institute of Special Education (UNISE) Kyambogo.
• Ministry of Education and Sports (MOES). He has been Monitor for the Education Standards
Agency (ESA) National Inspection Programme (NIP) for Educational Institutions.
• Development of a Basic Education Policy Framework for Disadvantaged Groups in Uganda
sponsored by UNICEF Uganda Country Office; developed a National Action Plan for three priority
Policy Options and a Dissemination Strategy (SRP/GAPS) for Forum For African Women
Educationalists (FAWE) Uganda Chapter;
1.4 Environment
1.4.1 Water, Sanitation and Hygiene
• End of Project Evaluation for the Emergency Response Water, Sanitation and Hygiene project in
Warrap State, World Vision, South Sudan
• Baseline survey for WASH project in Rukungiri District, Climate Change Concern (CCC)
• Final Evaluation of WASH project in Rukungiri District, Climate Change Concern (CCC)
• Midterm evaluation of Borehole Drilling Project in Rakai District, CCC
• Final evaluation of Borehole Drilling Project in Rakai District, CCC
• Baseline survey for borehole Drilling in Kiruhura District, CCC
• Midterm Evaluation of borehole Drilling in Kiruhura District, CCC
• Final Evaluation of borehole Drilling in Kiruhura District, CCC
• Baseline survey for WASH project, Action Aid
• Final Evaluation of WASH project, Action Aid
1.4.2 EIAs, Audits and Evaluations
• Baseline survey for Tree planting project in Bushenyi District, CCC  Final Evaluation of
Tree planting project in Bushenyi District, CCC
• Baseline survey for “Agro forestry project” in Kabale Disrict, Climate Change Concern
• Final Evaluation Agro forestry project in Kabale Disrict, CCC
• Baseline survey for Tree planting project in Tororo District, CCC
• Final Evaluation of Tree planting project in Tororo District, CCC
• Environmental Impact Assessment for Powerline construction, 1996
• Environmental Impact Assessment Mining Wolfram at Kilwa Kisoro district,
2007;
• Environmental Impact Assessment for Establishment of sorghum plantations for
Biofuels in Kayunga, 2007;
• Environmental Impact Assessment for Establishment of a Leisure Park in
Kitubulu Forest Reserve, 2007;
• Environmental Impact Assessment for Vermiculite Mining in Manafwa district;
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2007  Environmental Impact Assessment for Stone Quarrying in Mayuge, 2007;
• Environmental Impact Assessment for Development of Switching Centres in
Tororo, Masindi and Mbarara districts, 2008;
• Environmental Impact Assessment for Mining Gold in Kakasi Forest Reserve,
2008;
• Environmental Impact Assessment for Developing a Pier at the Uganda Wildlife
Education Centre; 2008;
• Environmental Impact Assessment for Establishment of Chrysanthemums
flowers, Nsangi, Wakiso district, 2007;
• Environmental Impact Assessment for Oil Exploration in Lake Albert and
Murchison Falls National Park for Tallow and Heritage Companies, 2007 and
2008.
• Environmental Impact Assessment for Gold mining in Kyamuhunga, Bushenyi
district; 2009
• Mityana farm proposed irrigation scheme; 2009
• Development and land landscaping of Technical Business Incubator, Bushenyi
District, Presidential Initiative for Banana Industrial Development (PIBID), 2010.
• Master Plan development for Industrial Technological Park (ITP) – Sanga,
Kiruhura District under PIBID, 2010
• Environmental audit for Namanve and Mbarara CocaCola Plants 2006, 2007 and
2008, under the Air Water and Earth Limited.
• Ecosystem Assessment and Evaluation for a proposed Nkenda-Mbarara; 132 kv
Transmission Power Line, 2009.
1.5 Financial Management

• Training Post-test Club members of Kampala program area of Plan Uganda in
- Basic financial management and Record keeping
- Organization development and management especially in group dynamics
- Basics of project planning and management i.e. to initiate and develop viable
projects
- Monitoring and Evaluation of projects
- Design and management of credit scheme (revolving fund) - Lobbying and working with
other organizations and agencies.
• Training of Community Interest Groups of the Uganda Land Management Project (ULAMP) from
Lira, Mbarara, Kyenjojo and Kapchorwa districts in organisational development and group
dynamics and credit management.
• Training of over 300 NAADS farmers in business planning and management, organizational
developing and management of group income generating projects through credit revolving
scheme.
• Designing and setting of a management system for a saving and credit revolving scheme for JICA
farmers in Nakasongola, Bugiri, Kayunga.
• Training of Twekambe Farmers Association of Mukono in Project Planning, Business and
Financial Management
• Training of PLWHA from Kamwokya Christian Caring Community in the management of credit
and income generating projects.
• Designing the financial and accounting procedures manual and carrying out the financial due
diligence of Uganda Seeds Ltd
• Audit and funds tracking for Ireland Aid/ Government of Ireland
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• Pre- grant evaluation and financial advisory services for Academic Alliance for AIDS Care and
Prevention in Africa/ Pfizer and managed by SFAF (San Francisco AIDS Foundation
• Auditing Dish Project/ USAID
• Accountancy & Audit for RAIN (Rakai AIDS Information Network)/ DANIDA
• Accountancy & Audit for LWF (Lutheran World Federation) Goma & Arua Projects/ LWF
• Accountancy & Audit for CBR (Centre for Basic Research)/ DANIDA, Rockefeller Foundation
• Accountancy & Audit for SWARP (South Western Uganda Agricultural Research Project)/ World
Bank, IFAD, IDA
• Statutory Audit for bank of Uganda
• Statutory Audit and Advisory for Uganda Commercial Bank
• Statutory Audit & Review of Bank of Uganda Quarterly Returns for Standard Chartered Bank
• Audit & Review of Bank of Uganda Quarterly Returns for Bank of Baroda
• Accountancy and Audit for UCB Employees Pension Fund
• Audit and Advisory for Sugar Corporation of Uganda (SCOUL)
• Audit and Advisory for Kinyara Sugar Works Ltd. (KSWL)
• Audit and Advisory for Toro Mityana Tea Company (TAMTECO)
• Training in Basic accounting and budgeting for Soroti Catholic Diocese Development Organization
• Facilitated Catholic Bishops in understanding financial management and non-technical budgeting
and budgetary controls for Nsambya Catholic Secretariat, Episcopal Conference
• Facilitated diocesan heads of departments, parish priests inclusive of the Bishop in
understanding basic accounting and financial management for Fort Portal Diocese.
• Conducted Ministry of Finance capacity building Workshops (Facilitated heads of departments in
financial management tailored to a layman’s understanding) for Uganda National Farmers
Association
• Evaluating the work of Valuers hired by Nile Bank (sample of 30 property evaluations)
• Evaluating the work of Valuers hired by Barclays Bank (sample of 25 property evaluations)
• Market research for UNILEVER
• Evaluation of accommodation rates for Air Port View Hotel
• Cost of Living Analysis for Plan Uganda to revise staff salaries
2.0 LOGISTICAL CAPACITY:
The Company is equipped with the following:

• Office Premises measuring 105 square meters.
• Three (12) computers
• Three(3) printers
• Three (3) four - wheel drive vehicles
• Two (2) office cars
• One (1) photocopier
• One (1) binding machine
• One (1)projector and one (1) video set
• Four mobile phones, a land line and E-mail facilities.
3.0 PERSONNEL
The company's core staff is supported with more than 50 specialists. These personnel are
capable of providing timely and quality service to its clients. The company has enormous
skills of collaborative Management and teamwork that it uses to woe qualified and competent
professionals to back up its Core Staff. Its consultants are professionals with diverse
academic background and consultancy experience. The company usually assembles excellent
teams for various tasks.
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4.0 REFERENCES:
Below are a few references that you may contact:
Table 4.1: Past Performance

Country & Year Project Title Client Contact Person
1. South Sudan, 2014 End of Project Evaluation for Catholic Willy.Kiarie
the EC Food Security Relief Education Coordinator, CRS
Thematic Project (FSTP) in Services South Sudan
Torit and Ikotos Counties, (CRS), South Phone: +211955042901|
Eastern Equatoria State Sudan [email protected] | P.O.
Box |Juba| South Sudan
2. Uganda, 2014 Benchmarking the Business of The World
Agriculture in Uganda Bank
3. Uganda. 2014 Report Quality Assurance - National Pross Mulyowa,
Evaluation of the thematic Curriculum NCDC
Curriculum Development Email: [email protected]
Centre
4. Uganda, 2014 Report Quality Assurance - National Pross Mulyowa
Evaluation of the Primary Curriculum NCDC
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Four Transitional Development Email: [email protected]
Curriculum Centre
5. South Sudan, 2013 End of Project Evaluation for World Vision, Ms Enala Mumba
the Jonglei Food Security & South Sudan Quality Assurance Officer,
Livelihood (JFSLD) Project in Upper Nile Region, WV South
Fangak and Pigi Counties, Sudan
Jonglei State. Phone: +211921200082|
+211954268712|
[email protected] | Skype:
enalamumba
P.O. Box 180|Juba| South Sudan
6. South Sudan, 2013 End of Project Evaluation for World Vision, Ms Enala Mumba
the Emergency Response South Sudan Quality Assurance Officer,
Water, Sanitation and Upper Nile Region, WV South
Hygiene project in Warrap Sudan
State. Phone: +211921200082|
+211954268712|
[email protected] | Skype:
enalamumba
P.O. Box 180|Juba| South Sudan
7. Uganda, 2011 End of project evaluation for TechnoServe Ms Martha Olwenyi

“TechnoSeve Matooke Inc. Monitoring and Evaluation
Banana project” in Mbarara, Coordinator, TechnoServe Tel:
Isingiro and Ntungamo. 0772574677 Email:
[email protected]
8. Uganda, 2006 Baseline survey for a food
security (through coffee)
project in Luwero
9. Uganda, 2004 Baseline survey for “the Mr Gilbert Gervase Matabi,
Scaling up of HIV/AIDS Monitoring and Evaluation
Plan
project”, Manager (formerly), Plan Uganda
International
10. Uganda, 2006 Conducting a final evaluation Tel: 0772749324/0772489061

for “the Scaling up of Email: [email protected]
HIV/AIDS project”,
11. Uganda, 2009 End of project evaluation
food security (through
coffee) project in Luwero
12. Uganda, 2006 Baseline survey for “Mukuju
PMTCT project”
13. Uganda, 2009 Conducting end of term
evaluation for Mukuju
PMTCT project
14. Uganda, 2007 Baseline survey for “Caring Mr. Sam Wakubona,
for Orphans and other Salvation Programme Manager, Salvation
Vulnerable Children” Project Army Army, Tel 0772568878/
15. Uganda, 2010 End of project evaluation for 0716568878
“Caring for Orphans and Email; [email protected]
other Vulnerable Children”
Project
128
16. Uganda, 2010 End of project evaluation for
“TASO staff Training” Project
17. Uganda, 2009 Mid-Term Evaluation of the
TASO Strategic Plan Tarsis Niwagaba
20072012
M&E Coordinator, TASO Uganda
TASO Limited, P.O Box 10443,
18. Uganda, 2006 Baseline survey for Kampala, Uganda
“Strengthening Counselor Tel.+256-752774134
Training Project(SCOT) Email: [email protected]
Project”
19. Uganda,2009 End of Project Evaluation-
Strengthening Counselor
Training Project(SCOT)
Project”
20. Uganda, 2011 End of Project Evaluation-
TEACH Project
21. Uganda, 2010 Baseline Survey for Annual
Review of the Multi-Year
Assistance Programme
(MYAP) LWF Pader Project
The Lutheran
(Food Security Project) World
22. Uganda, 2010 Annual Review of the federation
MultiYear Assistance Mr Paul Orikushaba,
(LWF)
Programme Project Manager, Lutheran World
(MYAP) LWF Pader Project Federation (LWF), Tel:
(Food Security Project) 0712977619
23. Uganda, 2008 Baseline Survey for LWF Email: [email protected]
Food Security Project“ in
Amuria and Katakwi
Districts
24. Uganda, 2011 End of Project Evaluation of
“LWF Food Security Project“
in Amuria and Katakwi
Districts (On going)
25. Uganda, 2008 Final Evaluation of Tree
planting projects in Bushenyi
and Tororo Districts
26. Uganda, 2006 Baseline survey for “Agro Mr Bernard Niwamanya, Chief
forestry project” in Kabale Climate Executive , Climate Change
District, Change Concern Tel
27. Uganda, 2009 Final Evaluation Agro Concern 0772438417
forestry project in Kabale (CCC) Email:
Disrict, [email protected]
28. Uganda, 2007 Baseline Survey for “Water
Sanitation and Hygiene
(WASH) project” in
Rukungiri
29. Uganda, 2010 Final Evaluation of WASH
project in Rukungiri
30. Uganda, 2006 Midterm evaluation of
Borehole Drilling Project in
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Rakai District
31. Uganda, 2008 Final evaluation of Borehole
Drilling Projects in Rakai,
Kiruhura Districts,
130
Annex 10.1: Curriculum Vitae of the Chief Project Designer/ Project Director
1.0 PERSONAL DATA

Name: George W. Byamukama
Date of Birth: 24/03/68
Nationality: Ugandan
Contact Address: P.O. Box 22261 Kampala -Uganda,
Tel.: 0774396529/0702396527
E-Mail: [email protected] /[email protected]
2.0 KEY QUALIFICATIONS

