PELUM UGANDA AND AGRI-PROFOCUS UGANDA FARMER ... · PELUM and APF Sharing event. “Making Entrepreneurship a reality for small holder farmers.” Page 4 Objectives i. To create an

PELUM and APF Sharing event. “Making Entrepreneurship a reality for small holder farmers.”

PELUM UGANDA AND AGRI-PROFOCUS UGANDA

FARMER ENTREPRENEURSHIP LEARNING EVENT

“Making Entrepreneurship a Reality

for Small holder Farmers”

UMA Conference Hall

26th November 2010

PELUM and APF Sharing event. “Making Entrepreneurship a reality for small holder farmers.” Page 2

Table Contents Preface 3

Background 3

CHAPTER 1: PRESENTATIONS AND DISCUSSIONS ON THE THREE APPROACHES ........................... 5

1.0 Introduction 5

1.1 GROUP STRATEGY- Presentation from Send a Cow Uganda .......................................................... 5

1.1.1 Basic information about the approach .............................................................................. 5

1.1.2 Insight into some experiences .......................................................................................... 6

1.1.3 Testimony of Mrs. lydia Jjemba, a beneficiary of Send a Cow Uganda Programmes ......... 8

1.2 SAVINGS AND CREDIT SCHEMES - presentation from Organisation for rural development ......... 9

1.2.1 Basic Information about the approach .............................................................................. 9

1.2.2 Insight into some experiences .......................................................................................... 9

1.2.3 Testimony of Mrs. Dorothy Oketcho, a beneficiary of ORUDE ...................................... 10

1.3 MARKET LINKAGES -Presentation from National Organic Agricultural Movement of Uganda ..... 11

1.3.1 Basic information ........................................................................................................... 11

1.3.2 Insight into some experiences ........................................................................................ 11

CHAPTER 2: GOOD PRACTICE CAFÉ ................................................................................................. 14

2.0 Introduction 14

2.1 Group approach ............................................................................................................................. 14

2.2 Saving and Credit schemes ............................................................................................................. 15

2.3 Market Linkages .............................................................................................................................. 16

CHAPTER 3: GOOD PRACTICE DATING MARKET (EXHIBITION) ..................................................... 17

CHAPTER 4: FUTURE SHARING .......................................................................................................... 19

CHAPTER 5: WRAP UP ........................................................................................................................ 20

APPENDIX 21

Appendix I: About PELUM Uganda and Agri ProFocus Uganda ........................................................ 21

Appendix II: Evaluation ..................................................................................................................... 21

Appendix III: Program for the day ...................................................................................................... 23

Appendix IV: Speech by Mr. Robert L. Khauka, Ministry of Agriculture, Animal Industry & Fisheries 24

Appendix V: List of participants ......................................................................................................... 26

Appendix VI: Testimony from a SACU beneficiary ............................................................................ 29


Preface

This report gives a summary of the presentations, discussions and outcomes of the learning event titled, Making Entrepreneurship a Reality for Smallholder Farmers AT UMA Conference hall on 26th November 2010.

This was a one-day sharing event, targeted at various government departments, civil society organisations, the private sector as well as smallholder farmers within and outside Kampala with experience and knowledge in strategies used in farmer entrepreneurship; specifically the group approach, savings and credit access and market linkage strategies .

PowerPoint presentations from 3 PELUM Uganda member organisations, group discussions and plenary discussion sessions were used to explore the nature, advantages, challenges and way forward for each of the three strategies.

The event was moderated by Sarah Mayanja- Director, Agrinet, Marieke van Schie-Economic Development Advisor, APF/SNV and Doreen Nanyonga-Communication and Information Officer, PELUM Uganda.

Presentations were made by Elizabeth Okware- Social development, Advocacy, communication & Marketing Manager, Send a Cow Uganda; Catherine Amado- Project Manager, Organisation for Rural Development and Derrick Tenywa- Domestic Marketing Officer, National Organic Agricultural Movement of Uganda.

This event was organized by PELUM Uganda and Agri ProFocus Uganda (see annex I).

Background By 2008, Uganda’s agriculture sector was estimated to employ as many as 85% of the population; most of whom are smallholder farmers, who contribute 95% of agricultural production in the country. The largest group of households classified as being poor has consistently been those engaged in agriculture, with the recent increase in poverty being particularly recorded among those engaged in crop husbandry. This is mainly attributed to low profitability from agricultural enterprises arising from low input use, rainfall dependency and non competitive market prices, among others.

Over the years, civil society organizations and other stakeholders have innovatively developed a number of strategies to address constraints faced by smallholder farmers in entrepreneurship development as well as access to markets. PELUM Uganda and the Agri-ProFocus network organized a sharing event on farmer entrepreneurship in order to highlight 3 most popular strategies that have successfully been implemented by PELUM Uganda member organizations with their affiliate smallholder farmer groups. The title for the event was “Making entrepreneurship a reality for smallholder farmers”


Objectives

i. To create an opportunity for sharing, interaction and learning on various skills, experiences and best practices in farmer entrepreneurship specifically the group approach , savings & credit schemes and linkage to reliable buyers.

(i) To facilitate partnership building among the PELUM member organizations and other key stakeholders on farmer entrepreneurship development

Welcome remarks (By PELUM Uganda and Agri-ProFocus Network)

Doreen Nanyonga, the Information and Communication Officer for PELUM Uganda welcomed all the participants and thanked them for keeping time and honoring the invitation.

She highlighted that farmer entrepreneurship has become a cause of concern given that approximately eighty percent of the income comes from farming practiced by small scale farmers.

The main aim of the workshop was to enhance small scale farmer entrepreneurship through three strategies namely; group approach, market linkages and savings and credit schemes. It was also geared towards finding ways to help the small scale farmers gain more from the budget.

Marieke van Schie, Economic Development Advisor -SNV, introduced SNV as the coordinating agency of the Ugandan Agri- ProFocus Network. Agri-ProFocus is a network founded by Dutch organizations and does support farmer entrepreneurship with the aim combining synergies of all relevant stakeholders in order to have a greater impact. PELUM Uganda is one of the members of this network in Uganda. The participation of farmers in the network is essential for improvement of their livelihoods. This workshop provided a basis for sharing, reviewing previous input and explores ways to implement positive experiences into practice.

The civil society organizations and farmer organizations had the biggest representation while the agro-input dealer and the private sector had the least representation.

Official opening

The workshop was officially opened by Mr. Robert Khauka, the Acting Assistant Commissioner, Monitoring and Evaluation in the Ministry of Agriculture, Animal Industry and Fisheries. He thanked PELUM Uganda and Agri-ProFocus for organizing the workshop; a gesture that emphasized the importance attached of the agricultural sector.

