FEED THE FUTURE UGANDA YOUTH LEADERSHIP FOR AGRICULTURE ACTIVITY
YEAR ONE ANNUAL PROGRESS REPORT JULY 2015 – SEPTEMBER 2016
ANNUAL REPORT JULY 2015 – SEPTEMBER 2016
Contract Number: AID-617-C-15-00003
October 31, 2016
Cover photo: Female youth from the Ikoba Girls Primary School receiving practical line spacing training on maize production by Mugalex Agro Limited in the Masindi district
DISCLAIMER
This publication was made possible through support provided by Feed the Future through the U.S. Agency for International Development, under the terms of Contract No. Contract No. AID-617-C-15-00003. The opinions expressed herein are those of the authors and do not necessarily reflect the views of the U.S. Agency for International Development or the United States Government.
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TABLE OF CONTENTS
TABLE OF EXHIBITS AND FIGURES ...... 3 ACRONYMS ...... 4 SECTION I. ACTIVITY OVERVIEW ...... 5 SECTION II. EXECUTIVE SUMMARY ...... 6 SECTION III. CHALLENGES AND LESSONS LEARNED ...... 8 3.1 Evaluations and Assessments ...... 8 3.2 Constraints and Challenges ...... 10 SECTION IV. YEAR ONE INDICATOR PROGRESS REPORT...... 12 SECTION V. RESULTS IN ACHEIVEMENTS OF OBJECTIVES ...... 16 5.1 Activity Purpose: To increase economic opportunities for hundreds of thousands of Ugandan female and male youth ages 10 to 35 in agriculture-related fields ...... 16 5.2 Activity Objective One: Increased Incomes of Youth Working in Agricultural Value Chains ...... 17 5.3 Activity Objective Two: Improved Skills Development of Youth ...... 28 5.4 Key Interventions for Next Fiscal Year...... 32 SECTION VI. COORDINATION WITH GOU, DONORS, OR USAID ACTIVITIES .... 34 6.1 Government of Uganda (GOU) ...... 34 6.2 Other Donor, USG, and USAID Funded Activities ...... 36 SECTION VII. COLLABORATING, LEARNING, AND ADAPTING ...... 39 7.1 Collaborating ...... 39 7.2 Learning ...... 40 7.3 Adapting ...... 40 SECTION VIII. MANAGEMENT AND ADMINISTRATION ...... 42 8.1 Personnel and Staffing ...... 42 8.2 Procurement and Subcontracts ...... 43 8.3 Grants and SAF Implementation ...... 44 8.4 Monitoring, Evaluation, and Learning ...... 46 ANNEX A: BUDGET SUMMARY FOR QUARTER FOUR ...... 48 ANNEX B: ORGANIZATIONAL CHART ...... 49 ANNEX C: LIST OF EDUCATIONAL INSTITUTIONS SELECTED ...... 50 ANNEX D: LIST OF YLA PRODUCER ORGANIZATIONS ...... 54 ANNEX E: LIST OF EXHIBITORS AT AGRIKOOL-YOUTH EVENTS ...... 59 ANNEX F: PARTNERSHIP ENGAGEMENT AREAS ...... 65 ANNEX G: DOCUMENTED YOUTH SALES AS A RESULT OF YLA ACTIVITIES ... 68
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TABLE OF EXHIBITS AND FIGURES
Exhibit 1 YLA Programmatic Elements Exhibit 2 Youth Access to Economic Opportunities by Age Cohort Exhibit 3 Composition of Different Productive Partnerships by Type of Business Exhibit 4 Partnerships for Increasing Access to and Application of Improved Technologies Exhibit 5 Groups Who Applied Improved Technologies or Management Practices Exhibit 6 Market-Driven Technical Skills Needed for Work along the Value Chain Exhibit 7 Number of Youth Receiving Short-Term Agricultural Sector Productivity Training Exhibit 8 Business Development Services Accessed by MSMEs Exhibit 9 Members of POs that have Received USG Support by District Exhibit 10 Youth Participating in Social, Entrepreneurship, and Community Engagement Activities Exhibit 11 Coordination with USG, Feed the Future, and Other Donor Partners Exhibit 12 Year One APS Overview Exhibit 13 Summary of Leveraged Funds
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ACRONYMS
ABIAU Agribusiness Incubation Alliance of Uganda AMELP Activity Monitoring and Evaluation and Learning Plan APS Annual Program Statement ASRH Adolescent Sexual and Reproductive Health BDS Business Development Service BTVET Business Technical Vocational Education and Training CBFs Community Based Facilitators CHC Communication for Healthy Communities CLA Collaborating, Learning and Adapting CO (USAID) Contracting Officer COP Chief of Party COR (USAID) Contracting Officer’s Representative CPM Commodity Production and Marketing Activity CURAD Consortium for enhancing Universities Responsiveness to Agribusiness Development DCOP Deputy Chief of Party EEA Enabling Environment for Agriculture Activity ESL Equator Seeds Limited IPM Integrated Pest Management FTF Feed the Future GOU Government of Uganda ICT Information and Communications Technology MEL Monitoring Evaluation and Learning MSMA Market System Monitoring Activity MSME Micro, Small, and Medium Enterprises MOU Memorandum of Understanding NCDC National Curriculum Development Center PEDN Private Education Development Network PMU Project Management Unit PO Producer Organization POA Producer Organization Activity PPP Public Private Partnership RMS Results Management System SAF Strategic Activities Fund SACCO Savings and Credit Cooperative Organization SWMH Sing With Me Happily SRH Sexual and Reproductive Health SSP Spray Service Provider USAID United States Agency for International Development USAID/Uganda USAID Mission in Uganda USG United States Government YLA Youth Leadership for Agriculture
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SECTION I. ACTIVITY OVERVIEW
Uganda has the world’s second youngest population and its job gap is growing; each year 400,000 youth enter the labor market and compete for only 80,000 formal jobs. In Uganda, more than 70 percent of youth live in rural areas, and youth make up about 55 percent of the work force in the agricultural sector. With an economy reliant on agriculture for growth and food security, Uganda sits at a critical juncture. A youth bulge for any country can be a strain or it can be a demographic “dividend,” depending on the human, social, financial, and physical assets in place. Uganda’s path forward lies in creating agriculture sector opportunities for rural youth, given that 75 percent of the workforce is engaged in this sector, including 55 percent of youth and 70 to 80 percent of all women.
Feed the Future Uganda Youth Leadership for Agriculture Activity (“YLA” or “the Activity”) supports Ugandan partners, with youth in the lead, to identify and drive forward sustainable, inclusive, and cost-effective approaches that put youth, especially female youth, squarely in the agriculture sector as leaders, farmers, entrepreneurs, and employees The purpose of YLA is to increase economic opportunities for approximately 350,000 Ugandan female and male youth ages 10 to 35 in agriculture-related fields in order to increase their incomes and build entrepreneurship, leadership, and workforce readiness skills. A $21.5 million activity with a period of performance spanning July 14, 2015 – July 13, 2020, YLA is focused on achieving the following two objectives:
• Increased incomes of youth working in agricultural value chains • Improved skills development (entrepreneurship, employability, leadership, and life skills) obtained through formal and non-formal education and training organizations
Our implementation strategy is crafted around a youth-driven approach that prioritizes facilitation, targets in-school and out-of-school youth, and leverages the private sector and workforce institutions to ensure buy-in and sustainability of interventions. We rely on an evidence-based and participatory mapping process that identifies age-appropriate needs, aspirations and opportunities for youth in order to operationalize our approach. Youth are at the forefront of everything we do to ensure that all interventions are youth-led. Youth serve as mentors and facilitators in leadership training, youth-friendly outreach and technologies promotion, and youth-led research that in turn provides a framework through which the community and partners can respond to youth needs. YLA approaches all tasks through a supply and demand framework; we serve as a catalyst for creating relationships, opportunities, and tools between private sector actors, producer organizations (POs), and workforce institutions to create more opportunities for youth employment and market-driven skills development. All interventions are framed with a learning agenda in mind. Through collaborating, learning, and adapting (CLA), we continuously re-evaluate our actions and visions to build on what works, learn from what doesn’t work, and maximize partnership opportunities to promote and scale inclusive youth development across Uganda.
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SECTION II. EXECUTIVE SUMMARY
YLA’s Fiscal Year 2016 annual report provides an overview of Year One results, highlights key KEY ACCOMPLISHMENTS accomplishments and lessons learned, and provides a comprehensive analysis of progress towards 9,519 youth accessing agricultural achieving Activity objectives, as illustrated by related economic opportunities performance against contract indicators.
2,378 youth farmers applied YLA made important progress towards achieving improved technologies of management results under each objective (see box at right). Of practices note, 9,519 youth accessed agricultural economic opportunities against an annual target of 990, and the 180 partnerships between public Activity exceeded 11 of 15 indicator targets and private sector, facilitated established in Year One. YLA also produced results for four additional indicators that were not expected 44 market driven technical skills to produce results until Year Two. Section IV provided to youth includes a detailed analysis of YLA’s performance against each indicator. Highlights by Objective are 56 training events held summarized below.
individuals received USG Under Objective One, YLA established 180 3,922 supported short-term agricultural sector productive partnerships, most notably with Equator productivity training Seeds Limited (ESL) through which 2,378 youth applied improved technologies. YLA also supported 15 MSMEs received business 56 training events through which 44 market driven development services technical skills were provided to 3,922 youth, and increased employment opportunities by connecting 2,942 youth members of producer 67 youth directly to employment opportunities, organizations and community based leading to 23 full time jobs. organizations received USG assistance
Under Objective Two, YLA positioned itself to turn 28 service providers accessed youth new technical, workforce readiness, and with technical, workforce, readiness and entrepreneurship skills training materials into entrepreneurship skills services innovative models most appropriate for scalability through its work with partners Restless Development 67 youth received new or better and Mango Tree. The Activity successfully employment (including better self- connected 28 providers of technical, workforce employment) readiness, and entrepreneurship skills services to youth producer organizations, well exceeding the 3 youth-led social entrepreneurship or Year One target of two service providers. YLA also community service activities connected 5,484 youth to agricultural implemented entrepreneurship networks, again exceeding its annual target for the category of 509. Finally, YLA 5,484 youth accessed entrepreneurship networks
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facilitated access for youth to financial services totaling $105,230. Work in this area had not been expected to begin until Year Two, and thus the first year target for that indicator was 0.
The Activity is also spearheading initiatives with the National Curriculum Development Centre (NCDC) through a subcontract with Educate! in trial testing select modules of the Technology and Enterprise learning areas of the reformed O-level curriculum as developed by NCDC which will increase provision of quality technical, workforce readiness, and entrepreneurship skills for in-school youth; as well as opportunities to demonstrate leadership, social entrepreneurship, and community, and build skills related to agriculture.
In Year One, YLA released an annual program statement (APS) to identify potential grantees to implement activities designed to achieve results under each of the Activity objectives, prioritizing those that had the potential to strengthen relationships and collaboration between private sector firms, associations, NGOs/CBOs, and youth-led organizations. A number of the partners have already started implementation or will begin implementation early on in Year Two including: Equator Seeds Limited (ESL), Private Education Development Network (PEDN), Sing With me Happily (SWMH), Educate!, Akorion, and Caio Shea Butter. Most significantly, through these partnerships, YLA will leverage $383,858.00 or 58 percent of allocated funding from private and public sector partners creating a holistic technical assistance model that demonstrates local buy-in, incentivizes sustainability, and ensures economic opportunities for in- and out-of-school youth at various entry points across YLA’s objectives.
YLA’s experience in Year One has positioned the Activity to effectively develop new partnerships and strengthen existing ones. YLA’s partnership strategy and overall approach is built upon the principles of USAID’s Youth Policy and Education Strategy as well as USAID/Uganda’s CDCS 2.0; and collaboration with district governments, other Feed the Future Activities, and other USAID and donor programs. We remain committed to continuous learning, and to relying on an emerging global, Ugandan, and YLA evidence base to inform and guide our approach. Looking forward to Year Two, we will continue to seek out opportunities to increase meaningful youth participation in all facets of implementation to expand the YLA profile, build credibility for the Activity, and improve earning and learning for all Ugandans within our target cohort.
In the following sections, we provide an overview of lessons learned and challenges from the past year, followed by an analysis of progress against indicators, and a detailed description of accomplishments/progress at the task level under each contract objective. We then present Government of Uganda, donor, and USAID coordination efforts, our approach to collaborating, learning, and adapting within our monitoring, evaluation, and learning framework, and conclude with a management and administrative overview, and financial report.
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SECTION III. CHALLENGES AND LESSONS LEARNED
To ensure the gains achieved by YLA in Year One continue into Year Two it is important to reflect on the challenges faced and identify important lessons to inform future programming. Central to YLA’s Monitoring, Evaluation and Learning Plan, YLA in Year One created regular pauses for reflection within the activity implementation plan, engaged stakeholders for shared ‘learning moments’, and conducted analytical reviews of existing and/or new evidence. Learning and adaptation follows a set of principles that include:
• Scalability: Detecting, developing, testing and comparing intervention models through partnerships designed to lead to larger impacts. • Replicability: Identifying and documenting models or interventions that could be copied or re-employed to achieve the same desired outcomes. • Age and gender appropriateness of interventions: Given the wide range of the Activity’s targeted youth (10-35yrs), coupled with the 70% Activity target of women and girls, purposive/intentional efforts were sought to ensure age and gender appropriateness of interventions. • Innovation and private sector engagement: Identifying innovative approaches that enhance private sector engagement through productive partnership relationships.
3.1 Evaluations and Assessments
In Year One, YLA completed three assessments that were critical for defining the course of the Activity, and Year 1: Learning Agenda Questions aided in refining and focusing our • What are the most promising approaches, results approach. These assessments and lessons learned during the first year of YLA included: the gender analysis and implementation? baseline assessment, stakeholder • How can scale be achieved in youth employment mapping exercise, and assessment through community-based approaches (such as saving and loans groups, cooperatives, etc.)? report for scale up. Key conclusions • What technologies are receiving the most from these evaluations and transaction amongst the different youth groups assessments as well as the actions (by age categories, sex, rural/urban) among others? YLA will take to guide upcoming • How can technologies or innovations be more activities are detailed below. effective in linking youth to economic opportunities? • What inclusive business models are most likely to Gender analysis and baseline create scalable win-win relationships between assessment. In February and March private sector and youth? 2016, YLA conducted a gender • What are the most appropriate models for YLA in terms of scalability, cost-effectiveness and analysis and baseline assessment with age/sex appropriateness? the aim of developing a deeper understanding of the opportunities and
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barriers for youth, especially young women, to engage in agriculture. The Activity’s adaptive management approach is rooted in learning and sharing learning through established knowledge networks including USAID/Uganda and USAID funded activities, Government of Uganda, and from other donors. It included a focus on information sharing and adaptation based on identified gaps and windows of opportunity, which allowed YLA to conceptualize, plan, and implement interventions with enough flexibility to work in diverse district contexts.
The assessment findings challenged previously held assumptions about YLA’s target demographic, informed the development of interventions, and identified areas for new interventions and activities. For instance, it is commonly held belief in the donor community that youth in Uganda view agriculture as an unattractive sector in which to build a career. However, youth’s widespread mistrust of the private sector appears to be a greater barrier to entry into agriculture and agriculture-related fields than lack of interest in the sector. The assessment also found that while there are significant concerns about the poor treatment of women in the workplace, there are many private sector actors that value engaging and promoting women in their organizations. The more confounding barriers for women’s economic empowerment in the communities surveyed appears to be the social norms around women working outside of the home, and the decision making structure around assets inside the home.
Stakeholder mapping exercise. The stakeholder mapping exercise was conducted during quarters two and three, with the goal of identifying economic opportunities where YLA can build relationships between private sector actors, producer organizations, and/or workforce institutions, linking those groups through productive partnerships to address skills gaps and drivers that could be targeted by YLA to engage youth through agriculture. Findings from the report indicated:
• The private sector wants specialists and not generalists. There is room to develop tailored shorter courses in a particular technical area. • If the business community is involved in the development of the courses and materials, and provides space for practical exercises to be conducted, they automatically value the graduate more and are more likely to recruit employees with such a certificate or experience. • Business owners require practical skills and employees who have been exposed to working in the private sector. Practical skills can be acquired by developing highly specialized courses such as coffee crop management, broiler production, high value vegetable production, pest and disease management and also have a business management/financial management component or through previous work experience. • Linking youth entrepreneurs with microfinance institutions is critical. Youth need investment capital to start or expand their businesses. Without an access to finance, developing a vibrant agricultural youth business climate will be difficult. • Agricultural related training courses are rarely offered at BTVET institutions. • Youth entrepreneurs are out there. There is plenty of evidence that youth are engaged in agriculture at many levels of value chains. It is important to continuously scout for young entrepreneurs and interact with them to understand their needs and their challenges.