Mr. George W. Byamukama is an Agricultural Economist by profession. He is undertaking a PhD in
Monitoring and Evaluation of Value Chain Development programs. He holds a Master of Science
degree in Agricultural Economics and a Bachelor of Science Degree in Agricultural Economics. He
currently holds a position of Executive Director, Uganda Coffee Federation whose membership is
comprised of coffee value chain actors. One of his major technical tasks in this position is to
improve the Uganda coffee value chain with the ultimate goal of having an efficient coffee value
chain for poverty reduction among the value chain actors and other players. Formerly, he held the
position of Director, Technical Services in one of the leading Consultancy firms in Uganda –
Professional Associates Ltd (PAL). He has experience in project design (using the theory of change)
and project implementation. He is also an M&E Expert. He has conducted over forty evaluations
(using the program theory) and over twenty baseline surveys. He has experience in micro finance
credit, research, University lecturing, adult training, needs assessment and project appraisal. He
also has skills in participatory approaches and quality control of development processes as well as
socio-economic and livelihood analyses.
He has over fifteen years of research/ consultancy work experience with a bias in Monitoring and
Evaluation. He has over four years of Monitoring and Evaluation experience with one of the big
national projects (Nutrition and early Childhood Development Project- NECDP) on which he
worked as a Monitoring and Evaluation Manager under Development and Management Consultants
Limited (DMCI). He has also worked with one of the fast developing local Banks (Centenary Rural
Development Bank) as a loans officer among others. These experiences have exposed him to skills
in management of value chain development projects, planning, monitoring and evaluation as well as
skills in areas related to income generation programs. He has exhibited sensitivity to the needs and
aspirations of grassroot communities. He has provided a myriad of consultancy services to NGOs,
CBOs, Civil Society organisations and World Bank.
During the last ten years Mr. Byamukama has practiced participatory planning processes and
methods in his day-to-day work. He has during this period prepared and analyzed business plans,
action plans among others. He has not only undertaken baselines, midterm and final evaluations in
the field of agriculture/livelihood but also in other fields. For instance he has participated in
developing 3 strategies of HIV/AIDS mainstreaming as an M&E expert. He also participated in
evaluations of various health projects including HIV/AIDS projects.
3.0 EDUCATION
• PhD (Specializing in Monitoring and Evaluation of Value Chain Development programs, Uganda
Martyrs’ University (UMU), Nkozi - in progress).
• Master of Science in Agricultural Economics, Makerere University, Kampala.
• Bachelor of Science in Agricultural Economics, Makerere University, Kampala.  Certificate
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in Project Planning Management, Monitoring and Evaluation
• Certificate in Training of trainers and Development of consultancy skills
• Certificate in Participatory Planning
• Certificate in Effective Advocacy
4.0 EMPLOYMENT RECORD
1st June, 2018 – To date: Executive Director, Uganda Coffee Federation (UCF)
The specific tasks will include;
A) Leadership and Corporate governance
• The overall overseer of the Federation and is responsible for the day to day operations of the
Federation and will be responsible for executing UCF policies, initiatives;
• Is an ex-officio member of the Board of Directors and expected to partake in Board meetings
and discussions but is a non-voting member of the Board;
• Lobby and advocacy – identify challenges and opportunities and devise ways of addressing
them; bring those which are appropriate to the Board, facilitate discussions and deliberations;
• Ensure filing of all legal and regulatory documents and monitor compliance with relevant laws
and regulations.
• Work with the UCF President to enable the Board to fulfill its governance functions and facilitate
the optimum performance;
• Manage the Board’s due diligence process to ensure timely attention to core issues and long
term strategic issues.
• Where Committees are in place, recommend volunteers to participate in the Board committees.
• Ensure program quality and organizational stability through development and implementation
of standards and controls, systems and procedures, and regular evaluation.
• Staff Management – hire, supervise and motivate staff with approval from the Board of
Directors;
• Ensure a work environment that recruits, retains and supports quality staff and Volunteers and
ensure a transparent process for selecting, development, motivating, and evaluating staff
• Recommend staffing and financing to the Board of Directors. In accordance with Board action,
recruit personnel, negotiate professional contracts, and ensure that appropriate salary
structures are developed and maintained.
• Specify accountabilities for management personnel and evaluates performance regularly.
B) Organisation Development
• Engage Members from time to time to ensure that the production and trading environment is
running smoothly and for any challenges take action;
• Inform the Board and its committees about trends, issues and activities in order to facilitate
policy-making and recommend policy positions;
• Work with Board and staff to ensure that UCF mission is fulfilled through programs, strategic
planning and Members/Stakeholder outreach;
• Responsible for strategic planning and implementation of UCF Programs
• Effectively monitor and follow up programs and activities;
• Update and follow up with the Board of Directors and Members involved to ensure adequate
action plans are developed and implemented to improve program and project quality.
C) Financial Management and Sustainability

• Responsible for Federation financial management, including asking the Brad in fund raising,
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timely collection of funds and effective investment of surplus funds;
• Develop proposals for funding with support from the Board;
• Coordinate alternatively funded projects and ensure compliance with the donor requirements
and guidelines;
• Promote programs and services that are produced in a cost-effective manner, in a cost saving
manner while maintaining an acceptable level of quality;
• Oversee the fiscal activities of the organization including budgeting, reporting and audit.
• Ensure that accounting recording are properly maintained and that Reports are submitted in a
timely manner;
• Work with Board o ensure steady cash flows to support short and long term goals.
• Support the Board to design, implement and monitor a viable fundraising plan, policies and
procedures;
• Participate actively in identifying, cultivating and soliciting donor prospects.
• Responsible for the fiscal integrity of UCF including submission to the Board of a proposed
annual budget, work plans and monthly financial statements, which accurately reflect the
financial condition of the organization.
D) Communication and Public Relations

• Serve as chief spokesperson for UCF, ensuring proper representation of UCF to the Stakeholders
including government.
• The Executive Director will speak directly with the Media, donors, government representatives
and stakeholders and as the public face of UCF
• Initiate, develop and maintain cooperative relationships with key constituencies;
• Work with legislators, regulatory body, Members and representatives of the other Associations
to promote legislative and regulatory policies that encourage a healthy coffee sector and
address the issues of UCF Members.
• Act as an advocate, within the public and private sectors. For issues relevant to UCF, its services
and Members.
• Facilitate the integration of UCF into the fabric of the coffee community by using effective
marketing and communications activities and tools like the Newsletters, Yearbook and social
media.
• Liaison between the Board of Directors and the rest of the organisation and has to keep them
informed on operational issues and work with them to come up with strategic solutions to
complex challenges.
• Responsible for the enhancement of UCF image by being active and visible and working closely
with other coffee stakeholders in the fulfillment of UCF goals.
• Establish strong and appropriate relationships with different stakeholders
Jan. 2005 – June 2018: Director, Technical Services / Senior Consultant, Professional Associates
Limited (PAL)
Responsibilities:
• Management of day-to-day technical and administrative affairs of the firm
• Undertaking research and providing consultancy services in Agriculture, Food security,
Agricultural Economics, Microfinance, Economics and Environment.
• Leading technical teams
• Monitoring and evaluating projects/programs to which the firm provides technical assistance
• Training of trainers, Research Assistants and Enumerators
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• Development and write up of technical and financial proposals
• Editing technical proposals
• Coordinate the activities of consultants and researchers to ensure timely submission of reports
• Carrying out training needs assessment for the firm's clients
• Collection of data and information
• Designing survey instruments
• Data processing and analysis
• Report write up
• Editing reports prepared by contracted consultants
Feb. 2004 – December 2004: Director, Technical Services / Senior Consultant, Undox Multi-
Consult International (UMCI)
Responsibilities:
• Management of day-to-day technical and administrative affairs of the firm
• Undertaking research and providing consultancy services in Livelihood analysis and
microfinance
• Leading technical teams
• Monitoring and evaluating projects/programs to which the firm provides technical assistance
• Training of trainers, Research Assistants and Enumerators
• Development and write up of technical and financial proposals
• Editing technical proposals
• Coordinate the activities of consultants and researchers to ensure timely submission of reports
• Carrying out training needs assessment for the firm's clients
• Data processing and analysis
• Report write up
• Editing reports prepared by contracted consultants
Jan. 2000 – Jan. 2004: Monitoring and Evaluation Manager/ Senior Consultant,
Development and Management Consultants International
(DMCI)
Duties and Responsibilities:
A) Management and monitoring of all monitoring and evaluation activities of the project
• Lead the development of the Central Region Research, Planning, Monitoring and Evaluation
process
• Manage the project’s core M&E activities (baseline, planning, monitoring & evaluation
processes, quarterly reporting, Project Progress Report production and database
management)
• Ensure compliance of the Central Region interventions with the national corporate planning,
monitoring and evaluation requirements
• Manage special studies, research, surveys and evaluation activities
• Support institutional learning and facilitate sharing of relevant project and research
information within and outside the organization
• Ensure that the usage of PPM is guided and facilitated
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B) Technical Leadership Ensure
that:
• Orientation in M&E systems for project staff is coordinated
• Staff development needs in the area of Research, M&E and use of PPM are identified and
appropriate trainings are organized so that staff achieve desired competencies
• Build staff, partner and community capacity to monitor and evaluate the project activities
• Support actively the M&E network
• State-of-the art technical knowledge and up-to-date best practices in monitoring and
evaluation are applied
• The field and the project Management Team are provided with proposals for corrective actions.
• Project Monitoring Coordinators s are effectively supervised to produce and submit high
quality monitoring reports timely
• Positive corporate image of the Consultancy firm is projected in all representations to the
project head office, other agencies and donors.
C) External Relations
To ensure that :
1. Good communication (spoken, written and presentational) skills are demonstrated, including
ability to defend and explain difficult issues with respect to key decisions and positions to staff,
partners, children and their caregivers
 Contacts with children, their families and communities, relevant partners, National
Organisations, donors, and government officials are cultivated
D) Team Work and Supervision

• Collaboratively and effectively work with others.
• Ensure good teamwork internally and externally
• Work with the field staff in developing and supporting other supplementary planning,
monitoring and evaluation systems (when appropriate)
• Prepare a plan of action for implementation of M&E activities, in consultation with the MD
• Ensure that all planned M&E activities are implemented
• Disseminate M&E results to Plan staff, communities and other stakeholders  Attend
M&E workshops, seminars and training as and when required to do so.
• Supervise staff
E) Budgeting, reporting and Coordination

• Coordinate strategic planning exercise
• Coordinate the Program Budgets
• Coordinate the corporate monitoring systems to ensure guidelines are followed, tools are being
used appropriately, staff is trained, computer base systems are functioning, etc.
• Coordinate the annual reporting  Coordinate the evaluation systems.
Nov. 1999 - Jan. 2000: Operations Manager, Impact Associates Ltd.
Responsibilities:
• Socio-economist / Agricultural Economics Consultant
• Proposal writing and soliciting for research contracts.
• Supervising research assistants especially in data collection.
135
• Data processing and analysis.
• Report writing.
• Monitoring and Evaluation of Projects
• Day to day management of the firm’s operations and affairs.
June 1997-Oct. 1999: Senior Loans Officer, Centenary Rural Development Bank.
Responsibilities:
• Project (loan) appraisal especially for Agricultural Loans  Loan disbursement.
• Project (business) monitoring
• Loan recovery
• Spot checking the cashiers
Jan. 1997 – June 1997: Socio-economic Researcher, International Institute of Tropical Agriculture
(IITA).
Responsibilities:
• Data entry and analysis
• Report write up
Aug. 1993 - May 1997: Research Assistant, Makerere University, Department of

Agricultural Economics.
Responsibilities:
• Data entry and analysis
• Report write up
Aug. 1993 - May 1997: Assistant Lecturer, Makerere University, Department of Agric.
Economics.
Responsibilities:
• Teaching and examining undergraduate courses
• Examining undergraduate case studies
5.0 LIST OF CONSULTANCIES DONE
Evaluations
i. Final Evaluation of AGRA’s Market Access Program in 12 African Countries
ii. End of Project Evaluation for the EC Food Security Thematic Project (FSTP) in Torit and
Ikotos Counties, Eastern, South Sudan, CRS iii. End of Project Evaluation for the Jonglei Food
Security & Livelihood (JFSLD) Project in Fangak and Pigi Counties, Jonglei State, South Sudan,
World Vision
iv. Benchmarking the Business of Agriculture in Uganda, The World Bank
v. Report Quality Assurance - Evaluation of the thematic Curriculum, National Curriculum
Development Centre (NCDC) vi. Report Quality Assurance - Evaluation of the Primary
Four Transitional Curriculum, NDC vii. End of Project Evaluation for the Emergency Response
Water, Sanitation and Hygiene project in Warrap State, South Sudan, World Vision
136
viii. Final evaluation of the LWF Food security Project in Kitgum and Lamwo districts, LWF
ix. Final evaluation of TASO TEACH II Program in 27 African Countries (Mainly qualitative
research)
x. Final evaluation of the Matooke Banana program aimed at increasing the incomes of
smallholder farmers in south western Uganda, TechnoServe Inc.
xi. Final evaluation of the LWF Food security Project in Katakwi and Amuria districts,
xii. Annual Review of the Multi-Year Assistance Programme (MYAP) LWF Pader Food security
Project, LWF.
xiii. Mid Term Review of the livelihood and micro finance components of Plan Uganda programs
(Qualitative research /Mt Elgon area inclusive/ one of the projects in the program was a
food security project for small scale farmers in Luwero district)
xiv. The mid-term evaluation of Integrated Community Capacity Building Health Programme
(ICCBH), Buso Foundation xv. End of project evaluation of the Uganda Participatory Poverty
Assessment Project (UPPAP), Ministry of Finance and Economic Development.
xvi. Provision of technical assistance to the Nutrition and Early Childhood Development Project,
Ministry of Health/World Bank. The technical assistance is in the fields of Project planning,
Monitoring and Evaluation, Micro-enterprise Development and research basics.
xvii. Evaluation of the self-sustainability of Enugu State Community Directed Treatment with
Ivermectin Projects. xviii. Evaluation of the self-sustainability of Nasarawa State Community
Directed Treatment with
Ivermectin Projects in Nigeria xix. Evaluation of the self-sustainability of Community
Directed Treatment with Ivermectin Projects in Malawi.
xx. Evaluation of the self-sustainability of Community Directed Treatment with Ivermectin
Project in Narasawa State Nigeria. African Programme for Onchocerciasis Control (APOC).
xxi. Evaluation of the self-sustainability of Community Directed Treatment with Ivermectin
Projects, African Programme for Onchocerciasis Control (APOC).
xxii. Evaluation of the Kisiizi hospital health society (a community-based health insurance
scheme).
xxiii. Evaluation of a Child Survival Project implemented in Ssembabule, Masaka-Uganda by the
Minnesota International Health Volunteers (MIHV) a US-based PVO. xxiv. Evaluation of the
Fee for Service Project by the Ministry of Health/District Integrated Health Project.
xxv. Midterm evaluation of the Environmental Conservation Project implemented by JEEP in
Kampala, Luwero and Tororo Program areas for Plan International xxvi. Health Baseline
Survey in Kampala, Luwero, Kamuli and Tororo Program Areas, Plan
International xxvii. End of project evaluation for “Caring for Orphans and other
Vulnerable Children” Project
xxviii. End of project evaluation for “TASO staff Training” Project
xxix. Mid-Term Evaluation of the TASO Strategic Plan 2007-2012
xxx. End of Project Evaluation- Strengthening Counselor Training Project (SCOT) & TEACH
Project
xxxi. Final Evaluation of WASH project in Rukungiri, Climate Change Concern
xxxii. Midterm evaluation of Borehole Drilling Project in Rakai District, Climate Change Concern
xxxiii. Final evaluation of Borehole Drilling Projects in Rakai, Kiruhura Districts Climate Change
Concern, xxxiv. Mid-Term Evaluation of the Poverty Alleviation Programme, African
Development Bank.
xxxv. Final Evaluation Agro forestry project in Kabale District,, CCC
xxxvi. Final Evaluation of WASH project in Rukungiri District, CCC
xxxvii. Midterm evaluation of Borehole Drilling Project in Rakai District, CCC
xxxviii. Final evaluation of Borehole Drilling Projects in Rakai, Kiruhura Districts, CCC
137
xxxix. End of project evaluation for “Caring for Orphans and other Vulnerable Children” Project,
Salvation Army xl. Evaluation of the World Vision development activities in the districts of
Masaka, Rakai, Gulu, Hoima and Kitgum – World Vision International.
xli. Final Evaluation of Tree planting projects in Bushenyi and Tororo Districts, Climate Change
Concern (CCC)
Baselines
i. Baseline survey for Conservation Cotton Initiative in Northern Uganda, TechnoServe Inc.
ii. Food and income security baseline survey in Magwi, Kajokeji, lanya, Morobo and Yei
Counties,
Action Africa help Internal (AAH –I) iii. Socio-economic Baseline survey for a Food Security
Project in Luwero Program Area, Plan
International iv. Baseline survey on the socio-economic situation of communities in Soroti
Katakwi and Kumi, Action Aid – Uganda.
v. Baseline survey for a food security (through coffee) project in Luwero, Plan International
((Both qualitative and quantitative/ worked with small scale farmers) vi.
Baseline survey for “the Scaling up of HIV/AIDS project”, Plan International
vii. Baseline survey for “Mukuju PMTCT project”, Plan International
viii. Baseline survey for “Caring for Orphans and other Vulnerable Children” Project, Salvation
Army ix. Baseline survey for “Strengthening Counselor Training
Project(SCOT)Project”, TASO
x. Baseline Survey for Annual Review of the Multi-Year Assistance Programme (MYAP) LWF
Pader Project (Food Security Project) xi. Baseline Survey for LWF Food
Security Project“ in Amuria and Katakwi Districts
xii. Baseline survey for “Agro forestry project” in Kabale Disrict, Climate Change Concern
xiii. Baseline Survey for “Water Sanitation and Hygiene (WASH) project” in Rukungiri, Climate
Change Concern
Trainings conducted/managed
i. Training Research Assistants and Enumerators for Baselines and evaluations and other
consultancies undertaken.
ii. Training enrolled nurses and midwives in antenatal health and care for the Prevention of
Mother to Child Transmission of HIV I (PMTCT) project in Sembabule district, Sembabule
District health Department.
iii. Training VHTS, TBAS and PDCS/PDAS in Maternal Child Health care (Antenatal Health and
Postnatal Care Services) in Kampala Program Area, Plan Uganda iv. Training
Midwives and Traditional Birth Attendants in PMTCT Awareness Raising and Provision of
Antenatal/Postnatal Care to Positive Mothers and Their Babies in Kamuli Program Area.
v. Training of Village Health Teams (VHT) In HIV/AIDS Counseling in Kamulii Program Area., Plan
Uganda vi. Training PTC Executives in Prevention of Mother to Child Transmission
of HIV I , Plan
Uganda vii. Development and Production of IEC Materials on HIV/AIDS for Schools Project
in Kawempe
Program Area of Plan Uganda viii. Training Counsellors for A Voluntary Counselling
and Testing Program, Christian AID ix. Child Survival Communication Strategy &
Message Development (IEC material development and production), MOH
x. Training Child Care Givers in Child Nutrition, Cognitive and Psycho-social Development,
UNICEF xi. Training in Principles and Skills of Counseling and Palliative Care,
AIM Uganda
xii. Developing Information Brochures for ADB/ECA Conference, Mulago Hospital
138
xiii. Review of the Dissemination & Advocacy Strategy (IEC materials development) for Uganda
Participatory Poverty and Advocacy Process (UPPAP), MFPED xiv. Training Child Care
Givers in Child Nutrition, Cognitive and Psycho-social Development,
UNICEF xv. Training Caregivers in Early Child care and Development, Save The
Children Fund
xvi. Developing Malaria IEC materials, Ministry of Health
xvii. Training in Counseling and Palliative care, AVSI
xviii. Training Caregivers in Early Child care and Development, Reach The Children
Other consultancies
i. Development of the Post-Harvest Management Project in Eastern Uganda – Catholic Fund for
Overseas Development, UK. ii. Study of the socio-economic situation of orphans and destitute
children in the districts of Soroti, Kumi, Katakwi, Mbale and Pallisa. iii. Design of the Health
Education and Implementation strategies for the African Resources Development
Organization/World Bank.
iv. Development of 5-year development plans for the Catholic Diocese of Soroti, Lira, Moroto,
Masaka, Hoima and Mbarara – Catholic Relief Services – USA.
v. Technical Assistance in the formulation of District Development Plans for Masaka and
Kiboga Districts.
vi. Export Potential of Asparagus in Uganda, Asparagus project, Department of Crop Science,
MUK
vii. Management of the Land Act Implementation and dissemination of for DFID.
viii. Management of the Resource mobilisation strategies for the Global Environment Facility
/UNDP.
ix. Socio-economic impact assessments of CARE Queen Elizabeth National Park development
interventions, CARE International
x. Designing Institutional Development/training materials for UNICEF. These materials were
used in strengthening the capacity of Districts to implement UNICEF –funded interventions
xi. Developing a strategy for mainstreaming HIV/AIDS for the ministry of Agriculture, Ethiopia,
2009 xii. Influence of community based structures on hospital admissions of PLWHAs,
MOH/WB,
Uganda, 2010 xiii. Developing a strategy for mainstreaming HIV/AIDS for the
Road Sector, Malawi, 2010
xiv. KAP study on community response to MOH programmes, Uganda, 2009.
xv. Development of the IEC Strategy for the Capacity Enhancement Programme (CAPEP), MOH,
Uganda, 2007 xvi. Developing a strategy for mainstreaming HIV/AIDS for the Ministry of
Finance, Nigeria, 2010
xvii. Categorization and Needs assessment for Ugandan farmers, Plan for Modernization of
Agriculture (PMA) (Both Qualitative and quantitative research /Mt Elgon area inclusive/ one of the
projects in the program was a food security project for small scale farmers in Luwero district) xviii.
Assessment of the Food Security Status in various Districts of Uganda, FAO (Both qualitative
and quantitative/ Mt Elgon
xix. Gross Margin analysis for crop and animal enterprises in 16 districts in Uganda, NAADS (Both
qualitative and quantitative/Mt Elgon area/ worked with small scale farmers)
xx. Assessment of the Food Security Status in various Districts of Uganda, FAO (Both qualitative
and quantitative/ Mt Elgon area inclusive
139
6.0 LANGUAGE PROFICIENCY
LANGUAGE SPEAKING READING WRITING
English Excellent Excellent Excellent
Luganda Good Good Good
Runyakitara Excellent Excellent Excellent
7.0 CERTIFICATION
I, the undersigned, certify that to the best of my knowledge and belief, these data correctly describe
my qualifications experience and me.
Name of Consultant: BYAMUKAMA George William
140
Annex 10.2: Scanned PAL Audited Accounts
(See next page)
141
Annex 10.2.1: PAL Audited Accounts 2019
PROFESSIONAL ASSOCIATES LIMITED (PAL)
AUDITORS’ REPORT AND FINANCIAL STATEMENTS

