STRYDE Uganda Employment Sector Analysis February, 2012
STRYDE Uganda Employment Sector Analysis
February, 2012
Executive Summary
1
• Uganda has the largest youth population in the world and the highest unemployment rate among youth–
With a annual population growth rate of 3% and a low percentage of elderly, Uganda continues to struggle with
high youth unemployment rates
o Agriculture continues to play the most important employment opportunity for Ugandan households
– Over 83% of the households in the STRYDE districts state that agriculture is it’s main income generating
activity
o Maize farming is the more important staple/cash crop opportunity for youth in the STRYDE
districts– With it’s many uses and a growing local and regional demand, maize is increasingly important
and gives youth opportunity to get involved not just in farming but many other areas along the value chain
o Livestock production, specifically pigs, can provide a great opportunity for youth/youth groups who
lack access to farming land – The Ugandan population consumes an average of 3.4 kg/person/year (FAO
2010), and pig consumption in Uganda is said to be experiencing the most rapid growth of any African
country (CGAIR Research 2011) thus making pig farming a potentially highly lucrative avenue for youth
o Although there are many opportunities along the value chain, farming bears the greatest
opportunity – 74% of the opportunities in the STRYDE districts are in farming, making it extremely
important that the STRYDE program change negative behavioral mindset in youth toward farming
o Stakeholders must assist youth along the value chain – As youth need to gain skills to offer veterinary
services or sell inputs, stakeholders such as the district veterinary services and UNADA must be willing to
assist youth
Agenda
2
Youth Employment in Uganda
Key Employment Sectors for Youth in STRYDE districts
• Maize Sector Analysis
• Pig Sector Analysis
Action plan and contacts
Appendix
Uganda has the largest percentage of youth than any country in the world
3 Source: CIA World Factbook
Large youth population
implications
Note: Youth population defined as under the age of 15
50.0% 49.7% 47.5% 46.7% 46.4% 46.2% 46.1% 46.0% 45.3% 45.1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Uganda Niger Mali DR Congo
Chad Ethiopia Burundi Burkina Faso
Malawi Mayotte
% of Youth
• Influx of the youth entering less
rapidly growing work force
creates growing unemployment
rates
• Ratio of Youth and Elderly to
working class is close to 1:1
could potentially decrease
savings rates because smaller
working class would be
supporting larger non-working
class
Given the amount of youth in Uganda, jobs are scarce driving high
unemployment rates
4
83% 80%
78% 76%
72%
62% 58%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Uganda Kenya Malawi Mozambique Nigeria Mauritania Sao Tome And Principe
% Youth Unemployed
Source: 2008 World Bank Report – Youth Unemployment, Uganda:
Addressing the Education, Inequality
Note: Unemployment rate for youth between ages 15 and 24
In Uganda, there are approximately
400,000 college graduates per year
seeking employment from 80,000
meaningful jobs, thus increasing
unemployment dramatically
Agenda
5
Youth Employment in Uganda
Key Employment Sectors for Youth in STRYDE districts
• Maize Sector Analysis
• Pig Sector Analysis
Action plan and contacts
Appendix
Agriculture is the most important sector in Uganda with an increasing
amount of households entering the industry the last 10 years
6
0
200
400
600
800
1000
1200
1400
1995/1996 1999/2000 2002/2003 2005/2006 2008/2009
Central
Eastern
Northern
Western
Number of agriculture households in Uganda (000s)
Source: UNHS 1995/1996, UNHS 1999/2005, UNHS 2005/2006,
Uganda Census of Agriculture 2008/2009, World Bank Uganda -
2003
Uganda employment statistics breakdown (% of employed)
Agriculture 69%
Services 23%
Industry 8%
0%
0%
CAGR (95-08)
0.4% 1.7% 4.0% 1.0%
In the districts where STRYDE is working, crop production is the main
income generating activity
7
Nwoya and Gulu District Mityana, Kayunga, and Mukono District
Crop Production
Livestock Production
Fishery
Trader
Artisan
Ag paid job
Non-ag paid
Unemployed
HH work
Crop Production
Livestock Production
Fishery
Trader
Artisan
Ag paid job
Non-ag paid
Unemployed
HH work
Percentage distribution of Ag Households Percentage distribution of Ag Households
Source: UNHS 1995/1996, UNHS 1999/2005, UNHS 2005/2006,
Uganda Census of Agriculture 2008/2009, World Bank Uganda -
2003
The primary focus for youth linkages is staple crops, horticulture and
livestock production given the amount of households involved in agriculture
8
Categories
• Staple Crops
• Horticulture (fruits)
• Livestock production
Description
• Staple crops include sweet potatoes, dry beans, cassava, simsim,
maize, sorghum, groundnuts, finger millet, and rice. Maize and dry
beans are considered cash and staple crops and bear the most
opportunities for youth given the low barriers to entry, high
marketability, and quick turnaround of crop.
• Horticulture (fruits) includes matoke banana, sweet banana,
pineapple, mango, citrus, and papaya. Although pineapple bears
significant opportunity in the Kayunga district, startup costs and
significant time for harvested crop prevent most youth from farming
the fruit.
• Livestock production include poultry, goat, ducks, cattle, pig, and
sheep. Pig and poultry farming have the most opportunity for youth
although maize bran bears significant costs and reduces profit
margins.
Key staple crop sectors in STRYDE districts
9
Ngoya and Gulu District Mityana, Kayunga, and Mukono District
Production (In 1000 MT)
Source: 2008/2009 Uganda Census of Agriculture
Production (In 1000 MT)
0
10
20
30
40
50
60
70
80
90
Sweet Potatos
Dry beans
Cassava
Simsim
Maize
Sorghum
Groundnuts
Finger Millet
Rice
0
10
20
30
40
50
60
70
80
90
Sweet Potatos
Dry beans
Cassava
Simsim
Maize
Sorghum
Groundnuts
Finger Millet
Rice
Key fruit sectors in STRYDE districts
10
Ngoya and Gulu District Mityana, Kayunga, and Mukono District
Production (In 1000 MT) Production (In 1000 MT)
Note: Matoke placed in fruits, but it is also a staple crop
0
10
20
30
40
50
60
70
80
90
Pineapple
Citrus
Papaya
Mango
Passion fruit
Matoke
Sweet banana
0
10
20
30
40
50
60
70
80
90
Pineapple
Citrus
Papaya
Mango
Passion fruit
Matoke
Sweet banana
Source: 2008/2009 Uganda Census of Agriculture
Key livestock production sectors in STRYDE districts
11
Ngoya and Gulu District Mityana, Kayunga, and Mukono District
# of Livestock (In 1000’s) # of Livestock (In 1000’s)
0
100
200
300
400
500
600
700
Poultry
Goat
Ducks
Cattle
Pig
Sheep
Source: 2002 Uganda Census of Agriculture (Stats not available in
2008/2009 Census of Agriculture
0
100
200
300
400
500
600
700
Poultry
Goat
Ducks
Cattle
Pig
Sheep
12
Criteria Indicator Additional information
Youth Farming Opportunities
1= Yield timing >= 1 year, high initial capital needed, large number of farming and harvesting constraints 10 = Two-three season crop, highly attractive to youth, few harvesting constraints
Metrics for attractiveness include turnaround time of profit and low amounts of initial capital needed. Two-three crop season would rank higher because of
more opportunities for quick capital turnaround
Employability Opportunities
1= Very little opportunity in commodity for youth employability in areas such as on-farm labor, warehouse labor and milling labor 10 = Great opportunity in commodity for youth employability in labor activities
Employability is correlated to worth of the commodity and commodity dynamics giving more opportunities for high worth high demand crops
Entrepreneurship Opportunities
1 = Entrepreneurship opportunities <=1 such as transporting, roasting, input suppliers, traders/brokers, etc. 10 = Entrepreneurship opportunities >=5 such as transporting, input suppliers, roasting, traders/brokers, etc.