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Assessment report for scale-up. During quarter four, YLA completed the assessment report for scale up which served to ground-truth assumptions and provide evidence-based prescriptions for scaling up in Year Two. YLA did a thorough alignment analysis of relevant USAID policies and strategies, as well as USAID Uganda's Country Development Cooperation Strategy (CDCS) 2.0. To ensure alignment with GOU's plans, YLA also conducted a review of relevant core documents including the National Youth Policy (2015) and National Action Plan for Youth Employment (2015/2016-2019/2020), and the National Planning Authority's Strategy for Employment Creation. As part of its commitment to utilizing Collaborating, Learning, and Adapting (CLA) tools, YLA reviewed how it has coordinated with Feed the Future and other USAID/Uganda Activities. To validate YLA's approach and inform its work planning, this assessment included a multi-faceted evidence review and analysis. YLA conducted in depth interviews with nine Feed the Future and youth development programs and organizations to explore scalable models.
Through this review, YLA Exhibit 1: YLA Programmatic Elements identified a number of scalable programmatic elements and attributes that are likely to improve integrated workforce and agricultural livelihoods outcomes among youth. Exhibit 1: YLA Programmatic Elements These seven programmatic elements (see box) are now considered foundational to the Activity, and have been integrated in the Year Two Work Plan.
3.2 Constraints and Challenges
Regional team organizational structures. In Year One, YLA established four regional hubs located in Gulu, Masindi, Mbale and Mubende servicing a territory in the Central, North, Eastern and Western Feed the Future prioritized districts. Each region has its own unique needs and the team identified an opportunity to revisit and revise the organizational structure to better achieve the Activity’s integrated objectives. As a result YLA is in the midst of restructuring the Kampala based and regional hub teams. In Kampala, YLA is adding additional support and professional staff in the MEL, communications, and grants departments. In the regional hubs, the Activity is changing the scopes and titles of both private sector partnerships managers, and skills development managers to partnership manager to better reflect their roles in identifying and developing partnerships.
Gaps in implementing partner management and administrative capacity. YLA selected partners Mango Tree and Restless Development, a local firm and an international NGO respectively, for their wealth of technical expertise and for their in-depth experience in the
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target districts. They are essential to resilient and sustained Activity implementation in the four target districts and beyond as they enable YLA to more effectively build upon local systems to expand agricultural economic growth opportunities for youth. However, while these organizations are vital for adapting tools and materials to the local context in agriculture, livelihoods, and health, they required considerable technical and administrative support to implement in accordance with USAID rules and regulations. To build the capacity of our partners, YLA conducted targeted trainings aimed at strengthening their financial and management capacities to ensure more effective implementation. As part of this ongoing training effort, each partner has streamlined their invoicing in accordance with USAID rules and regulations. Additionally, given the importance of these organizations in adapting tools and materials to the local context in agriculture, livelihoods, and health, YLA reexamined how best to use the expertise that each partner brings to the table. Moving into Year Two, YLA will leverage Mango Tree’s expertise to innovate on how to develop and disseminate age- appropriate training materials, a strategic shift from their goal of content and production of materials in Year One. Restless Development’s role will shift from simply providing skilled manpower, to applying youth thinking into the Activity by infusing its new youth strategy.
Targeting young women and girls through productive partnerships. To date, 9,519 youth have accessed agricultural related economic opportunities as a result of YLA interventions, 48 percent of whom were female. With a life of activity target of 70 percent female beneficiaries, YLA recognizes the importance of prioritizing interventions that intentionally help young women and girls gain the skills they will need to access employment opportunities in agriculture. Considerable time has been invested in seeking partners who understand and accept the challenge of engaging youth with high targets for women. YLA’s Year One experience drew out the challenges in identifying and developing partnerships that are ready to provide opportunities in high numbers specifically for women in the context of partnerships where YLA is not funding the activity but rather committing funds together with a partner who is also significantly committing their own funds. The process of identifying the right partner was lengthy, as was the time needed for partners to implement and measure impact within the first year of implementation. YLA continued to look critically at approaches, models, and partnership opportunities geared towards young women and girls to inform the designing, selecting, and scaling of gender sensitive interventions in YLA target areas that ensure we will reach and exceed our target.
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SECTION IV. YEAR ONE INDICATOR PROGRESS REPORT
The table below provides an overview of outcome and output indicators employed to measure progress against contractual targets under each objective, and YLA’s progress during Year One against annual performance monitoring targets. The AMELP annual targets extend through the end of the fiscal year (September 30, 2016). As such, data included in the table below is cumulative through the end of FY 2016. For additional detail on YLA’s monitoring, evaluation, and learning efforts during Year One, please refer to Section 8.4 of the report. Actuals Life of Frequency Percent of Year FY Q3 FY Q4 Year Project Percentage No. Indicator Definition of achieved of Females One 2016 2016 One Target Reporting FY1 Target Reached Target Actuals Actuals Total Activity Purpose: To increase economic opportunities for hundreds of thousands (approximately 350,000 Ugandan female and male youth) ages 10 to 35 in agriculture-related fields in order to increase their incomes and build entrepreneurship, leadership, and workforce readiness Number of youth accessing agricultural related economic P.1 Quarterly 990 3,811 5,708 9,519 350,000 962% 48% opportunity(ies)/ as a result of YLA interventions Objective 1: Increased incomes of youth working in agricultural value chains Percentage change in average Year sales of agricultural One 1.0.0 products/services during the Annually 0 0 0 TBD - Target reporting period as a result of - not set YLA interventions Outcome 1.1: Increased adoption of technologies that improve productivity Number of farmers and others who have applied improved 1.1.1 technologies or management Quarterly 406 0 2,378 2,378 200,900 586% 54% practices as a result of USG assistance
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Actuals Life of Frequency Percent of Year FY Q3 FY Q4 Year Project Percentage No. Indicator Definition of achieved of Females One 2016 2016 One Target Reporting FY1 Target Reached Target Actuals Actuals Total Number of private enterprises, producers organizations, water users associations, women’s 1.1.2 groups and CBOs that applied Quarterly 8 0 7 7 4,018 86% - improved technologies or management practices as a result of USG assistance Number of productive partnerships between public and 1.1.3 Quarterly 2 95 85 180 60 9000% - private sector, facilitated by U.S. government-funded activities Number of public-private 1.1.4 partnerships formed as a result Quarterly 4 1 2 3 60 75% - of Feed the Future assistance Outcome 1.2 Increased provision of private sector market – driven technical skills development services by private sector firms Number of market driven - 1.2.1 technical skills provided to youth Quarterly 5 18 26 44 187 880% as a result of YLA support
Number of training events - 1.2.2 Quarterly 47 25 31 56 7,000 119% implemented as a result of YLA Number of individuals who have received USG supported short- 1.2.3 term agricultural sector Quarterly 406 2,135 1,787 3,922 200,900 966% 51% productivity or food security training Outcome 1.3: Increased access to input and output markets by youth Number of times input suppliers 1.3.1 access the youth as a result of Quarterly 406 2 16 18 401,800 4% - YLA interventions
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Actuals Life of Frequency Percent of Year FY Q3 FY Q4 Year Project Percentage No. Indicator Definition of achieved of Females One 2016 2016 One Target Reporting FY1 Target Reached Target Actuals Actuals Total Year Value of inputs accessed by One 1.3.2 youth as a result of YLA Quarterly 0 $106,861 106,861 TBD - Target - interventions not set Year Value of incremental sales One 1.3.3 Bi-annually 0 $8,907 $0 TBD - attributed to FTF implementation Target - not set Number of MSMEs, receiving 1.3.4 business development services1 Quarterly 8 0 15 15 4,018 188% - from USG assisted sources 1.3.5 Number of members of producer organizations and community Annually 406 1,852 1,090 2,942 200,900 725% 54% based organizations receiving USG assistance (S) Outcome 1.4: Increased employment opportunities for youth along the value chain Number of jobs attributed to Feed 1.4.1 Bi-Annually 0 0 23 23 5,022 - - the Future implementation Number of persons receiving new or better employment (including better self-employment) as a 1.4.2 Annually 0 67 0 67 5,022 - 30% result of participation in USG- funded workforce development project Objective 2: Improved skills and competencies of youth Percentage change in competencies/ skills acquired by 2.0.0 Start/mid/end - - youth as a result of YLA interventions
1 Including financial services
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Actuals Life of Frequency Percent of Year FY Q3 FY Q4 Year Project Percentage No. Indicator Definition of achieved of Females One 2016 2016 One Target Reporting FY1 Target Reached Target Actuals Actuals Total Outcome 2.1: Increased provision of quality technical, workforce readiness , and entrepreneurship skills (including communication, positive mindset, critical thinking, problem- solving, teamwork, and business planning) Number of service providers
accessing youth with technical, - 2.1.1 Quarterly 2 6 22 28 60 1400% workforce, readiness and entrepreneurship skills services Value of financial services 2.1.2 Bi-Annually 0 0 $105,230 $105,230 TBD - - accessed as a result of YLA Value of Agricultural and Rural 2.1.3 Bi-Annually 0 0 0 0 TBD - - Loans Outcome 2.2: Increased opportunities to demonstrate leadership, social entrepreneurship and community engagement by youth Number of youth-led social entrepreneurship or community 2.2.1 Annually 2 0 3 3 60 150% - service activities implemented as a result of YLA Number of youth with access to 2.2.2 entrepreneurship networks (agro Quarterly 509 1959 3525 5484 56,000 1077% 44% - related) as a result of YLA Outcome 2.3: Improved provision of life skills for healthy living (including family planning and reproductive health information) Number of youth reached with comprehensive/ correct 2.3.1 knowledge, life skills information/ Quarterly 990 349 543 892 350,000 90% 57% services across selected health areas
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SECTION V. RESULTS IN ACHEIVEMENTS OF OBJECTIVES
5.1 Activity Purpose: To increase economic opportunities for hundreds of thousands of Ugandan female and male youth ages 10 to 35 in agriculture-related fields
During Year One, YLA exceeded the annual target of 990 youth accessing agricultural related economic opportunities resulting in a total of 9,519 youth, 4,558 females (48 percent), and 4,961 male (52 percent). Through research, mapping, and collaboration meetings with private and public sector actors, other USAID and donor funded activities, district government officials, and workforce institutions, YLA continued the process of identifying and assessing approaches and specific leverage points under our youth engagement areas (see Annex F) where mutually beneficial partnerships and economic opportunities for youth are generated. As a result of trainings in a variety of improved technologies aimed at enhancing agricultural productivity, linkages made with private sector partners through the strategic activities fund, and the youth-led events such as AgriKool-Youth Mbale and Gulu and the Youth Camp conducted in Mubende, YLA leveraged partnerships and resources that provided youth with opportunities to develop entrepreneurial skills/opportunities, community leadership, and ultimately gain entry into the labor market. Exhibit 2 below illustrates the percentage and age cohort of YLA targeted youth who accessed agricultural related economic opportunities.
Exhibit 2: Youth Access to Economic Opportunities by Age Cohort
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5.2 Activity Objective One: Increased Incomes of Youth Working in Agricultural Value Chains
The purpose of Objective One is to organize opportunities for increased incomes of youth around value chain development-driven job creation. YLA’s efforts under Objective One contributed to advancing technical and entrepreneurial skills to meet workforce demand and support increased youth incomes along the value chains. Emphasis was placed on investigating the needs and skills requirements of employers in select value chains and linking youth to those employment opportunities while seeking partnerships that provided market-driven skills training, the adoption of new technologies, and increased access to input and output markets, while concurrently promoting “agriculture as a business” so that youth become more aware of the menu of employment options available in the sector.
No. Indicator Year One Target Q4 Results Year One Actuals
Percentage change in average No targets for year 1.1.0 0 0 sales of agriculture one
The percentage change in sales shall be calculated in the subsequent years with year one results forming the baseline for measuring the percentage change.
The total sales of agricultural products/services by youth during Year One amounted to $8,907. During the year, 34 youth sold a variety of commodities to individuals or smallholder businesses, which can be directly attributed to the AgriKool-Youth events in Mbale and Gulu. YLA conducted post-AgriKool visits to selected youth, youth groups, and MSMEs, where youth reported an increase in sales following their participation in the event. However, YLA could only verify sales records from 34 (male 24 and female 10) youth in the districts of Gulu, Agago and Mbale. These youth reported that participating in AgriKool-Youth improved their sales of goods such as tree and fruit seedlings; dairy products (yoghurt); poultry inputs – drinkers, trays, piglets; vegetables and fruits; and coffee beverages; processed pumpkin products; rice; and improved maize seed. The total average sales of these 34 youth was UGX 29,820,100 or $8,907. This amounts to an average total of $262/person. The actuals accumulated in Year One will form the baseline for establishing targets and serve as a baseline for calculating the percentage change in sales during subsequent years of YLA implementation. See Annex G for Pumpkin value addition exhibitor, Josmak International, interacting with in and out of school youth participants at AgriKool more information on the youth Youth event in Mbale including their employer or group and the types of products sold.
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Outcome 1.1: Adoption of Technologies that Improve Productivity Increased
No. Indicator Year One Q4 Results Year One Target Actuals Number of farmers and others who have 1.1.1 applied improved technologies or 406 2,378 2,378 management practices as a result of USG assistance
Number of private enterprises, producers organizations, water users associations, 1.1.2 women’s groups and CBOs that applied 8 7 7 improved technologies or management practices as a result of USG assistance
Number of productive partnerships 1.1.3 between public and private sector, 2 85 180 facilitated by U.S. government-funded activities Number of public-private partnerships 1.1.4 formed as a result of Feed the Future 4 2 3 assistance
Year One interventions largely focused on facilitating and fostering the development of partnerships to leverage agricultural-related economic opportunities for youth with private and public sector actors, educational training institutions, NGOs, youth groups, local government institutions, and community based organizations (CBOs) such as the producer organizations and area cooperative enterprises. Through engagement with district local government leadership, grants issued through the strategic activity fund (SAF); AgriKool Youth events; access to new/existing networks and Feed the Future partners; and regional hubs private sectors actors were identified and 180 productive partnerships were established (see Exhibit 3 below). Many of these partnerships were created to assist youth beneficiaries in accessing improved technologies aimed at increasing agricultural productivity and to train them in their use. The partnerships also enabled YLA to provide a mix and variety of options and opportunities for youth as they explore viable career paths in agriculture.
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Exhibit 3: Composition of Different Productive Partnerships by Type of Business
Private sector partners, including Balton Uganda, K-Mubende, Art Planet Academy, Equator Seeds Ltd, Mugalex, Faith Agro, Monsanto, and East African Seeds, conducted trainings in schools and at community centers to equip both in- and out-of-school youth with agricultural knowledge. These private partners also supported schools in establishing demonstration plots as learning points for their students and the surrounding communities. Additionally, these partners were active participants at the AgriKool-Youth events held in Mbale and Gulu and the Mubende Youth Camp, where both in and out of school youth had an opportunity to learn about best practices and innovations in the agriculture sector, such as the use of labor-saving technologies (planters, sprayers, dryers, sheller equipment, hermetic storage bags, organic fertilizers, plastic silos, and ox ploughs) from leading firms.
As part of the efforts to enhance application of improved technologies, YLA through ESL enacted Field Day events and supplemented classroom training with technological observation plots
(TOPs). These events were organized PhotoCredit YLA for youth farmers to learn from what Youth in Mbale setting up demonstration gardens (Wanale others were doing and share Sub-County in Mbale, Buwali Sub-County in Bushika and experiences among themselves, Nakatsi Sub Counties in Bududa district)
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while the TOPs enabled youth farmers to gain practical, hands-on experience with innovative, high- return technologies. In total, YLA partners trained 3,922 youth in the
application of improved technologies. From this figure 2,378 youth reported applying improved technologies and
practices reflecting a 61 percent PhotoCredit: YLA application rate. Details on the Students of Ikoba Girls and Kabango primary schools respectively learn partnerships formed that led to the and demonstrate row planting supported by Mugalex and Cleofash (Art application of improved Planet Academy) technologies are included in Exhibit 4 below.
Exhibit 4: Partnerships for Increasing Access to and Application of Improved Technologies Partner Technology Applied # Females # Males Total Balton Uganda LTD Soil related fertility and 2 2 4 conservation Disease Management 3 2 5 Pest Management 1 2 3 Bee House Uganda LTD Apiary management 1 3 4 K-Mubende Ltd & Crop Genetics and Cultural 1,285 1,077 2,362 Equator Seeds Ltd practices Total 1,292 1,086 2,378
Extending beyond youth farmers, YLA’s support in applying improved technologies through its productive partnerships reached schools and producer organizations. During the year, two schools in Masindi and one in Gulu respectively, and four producer organizations, one from Mbale and three from Masindi, applied improved technologies. For example, YLA facilitated a partnership with the St. Anthony Primary School in Gulu and Golden Agro Enterprises which provided improved seeds for the school garden. The four POs applied improved technologies at the group level and not on individual farms/gardens as detailed in Exhibit 5 below.