FOR
THE YEAR ENDED
31ST DECEMBER 2019
PM ASSOCIATES
Certified Public Accountants
SUITE 4/5, 4TH FLOOR, FOUNTAIN HOUSE
PLOT 55 NKRUMAH ROAD,
Tel: 256 414 385 026 / 752 669 407
P.O. Box 12380 Kampala
E-mail: [email protected]
1.0 COMPANY INFORMATION
BOARD OF DIRECTORS Dr. George William Byamukama - Chairman

Dr. Ronald Kazibwe – Vice Chairman
Eng. Albert Mulangira -Treasurer
Dr. Hitna Kazibwe - Director
Dr.Kraal Ballar - Director
Prof. Fred Kabi – Managing Director
REGISTERED OFFICE Plot 68 Paul Wasswa Road, Mutundwe

P.O. Box 22261
Kampala, Uganda
AUDITORS PM ASSOCIATES
Suite 4/5,4th Floor
Fountain House, Nkrumah Road,
P.O. Box 12380
Kampala, Uganda
BANKERS Centenary Bank Ltd

Kampala Road
Kampala, Uganda
142
143
2.0 REPORT OF THE DIRECTORS:
The Directors present their report and audited accounts for the year ended 30 th September 2019.
Incorporation
PROFESSIONAL ASSOCIATES LIMITED (PAL) was incorporatedon15th April, 2005 as a Company

Limited by shares
Principal Activities:
PAL is a limited company whose primary objective is to undertake/facilitate project planning,
management/implementation as well as monitoring and evaluation.
This report is presented by the Board of Directors of PAL. Accordingly, this report and the financial
statements as well as the accompanying notes to the financial statements, presented herein, are
limited to the activities of PAL
Results of Operations:
The operating results (UGX) for the financial year ended 31 st December, 2019 are presented in
section 5.0 of this report.
Auditors
The Auditors. PM ASSOCIATES, were appointed under Companies Act (Cap.110). They have
expressed their willingness to continue in office in accordance with section 159 (2) of the
Companies Act (Cap.110).
………………………………. ……………………………. Director:

Director
Date…………………………. Date…………………………
By Order of the Board
3.0 STATEMENT OF DIRECTORS RESPONSIBILITIES

The law requires the Board of Directors to prepare financial statements for each financial year
which gives a true and fair view of the state of the Company.
In preparing those financial statements, the Board must do the following: -

i. Select suitable accounting policies and then apply them consistently
ii. Make judgments and estimates that are reasonable and prudent.
iii. Prepare the financial statements on a going concern basis unless it is inappropriate to
presume that the Company will continue its activities
The Directors are responsible for keeping proper accounting records which disclose with
reasonable accuracy, at any time, the financial position of the business. They are also responsible for
safeguarding the Company’s assets by taking reasonable steps for prevention and detection of fraud
and other irregularities.
144
Nothing has come to the attention of the Directors to indicate that the Company will not remain a
going-concern for at least 12 months from the date of this statement.
Approved by the Directors on………………………….. 2020 and signed on its behalf by:
George William Byamukama……………………………………….Chairman Board of Directors
145
Plot 55 Nkrumah Road
Fountain House,
Floor 4, Suite 4
P. O. Box 12380
Kampala
Tel: 256 414 385 026
256 772 669 407
256 772 388112
Registration no: AF0042
4.0 REPORT OF THE INDEPENDENT AUDITORS

TO THE DIRECTORS OF THE UGANDA COFFEE FEDERATION FOR THE YEAR ENDED 31st
DECEMBER, 2019
Report on the Audit of the Financial Statements

Auditors’ report to the Board of Directors of THE PROFESSIONAL ASSOCIATES LIMITED
Opinion
We have audited the financial statements of THE PROFESSIONAL ASSOCIATES LIMITED (PAL)
set out on pages 10 to 13 which comprise of the statement of financial position as at 31 st
December, 2019, and the statement of comprehensive income, statement of changes in equity and
statement of cash flows for the year then ended, and notes to the financial statements, including a
summary of significant accounting policies. In our opinion, the accompanying financial
statements give a true and fair view of the financial position of PAL as at 31st December, 2019, and
of its financial performance and cash flows for the year then ended in accordance with
International Financial Reporting Standards for Small and Medium Sized Entities (IFRS for SMEs)
and the requirements of the Uganda Companies Act 2012
Basis for Opinion

We conducted our audit in accordance with International Standards on Auditing (ISAs). Our
responsibilities under those standards are further described in the Auditor’s Responsibilities for
the Audit of the Financial Statements section of our report, The Institute of Certified Public
Accountants of Uganda Code of Ethics (ICPAU Code of Ethics), which is consistent with the
International Ethics Standards Board for Accountants’ Code of Ethics for Professional
Accountants, together with other ethical requirements that are relevant to our audit of the
financial statements in Uganda, and we have fulfilled our other responsibilities under those
requirements. We believe that the audit evidence we have obtained is sufficient and appropriate
to provide a basis for our opinion.
Other Information
The Directors are responsible for the other information. The other information comprises the
information included in; ‘Results For The Year’ Statement, the ‘Directors’ Report’, and the
‘Statement of Directors’ Responsibilities’. The other information does not include the financial
statements and our auditor’s report thereon. Our opinion on the financial statements does not
cover the other information and we do not express any form of assurance conclusion thereon. In
connection with our audit of the financial statements, our responsibility is to read the other
information and, in doing so, consider whether the other information is materially inconsistent
with the financial statements or our knowledge obtained in the audit or otherwise appears to be
materially misstated. If, based on the work we have performed, we conclude that there is a
146
material misstatement of this other information, we are required to report that fact. We have
nothing to report in this regard.
Responsibilities of the Directors for the Financial Statements

The Directors are responsible for the preparation of financial statements that give a true and fair
view in accordance with the International Financial Reporting Standards for Small and Medium
Sized Entities (IFRS-SMEs) and the requirements of the Uganda Companies Act 2012, and for
such internal controls as the Directors determine is necessary to enable the preparation of
financial statements that are free from material misstatement, whether due to fraud or error. In
preparing the financial statements, the Directors are responsible for assessing the Company’s
ability to continue as a going concern, disclosing, as applicable, matters related to going concern
and using the going concern basis of accounting unless the Directors either intend to liquidate the
Company or to cease operations, or have no realistic alternative but to do so.
Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a
whole are free from material misstatement, whether due to fraud or error, and to issue an
auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but
is not a guarantee that an audit conducted in accordance with ISAs will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered
material if, individually or in the aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of these financial statements.
As part of an audit in accordance with ISAs, we exercise professional judgment and maintain
professional skepticism throughout the planning and performance of the audit.
We also:
• Identify and assess the risks of material misstatement of the financial statements,
whether due to fraud or error, design and perform audit procedures responsive to those
risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for
our opinion. The risk of not detecting a material misstatement resulting from fraud is
higher than for one resulting from error, as fraud may involve collusion, forgery,
intentional omissions, misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the Company’s internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of
accounting estimates and related disclosures made by the Directors.
• Conclude on the appropriateness of the Directors’ use of the going concern basis of
accounting and based on the audit evidence obtained, whether a material uncertainty
exists related to events or conditions that may cast significant doubt on the Company’s
ability to continue as a going concern. If we conclude that a material uncertainty exists,
we are required to draw attention in our auditor’s report to the related disclosures in the
financial statements or, if such disclosures are inadequate, to modify our opinion. Our
conclusions are based on the audit evidence obtained up to the date of our auditor’s
report. However, future events or conditions may cause the Company to cease to continue
as a going concern.
• Evaluate the overall presentation, structure and content of the financial statements,
147
including the disclosures, and whether the financial statements represent the underlying
transactions and events in a manner that achieves fair presentation. We are required to
communicate with the Audit and Risk Committee regarding, among other matters, the
planned scope and timing of the audit and significant audit findings, including any
significant deficiencies in internal control that we identify during our audit.
We are also required to provide the Board of Directors with a statement that we have complied
with relevant ethical requirements regarding independence, and to communicate with them all
relationships and other matters that may reasonably be thought to bear on our independence,
and where applicable, related safeguards.
For the matters communicated with the Board of Directors, we determine those matters that
were of most significance in the audit of the financial statements of the current period and are
therefore the key audit matters. We describe these matters in our management letter unless law
or regulation precludes disclosure or when, in extremely rare circumstances, we determine that a
matter should not be communicated in our management letter because the adverse
consequences of doing so would reasonably be expected to outweigh the benefits of such
communication.
Report on other Legal and Regulatory Requirements

As required by the Uganda Companies Act 2012 which requires that in carrying out our audit, we
consider and report to you on the following matters. We confirm that:
• We have no relationship, interests and debts in the Company;
• We have obtained all the information and explanations which to the best of our knowledge
and belief were necessary for purposes of the audit;
• In our opinion, proper books of account have been kept by PAL, so far as appears from our
examination of those books;
• We have communicated to the Directors through the management letter, internal control
weaknesses identified in the course of our audit including our recommendations with
regards to those matters.
The engagement Partner on the audit resulting in this independent auditor’s report is CPA
Patrick Musinguzi – P0055.
For: PM ASSOCIATES, CPAs
CPA, Patrick Musinguzi
18th March 2020

Partners: CPA Patrick Musinguzi and CPA Samuel Okurapa
The firm is regulated by the Institute of Certified Public Accountants of Uganda (ICPAU)
5.0 STATEMENT OF FINANCIAL POSITION
PROFESSIONAL ASSOCIATES LIMITED