Entrepreneurship opportunities correlated to local and regional demand for crop. The more valuable the crop, the more opportunities for transport and
input supply
Ease of creating new jobs for youth
1 = Low demand for laborers, lack of milling support, lack of warehouse option, lack of marketability of crop 10 = High demand for day laborers, milling support, warehouse demand, high marketability of crop
Difficulty of creating new jobs of youth is related to market dynamics of crop. For example, it would be difficult for youth to obtain jobs if there’s a high
demand for labor, but the crop is of very little value
Potential profitability 1 = Profitability averages between 0 and 100,000 UGx/(acre or 10 pigs/20 chickens) 10 = Profitability averages over 1,000,000 UGx/(acre or 10 pigs/20 chickens)
The higher the profitability of the crop, the better chance that the youth would want to get involved in farming that opportunity. Each crop is based on
profitability per year.
Overall availability of jobs for youth
1= 0-600 jobs including farming, on farm labor, input supplier, value addition services, etc. 6 = >3600+ jobs including farming, on farm labor, input supplier, value addition services, etc.
Job estimates: Input supply – 150 – 200 jobs depends on highest input demand from interview with UNADA, On farm labor – 200-600 jobs depends
on marketability and price, Farming opportunities depends on land availability, access to finance, perception of farming through interviews and
youth group forums.
Marketability in local market
1= Lack of local demand, non staple food, low value crop 6 = High and growing demand, staple food, high value crop
The local demand is important for youth to distribute on the local level for a quick profit
Marketability in regional market
1 = Lack of regional demand, very little current export of product, low value worth of commodity 6 = Large and growing regional demand, high export in recent years, high value worth of commodity
The regional market demand is important as it opens up regional export of that specific crop, thus increasing opportunities for youth to farm that crop
Prevalence 1= 1,000 – 10,000 MT produced annually in STRYDE district, 6 = >60,000 MT produced annually in STRYDE district for crop and 1= 0 – 500 MT , 6= >3,000 MT for livestock production
The prevalence of the crop is correlated to the crop potential in Northern Uganda. Most youth wouldn’t be as interested in producing a crop that hasn’t been proven before. Poultry assumption of 2 kg each and pigs of 35 kg each.
Each sector must be measured with specific criteria to better understand
the potential opportunity for youth in STRYDE districts
Source: Interviews, TNS analysis
Fir
st
pri
ori
ty (
Ou
t o
f 1
0)
Se
co
nd
pri
ori
ty (
Ou
t o
f 6
)
13
Criteria Maize Dry Beans Matoke Pineapple Poultry Pig
Youth Farming Opportunities (10) 9 8 5 4 7 10
Employability Opportunities (10) 10 6 4 4 2 6
Entrepreneurship Opportunities (10) 10 8 6 6 10 8
Ease of creating new jobs for youth (10)
8 6 7 5 8 6
Potential profitability (10) 4 4 6 10 6 9
Availability of jobs for youth (6) 6 3 2 2 2 3
Marketability in local market (6) 6 6 6 5 5 6
Marketability in regional market (6) 5 4 1 4 5 3
Prevalence (6) 6 4 6 4 4 3
Total (Out of 74) 64 49 41 44 50 54
Uganda’s Key Youth Employment Sectors
Source: Interviews, TNS analysis
Staple Crops Fruit Livestock
Dry bean farming has many advantages, but dry beans lacks value
addition opportunities for youth to get involved
14
Criteria Description
Youth Farming Opportunities There are many opportunities for youth farming in dry beans as the crop is grown in all STRYDE districts, does not require large amount of start up capital , is a 2-3 season/year crop and is not extremely labor intensive
Employability Opportunities Opportunities in the dry bean value chain include warehouse labor support, and limited on farm labor
Entrepreneurship Opportunities Entrepreneurship opportunities include trader/brokers, aggregator/transporter, pesticide sprayer and input supplier
Ease of creating new jobs for youth
There are limited opportunities for on farm labor and warehouse labor given the small sizes of the average farmer’s dry bean farm
Potential profitability 87,000 – 324,000 UGx/acre/season, 174,000 – 648,000 UGx/acre/year
Availability of jobs for youth There are not an ample supply of existing jobs for youth because there are not an abundant amount of value addition opportunities along the dry beans value chain
Marketability in local market Dry beans are hugely marketable and are a main staple in Uganda. The market demand is not currently being met because farmers do not farm dry beans commercially
Marketability in regional market There is a large regional demand for dry beans stemming from favorable varieties grown in Uganda and that dry beans are staples in many bordering countries
Prevalence There were 40,400 MT of dry beans grown in the STRYDE districts in the 2008/2009 seasons
Source: 2008/2009 Uganda Census of Agriculture, Interviews, TNS
analysis
Matoke is one of the main staples in Uganda; however, it cannot be grown
in the Northern Uganda STRYDE districts and lacks regional marketability
15
Criteria Description
Youth Farming Opportunities There are limited opportunities for youth farming in matoke as the crop is grown in only the central districts, requires a medium amount start up capital , and is quite labor intensive for one worker
Employability Opportunities Employability opportunities in the matoke value chain include transporter support and on farm labor
Entrepreneurship Opportunities Entrepreneurship opportunities in matoke include trader/broker, aggregator/transporter, and input supplier
Ease of creating new jobs for youth
There are a number of opportunities along the matoke value chain in areas like traders/brokers or aggregator/transporters, but a limited number of opportunities in value addition
Potential profitability 300,000 – 1,000,000 UGx/acre/year
Availability of jobs for youth There is a large opportunity for youth to farm matoke in the central districts where land isn’t a constraint, but there is a lack of opportunity to grow matoke in the northern districts because of weather constraints. There are also limited opportunities for youth to get involved in other areas of the matoke value chain
Marketability in local market Matoke is the biggest staple of the Ugandan diet making the crop imperative for households across Uganda
Marketability in regional market As matoke is only a staple crop in Uganda, there is extremely limited opportunity for export to regional markets
Prevalence There were 68,710 MT of matoke grown in the STRYDE districts in the 2008/2009 seasons
Source: 2008/2009 Uganda Census of Agriculture, Interviews, TNS
analysis
The large amount of initial start up capital and lack of value addition
opportunities makes pineapple farming difficult for youth
16
Criteria Description
Youth Farming Opportunities There are limited opportunities for youth farming in pineapple as the crop is grown in only the central districts, requires a large amount of initial capital and 18 months for the first harvest
Employability Opportunities Employability opportunities in the pineapple value chain include transporter support and on farm labor
Entrepreneurship Opportunities Entrepreneurship opportunities in pineapple include trader/broker, aggregator/transporter, and input supplier
Ease of creating new jobs for youth
As pineapple has the potential to be highly profitable for farmers, there are opportunities for youth to get involved in on farm labor although it would be difficult to create jobs outside of on farm labor because of finance constraints and lack of opportunities
Potential profitability 1,160,000 – 3,000,000 UGx/acre/year
Availability of jobs for youth There are limited opportunities for youth in pineapple farming as the crop requires large amounts of start up capital, takes 18-months for first harvest, and has few opportunities for value additional along the pineapple value chain