He said government is encouraging farmers to develop farming as a business which would in turn help them to come out of the poverty trap. He noted that there are a lot of market opportunities for agricultural produce in the neighboring countries that are importing food products from Uganda and urged farmers to tap into those markets through increased production.

As part of efforts to boost the agricultural sector and economy in general, Khauka said the Agriculture ministry came up with a five year Development Strategic Investment Plan (DSIP). The plan, he said, is


intended to address agricultural productivity, increase market access and value addition for agricultural produce, provide an enabling agricultural production environment and strengthen institutions such as local governments to boost agriculture. The government has shifted its focus from poverty eradication to wealth creation. He emphasized that Prosperity for All (PFA) envisions empowering households to meet their basic needs and target gross Income of at least twenty million shillings per year. This is through promotion of high value income generating enterprise which cannot be achieved through public sector alone and hence, the importance of public-private partnerships of this nature. The Ministry pledged total support to all the programs geared at promoting development of the agricultural sector.

According to the Acting Commissioner, the ministry had also developed several investment proposals and initiated concept notes on how to assist farmers to address issues of market access. However, he also reminded the farmers to implement the value chain approach from production to the marketing stage and emphasize quality production rather than quantity in order to reap substantial financial returns from their investments.

He also stated that the workshop involved experts from various key sectors and therefore its outcome will bring out critical areas of linkages, cooperation and interventions between the relevant stakeholders. He anticipated that the deliberations of this forum will play a catalytic role for the development of strategies to address constraints faced by smallholder farmers in entrepreneurship development as well as access to market.

CHAPTER 1: PRESENTATIONS AND DISCUSSIONS ON THE THREE APPROACHES

1.0 Introduction The purpose of this session was to avail participants with;

• Basic information about the approach • Insight into some experiences • An overview of lessons learned and bottlenecks • A chance to ask questions and get answers

1.1 GROUP STRATEGY- Presentation from Send a Cow Uganda

1.1.1 Basic information about the approach Send a Cow Uganda (SACU) is a registered development Non-Governmental Organization founded on Christian principles, and affiliated to Send a Cow UK. SACU is part of a wider and growing network of SACU UK funded country programs that include Rwanda, Kenya, Tanzania, Cameroon, Lesotho, Zambia, Ghana, Ethiopia, Mozambique, and Lesotho. SACU deliberately focuses on the marginalized groups like women, orphaned and vulnerable Children and people with disability in the community. All the groups assisted do pass on the knowledge acquired to the rest of the community members using the value based approach and cornerstones. Self- reliant


and sustainable group development demands clear selection criteria for groups and clear understanding of the partnership, roles and responsibilities to avoid dependency from the onset. Unless in special cases, ideally SACU works through existing groups who have already formulated values, vision and strategies To SACU, a group means a number of organised people who mutually come together for a common purpose. SACU’s experience is that Community Based Organizations (CBOs) will serve the interest of more community members who may not be members of the CBO. CBOs are a formal or informal group of community members of a defined locality, more often with similar background and values that have voluntarily come together through an agreed criterion of membership or otherwise to address an identified social or developmental need. SACU facilitates the development and support of groups as opposed to working with individuals or whole communities. From experience, groups are a more effective way of working and easily form cohesive supportive bonds that enhance sustainability of projects even at individual level.

1.1.2 Insight into some experiences Examples of successful groups that have evolved into collective marketers and entrepreneurs

• In Iganga- Bakasekamajja women’s group (BMW) are into multiplication and production of high quality breed maize seeds that resulted from group enterprise development. In 2008, the group earned Ushs 130million while in 2009 it earned Ushs 296million in profits and have established a maize seed bank.

• In Kyampisi, the group is into mushroom growing. Each group member earns Ushs 40,000 per week

• The Aliasit/Aliat savings and credit group in Teso has ably mobilized savings and re-invested profits into poultry and citrus growing

• In Mityana District, groups have been successfully engaged in tie and dye production • In Bamusuta Mukono district, pineapple and pawpaw growing has been successful.


1.2.3 Overview of lessons Learnt and bottlenecks Group Approach Strategy - Send a Cow Uganda

Lessons learned Bottlenecks Questions and answers • Groups should be decentralization

to manageable levels • Scaled up 5–Cell system monitoring

systems • Need for continuous group self

reviews and monitoring • Need for documentation of best

practice, research and promotion of learning processes

• Legal aspects of groups- evolving into sustainable associations

• Emphasize group training to include group formation, development and management, group dynamics, group self assessment, envisioning and planning, sustainability, leadership development, monitoring, constitutional development, gender, financial management and record keeping, enterprise development

• Founders syndrome: founders do not want to let go. • Some Groups’ low adherence to their constitutions

and high growth rate • Holding the groups accountable –issues of lack of

transparency, political interference • More intentional linkage to marketing opportunity

and promotion of more IGA, and collective marketing in some groups

• Value Chain management and development has not yet been addressed

• More enterprise development and move to large scale farming, diversification

• Group development stages are not static. The group categorized as mature may change with time. Behavior change is reversible. Some farmers reach the peak and relax. Adverse effects of diversification of farm enterprises may lead to lose of focus. The indicators overlap.

• Inadequate access to credit or subsidies, farm inputs, market access and information, value addition skills/technology, weak cooperative movement in the country

• Political interference, corruption, internal conflicts and lack of democratic leadership- failure to accept rotational leadership

• Linking groups to market information and opportunities, value chain management and more enterprise development.

• Weak research, extension, and financial services. • Low diversification in farm production and value

addition through processing are often minimal • Inadequately developed market structure (organic

farm products

Q. Do you facilitate group formation? A. Send a Cow does not initiate group formation. It deals with already

established groups that have a clear vision. Q. Are the groups sustainable? A. The groups are taken through making of a constitution if it is lacking

and the adherence of the groups to the constitution is monitored. Regular audits and checks are also carried out.

Q. How do you convince a combination of illiterate and semi –illiterate

farmers to share resources? A. The farmers groups are trained in resource management, financial

accountability and the concept of sharing is embedded in the constitution.

Q. Do the farmers graduate and do they obtain certificates? A. The farmers do graduate and obtain certificates. Q. How do you mitigate climate changes? A. Environmental aspect has been introduced to the groups as a cross

cutting issue. Information about appropriate seasons is also availed to the farmers.

Q. At which level do the groups operate? Parish, sub county or county

level? A. The groups are encouraged to operate at a sub county level in order to

minimize nepotism.