Exhibit 5: Groups Who Applied Improved Technologies or Management Practices Name of PO Group Type of Description of Improved Technology applied Improved Technology Gorora Youth (28 members)- Crop genetics Improved seed selection (disease and drought resistant, Masindi and cultural quick maturing seeds) for vegetable production i.e. for Kiduru Tukwatanise (17 practices green and red pepper, tomatoes, cabbages and onions. members)-Masindi Nursery bed preparation, row planting and fertilizer use (farm yard manure-cow dung). Demonstrating the use of simple irrigation using watering cans (for dry season production) and pest and disease control using pesticides and spraying. Tulihamu Kahara (19 Livestock Rearing of large white pigs (quick maturing and disease members)-Masindi management resistant breeds), disease and pest management through vaccination, deworming and use of indigenous micro- organisms (IMO) technology.
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Name of PO Group Type of Description of Improved Technology applied Improved Technology Bushika ACE-Mbale Crop genetics Application of improved/hybrid seeds for tomatoes, cabbages and onions and setup of demonstration gardens for horticulture production St Anthony Primary School Soil fertility Establishing vegetable gardens for eggplants. At the Management transplanting stage, the school applied fertilizer to increase Pest their crop yield. Row planting was adopted for planting the Management vegetables. Cultural Practices Ikoba Girls Primary School Crop genetics Use of improved maize seed, planting in rows and and cultural recommended spacing. practices Kabango Primary Schools Crop genetics, Planting of improved vegetable seed and application of cultural practices pesticide on the school vegetable/ cabbage garden to and Pest manage pests. Management
YLA facilitated the formation of three public- Opening Doors in Agriculture private partnerships by engaging public entities and the private sector. To organize “Attending and participating in AgriKool opened both of the AgriKool-Youth events, the Mbale so many doors. People made orders even beyond what we had in stock, we have made Secondary School and the Vanguard Police sales and these have increased since AgriKool, Primary School in Gulu partnered with a also elevated our status and our consumers private sector partner, the small women and clients also have a different perspective about Byeffe Foods, we have also established owned firm, Agasha. The public entities partnerships with other private player donated the public land for the events to be colleagues and NGOs like Goal Uganda. Some held. Select students from the schools also of the youth that we talked to at AgriKool have also signed up to supply pumpkin to our participated in the planning of the event and company.” worked as ushers and volunteers. In addition to contributing to outreach efforts around the - Fatuma Namutosi (27 years old), Managing Director of Byeffe Foods Company event and communicating the message that employment in agriculture is “Kool” and exciting, Agasha contributed significantly to - Deborah Malac, United States the mobilization of seven youth coaches and trainers,Ambassador 97 youth to Uganda working committee members, 10 youth community mobilizers, and 70 data collection youth volunteers. In addition 180 agribusinesses (skills development providers, input actors, agro-dealers/retailers/agents, model farmers, processors and traders as well as agro- related service providers) showcased the numerous agriculture career options available to youth at the events. See Annex E for a comprehensive list of exhibitors who participated in the AgriKool-Youth events. In Mubende, the district local government, YLA, and seven private sector actors organized the Mubende Youth Camp. The private sector actors included: K-Mubende; Osho Chemicals; NUCAFE; Bee House Uganda; Kaweeri Coffee; Lwankuba Farm; and Akorion Ltd. As component of this partnership, YLA formed part of the organizing committee providing technical support, enabling the provision of trainers and training opportunities at the youth camp. Some of the trainings included passion fruit growing, piggery, tomato growing, and coffee nursery management among others. The Mubende district local government, provided
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financial support for the event, coordinated the use of event grounds at DAS Primary school, and facilitated the provision of ASRH services. As a result of this youth camp, a total of 569 youth were provided access to economic opportunities of which 54 percent were female and 46 percent were male.
Outcome 1.2: Increased Provision of Market-Driven Technical Skills Development Services by Private Sector Firms
No. Indicator Year One Q4 Results Year One Actuals Target Number of market driven 1.2.1 technical skills provided to youth 5 26 44 as a result of YLA support 1.2.2 Number of training events 43 31 56 implemented as a result of YLA Number of individuals who have received USG supported short- 1.2.3 term agricultural sector 406 1,787 3,922 productivity or food security training
Since YLA interventions are largely private sector driven, early on in Year One, YLA conducted a stakeholder mapping exercise and subsequent district profiling surveys to identify market driven skills gaps and opportunities where the Activity can build relationships between private sector actors, producer organizations, and/or workforce institutions, linking those groups through productive partnerships to youth. Based on the information gathered through interviews with private sector actors, youth groups, BTVETS, and BTVET graduates, YLA identified skills gaps in youth and used that information to support appropriate skills development interventions and capacity building trainings. Below is an illustrative exhibit of market driven technical skills identified through the mapping exercise that youth need to find employment in the private sector and match market demand.
Exhibit 6: Market-Driven Technical Skills Needed for Work along the Value Chain Skilled are Definition Skill Value Chain Skills category Areas Segment Skill Areas Technical These are mainly Value chain Agro-input • Seed and fertilizer Skills- Value market driven skills as related Markets • Hatcheries & animals chain related required by the private skills • Animal feeds skills sector actor to enable • Farm advisory service them engage the provision youth. The technical • Input sales Seed skills have been multiplication categorized along the Farm Production • Spraying skills stages of the value • Planting skills chain • Weeding skills
• Good agronomic practices • Crop rotation • Climate smart agriculture • Detassling
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Skilled are Definition Skill Value Chain Skills category Areas Segment Skill Areas Post-harvest • Processing Handling and • Harvesting Value Addition • Value addition Marketing and • Commodity marketing Trading Management and • Leadership and Support Services communication skills • Financial literacy
In Year One, a total of 56 short-term agricultural productivity training events were conducted by private sector partners including ESL, Louis Drefus, Balton, Bagezza SACCO/Nurture Africa, Bee House Uganda LTD, CURAD, ABIAU, Golden Agro Enterprises Limited, Great Lakes Coffee, K- Mubende Farm Supplies and Pride Micro Finance, etc. These training events reached a total of 3,922 youth across the targeted districts surpassing the target of 406 youth for Year One. From these trainings, a total of 44 key market driven skills were imparted to youth including: life skills, leadership and community engagement, entrepreneurship, bulking and marketing, starting a business, planning and budgeting, saving and spending, marketing, decision making for healthy choices/disease prevention, and technical skills such as charcoal bricket making, climate smart solutions, coffee management and processing, construction of local hives.
Exhibit 7: Number of Youth Receiving Short-Term Agricultural Sector Productivity Training
ESL conducted 25 of the 56 training events with training content co-created with a consultant from ESL and our subcontractor Mango Tree. ESL trained 65 community based facilitators (CBFs) in agricultural extension and facilitation techniques as well as basic agronomy – specific
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to pre-season and mid-season – for the production of sesame, beans, maize, and soybeans – skills necessary to pass along through the extension services to the youth producers. Each CBF then trained the youth farmers in topics such as facilitation, site selection for growing improved seed, timely planting, germination testing, fertilizer application, seed
PhotoCredit: YLA production, and agricultural extension services to ensure that the A page from the CBF training flipbook co-created by Mango farmers can meet ESL’s seed Tree, YLA, and ESL describing the role of a CBF specifications and standards. This
extension support system enabled ESL to increase both the quality and quantity of certified seeds and meet ESL’s and the market’s demand for a skilled labor force.
Outcome 1.3: Increased Access to Input and Output Markets by Youth
No. Indicator Year One Target Q4 Results Year One Actuals Number of times input suppliers 1.3.1 406 16 18 access the youth as a result of YLA interventions 1.3.2 Value of inputs accessed by youth 0 $106,861 $106,861 as a result of YLA interventions
1.3.3 Value of incremental sales 0 $8,907 $0 attributed to FTF implementation Number of MSMEs, receiving 1.3.4 business development services2 8 15 15 from USG assisted sources 1.3.5 Number of members of producer organizations and community 406 1,090 2,942 based organizations receiving USG assistance (S)
During Year One, YLA partnered with nine input suppliers. Through various interventions these input suppliers accessed youth 18 times. At both the AgriKool-Youth events, through the ESL trainings, the Mubende Youth Camp, and from YLA facilitated partnerships between youth groups and private sector partners like Monsanto, Mugalex Agro-Dealer, and Faith Agro, youth producers were linked to input dealers who provided technical information and training on the use of agro-inputs. The value of inputs that the youth accessed totaled $106,861. A total of 2,470 youth (female 1,320 and male 1,150) who either belonged to MSMEs or youth POs, received access to inputs. Since much of Year One was focused on establishing and consolidating partnerships with the private sector, only four percent of the target was achieved.
2 Including financial services
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To ensure input supplier access to youth in Year Two, YLA will scale up the agent model through partners such as East African Seed, K-Mubende and Simlaw Seed Company in Mubende district. It is anticipated that leveraging such partnerships will lead to an increase in the frequency that the input dealers connect youth with the necessary inputs.
Access to input suppliers was facilitated in part through the youth led events such as AgriKool- Youth Mbale and Gulu and at the Mubende Youth Camp where youth had direct access to certified input dealers. Sales records of inputs that were specifically accessed by youth demonstrated during these one-day events totaled $1,544. The input sales included hybrid seeds, post-harvest handling equipment such as plastic silos pesticides, herbicides, fertilizers, beehives, piglets, and poultry inputs such feeders. Not only did the AgriKool-Youth events serve as a venue for youth to connect to input suppliers, they also increased youth access to markets. As noted under indicator 1.1.0 above, youth sales of commodities attributed to Feed the Future implementation amounted to $8,907. During the post AgriKool visits to selected youth, youth groups and MSMEs who attended the event, the participants reported an increase in sales made. Of the youth contacted post AgriKool, only 34 had maintained records from which sales were generated (see Annex G). We expect this number to increase significantly in Year Two and as we role out interventions building financial literacy and record keeping skills.
YLA supported youth-led POs and MSMEs to access business development specifically market access at the AgriKool-Youth and other related events. Other support to selected MSMEs and POs included establishing linkages with financial institutions such as Pride Microfinance and Micro-Finance Support Centre services. These financial institutions provided information on the available financial products as well the requirements to access the referred to services such as loans and credit. Details on the number of MSMEs by district and business development services received as a result of YLA are detailed in the Exhibit 8 below.
Exhibit 8: Business Development Services Accessed by MSMEs Business Gender Number District Name Name of owner of Type BDS Received of staff (MSME) owner Mbale Byeffe Foods Fatuma Namutosi Female 5 Mbale Mucodinet Richard Welishe Male 3 Records management training to Mbale Cypher Cyprian Mwasame Male 2 improve data capture of sales and Slow foods Khaukha were linked to markets through Mbale Male 6 Uganda Mutwalipi events like AgriKool and Makerere Eastern University Youth open forum, Mbale Auma Mary Female 3 Dairies where they were provided support Art Planet Cleofash to go and exhibit commodities as Masindi Male 5 Academy Arinaitwe well as make sales Masindi Mugalex Mugisa Alex Male 3 Records management and linkages to markets through events like HOMA farm AgriKool. Support received for the Gulu Onono Moses Female 10 Limited training of youth in school in entrepreneurship skills and the IMO technology for pig production Records management and linkages Golden Agro Gulu Ongora Denis Male 3 to markets through events like Enterprises AgriKool. Support received for the
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Business Gender Number District Name Name of owner of Type BDS Received of staff (MSME) owner expansion of the extension service to provide product knowledge of new and improved farm technology to youth groups. Records management and linkages Consult Agri- to markets through events like Gulu Query Odong Mark Fat Male 4 AgriKool. Support received for the Solution expansion of pig production out grower scheme Records management and linkages to markets through events like Progressive AgriKool. Support received for the Gulu farmers Akello Brenda Female 7 engagement of more youth to Association increase the production of ginger in order to meet the market demand for Coca cola as a market off-taker Support received to link the input dealer to farmer groups for training K-Mubende and promotion of their products, Farm Mubende Kasozi John Male 4 supported outreach and advertised Supplies their business over the radio during Limited Mubende Youth Camp and to the farming community in Mubende Support received for outreach to the community to train youth in Bee House apiculture and creating a space for Mubende Uganda Mugula George Male 5 the company to sell their products Limited including honey, local hive, and other bee products like pollen during Mubende Youth Camp Support received for advertisement of their activities during the radio talk shows in Mubende with Heart Lwankuba Mubende Nsegobya Mike Male 102 FM and Tropical FM. Support Farm received for the creation of space for them to exhibit their products during the annual youth camp Support received to link youth groups and farmer groups in Ssemwogere Ssemwogere Kibalinga sub county for purchase Mubende Charles Grain Charles (Produce Male 5 of maize. Youth trained by Akorion Buyers Buyers) on postharvest handling and storage were linked to Ssemwogere to sell their maize
A total of 2,942 members from 217 producer organizations from across Uganda received assistance during the year in an effort to support these POs transition to self-sustaining entities that can engage in seed production, bulk input procurement, and bulk marketing. YLA’s partner ESL provided members of youth POs in Gulu with technical trainings and in some cases CBFs facilitated linkages by encouraging the leaders of the cooperatives to recruit the producer organizations to be members of the formal cooperatives. Once the POs become members of a cooperative, they are recognized as formal entities. YLA’s assistance included, but was not limited to: financial information, linkages to agro-inputs, market access, and training on improved farming technologies. Annex D includes a list of partner POs and the graph below
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provides a summary of members of producer groups that have received USG support by district.
Exhibit 9: Members of POs that have Received USG Support by District
Outcome 1.4: Increased Employment Opportunities for Youth along the Value Chain
No. Indicator Year One Target Q4 Results Year One Actuals
1.4.1 Number of jobs attributed to 23 23 feed the future implementation No year one targets set for these Number of persons receiving indicators new or better employment 1.4.2 0 67 (including better self- employment) as a result of participation in USG-funded workforce development project To demonstrate that the agriculture sector presents viable employment opportunities, YLA promoted both private sector and self-employment opportunities for youth at multiple entry points along entire value chains. A total of 67 jobs were created for youth in the private sector in the areas of agriculture extension, input distribution, and seed purchasing. These jobs, created through the YLA grantee ESL, included positions as CBFs (65) and agronomists (2). In addition, ESL recruited 30 women to work part time to sort and pack seeds in their seed processing factory however these jobs will be reported in Q1/FY2017. These employment opportunities generated a total of 23 full time equivalent (FTE) jobs attributed to Feed the Future implementation. Additionally, self-employment opportunities were created as a result of YLA support through selected MSMEs such as Byeffe Foods but this could not be quantified as the data collection process will be concluded during Year Two.
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5.3 Activity Objective Two: Improved Skills Development of Youth
YLA’s efforts under Objective Two support the transformation of youth, especially young women, into high-quality workers and equip them with the skills and practical experience required to gain employment. YLA is supporting skills development at primary (ages 10-12), secondary (ages 13-18), and BTVET institution (ages 19-25) levels to supplement skills and influence career pathways for in-school youth as well as addressing skill needs of out-of-school youth whose pathways have stalled. In order to effectively address constraints that include limited opportunities for youth to expand their network of relationships, YLA is supporting groups and individuals to gain access to networks, private sector businesses, and nodes (such as entrepreneurs and mentors) with the goal of harnessing economic opportunities, developing skills, and refining best practices in technical, entrepreneurial, and workforce readiness skills training, mentoring, and practice.
A component of the stakeholder mapping exercise conducted in Year One was to identify and document existing extra and co-curricular engagement areas for technical, workforce readiness, leadership, and entrepreneurship skills training. Additionally, the Activity worked with the local districts governments and local actors to identify and select educational institutions for YLA to pilot skills focused interventions. In coordination with district government officials a total of 87 educational institutions were identified and 10 schools were selected to hold training sessions aimed at improving skills and competencies in workforce readiness/employability skills, entrepreneurship, leadership and community engagement as well as skills for healthy living (see Annex C for a comprehensive list of educational institutions).
Outcome 2.1: Increased Provision of Quality Technical, Workforce Readiness, and Entrepreneurship Skills
No. Indicator Year One Target Q4 Results Year One Actuals
Number of service providers accessing 2.1.1 youth with technical, workforce, 2 22 28 readiness and entrepreneurship skills services
2.1.2 Value of financial services accessed as 0 $105,230 $105,230 a result of YLA
2.1.3 0 0 0 Value of Agricultural and Rural loans
In Year One of YLA implementation, the Activity worked with select partners to provide capacity building, technical support and advice to youth, and to promote and implement youth focused interventions. YLA continued the process of collecting and testing evidence under the youth engagement areas to determine the most effective approaches and models for scale up. In addition, YLA continued to identify gaps in skills training materials that require support from a partner organizations to adapt existing or create new technical, workforce readiness, or
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entrepreneurship skills training materials.