Statement of Financial Position
As at 31st December
Note 2019 2018
148
ASSETS
Non-Current Assets
Furniture and Equipment (Net) Annex 1 5,480,484 7,204,463
Current Assets
Accounts Receivable Annex 2 116,858,437 69,473,690
Cash and Cash equivalents Annex 3 198,923,932 167,519,074
315,782,369 236,992,764
Total Assets 321,262,853 244,197,227
EQUITY 9.0 - 2 ( g ) 0 0
Accumulated Fund 218,282,520 189,323,419
Surplus For The Year 69,646,323 28,959,101
Total Equity 287,928,843 218,282,519
LIABILITES
Current Liabilities
Accounts Payable Trade Annex 4 33,334,011 25,914,708
Advances From Clients Annex 5 0 0
Total Liabilities 33,334,011 25,914,708
Total Liabilities and Equity 321,262,854 244,197,227
…………………………………………………… ……………………………………………………
Chief Executive Officer Treasurer
Date Date
The notes in section 9.0 and annexes are an integral part of these financial statements
6.0 STATEMENT OF COMPREHENSIVE INCOME
Statement of Comprehensive Income
For The Years Ended 30 September
Note 2019 UGX 2018 UGX
Revenue Annex 6 252,032,218 215,734,036
General and Administrative Expenses
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Administrative Expenses Annex 7 ( a ) 95,188,998 71,469,348
Travel, Meetings and Events Annex 7 ( b ) 45,778,432 83,719,664
Professional Fees Annex 7 ( c ) 2,945,600 3,068,800
Printing and Publications Annex 7 ( d ) 45,723,828 35,991,648
Finance Charges Annex 7 ( e ) 1,125,680 1,568,162
Total General and Administrative 190,762,537 195,817,623
Expenditures
Other Income and Expenses

Interest Income
Gain/(Losses) on Foreign Currency Exchanges 9.0 - 2 ( b ) 374,478 2,017,684
Depreciation Expense Annex 1 -1,723,980 -1,805,141
Bad Debt Expense 0 0
Total Other Income and Expenses -1,349,502 212,543
Surplus (Deficit) for the Year 69,646,323 28,959,101
7.0 STATEMENT OF CHANGES IN EQUITY

Statement of Changes in Equity
For The Year Ended 31st December, 2019
Note Accumulated Surplus For The Total

Surpluses Year
31-Dec-17 189,323,419 0 189,323,419
Deficit for the 28,959,101 28,959,101

Year
31-Dec-18 Annexes 6&7 189,323,419 28,959,101 218,282,519
Prior Year Surplus 28,959,101 -28,959,101
Current Year 69,646,323 69,646,323

Surplus
31-Dec-19 Annexes 6&7 218,282,519 69,646,323 287,928,842
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8.0 STATEMENT OF CASH FLOWS

Statement of Cash Flows
For The Years Ended 31st December
Note 2019 (UGX) 2018 ( UGX )

Cash Flows From Operating Activities
Surplus of Income Over Expenses Annexes 6&7 69,646,323 28,959,101
Adjustments For: 0 0
0 0
Depreciation Annex 1 1,723,980 1,805,141
Investment Income 0 0
Changes in Working Capital:
(Increase) Decrease in Accounts Receivable Annex 2 -47,384,747 -23,459,584

Increase in Accounts Payable Annex 4 7,419,303 -15,518,409
0 0
Cash Generated By Operations 21,678,714 -17,939,895
Cash Flows From Investing Activities
Purchase of Furniture and Equipment Annex 1 0 0

Interest received From Fixed Deposits 0 0
Net Cash From Investing Activities 0 0
Net (Decrease) Increase in Cash 31,404,858 -9,154,551
Cash at Beginning of Year Annex 3 167,519,074 176,673,625
Cash and Cash Equivalents at End of Year Annex 3 198,923,932 167,519,074
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9.0 ACCOUNTING POLICIES AND EXPLANATORY NOTES TO THE FINANCIAL STATEMENTS
1 General Information
PROFESSIONAL ASSOCIATES LIMITED (PAL) was incorporated on15TH April, 2005 as a Company
Limited by Shares

2(a) Basis of preparation

The financial statements of PAL have been prepared in accordance with the
‘International Financial Reporting Standards For Small and Medium Sized Entities
(IFRS-SMEs). They have been prepared under the historical cost convention.
The preparation of financial statements in conformity with IFRS-SMEs requires the use
of certain critical accounting estimates. It also requires management to exercise its
judgement in the process of applying PAL’s accounting policies. Areas involving a higher
degree of judgement or complexity, or areas where assumptions and estimations are
significant to the financial statements are disclosed in note 3. The financial statements
are presented in Uganda Shillings (UGX)
b) Functional currency and translation of foreign currencies

Transactions are recorded on initial recognition in Uganda Shillings, being the currency of the
primary economic environment in which the Company operates (the functional
currency). Transactions in foreign currencies are converted into Uganda Shillings using
the exchange rates prevailing at the dates of the transactions. Foreign exchange gains
and losses resulting from the settlement of such transactions and from the translation at
yearend exchange rates of monetary assets and liabilities denominated in foreign
currencies are recognized in the statement of comprehensive income. Foreign exchange
gains and losses that relate to cash and cash equivalents are presented in the statement
of comprehensive income below operating results.
c) Fixed Assets
Fixed assets are stated at historical cost less accumulated depreciation and any accumulated
impairment losses. Historical cost includes expenditure that is directly attributable to
bringing the asset to the location and condition necessary for it to be capable of operating in
the manner intended by management.
PAL adds to the carrying amount of an item of fixed assets, the cost of replacing parts of such
an item, when that cost is incurred and if the replacement part is expected to provide
incremental future benefits to the organization. When such incremental future benefits are
deemed unattainable, the carrying amount of the replaced part is derecognised. All other
repairs and maintenance are charged to operating surpluses or deficits during the period in
which they are incurred.
Depreciation on fixed assets is charged so as to allocate the cost of assets less their residual
value over their estimated useful lives, using the straight-line method. The estimated useful
lives range as follows:
– Furniture, Fittings and Office Equipment 5 years
The assets’ residual values, useful lives and depreciation methods are reviewed, and adjusted
152
prospectively if appropriate, if there is an indication of a significant change since the last
reporting date.
An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s
carrying amount is greater than its estimated recoverable amount.
Gains and losses on disposals are determined by comparing the proceeds with the carrying
amount and are recognised within ‘other gains/ (losses) – net’ in the statement of
comprehensive income.
d) Receivables
Trade receivables are recognised initially at the transaction price. They are subsequently
measured at amortised cost using the effective interest method, less provision for
impairment. A provision for impairment of trade receivables is established when there
is objective evidence that PAL will not be able to collect all amounts due according to
the original terms of the receivables. The amount of the provision is recognized in the
statement of comprehensive income. Whereas there were no provisions made for
impairment of receivables during 2018 the policy remains as stated.
e) Accounts Payable
Accounts payable are recognised initially at the transaction price and subsequently measured at
amortised cost using the effective interest method.
f) Income recognition
Income comprises the fair value of the consideration received or receivable for the services of the
organization in the ordinary course of the organization’s activities.
The organization recognises income when: the amount of income can be reliably measured; it is
probable that future economic benefits will flow to the entity; and specific criteria have been met
for each of the organization’s activities, as described below.
Grants
Grants from donors are recognised at their fair value in comprehensive income where there is a
reasonable assurance that the grant will be received and the organization has complied with all
attached conditions (Note 8). Grants received where the Organization has yet to comply with all
attached conditions are recognised as liabilities (and included in deferred income) and released to
income when all attached conditions have been complied with. There was no deferred income at
30TH September, 2018. Grants received are classified according to the donor in comprehensive
income.
g) Company’s Equity (Net Assets)

Net assets are classified according to donor imposed restrictions. Net Assets, at 31 st December,
2019 were not subject to donor imposed restrictions and were comprised of the net residual
value of fixed assets and accumulated operating surpluses resulting from donated financial
resources and Membership Subscriptions.
h) Income tax
PAL has not made a provision for income taxes.
3 Information about key sources of estimation uncertainty and judgements
153
Estimates and judgements are continually evaluated. They are based on historical experience and
other factors, including future expectations.
Key sources of estimation uncertainty

The organization makes estimates and assumptions concerning the future. The resulting
accounting estimates will, by definition, seldom equal the related actual results. The estimates
and assumptions that have a significant risk of causing a material adjustment to the carrying
amounts of assets and liabilities within the next financial year are disclosed below.
(i) Critical accounting estimates and assumptions
Receivables
Critical estimates are made by the directors in determining the recoverable amount of impaired
receivables.
Property, and equipment

Critical estimates are made by the directors in determining depreciation rates for property, plant and
equipment. The rates used are set out in 2(b) above.
(ii) Critical judgments in applying the entity’s accounting policies
In the process of applying the Company’s accounting policies, management has made judgments in
determining:
The classification of financial assets and leases, and
Whether assets are impaired.
4 Financial risk management objectives and policies

PAL’s activities expose it to a variety of financial risks, including the effects of changes in foreign
currency exchange. The Organization’s overall risk management focuses on the
unpredictability of financial markets and seeks to minimize the potential adverse effects on its
financial performance, but the Organization does not hedge any risks.
Market risk
(i) Foreign exchange risk
PAL maintains foreign currency deposits and is exposed to foreign exchange risk arising from
the different currency exposures, primarily with respect to the United States Dollar and
Uganda shilling. Foreign exchange risk arises from future commercial transactions, and
recognized assets and liabilities.
(ii) Price risk

The organization does not hold any financial instruments subject to price risk. There,
however, exists indirect price risk associated with commodity prices relative to the coffee
trade. Fluctuations in coffee prices affect the livelihood of PAL’s members who are all
involved in the coffee trade. Such price fluctuations may affect the income received by PAL
from its members.
Credit risk
Credit risk arises from cash and cash equivalents, and deposits with banks, as well as trade
and other receivables. The company does not have any significant concentrations of credit
risk.
154
ANNEXES
Annex 1: Property and Equipment (Uganda Shillings)

Office Fittings Computer And Office Total
And Equipment Peripherals Furniture
2018
Cost
31-Dec-17 4,076,800 13,554,126 11,289,936 28,920,862
Additions 940,800 0 940,800
31-Dec-18 4,076,800 14,494,926 11,289,936 29,861,662
Accumulated Depreciation
31-Dec-17 3,936,360 7,069,824 9,845,874 20,852,058
Charge For The Year 2018 28,088 1,488,241 288,812 1,805,142
31-Dec-18 3,964,448 8,558,066 10,134,686 22,657,200
Carrying Amount
As at 31st December, 2017 140,440 6,484,302 1,444,062 8,068,804
As at 31st December, 2018 112,352 5,936,860 1,155,250 7,204,462
2019
Cost
31-Dec-18 4,076,800 14,494,926 11,289,936 29,861,662
Additions 0 0 0 0
31-Dec-19 4,076,800 14,494,926 11,289,936 29,861,662
31-Dec-18 3,964,448 8,558,066 10,134,686 22,657,200
Charge For the Year 2019 22,471 1,470,459 231,050 1,723,980
31-Dec-19 3,986,919 10,028,525 10,365,737 24,381,180
Carrying Amount 0 0 0 0
As at 31st December, 2018 112,352 5,936,860 1,155,250 7,204,462
As at 31st December, 2019 89,881 4,466,401 924,199 5,480,481
Annex 2: Accounts Receivable

Debtor 2019 (UGX) 2018 (UGX)
Kazang Graphics and Events 116,858,438 0
Catholic Relief Services 0 69,473,690
Total Accounts Receivable 116,858,438 69,473,690
Annex 3: Cash and Cash Equivalents

Cash and cash equivalents include the following for purposes of the cash flow statement:
Financial Institution 2019 (UGX) 2018 (UGX)
Centenary Bank UGX 9,144,293 4,478,477
Centenary Bank USD 182,082,046 159,605,725
Cash on Hand 7,697,594 3,434,872
Total 198,923,932 167,519,074
155
Annex 4: Accounts Payable
Description 2019 (UGX) 2018 (UGX)
Provision Audit Fees 2,945,600 1,456,000
Uganda Telcom LTD 0 200,628
Staff Salaries 30,388,411 24258080
Total 33,334,011 25,914,708
Annex 5: Advances from Clients

Expense Description 2019 (UGX) 2018 (UGX)
Pre-Paid Consultancy fees 0 0
Annex 6: Revenue
Revenue Consists of the Following:
Consultancies 252,032,218 215,734,036
Total Revenue 252,032,218 215,734,036
Annex 7: Expenditures
Expenditures are as follows:
(a) Administrative Expenses:
Staff Salaries and Benefits 65,927,999 68,042,800
Telephone 2,054,565 2,337,204
Office Supplies 3,401,104 5,353,264
Postage and Courier 85,680 85,680
Total Administrative Expenses 71,469,348 75,818,948
(b) Travel and Meetings:

Travel, Meetings and Events 2019 (UGX) 2018 (UGX)
Foreign Travel 0 2,278,080
Local Travel 3,418,800 3,245,312
Board Meetings 2,263,520 18,736,816
Total Travel and Meetings 5,682,320 24,260,208
( c ) Professional Fees
Audit 2,945,600 1,456,000
Consultants - Information Technology 0 1,612,800
Total Professional Fees 2,945,600 3,068,800
( d ) Printing and Publications

156
Printing 45,723,828 35,991,648
( e ) Finance Charges
Bank Service Charges 1,125,680 1,568,162
( f ) Bad Debt Expense

Write-Off of amount Due From Spedag 0 0
END
157

FOR
THE YEAR ENDED
31ST DECEMBER 2018
PM ASSOCIATES
Tel: 256 414 385 026 / 752 669 407


P.O. Box 22261
Kampala, Uganda
Suite 4/5,4th Floor
P.O. Box 12380
Kampala, Uganda

Kampala Road
158
Kampala, Uganda
The Directors present their report and audited accounts for the year ended 31 st December 2018.
Incorporation

Limited by shares
Auditors
………………………………. ……………………………. Director:

Director
Date…………………………. Date…………………………


i. Select suitable accounting policies and then apply them consistently
ii. Make judgments and estimates that are reasonable and prudent.
iii. Prepare the financial statements on a going concern basis unless it is inappropriate to
159
reasonable accuracy, at any time, the financial position of the business. They are also responsible
for safeguarding the Company’s assets by taking reasonable steps for prevention and detection of
fraud and other irregularities.
160
Fountain House,
Floor 4, Suite 4
P. O. Box 12380
Kampala
Tel: 256 414 385 026
256 772 669 407
256 772 388112

DECEMBER, 2019

Opinion
set out on pages 10 to 13 which comprise of the statement of financial position as at 30 th
September, 2019, and the statement of comprehensive income, statement of changes in equity
and statement of cash flows for the year then ended, and notes to the financial statements,
including a summary of significant accounting policies. In our opinion, the accompanying
financial statements give a true and fair view of the financial position of PAL as at 31st December,
2018, and of its financial performance and cash flows for the year then ended in accordance with
Basis for Opinion

Other Information
161


We also:
as a going concern.
162
For the matters communicated with the Board of Directors, we determine those matters that were
of most significance in the audit of the financial statements of the current period and are
matter should not be communicated in our management letter because the adverse consequences
of doing so would reasonably be expected to outweigh the benefits of such communication.