1.1.3 Testimony of Mrs. lydia Jjemba, a beneficiary of Send a Cow Uganda Programmes Lydia Jjemba’s home is located in Namayumba Sub-county 40 kilometers north of Kampala city on the Kampala- Hoima highway. In her home is a cowshed which is home to her 4 cows. On the left are vegetable gardens and a granary. A water tank is yet to be connected to the house to begin harvesting rain water. Jjemba got into farming after rescuing her son from Nakulabye, a Kampala suburb where he had been kidnapped. The kidnapper enticed the boy with a doughnut and told him that if he wanted more, he would get it from the man’s home. This scenario made Jjemba realize that if she had enough food, her son would not have been kidnapped and she had failed in the role as a mother. As a simple housewife, she had routinely waited on her husband, Joseph to come with food for the family. After this incident, she abandoned town and went to her husband’s two roomed house in Namayumba village. She joined Namayumba Kyosiga Women’s Group. Namayumba Church of Uganda and another member Ms. Nalongo Kiyimba gave the group more free land for communal gardening. Later in 2002, the church connected the group to Send a Cow Uganda and got trainings in sustainable organic agriculture, gender relations, hygiene and health care among others. In addition, SACU donated forty one heifers to help the group improve on their nutrition and income. The cow so far has four off springs and she currently gets an average of thirty liters from the lactating two cows while the third is in-calf and the fourth is just four months old. The fifth cow was passed on to another member to continue with the NGO’s support chain. Jjemba makes a profit of six thousand shillings daily from her milk sales. She also has a piggery project and every year she sells thirty piglets at a cost of thirty thousand shillings each and her earnings are close to ninety thousand shillings. She is into fruit grafting too. Last year, she sold grafted fruit and wood trees and earned about six million shillings. Lydia also keeps local chicken from which she collects ten trays each month. From her earnings, she managed to increase her land acreage from one to five acres. Her annual earnings amount to approximately nine million shillings. In her response to questions from fellow workshop participants, Lydia says that one of her biggest challenges was changing her mindset. She also advised fellow participants to have a clear vision, commitment and the determination to implement their ideas.

Quote; “Sometimes opportunities come dressed as challenges and if one does not seize them, they will slip away. I seized mine which was lack of food” Lydia JJemba said.


1.2 SAVINGS AND CREDIT SCHEMES - presentation from Organisation for rural development

1.2.1 Basic Information about the approach ORUDE (Organization for Rural Development) is a local NGO supporting rural women & youth access savings & credit through capacity building and formation of rural women banks using an approach of the Sub County Savings and Lending Cooperatives (SUSALECO).

SUSALECO model is an approach that merges 250 women from ten savings and lending groups comprised of 25 members each into a SUSALECO (Rural banks) .At the level of formation; there are five phases, preparatory(visioning), development phase(functioning, coaching), maturity /exit phase.

The approach gives rural women and youth the opportunity to exercise their ability to save and support each other on economic and social related issues. This has been achieved by building the capacity of group members in savings and credit, selection of appropriate income generating activities in order to help them increase their levels of savings and shares.

This strategy has so far been applied in seven sub counties within two districts of Jinja and Bugiri. Mafubira,Budondo, Butagaya, Busedhe, and Bugembe municipal council in Jinja ,in Bugiri district, the sub counties include Kapayanga, and Nankoma.

1.2.2 Insight into some experiences A case study of Mafumbira Rural Savings and Credit Cooperative (MARUSACCO)

At the time of launch MARUSACCO had UGX 3,600,000M on their account. Currently, the SACCO has a total of UGX 29, 251,500M, in shares and savings. The bank has so far disbursed loans worth UGX 35,355,000=.

A case in point is, Mudoola Aisha who acquired a loan of UGX 100,000 which she added into her charcoal business. She purchased 14 bags of charcoal at UGX 7,000 each; sold each bag at UGX 25,000 and raised a total of UGX 350,000. After deducting her initial capital of 100,000, labor and transport costs of UGX 70,000 she had a profit of UGX 180,000. She paid back her loan and re-invested into her business. Mudoola has once again requested for a loan UGX 1,500,000 since her business has grown.


1.2.3 Overview of lessons Learnt and bottlenecks Savings and Credit access Strategy – Organisation for Rural Development

Lessons learnt Bottlenecks Questions and answers • Provision of start-up kits

consisting of items such as renting an office, furniture, safe, counters boosts the confidence of members.

• The Model inculcates the culture of savings among the members thereby promoting a sense of ownership

• SUSALECO models with its sub-structures provide an epicenter for peer learning within the community

• The model provides an opportunity for reinvesting back wealth created in the community

• The funds generated in the SUSALECO do not meet the credit demand of the members.

• The model is expensive in terms of investments made in form of the start-up kits.

• A good number of SUSALECO members are illiterate and yet they are expected to play active roles in management

• The model puts much emphasis on purchasing shares as opposed to savings.

• Dependence on internally generated funds implies that the SUSALECO is exposed to external shocks affecting the community and members.

Q: The charcoal project chosen as an income generating activity has the negative impact of degrading the environment. What mitigation measures have been put place to address this?

A: ORUDE does support members in conservation measures like making charcoal stoves and there are future plans to do more in this area.

Q: How have the members benefited? A.

a) Members are able to pay school fees. b) ORUDE has contributed to a boost in businesses and farming. c) ORUDE has also contributed to women empowerment and leadership training. d) Gender issues have been addressed. Women now depend less on men for basic survival.

Q: What mechanisms do you have to ensure security for loan recovery? A: Security is ensured through group approach as opposed to individual approach. Each group

member must present an item as collateral. No major challenges have been encountered in this area as yet.

Q: Saving and credit schemes have been known to contribute to domestic troubles and family disintegration. What policy has been put in place to address this? A: Members are encouraged to form cells in which they are expected to know each other well. Q: What is the interest rate on those loans? A: The interest is 3% per month Q: At what ratio do you lend the money? A: 1:3. One being the share and the rest is the loan part of it.

1.2.3 Testimony of Mrs. Dorothy Oketcho, a beneficiary of ORUDE Dorothy Oketcho is one such member who has benefited from the MARUSACCO. She is a widow but since she joined ORUDE (MARUSACCO), she has been able to pay school fees for her children who have now attained diplomas. She has also gained leadership skills and her self confidence has been boosted.