YLA partnered with 28 organizations in Year One who provided technical, workforce
readiness, and entrepreneurship skills services to youth. At the AgriKool Youth event in
Mbale, a total of 283 Photo Credit: YLA Photo youth were trained in Some of the scouts trying out on making their gardens out of plastic bottles workforce readiness and with the guidance of Harriet from Sawa World three areas of entrepreneurship: product development, branding, and marketing. Participants were taught how to make a candle, brand it and then market it.
The Private Education Development Network (PEDN) and the Uganda Scouts Association entered into a memorandum of understanding (MOU) with YLA to build entrepreneurship and leadership skills. The first activity under this MOU was the 2016 National Scouts Camp held September 2-9, 2016 at the National Scouts Training Grounds in Kaazi and Koroto Camp in Dokolo for the Girl Guides. Over 2,000 scouts in Kaazi and 500 girl guides in Dokolo came together under the theme, “Empowering Scouts for Developing Africa.” The camp provided a unique opportunity to empower youth from across Uganda, provided a networking opportunity for peer-to-peer support, and through trainings taught entrepreneurship, community leadership, and life skills. The camps also raised awareness about sexual and reproductive health choices, and challenged youth to come up with their own solutions to key challenges affecting youth in Uganda.
As a result of YLA interventions, opportunities were created for the youth to access financial information and financial literacy skills. Bagezza SACCO trained primary school
students on basic financial literacy including
A savings plans, setting life goals, and how to conduct small income generating activities. The schools that benefited included St. Kizito Namagogo and Kamusene COU primary
Photo Photo Credit:YL schools in Mubende district. During the Bagezza SACCO training primary school children AgriKool Youth event in Mbale, a total of 60 from St. Kizito Namagogo and Kamusenene on youth accessed information about financial financial literacy services, including crop insurance from Jubilee Insurance and account opening and agricultural loan access from Post Bank and Pride Microfinance. Additionally, in pursuit of enabling increased access to financial services, ESL hosted representatives from DFCU bank during one of the field farm days to teach a total of 420 youth farmers (182 female and 238
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male) financial literacy skills including access to loans (individual vs. group) and how to open an account.
In addition, youth accessed credit in the form of pre-financing to agricultural Improved Access to Financial Services inputs. This included seed credits provided to 2,350 youth farmers from “Financial literacy was very interesting for the farmers and a number opened accounts with the ESL which amounted to UGX bank during the field farm days conducted by ESL.” 352,309,260 or an estimated $105,230. The year one achievements for this -Juliet Akum, Quality Assurance Controller, ESL indicator will form the baseline to set targets for the subsequent years of YLA implementation. The ESL trained youth were signed as contract farmers and credit was extended to them through an advance in the foundation seeds needed to establish the seed production plots. ESL will purchase the produced certified seed from these contracted farmers and recover the value of the credit extended to them as part of the final sale liquidation.
Outcome 2.2: Increased Opportunities to Demonstrate Leadership, Social Entrepreneurship, and Community Engagement by Youth
No. Indicator Year One Target Q4 Results Year One Actuals Number of youth led social entrepreneurship 2.2.1 2 3 3 or community service activities implemented as a result of YLA
Number of youth with access to 2.2.2 509 3,525 5,484 entrepreneurship networks (agro - related) as a result of YLA
During the year, three youth-led events provided youth with opportunities to demonstrate leadership, social entrepreneurship, and concern for the community. These included the Northern Uganda Youth Parliament Forum which gave youth a voice in discussing issues related to agricultural practices with the regional leadership, the Tree Planting Ceremony in Mbale aimed at raising awareness about protecting the environment, and the community service of cleaning roads and water sources in Mubende district. Details of each of the community service activities during this reporting period are illustrated below.
The Uganda Parliamentary Forum on Youth Affairs (UPFYA) in partnership with YLA organized the Northern Uganda Youth Parliament which brought together 180 participants of which 114 were youth below thirty-five years of age. The forum brought representatives from District Youth Councils (DYC), youth members of Parliament, youth CSOs and NGOs, and youth groups and students within Lango and Acholi sub-region together to offer a platform for youth to collectively share ideas on youth community engagement and find policy issues affecting youth engagement in agriculture. Discussions focused on government led interventions such as inputs distributed under the Operation for Wealth Creation/NAADS and potential interventions to improve the response to the sickle cell anemia scourge in Northern
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Uganda. The meeting further provided space for reviewing programs, providing information about new and ongoing initiatives like the youth livelihood program (YLP) as well as an opportunity for Youth MPs to provide feedback to their constituents.
Following the Mbale AgriKool Youth Exhibit 10: Youth Participating in Community event, the Mbale Secondary School Engagement Activities Agricultural Club mobilized youth at the school to conduct a tree planting exercise as an effort to raise awareness about environmental conservation and to promote social responsibility and community engagement. The youth planted twenty-seven trees as a social activity to model the aspect of environment conservation.
A total of 42 youth participated in the community service activity by participating in a community cleaning around the Kasambya town streets and water bodies/borehole which was part of the Mubende Youth Camp event. This community service activity was aimed at removing all the litter and trash that blocks the drainage channels within the town which enabled free water run off following the rains. In addition, youth also built a fence around the water point (borehole) in order to control animals and humans from polluting the water access point.
To enable youth access to agro-related entrepreneurship networks, YLA rolled out four major youth events. In addition to AgriKool-Youth Mbale and Gulu, which reached 4,855 youth and the Mubende Youth Camp with 569 participants, YLA supported the organizing of the National Youth Festival which reached 60 youth. YLA partnered with Open Space and the GoU to support the 6th National Youth Festival marking International Youth Day under the theme: “Our moment: championing youth individual initiative for job creation.” The overall objective was to position young people to contribute to the country’s economy and democracy. The youth-focused event highlighted youth entrepreneurs and their experiences in the informal sector.
These events enable youth had access to a variety of networks including the Youth Agribusiness Network (YAN) and Consortium for enhancing Universities Responsiveness to Agri-business Development (CURAD). During the AgriKool-Youth event in Mbale, a total of 93 Youth registered for the YAN network and the CURAD youth networks. Such events provided a one stop-shop for youth to interact with peers and private sector actors, participate in trainings, and create linkages that enable youth involvement in agriculture and beyond.
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Outcome 2.3: Improved Provision of Life Skills for Healthy Living
No. Indicator Year One Target Q4 Results Year One Actuals Number of youth reached with comprehensive/ correct 2.3.1 990 543 892 knowledge, life skills information/ services across selected health areas
YLA facilitated linkages between health service providers such as the USAID-funded Communication for Healthy Communities (CHC) Activity, Marie Stopes Uganda, Naguru Teenage Centre, AIDS Information Centre, Gulu Independent Hospital, Mubende Referral Hospital, the Red Cross, and Nurture Africa and connected them to youth POs and educational institutions in all four target districts. For example, in Gulu YLA worked with CHC to develop the capacity of CBFs and local teachers to provide ASRH messages to the communities they are working. In Mbale, Gulu, and Mubende the aforementioned organizations participated in the AgriKool Youth events and the Mubende Youth Camp and provided information and services to 892 youth including life skills information services in such topics as family planning and STI prevention/treatment, HIV prevention and counseling, and adolescent pregnancy.
Health messages were also delivered to the in-school youths through distribution of Information and Education communication (IEC) materials to in-school youth. These materials were accessed as a result of collaboration with Naguru Teenage center and CHC. These messages focused on; menstruation, early marriage and control of STI.
5.4 Key Interventions for Next Fiscal Year
YLA has set ambitious targets in Year Two, of reaching out to 49,190 youth to facilitate access to agriculture-related economic opportunities. It is anticipated that YLA will reach this target through partnerships already developed over the previous year alone. Looking ahead to Year Two, the Activity intends to take a more integrated approach to programming under Objectives One and Two. As in Year One, program implementation will be anchored in the four regional hubs and serve as a base for expansion into 10 districts (Gulu, Nwoya, Amuru and Lira in the north, Mubende in central, Masindi and Kiryandongo in the west, and Mbale, Bududa and Manafwa in the east). For more in-depth and detailed descriptions of Year Two interventions, the reader should refer to the Year Two Work Plan, however, highlighted below are several key initiatives YLA will be undertaking:
Strategic Activity Fund (SAF). YLA will release another APS in Year Two to identify innovative organizations with which to partner via the grants program. The new APS will focus on leveraging new and innovative opportunities already identified and invested in by the grantees, enabling them to quickly replicate or scale-up their work, rather than simply supporting the continuation of ongoing work. YLA anticipates issuing a greater volume of grants at a lower funding level of approximately $5,000 per grant. The intent is to take a "quick-
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in, quick-out" approach, which will also Who are (w) youth? allow YLA to evaluate impact, be more responsive to demand, ascertain what is Recognizing the demographics and distinct needs of and is not working, and adjust course female youth in Uganda, YLA is committed to having positive impacts on girls and young women, in accordingly. addition to young men. YLA is planning to reach 70 percent young women among its youth beneficiaries. AgriKool-youth events. Following the YLA employs the term "(w)youth" (pronounced "wouth") throughout this report to spotlight young success of the AgriKool Youth events in women within youth cohorts and further emphasize Gulu and Mbale, YLA intends to build on internally and externally to our partners our goals and expand the program in Year Two. vis-a-vis young Ugandan women. To reach this goal, YLA's approach intentionally identifies partnerships AgriKool Youth events are planned for and collaborates with organizations that are attuned Masindi (December 2016), Mubende to the situational constraints facing (w)youth and (March 2017), and Mukono (May 2017). committed to creating access to learning and earning opportunities for them. The event in Mubende will coincide with International Women's Day on March 8, and will be entirely focused on (w)youth in agriculture. During the Mukono event, YLA will launch an AgriKool Youth Network driven by and for youth.
Access to new and existing networks and feed the future partners. To support post-AgriKool Youth event networking and encourage continued networking and relationship building, YLA is developing AgriKool into a wider effort to bring the networking effect into a live and continuous engagement opportunity between private sector entities and youth. Utilizing a call center mechanism, YLA will launch AgriKool Youth into a growing network for youth to access information, network, engage, and provide services in agriculture. It is anticipated that the call center operators will be the same youth facilitators that have been trained as AgriKool Youth event organizers in each region.
Additionally, YLA is working with the Feed the Future Uganda Commodity Production and Marketing Activity (CPM)-supported Akorion through a grant to expand the village agent model in the regions of Mubende and Mbale. The grant supports 120 youth, recruited as village agents, to increase their income by providing agricultural production and marketing support services and using ICT and advanced agricultural technologies, to reach 18,000 farmers, of whom 40 percent (7,200) are youth. Akorion uses a sustainable ecosystem–the electronic Village Agent Model (e-VAM), whereby stakeholders are managed at a central point through a digital platform. Akorion successfully rolled out e-VAM in partnership with CPM and the World Food Program’s Agricultural Market Support Project, and will replicate the model under this grant with YLA. Other partnerships resulting from ongoing collaboration with other Feed the Future Activities are illustrated in the Exhibit 11 below.
Stakeholder mapping in regional hubs. YLA’s regional presence provides the opportunity to continuously map stakeholders and scout for potential partnering opportunities. YLA's investment in staff to facilitate partnerships is one of its greatest assets, as regional partnership managers are in the forefront of all stakeholder mapping. The regional teams have already facilitated engagements with numerous Area Cooperatives Enterprises (ACE) through MOUs that will lead the way to additional partnerships into Year Two.
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SECTION VI. COORDINATION WITH GOU, DONORS, OR USAID ACTIVITIES
6.1 Government of Uganda (GOU)
Familiarization and coordinating visit to district local governments. YLA’s engagement with the Government of Uganda has mostly occurred at the local government level i.e. at the districts and sub county levels as well as with selected government institutions such as the public schools. YLA’s interactions with these district authorities has involved specific departments within the district local government including the District Production Office, the District Community Development Office (DCDO), and Education Office among others. Some of the key highlights regarding coordinating and engaging with the government of Uganda are below:
• As part of startup activities, during the first two quarters of implementation, the YLA technical team conducted familiarization and coordination visits to the leadership of the respective districts that include; Gulu, Lira, Masindi and Mbale. During these visits, the visiting technical YLA team members introduced the YLA Activity objectives to district local government officials to promote open collaboration in these districts. • Additionally subsequent meetings were held with the respective district personnel to share an update on interventions, and provide an overview of planned interventions to be implemented in the subsequent period of time and to make an effort of alignment with the respective district operational plans (DOPs).
Planning and roll out of YLA interventions. In the YLA focus districts, joint planning for roll out of YLA activities took place with the appropriate district authorities i.e. District Production Office, Education Office, and the Community Development Office both at the district and sub county levels. Examples of specific activities that were initiated in coordination with the relevant district offices include:
• Mobilization and profiling of youth and Producer Organizations (POs) and the private sector actors was a joint effort between the District Local Governments and YLA. Partners and private sector actors were identified in collaboration with district authorities. • The implementation of the youth events, such as the AgriKool-Youth events (Mbale and Gulu) and the Mubende district Youth Camp were planned and implemented in close coordination with the districts including guidance on the private sector players to participate and venues for the respective events. • The district local government in Masindi, coordinated with YLA and enabled female youth to access health services at the existing GOU health facilities. • During roll out of the APS, the districts mobilized the private sector actors to attend the YLA organized pre-APS award meetings and selected members of the district leadership who participated in these meetings. • In all districts, the Education Officers assisted the Activity in identifying and selecting quality educational institutions. 87 educational institutions were selected to pilot YLA interventions aimed at improving skills and competencies in workforce
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readiness/employability skills, entrepreneurship, leadership and community engagement as well as skills for healthy living.
Additionally, YLA participated in an informative meeting presented by the Katiikiro (Prime Minister) of Buganda set to bring together development partners to realize the mutual benefit of improving and impacting the livelihood of the people in Buganda as well as introducing Buganda Kingdom. Contacts were made with the Kingdom’s partnership and sponsorship manager who shared a list of potential events for collaboration.
YLA collaboration in the implementation of district operational plans. YLA operates in two of the 19 current USAID focus districts—Gulu and Mbale—where the DOP MoU is referred to as the framework for YLA interventions with the district. YLA team members have so far attended a total of three quarterly DOP meetings (two in Mbale and one in Gulu) with other district IPs convened by district local government. During such meetings, YLA had the opportunity to share work plans for the subsequent quarters, achievements and progress achieved in the previous quarters as well as identified potential partners for collaboration. In addition to Gulu and Mbale, YLA has two other regional hubs in Masindi and Mubende districts. Although these hubs are non DoP districts, the YLA team is working closely with LGs and USAID IPs as well as other donor activities operating in and around these districts to promote partnership, efficiency, effectiveness, and sustainability. During YLA’s Year Two Work Planning process, District Agriculture and Education Officers from the four regional hubs were invited to meet with the team on September 9, 2016 to discuss areas of collaboration with each district. YLA will present the approved work plan to the district offices in each region at the beginning of Q1/FY2017. In addition to contributing to USAID’s “common process indicators” i.e. participating in DMC meetings and providing updates in advance of those meeting, YLA, through the RMS, is also tracking two of the four “common economic growth intermediary DOP indicators” and these are:
• Number of farmers and other actors who are applying new technologies or management practices. During Year One of YLA implementation, a total of 3,922 youth were trained in the application of improved technologies, and of those trained by YLA partners such as Balton Uganda and ESL), 61% are reported having applied at least one technology during this reporting period.
• Number of farmers/beneficiaries reached. To-date by the end of Year One YLA implementation, a total of 9,519 youth through YLA partnerships accessed at least one of the varieties of the availed agricultural economic opportunities. 3,922 beneficiaries received training in short term agricultural training whose outcome is application of improved technologies for increased productivity.
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6.2 Other Donor, USG, and USAID Funded Activities
YLA during this reporting period, coordinated with USAID and non-USG partners which included: Mercy Corp and it’s Girl Effect University; USAID Market System Monitoring Activity (MSMA) and Feed the Future Uganda Agriculture Inputs Activity (AIA) implemented by TetraTech among others. Details of these partnerships and others are highlighted in Exhibit 11 below.