Marketability in local market Pineapple is hugely popular in the domestic market and can be seen sold as whole or sliced fruit along the roadside, to processors as pineapple juice, to informal market traders, and to confectionary stores and restaurants
Marketability in regional market The sweetness and overall taste of the smooth cayenne, Uganda’s main pineapple variety, attracts regional market traders and processors
Prevalence There were 37,260 MT of pineapple grown in the STRYDE districts in the 2008/2009 seasons
Source: 2008/2009 Uganda Census of Agriculture, Interviews, TNS
analysis
Lack of existing jobs and difficult of creating additional jobs plague poultry
farming for youth
17
Criteria Description
Youth Farming Opportunities There are opportunities for youth farming in poultry if the youth has access to startup capital as poultry requires weekly purchases of maize bran feed, which lacks substitutes
Employability Opportunities Employability opportunities in the poultry value chain include on farm labor
Entrepreneurship Opportunities Entrepreneurship opportunities in poultry include egg salesman, egg distributor, egg trader/broker, poultry trader/broker, poultry roaster, and poultry aggregator/transporter
Ease of creating new jobs for youth
There will be ample opportunities to create new jobs in both employment and entrepreneurship once more chicken and eggs are produced
Potential profitability 500,000 – 750,000/ per year (assuming 20 chickens, twice per year)
Availability of jobs for youth Due to the constraint of initial capital and ongoing capital, there are limited number of opportunities for youth to get involved in poultry farming
Marketability in local market As poultry is considered a luxury food item in Uganda, there is a large and growing demand for poultry as Ugandan GDP grows
Marketability in regional market Similarly to Uganda, there is a large and growing demand for poultry in the bordering countries as GDP of East Africans continues to rise
Prevalence There were 792,000 chickens grown in the STRYDE districts in the 2002 season
Source: 2002 Uganda Census of Agriculture (Stats not available in
2008/2009 Census of Agriculture, Interviews, TNS analysis
Agenda
18
Youth Employment in Uganda
Key Employment Sectors for Youth in STRYDE districts
• Maize Sector Analysis
• Pig Sector Analysis
Action plan and contacts
Appendix
Opportunities for youth in maize are broken out by farming, employability,
and entrepreneurship
19
Production Storage Milling Commerc-
ialization
Input Supply/
Services Traders/ Brokers
Youth Job opportunities
Source: Interviews, TNS analysis
27 36
2700
540
86 17
100 43 188
54
0
500
1000
1500
2000
2500
3000
Legend: Farmer
Employed
Entrepreneur
INPUT SUPPLY: Input Supplier opportunities
20
Number of Jobs • 27 input supplier opportunities
Explanation/Assu
mptions
• Through conversations with UNADA district representatives, it was apparent that quality maize inputs and fertilizer were
the highest demanded inputs. This presents an opportunity for youth to travel to areas in villages supply inputs during
planting seasons. The assumptions are that 30% of new farmers will seek improved inputs and that there will be 1 input
supplier for every 30 farmers
Challenges • Start-up capital: Start-up capital needed between 100,000 and 200,000 UGX to purchase enough materials to make a
profit
• Road condition and transport to reach remote areas: Distance and poor road conditions to reach some farms may
create challenges for youth to sell their inputs
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank, utilized shared liability youth groups, or
pursue “vouchers for work” program
• Road condition and transport to reach remote areas: Draw out routes for youth to reach remote areas in most
efficient way targeting farmers that would most likely purchase inputs.
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take clear and concise financial records to calculate profit/loss, and
understanding of commission needed to generate profit
• Entrepreneurship training – Understanding of sourcing avenues and which products are most marketable/profitable,
driven to succeed despite having no guided support
• “Life skills” training – Self-confidence to be able to sell inputs to farmers and ability to train farmers necessity of new
and improved inputs
• Other skills – Vast understanding of farming a variety of crops, and ability to detect poor quality seeds and inputs
Partnerships • UNADA, Victoria Seeds, NASECO Seeds, Various wholesale input suppliers in counties, , BRAC, FINCA Uganda
Additional
information
• Input supply opportunities not exclusive to maize alone. Youth could supply other quality seeds based on demand for
quality inputs
Source: Interviews, TNS analysis
INPUT SUPPLY: Pesticide sprayer opportunities
21
Number of Jobs • 36 pesticide spraying opportunities
Explanation/Assu
mptions
• As youth farmers are trained to become commercialized farmers, there will be a greater demand for pesticide spraying
services, thus creating a new market opportunity for pesticide spraying. The assumptions are that 40% of new farmers will
seek spraying to avoid crop disease and that there will be 1 pesticide sprayer for every 30 farmers.
Challenges • Start-up capital: Pesticide spray guns and spraying will require initial financing
• Demand for pesticide services: Demand for services may start low in northern region, so youth will have to be well
trained in helping farmers understand benefits of pesticide spraying
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank, utilized shared liability youth groups, or
pursue “vouchers for work” program
• Demand for pesticide services: TechnoServe can teach youth to target areas that have large infestation of pests and
disease.
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take clear and concise financial records to calculate profit/loss, and
understanding of commission needed to generate profit
• Entrepreneurship training – Understanding of sourcing avenues and which products are most marketable/profitable,
driven to succeed despite having no guided support
• “Life skills” training – Self-confidence to be able to sell inputs to farmers and ability to train farmers necessity of new
and improved inputs
• Other skills – Expanding knowledge of which pesticides and herbicides have been abolished and shouldn’t be used,
Partnerships • UNADA – Gulu office, UNADA – Kampala Office, Mityana Spraying Foundation, Mukono Pesticide Supplies, BRAC,
FINCA Uganda
Additional
information
• The pesticide spraying market is still underdeveloped as the majority farmers are subsistence farmers who don’t want to
or doesn’t have the capital to put into their crop
Source: Interviews, TNS analysis
PRODUCTION: Maize farming opportunities
22
Number of Jobs • 2700 maize farming opportunities (1100 in Gulu, 1000 in Nwoya, 225 in Mityana and Kayunga, 150 in Mukono)
Explanation/Assu
mptions
• There is still an unmet demand for maize in Northern and Central Uganda. Increased milling capacity and the commissioning of new
WFP warehouses give opportunity to add value and store maize, creating a new avenue for maize. Through interviews, it became
apparent that there was ample land available for farming in the North and that the youth would get involved in farming at a much faster
in rate than the central region. Agriculture households have grown 4% to 907,000 in the Northern region and .4% to 805,000 in the
Central region in the past 15 years as maize overall production continues to grow at 14% per annum in the past 10 years. Assuming
growth rates remain stable, and that 57% of those agriculture households (2005 Uganda National Household Survey) go into maize
farming, there will be 78,208 new maize farmers from 2012 to 2015. Program assumes that 14-15% new maize farmers will be in the
STRYDE districts and that youth will comprise of 25% of those new farmers. Distribution of youth by region is based on land
availability to youth and growth rates.