1.3 MARKET LINKAGES -Presentation from National Organic Agricultural Movement of Uganda

1.3.1 Basic information The National Organic Agricultural Movement of Uganda – NOGAMU is the apex membership organization formed in 2001 to coordinate and drive all stakeholders towards organic agricultural development. NOGAMU currently has membership of over 1,000,000 farmers of which 206,300 are organic and/or Fair-trade certified and are already participating in the export market chains. NOGAMU is a member of International Federation of Organic Agriculture Movement (IFOAM). Its vision is to attain Increased Incomes and Improved Livelihoods in Uganda through Adoption of organic agriculture. The objectives include;

• Build capacity and promote Training, Research, Extension and Education in OA in Uganda • Promote Local and Export marketing of organic products from Uganda • Develop and Increase the application of organic standards and promote certified organic

production in Uganda • Increase awareness and attract support for Organic Agriculture in Uganda

1.3.2 Insight into some experiences NOGAMU has from experience identified the following as best strategies for market linkages.

Local market linkage strategy It started with the founding of the NOGAMU shop in October 2002. Initially the shop dealt in only few processed and fresh products however, fresh products were introduced in 2003 and the Basket Scheme in 2005 as a marketing strategy. At the beginning, most clients were expatriates. The internet is used to inform potential and remind existing customers. A clients database has been developed for easy follow up and sending of products price lists. A refrigerated van distributes the products. Clients ‘complaints and issues are responded to as priority. Regular visits to producers and on occasions with clients take place thus building trust. Currently, over eighty percent of clients are local Ugandans and over forty million Uganda shillings come from the basket scheme alone. NOGAMU shop turnover has grown from twelve million shillings in 2004 to over ninety three Uganda million shillings in 2009. Export market linkage strategy It is purely demand driven and focuses on selected enterprises. The buyer/market is identified, potential producers are identified, organized and their capacity to produce sufficient quantity and quality product built based on market requirement. Group/Association/cooperative is linked to export buyer or directly to importer (Over 200,000 farmers are participating in the export market chains through organic export companies or directly with importers). The value of exports has been growing at an average of over 30% in the past three years. Collective marketing strategy


Focuses on value chains development and/or strengthening and aims at producing sufficient volumes for a specified market. It involves assessing the group/association/cooperative’s capacity to engage in market oriented production, identifying actors in the whole value chain and engaging them in building/strengthening the value chain, organizing and conducting actors meetings to do a SWOT analysis then developing an action plan highlighting each actors role that would link the producers to the market . This strategy helps identify and address weak areas/gaps along the entire value chain due to collective efforts. This strategy has enabled NOGAMU to access organic outlets, linkage to major local supermarkets and institutions which include international schools, agro-processors and export companies. Information Sharing and awareness raising strategy This strategy involves holding Farmers’ markets and organic days, radio and TV programs- Consumers buy because of the perceived benefit-Quality, health. It also involves printing and disseminating information materials- brochures, market information bulletins and chain specific booklets. The Organic Trade Point Collects, organizes, produces and disseminates information on organic trade opportunities. Certification and standardization strategy It involves building capacity of entrepreneurs and supporting them to establish IQMs that address certification against market standards and other quality systems such as HACCP and Fair trade Certified organic products obtain certificates and organic marks to be recognized by the market. Certified producers are linked to sustainable markets from which premium prices are earned Product development and promotion strategy NOGAMU Facilitates development and promotion of organic entrepreneurs’ products-Areas of focus include Quality, packaging, labeling. Tools, equipments and inputs to facilitate agro-processing are imported and easily accessed by the entrepreneurs. Members are supported to participate in major local, regional and international trade fairs to promote their innovations Currently, the subsector is growing with increases in demand for organic products thus resulting into increase in rural household incomes. Over 60 agro-processors have been supported to improve quality, access scan codes and managed to penetrate the local supermarkets where over 60 products are favorably competing with imported products. Networking Strategy NOGAMU uses sale of organic products through shop organic as both marketing and networking strategy (Basket scheme and Drop in customers). On occasions, simple online surveys are conducted to establish clients' satisfaction and challenges.


1.3.3 Overview of lessons Learnt and bottlenecks Market linkage Strategy – National Organic Agricultural Movement of Uganda

Lessons learnt Bottlenecks Questions and answers It was noted that the following areas need improvement. • Empowering farmers to acquire basic business

skills • Direct interventions to gaps in the entire value

chains (Value chain approach), with focus to local, regional and export markets

• Farmer empowerment to learn and appreciate cost effective ways of advertising to raise consumer awareness and be able identify new market opportunities

• Information, knowledge and experience sharing. This could result into improvements in quality of products and increase in demand

• Strengthening collective marketing campaigns as key to attracting bulk buyers and creation of sustainable markets for organized groups

• Limited resources – ( The organization and Smallholder farmers)

• To invest in value addition and expansion of business innovations

• Lack of business skills and basic knowledge- 90% operate without business plans, records on cash flows etc.

• Low creativity and innovativeness • Inconsistency in supply of the products • Low production levels which cannot satisfy

demand • Limited variety of products for the consumers • Standardization and certification costs being high

thus affecting marketing of most products as organic

• Low investment in promotion activities- most small scale producers perceive advertising as expensive and good for big organization

Q: Do you share information about best organic farming practices/technology with the public? A: The information is availed to whoever is interested. Q: What is the cost of certification for a farmer wants to practice organic farming? A: There are no uniform costs. They vary according to the project being certified. Group certification is encouraged to minimize costs. Q: What criteria do you use to certify land for organic production? A: It involves assessing the capacity in order to find gaps and address them Q: Explain what the basket scheme entails. A: This is one way of marketing the organic products. It involves information being sent to potential customers via e mail, who respond by sending orders via a template and the order is delivered within two days Q. What is the way forward on the lack of a

premium price and lack of policy support? A. The policy is at the level of tabling to

parliament. Fixing the marginal price is not practical in this era; we should ensure that farmers are competent enough to operate in the prevailing situation.

Q. Has NOGAMU lobbied the government to give subsidies to the agricultural sector?

A. The government, most specifically the president has declined on giving the agricultural sector subsidies. Individuals and other parties that appreciate organic farming should take up this aspect.