Exhibit 11: Coordination with USG, Feed the Future, and Other Donor Partners Partner Activity Commodity Shared an exhibit booth at the National Forum on the State of the Ugandan Child and Production and participated of the two-day event whose major goal was to develop a set of concrete actions/ Marketing (CPM) steps towards improving child well-being. For YLA, this event presented a great opportunity to network and also explore potential partnership opportunities including issues of scalability—moving from small to large scale interventions. Held meeting to discuss the promotion of Agriculture Insurance in Uganda. UAP, Jubilee Insurance, Akorion, UDB, Savanah Commodities, NAADS/UNFEE and USAID were among the attendees to provide input on the importance of PPPs and the role of public sector in developing the agricultural insurance market. Discussion that included Akorion to discuss potential opportunities for collaboration and also to better understand CPM’s approaches to service provision through village agents delivering what is referred to as Combo’s—a comprehensive package of targeted services aimed at improving production in farmers. Discussions were also held around potential co-location of YLA and Akorion in Mubende district. Mercy Corp and it’s YLA attended a technical working group meeting entitled “Getting it Right: How to Invest Girl Effect Strategically in Adolescent Girls. “This was strategic and lessons learned were noted as YLA University strategizes to reach out to 70% of women as the youth beneficiaries. YLA leadership met with Girl Effect University implemented by Mercy Corps to discuss potential areas of collaboration. Girl Effect University at that time was in the process of developing a collaboration proposition to YLA however it did not materialize then. Feed the Future YLA attended the launching of the E-verification program. Launching this approach to curb Uganda Agriculture the distribution and use of fraudulent ag-inputs will benefit youth involved in agriculture as Inputs Activity (AIA) YLA moves forward in implementation. In year two, YLA will seek to promote the use of this implemented by application in coordination with AIA. TetraTech YLA was introduced and linked to Accel Agent who made a presentation on their ICT platform to provide farm information and their e-wallet system. YLA is evaluating existing models particularly around financial literacy and financial services that provide opportunities for youth engagement. Unfortunately the e-wallet platform presented is still in a development phase particularly around developing an e-village to make the system operable. On YLA and AIA technical teams discussed areas of collaboration within interventions including the Climate Change Champions, Accel Agent e-wallet system, Spray Service Providers (SSP) and Agro Dealers. Discussions were also held around assuring the YLA grantee, Equator Seeds benefits from Ag-Verify and YLA helping Ag Inputs mobilize additional youth to be trained as SSPs utilizing youth champions identified by Ag Inputs (who already completed the training) in an effort to scale up this approach. Enabling As part of YLA’s efforts to strengthen youth leadership skills and enable them to demonstrate Environment for leadership capabilities, YLA held discussions with EEA to conduct a joint workshop in Agriculture (EEA) leadership skills aimed at changing youth mindsets, creating exposure to new opportunities, and building their capacity to participate in agriculture leadership at the district LG level for quality production and trade. This training is scheduled for September 2016 and will reach approximately 45 youth in Mbale and Gulu. This will enable youth to confidently and effectively participate in the district LG meetings. Feed the Future Attended meeting convened by FTF Producer Organization Activity (POA) which provided an Producer opportunity for the YLA team to provide feedback on producer organizations' assessment Organization tools. The information gained from the application of these tools will provide areas for Activity collaboration between POA and YLA. implemented by YLA DCOP and COP attended TechnoServe’s launching of the Feed the Future Uganda
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Partner Activity Techno Serve Producer Organization Activity (POA). To increase synergies and enhance results between the Activities, YLA and POA are co-locating offices in Mbale. USAID Market YLA DCOP, MEL Director and COP participated in a workshop facilitated by MSMA. At this System Monitoring workshop the YLA team learned about the progress made so-far in developing a methodology Activity (MSMA) to monitor systemic change and outcomes at the project level. For YLA, this discussion proved to be very relevant as it syncs with the approach of piloting and developing systems and models for youth engagement in agriculture. Discussions with MSMA have been ongoing throughout the year resulting as well in MSMA co-locating at YLA offices in Kampala. Communication for In addition to exchanging work plans, the Communication for Health Communities (CHC) and Health YLA have implemented joint interventions including CHC participating in a YLA facilitated Communities training with ESL where 65 community based facilitators for ESL were trained in life skills for (CHC) implemented healthy living focusing on HIV/AIDS and adolescent sexual and reproductive health (ASRH). by FHI360 Additionally, CHC supported YLA in identifying partners that have provided ASRH services such as family planning to YLA mobilized youth. At the AgriKool Youth event in Mbale, a total of 286 youth were reached with an assortment of ASRH health services and information including HIV counseling. Yunus Social This was an event that enabled YLA understand the Yunus’ model to support 40 social Business entrepreneurs during 2016 to help them scale their businesses for higher social impact. Foundation Uganda During the event, they introduced a cohort of 23 entrepreneurs, who are finalizing testing their Ltd business models and pitching final plans to Yunus Social Business Investors. Meeting convened YLA DCOP delivered a presentation to over 50 high level private sector firms, the USAID by USAID Mission Director, and other implementing partners at an event entitled the “Dialogue on Partnerships to Improve the State of the Ugandan Child.” The presentation provided a program overview as well as explored opportunities for partnerships. QED MEL Director and COP participated in a learning workshop to discuss Integrated Development highlighting experiences and lessons learned from Community Connectors Activity. The learning event explored lessons learnt from Community Connectors and how that drives the integration approach in the new CDCS. USAID's Global The purpose of the discussions were to share YLA thoughts around adoption of digital Development Lab payment solutions in its own operational and programmatic payment streams. In particular, the discussion focused on potential areas of support and collaboration in order to get digital payment adoption amongst the value chain stakeholders. This meeting gave YLA an opportunity to present ideas and possible partnerships to the Global Development Lab for Digital Financial Services team. DYNAMIC project Held a meeting with the Dynamic program (Driving Youth-led New Agribusiness and Micro- funded by Enterprise in Northern Uganda and Karamoja) funded by the MasterCard. This program aims MasterCard to increase the number of young people who are in secure employment or self-employment by promoting effective and efficient agricultural market systems where youth engage meaningfully as consumers, producers and employees. In order to fully appreciate the market opportunities and constraints, and the incentives and capacities of key players, especially youth, program design will be based on substantial research and analysis. YLA will seek to promote open collaboration with its Lira-based management unit as this new program starts. YLA COP participated of a first Consortia Coordinating Group (CCG) meeting led by the DYNAMIC Project. This first meeting was attended by Better Outcomes, Mercy Corp, BRAC, AVSI (SCORE), Employment and Livelihoods for Adolescents, AVSI Skilling Youth for Employment in Agribusiness project (SKY), YETA project and YLA. Discussions were centered on acknowledging the need for better coordination, cooperation, information and experience sharing, and efficiency in the use of resources and program synergies given several donor activities are working with the very same beneficiaries and partners. This meeting served as a groundwork to: Develop a more coordinated effort to drive sector change supporting youth inclusion in a growing agricultural sector – vis-a-vis government, donor community, private sector: • Develop ways to engage the private sector with a common voice and avoid a “new game;” • Look into opportunities for shared learning and adaptation; • Develop harmonization of good practices – including private sector engagement approaches, instead of reinventing the wheel each time; and • Decrease confusion among youth beneficiaries: thru better coordination among ourselves.
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Partner Activity NU-TEC Market YLA met with Debra Wahlberg, Team Leader for NU-TEC Market Development (MD), a five Development (MD) year DFID funded program that aims to increase the incomes and climate resilience of poor men and women in northern Uganda by stimulating sustainable, pro-poor growth in selected agricultural markets and improving the position of men and women within these market systems by making the market systems more inclusive for poor people. The Palladium Group manages the program on behalf of DFID. NU-TEC MD’s approach implements activities to mitigate systemic market failures with the result that deepening and improved functioning of markets will thereby increase income for poor men and women. The purpose of the meeting was to provide introductions of both activities and look into potential areas of collaboration in the North once NU-TEC initiates implementation. Opportunities to co-locate in Gulu were explored, however, finding suitable space to accommodate both teams was not possible. Restless YLA attended Restless Development’s presentation on a preliminary analysis of data from Development across four countries focused on economic opportunities for youth. Restless Development convened MasterCard Foundation's Youth Think Tank for East Africa, working with a team of 16 young researchers selected from MasterCard Foundation partners and other networks in Uganda, Rwanda, Kenya, and Tanzania. Researchers collected data on youth livelihoods and economic opportunities across the region Café Afrika YLA partnered with Café Africa and the Uganda Coffee Federation to initiate a dialogue Uganda Coffee around youth involvement in the coffee industry as well as deliver a cupping training at their Federation Monthly Coffee Platform Breakfast. YLA’s COP was the spokesperson for the breakfast and led the conversation and training to industry leaders. Since cupping appeals to youth, it is a viable entry point for youth engagement in the coffee value chain. As a result of the event representatives of the Ministry of Agricultural, Department for Agricultural Extension, the Office of the Prime Minister, Great Lakes offered support and expressed an interest in future collaborations with YLA.
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SECTION VII. COLLABORATING, LEARNING, AND ADAPTING
As a continuous process geared towards a multi-faceted collaborating, learning, and adapting (CLA) approach to development, YLA’s robust MEL system enables measuring and reporting process, results, and adaptations. Therefore, YLA has embedded learning and adaptive management into all facets of the Activity. YLA will continue convening, facilitating, and employing participatory methodologies that will catalyze learning for stakeholders.
7.1 Collaborating
YLA’s approach to CLA is based on the premise that our efforts will yield more effective results if they are coordinated and collaborative. The CLA model recognizes the value of intentionally learning from our work – of drawing lessons from our experience, planning and implementing tasks and creating feedback loops to inform management decisions.
YLA is a flagship Activity that was designed to advance USAID/Uganda’s Feed the Future Strategy (2011-2015) which takes an integrated approach to simultaneously increase farmer incomes and improve the nutritional status of women and children. Building on an array of USAID/Uganda’s Feed the Future activities,3 YLA is mandated to improve relationships and networks among value chain actors and youth (ages 15-35) and use strategic investments and incentives to encourage private sector actors to provide technical assistance, training, mentoring as well as increased input and output markets for large numbers of youth particularly young women.
Since start-up, YLA has held collaborative meetings and discussions with relevant Activity stakeholders including USAID, USAID Activities (both Feed the Future and non-Feed the Future), other development agencies, and with local partners including NGOs, the private sector and government actors. These meetings and discussions have provided learning opportunities for YLA which has enabled the Activity to understand better where collaboration exists and can benefit both partners, how YLA can adapt and integrate interventions, and ultimately build on the investments made by USAID and other donors.
During the quarter, YLA’s collaboration efforts were mainly focused around the annual work planning process. YLA drew on the experiences of our strategic partners Restless Development, i-Tec, and Mango Tree, to inform the annual Work Plan and the Activity Monitoring, Evaluation and Learning Plan. USAID’s Monitoring, Evaluation and Learning Program
3 Feed the Future investments include, but are not limited to: 1) Integrated Core Activities (Enabling Environment for Agriculture; Agricultural Inputs; Agribusiness Initiative Trust; Commodity Production and Marketing; Producer Organizations Activity) 2) Supporting Activities (Partnership Innovation Fund; Agriculture Biotechnology Support; Purchase for Progress; Cassava, Maize and Bean Research; Peace Corps Food Security; Biosafety) and 3) Complementary Projects (Community Connector; Production for Improved Nutrition; Support for climate Change Adaptation; African Agriculture Capital Fund; Developing and Delivering Biofortified Crops).
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implemented by QED actively participated in these processes. As mentioned in earlier sections, a number of external organizations and individuals were also called in to share their experiences and ground-truth realities and assumptions thus informing some of YLA intervention strategies.
7.2 Learning
As a continuous process geared towards a multi-faceted collaborating, learning and adapting (CLA) approach to development, YLA’s robust MEL system enables measuring and reporting process, results, and adaptations. Therefore, YLA has embedded learning and adaptive management into all facets of the Activity. YLA will continue convening, facilitating, and employing participatory methodologies that will catalyze learning for stakeholders.
In pursuit of responding to the year one YLA learning agenda questions, YLA conducted a number of learning interventions that include the Stakeholder mapping report, the Gender and Baseline analysis as well as the assessment report for scale up (see section 3.1 for details about these reports). Additionally, YLA held a quarterly review meetings where learning agenda questions were discussed. During the June meeting the Learning Agenda focused on asking critical questions related to what the regional teams were doing well and what they needed to improve upon to ensure smooth implementation and that the Activity can meet and exceed its established targets. One of the key barriers to smooth implementation identified was a breakdown in communication between the district and Kampala based technical staff under Objective 1 and 2. In short, the technical staff in the district offices were not fully aware of the youth engagement areas under consideration by the team in Kampala. This review meeting enabled staff in Kampala to share ideas and more effectively determine next steps, which were clarified during the work planning workshop.
As part of learning, during the month of September a team comprising of the COP, DCOP, Regional Team Leader, and MEL Director attended the Global Youth Economic Opportunities Summit that was held in Washington D.C. The theme of the Summit was “Turning Points: How Do We Achieve Results and Scale in the Next Decade”, the event attracted 543 participants representing 256 organization from more than 54 countries around the world. A majority of the summit participants were decision makers that shared experiences related to increasing the impact, scale and sustainability of their youth economic opportunities programming, policies and partnerships. The summit attracted leading experts who are working to advance social and economic well-being of young people. Most of the aspects contributing to, affecting and or required for youth economic empowerment opportunities was a confirmation to what was learned from the assessment report for scale up. Focusing on equipping youth with skills and competencies will facilitate translation of the knowledge and abilities into meaningful ventures and improve the chances of their engagement with the private sector players to enable them access input and output markets.
7.3 Adapting
As part of YLA’s commitment to adaptive management, the implementation team continues to learn from and adjust its partnership approach and this partnership development process. Although these partnerships are not quickly or easily formed, those established this year are
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featured throughout this report and have led to results that serve as a foundation for YLA’s Year Two and beyond.
As confirmed in the assessment report for scale up and as established in the global evidence base, YLA consolidated efforts in integrating YLA’s objectives. It is emphasized in all YLA interventions of the interplay of YLA’s learning and earning objectives. This also led to the adaptation of the YLA organizational chart and staffing structure that previously depicted the objectives as two separate components e.g. skills development specialist and private sector development specialist. Because we learned everything is interrelated, the two objectives and roles have been integrated.
There is evidence that most of the partners both globally and in Uganda mainly focused on youth 15-24 age cohorts. This finding provided an opportunity for YLA to design interventions that specifically focus on young youth, ages 14-19. Reaching out to this age cohort with life skills that will see them through to adolescence and to adulthood provides an opportunity to break the cycle of the inability to access the viable economic opportunities and career paths specifically in Agriculture. This was reaffirmed by the evidence that we gathered in Mbale where several 14-19 year olds who were not in school, but engaged in agriculture and expressed difficulty in becoming members of a PO.
We learned from the YLA gender and baseline assessment that 32 percent of youth did not belong to any group. This was further highlighted by one of the programmatic elements identified from the assessment report for scale up. YLA is designing interventions that address these findings and aim to “find youth where they are.” For example, with youth at the forefront, YLA has designed and implemented AgriKool events that are inclusive to all youth and do not require youth to belong to a group or age cohort or be in or out of school youth.
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SECTION VIII. MANAGEMENT AND ADMINISTRATION
8.1 Personnel and Staffing
During Year One, with support from Chemonics’ home office the Activity recruited a staff of thirty-five individuals with seventeen based in the Kampala office and the rest divided between the four regional offices in Mbale, Masindi, Mubende and Gulu. At year’s end, YLA had two expatriate staff – Chief of Party Marcos Moreno and Operations Manager Madonna Sali – with the remaining staff Ugandan nationals. Noteworthy staffing transitions are noted below:
• Proposed Deputy Chief of Party Irene Mutumba resigned on November 15, 2015. • Former Skills Development Specialist Mwesigwa Bikinda Isharaza was promoted to Deputy Chief of Party on November 17, 2016 following USAID approval of his candidacy. • Former Monitoring Evaluation and Monitoring Manager Lillian Likicho was promoted to Monitoring Evaluation and Learning Director on November 17, 2016 following USAID approval of her candidacy. • Grants and SAF Manager Sarah Ameri Alum was terminated on December 31, 2015. • Gloria Byarugaba was selected to assume the vacated Grants and SAF Manager position on December 21, 2015. • Gulu based Private Sector Partnerships Manager Frida Amoding’s employment was suspended on August 31, 2016 and ultimately dismissed from employment on September 7, 2016 • Former Private Sector Partnerships Specialist Anthony Agaba was selected to fill Frida Amoding’s position in Gulu.
At the end of the year, YLA conducted an external recruitment for five long-term positions: one communications director, one technical writer, one regional team leader for the northern and western regions, one grants assistant and one ICT Assistant. YLA also led an internal recruit for four team coordinators for each of the four regional offices.
Chemonics’ home office and short-term consultants provided short-term operations and technical assistance to YLA throughout the year as follows:
• Director Leia Smithner facilitated the FY15 work plan in November 2015 • Between December 2015 and August 2016, Jhon Lugo and Gustavo Rivera conducted three short-term assignments to design, customize and implement the Results Management System. • Under a cost share with YLA and CPM, Procurement Specialist Joseph Triplett provided technical assistance and training to field office staff to minimize risk and establishing procurement processes and procedures in line with Chemonics and USAID policies.