15th March 2019


As at 31st December
Note 2018 2017
163
ASSETS
Non-Current Assets
Current Assets
236,992,764 228,528,737
0
Total Assets 244,197,227 235,475,897
0
EQUITY 0 0
Total Equity 218,282,519 210,486,714
0
LIABILITES 0
Current Liabilities 0
0
…………………………………………………… ……………………………………………………
Date Date
Note 2018 (UGX) (2017 UGX)
Revenue Annex 6 215,734,036 208,029,249
164
Travel, Meetings and Events Annex 7 ( b ) 83,719,664 80,729,676
Printing and Publications Annex 7 ( d ) 35,991,648 34,706,232
Finance Charges Annex 7 ( e ) 1,568,162 1,512,157
Total General and Administrative 195,817,623 188,824,136
Expenditures

Interest Income 9,378,782
Gain/(Losses) on Foreign Currency Exchanges 2,017,684 1,945,624
Bad Debt Expense 0 -864,000
Total Other Income and Expenses 212,543 8,719,734
0

For The Year Ended 30 September, 2018
Note Accumulated Surplus For The Total

Surpluses Year
31-Dec-16 182,561,868 0 182,561,868
Deficit for the 27,924,847 27,924,847

Year
31-Dec-17 Annexes 6&7 182,561,868 27,924,847 210,486,714
Current Year 67,158,954 67,158,954

Surplus
31-Dec-18 Annexes 6&7 189,323,419 28,959,101 218,282,519
165

Note 2018 (UGX) 2017 ( UGX )

Adjustments For:

Investment Income 0 -9,378,782

Increase in Accounts Payable Annex 4 -15,518,409 -14,964,180
Cash Generated By Operations -17,939,895 -17,299,184
Purchase of Furniture and Equipment Annex 1 0 -907,200

Interest received From Fixed Deposits 0 9,378,782
Net Cash From Investing Activities 0 0
8,471,582
Net (Decrease) Increase in Cash -9,154,551 0
Cash at Beginning of Year Annex 3 176,673,625 -8,827,602
166
PROFESSIONAL ASSOCIATES LIMITED (PAL) was incorporated on15TH April, 2005 as a
Company Limited by Shares

2(a) Basis of preparation

The financial statements of PAL have been prepared in accordance with the
‘International Financial Reporting Standards For Small and Medium Sized Entities
(IFRS-SMEs). They have been prepared under the historical cost convention.
The preparation of financial statements in conformity with IFRS-SMEs requires the use
of certain critical accounting estimates. It also requires management to exercise its
significant to the financial statements are disclosed in note 3. The financial statements
are presented in Uganda Shillings (UGX)

primary economic environment in which the Company operates (the functional
currency). Transactions in foreign currencies are converted into Uganda Shillings using
the exchange rates prevailing at the dates of the transactions. Foreign exchange gains
and losses resulting from the settlement of such transactions and from the translation at
yearend exchange rates of monetary assets and liabilities denominated in foreign
currencies are recognized in the statement of comprehensive income.
Foreign exchange gains and losses that relate to cash and cash equivalents are presented in
the statement of comprehensive income below operating results.
c) Fixed Assets
impairment losses. Historical cost includes expenditure that is directly attributable
to bringing the asset to the location and condition necessary for it to be capable of
operating in the manner intended by management.
PAL adds to the carrying amount of an item of fixed assets, the cost of replacing
parts of such an item, when that cost is incurred and if the replacement part is
expected to provide incremental future benefits to the organization. When such
incremental future benefits are deemed unattainable, the carrying amount of the
replaced part is derecognised. All other repairs and maintenance are charged to
operating surpluses or deficits during the period in which they are incurred.
167
Depreciation on fixed assets is charged so as to allocate the cost of assets less their
residual value over their estimated useful lives, using the straight-line method. The
estimated useful lives range as follows:
– Furniture, Fittings and Office Equipment5 years
The assets’ residual values, useful lives and depreciation methods are reviewed, and
adjusted prospectively if appropriate, if there is an indication of a significant change
since the last reporting date.
An asset’s carrying amount is written down immediately to its recoverable amount if the
asset’s carrying amount is greater than its estimated recoverable amount.
Gains and losses on disposals are determined by comparing the proceeds with the
carrying amount and are recognised within ‘other gains/ (losses) – net’ in the
statement of comprehensive income.
d) Receivables
impairment. A provision for impairment of trade receivables is established when there
is objective evidence that PAL will not be able to collect all amounts due according to
the original terms of the receivables. The amount of the provision is recognized in the
e) Accounts Payable
Accounts payable are recognised initially at the transaction price and subsequently
measured at amortised cost using the effective interest method.
Grants
income.

Net assets are classified according to donor imposed restrictions. Net Assets, at 31 st December
168
h) Income tax

Estimates and judgements are continually evaluated. They are based on historical experience and
other factors, including future expectations.

accounting estimates will, by definition, seldom equal the related actual results. The estimates and
assumptions that have a significant risk of causing a material adjustment to the carrying amounts of
assets and liabilities within the next financial year are disclosed below. (i) Critical accounting
estimates and assumptions
Receivables
Critical estimates are made by the directors in determining the recoverable amount of impaired
receivables.

Critical estimates are made by the directors in determining depreciation rates for property, plant and
equipment. The rates used are set out in 2(b) above.
determining:

unpredictability of financial markets and seeks to minimize the potential adverse effects on
its financial performance, but the Organization does not hedge any risks.
Market risk
PAL maintains foreign currency deposits and is exposed to foreign exchange risk arising from
the different currency exposures, primarily with respect to the United States Dollar and
(ii) Price risk

trade. Fluctuations in coffee prices affect the livelihood of PAL’s members who are all involved
in the coffee trade. Such price fluctuations may affect the income received by PAL from its
members.
Credit risk
169
Credit risk arises from cash and cash equivalents, and deposits with banks, as well as trade and
other receivables. The company does not have any significant concentrations of credit risk.
ANNEXES

Office Fittings Computer And Office Total
And Equipment Peripherals Furniture
2017
Cost
31-Dec-16 3,931,200 13,070,050 10,886,724 27,887,974
Additions 907,200 0 907,200
31-Dec-17 3,931,200 13,977,250 10,886,724 28,795,174
Accumulated Depreciation 0 0 0 0
31-Dec-16 3,795,776 6,817,330 9,494,236 20,107,342
31-Dec-17 3,822,861 8,252,420 9,772,733 21,848,014
As at 31st December, 2016 135,424 6,252,719 1,392,488 7,780,632
As at 31st December, 2017 108,339 5,724,829 1,113,991 6,947,159
2018
Cost
31-Dec-17 4,076,800 13,554,126 11,289,936 28,920,862
Additions 940,800 0 940,800
31-Dec-18 4,076,800 14,494,926 11,289,936 29,861,662
31-Dec-17 3,936,360 7,069,824 9,845,874 20,852,058
Charge For the Year 2018 28,088 1,488,241 288,812 1,805,142
31-Dec-18 3,964,448 8,558,066 10,134,686 22,657,200
Carrying Amount
As at 31st December, 2017 140,440 6,484,302 1,444,062 8,068,804
As at 31st December, 2018 112,352 5,936,860 1,155,250 7,204,462

Catholic Relief Services 69,473,690 0
World Vision 0 112,684,922

170
Centenary Bank UGX 4,478,477 4,318,531
Centenary Bank USD 159,605,725 153,905,521
Cash on Hand 3,434,872 3,312,198
Total 167,519,074 161,536,250

Uganda Telcom LTD 0 193,463
Staff Salaries 30,388,411 23,391,720
Total 33,334,011 24,989,183

Annex 6: Revenue
Consultancies 215,734,036 208,029,249
Total Revenue 215,734,036 208,029,249
171

Telephone 2,337,204 2,253,732

Foreign Travel 2,278,080 2,196,720
Local Travel 3,245,312 3,129,408
Board Meetings 18,736,816 18,067,644
Audit 1,456,000 1,404,000
Consultants - Information Technology 1,612,800 1,555,200

Printing 35,991,648 34,706,232

END
172
Annex 10.2.3: PSL Audited Accounts 2017

FOR
THE YEAR ENDED
31ST DECEMBER 2017
PM ASSOCIATES
Tel: 256 414 385 026 / 752 669 407


P.O. Box 22261
Kampala, Uganda
Suite 4/5,4th Floor
P.O. Box 12380
173
Kampala, Uganda

Kampala Road
Kampala, Uganda
The Directors present their report and audited accounts for the year ended 31 st December 2017.
Incorporation

Limited by shares
Auditors
………………………………. ……………………………. Director:

Director
Date…………………………. Date…………………………


 Select suitable accounting policies and then apply them
174
consistently  Make judgments and estimates that are reasonable and
prudent.
 Prepare the financial statements on a going concern basis unless it is inappropriate to
reasonable accuracy, at any time, the financial position of the business. They are also responsible for
safeguarding the Company’s assets by taking reasonable steps for prevention and detection of fraud
and other irregularities.
175
Fountain House,
Floor 4, Suite 4
P. O. Box 12380
Kampala
Tel: 256 414 385 026
256 772 669 407
256 772 388112

DECEMBER, 2019

Opinion
set out on pages 10 to 13 which comprise of the statement of financial position as at 31 st
December, 2017, and the statement of comprehensive income, statement of changes in equity and
statement of cash flows for the year then ended, and notes to the financial statements, including a
summary of significant accounting policies. In our opinion, the accompanying financial
statements give a true and fair view of the financial position of PAL as at 31st December, 2017, and
of its financial performance and cash flows for the year then ended in accordance with
Basis for Opinion

Other Information
176


We also:
as a going concern.
177
For the matters communicated with the Board of Directors, we determine those matters that
were of most significance in the audit of the financial statements of the current period and are
matter should not be communicated in our management letter because the adverse
consequences of doing so would reasonably be expected to outweigh the benefits of such
communication.

12th March 2018


As at 31st December
Note 2017 2016
ASSETS
178
Non-Current Assets
Current Assets
228,528,737 220,064,709
0 0
Total Assets 235,475,897 226,754,568
0 0
EQUITY 9.0 - 2 ( g ) 0 0
Total Equity 210,486,714 202,690,910
0 0
LIABILITES 0 0
Current Liabilities 0 0
0 0
…………………………………………………… ……………………………………………………
Date Date

Note 2017 ( UGX) 2016 (UGX)

Revenue Annex 6 208,029,24 200,324,46
9 2
179

Travel, Meetings and Events Annex 7 ( b 80,729,676 77,739,688
)
Printing and Publications Annex 7 ( d 34,706,232 33,420,816
)
Finance Charges Annex 7 ( e 1,512,157 1,456,151
)
Total General and Administrative Expenditures 188,824,13 181,830,65
6 0

Interest Income 9,378,782 9,031,419
Gain/(Losses) on Foreign Currency Exchanges 9.0 - 2 ( b ) 1,945,624 1,873,564
Bad Debt Expense -864,000 -832,000
Total Other Income and Expenses 8,719,734 8,396,781
0 0

For The Year Ended 31st December 2017
Note Accumulated Surplus For Total
Surpluses The Year
31st December 2015 175,800,318 0 175,800,318
Deficit for the Year 26,890,594 26,890,594
31st December 2016 Annexes 6&7 175,800,318 26,890,594 202,690,910
180
Current Year Surplus 64,671,586 64,671,586
31st December 2017 Annexes 6&7 182,561,868 27,924,847 210,486,714

Note 2017 (UGX) 2016 ( UGX )

Adjustments For:

Investment Income -9,378,782 -9,031,419

Increase in Accounts Payable Annex 4 -14,964,180 -14,409,951
Cash Generated By Operations -17,299,184 -16,658,474
Purchase of Furniture and Equipment Annex 1 -907,200 -873,600

Interest received From Fixed Deposits 9,378,782 9,031,419
Net Cash From Investing Activities 8,471,582 8,157,819

0
Net (Decrease) Increase in Cash Annex 3 -8,827,602 -8,500,654

0 0
181
Cash at Beginning of Year Annex 3 170,363,853 164,054,080
0 0
PROFESSIONAL ASSOCIATES LIMITED (PAL) was incorporated on15TH April, 2005 as a Company
Limited by Shares

2(a Basis of preparation

)
The financial statements of PAL have been prepared in accordance with the ‘International
Financial Reporting Standards For Small and Medium Sized Entities (IFRS-SMEs). They
have been prepared under the historical cost convention.
The preparation of financial statements in conformity with IFRS-SMEs requires the use of
certain critical accounting estimates. It also requires management to exercise its
significant to the financial statements are disclosed in note 3. The financial statements are
presented in Uganda Shillings (UGX)

primary economic environment in which the Company operates (the functional currency).
Transactions in foreign currencies are converted into Uganda Shillings using the exchange
rates prevailing at the dates of the transactions. Foreign exchange gains and losses
resulting from the settlement of such transactions and from the translation at year-end
exchange rates of monetary assets and liabilities denominated in foreign currencies are
recognized in the statement of comprehensive income. Foreign exchange gains and losses
that relate to cash and cash equivalents are presented in the statement of comprehensive
income below operating results.
c) Fixed Assets
impairment losses. Historical cost includes expenditure that is directly attributable to
bringing the asset to the location and condition necessary for it to be capable of operating in
the manner intended by management.
PAL adds to the carrying amount of an item of fixed assets, the cost of replacing parts of such
an item, when that cost is incurred and if the replacement part is expected to provide
incremental future benefits to the organization. When such incremental future benefits are
deemed unattainable, the carrying amount of the replaced part is derecognised. All other
182
repairs and maintenance are charged to operating surpluses or deficits during the period in
which they are incurred.
Depreciation on fixed assets is charged so as to allocate the cost of assets less their residual
value over their estimated useful lives, using the straight-line method. The estimated useful
lives range as follows:
– Furniture, Fittings and Office Equipment 5 years
The assets’ residual values, useful lives and depreciation methods are reviewed, and adjusted
prospectively if appropriate, if there is an indication of a significant change since the last
reporting date.
An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s
carrying amount is greater than its estimated recoverable amount.
Gains and losses on disposals are determined by comparing the proceeds with the carrying
amount and are recognised within ‘other gains/ (losses) – net’ in the statement of
comprehensive income.
d) Receivables
impairment. A provision for impairment of trade receivables is established when there is
objective evidence that PAL will not be able to collect all amounts due according to the
original terms of the receivables. The amount of the provision is recognized in the
e) Accounts Payable
Accounts payable are recognised initially at the transaction price and subsequently measured at
amortised cost using the effective interest method.
Grants
income.

Net assets are classified according to donor imposed restrictions. Net Assets, at 31 st December,
183
h) Income tax

Estimates and judgements are continually evaluated. They are based on historical experience
and other factors, including future expectations.

accounting estimates will, by definition, seldom equal the related actual results. The estimates
and assumptions that have a significant risk of causing a material adjustment to the carrying
amounts of assets and liabilities within the next financial year are disclosed below.
(i) Critical accounting estimates and assumptions
Receivables
Critical estimates are made by the directors in determining the recoverable amount of
impaired receivables.