Challenges • Finance: Community holding of land titles until youth turn 40 years old prevent youth from using collateral to obtain loan financing.
Most youth wouldn’t use excess capital to purchase inputs.
• Production: Youth are unaware of the benefits of farming, lack organization, and potential lack a solid work ethic
• Commercialization: Farmers lack access to market and rely heavily on price setting traders and brokers. Youth lack awareness of
market and potential profitability of maize farming
Opportunities • Finance: Set up “Vouchers for Work Program” to give youth access to internships and inputs or create shared liability youth groups for
youth to obtain financing.
• Production: Teach youth farming as a business and address psychosocial analysis through mentorship and curriculum
• Commercialization: Train youth to be aware of market dynamics, cost/benefit of farming, and link youth to markets
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take concise records of costs of inputs, labor, harvest costs to understand cost per acre and
selling price needed to generate ample profit
• “Farming as a business” training – Understand planting period, when to spray pesticide, when and how often to weed, what fertilizer
to use, when to harvest, and good agronomic practice in harvesting to fetch higher prices
• Other skills – Ability to organize into groups to take advantage of borrowing schemes, group trainings, bulk input purchases, bulk
sales and marketing, and utilization of warehouse program
Partnerships • UNADA, NARO, WFP Gulu, Jinja Agroways, Victoria Seeds, NASECO Seeds, BRAC, FINCA Uganda
Source: Interviews, TNS analysis, 2005 Uganda National Household Survey
PRODUCTION: On Farm Laborer opportunities
23
Number of Jobs • 540 on farm labor opportunities
Explanation/Assu
mptions
• As the number of households going into agriculture has increased since the LRA conflict, there is an expectation that
there will be more on-farm labor jobs for youth to find employment and instant capital. Key assumption that there will be 1
new on farm laborer for every 5 new farmers.
Challenges • Youth perspective of on-farm labor: On-farm labor pays little compared to other jobs, so youth generally have a
negative perception of these jobs
• On-farm jobs not sustainable growth for long term income generation: On farm labor employ youth during portions
of seasons and make the youth susceptible for unemployment during non-harvest seasons
Opportunities • Youth perspective of on-farm labor: Help youth understand that utilizing on-farm skills are extremely beneficial for
farming as a business. Encourage youth to save and use small amount of capital for input supplies
• On-farm jobs not sustainable growth for long term income generation: Help youth understand different crop
harvesting dynamics for youth to realize which farms need assistance at which times and be proactive to obtain on-farm
labor jobs
Youth
trainings/skills
needed to
address
opportunities
• “Life skills” training – Ability to overcome idleness, social and emotional constraints and dependence on family
members and motivation to find work
• Other skills – Understanding of maize harvesting seasons , and ability to use a hoe and other farming tools to weed and
harvest maize
Partnerships • Gulu, Mityana, Mukono, and Kayunga Farmers Association
Additional
information
• Generally a low paying job for youth with very limited capacity. On-farm labor jobs will generally be more plentiful for
higher valued crops
Source: Interviews, TNS analysis
TRADERS/BROKERS: Trader/broker opportunities
24
Number of Jobs • 86 maize trader/broker opportunities
Explanation/Assu
mptions
• With increase market opportunity and more youth beginning to farm, traders/brokers have the opportunity to purchase
from youth groups and farm and transport to medium scale traders. Key assumptions that average youth farm size will be
1.5 acres, average production will be 1.5MT/ha or 610 kg/acre and that average trader will take 10MT of maize per
season.
Challenges • Start-up capital: 1.0-2.0M Ugx shilling for boda boda, 100k-300k for bicycle, renting vehicle varies based on size and
distance
• Transportation issues and variability of fuel prices: Road constraints and increasing trend of fuel prices cuts into rural
traders profit margins
• Commodity price fluctuation: Variance of prices can create losing opportunities if prices goes below cost threshold
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank, utilized shared liability youth groups, or
pursue “vouchers for work” program
• Transportation issues and variability of fuel prices: Draw out road maps and help youth realize how to calculate cost
per kilometer based on transportation means
• Commodity price fluctuation: Teach youth how to use mobile devices to find maize prices and help the understand year
over year price variance by season
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take clear and concise financial records to calculate profit/loss, understanding of
commission needed to generate profit and constant and up-to-date knowledge market dynamics and potential
fluctuations of commodity prices in local markets
• Entrepreneurship training – Develop business plan and strategy, manage own schedule, create and leverage business
relationships with farmers, traders, and transporters, save money for future inventory purchases,
• Other skills – Needs transportation means to take commodities from buying to selling point, and ability to drive on
difficult roads and carry large bags of commodity on transport
Partnerships • WFP Gulu, Jinja Agroways, Gulu Commodity Traders Association
Source: Interviews, TNS analysis, FAO
TRADERS/BROKERS: Maize Aggregator/Transporter opportunities
25
Number of Jobs • 17 maize transport opportunities
Explanation/Assu
mptions
• There is a large regional and local transport opportunity that is currently underdeveloped. The Southern Sudan market
traditionally demands much higher prices and there’s a major opportunity for Gulu to meet that growing market. Key
assumptions of farmers plus average size of transport = 10MT, 10 trips per season and 2 transporters per trip
Challenges • Start-up capital: Start-up capital needed between 1.0-2.0M Ugx depending on size of truck and price paid for maize
• Maize price fluctuation: Variance of prices can create losing opportunities if prices goes below cost threshold
• Road condition, traffic, and politics in Southern Sudan market: Large market opportunity in Southern Sudan met with
influx of agricultural traders and transporters
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank, utilized shared liability youth groups, or
pursue “vouchers for work” program
• Maize price fluctuation: Teach farmers how to track commodity prices through SMS updates. Southern Sudan maize
prices are around 1200 UGX/kg higher than Gulu maize prices making it a very attractive market opportunity
• Road condition, traffic, and politics in Southern Sudan market: Organize youth groups to hedge risk of transportby
shared liability agreement among youth to pool resources
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to derive cost/benefit analysis and a firm understanding of needed commission for
a profitable endeavour, and understanding market dynamics and fluctuations of commodity prices in both local and
regional markets
• Entrepreneurship training – Develop business plan and strategy, manage own schedule, create and leverage business
relationships with traders, and medium/large scale traders, save money for future inventory purchases, and ability to
determine best combination of commodity for maximum profit
• Other skills – Ability to drive commercial vehicles in difficult roads, especially the roads from Gulu to Juba in Northern
region, and traffic situations, and access to warehouse or other avenue to aggregate commodities
Partnerships • WFP Gulu, Jinja Agroways, traders/brokers (suppliers), Medium/large scale traders (customers) , BRAC, FINCA Uganda
Additional
information
• Transporters would be able to realize large amounts of profit, but large amounts of initial capital needed could prevent
youth from taking advantage of this endeavour
Source: Interviews, TNS analysis
STORAGE: Warehouse Laborer opportunities
26
Number of Jobs • 100 warehouse laborer opportunities
Explanation/Assu
mptions
• There is one WFP commissioned warehouse in Northern Uganda and a planned WFP warehouse in the Kamuli district of
Central Uganda. With the increase in maize warehouse capacity, there will be additional opportunities for youth to find
employment as warehouse operators. Key assumptions that there will be 50 warehouse laborer opportunities per
warehouse once capacity utilization has been increased at WFP Gulu and Kamuli warehouse in operation.