CHAPTER 2: GOOD PRACTICE CAFÉ

2.0 Introduction Everyone could take part in discussion on each approach and discussed:

o What makes each strategy a good practice / what not? o Is the practice commercially viable and sustainable? o How can we upscale this practice

2.1 Group approach

Good practice Café - Group Approach Strategy What makes it a good practice? Negative aspects How to improve / upscale

• It promotes sharing of available resources thus improves standards of living

• It is easier to deliver services to groups than to individuals • There is easier flow of market information • They offer a good platform for institutional development • The principle of synergy is well practised • High production levels and more possibilities of accessing

markets • More cost effective to manage and short time to implement

projects • Presence of peer support amongst members • Members ably learn from one another and share skills • Builds unity ,enables collective action and collective

responsibility • Members have a stronger voice and easily promote

advocacy issues • Involvement of members and sense of ownership creates

sustainability

• It is viable as long as group members gather voluntarily and with a common interest

• Ideas are not super-imposed and there is a sense of ownership

• If there are no political affiliations • When there is a need for collective

marketing and production • Offers strong bargaining power

especially when negotiating for input price reductions when buying in bulk

• Easy to access credit as a group

• Continuous innovative approaches and new strategies • Trainings • Regular meetings • Planning and continuous monitoring and evaluation • Building trust • Facilitating organizational needs to have a clear set

standards of operation • Early investments • Have clear policies that can be adapted, implemented

and reviewed • Ensure transparent, rotational leadership and succession

planning • Have a functional group constitution


2.2 Saving and Credit schemes

Good practice Café - Saving and Credit schemes What makes it a good practice Negative aspects How to improve / upscale • Trust is used as collateral for obtaining loans • The terms governing the institution are set by the beneficiaries • There is local ownership, control as well as usage by the members and

interests are invested back into the institution which ensures sustainability • It promotes unity within the society • It requires and promotes a lot of dedication and dedication by the members • It enables small holder farmers to expand on their production activities and

imparts business /entrepreneurial skills and hence members can widen their investment scope

• Can be used as a yardstick for external funding • Provides a general improvement on farmer welfare and therefore consequently

reduces poverty • It facilitates collective marketing by preparing members internally for marketing • It promotes the culture of borrowing and saving money • It promotes voluntarism and cooperation • It reduces risks due to less chances of theft • Reduces domestic violence and the dependency of women on men • Knowledge building • Offers relatively lower interest rates

• It changes the focus of the members from quality to quantity

• There is a tendency for free riders to come up

• Poor management , financial and accountability systems

• Most savings are stolen /embezzled • There is tendency for elites to dominate • There is high level of risk because the

loans are not always insured • Bias can arise in the allocation of

resources with regard to political and religious affiliation.

• Bureaucracy can delay loan acquisition • Most of the activities are taken in isolation

with less focus on building the capacity of the members to carry out income generating activities.

The approach was deemed commercially viable because it ensures continuous and increased production. • Training group members in

project proposal writing skills • Making linkages towards the

service providers • Defining priority areas for certain

or given community, design financial products in relation to farmer entrepreneurship

• Ensure sustainable use of natural resources as we promote


2.3 Market Linkages Good practice Café – Market linkages

What makes it a good practice Negative aspects How to improve / upscale • There’s an assured market for the organic produce (and other farm

products) through negotiation and agreements. • Stimulates production; increased and consistent because of the

assured market. • Avoids producing unwanted produce since its demand driven. • Enables planning for future production. • Improves quality of produce due to standardization. • Price stability because you have contracts and there’s no unnecessary

surplus. • Increased levels of income leading to better standards of living. • Direct access to markets. This cuts out middlemen leading to better

returns. • Opportunities for negotiation of price. • Promotes price stability through contracts. • Enhances access to financial services since you have market for your

produce. • Facilitates linkages among actors. • There is information flow and unified information on market

availability. • Enables collective marketing to reduce marketing costs, meet demand

volumes and raise bargaining power. • Enables networking among the various actors.

• Farmers will sell all their produce leaving limited or no supply for households which affects their food security.

• Standards can be out of reach for the ordinary farmers to meet.

• For organic products, because of sorting and grading you end up with less produce.

• Farmers may not sustainably meet the market demand and quality.

• Domination of price negotiations by the buyer and dependency on their decision.

• May lead to losses as production costs shoot up yet the contract set price remains the same.

• Some buyers fail to honor the contracts • Domestic market size is limited

The practice was deemed commercially viable because of the fact that there is assured market, is a gateway to communication, enhances production and ensures assurance of continuity of market. • Support certification of farmers. • Government should offer subsidies to

farmers. • Value addition to produce. • Collective marketing to reduce marketing

costs. • Mechanization of farming for quality and

efficiency. • Collectively procure inputs for your farms. • Procure business development services to

enable farmers run successful farming business.

• Promote environment awareness. • Information sharing between producers,

buyer and other stake holders. • Profiling best practices, producers and

potential markets.


CHAPTER 3: GOOD PRACTICE DATING MARKET (EXHIBITION)

(A) RUCIFRESH (A product of RUCID) Inquiries and responses:

1. What products do you have? Organic fruit; both juices and dried fruits such as bananas, paw paws, passion fruits and pineapples among others

2. Where do you sell your products on the local market? We are still building our local market base however we sell our products in at our shops in Mityana district, NOGAMU shops as well as the numerous workshops that we attend.

3. Where can one procure containers to pack my products? We bring in the glass bottles from Kenya while the plastics are purchased from Afro-plast in Kampala.

4. What do you do about your juices in the glass bottles? One has to pay for the cost of the bottle

5. Why don’t you use plastic bottles since they are cheap? The juice packaged in glass has a longer shelf life.

6. What challenges do you face? Local market for organic products is still limited.

Note: this stall had a big number of people visiting and purchasing items.

(B) Fight famine Farmer’s Association (Supported by SEATINI) 1. Do the products contain preservatives?

No. 2. Which markets do you produce for?

Local and regional markets Note: this stall had a relatively big number of people visiting it.


(C)TRIAS- Uganda. Topic: “Linking research to markets using participatory agro enterprise development and famer field school approach”.

1. Explain the performance of upland rice under different planting methods. Line planting method and chop & plant method give better marketable yield.

2. How can shuttering be reduced in rice production? This can be reduced by planting varieties like Nerica 1 and Nerica 4 that are more resistant to shuttering.

3. Which variety of rice is preferred more? The one that is high yielding or the one with a high maturity speed? It is better to balance the aspect of maturity speed and marketable yield in order to get good results.

(D) Agrinet stall

1. How does Agri net benefit? The transaction security services (TSS) are provided for a commission. The market intelligence stimulates trade.

2. Are you linked to Uganda commodities exchange? Yes.

(E) Sihubira multipurpose cooperative society limited (SIMUCO) It is located in Busia and deals in ground nuts, honey, maize, saving and credit scheme. Sunrise honey products were brought for display.