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• Manager Hayley Newberry assisted the Grants and SAF team with launching the grants program by issuing the first Annual Program Statement. • Field Accounting and Support Team Manager Khin Yee provided in-depth financial start-up training for YLA’s finance team to ensure compliance with USAID and Chemonics’ policies and procedures were followed. • Under a cost share with YLA, CPM and EEA, Safety and Security Specialist Zachary Warrender provided an in-depth overview of security procedures and protocol for Chemonics’ Uganda field staff. • Gender Specialist Catherine Maldonado led the analysis of YLA’s baseline and gender activity to identify entry points, employment opportunities, and promising models for empowering young women and improving gender equality. • Manager Aili Petersen assisted the field team to ensure the smooth development of YLA’s initial grants activities by mentoring local staff and provided assistance in applying Chemonics’ best practices as regards to grants activities. • Manager Joshua Amata supported YLA’s overarching communication needs and supported the Activity’s strategy and approach to impact reporting, success story generation, and knowledge sharing. He provided technical assistance to the communications specialist and ME&L team in the development of the quarterly report and ensure it is in line with USAID expectations as well as provide continued support to the Activity in the preparation of technical deliverables remotely from the home office based Project Management Unit (PMU). • In August 2016 Youth Employment Advisor Nicole Goldin and consultant Joanne Moore supported YLA’s technical team with completing the scale up assessment report by advising on global youth employment trends and models and presented relevant information to partners and stakeholders. • Finance and Compliance Manager James Kyalo conducted the annual review of finance and operations files, internal systems and processes to ensure the field office operations were in compliance with USAID and Chemonics policies. The timing of Mr. Kyalo’s assignment was under a cost share with CPM and EEA. • In September 2016 Joanne Moore and Manager Brendan Ryan supported YLA’s work plan facilitation and report development respectively.
8.2 Procurement and Subcontracts
YLA’s Procurement team played a significant role in establishing the Kampala and regional offices and supported the implementation of technical activities. YLA conducted various procurements for goods and services, the most notable of which are highlighted below:
Office build-out. As the flagship project for youth in Uganda, YLA subcontracted a youth-led design firm to design and build an efficient office space with contemporary and innovative design features. The primary mission of the design and build out of the space using locally sourced materials was to be a functional, open, collaborative area that would appeal to youth and promote communication by enabling teams to comfortably learn, collaborate, and share ideas. The selected firm partnered with the Nakawa Vocational Training School to complete the buildout and at the same time train and create jobs for 12 young carpentry students from the
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vocational school. Eight trainers provided skills training in interpretation of construction drawings, setting-out, recycling and repurposing, innovation and creativity, importance of working with dry timber rather than wet timber, material handling, precision, quality control, procurement process, product costing and waste management. Following the build out of the Kampala office, YLA issued a follow on subcontract to the same firm to build out its regional offices following the same innovative and inspiring design concept that was developed in Kampala.
Vehicle procurements. To ease activity implementation and transportation, between December 2015 and April 2016, YLA procured four brand new Nissan Patrol motor vehicles which increased the vehicle fleet to six supplementing two vehicles that had been disposed to YLA from the SUNRISE project. This procurement was in line with YLA’s proposal budget which included seven motor vehicles over the life of the project.
AgriKool youth events. YLA facilitated the formation of a public-private partnership by engaging two public entities – Mbale Senior Secondary School and Vanguard Police Primary School in Gulu to hold the AgriKool Youth events which had over 1,800 and 2,922 youth participants respectively. To implement these events, YLA subcontracted a private sector partner Agasha Group Limited —a women-owned Ugandan small business to manage the events which targeted in- and out-of school youth from surrounding areas in Mbale and Gulu municipalities. The two events which were held in June and August 2016 aimed to expose youth to various career options in agriculture by communicating the message that employment in agriculture is “Kool” and exciting.
8.3 Grants and SAF Implementation
YLA used grants and subcontracts to engage dynamic private sector firms, associations, NGOs, and CBOs, focusing on those that were youth-led to harness a locally driven approach. In compliance with USG requirements, the Activity encouraged competition, to the extent possible, in the award of grants in order to identify and support the most effective activities to achieve program objectives. Competition was solicited through the APS. Annual Program Statement. In April 2016, YLA released its first annual program statement. The APS solicited innovative project ideas from grant candidates that were designed to extend YLA’s impact and further its objectives. An announcement publicizing APS No. 001 was sent electronically to over 200 potential partners (from a database that YLA had amassed of organizations engaging youth in agribusiness in Uganda). The announcement encouraged recipients to share APS No. 001 with other potential applicants. Some of the organizations were identified through the YLA gender mapping exercise and the Uganda Agribusiness Directory. YLA also used word of mouth to publicize APS No. 001. In addition, an electronic copy of APS No. 001 was posted on the Chemonics website http://www.ftfyla.com/grants/aps/.
YLA received and regularly evaluated applications for funding, in response to APS 001. YLA then held an initial screening of all the submitted applications to determine their eligibility based on the criteria outlined in the APS. YLA implemented a two-phase evaluation process. In Phase 1 eligible applications were evaluated, which included reviewing the grant idea snapshot forms,
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proof of local registration, and required certifications. Grant idea snapshot forms were evaluated according to the merit review criteria listed in Section V of APS No. 001. In Phase 2 application materials were evaluated that included grant concept papers, budgets, and oral presentations by applicants. The oral presentation provided an opportunity for the applicants to elaborate on the ideas presented in the idea snapshot and concept paper, focusing on proposed technical design, programming, and implementation. The presentations further helped to convey clear understanding of the desired outcomes and how the proposed activity will achieve the goals.
Five pre-application workshops were held in Gulu, Masindi, Mubende, Mbale, and Kampala from April 19th to 26th, 2016 to provide guidance on the application requirements and procedures. Interested parties also had the opportunity to ask questions about APS No. 001. Responses to questions were posted on the Chemonics website http://www.ftfyla.com/grants/aps/ as further guidance to applicants. The APS is open until 11 October, 2016 or until funding is no longer available. Applications were continuously reviewed on a rolling monthly basis. YLA also held strategic meetings with applicants to negotiate the technical approaches, proposed models, budget and targets. Exhibit 12 below presents a summary of the APS.
Exhibit 12: Year One APS Overview Deadline Due Applications Applications Applications Recommended Names of successful Date received Eligible for Eligible for for Funding applicants Phase 1 Phase 2 Evaluation Evaluation April 30, 2016 1. Educate! 2.Masindi District Farmers’ Association 49 25 7 4 3.Youth Alive Uganda 4 4.Sing with Me Happily May 31, 2016 1.Private Education Development 99 51 9 2 Network 2. CIAO Shear Butter June 30, 2016 1.Byeffe Foods Company Limited 61 31 6 2 2.Kulika Uganda
July 18, 2016 13 6 0 0 TBD Total 222 113 22 8
Leveraged funding. Grants and non-grant mechanisms (i.e. subcontracts, short term technical assistance, direct procurement) have provided quick strategies to YLA to pilot interventions, leverage resources (Exhibit 13 below) and share risks by working with partners to test and scale innovative models. Through grants and SAF activities, YLA has identified leverage points with private sector actors, public sector, Feed the Future Activities and workforce institutions to create scalable transactions. Grants and SAF have facilitated partnerships to provide an all-
4 YLA did not issue grants to Masindi District Farmers’ Association and Youth Alive Uganda due to administrative reasons.
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inclusive technical assistance model from the private and public sector that targets both in- and out-of-school youth, but also provided entry points that connect YLA’s objectives.
Exhibit 13: Summary of Leveraged Funds Leveraged YLA Resources Name of Grantee Total (UGX) Resources (UGX) (UGX) Grant Activities 1 Equator Seeds Limited 279,128,000 171,893,133 451,021,133 2 Sing With Me Happily 346,584,000 168,798,600 515,382,600 3 PEDN 189,725,717 158,875,717 348,601,434 4 CAIO 126,433,150 163,947,400 290,380,550 5 Byeffe Foods Ltd 127,111,200 72,844,800 199,956,000 6 Akorion Co. Ltd 71,773,941 146,239,998 218,013,939 SAF Activities 1 Mubende Youth Camp 1,544,704 11,635,000 13,179,704 2 Scouts and Girl Guides Camps 5,377,100 16,690,000 22,067,100 3 National Youth Festival 168,784,000 39,600,000 208,384,000 4 Youth Parliament Forum –Gulu 7,080,000 17,871,000 24,951,000 Total (UGX) 1,323,541,812 968,395,648 2,291,937,460 Total (USD) @ 3448 exchange rate $383,858.00 $280,857.00 $664,715.00
8.4 Monitoring, Evaluation, and Learning
The Activity Monitoring Evaluation and Learning Plan (AMELP). The AMELP was reviewed in close collaboration with USAID and USAID’s Learning Contract. It was finalized and approved on May 31st, 2016. The AMELP is YLA’s critical activity management tool for planning, collecting, analyzing, and reporting performance data as well as learning and identifying promising practices for adoption and or replication. This document shall be revised and or updated on annual basis and or as the need arises and re-submitted for approval. Results Management System (RMS) customized and installed at Kampala server to provide approvals and M&E capabilities. Significant progress was made on the design and development of the Results Management System (RMS). RMS is a cloud-based electronic database that automates all the transactional processes for YLA. It is composed of two main modules which include an approvals module and a monitoring and evaluation module. The approvals module allows the Activity to submit and receive any type of approval required by USAID through an electronic approval system, including grants, labor, travel-related, procurements, as well as contractual deliverables approvals. The monitoring and evaluation module is being used for tracking project results, analyzing M&E data, and to generate reports for project management purposes as well as client reporting. The system is built with the capability of geographic referencing of program activities through the GIS functionality to show the location of the various Activity interventions and beneficiaries. YLA staff and grantees have an opportunity to remotely enter all indicator data source documents directly into the system providing access to the Activity beneficiaries and progress towards performance indicator targets). Currently, the system is being populated with
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the details of the indicator reference sheets and tools that are supporting data capture both online and offline. During Year One, RMS was operationalized and trainings were conducted for USAID, the home office PMU, and YLA staff.
Conduct a life skills measurement survey utilizing internationally recognized standards and tools to ascertain extent to which targeted audiences have acquired the intended skills. YLA conducted an assessment of the top five tools as highlighted in the USAID’s ‘Scan and Review of Youth Development Measurement Tools’ document. Following the review of the top five tools, three of the tools were relevant PhotoCredit: YLA to the YLA context and only two could be AgriKool-Youth participants registering at M&E data accessed i.e. Jamaica Youth Survey tool and collection tent the Learn, Earn, and Save tool developed by the Master Card Foundation-Canada. YLA is currently finalizing this processes to enable us adapt and roll out a specific friendly but also relevant tool to YLA interventions.
Capacity building for regional teams and grantees on ME&L. All the regional teams were trained on the different activity result areas, understanding the indicators, and use of the different data collection tools. The regional teams were also made aware of the different targets set per region and the rationale for the targets. Data collection tools (filing system). Development of tools for collecting data for the different indicators. This have been printed and disseminated to the respective regions including to the grantees to facilitate the process of data collection for all the different activities being conducted. The team also developed a filing system for the different data collection tools resulting from the various activities conducted both in the previous quarter and the current quarter. Orientation of staff on CLA, Create learning moments. The team created opportunities for learning moments with the entire YLA staff in form of After Action Review (AAR) meetings basically to reflect on what is going well, what is not going well, what needs to change or be improved and how it can be improved for example an AAR was conducted after the Annual Program statement that was launched in April across all our four regional offices
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ANNEX C: LIST OF EDUCATIONAL INSTITUTIONS SELECTED
No. Name of School Type of School Ownership Boys Girls Total Sub County District 1 Sacred Heart Secondary School Secondary Govt 940 940 BAR DEGE DIVISION Gulu 2 Bungatira Central Primary Govt 350 352 702 BUNGATIRA SUBCOUNTY Gulu 3 Lukodi Primary Govt 435 442 877 BUNGATIRA SUBCOUNTY Gulu 4 Lukome SS Secondary Govt 86 36 122 BUNGATIRA SUBCOUNTY Gulu 5 Panykworo Primary Govt 491 474 965 BUNGATIRA SUBCOUNTY Gulu 6 Pop Jhon Paul II College Secondary Private 459 432 891 BUNGATIRA SUBCOUNTY Gulu 7 St. Martin Lukome Primary Govt 426 327 753 BUNGATIRA SUBCOUNTY Gulu 8 African Child Outreach Trust BTVET Private 191 169 360 KOC GOMA SUBCOUNTY Gulu 9 Cwero Primary Govt 489 498 987 PAICHO SUBCOUNTY Gulu 10 Laminto Primary Govt 295 216 511 PAICHO SUBCOUNTY Gulu 11 Pacicho Seconadry School Secondary Govt 201 189 390 PAICHO SUBCOUNTY Gulu 12 Paicho P7 Primary Govt 559 567 1126 PAICHO SUBCOUNTY Gulu 13 Tegot Atoo Primary Govt 474 359 833 PAICHO SUBCOUNTY Gulu 14 Kiteny Owalo Primary Govt 313 396 709 PALARO SUBCOUNTY Gulu 15 Oywak Primary Govt 105 302 407 PALARO SUBCOUNTY Gulu 16 Patiko Prisons Primary Govt 417 401 818 PALARO SUBCOUNTY Gulu 17 Pok Ogali Primary Govt 211 256 467 PALARO SUBCOUNTY Gulu 18 Ajulu Primary Govt 383 414 797 PATIKO SUBCOUNTY Gulu 19 Kiju Hill Primary Govt 304 312 616 PATIKO SUBCOUNTY Gulu 20 Omot Hill Primary Govt 245 268 513 PATIKO SUBCOUNTY Gulu 21 Pawel Angany Primary Govt 321 301 622 PATIKO SUBCOUNTY Gulu 22 Ebenezer Primary Private 328 Budongo Masindi 23 Kabango Primary Govt 2011 Budongo Masindi 24 Kinyara Primary Govt 1946 Budongo Masindi 25 Kinyara sss Secondary Gov't 743 Budongo Masindi