Critical estimates are made by the directors in determining depreciation rates for property,
plant and equipment. The rates used are set out in 2(b) above.
determining:

unpredictability of financial markets and seeks to minimize the potential adverse effects on
its financial performance, but the Organization does not hedge any risks.
Market risk
PAL maintains foreign currency deposits and is exposed to foreign exchange risk arising
from the different currency exposures, primarily with respect to the United States Dollar and
(ii) Price risk

trade. Fluctuations in coffee prices affect the livelihood of PAL’s members who are all
involved in the coffee trade. Such price fluctuations may affect the income received by PAL
184
from its members.
Credit risk
Credit risk arises from cash and cash equivalents, and deposits with banks, as well as trade
and other receivables. The company does not have any significant concentrations of credit
risk.
ANNEXES
Office Computer And Office Total

Fittings And Peripherals Furniture
Equipment
2016
Cost
31-Dec-15 3,785,600 12,585,974 10,483,512 26,855,086
Additions 873,600 0 873,600
31-Dec-16 3,785,600 13,459,574 10,483,512 27,728,686
31-Dec-15 3,655,191 6,564,837 9,142,597 19,362,625
31-Dec-16 3,681,273 7,946,775 9,410,780 21,038,829
As at 31st December, 2015 130,409 6,021,137 1,340,915 7,492,461
As at 31st December, 2016 104,327 5,512,799 1,072,732 6,689,857
2017
Cost
31-Dec-16 3,931,200 13,070,050 10,886,724 27,887,974
Additions 907,200 0 907,200
31-Dec-17 3,931,200 13,977,250 10,886,724 28,795,174
31-Dec-16 3,795,776 6,817,330 9,494,236 20,107,342
31-Dec-17 3,822,861 8,252,420 9,772,733 21,848,014
As at 31st December, 2016 135,424 6,252,719 1,392,488 7,780,632
As at 31st December, 2017 108,339 5,724,829 1,113,991 6,947,159
185
World Vision 112,684,922 0
Catholic Relief Services, 0 64,511,283

Bank of Africa UGX 4,318,531 4,158,586
Bank of Africa USD 153,905,521 148,205,316
Cash on Hand 3,312,198 3,189,524
Total 161,536,250 155,553,426

Uganda Telcom LTD 193,463 186,297
Staff Salaries 23,391,720 22525360
Total 24,989,183 24,063,657

Annex 6: Revenue
Consultancies 208,029,249 200,324,462
Total Revenue 208,029,249 200,324,462

Telephone 2,253,732 2,170,261
186

Foreign Travel 2,196,720 2,115,360
Local Travel 3,129,408 3,013,504
Board Meetings 18,067,644 17,398,472
Audit 1,404,000 1,352,000
Consultants - Information Technology 1,555,200 1,497,600

Printing 34,706,232 33,420,816

END
187
Annex 10.3: Certificate of Incorporation
188
Annex 11. Theoretical and Conceptual Frameworks for CVCDP Design
Sub-sections 11.1 and 11.2 present the theoretical and conceptual frameworks of the project
design. CVCDP has been designed using the program theory of change (Chen 1990, 2005). The
program theory emphasizes the action model and change model to address contextual factors as
well as planning and implementation issues that are of great interest to stakeholders.
11.1 Theoretical framework of project design

The design of CVCDP has been guided by program theory. Program theory, variously referred to as
program theory (Bickman, 1990), program logic (Lenne and Cleland, 1987; Funnel, 1997),
theorybased evaluation or theory of change (Weiss, 1995, 1998), theory-driven evaluation (Chen,
1997), theory-of-action (Schorr, 1997), intervention logic (Nagarajan and Vanheukelen, 1997),
impact pathway analysis (Douthwaite et al., 2003b), and program theory-driven evaluation science
(Donaldson, 2005). It refers to a variety of ways of developing a causal modal linking program
inputs and activities to a chain of intended or observed outcomes, and then using this model to
guide the evaluation (Rogers et al., 2000).
Program theory is defined as a set of explicit or implicit assumptions by stakeholders about what
action is required to solve a social, educational or health problem and why the problem will
respond to this action (Chen, 2005). Using this framework for the project design will mean that a
theorydriven evaluation will be used not only to assess whether an intervention works or does not
work, but also how and why it does so. The information is essential for stakeholders to improve
their existing or future programs. Program Theory design consists of an explicit theory or model of
how the program/project causes the intended or observed outcomes (Rogers et al, 2000). The idea
of basing program/project design on causal model of the program is not a new one. As far back as
the 1960s, Suchman (1967, p 55) suggested that the program/project design might address the
achievement of “a chain of objectives” and argued for the benefit of doing this.
The evaluation will test some hypothesis that activity A will attain objective B because it is able to
influence process C which affects the occurrence of this objective. An understanding of all the three
factors – program, objective, and intervening process – is essential to the conduct of evaluative
research (Suchman, 1967; p 177). Weiss (1972) went on to explain how an evaluation could identify
several possible causal models of a teacher home – visiting program and could determine which
model was the best as supported by evidence.
The tenet of theory-driven evaluation is that the design and application of evaluation needs to be
guided by a conceptual framework called program theory (Chen 1990, 2005). He explains that
theory-driven evaluation is sharply different from another type of evaluation, called black-box
evaluation which mainly assesses whether an intervention has an impact on outcomes. It does not
interest itself in the transformation process between the intervention and outcomes.
As a basis for designing theory-driven evaluation, program theory is a systematic configuration of

stakeholders’ prescriptive assumptions and descriptive assumptions underlying programs, whether
explicit or implicit (Chen 1990, 2005). Descriptive assumptions, called change model, deal with
what causal processes are expected to happen to attain program goals. Prescriptive assumptions,
called action model, deal with what actions must be taken in a program in order to produce
desirable changes. Theory-driven evaluation uses the action model and change model to address
contextual factors and planning and implementation issues that are of great interest to stakeholders
(Chen 1990,
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2005). A change model describes the causal process generated by the program. The elements of a
change model consist of the following three elements - Goals and Outcomes, Determinants, and
Intervention or Treatment (Chen 1990, 2005).
Figure 1: Theoretical Framework of project design - Program Theory
Source: Chen (2005)
An action model is a systematic plan for arranging staff, resources, settings, and support
organizations to reach a target group and deliver intervention services (Chen 1990, 2005).
Relationships among the components of change model and action model are illustrated in Figure 1.
Figure 1 indicates that the action model must be implemented appropriately to activate the
transformation process in the change model. For a program to be effective its action model must be
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sound and its change model plausible; its implementation is then also likely to be doing well. Figure
1 also illustrates evaluation feedback as represented in dotted arrows. Information from
implementation can be used to improve the planning or the development of the action model.
Similarly, information from the change model can be used to improve the implementation process
and the action model. The conceptual framework of CVCDP has been based on the above theoretical
framework of program theory.
11.2 Conceptual Framework of CVCDP

This conceptual framework for the project design has asked why the interventions affect the
outcomes (change model) and how the contextual factors and project activities are organized for
implementing the intervention and supporting the change process (action model). Figure 2 below
presents specific components of change model and action model as well as the relationships among
the components of CVCDP.
Figure 1 also illustrates evaluation feedback as represented in dotted arrows. Information from
implementation (the action model) as well as the information from the change model which will be
used to evaluate the project.
11.2.1 Action Model:

An action model is a systematic plan for arranging staff, resources, settings, and support
organizations to reach a target group and deliver intervention services. The action model consists of
the following elements (Chen, 2005).
Implementing Organization:
Chen (2005) stresses that, for a program/project to be successful, it is important to ensure that the
implementing organization has the capacity to implement the program. A program/project relies
on an organization to allocate resources, to coordinate activities, and to recruit, train, and supervise
implementers and other staff. How well a program/project is implemented may be related to how
well this organization is structured (Chen, 2005). The capabilities of PAL to manage projects are not
questionable. PAL will recruit DVCCs and SEAs, SQAs and VFMs and train them to equip them will all
the necessary skills through competent consultancy firms.
Project Implementers:
The implementers’ qualifications and competences, commitment, enthusiasm, and other attributes
can directly affect the quality of service delivery (Chen, 2005). Therefore, PAL will emphasize both
the competence and commitment (through remuneration commensurate with the qualifications) of
the project implementers (PAL staff, DVCCs, SEAs SQAs and VFMs) who will be the people
responsible for delivering services to the farmers in coffee growing districts. PAL will recruit the
right personnel with the right functions and level of effort to implement the project effectively.
Figure 2: Conceptual Framework of CVCDPP design - Program Theory
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Source: Adapted from Chen (2005)
Peer Organizations/Community Partners:

Programs /projects often may benefit from, or even require, cooperation or collaboration between
their implementing organizations and other organizations. If linkage or partnership with these
useful groups is not properly established, implementation of such programs/projects may be
hindered (Chen, 2005). The study will, therefore, establish collaborations of PAL with peer
organizations/community partners. PAL has identified collaborations of with peer
organizations/community partners. The partners are presented in section 6 of this proposal and
PAL believes that a high degree of effectiveness will result from implementation through
partnerships.
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Intervention and Service Delivery Protocols: Intervention protocol is a curriculum or prospectus
stating the exact nature, content, and activities of an intervention – in other words, the details of its
orienting perspective and its operating procedures. Service delivery protocol, in contrast, refers to
the particular steps to be taken to deliver the intervention in the field (Chen, 2005). The
appropriate intervention and service delivery protocols for the success of the CVCDP have been
described in subsection 3.4.
Ecological Context: According to Chen (2005), both micro level contextual support and macro level
contextual support can be crucial to a program’s success. Micro level contextual support comprises
social, psychological, and material supports clients need to allow their continued participation in
intervention programs. In addition to micro level contextual support, program designers should
consider the macro level context of a program, that is, community norms, cultures, and political and
economic processes. These, too, have the ability to facilitate a program’s/project’s success (Chen,
2005). The project design has reviewed contextual support (meaning the involvement of a
supportive environment) of the program/project’s work. The project design has identified the key
contributing and confounding factors and the barriers that may hinder successful program/project
implementation. The risks / assumptions and opportunities are presented in chapter 7. This will
put the project implementers in position to propose operational issues that need to be addressed by
future policies, procedures and systems.
Target Population:
According to Chen (2005), a program/project needs to identify, recruit, screen and serve a
particular population. In the target group element, crucial assumptions at work include the
presence of validly established eligibility criteria; the feasibility of reaching and effectively serving a
target group; and the willingness of potential clients to become committed to, or cooperative with,
or at least agreeable to joining the program/project (Chen, 2005). Based on this description of the
target population, the CVCDP design has taken above crucial assumptions into consideration.
11.2.2 Change Model:

According to Chen (2005), a change model describes the causal process generated by the program.
The elements of a change model consist of the following two elements:
Goals and Outcomes: Goals reflect the desire to fulfill unmet needs, as with poor health,
inadequate education, or poverty. Outcomes are the concrete, measurable aspects of these goals
(Chen, 2005). Under this element of the change model, the project design has endeavored to
determine the value of each of the useful outcome indicators in the project log frames. The design
has also, in a participatory manner, established the targeted families and their communities will be
satisfied with the outcomes. The design has taken into consideration the inclusion of most
marginalized families in CVCDP. In addition, the design aims at a great impact of the project on the
target population and notable changes (including attitudes and behaviours), if any, are expected to
occur in the lives of the farmers and their communities during the project period. Riisgaard et al.
(2008) list of useful impact indicators in value chain development projects will be used for the
project evaluation. The design is aimed at promoting community empowerment and capacity
development (and not dependency) since the project at developing efficient and sustainable value
chains. Finally the design will incorporate benefit sustainability at the inception stage,
implementation stage and evaluation stage so that the project benefits will continue accruing to the
farmers even after PAL has pulled out. Sustainability is fully discussed in section 8 of this proposal.
Intervention: An intervention or treatment comprises any activity in a program/project that aims

directly at changing a determinant. An intervention is the agent(s) of change within the
program/project (Chen, 2005). The following interventions will be implemented:
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• Forming and supporting producer organisations to increase production of quality coffee and
enjoy collective access to inputs and organized marketing
• Developing Farmers’ capacity for increased production and productivity of quality coffee
• Improving marketability and profitability of coffee
• Developing an efficient coffee value chain
The specific project activities under each of the above interventions are presented in 3.4 and
outputs (determinants) are also presented in the same subsection. The theory of change (why the
proposed activities are believed to cause the desired change) is hinged on the fact that the proposed
activities are a collection of best practices of value chain development projects by several
international organisations overtime.
However none of the activities is “stand alone”. The activities will be undertaken as a combination
for maximum effectiveness. Each activity is a necessary but sufficient condition for a desired
change. For instance, assisting group formation is not enough for farmers to start enjoying the
benefits of working in groups such as collective purchase of inputs, organized marketing inter alia.
It will be necessary to sensitize them about the benefits and to train them in group dynamics skills
for group cohesion such as leadership for change, governance – conflict resolution, financial
management, strategic management, resource mobilization and marketing. Another example is that
training the groups in the recommended agronomic and post-harvest practices will not suffice
without the affordability of inputs. That is why this project a village farm model fund (VFMF) to
assist the groups with loans to afford all that is necessary produce and market quality coffee.
Furthermore, the activities are proposed across the entire value chain so as to address all the main
challenges along the entire value chain. PAL understands that partial interventions aimed at small
sections of the value chain may cause imbalances in the value chain such as producing volumes of a
product without adequate markets. Therefore, a value chain approach (demand pull) as opposed to
supply chain approach (supply push) has informed the design of this project. The production of
coffee (quality and volumes) will be guided by international demand through coffee exporters most
of whom are members of Uganda Coffee Federation (UCF). The majority (about 90%) of Uganda’s
coffee is exported by exporters who are members of UCF.
The design has established the relevance and appropriateness of the project for the target
population and the project implementation will identify and work transparently with all vulnerable
groups. It has been established that the project is a relevant response to the identified issues
affecting the families in the coffee growing districts of Uganda. The design was also guided by
UNIDO’s (2011) guiding questions for designing and implementing pro-poor value chain
development projects in the agroindustry.
Using the change model, the project design has established that the intervention logic is coherent
and accurate (why the interventions were believed to cause the desired change). Therefore, PAL
believes that the interventions proposed will cause the desired outcomes (the change model) and
that the project will efficiently achieve its objectives.
This program theory conceptual framework has helped PAL to pinpoint the strengths or
weaknesses of a causal chain. In addition, using this conceptual framework the project evaluation
will not find out whether the project “succeeded” or “failed” or but also on how and why a project
“succeeded” or “failed” in reaching its goal. This will help improve the effectiveness of successive
Phases.
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Annex 12: M&E System
12.1 Project M&E plan

A PAL project (CVCDP) to develop and support viable (those with comparative and competitive
advantage) value chains as alternatives to the coffee value chain in coffee growing districts has been
developed in this proposal. An M&E Plan will be developed for CVCDP and it is linked to the
National Development Plan (NDP). The goals and objectives of the project are in line with the NDP
as indicated in the log frame (Annex 2). All the project objectives are time bound (there will be is a
timeframe by when they will be achieved) and measurable (with relevant indicators).
12.1.1 M&E indicators in the project

PAL has worked with those responsible for development of the overall agriculture information
system in the country to design the M&E framework and plan for the project. These included key
representatives of the UBOS as well as those responsible for the overall agriculture information
system of the Ministry of Agriculture Animal Industry and Fisheries among others). All indicators
are clearly linked to the objectives of the project. There are indicators measuring level of farmer
mobilization, production, post-harvest handling, value addition and marketing. The indicators also
include those measuring behavior changes such as individual adoption of recommended practices
and techniques as well as value chain -sustaining behavior/actions. All indicators have documented
definitions (including numerators and denominators, when applicable). When needed,
denominator data can be disaggregated by age group, sex, zones, districts and socio-economic
status. The indicators selected to monitor and evaluate the project were drawn from the National
M&E Plan and international indicator guidelines such as Food and Nutrition Assistance (FANTA),
Multi-agency M&E Toolkit-Agriculture and internationally recognized survey instruments such as
FAO and UNIDO.
12.1.2 Data sources