Groundnuts, maize and Sunrise Honey on display


CHAPTER 4: FUTURE SHARING

The participants than shared their ideas on how to continue to develop, document and exchange good practices. The box below indicates ideas (examples) according to ways of sharing

Ideas for future sharing

Type Examples

Documentation and publicity

• Making reports, Pictorial presentations through brochures, books, magazines with clear images and in all relevant languages

• Sharing video documentaries on DVDs and CDs • Share success stories through recording, establishing knowledge platforms and

documentations • Publicity through face book, posters • Advertising in the media • Increasing on demonstration sites • Development of websites • Sharing e mails

Joint activities • Making inventory of all good practices available • Carry out and Implement farmer led documentation • Carrying out Case studies ; • Designing and carrying out radio programs

Training • Encouraging professionalism (auditing) • Carrying out training and exposure visits (should be participatory) • Organizing trainings for network members

Networking • Attending workshops/ conferences • Handling joint venture/ open day exhibitions • Visit the internet and search for affiliates

Coordination • Record keeping, data collection, and publication of information either quarterly or annually

• Regular updates and feedback meetings as well as presenting to partners in meetings and workshops

• Development; first identify a platform to harmonize the good practices. • Have information desks within the organizations that are responsible for identifying those

practices • Networking. PELUM Uganda’s information desk takes the lead and be provided with

information from the various desks. Networking with government institutions like NARO and UNBS

• Advocacy, PELUM also takes the lead role while other organizations forward their issues to it

• Ongoing reviews can be done through meetings (could be annual ) • Value addition, research, formation of group of organizations and dedication to work


CHAPTER 5: WRAP UP

It was noted that much of the information or experiences are documented but one of the challenges is that few people take the initiative to read. Marieke urged the participants to develop a reading culture but also to continue the documentation of experiences.

She emphasized that there is an on-line platform in place: the Agri-Pro-Focus NING (http://apf-uganda.ning.com) which offers the opportunity to take part in online exchange of information and discussions. All individuals were encouraged to become active members and sign up.

PELUM Uganda (www.pelumuganda.org) and Agri-ProFocus committed to utilize the outputs of the workshop in order to make a greater impact.

Doreen Nanyonga then gave a vote of thanks to organizers and participants for their input.


APPENDIX

Appendix I: About PELUM Uganda and Agri ProFocus Uganda Since 1995, PELUM Uganda has been working to improve the livelihoods of small-scale farmers and the sustainability of rural communities, through the fostering of ecological land use management. We:

• Share skills and knowledge about good practices and techniques, through a broad network of likeminded organisations.

• Undertake research and demonstration projects. • Lobby for policies that better support small-scale farmers.

PELUM Uganda is part of a 10-country-strong association of civil society organisations in eastern, central and southern Africa.

For more information please contact;

Plot 155 Kira Road Kamwokya P.O.Box 35804, Kampala-Uganda Tel: 256 414 533973 [email protected]; www.pelumuganda.org

Agri-ProFocus Uganda (APF)is a network of farmers' organisations, NGOs, financial institutes, research, private and public sector actors and Dutch and other international development agencies. APF jointly stimulate Ugandan farmer entrepreneurship. APF currently collaborates and exchanges on: Farmers’ Organisations; Farming Services; Financial Services; Market Information; Policy Engagement; Gender in value chains; and Food Security.

For more information on how to take part in the online platform (NING) please visit: http://apf-uganda.ning.com)

Appendix II: Evaluation 1. A well organized and informative workshop. 2. The mobilization for this event was good. The presentations were good plus the information 3. Materials are very useful especially on access to market services. 4. Good event organization, just keep up the spirit. 5. It has really been a productive event. I have copied a lot from the other organizations and I have

networked a great deal too. 6. The workshop was enlightening. The place is quite good for the discussion, welfare 100%,

interaction 100%. 7. Good platform for sharing, maintain the practice. 8. Relevant topic, venue was okay and the facilitators were knowledgeable. 9. Improve on Platform to identify good practices and Log frame to update and feedback. 10. Request to PELUM is to organize a two day workshop because we have missed a lot and organize

exposure visits to developed areas.


11. The materials, food and presentations were good. Time keeping was poor. Organize another. 12. Next time include a video documentary showcasing good farmer practice. 13. Make through advertising for the events and include other stake holders. 14. More media houses from villages should be invited for coverage. 15. Organize the events outside Kampala. 16. Allow more time for discussions after every presentation. 17. Next time pay Kampala participants transport refund. 18. The arrangement was good. Maybe organize for two days. 19. Need more time for organizations to present fully. Some groups didn’t present but just had a walk

over. 20. Mukozese ngako kunimi endala olwokutugondeza mu, muleme okufirwa ebi rowoozo ebyaba limi

abamu. (Also use other languages to simplify for us so that you don’t miss out on the ideas of the other farmers).

21. Give more time for plenary session and questions 22. Increase involvement of farmers 23. The workshop was good because there was actual sharing of information; however the time for

sharing was limited. Two days would have been appropriate or the number of topics reduced. 24. The workshop was well organized and participatory. 25. Next time, invite all key stake holders; dealers, traders and exporters.


Appendix III: Program for the day

TIME TOPIC 8:30 – 9:00 Arrival and registration 9:00 – 9:15 Welcome remarks (by Pelum and APF) 9:15 – 9:30 Official opening (MAAIF)

9:30 – 10.00 Getting to know each other Participants have an overview of the organisations present

10.00 – 10.30

Group Approach by Send A Cow Presentation of experience Testimony of farmer involved Q and A

Participants get: Basic information about the approach Insight into some experiences An overview of lessons learned and bottlenecks

10.30 – 11.00 Savings and Credit Schemes by ORUDE Same set-up

11.00 – 11.15 Break

11.15 – 11.45 Market Linkages by NOGAMU Same set-up

12.00 – 13.30

Good Practice Cafe Parallel discussion sessions on:

Group Approach Savings and Credit Schemes Market Linkages

Everyone can take part in discussion on each approach: What makes this a good practice / what not Is the practice commercially viable and sustainable How can we upscale this practice

13.30 – 14.15 Lunch

14.15 – 15.45

Good Practice Dating Market All participants are invited to show case their good practice with regard to: group approach, credit and savings; and market linkages. The idea is not only to showcase but also to make dates / deals with participants to get in touch for further exchange / collaboration.

15.45 – 16.15 Future sharing How to continue Develop, Document and Exchanging Good Practices?