Challenges • Competition for new jobs: There will most likely be competition for new warehouse worker jobs by youth with prior work
experience in labor
• Timeframe for jobs: New jobs could be available before youth are well equipped with skills needed to obtain them
Opportunities • Competition for new jobs: Understand job requirements and refine youth skills to meet those job requirements
• Timeframe for jobs: Continue discussions with warehouse operators to gain better understanding of timing challenges of
job requests and give them insight to how the STRYDE program is designed
• If “Vouchers” program is implemented, offer part time internships with opportunity to transition into paid position after
vouchers program
Youth
trainings/skills
needed to
address
opportunities
• “Life skills” training – Ability to overcome idleness, social and emotional constraints and dependence on family
members to take jobs in this sector
• Others skills – Honest work ethic, hard working, ability to keep time, lift heavy bags of maize and work night shifts
Employers • WFP Gulu (Northern) , Jinja Agroways (Central region), WFP Kamuli (Central region) - planned
Additional
information
• Generally a low paying job for youth with very limited capacity. Jobs can be inconsistent if capacity utilization is low and
will most likely be seasonal with maize and potentially dry bean seasons
Source: Interviews, TNS analysis
STORAGE: Commodity holder opportunities
27
Number of Jobs • 43 commodity holder opportunities
Explanation/Assu
mptions
• The opening of WFP Gulu and upcoming opening of Kamuli warehouse creates opportunities for organized youth groups
to purchase maize from traders/brokers with soul purpose of taking advantage of price fluctuations by utilizing the
Warehouse Receipt System. Key assumptions that 50% of traders/brokers can be purchased by commodity holders to
be stored in the warehouse to take advantage of price variance.
Challenges • Start-up capital: Start-up capital needed between 1.0 and 1.5M UGX per youth group to reach economies to scale
• Organized Youth Groups: Youth are currently unorganized preventing youth from purchasing excess of 3MT needed to
take advantage of Warehouse Receipt System
• Maize price fluctuation: Variance of prices can create losing opportunities if prices goes below cost threshold
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank, utilized shared liability youth groups, or
pursue “vouchers for work” program
• Organized Youth Groups: TechnoServe can train youth on importance of organizing to groups and good governance
• Maize price fluctuation: Teach youth how to use mobile devices to find maize prices and help the understand year over
year price variance by season
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take clear and concise financial records to calculate profit/loss
• Entrepreneurship training – Develop business plan and strategy, and ability to create business linkages with maize
traders/brokers to supply best quality seed
• Other skills – Understanding past annual market dynamics and fluctuations in Uganda, patience to wait through maize
price fluctuations, diligence to stay up-to-date on maize prices throughout the region
Partnerships • WFP Gulu, Jinja Agroways, WFP Kamuli – planned, Centenary Bank, Equity Bank, Housing Finance Bank, BRAC,
FINCA Uganda
Additional
information
• Commodity holders is a new market opportunity. Single youth with no children have less responsibilities than married
youth and can use liquid income to purchase maize as a youth group, hold onto the commodity after getting receipt, and
sell maize outside of harvest
Source: Interviews, TNS analysis
MILLING: Mill Laborer opportunities
28
Number of Jobs • 188 Mill Laborer opportunities
Explanation/Assu
mptions
• There are two new maize millers in Northern Uganda and three new maize millers in Central Uganda. With the increase
in maize milling production, both general managers in the north stated that they would be looking to hire between 25-50
youth in 2012. Key assumptions that millers in Northern Uganda and Central Uganda hire on average between 25-50
workers per miller.
Challenges • Competition for new jobs: There will most likely be competition for new milling worker jobs by youth with prior work
experience in labor
• Timeframe for jobs: New jobs could be available before youth are well equipped with skills needed to obtain them
Opportunities • Competition for new jobs: Understand job requirements and refine youth skills to meet those job requirements
• Timeframe for jobs: Continue discussions with miller operators to gain better understanding of timing challenges of job
requests and give them insight to how the STRYDE program is designed
• If “Vouchers” program is implemented, offer part time internships with opportunity to transition into paid position after
vouchers program
Youth
trainings/skills
needed to
address
opportunities
• “Life skills” training – Ability to overcome idleness, social and emotional constraints and dependence on family
members to take jobs in this sector
• Others skills – Honest work ethic, hard working, ability to keep time, lift heavy bags of maize and work night shifts
Employers • Peyero Millers (Northern), Louis Enterprises (Northern), Gulu Grain Millers, Mukono Millers, Mityana Millers, Kayunga
millers
Additional
Information
• Generally a low paying job for youth with very limited capacity. Jobs can be inconsistent if capacity utilization is low and
will most likely be seasonal with maize and potentially dry bean seasons
Source: Interviews, TNS analysis
COMMERCIALIZATION: Roaster opportunities
29
Number of Jobs • 54 roaster opportunities
Explanation/Assu
mptions
• In many areas in and around Gulu, maize roasting has taken off creating a new opportunity for youth to make quick
income from a business that needs very little start-up capital. Key assumption that roasting opportunities account for 2%
of new farming opportunities.