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No. Name of School Type of School Ownership Boys Girls Total Sub County District 26 Nyabyeya Primary Govt 943 Budongo Masindi 27 Ikoba Girls Primary Govt 226 Bwijanga Masindi 28 Ikoba girls sss Secondary Gov't 588 Bwijanga Masindi 29 Isimba Primary Govt 311 Bwijanga Masindi 30 Kikingura Primary Govt 619 Bwijanga Masindi 31 Murro Primary Govt 325 Bwijanga Masindi 32 Kigezi Primary Govt 521 Miirya Masindi 33 Kijogoro Primary Govt 455 Miirya Masindi 34 Kinumi Primary Govt 768 Miirya Masindi 35 Ntwetwe Primary Govt 696 Miirya Masindi 36 St.Teresa Girls SSS Secondary Gov't 668 Miirya Masindi 37 Kyeema Vocational Technical school BTVET Gov't 582 Municipality Masindi 38 Bokwe p/s Primary Govt 876 Pakanyi Masindi 39 Kibamba Primary Govt 624 Pakanyi Masindi 40 Kisindizi P/S Primary Govt 302 Pakanyi Masindi 41 Kyatiri p/s Primary Govt 1418 Pakanyi Masindi 42 St.Paul sss Secondary Gov't 724 Pakanyi Masindi 43 Bungokho Secondary School Secondary 600 600 Bungokho Mbale 44 Bubilabi Primary School Primary 515 616 1131 Bungokho Mbale 45 Bumageni Army Primary School Primary 1255 1303 2558 Bungokho Mbale 46 Bushikori Primary School Primary 1376 1376 Bungokho Mbale 47 Khamoto primary School Primary Bungokho Mbale 48 Mbale Polytechic BTVET Industrial Division Mbale 49 Mbale Secondary School Secondary 3100 1600 4700 Industrial Division Mbale 50 Nabuyonga primary School Primary 2084 2084 Industrial Division Mbale 51 Kolonyi primary School Primary 420 510 930 Nakaloke Mbale 52 Namagumba Primary School Primary 416 502 918 Nakaloke Mbale
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No. Name of School Type of School Ownership Boys Girls Total Sub County District 53 Namunsi Primary School Primary 620 722 1342 Nakaloke Mbale 54 Bujoloto Primary School Primary 410 520 930 Northern Division Mbale 55 North Road Primary School Primary 1107 1239 2346 Northern Division Mbale 56 St. Micheal Primary School Primary 250 250 500 Northern Division Mbale 57 St. Paul College Mbale Secondary 400 370 770 Northern Division Mbale 58 Nabumali Day Primary School Primary 661 683 1344 Nyondo Mbale 59 Nabumali High School Secondary 840 840 Nyondo Mbale 60 Nyondo Dem Primary School Primary 783 890 1673 Nyondo Mbale 61 Bubentsye Primary School Primary Wanale Mbale 62 Bushiwuyo Primary School Primary 420 379 799 Wanale Mbale 63 Fair Way Primary School Primary 788 958 1746 Wanale Division Mbale 64 Mityana Agro Vet Institute BTVET Mityana Town Mityana 65 CAWODISA Primary Govt 359 365 724 KIBALINGA Mubende 66 Kyakasimbi Primary Govt 346 380 726 KIBALINGA Mubende 67 ST Joseph Primary Govt 379 426 805 KIBALINGA Mubende 68 St Kizito Namagogo Primary Govt 236 243 479 KIBALINGA Mubende 69 Bagezza Seed SS Secondary Govt 440 360 800 KIBALINGA SUB COUNTY Mubende 70 Kamusenene C/U Primary Govt 316 353 669 KITUMBI Mubende 71 Kiguude PS Primary Govt 291 263 554 KITUMBI Mubende 72 Kiryamenvu Primary Govt 103 97 200 KITUMBI Mubende 73 St Michael Kagaba Primary Govt 283 321 604 KITUMBI Mubende 74 Global SS Secondary MADUDU Mubende 75 Brigth Junior Nursery and Primary School Primary Private 172 149 321 MADUDU SUB COUNTY Mubende 76 Kakenzi Primary Govt 366 364 730 MADUDU SUB COUNTY Mubende 77 Kawula Primary Govt 153 135 288 MADUDU SUB COUNTY Mubende 78 Kikoma Primary Govt 262 288 550 MADUDU SUB COUNTY Mubende 79 Mityana Agro Vet Institute BTVET Private 306 194 500 Mityana Town Mubende
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No. Name of School Type of School Ownership Boys Girls Total Sub County District 80 Kasenyi SS Secondary Govt 835 803 1638 MUBENDE MUNICIPALITY Mubende 81 Mubende Light SS Secondary Govt 313 306 619 MUBENDE MUNICIPALITY Mubende 82 Kitonzi C U Primary Govt 217 301 518 NABINGOOLA Mubende 83 Lwawuna Primary Govt 400 340 740 NABINGOOLA Mubende 84 Nabingoola Public SS Secondary Govt 334 268 602 NABINGOOLA Mubende 85 St Mary's Gwanika Primary Govt 288 245 533 NABINGOOLA Mubende 86 St. Kizito Nabingoola Primary Govt 238 236 474 NABINGOOLA Mubende 87 St. Anthony Primary School Primary NWOYA PURONGO
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ANNEX D: LIST OF YLA PRODUCER ORGANIZATIONS No. Group Name District Subcounty Members in Group Northern Region 1 Aswa Yele Ber Amuru Amuru 48 2 Atimango Farmers Amuru Amuru 47 3 Can Amita Amuru Amuru 24 4 Gen kori Amuru Amuru 57 5 Gum Pe Loke B Amuru Amuru 47 6 Labongogali Youth Farmers Group Amuru Amuru 47 7 Pur Ber Youth group Amuru Amuru 50 8 Waribu T/C Farmers group Amuru Amuru 47 9 Bedo Ki-Gen Youth Group Amuru Atiak 11 10 Cinga Makonya Amuru Atiak 19 11 Dicwinyi Youth Group Amuru Atiak 9 12 Diyo Cwiny-Ber Youth Group Amuru Atiak 11 13 Kwoyela Youth Group Amuru Atiak 24 14 Lapit -Pe-Ol Amuru Atiak 12 15 Loyo Kwo Youth Group Amuru Atiak 8 16 Mak Mukemi Kal pa Label Amuru Atiak 7 17 Onencan Youth Group Amuru Atiak 36 18 Pugwaro Youth Group Amuru Atiak 10 19 Save The youth Amuru Atiak 24 20 Waci Wiya Amuru Atiak 13 21 Can Mito Ribe Amuru Lamogi 47 22 Lapur Tek Kikome youth group Amuru Lamogi 48 23 Tii-Ki-Kumi Amuru Lamogi 47 24 Can Coya Youth group Amuru Pabbo 24 25 Lacan Penino Amuru Pabbo 17 26 Pitekeni Amuru Pabbo 30 27 Rubanga La Kica Amuru Pabbo 31 28 Yele keni and Can Coya Youth Group Amuru Pabbo 29 Yele keni group Amuru Pabbo 24 30 Coke United Youth Group Gulu Lamogi 47 31 Abunga Lim tye Ipur Gulu Paicho 13 32 Pit Tek youth group Gulu Paicho 48 33 Tii Ki Cinigi Gulu Paicho 13 34 Yamo ma nyen Gulu Paicho 13 35 Camkwoki Gulu Paicho 26 36 Tikaada Gulu Paicho 26 37 Akun ang itoo Nwoya Alero 12 38 Can Mito Diro Nwoya Alero 22 39 Can Opunonya Nwoya Alero 24 40 Can Pe Rom Youth group Nwoya Alero 12
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No. Group Name District Subcounty Members in Group 41 EQUATER Seed Youth group Nwoya Alero 12 42 Gang Ber Ki Pit Nwoya Alero 24 43 Kok Ki Kori Nwoya Alero 12 44 Lacac Pi Lony Nwoya Alero 24 45 Lubanga-en-amiyo Nwoya Alero 23 46 Nen-Ki-Wangi Nwoya Alero 24 47 Pe Nongi Labedo Youth group Nwoya Alero 12 48 Tam Pi Anyim Nwoya Alero 25 49 Ti-Ki-Kumu- Youth group Nwoya Alero 12 50 Tu ki Komi Nwoya Alero 10 51 Waneno Anyim Farmers Group Nwoya Alero 23 52 Yele Keni Youth group Nwoya Alero 11 53 Jing Cwinyi Nwoya Anaka 12 54 Jing Cwinyi Group Nwoya Anaka 10 55 Lapit Pe Camo Nwoya Anaka 24 56 Mak Tich Nwoya Anaka 24 57 Nimaro Youth Group Nwoya Anaka 7 58 Pi Megi Liiti Youth Group Nwoya Anaka 8 59 Ripe Ber (B) Nwoya Anaka 9 60 Rubanga Ayemamyo Youth Nwoya Anaka 8 61 Ryem Can Ki-Kweri Youth Group Nwoya Anaka 10 62 Ryemo Can Pe Yot (B) Nwoya Anaka 11 63 Tic Ryemo Can Youth Group Nwoya Anaka 12 64 Torom Youth Group Nwoya Anaka 12 65 Tutee Youth Group Nwoya Anaka 23 66 Walolomwo Nwoya Anaka 12 67 Waryemo Can Youth Group Nwoya Anaka 12 68 Cac Pe Yweka Nwoya Lungulu 12 69 Candegmone Nwoya Lungulu 23 70 Kwo Tek F.G Nwoya Lungulu 12 71 La Pe Duru Mixex Y.F.G Nwoya Lungulu 6 72 Mok Tammi Nwoya Lungulu 24 73 Ongai Youth F.G Nwoya Lungulu 11 74 Opoo Lacen Youth Group Nwoya Lungulu 12 75 Oruu Ki Tic Nwoya Lungulu 12 76 Rwot Mamiyo Y.F.D.G Nwoya Lungulu 7 77 Waneno Anyim Nwoya Lungulu 47 78 Alwak Watek Farmers group Nwoya Purongo 12 79 Dumbar youth group Nwoya Purongo 6 80 Lacach Obedi youth group Nwoya Purongo 8 81 Lodi Youtyh group Nwoya Purongo 9 82 Opit Kic Women group Nwoya Purongo 12 83 Ribe-Aye-Teko- youth group Nwoya Purongo 24 84 Rwot Omara Famers group Nwoya Purongo 20 85 Two pe Yero Nwoya Purongo 45 Eastern Region
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No. Group Name District Subcounty Members in Group 86 Bushika ACE Bududa Bushika 87 Nalwanza youth savings and loans association Bududa Bushika 88 Atwela Khunyaka Bududa Nakatsi 89 Masaba Yetana Bududa Nakatsi 90 Nakatsi integrated Bududa Nakatsi 91 Ngonyi Bududa Nakatsi 92 Shunya CBO Bududa Nakatsi 93 Umutambi Yafula Ujjende Bududa Nakatsi 94 WesakuliraShikhusi VSLA Bududa Nakatsi 95 Busambatsa church youth farmers association Manafwa Buwabwala 96 Bubulo Youth devt Ass Manafwa Manafwa TC 97 Bushula youth coffee farmers Manafwa Manafwa TC 98 Manafwa youths developemt initiative Manafwa Manafwa TC 99 Namawanga savings and credit group Mbale Busiu 100 MUCODINET Youth organisation Mbale Busoba 101 MalloCluster level Assocation Mbale Lwasso 102 Bukhoba Yilimise farmers group Mbale Wanale 103 Bumatsoti Youth livelhood group Mbale Wanale 104 Bushinyo Highland farmers Mbale Wanale Bushinyo VHT Diary farming and tree planting 105 Mbale Wanale group 106 khakunguza mixed farmers group Mbale Wanale 107 Khaukha farmers group Mbale Wanale 108 Wanale Highland farmers Mbale Wanale 109 Wanale seed and ware potato Association Mbale Wanale 110 wanale youth forum Mbale Wanale Central Region 111 Agaliwamu YG Mubende Bageeza 112 Bagezza Youth Association Mubende Bagezza 113 Bagezza Youth Foundation Mubende Bagezza 114 Gayaza Tukwatanize women Group Mubende Bagezza 115 KaloKalungi Devt Group Mubende Bagezza 116 Kayunga Tugende Tukole YDG Mubende Bagezza 117 Kijojolo Bakyala Tukwatanize women group Mubende Bagezza 118 Kijojolo Bataaka Kweyamba YDG Mubende Bagezza 119 Kijojolo Farmer group Mubende Bagezza 120 Kikona Tweyambe YDG Mubende Bagezza 121 Kiterede Women Development Group Mubende Bagezza 122 Kyakakonge B YDG Mubende Bagezza 123 Kyamuguma YDG Mubende Bagezza 124 Kyamuka Kalingo Devt Group Mubende Bagezza 125 Kyamukoona Women group Mubende Bagezza 126 Lwesambya YDG Mubende Bagezza 127 Mubende Agricultural Rural development group Mubende Bagezza 128 Tukundane Women GP Mubende Bagezza 129 Zukuka Youth Group Mubende Bagezza
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No. Group Name District Subcounty Members in Group 130 Kalingo YDG Mubende Bagezza 131 Nkokonjeru PO Mubende Bukuya 132 Mubende Coffee Nursery Operators Association Mubende Eastern Division 133 Nakasaga Twezimbe Mubende Kasambya 134 BasokaKwavula Youth Group Mubende Kibalinga 135 Bweyendere YDG Mubende Kibalinga 136 Kalungi Twimukye YDG Mubende Kibalinga 137 Kasaana Youth women group Mubende Kibalinga 138 Kazo FA Mubende Kibalinga 139 Kazo YDG Mubende Kibalinga 140 Kisombwa Parish youth association Mubende Kibalinga 141 Kisombwa Vegetable growers YG Mubende Kibalinga 142 Kyakasimbi Kweterana YG Mubende Kibalinga 143 Kyakasimbi Maize Buyers Mubende Kibalinga 144 Kyampisi Group Mubende Kibalinga 145 Nakiruvuma YDG Mubende Kibalinga 146 Nkandwa Parish Youth association Mubende Kibalinga 147 Ntugamu YDG Mubende Kibalinga 148 Rwabagabo YDG Mubende Kibalinga 149 Rwenganjani Piggery project Mubende Kibalinga 150 ST Jude Youth Development Groups Mubende Kibalinga 151 Kigando Multi purpose cooperative Mubende Kigando 152 Sunga Buzooba Cooperative Mubende Kitenga 153 Akera yalonda youth group Mubende Kitumbi 154 Anialyamanyi Kisita Youth group Mubende Kitumbi 155 Bisoboka youth group Kitumbi Mubende Kitumbi 156 Kitumbi YDG Mubende Kitumbi 157 Kyaato FG Mubende Kitumbi 158 Mbirizi Youth group Mubende Kitumbi 159 Twezime Kitumbi youth group Mubende Kitumbi 160 Ezinaabaa Farmer group Mubende Kiyuni 161 Basoka Kwavula Kikoma women group Mubende Madudu 162 Bukadde Bakyala Twezimbe group Mubende Madudu 163 Nakasozi Social Devt Group Mubende Madudu 164 Taala ya Kikoma Youth group Mubende Madudu 165 VaaMutulo Kitelega women group Mubende Madudu 166 Mubende Produce and marketing union Mubende Mubende Municipal 167 Mubende Spray Service provider association Mubende Municipal 168 Alinyikire Produce and marketing cooperative Mubende Nabingoola 169 Namagogo Youth Devt Group Mubende Southern Division 170 CAWODISA FG Mubende Western Division Western Region 171 Abatahemuka Masindi Bwijanga 12 172 Byerima Enjuyo Masindi Bwijanga 15 173 Jamirembe Masindi Bwijanga 15 174 Kikingura Masindi Bwijanga 11
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No. Group Name District Subcounty Members in Group 175 Kisalizi Masindi Bwijanga 16 176 Kitamba Development Masindi Bwijanga 7 177 Marongo Hortculture Masindi Bwijanga 50 178 Rwamahere Ox Masindi Bwijanga 14 179 Bodabada Ridder Masindi Kimengo 10 180 Brick Laying Masindi Kimengo 10 181 Empowered Masindi Kimengo 30 182 Karangwe Women's Group Masindi Kimengo 16 183 Kiduru Tukwatanize Masindi Kimengo 30 184 Kijunjubwa Masindi Kimengo 35 185 Kikarwa Kididima Masindi Kimengo 15 186 Kimengo Savings Masindi Kimengo 11 187 Kimengo Twinamasiko Masindi Kimengo 10 188 Kyagamwoyo Masindi Kimengo 9 189 Kyendamwoyo Masindi Kimengo 22 190 Miduuma Bull fattening Masindi Kimengo 11 191 Muno Mukabi Masindi Kimengo 15 192 Nyinezaramugongo Masindi Kimengo 13 193 St. Jude Tadeo Masindi Kimengo 45 194 Together We can Masindi Kimengo 12 195 Tulihamu Masindi Kimengo 22 196 United we stand Masindi Kimengo 30 197 Youth Livelihood Masindi Kimengo 28 198 Kinumi United Masindi Miirya 25 199 Gorora Masindi Municipality 35 200 Bainomugisa Masindi Pakanyi 30 201 Bokwe Youth Initiative Masindi Pakanyi 35 202 Kihaguzi Community Farmers Masindi Pakanyi 19 203 Kihaguzi Women Masindi Pakanyi 39 204 Kisindi cluster Masindi Pakanyi 37 205 Kiswata Heroes Masindi Pakanyi 33 206 Mungufeni Masindi Pakanyi 27 207 Pakanyi Crime Preventers Masindi Pakanyi 35 208 Pakanyi United Masindi Pakanyi 35 209 Bagambakamu Masindi 12 210 Balyegomba Masindi 35 211 Ecomi group Masindi 35 212 Kaborogota bull fattening Masindi 35 213 Kamu-Kamu Masindi 10 214 Nsimire Masindi 34 215 Rwemigali Ox-plough Masindi 14 216 Tukole Group Masindi 35 217 Wanjirber Masindi 30
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ANNEX E: LIST OF EXHIBITORS AT AGRIKOOL-YOUTH EVENTS No Organization/Business Name Type of Partner Location 1 Agro Max(U) ltd Agro Input Supplier Kampala 2 Agro-Rural Initiative Agro Input Supplier Mbale
3 Akorion Company Ltd Agro Input Supplier Kampala
4 Balton Uganda Ltd Agro Input Supplier Kampala
5 Best Yield Uganda Ltd Agro Input Supplier Lira
6 Crop Vet Farmers Center Ltd Agro Input Supplier Kiryandongo
7 Davis and Shirtliff Agro Input Supplier Gulu
8 East African Seed (U) LTD Agro Input Supplier Mbale
9 Elshadai International Agro Input Supplier Mbale
10 Equator Seeds Limited Agro Input Supplier Gulu
11 FAITH Agro Inputs Agro Input Supplier Mbale
12 Jehovah Jirah Agro Inputs Agro Input Supplier Mbale
13 Josmak International Ltd Agro Input Supplier Mityana
14 Munyengera Agro Machinery Agro Input Supplier Kampala
15 Nile Poultry Technologies Ltd Agro Input Supplier Mbale
16 Osho Chemicals Agro Input Supplier Kampala
17 Pur Diro Agro Input Agro Input Supplier Paicho
18 Pur Lonyo Agro- Vet Supplies Ltd Agro Input Supplier Gulu
19 Tak Tak Agro Dealers Limited Agro Input Supplier Gulu
20 K-Mubende Agro Agro Input Supplier Mubende
21 Bee House Agro Input Supplier Mubende
22 Victoria Seeds Limited Agro Input Supplier Kampala
23 Batraco Chemical supply and Fumigation Agro Input Supplier Gulu
24 Nutri-Mix Feeds Ltd Agro Input Supplier Gulu
25 Mugalex Agro Input Supplier Masindi
26 Art Planet Academy Agro Input Supplier Masindi
27 Simlaw Uganda Agro Input Supplier Mubende
28 Golden Agro Enterprises Agro Input Supplier Gulu
29 Agriworks Innovations Agro Input Supplier Mbale
30 Super export Agro Input Agro Input Supplier Mbale 31 Adadi Kanyesigye Business Development Services Kampala
No Organization/Business Name Type of Partner Location 32 Agasha Group Ltd Business Development Services Kampala
33 Agrarian Systems/ Mutima Feeds Business Development Services Kampala
34 Agro Market Day Business Development Services Kampala
35 Agromart Uganda Ltd Business Development Services Gulu
36 Agro-Tourism Association Business Development Services Kampala
37 Art Factory Gulu Business Development Services Gulu
38 Blessed Agume Business Development Services Kampala
39 CARD UGANDA Business Development Services Kampala
40 Clement Ober Enterprises Business Development Services Gulu
41 CURAD Incubator Business Development Services Kampala
42 Euroafric Advertising Agency Limited Business Development Services Gulu
43 Kuto Patrick Business Development Services Mbale
44 Lalida Business Solution Business Development Services Gulu
45 Opit Investment Business Development Services Gulu
46 PACODEF Business Development Services Mbale
47 Private Education Development Network (PEDN) Business Development Services Mbale
48 Sports Outreach Ministries Business Development Services Gulu
49 UCDA Business Development Services Mbale
50 Uganda Coffee Development Authority (UCDA) Business Development Services Mbale
51 URA Business Development Services Gulu
52 URSB Business Development Services Gulu
53 Vida Verde Business Development Services Kampala
54 Youth Agribusiness Network Business Development Services Kampala
55 Youth Farmers’ Coalition (YOFACO) Uganda Business Development Services Kampala
56 ZAAPTA Business Development Services Mbale
57 Acholi Farmer Support Organisation Community Based Association Gulu