16.15 - 16.30 Wrap up Participants are fed back the outcomes of the day’s discussion through a short overview of discussion synthesis (Good Practice Cafe)


Appendix IV: Speech by Mr. Robert L. Khauka, Ministry of Agriculture, Animal Industry & Fisheries Distinguished Guests,

Ladies and Gentlemen, All protocol observed, It is my pleasure and honor to be here to officiate at the opening ceremony of this very important stakeholder workshop of the farmer entrepreneurship sharing event. I am informed that the main goal of the workshop to share experiences and learning about strategies that have successfully been implemented by PELUM Uganda member organizations with their affiliate smallholder farmer groups to agriculture a profitable business. As you aware, the agricultural industry is the main source of livelihood of the majority of our population. Agriculture is arguably the most important sector of the Ugandan economy. It contributes up to nearly 20 percent of GDP accounts for 48 percent of exports (UBOS, 2008) and provides a large proportion of the raw materials for industry. Food processing alone accounts for 40 percent of total manufacturing. The sector employs 73 percent1of the population aged 10 years and older (UBOS,2005). Agriculture will be the key determinant in the country’s efforts to reduce poverty in the immediate years ahead. Indeed, it is against this background that under the Ministry of Agriculture Development Strategy and Investment Plan(2010/11-2014/15), the Development Objectives are increased rural incomes and livelihoods and improved household food and nutrition security. Therefore, this workshop is very important for us and timely.

I convey my gratitude to, in particular, the Participatory Ecological Land Use Management (PELUM) Uganda and the Agri- Pro Focus (APF) Uganda who have brought together partners to promote agricultural business development and ultimately the welfare of our peoples. The Ministry of agriculture, Animal industry and Fisheries applauds the role played by all development partners in promoting agricultural development in the country.

Studies have indicated that the current market value of African food staples is about $50 billion per year. This is about 73% of the value of Agricultural production. However, we all know that our region is a net importer of agricultural products. Worse still, our African countries are faced with a number of challenges that affect productivity, production and Marketing. Lack of entrepreneurship skills and capacity is also a very big challenge affecting the small holder farmers. Without these in place, the farmers miss out on the opportunities in both the public and private sector. I am confident that this gathering will build a strong mechanism to engage all stake holders in the public and private sectors, as well as our development partners in order to transform small holder farming into profitable businesses.

The government has developed and is implementing the National Development Plan (2010/11-2014/15) which was developed with a focus on wealth creation rather than poverty eradication. It is within this context that the MAAIF DSIP was contextualized.


The government has gone further to make the agricultural sector the main driver to deliver the Prosperity for All (PFA) vision that seeks to empower households meet their basic needs and have target gross Income of at least UGX 20,000,000 per year. This is through promotion of high value income generating enterprise. This cannot be achieved through public sector alone and hence, the importance of public-private partnerships of this nature. It is therefore important that all efforts to orientate and organize the farmers into entrepreneurs will make the government’s vision a reality. Your efforts in this regard are indeed very critical and timely and the Ministry pledges total support to all the programs geared at promoting the agricultural sector development. The region surrounding our country has a number of opportunities in agriculture. Once our small holder farmers are aligned the business grid, such opportunities will be utilized. Your efforts should therefore be supported in strengthening the existing Public-Private Partnerships and Business to Business dialogues. This will facilitate the development of smallholder value chains.

This workshop has brought together experts from various key sectors; I expect that the outcome of this meeting will bring out critical areas of linkages, cooperation and interventions between the relevant stakeholders. It is my sincere hope that the deliberations of this forum will play a catalytic role for the development of strategies to address constraints faced by smallholder farmers in entrepreneurship development as well as access to market.

Allow me to thank all our cooperating partners who have continued to support my government in the agricultural sector, and our guests and friends from all over the country who have come to dialogue with us. Let us all make sure that our small holder farmers carry out profitable agricultural business to produce and market their commodities. At this point therefore, I wish to declare this workshop open. God bless


Appendix V: List of participants Name of

participant Organisation/Company Title Email address

1. Kato Julius Ssuubi FM Reporter [email protected]

2. Mitti Matthias JIDDECO [email protected]

3. Kabateraine

Olive

VEDCO [email protected]

4. Kobero Linda UNBS

5. Peter Byemaro Vredeseilanden East Africa (Uganda program)

Sustainable

Agricultural Chain

Development

Coordinator

[email protected]

6. Ronald Lutalo ESDC/Silicon Integrated Consultant [email protected]

7. Erick Kizito IT Power group [email protected]

8. Barbara

Kunihira

VECO Communications

Officer

[email protected]

9. Daniel

Mwanje

Kabarole Farmers

Association

Extension Officer [email protected]

10. Augustine

Mwendya

Uganda National

Farmers Federation

(UNFFE)

Director [email protected]

[email protected]

11. Irene

Nampiima

Lexi Consultants [email protected]

12. Basalirwa

Zebu

Farmer

13. Zzimbe Daisy Environmental Alert Farmer

14. Luyimba Tony Caritas Kampala Trainer [email protected]

15. Mbabazi

Peninah

HODFA Agricultural Advisor

16. Marieke van

Schie

APF/SNV Economic

Development

Advisor

[email protected]

17. Barigye Julius Trias Uganda Advisor [email protected]

18. Miiro James UEEF Farmer

19. Ntampuhwe.

S.

RUCID Farmer

20. Buyinza Roger RUCID Farmer

21. Ndugga. E. Environmental Alert Farmer

22. Lubanga M TEDA Farmer [email protected]

23. Baguma

Sumba

SATNET Agricultural Trainer Abfsumba2yahoo.com

24. Mugisa Jared TRIAS Uganda Microfinance Advisor [email protected]

25. Stephen

Semakula

UEEF Program Officer [email protected]


26. Akwero Jacinta ACORD Team Leader [email protected]

27. Amado

Catherine

ORUDE Program Manager [email protected]

28. Eustace

Ssajjabi

AFIRD Executive Director Eustacesajjabi2myfastmail.com

29. Ewinyo

Elizabeth

AFIRD Farmer

30. Sarah Mayanja Agrinet Director [email protected]

31. Tukamubona.

R.