Challenges • Seasonal business: Maize is a two season crop, making it difficult for youth to employed year around through maize
roasting
• Ability to purchase maize at competitive rate: Depending on timing in season, maize market prices may make maize
roasting unprofitable
• Perception of roasting: There is a negative perception that maize roasting is for people who failed in other fields making
it unfavourable for youth
Opportunities • Seasonal business: Teach youth to use maize off-season to sell groundnuts or other commodities by the roadside
• Ability to purchase maize at competitive rate: Create linkages of youth to traders/brokers, so that youth can obtain
most favourable market rate
• Perception of roasting: Teach youth the intricacies of entrepreneurship and the benefits of being an entrepreneur
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take clear and concise financial records to calculate profit/loss, and
understanding of commission needed to generate profit
• Entrepreneurship training – Develop business plan and strategy, manage own schedule, self-motivated, understanding
of highest unmet demand for a roaster, business linkages to trader/brokers for supply of maize, up-to-date knowledge of
fluctuating maize and coal prices, ability to manage own capital and inventory levels
• Other skills – Customer service skills to encourage repeat business
Partnerships • Traders/brokers, Youth Entrepreneurship Centre, Entrepreneurs in Action
Source: Interviews, TNS analysis
In summary, a total of approximately of 3900 youth related jobs can be
created through increased maize farming
30
Ease of job creation
Attractiveness of opportunity
Source: Interviews, TNS analysis
36
2700
540
86
17
43
188
54
0
20
40
60
80
100
120
0 10 20 30 40 50 60 70 80 90 100
Input Supplier
Pesticide Sprayer
Farmer
On Farm Labor
Trader/Broker
Aggregation/Transport
Warehouse Laborer
Commodity Holder
Mill Laborer
Roaster
Agenda
31
Youth Employment in Uganda
Key Employment Sectors for Youth in STRYDE districts
• Maize Sector Analysis
• Pig Sector Analysis
Action plan and contacts
Appendix
There are many opportunities for youth to take advantage of income
generating activities in the piggery sector
32
Youth Job opportunities
Production Processor Commercializa
tion Input Supply/ Services Traders/ Brokers
Legend: Farmer
Employed
Entrepreneur
53 11
1050
61 13
50 11
0
200
400
600
800
1000
1200
Source: Interviews, TNS analysis
INPUT SUPPLY: Maize Bran Distributing opportunities
33
Number of Jobs • 53 maize bran distributing opportunities
Explanation/Assu
mptions
• Maize bran is important as feed for both poultry and pigs. As maize bran is quite expensive at 5,000 per kilogram, some
farmers will choose to feed their pigs scraps around the house and leftover food. Key assumptions that 50% of new
farmers will want a weekly supply of maize bran and that there will be 1 input supplier for every 10 farmers
Challenges • Start-up capital: Start-up capital needed between 100,000 and 200,000 UGX to purchase enough materials to distribute
to farmers at small profit
• Road condition and transport to reach remote areas: Distance and poor road conditions to reach some farms may
create challenges for youth to sell their inputs
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank or utilized shared liability youth groups
• Road condition and transport to reach remote areas: Draw out routes for youth to reach remote areas in most
efficient way targeting farmers that would most likely purchase inputs and feed
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take clear and concise financial records to calculate profit/loss, and
understanding of commission needed to generate profit
• Entrepreneurship training – Develop business plan and strategy, understanding the best sourcing avenues, ability to
create sustainable relationships with farmers to become main supplier, driven to succeed despite having little to no guided
support
• “Life skills” training – Self-confidence to be able to sell maize bran to farmers and show farmers value addition of using
maize bran versus left-over food and other substitutes
• Other skills – Vast understanding of livestock production and ability to detect poor quality maize bran
Partnerships • UNADA – Gulu, UNADA – Kampala, Agribusiness Initiative Trust, JN Agritech International Ltd.
Additional
information
• Ability as a maize brand distributor is based on repeat customers and ability for youth to draw out realistic map of
supplying opportunities as highest demand for maize bran supply services will be remote livestock farmers
Source: Interviews, TNS analysis
INPUT SUPPLY: Veterinary Services Supplier opportunities
34
Number of Jobs • 11 veterinary services opportunities
Explanation/Assu
mptions
• African Swine Fever is a major killer of pigs in Uganda. As such, there is a current undersupply of quality veterinary
services for pig farmers to pursue thus more farmers would require more youth offering veterinary services. The
assumptions are that 30% of new farmers will seek improved inputs and that there will be 1 input supplier for every 30
farmers
Challenges • Lack of knowledge of veterinary services: Given that STRYDE is working with rural youth, there may be a lack of
knowledge around proper pig farming techniques
• Road condition and transport to reach remote areas: Distance and poor road conditions to reach some farms may
create challenges for youth to sell their inputs
Opportunities • Lack of knowledge of veterinary services: : Link youth to pig farming experts and district veterinary experts, so youth
can gain specific skills in knowing how to reach pig farmers. Utilize books such as “A Guide to Pig Production at Farm
Level”, which will increase youth’s understanding of pig farming
• Road condition and transport to reach remote areas: Draw out routes for youth to reach remote areas in most
efficient way targeting farmers that own pigs and would need the veterinary services
Youth
trainings/skills
needed to
address
opportunities
• Entrepreneurship training - Develop business plan and strategy, and ability to network with pig farming experts and
district veterinary services who are willing to train youth in veterinary services.
• “Life Skills” training - Self-confidence to be able to sell his/her supplies and services to capital constrained pig farmers
• Other skills –Vast understanding of pig farming and a detailed knowledge of proper pig handling and best practices to
help build capacity of farmers
Partnerships • David Mutetikka and Matia Kabuye– Pig farming expert, Makerere University
• Tonny Aliro – District Veterinary expert, Gulu
• District Veterinary – Kayunga, Mukono, Mityana, Nwoya
• Vetcare Supplies and Services
Source: Interviews, TNS analysis
PRODUCTION: Pig farming opportunities
35
Number of Jobs • 1050 pig farming opportunities (300 in Gulu, 250 in Nwoya, 200 in Mityana, 150 in Kayunga, and 150 in Mukono)
Explanation/Assu
mptions
• In the Northern region, the market for pork is growing quickly coupled with the largest percentage of households in Uganda entering farming
in the past 15 years. The greatest opportunity in the central region for pig farming lies in Mityana, which already has youth groups wanting
to enter the piggery market and can meet the growing Kampala market demand. Mukono and Kayunga are also ideally placed to meet the
pork demand in Kampala. The constraints for these markets is land availability for youth and limited start-up capital. Agriculture households
have grown 4% to 907,000 in the Northern region and .4% to 805,000 in the Central region in the past 15 years . Assuming similar growth
rates and that 9.7% of those households (Uganda Census of Agriculture 2002) go into pig farming, there will be 13,309 new pig farming
households from 2012 to 2015. Program assumes 14-15% of those in STRYDE districts and 50% are youth farmers as youth are more
excited to start pig farming than maize farming. Distribution of youth by region is based on land availability to youth and growth rates.
Challenges • Finance: Pig farming can be expensive given the initial cost of piglets, fluctuating price of maize bran feed and cost of creating a housing
structure for the pigs
• Production: Poor production habits stemming lack of attention and maintenance can kill a majority of the pigs, fetch the farmer a smaller
price at market, and make the pigs more susceptible to African Swine Flu
• Commercialization: Farmers lack access to market and rely heavily on price setting traders and brokers. Youth lack awareness of market
and potential profitability of pig farming
Opportunities • Finance: Create shared liability youth groups for youth to obtain financing or create youth groups focused on pig farming (done in Mityana)
where youth pool resources to purchase pigs to farm
• Production: Teach youth hard work involved in farming and help them understand the production dynamics of pig farming and best
practice in terms of what to feed them, how to watch them, where pigs should live, etc
• Commercialization: Train youth to be aware of market dynamics, cost/benefit of farming, and link youth to markets
Youth
trainings/skills
needed to address
opportunities
• “Financial literacy” training - Ability to take concise records of costs of feed, structures, vet services to understand cost per pig and
selling price needed to generate ample profit
• “Farming as a business” training - Understand different breed of pigs, what to feed pigs, how much and how often to feed, structure
needed in place for piggery housing, necessary veterinary services, when and how to properly breed pigs, price volatility of pork, etc.
