Project assignment Sustainable Agriculture Uganda
Project name
Sustainable Agriculture Uganda
Type of project (link to which intervention block)
Block 1 from the action agenda. Development of the
project
Woord en Daad (lead), Red een Kind, ICCO and Tear
January 30, 2017
Member involved
Date
Aim of the project
(briefly describe the overall aim of this project)
Addressing the following issues from the PerspActive agenda in Uganda
• Pressure on available land for sustainable production
• Irregular rainfall patterns
• Agricultural development also in areas where resilience is high on the agenda
• Increased food demand worldwide
• Youth unemployment
By:
• Resource saving and recovering land degradation in Uganda
• Making productivity in Uganda less vulnerable
• Agricultural development in Uganda is possible through using the internal potential of the
agri system
• Food availability in vulnarable areas in Uganda
• Making skills and quality services available in Uganda
Given
• The present situation of the farmers and the interventions by partners will be taken serious
in the approach of the program
• The interventions in the production era will be ecological sustainable.
What is the relevance of this project?
(briefly describe why the project makes a contribution to the mission, vision and strategy of PerspActive)
The project addresses five different areas from the PerspActive agenda in action and as such contributes to
the strategy of PerspActive
Strategic connection and linking to strategic objectives
(what is the link with the seven E’s of PerspActive and a short first assessment what is needed from the other
intervention area’s to make this project effective).
Economy: the project has a clear economic dimension. The challenge is to link the project to value
chains and food security in an inclusive way. If this is possible is part of the theory of change of the
project.
Ecology: very clear ecological dimension.
Employment: the project in itself is focusing on the farmers and keep the farmers going. If linking
the project to value chains, it may create youth employment opportunities, but this element
should be addressed explicitly by creating an employment opportunity with a parallel project
which will capitalize the links with value chains into job opportunities for youth. At the same time,
on Agribusiness booster level, links with the value chains have to be created.
Education: this element is embedded in training (with a focus on informal). An important issue I
the quality and the relevance of the training in relation to the demand from the system and the
need for linking it to value chains.
Empowerment: linking the farmers to the mainstream society is a challenge and adjacent to this
program mindset change in the Uganda to understand the importance of sustainable agriculture in
Uganda.
Enabling environment: this will be part of the program. Not clear yet if the environment in Uganda
is contributing to this paradigm change or not.
Entrepreneurship: should be part of the project especially in the training part about
entrepreneurial farming and entrepreneurship in agri services. .
What are the main deliverables of the project?
(describe as concrete as possible the expected main project deliverables, KPI’s)
1. At the end of 2020 50.000 farmers and their families directly benefit from the project in Uganda with
a main focus on:
a. Increase of their production with at least 50% in a sustainable way
b. Increase of sustainability in line with international recognized parameters
c. Clear links to value chains have been realised.
d. The Uganda case is a starting point for likewise projects in the rest of sub Saharan Africa,
with priority to Ethiopia, Kenya and West Africa
e. Networks are in place to make the initiative sustainable.
At the end of the development stage the following issues have been addressed or are in place:
2. In 2017 the link with the agribusiness booster program and the youth booster program is made and
together the KPI’s and the links with the programs are clear
3. The consortia in Uganda which will make the program happen are in potential available
4. The enabling environment is part of the interventions
5. At the end the development phase the theory of change links in the plan the different elements to
each other and within the project the pathways are clear
6. Funding is available by getting the proposition translated in approved proposals.
What are the main successive elements of the project (what will the project do to realise the deliverables)?
(describe project framework and provide a brief elaboration of the project plan)
1. In the development phase creating a proposition which addresses clearly the deliverables as
mentioned above. Periode of two months
2. The proposition makes clear how the project will contribute to make point one of the deliverables
happen.
3. Number 2 has been recognized by others by making funding available first by filling the funding
pipeline and secondly by securing funding for at least the first year of implementation Month 3-12
Which resources are needed for a successful execution of the project?
(framework description stating resources and people, proposal for team composition, knowledge, available
facilities and necessary qualifications; the budget should not be included here)
Phase one: first two months after the start
1. Team of seven people developing the project into a successful proposition. The qualifications of the
members are:
a. Project leader 0,2 fte for a period of two months
b. Sustainable agriculture expert, plant production side: 40 hours
c. Sustainable agriculture expert, diary production side 40 hours
d. Sustainable agriculture expert, soil and water side 40 hours
e. Institutional fundraiser 40 hours
f. Value chain expert 40 hours
g. Financial expert 20 hours
Resource persons:
h. Uganda expert: 5 hours
2. The proposition is ready to approach different donors
3. Clear links to the youth booster and agribusiness booster are rescued.
4. Available time: one month for development, one month to write proposals and after getting funding
four years for implementing (implementing phase requires new assignment and new team)
Pagina 2 van 4
Phase two: securing funding and getting started (month 3 – 12)
1. Projectleader 0,2 fte
2. Institutional fundraiser: 100 hours
Knowledge management
(to answer the following questions related to knowledge management, the project leader is expected to
consult the knowledge strategist)
Is all necessary knowledge available in the PerspActive To be addressed by the project leader after
/ consortium? If not, which additional knowledge need appointment
to be accessed/developed and how?
Is all necessary expertise available in PerspActive /
To be addressed by the project leader after
consortium? If not, which additional expertise need to appointment
be accessed/developed and how?
Are all necessary contacts available or in reach of the
To be addressed by the project leader after
project team? If not, which additional contacts need
appointment
to be developed and how/by whom?
Which new knowledge / expertise will be generated
Knowledge needed to set up similar projects in other
by the project?
parts of Africa,
(please, describe this as concrete learning goals)
Trips
Please, indicate below which trips are planned and answer the questions below for each trip
 What is the purpose of this trip and what will it bring?
 When will this trip take place?
 Which country will be visited?
 Who will be visited (partner organisation/company/person)?
 What are total expected costs?
 Where can these costs be booked?
To be addressed by the project leader after appointment
Budget available to realise the project within the given timespan and the resources available:
When will the project be completed?
(give start date and end date of the project)
Amount awarded from fund (seed money)
To be raised within the project
Frequency with which management information will
be provided; format management information.
Project plan
Involvement external parties
Two months after appointment of the project leader
€22.000 including travelling to Uganda (if required)
for the first two months. Additional funding for
approaching donors will be made available after the
proposition is ready.
Approx.€5.000.000. - €10.000.000 for a period of
four years.
the project leader includes the management
information in the project plan template
The team leader submits a project plan that has been
approved by the Board of Directors no later than one
month/week/day before the start of the project. The
plan states the size and composition of the team, a
description of the resources, the involvement of
external parties, the method used, planning, report
format and how reporting will take place, and KPIs
for management information within the frameworks
of the outcome agreed upon. If applicable, the plan
also describes the fundraising that will take place
within the project. For team member contract see
annex.
To be worked out in the proposition
Pagina 3 van 4
Project leader: To be appointed.
Annex: Composition of the team and the required outcome from team members
Note: the standard is that the project leader will make a team member contract with each team member.
However, for very small projects it will suffice to fill the table below.
What
Who
Week
Outcome
Pagina 4 van 4