FIT Uganda Innovation Officer [email protected]

32. Ssebuwufu

Edward

AFIRD Farmer [email protected]

33. Okecho

Dorothy

ORUDE Farmer

34. Nabatanzi

Sylvia

RUCID [email protected]

35. Mugisha JB AGROECO Advisor [email protected]

36. Robert L.

Khauka

MAAIF Ag

Commissioner/M&E

37. Apollo

Tumwijukye

Self Help Africa Head of Programs

38. Rashid

Mwesigwa

CDRN Program Officer [email protected]

39. Mugubi

Ehrisah

SIMUCO Business Manager

40. Lydia Jjemba Send a Cow Uganda Farmer

41. Apolot Jane

Emulai

Send a Cow Uganda Farmer

42. Elizabeth

Okware

Send a Cow Uganda Social Development

Manager

[email protected]

43. Kisambira

Peter

IDFA Board member [email protected]

44. Arthur

Wamanga

Rapporteur [email protected]

45. Paul Bazibwe Rapporteur [email protected]

46. Paul Sibuta CRDF Farmer

47. Ruth

Nabaggala

PELUM Uganda Program Assistant [email protected]

48. Doreen

Nanyonga

PELUM Uganda Program Officer [email protected]

49. Mike Ssegawa Farming Editor Monitor Publications [email protected]

50. Charles

Operemo

Victoria Seeds LTD Production Officer [email protected]


51. Kisitu Bruce KIVA Agro supplies LTD Program Officer [email protected]

52. Ampaire

Yvette

ESAFF Uganda Program Assistant [email protected]

53. Patrick

Jaramogi

New Vision newspaper Journalist [email protected]

54. Kirabira G VEDCO Farmer

55. Magezi Joseph SEATINI Farmer

56. Ntezi Moses Wakiso fish farm Coordinator

57. Dennis. S UBC TV/RADIO Journalist [email protected]

58. Derrick

Tenywa

NOGAMU Domestic Marketing

Officer

[email protected]

59. Fiona Kisaakye NASECO Marketer [email protected]

60. Kalyegira

Anthony

JESE Assistant Program

Manager

[email protected]

61. Nabikolo

Bridget

SEATINI Program Officer [email protected]

62. Byaruhanga

Ben

VEDCO

63. Rugyendo. A UCDRN Production Manager [email protected]

64. Senkosi

Kenneth

MUK MSC Student [email protected]

65. Kwesiga

Steven

COPACSO Coordinator

66. Kiggundu Sam Farmer

67. Michael Orau PELUM Uganda Volunteer [email protected]


Appendix VI: Testimony from a SACU beneficiary

From a milk vendor to a top dealer Sarah Muliika's story is of resilience, sheer luck, hard work, patience and commitment all wrapped in one. This is the story of an enigma. Read the excerpts in Q & A below. QN: When and how did you join milk trade? Mine was accidental. I did not deliberately set out to trade in milk. I had a small shop as one enters Mityana town from Kampala city. I used to sell boiled water, passion fruit juice and doughnuts. That was way back in 1992. My mother, Mrs. Ntambi was one of the beneficiaries of Send a Cow Uganda in Mityana. When she received a cow, it gave her milk. Milk was much more than she needed for the home's nutritional needs. One day she asked me if I would not mind vending her extra five litres of milk from my tiny shop. I agreed to help at no cost. This was my mother. At the end of the day, I would send her the milk proceeds. Later in one of the group's meetings, members asked her how she is finding the marketing challenge of her milk. She revealed that her daughter was selling it for her in Mityana town. They asked her if I would not mind selling their milk too. She consulted me and I told her, it would be tricky since I do not have containers and besides, I do not have a big fridge. If the milk went bad, I would hurt the customers and the farmers. She advised me to boil the milk. But she did not tell me who would meet the cost of boiling and the white polythene for vending the milk in. That is when I told her that I would charge her and her friends a fee for selling their milk. When she went back to the farmers, the next day, I had 50litres to vend. That is how I joined the business. QN: What can you attribute to your winning formula? My husband is the answer. You know, Mr. Muliika was a livestock extension worker for Send a Cow in Mityana. He had to do it right. He was treating the cows of the very farmers who were supplying me with milk. Therefore, it meant that he had to do his job right and with utmost steadfastness. And so, the farmers felt that instead of supplying milk to other vendors, they would rather supply it to one of their own. The other attribute is my mother. She encouraged me to join her farmer's group and I must say I am blessed. Because when I joined, I was trained like all Send a Cow farmers. When it came to picking a heifer, picked a coupon of a special cow. It was giving me 30 litres per day. Even if other farmers refused to supply me with their milk, my cow was giving enough. But I was one of them. I could not charge them a higher fee. I had to be a person of my word. I won their trust over time. I have served as a treasurer of the group which my mother encouraged me to join for a long time until the work load increased. I now serve as an executive member of the umbrella association (Namukozi Women Farmers Association). The other attribute is, I have not changed my location. This is the same place I have been operating for the last 17 years. You can see I do not even have a sign post but everyone knows this place. The fourth answer is I offer a solution to the farmer's problem and more so, I am a farmer myself. I know and experience their daily challenges. For example, when I realised that farmers had more milk than we could sell, I trained in yoghurt making. Everyday, we produce over 200 litres of yoghurt. The fifth reason to this winning is involvement of family. My husband left his job with Send a Cow and is now a full time person and chief executive in this business. His other brother also joined us and now we even have a branch within the city. QN: What challenges do you experience in this milk business? The biggest challenge today is the bad roads. We have collection centres in the villages but the roads are pathetic. Also, transporting milk to Kampala is hell. The road is impassable. The other challenge is unfavourable taxation. In this business, there are more than six authorities that want taxes from us. This eats into our profit margin for growth. Inevitably, other players have come into the market. So there is


some competition. Investment capital too is expensive, so we have minimal dealings with banks in terms of borrowing. QN: How is the future like? Very bright indeed! Remember I started with just five litres of milk but today, I do not vend, I deal in milk. We have three milk coolers and if all are engaged, they have a capacity of 6,000 litres. We have a milk tanker of a similar capacity which takes the milk to Kampala. We now want to establish a fresh milk processing plant. We do not want to borrow money to do this. We want to enter into a joint venture with an investor. If you know of one out there, we are set. We have the land to set this up. However, if none appears on the scene, in the next 10 years, the processing plant should be up and running. So, about the future, I have shown you. How to get there; see for us to have a processing plant, we are talking 27 years of being in business! QN: Any significant achievements that you may share with our readership? Quite many but I will limit it to the following; we have built a name within Mityana town. It has taken us 17 years. If you mentioned the name Muliika, everyone will lead you here. My husband and I were in a rented bed sitter, now we have our own home. I never dreamt I would have a car of my own but I do have one. Our children are in some of the top private schools in this country thanks to this business. We have already acquired the land where we want to erect the milk processing plant. We had the most colourful wedding that Mityana town is yet to see. What more can we ask God?

Documents

PELUM UGANDA AND AGRI-PROFOCUS UGANDA FARMER ... · PELUM and APF Sharing event. “Making Entrepreneurship a reality for small holder farmers.” Page 4 Objectives i. To create an