• Entrepreneurship training – Develop a business plan and strategy, ability to network with pig farming experts, piglet suppliers, main bran
distributors, and understanding of the risks and rewards in entrepreneurship
Partnerships • Pig farming experts – Mutetikka, David and Kabuye, Matia – Makerere University, Various butchers in Kampala and Gulu, , BRAC, FINCA
Uganda
Source: Interviews, TNS analysis, Uganda Census of Agriculture 2002 (pig farming
statistics not available in later statistics)
TRADER/BROKER: Trader/Broker opportunities
36
Number of Jobs • 61 pig trader/broker opportunities
Explanation/Assu
mptions
• With increase market opportunity and more youth beginning to farm, traders/brokers have the opportunity to purchase
from youth groups and pig farmers. Key assumptions that 75% of farmers utilize traders/brokers, each farmer has an
average of 4 pigs, and each trader takes one pig per week for the year.
Challenges • Start-up capital: Transportation can be very expensive. 1.0-2.0M Ugx shilling for used boda boda, 100k-300k for bicycle,
renting vehicle varies based on size and distance
• Transportation issues and variability of fuel prices: Road constraints and increasing trend of fuel prices cuts into rural
traders profit margins
• Commodity price fluctuation: Variance of prices can create losing opportunities if prices goes below cost threshold
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank, utilized shared liability youth groups, or
pursue “vouchers for work” program
• Transportation issues and variability of fuel prices: Draw out road maps and help youth realize how to calculate cost
per kilometer based on transportation means
• Commodity price fluctuation: Teach youth how to use mobile devices to find pig market prices and help the understand
year over year price variance by season
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take clear and concise financial records to calculate profit/loss, understanding of
commission needed to generate profit and constant and up-to-date knowledge market dynamics and potential
fluctuations of pig prices in local markets
• Entrepreneurship training – Develop business plan and strategy, manage own schedule, create and leverage business
relationships with farmers, traders, and transporters, save money for future inventory purchases,
• Other skills – Needs ample transportation means to take pigs from buying to selling point, and ability to drive on difficult
roads
Partnerships • Gulu Abattoir Association, Roadside pork joints any other small to mid-size restaurants serving pork in the STRYDE
districts
Source: Interviews, TNS analysis
TRADER/BROKER: Aggregation/Transportation opportunities
37
Number of Jobs • 13 pig transport opportunities
Explanation/Ass
umptions
• There is a local transport opportunity that is currently underdeveloped as Kampala is usually undersupplied with pork. A
representative from Wambizi slaughterhouse cooperative stated that it has difficulty sourcing pigs, thus keeping the butcher’s
capacity utilization at 50%. Key assumptions that each transporter takes 15 pigs per transport and 10 transports per year.
Challenges • Start-up capital: Start-up capital needed between 250,000 – 500,000 Ugx depending on size of truck and distance and working
capital between 1.5M and 3.0M UgX for purchase of pigs
• Pig price fluctuation: Variance of prices can create losing opportunities if prices goes below cost threshold
• Unforeseen negative circumstances: Poor Road condition, variability of fuel prices, unexpected death of pig, vehicle accident
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank, utilized shared liability youth groups, or pursue
“vouchers for work” program
• Pig price fluctuation: Teach aggregators/transporters how to detect price variability of pigs and help them understand their cost
breakdown
• Unforeseen negative circumstances: Encourage aggregators/transporters to take insurance due to the size of personal
investment and inability to predict accidents
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to derive cost/benefit analysis and a firm understanding of needed commission for a
profitable endeavour, and understanding market dynamics and fluctuations of pork prices in both local and regional markets
• Entrepreneurship training – Develop business plan and strategy, manage own schedule, create and leverage business
relationships with traders, and medium/large scale traders, save money for future inventory purchases, and ability to determine
best combination of commodity for maximum profit
• Other skills – Ability to drive commercial vehicles in difficult roads and traffic situations, and access to warehouse or other
avenue to aggregate commodities
Partnerships • Quality Cuts Butchery, Your Choice Butchery, Fresh and Roasted Pork Nsambya Butchery, Wambizzi Cooperative Society Ltd.
Butchery
Additional
information
• Transporters would be able to realize large amounts of profit, but large amounts of initial capital could prevent youth from taking
advantage of this endeavour
Source: Interviews, TNS analysis, The Smallholder Pig Value Chain: An opportunity
for growth and poverty reduction
PROCESSING: Processor laborer opportunities
38
Number of Jobs • 50 processor laborer opportunities
Explanation/Assu
mptions
• Key assumptions that there is 1 major butcher in Northern Uganda and that will hire approximately 25 laborer and many
small butchers in each district hiring 5 laborers once pig farming increases. As most butchers are located in Kampala,
there is limited opportunity for youth in the central region to get involved in major processing due to the distance
constraints
Challenges • Competition for new jobs: There will most likely be competition for new butcher laborer jobs by youth with prior work
experience in labor
• Timeframe for jobs: New jobs could be available before youth are well equipped with skills needed to obtain them
Opportunities • Competition for new jobs: Understand job requirements and refine youth skills to meet those job requirements as
butcher laborer
• Timeframe for jobs: Continue discussions with miller operators to gain better understanding of timing challenges of job
requests and give them insight to how the STRYDE program is designed
• If “Vouchers” program is implemented, offer part time internships at local butchers with opportunity to transition into paid
position after vouchers program
Youth
trainings/skills
needed to
address
opportunities
• “Life skills” training – Ability to overcome idleness, social and emotional constraints and dependence on family
members to take jobs in this sector
• Others skills – Honest and hard working work ethic, ability to keep time, and not afraid to work in areas with a large
amount of blood
Employers • Gulu Abattoir, Various small and medium-size butchers at the district level
Source: Interviews, TNS analysis
COMMERCIALIZATION: Roadside pork joint opportunities
39
Number of Jobs • 11 roadside pork joint opportunities
Explanation/Assu
mptions
• Once the supply of pork is closer to reaching demand, there will be an increase in the amount of roadside pork joints
offering pork. Key assumption that increased supply of pigs will promote 1% of new entrepreneurial roadside pork joint
activities
Challenges • Start-up capital: Initial start-up capital needed to build or buy small shop and working capital of between 200,000 and
250,000 Ugx to purchase pigs
• Ability to purchase pigs at competitive rate: Youth must understand their costs to calculate the amount needed to
charge to recover initial costs and profit
• Lack of youth capacity to run business: Youth lack understand of necessary inventory levels, tax requirements, supply
and demand, etc.
Opportunities • Start-up capital: Potential to partnership with microfinance organization or bank, utilize shared liability youth groups or
borrow money from youth group
• Ability to purchase pigs at competitive rate: Create linkages for youth to traders/brokers, so that youth can obtain
most favourable market rate
• Lack of youth capacity to run business: Teach youth financial literacy training and entrepreneurship skills. Link youth to
other roadside pork joints to understand the opportunities and challenges of the business.