58 African Child Outreach Trust Community Based Association Nwoya
59 Agonga Youth Empowerment Community Based Association Gulu
60 Community Initiative for Development Community Based Association Mbale
61 Economic Youth Empowerment Community Based Association Mbale
62 Foundation for Inclusive Help (FICH) Community Based Association Gulu
63 Hope and peace for humanity Community Based Association Gulu
64 Manafwa Youth Development Initiative Community Based Association Manafwa
65 Manafwa Youth Development Initiative Community Based Association Manafwa
No Organization/Business Name Type of Partner Location 66 Manna Harvest International Community Based Association Kampala
67 3D Revolving Fund Initiative Financial Institution Gulu
68 Amarin Financial Financial Institution Kampala
69 Bank of Uganda Financial Institution Mbale
70 Barclays Bank Financial Institution Mbale
71 Centenary Bank Financial Institution Mbale
72 Crane Bank Financial Institution Gulu
73 DFCU Bank Financial Institution Mbale
74 Housing Finance Bank Financial Institution Mbale
75 PostBank Uganda Ltd Financial Institution Mbale
76 Pride Microfinance Financial Institution Mbale
77 Talanta Micro Finance Limited Financial Institution Gulu
78 Bagezza Sacco Financial Institution Mubende 79 National Agricultural Research Organisation Gorvnment Research Body Mukono
80 AIDS Information Center Health Services Mbale
81 Charity Medical Centre Health Services Gulu
82 Communication for Health Communities (CHC) Health Services Mbale
83 Gulu Blood Bank Health Services Gulu
84 Gulu Independent Hospital Health Services Gulu
85 Marie Stopes International Uganda Health Services Mbale
86 Uganda Red Cross Society Health Services Mbale
87 Buyobo Women Micro Finance Micro-fianance Sironko 88 EDUCATE Uganda NGO Tororo
89 Harvest Plus NGO Kampala
90 Tillers International Uganda NGO Lira
91 World Vision DDBC Project NGO Gulu
92 Bilbao United Rice Millers Processor Gulu
93 BYEFFE Processor Mbale
94 Coffee a Cup Processor Kampala
95 Coffee Arabica Processor Mbale
96 Cypher Processor Mbale
97 Cypriano Enterprises Processor Kampala
98 Dinners Rice factory Processor Mbale
99 GALAXY ATLAS Processor Kampala
No Organization/Business Name Type of Partner Location 100 Gulu Natural Honey Processor Gulu
101 Jakana Foods Processor Kampala
102 Kyagalanyi Coffee Processor Mbale
103 KZ Millers Processor Gulu
104 Lobics Enterprises Processor Gulu
105 Mobile Coffee/Coffee a Cup Processor Mbale
106 MUCODINET Processor Mbale
107 Okado Investment Ltd Processor Gulu
108 Slow foods Uganda Processor Mbale
109 Suguta Processor Mbale
110 Teso Farmers Agribusiness Centre Ltd Processor Soroti
111 TEXFAD LTD Processor Mbale
112 Tony & Sons Processor Mbale
113 Tursam Investment LTD Processor Wakiso Uganda Oilseeds Producers and Processors 114 Processor Gulu Association
115 Waribe Enterprises Limited Processor Gulu
116 K.K Fresh Produce Exporters Ltd Processor Gulu
117 Ssemwogerere Grain Dealers Processor Mubende 118 Abole Youth Vegetable Group Producer Organization Gulu
119 Adoki Produce Store Producer Organization Gulu
120 Amatheon Producer Organization Nwoya
121 Atem - Mega Youth Group Producer Organization Gulu
122 Bugisu Cooperative Union Producer Organization Mbale
123 Blessed Organic Released Producer Organization Gulu
124 Bongomin Group Producer Organization Mbale
125 Bufumbo Organic Farmers Association (BOFA) Producer Organization Mbale
126 Bukhusu Yetana Area Cooperative Producer Organization Mbale
127 Bumbo Youth Group Producer Organization Mbale
128 Bushika Integrated Area Cooperative Producer Organization Mbale
129 Bushirusa Farmers Association Producer Organization Mbale
130 Cam kwoki farmers Centre Producer Organization Gulu
131 Consult Agri-Query Solution Producer Organization Gulu
132 Cray Traders Producer Organization Gulu
133 Dear Coffee Arabica Producer Organization Mbale
No Organization/Business Name Type of Partner Location 134 Delta women Producer Organization Gulu
135 Eastern Dairies Producer Organization Mbale
136 Eastern Uganda Dairies Farmers Association Producer Organization Mbale
137 Eastern Uganda Organic Farmers Producer Organization Mbale
138 Elgon Spices Producer Organization Mbale
139 Endiro Coffee Producer Organization Mbale
140 FUYA farmers Association Producer Organization Mbale
141 Green Growers Training & Demo Farm Producer Organization Gulu
142 Gulu Community Diary Cooperative Society Ltd Producer Organization Gulu
143 Gulu District Farmers Association Producer Organization Gulu
144 Hey-Hey Group Producer Organization Mbale
145 Homa Farm Ltd Producer Organization Gulu
146 K and S Soya Family Producer Organization Gulu
147 KEGRA Producer Organization Bushenyi
148 Khamika Youth Group Producer Organization Mbale
149 Kum Matimo Farmers Group Producer Organization Gulu
150 Latyeng Farmers Group Producer Organization Gulu
151 Layibi Mixed Farm Producer Organization Gulu
152 Lukodi Youth Group Producer Organization Gulu
153 Mbale Concerned Women Network Youth Group Producer Organization Mbale
154 Mbale District Spray service providers Producer Organization Mbale
155 Mic Pa lacwec Agro Farmers Center Producer Organization Omoro
156 Mt. Elgon Organic Farmers Producer Organization Mbale
157 Nakabale Agrobase producer Producer Organization Butaleja
158 Nyeko Bali Kare Nono Piggery Project Producer Organization Gulu
159 Oasis Island Gulu Producer Organization Gulu
160 Odoch Dyel (Goats Production) Producer Organization Gulu
161 Okongo Farm Producer Organization Gulu
162 Omia Jotham Producer Organization Gulu
163 Otwong Loke Enterprise Producer Organization Gulu
164 Pagak Cooperative Producer Organization Amuru
165 Panyikworo youth Group Producer Organization Gulu
166 Pig Production and Marketing Uganda Ltd Producer Organization Wakiso
167 Progressive Farmers Association Producer Organization Gulu
No Organization/Business Name Type of Partner Location 168 Shuna Yetena Producer Organization Mbale
169 Sing with Me Happily Non-Government Organization Gulu
170 Wanen Anyim Nursery Bed Producer Organization Gulu
171 Wii-Layibi Vision Youth group Producer Organization Gulu
172 Youth messengers Association Producer Organization Mbale
173 Kaweere Coffee Producer Organization Mubende
174 Lwankuba Farm Producer Organization Mubende Green Growers Training and Demonstration 175 Producer Organization Farm Gulu
176 The Recreation Project Producer Organization Gulu
177 Manafwa Basin Rice Farmer's Cooperative Producer Organization Butaleja
178 Women Concern For Rural Development Producer Organization Soroti
179 Nabuziba youth group Producer Organization Bulambuli
180 YWC Association Producer Organization Mbale
ANNEX F: PARTNERSHIP ENGAGEMENT AREAS
Partnership Engagement Definition Assumptions How Partnerships are Aligned Areas5
Local Agent A local agent is a contracted local individual IF a trader recruits, trains, and retains ‘good’6 Equator Seeds Ltd.: Establishes a strong who provides fee-based linkages (information, female youth agents and the agents provide community and fee-based extension support advice and support services) between youth ‘good’7 customer services to (w)youth farmers system through 65 community-based farmers and traders. and if (w)youth farmers adopt good facilitators (CBFs) and 6 agronomists who agronomical practices, then market systems train 6,500 youth out-grower farmers to Local agent approaches present opportunities will work to the extent that farmers acquire produce and sell 13,750 MT of certified maize, to formalize and strengthen business appropriate knowledge, and have access to bean and sesame seeds. relationships towards influencing increased and adopt the use of quality and appropriate Sing with Me Happily (SWMH): Through a access to, adoption and utilization of inputs that will lead to increased production and market-driven approach 108 youth are trained information and technology, that in turn could productivity leading to increased income for the into skilled, employable and presentable lead to improved farming practices. farmer, agent, and the trader. “Trained Tractor Operators”. SWMH acts as a training and job placement agent through a fee-based and cost-sharing mechanism with the youth trainee and potential employers. Area The ACEs are a network of federated producer IF (w)youth are organized through producer Pakanyi United Farmers’ Cooperative Cooperative organizations referred to as Rural Producer organizations to be part of ACEs, and if (PUFCO): Using the Area Cooperative Enterprise Organizations (RPO). They are marketing (w)youth through the ACE can access and Enterprise as a membership-based service (ACE) units through which RPOs engage with buyers utilize appropriate financial services, and if the delivery mechanism, 2,500 youth are to market their products, access high quality ACE is able to consolidate their input and equipped with seed production skills, access farm inputs, and access agricultural credit to output demands and link these to key market to sustainable and remunerative markets, finance their farming activities. RPOs and players, then (w)youth will be able to adopt linkages to microcredit institutions, and ACEs offer an important avenue for achieving technologies that improve productivity and increased employment opportunities. Already, increased economies of scale and building better access private sector market driven 30 youth have been trained to become village capacity through training, extension, technical skills development services leading to ag-input agents. dissemination of market information, and increased access to input and output-markets access to financial services through their and increased employment opportunities with extended structures in the form of Savings and specific enterprises along the value chains. Credit Cooperative (SACCOs). Partnerships
5 Partnership engagement areas are gender inclusive, partnerships/models established under the youth engagement areas can be shaped and prioritized to be gender sensitive and balanced according to the priorities of the Activity and business 6 Good Agent characteristics include the provision of reliable information on production, marketing, inputs & policy) - Sell only high quality seeds and supplies - Link farmers to other service providers, reach 100 farmers, population served 7 Farmer satisfaction (acknowledgement of positive results e.g. Repeat customers’ e.g. response to farmer needs agent growth (capital, expansion - geographical coverage, number of farmers up to 100)
Partnership Engagement Definition Assumptions How Partnerships are Aligned Areas5
under the ACE will provide the main outreach method for youth farmer engagement, youth farmer capacity building, and market access. ACEs provide organized structures, from a local producer organization, to a federated cooperative, through which youth, particularly female youth, can be organized and leverage economies of scale to access input and output markets, as well as information and services that are relevant to specific enterprises. Digital Digital financing in agriculture can be referred IF (w)youth are able to innovate and leverage SmartMoney (In process): By expanding E- Financing to as access to key market intelligence, be it in relevant ICT and digital financing technologies Village to Northern Uganda, SmartMoney has price, weather, input suppliers, logistics, in agriculture, then there will be increased the potential to provide more than 100,000 technical assistance, financial services, etc. efficiencies and cost effectiveness in young people in Northern Uganda with These services are critical for all actors within agricultural market systems including input, demand-oriented financial services (meeting the chain to know how to plan, budget, access production, processing, and trading sub- that number will take approximately 2 years+). relevant services and build relationships. systems. This would provide key support for them to Timely communication is essential in unlock their economic potential, as well as addressing market volatility and forward supporting larger economic development in planning. The ease of communicating today the District by comprehensively reducing with internet and mobile telephone transaction costs. Access to affordable technologies means all members of the value savings and payments will enable the rural chain are able to interact in a timely manner youth to better manage their finances and to and establish a modicum of trust within the accumulate assets. Being able to store value chains members. Digital financing harnesses as e-money further protects them from both the comparative advantages that ICT catastrophic loss. SmartMoney radically presents, as well as young people’s interest in decreases the costs of formal financial using it. services by providing its service to rural people free of charge and nearby. In School Club An organized and structured platform with IF students are organized around clearly EDUCATE!: Will work with 35 schools in Gulu clearly established activities and common established activities, common interests, have and Mbale in 2017 to reach 1,400 youth interests that can be engaged to enable a supportive mechanism in a youth friendly intensively and 12,000 secondary school students to have an opportunity to harness and environment, and if the platforms are used by youth more broadly (50% of beneficiaries demonstrate human, social, and financial skills the students to access networks of being girls). The Educate! Experience and competencies in entrepreneurship, entrepreneurs, mentors, role models, peer reaches secondary school youth by sending a workforce readiness/soft skills, leadership, support, information and leadership Mentor—a carefully selected and trained team functional literacy/numeracy, and/or technical opportunities, then students will have increased member—into partner schools to work skills. skills and competencies (entrepreneurship, intensively with selected students (Educate! workforce readiness, soft skills, leadership, Scholars). Mentors teach a skills development
Partnership Engagement Definition Assumptions How Partnerships are Aligned Areas5
Organized through the school environment, in- technical skills and life skills for health living) course focusing on leadership, school clubs can be utilized to mobilize and that in turn will increase economic opportunities entrepreneurship, and workforce readiness, organize young people for formal and non- in agriculture related fields. which includes practical experience starting a formal learning and applied soft skills business or community project, to 40 Scholars acquisition, as well as peer-to-peer learning in each secondary school. With support from that complement formal training that they an Educate! trained Mentor and teacher, an receive in schools. average of 100 students in each school form business clubs and practice launching enterprises in a team setting. Educate! also selects at least one teacher and one administrator per school to participate in the Experience Association, where they receive trainings on interactive teaching methods, and to support other Educate! school-wide activities such as peer mentoring and skills teaching days. Leadership The leadership and community engagement IF (w)youth are able to build peer-to-peer Uganda Parliamentary Forum on Youth and area is an organized peer-to-peer support relationships that enable community Affairs (UPFYA) and National Youth Community system through which youth actively engagement, exchange of information and Council (NYC): Provide a platform for 100 Engagement participate in development initiatives in their experiences through community forums, district youth leaders and young farmers, communities. The leadership and community groups, agri-business networks/alliances, then district local government, youth members of engagement model enhances youth (w)youth will have increased opportunities to parliament, private sector actors in agriculture relationships, exchange of information and demonstrate leadership, social and central government ministries (Ministry of experiences through peer mentorship, entrepreneurship, and community Local Government; Ministry of Gender Labor competitions, volunteerism and puts youth at engagement. and Social Development; Ministry of the forefront of leading community social Agriculture) to discuss and establish points of change. action and responsibility for each of the actors in relation to agricultural policy implementation processes at national and sub-regional levels.