Technically sound data sources were identified for all indicators. These include project activity
monitoring and UBOS. The frequency of data collection is stated for all indicators and the frequency
of data collection is feasible for all indicators (it will be possible to collect the data at the stated
frequency). The same data sources will be used to measure indicators throughout the lifetime of the
project meaning that identical measurement methodology will be made for baseline and follow-up.
The project will regularly make use of data from national agriculture information system.
The project will make data easily accessible to all CVCDP staff at sub-county, district and PAL levels.
Survey results will be available to evaluate behavior change towards the end of the project.
The project will work together with those responsible for coordinating other large-scale household
surveys (if any) to be sure that surveys to collect data for the project are not duplicative. Regularly
updated data on farmer mobilization, production, post-harvest handling, value addition and
marketing will be available during the lifetime of the project. Data will be available to monitor the
quality of training delivered by the projects; quality of services delivered by the project; client
satisfaction with services delivered by the project and adherence to the value chain good practices
by the value chain actors. A Policy will be written and will clearly state for how long source
documents (records, registers, tally sheets, training attendance sheets, summary reports) need to
be retained.
12.1.3 Baseline
Before the commencement of the project a baseline survey will be conducted to benchmark all the
indicators described above. Therefore, the baseline values will be available for all relevant
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indicators so that the projects’ progress can be determined. The baseline values will be available for
all project indicators. At worst the baseline values will be available during the first 6 months of the
project.
12.1.4 Targets
Each indicator measuring trends will have at least two targets within a 3-year period (i.e., one
midterm target; one end of Program/project(s) target). Each indicator measuring behavior change
will have at least two targets within a 3-year period (i.e., one mid-term target; one end of
Program/project(s) target). Each project indicator (tracking implementation) will have at least one
target for each year of the project. Targets will be expressed numerically (and, in cases of
percentages, numerators and denominators are specified) and it will be clearly stated whether or
not targets include baselines (i.e., target number = baseline + increment or only increment). It will
also be clearly stated whether or not targets are cumulative.
12.1.5 Data dissemination and transparency

Data dissemination plans will be developed and implemented (e.g. summary reports, newsletters,
graphs, and maps). M&E reports related to the project activities will be made available publicly.
However, protocols will documented for ensuring the confidentiality of sensitive data. The data will
be used to fill the performance frameworks presented in Annexes 3 and 4 on a quarterly basis for
Phases I and II, respectively. The action plans (Annexes 5 and 6) will guide the project
implementation for the two phases.
12.1.6 M&E budget

M&E being an important component of program/project implementation, there must be an
adequate budget for this purpose. There is a clear budget linked to the M&E plans of the project. At
least 7% of the budget of the project will be spent on M&E.
12.2 Data management Capacities of the management unit

The project will assemble technically competent staff to undertake data management. Adequate
data management resources have also been budgeted for. Oversight of sub-reporting entities will
also be emphasized.
12.2.1 Data management processes and resources of the management unit

The management unit has experience in collecting and analyzing project data. The unit also has
experience in producing regular reports on project progress and results and, therefore, all these
reports will be expected to be produced in a timely manner. An organizational structure that clearly
identifies positions that have data reporting and management responsibilities will be drawn.
The management unit will have documented data management processes that enable it to meet
reporting requirements (i.e., establishing responsibilities and timelines). The proposed
management unit also possesses capabilities in M&E, strategic information, and data-systems
management and sufficient staff-time will be devoted to M&E, strategic information, and data-
systems management.
There is a technical advisor responsible for ensuring strategic use of M&E data for management
decision making in project planning and implementation. All relevant staff in the management unit
will be trained on the data management processes and tools. The management unit of each project
value chain will link with other data reporting systems in the project districts and sub-counties.
Therefore, the project will receive data from the districts and sub-counties or vice versa. The
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management unit will have designated staff responsible for reviewing the quality of data submitted
by sub-reporting. In case, the management unit encounters specific data inconsistencies from
subreporting entities, it will explain how these inconsistencies will be resolved. When needed, the
management unit will have a consistent and documented methodology to address missing data in
submitted reports. There will be a written back-up procedure for when data-entry or data-
processing is computerized. The feedback will be systematically provided to all sub-reporting
entities on the quality of their reporting (i.e completeness, timeliness and correctness) and
program performance (based on M&E data submitted).
12.2.2 Oversight of sub-reporting entities

The Management Unit will write terms of reference with each sub-reporting entity establishing data
reporting requirements and deadlines. The unit will identify standard source documents (such as
farmer records, registers) and reporting forms for use by all reporting levels. The Management Unit
will provide clear written instructions to each sub-reporting entity on what they are supposed to
report on, how (in what specific format) reports are to be submitted, to whom the reports should be
submitted and when the reports will be due.
At the management unit, reports received from sub-reporting entities will be systematically verified
for timeliness, completeness and obvious mistakes. It will be ensured that all reports submitted by
all sub-reporting entities are on time (within reporting deadlines), complete (all sections are
completed properly) and mistake-free (valid).
There will be a written procedure in place to address late, incomplete or inaccurate reporting. The
Management Unit will formally assess the M&E capacities of sub-reporting entities and will
continuously identify areas for capacity building in M&E. The Management Unit will provide M&E
capacity-building support to sub-reporting entities through training, workshops and technical
assistance.
The management unit will identify training requirements (a training plan) that data-management
staff must take at each level in the reporting process. All relevant staff from sub-reporting entities
will receive training on the data management processes and tools. The unit will identify data quality
challenges (such as double counting) and will instruct data-management staff at all levels on how to
address them. The Management Unit will have a systematic process in place to follow up with
subreporting entities on data quality issues and will provide evidence that such follow up has
occurred.
The management unit will have a mechanism/procedure in place to periodically verify at the
service/commodity delivery points (including in community settings) actual availability of
services/commodities (through supervisory site visits to points of service - SPA, SAM) and reported
data (such as random review of records, registers, distribution log-sheets, participant lists). The
management unit will develop a mechanism/procedure to periodically verify training numbers
reported (such as random review of attendance sheets). The unit will be able to demonstrate that
site visits for data verification has taken place.
12.3 Data reporting systems in community settings

The program/project implementation will ensure efficient data reporting systems in relation to the
delivery of services and/or commodities as well as numbers of individuals trained for
communitybased Interventions in a community setting.
12.3.1 Systems for reporting on numbers of people /FGs/FAs/HHs Reached
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Efficient data collection and aggregation in community-based entities will be emphasized in the
project implementation.
A list of operational definitions of what is being counted for each indicator (e.g., what constitutes a
person receiving a service) will be drawn. It will be ensured that these operational definitions meet
national and international standards. The same operational definitions of indicators will be
systematically followed by all groups delivering the services through the project.
The reporting system will avoid double counting within each group delivering services; across
groups delivering similar services. Within each group delivering the services, the responsibility for
datacollection will be clearly assigned to the relevant staff (it will be is in their job description). All
groups delivering the same services will use standardized or compatible data-collection forms.
Clear instructions will be drawn on how to fill out the data collection forms. When necessary, the
relevant CVCDP forms will be used for data collection. For reporting on aggregated numbers of
people reached/served, all groups delivering the services will also use standardized or compatible
reporting tools/forms and clear instructions will be given on how to use the reporting tools/forms.
Within all groups delivering the services, there will be designated staff responsible for the review
and validation of aggregated numbers prior to submission to the next level (it will be in their job
description). All source documents (e.g., forms) will be available for auditing purposes.
At all intermediate levels at which data are aggregated such as districts and sub-counties, there will
be designated staff responsible for reviewing the quality of reports submitted by lower levels. At all
intermediate levels at which data are aggregated, reports received from lower levels will be
systematically verified for completeness and obvious mistakes. At all intermediate levels at which
data are aggregated, mechanisms/procedures will be in place to reconcile discrepancies in reports.
There will be quality controls in place for when data from paper based forms are entered into a
computer such as double entry and post-data entry verification. There will be a written back-up
procedure for when data-entry or data-processing is computerized. All reporting forms used for
aggregating or analysis will be available for auditing purposes at all levels at which data is being
reported.
12.3.2 Systems for Reporting on numbers of commodities distributed

Distributors will systematically use log sheets to record the number of commodities distributed to
commercial and community sites. Distribution log sheets received from distributors will be
systematically verified for completeness and obvious mistakes. Mechanisms/procedures will be in
place to reconcile discrepancies in distribution log sheets. Distribution numbers (from aggregated
log sheets) will be reconciled with the numbers from the inventory control systems such as the
numbers of commodities retrieved from warehouses for distribution purposes. There will be
quality controls in place for when data from distribution log sheets are entered into a computer
such as double entry and post-data entry verification. All data source documents such as
distribution log sheets will be available for auditing purposes. There will be a complete list of points
of distribution/sale that is systematically updated (the name, location/address and characteristics
of points will be periodically checked). Stock-outs at points of distribution/sale will be regularly
monitored and reported.
12.3.3 Systems for Reporting on numbers of individuals trained for community-based interventions
There will be a clear definition of what constitutes training for community-based interventions such
as specific learning objectives based on needs assessment, course outline, and expected knowledge
to be gained. This definition will meet national and international standards such as technical agency
or donor standards (if any). There will be a mechanism/procedure in place to ensure that people
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counted as trained have completed the whole training. There will also be a mechanism/procedure
in place to verify that the learning objectives have been reached such as pre-post-test, on the job
observation of acquired skills. The reporting system will avoid double counting. At all levels at
which training data are aggregated, training reports received from lower levels will be
systematically verified for completeness and obvious mistakes. At all levels at which training data
are aggregated, mechanisms/procedures will be in place to reconcile discrepancies in training
reports. All data source documents such as attendance sheets, course outline with learning
objectives will be available for auditing purposes.
12.4 Data Reporting systems – System Strengthening

The project implementation will ensure efficient data reporting systems in relation to systems
strengthening. There will be need for reporting on numbers of individuals trained as well as
reporting on numbers of supported facilities/organizations such as demonstration sites and farmer
groups/associations.
12.4.1 Systems for reporting on numbers of individuals trained related to systems strengthening
It will be ensured that there is a clear definition of what constitutes training related to systems
strengthening (e.g., specific learning objectives based on needs assessment, course outline,
expected knowledge to be gained). This definition will meet national and international standards
such as technical agency or donor standards (if any). There will be a mechanism/procedure in place
to ensure that people counted as trained have completed the whole training. There will also be a
mechanism/procedure in place to verify that the learning objectives have been reached such as
prepost-test and on the job observation of acquired skills. The reporting system will avoid double
counting.
At all levels at which training data are aggregated, training reports received from lower levels will
be systematically verified for completeness and obvious mistakes. At all levels at which training
data are aggregated, mechanism/procedures will be in place to reconcile discrepancies in training
reports. All source documents such as attendance sheets, course outline with learning objectives
will be available for auditing purposes.
12.4.2 Systems for reporting on numbers of supported facilities/organizations

There will be a complete list of supported facilities/organizations that is systematically updated
(i.e., name, location/address and characteristics of facilities/organizations). The supported
facilities/organizations are identified using ID numbers that follow the project system. There will
be a mechanism/procedure in place to avoid double counting of supported facilities/organizations
(e.g., two organizations supporting the same site in the same project area). There will be a
mechanism in place to track inventory levels and Stock-outs at the service points.
Annex 13. Project Sustainability

CVCDP will use a multi-pronged strategy in working towards long term sustainability. Benefit
sustainability strategies will be emphasized during the project implementation so that the
beneficiaries will continue to enjoy the benefits accruing from the project even after its closure.
According to Ingle (2005), the international development community's interest in "benefit
sustainability" relates directly to the increasing evidence available in the late 1980's and early
1990's that the expected benefits of many project investments had failed to materialize following
the completion of a project. He argues that given that projects still account for much of the focus
and structure of development activities, research shows that identifying, planning, and
implementing a project for benefit sustainability requires an additional development mindset
reinforced with some practical management knowledge—from the inception of a project idea to the
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completion of the intended returns on investment. Ingle (2005), therefore, advises that benefit
sustainability should be incorporated in stage of the project cycle, namely: 1) identification, 2)
design, 3) implementation, and 4) evaluation.
13.1 Incorporating benefit sustainability in project identification

At project identification stage, the following key action-steps have been taken:
i. Identifying long-term benefits to flow from project.
ii. Identifying stakeholders for long-term benefits and determine level of support.
iii. Identifying and emphasizing benefits that the private sector can provide. The private sector
operates on market incentives, private sector benefits have a greater likelihood of being
sustained. The role of the private has been thoroughly thought through. Most of the value
chain actors will be from the private sector.
iv. Assessing the institutional context and select the design alternative with the greatest
likelihood of sustainability. The project design is compatible with the institutional context
(the policy environment, social mores, economic structure and political system).
13.1.1 Broad Reconnaissance:

This proposal has already determined the most attractive project areas from the donor policy
perspective. The proposal has been written with a comprehensive understanding of the project
context -- socially, politically, and economically, remembering the priority of an outward focus with
close links to the human side of the context. A blend of research methods were used in order to
incorporate both facts and feelings. Broad reconnaissance was guided by the strategic approach
which employed a number of survey methods including the following:
i. Examination of Written Records
ii. Informal Delphi iii. Confidential Interviews iv. Key
Informants
v. Direct Observation vi.
Workshops
13.1.2 Stakeholder Analysis

At the project identification stage, the analysis will only include stakeholders who will be
decisionmakers at the policy-making level. The beneficiaries (farmers) may not be considered since
they are not organized and do not have lobby groups. A variety of different methodologies for
analyzing stakeholder interests, most of which are already mentioned in 'broad reconnaissance'
above will be employed and the areas of interest for stakeholder analysis will be highlighted.
Stakeholder analysis at this stage will identify whose interests will be important to the
sustainability of the program/project in terms of providing tangible and intangible resources and
support and the stakeholders will be identified specifically enough to be included in the structured
participation process (see subsection 6.1). Those who will have real and mobilizable resources to
bring to bear for or against the project will be the ones considered to be able to directly influence
sustainability.
Table 1 below illustrates a structure for articulating, in a transparent way, who has what to
influence project sustainability, how they can influence, and where they stand.
Table1: Stakeholder analysis Table
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GROUP OR INDIVIDUAL GROUP'S RESOURCES RESOURCE POSITION
INTEREST MOBILIZATION ON
IN CAPACITY ISSUE
THE ISSUE
Coffee Exporters
Partner Civil Society
(NGOs/CBOs) – UCFA etc.
Financial Institutions:
Collateral Managers
Certification Organizations –
UTZ/Stiftung Rain Forest
Research scientists
(ASARECA, NARO- NaCORI,
appropriate departments in
universities etc.):
UNBS
NEMA
Uganda Forestry Authority
Local Governments
Insurance Companies
Consultants
According to Ingle (2005), the resources stakeholders provide include policy (related to issues and
interests), as well as financial and other tangible support. Policy support or hostility comes from a
variety of sources, including national and local government, nongovernmental agencies, the for-
profit sector, funding agencies, and the beneficiary community - all of whom have interests at stake.
This proposal, therefore, examined the incentives and disincentives stakeholders had for supporting
(or not) a particular project by looking at the institutional context, planned benefits, and the
identified beneficiaries. Different combinations of project elements entailed different stakeholder
populations that were analyzed. Elements included the institutional choices for benefits delivery,
uses of the private sector, and choices concerning the benefits to be sustained over the longer-term.
After examining written resources, group and individual interviews were useful for refining the
analysis.
13.1.3 Structured Participation.

Two key tools for incorporating it are action planning and the logical framework approach. Ingle
(2005) argues that it is accepted wisdom that to be sustainable over the long term, projects must
deliver benefits through a viable institutional mechanism, and those benefits must be in sufficient
demand to generate the resources needed to sustain that institution. Identifying such a combination
five or more years before the desired outcome is a daunting challenge. Therefore, structured
participation will bring a diverse population of stakeholders into the identification process to add
their substantial knowledge and insights. This process will be guided by an outside professional
entity with expertise in the process. Workshops will be conducted for defining long term benefits,
the private sector role, and most importantly, for assessing the institutional context and developing
a design alternative for the project.
13.1.3.1 Action-Planning
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Action-Planning during project identification (and design) will involve stakeholders in a
participatory process of planning and decision-making that will strengthen the project concept
while also contributing to improving capacity. This process, in the form of planning workshops,
mobilized local commitment and provided the basis for building a team that can provide the
continuity inherently lacking in a donor's staffing rotation. Local ownership of the development
activity was ensured, and the goal of developing effective implementing organizations was explicitly
recognized.
The following guided the action planning workshops:
i. Stakeholder positions and needs were key elements in the proceedings.
ii. The focus was on teams rather than individuals.
iii. They were participative, practical, and emphasize learning-by-doing, which built team
management capacity while simultaneously producing immediate, concrete value (e.g.,
answers to the four key sustainability questions, operationally useful project designs, or
implementation plans).
iv. They involved minimal formal lectures and maximum participation in the form of small
group discussions, problem-solving, and decision-making.
v. The workshops were designed to create a climate where people of different disciplines and
interests listened to each other and attempted to integrate relevant expertise and
experience—technical, social, political, financial, and economic.
The Participants: Teams

Groups and teams were selected according to area of interest, level in the hierarchy and perspective.
Ingle (2005) points out that sustainability issues may require discussion by teams of different types
at different stages. The facilitator, therefore, carefully planned which type of group to use at which
point in the process. The goal is a dynamic situation where the groups reach conclusions internally,
and then reported and interacted as a whole to synthesize the findings. The structured process of
moving from the more general consensus-building to the specific task-related steps helped the
participants to identify benefits and select those to be sustained, assessed the environmental
constraints and opportunities (stakeholders and role of the private sector), and then came up with a
specific design alternative. The Logical Framework was the intellectual structure which
underpinned this analytical process (see below).
The Facilitator
The facilitator viewed the participants as the source of expertise and experience needed to achieve
the desired outcome or product. Participants came expecting a teacher-student relationship but the
facilitator's first responsibility was to create an active learning climate in which knowledge is
discovered through discussion and mutual exploration. The facilitator worked with the group(s) to
bring out the needed information, and simultaneously guided them in processing this experience so
they recognized problem-solving or decision-making procedures for use in the future. In the
process, the group or team discovered more effective norms. For example, team efforts work better
if everyone participates and a few dominant people had this demonstrated.
13.1.3.2 Logical Framework Approach

Ingle (2005) points out that the World Bank and other funding agencies have endorsed the Logical
Framework Approach (LFA) as an effective planning tool for designing, implementing, and
evaluating more effective projects. It is an equally useful tool for incorporating sustainability issues
into the project concept. However, to ensure sustainability of benefits after project inputs cease, the
benchmark elements leading to this desired outcome, or BOSS (Beginning of Sustainability Status)
203
conditions, must be built into the project from the earliest stage (at identification). In this way,
accountability for working towards sustainability throughout the process can be documented, and
appraisal of the extent to which the design and implementation process is promoting sustainability
can occur.
Benchmarks and verifiable indicators will be the link between the stated project purpose, the
outputs and inputs for the project, and the 'real world', concrete, quantified indicators. At each level
—from the more general purpose to the most specific project activities, there will be incorporation
of at least one benchmark related to achieving benefit sustainability by the end of the project.
Other perspectives which also built towards benefit sustainability were a strategic (long term)
orientation exhibited by the project implementers and demand responsiveness of the project
services and providers. The Logical Framework for the same project was restated to highlight
purposes, outputs, and inputs related to these other two sustainability requirements.
13.2 Incorporating benefit sustainability in project design

Ingle (2005) argues that the project design or development phase presents a critical opportunity to
ensure that key decisions reflect a concern for the sustainability of benefits beyond the investment
period. During this phase of the project cycle, the design team determines what benefits the project
will produce, by whom, and through what means. If these key design decisions do not develop a
project that is inclined to foster sustainable benefits, the scope for achieving sustainability by
project termination will be severely limited. He, therefore, suggested a “benefit sustainability
model” which includes the following factors determine whether or not benefits will continue to be
realized after the termination of donor funding:
i. Client-responsive services ii.
Strategic management capacity iii.
Supportive institutional environment iv.
Adequate resources
Based on the “benefit sustainability model”, the following general steps for incorporating
sustainability into project design were taken:
i. Specifying which benefits should be sustained after life-of-project, and for which benefits
sustainability is inappropriate or unfeasible.
ii. Choosing an appropriate implementing organization, given the type of benefit, capacity of
alternative organizations, and institutional environment.
iii. Fashioning the project to ensure critical factors for sustainability: market-responsive
benefits, strategic management capacity, adequate resources for benefit continuation, and a
supportive institutional environment.
iv. Organizing the project to be implemented, monitored, and evaluated for sustainability and
allocate resources for these purposes.
The sustainability strategy at project design level included the following specific activities to help
accomplish the above actions:
i. Developing a scope of work (a routine step for building a design team to ensure that
sustainability is addressed).
ii. Holding a team planning meeting (used to stimulate a sustainability perspective) iii.
Stakeholder analysis (its application in the design phase allowed for a broader and more
204
indepth analysis).
iv. Conducting sustainability assessments (key means for identifying sustainability
opportunities and constraints, and incorporating them into project design).
v. The logical framework is a fundamental product of project design. Therefore, it should
explicitly reflect a concern for sustainability.
These activities supported the design theme of developing a project with conditions that encourage
sustainable benefits.
13.3 Incorporating benefit sustainability in project implementation

According Ingle (2005), project implementation presents the greatest challenges to sustainability.
During this phase, implementers must give life and substance to the activities and objectives laid
out by planners, realizing that when translated into action plans, they are often fraught with
difficulties. Managers must make difficult delegation decisions, determining when local staff are
prepared to take on managerial responsibility for project activities.
Ingle (2005), most problematic, implementers face somewhat contradictory incentives: the need to
take strong control of project activities to ensure that the project is 'successful'; and the incentive—
fundamental to work in development assistance—to work oneself out of a job and transfer
ownership of activities and successes to local staff. Implementation that effectively produces
sustainable benefit flows requires increased attention to two areas of project management: local
capacity building and financial planning. In this context, local capacity building is meant to include:
i. Institution building
ii. Identifying and strengthening the project's sustainability constituency iii.
Using participatory implementation strategies
iv. Using environmental reconnaissance to remain informed and connected to the more distant
institutional and policy environment.
In projects where sustainability is an explicit concern, financial planning will include attention to:
i. Alternative resource identification and generation
ii. The setting-up of budgeting and accounting systems appropriate for the local context or for
local financial inputs, in addition to donor oriented systems.
iii. Monitoring recurrent costs and making investments with recurrent cost implications that
can be supported in the post-donor phase
iv. Gradual introduction of cost recovery mechanisms to augment and eventually replace donor
funding
To strengthen the focus on capacity development and financial planning during the implementation
phase, the following actions will be taken:
i. Building and maintaining ownership of implementation team and key stakeholders for the
sustainability plan (i.e. build a sustainability constituency).
ii. Creating incentives and disincentives that compel key people to take actions necessary for
sustainability.
iii. Developing the capacity to implement the sustainability plan. iv. Revisit, monitor and report
on sustainability indicators and benchmarks.
205
The sustainability strategy at project implementation level will include three types of activities that
can be undertaken by project managers wishing to build an explicit focus on sustainability during
the implementation phase. These three strategies will offer managers practical methods for
incorporating the key sustainability issues listed above:
i. Project launch and annual review and planning
workshops ii. Gradual introduction of cost recovery
mechanisms, and iii. Routine monitoring and reporting for
sustainability.
13.4 Incorporating benefit sustainability in project evaluation

During the formative evaluation of the project (held half way through the life of the project funding),
an opportunity will be exploited to learn from the implementation experience to date with the
project. The project managers will have the opportunity to make the inevitable adjustments, which
will be conceived to enhance the sustainability of the benefits flow after the current donor funding
ends, as well as to address effectiveness issues. A mid-term evaluation has been built into the
project design from the outset, and sufficient resources will be available to hire a team of outside
specialists. The project already has the systems in place to monitor, measure and report progress
against the original plan. The strategic approach is still a central theme guiding the sustainability
evaluation: future orientation, external emphasis, environmental fit, and process orientation.
Incorporating sustainability concerns during evaluation represents an additive element. In fact, a
set of objectives and a scope of work have been developed to make the sustainability evaluation a
substantial standalone effort. Some resources have been allocated to this in the budgeting to
increase the chances for long term benefit sustainability. Additive sustainability elements into the
mid-term evaluation will also be incorporated.
Participation will remain a key strategy to increase the sustainability impact at each project phase.
At the evaluation phase, the evaluation team will be added to the participation of stakeholders,
beneficiaries, and the project management team. It will be the role of the project managers to
ensure that all players have an opportunity to assist in the evaluation of the project, as appropriate.
Beneficiary and sustainability stakeholder participation is particularly important because the
evaluators need to understand how the project is perceived by the marketplace as well as from the
institutional context. Finally, the evaluation phase marks the beginning of the project's transition
from what was originally designed to what needs to be continued in the future.
The sustainability evaluation will revisit the following four factors discussed in the design phase
because they are critical for sustainability:
i. Market-responsive benefits ii. Strategic
managerial capacity iii. A supportive
institutional environment iv. Adequate
resources for benefit continuation
Therefore, the evaluation will represent an opportunity to reassess and redesign. The attention of
the evaluators will be focused on these project components because they have the greatest impact
on sustaining the flow of benefits after LOP. Sustainability evaluation activities will be tailored to
yield implementable modifications or additions to project elements which will strengthen any or all
of these factors. The objective of the evaluation will be to set the project on a more direct course for
206
long-term success, whatever that is determined to mean. This focus is not often possible at the
design or early implementation phases because everyone's attention is usually on the near term
challenges of getting the project up and running. The mid-term evaluation provides the opportunity
to pay more focused attention to the future, taking advantage of experiences gained, regardless of
whether the time frame is the LOP or the longer run.
The following action-steps will be taken at the program/project evaluation level:

i. Ensuring that sustainability is a substantial part of the formative evaluation.
ii. Ensuring that key sustainability stakeholders participate in the sustainability evaluation. iii.
Use evaluation findings to plan for donor phase-out and benefit sustainability thereafter. iv.
Highlight opportunities for replication of project successes.
The following strategies or tools which cut across the four activities described above will be
employed.
i. A Sustainability Scope of Work (SOW): critical to procuring a team and guiding its work
so that benefit sustainability issues are prioritized in the research and in the final report. It
represents an additive element in the effectiveness evaluation SOW.
ii. A Sustainability Team: A carefully selected group which plans and, to a certain extent,
implements actions needed to transform the project from its current institutional state
(derived from the original design) to what will be a sustainable model over the long run for
others to emulate. The team will likely include managers, stakeholders, and beneficiaries.
iii. The Sustainability Workshop: a way to close out the formal evaluation, assist in building
the strategic planning capacity of the sustainability team, and simultaneously begin the
action- planning process for the future. The Structured Participation model is revisited here.
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TABLE OF CONTENTS

TABLE OF CONTENTS .......................................................................................................................... ii

Annex 2: Log frame ........................................................................................................................ 63

Annex 5. Checklist for Gender Integration in Project Cycle ........................................................... 88

Annex 6 Zonal composition .......................................................................................................... 90

Annex 7. Map of Uganda showing Coffee growing Districts .......................................................... 95

Annex 8A: Villages in Mpigi Sub-county, Mpigi District ................................................................... 96

Annex 8B: Villages in Nyakishenyi Sub County, Rukungiri District ................................................. 98

Annex 9: CVCDPP Budget - Mpigi and Rukungiri Districts .......................................................... 101

Annex 9.1: Budget for a workshop for 30 participants................................................................... 105

Annex 10: Profile of Implementing Organization - PAL ................................................................. 108

Annex 10.2: Scanned PAL Audited Accounts .................................................................................... 129 Annex

ABBREVIATIONS AND ACRONYMS

MoFPED Ministry of Finance Planning and Economic Development

MTR Mid-Term Review

Est. Project Cost • PROJECT COST: US$ 7,033,517

Est. Project duration 1ST OCTOBER 2023

Geo-focus (specific MPIGI TC SUB COUNTY, MPIGI DISTRICT &

1.2 Uganda Development Plan II & Vision 2040

As a major sector in the economy, the NDPII emphasizes commercialization of agriculture,

A quasi-market approach, which includes the mix of government investments in strategic

1.3 Coffee Sub-Sector in Uganda

1.3.1 Importance of the coffee sub- sector

1.3.1 Coffee sub-sector Road Map

1.4 Concept of Value Chain

1.5 Background to Professional Associates Limited (PAL)

PAL is registered with the Government of Uganda to facilitate socio-economic development

2.0 PROBLEM STATEMENT AND RATIONALE

2.1 Problem Statement

Agricultural produce is overtly individualistic, with small units of production scattered

3.2 Project goal and objectives

The specific project objectives are:

3.3 Key Result Areas

Table 1: Key Result Areas per Strategic Objective

3.4 Project areas and target population and production

3.4.1 Project areas

Table 2: Districts /zoning units to be targeted by PAL

3.4.2 Overall target population

Table 3: Number of administrative units and population to be targeted by CVCDP in Uganda

3.4.3 Overall Project Target Acreage, Production and Annual Income

1. Total # of coffee acres to be targeted by CVCDP in Uganda 2,799,650

Table 5: Number of administrative units and population in Pilot Sub Counties

Mpigi TC Subcounty Nyakishenyi Total

3.4.5 Pilot Project Target Acreage, Production and Annual Income

Source: Adapted from Tony Mugoya (December, 2017)

3.5 Project Activities and outputs

3.5.1 Interventions aimed at doubling production and productivity of quality coffee

Activity 1.1.1 Holding sensitization meetings with Local leaders

Activity 1.1.3 Assisting farmers to form Farmer Groups

Activity 1.1.4 Sensitizing farmer groups about Farmer Association (FA)

Activity 1.1.5 Assisting farmers groups to form FAs

KRA 1.2 Formalization of the producer organizations;

Activity 1.2.2 Holding inaugural meetings for the FA committees

Activity 1.3.2 Training Farmer association leaders in Governance

Activity 1.3.3 Training Farmer association leaders in Financial Management

Activity 1.1.3.4 Training Farmer association leaders in Strategic Management

Activity 1.1.3.6 Training Farmer association leaders in Resource mobilization

Activity 1.4.1 Training needs assessment

Activity 1.4.2 Liaise with Scientists to obtain modern technologies