Youth
trainings/skills
needed to
address
opportunities
• “Financial literacy” training – Ability to take clear and concise financial records to calculate profit/loss, and
understanding of commission needed to generate profit
• Entrepreneurship training – Develop business plan and strategy, manage own schedule, self -motivated,
understanding of highest unmet demand for a pork, business linkages to trader/brokers for supply pigs, up-to-date
knowledge of fluctuating pig prices, ability to manage own capital and inventory levels
• Other skills – Customer service skills to encourage repeat business
Partnerships • Traders/brokers, Youth Entrepreneurship Centre, Entrepreneurs in Action, Any roadside pork joints for youth to gain better
understand challenges and opportunities Source: Interviews, TNS analysis
In summary, a total of approximately of 1200 jobs can be created through
increased pig farming
40
Ease of job creation
Attractiveness of opportunity
Source: Interviews, TNS analysis
11
1050
61
13
50
11
0
20
40
60
80
100
120
0 10 20 30 40 50 60 70 80 90 100
Maize Bran Distributor
Veterinary Services Supplier
Farmer
Trader/Broker
Agreggation/Transport
Processor laborer
Roadside pork joints
Agenda
41
Youth Employment in Uganda
Key Employment Sectors for Youth in STRYDE districts
• Maize Sector Analysis
• Pig Sector Analysis
Action plan and contacts
Appendix
Maize Sector Contacts
42
District Type of assistance Organization Name Contact information
Kampala Seed supply NASECO Seeds • Kawere, Godfrey 0770618007
Kampala Maize milling Sunrise Commodities & Millers Ltd. • Monteiro, Vincent 0712624624
Kampala Export guidance Uganda Export Promotion Board • Samuel, Suuti 0772470649
Kampala Market Linkages Agtrade Ltd. Commodity Trading • Kasumba, Henry 0702503707
Kampala WRS guidance World Food Program Purchase 4 Progress • Odeke, Elvis 0757742002
Jinja Market Linkage AgroWays Ltd. • Ibengo, Richard 0782391354
Gulu Seed supply Victoria Seeds • Masaba, Francis 0774658384
Gulu Market Linkage WFP Gulu Warehouse • Oryema, Moses 0772221471
Gulu Maize Miller Louis Enterprises • Otim, Jimmy 0774366686
Gulu Maize farming guidance
Gulu Farmers Association • Lakor, Jackson 0774251975
Source: Interviews, TNS analysis
Pig Sector Contacts
43 Source: Interviews, TNS analysis
District Type of assistance Organization Name Contact information
Kampala Pig farming guidance
Active pig farmer + feed mixer, Makerere University
• Mutetikka, David [email protected]
Kampala Pig farming guidance
Active pig farmer, Makerere University • Kabuye, Matia [email protected]
Kampala Market Linkage Quality Cuts Butchery • N/A 0414268916
Kampala Market Linkage Fresh and Roasted Pork Nsambya Butchery • N/A 0414268826
Kampala Market Linkage Your Choice Ltd. • N/A 0414235347
Kampala Veterinary Supply Vetcare Services and Supplies • N/A 0414250241
Kampala Veterinary guidance Vertinerary Public Health, Makerere University • Muhangi, Denis [email protected]
Mukono Market Linkage Wambizzi Cooperative Society Limited Butchery • Lubega, Simon [email protected]
Gulu Veterinary Services District Veterinary Officer • Aliro, Tonny [email protected]
Other Youth Employment Contacts – Private Sector/Government
44 Source: Interviews, TNS analysis
District Type of assistance Organization Name Contact information
Kampala Input supply guidance AgriBusiness Initiative Trust • Gritta, Edward 0772456892
Kampala Input supply guidance JN Agritech International Ltd. • Redding, M.S 0712788030
Kampala Input supply guidance UNADA – Executive Secretary • Wilfred, Thembo 0712200511
Kampala Finance BRAC – Microfinance • Islam, Rafiquel 0702123378
Kampala Production guidance Agribusiness Management Associates • Ssango, Eria 0772521564
Kampala Crop best-practice guidance
National Crops Resources Research Institute
• Sseruwagi, Peter 0782505281
Entebbe Livestock guidance Ministry of Agriculture, Animal Industry • Opolot, Okaasai 0772589642
Mukono Employment linkage Coca Cola Bottling Company • Witta Mbubi Moses 0776044777
Gulu Commercialization guidnace
Gulu District Commercial Officer • Okumu, Bernard 0703580456
Gulu Input supply guidance UNADA - Gulu • Mbayo, Michael 0774251975
Action plan - youth capacity building, networking, specialized trainings
45
Details Timeline
Build youth
capacity in farming
• Integrate maize and pig farming best practices through integrated “Farming as a
Business” curriculum and/ or have guest lectures teach youth on good farming
agronomic practice
• Assist youth in developing business plans and strategy, creating input
supply/veterinary road system to target customers efficiently, and equipping youth
with the skills to sell their supplies and services with experiential learning and role
playing
• Through Entrepreneurship training and “Financial Literacy” training, teach youth
skills such as managing their inventory, paying themselves a salary, pricing family
labor into costs, developing a profit/loss module, and understanding the
opportunities and challenges of entrepreneurship
- Guest lectures on Entrepreneurship could be Youth Steering Committee members
- Experiential learning and practice making profit/loss module will be most effective
• Teach youth proper customer service skills, the importance of the customer, the
significance of an honest and good work ethic
Q1, 2012
+3 yr
Hold networking
workshops
• Identify district veterinary suppliers, agri-business dealers, and other stakeholders
for youth to meet and build relationships to do business together once full equipped
• Set up mentorship program between stakeholders and youth for youth to have
direct contacts with any questions pertaining to their employment
Q3 – 2012, +3 yr
Initiate youth
trainings for
specialized skills
• Understand how youth want to get involved in agriculture and hold specialized
trainings where youth learn about different the work requirements of different value
chain actors Q3 - 2012, +3 yr
Action plan – stakeholder meetings, microfinance/lending options,
stakeholder outreach program
46
Details Timeline
Form and develop
cohesive youth
groups
• Form youth groups based on training programs and group dynamics (e.g. youth
with access to land paired with youth without access to land)
• Develop management of youth groups by having youth choose leaders for
leadership, management and oversight, and by laws
- Chairperson, Secretary, treasurer, etc.
- Structure of leadership must be predetermined
- Youth groups that lack collateral should set up shared liability groups or borrowing
schemes to obtain capital
• Train youth groups on proper governance for running a group
Q1 , 2012, +3 yr
Create dialogue
with microfinance
organizations
• Identify barriers that prevent microfinance organizations and banks to extend
lending options to youth and youth groups
• Based on recommendations from microfinance organizations and banks, help
youth develop business plans that adhere to the regulations and train youth around
the costs and requirements of loan financing.
Q2-Q3 – 2012
Conduct
stakeholder
meetings and
develop
stakeholder
outreach program
• Meet with potential job placement programs such as warehouses, millers, butchers,
etc. to understand what additional skills are needed for youth to obtain jobs in
these industries
• Continue dialogue with organizations to attend job fairs and engage youth in
employment opportunities
• Implement stakeholder job fairs and link youth to jobs
Q3-Q4 - 2012,
+3 yr
Agenda
47
Youth Employment in Uganda
Key Employment Sectors for Youth in STRYDE districts
• Maize Sector Analysis
• Pig Sector Analysis
Action plan and contacts
Appendix
The Ugandan annual production of agriculture continues to increase with
the growth of households entering the agriculture market
48
Total Production
CAGR (99-08) 3% -3% 14% 7% 15% 5% 7% 9% N/A
0
1000
2000
3000
4000
5000
6000
7000
8000
Cassava Sweet potatoes
Maize Beans Sorghum Millet Groundnuts Rice Simsim
2008 / 09
2005 / 06
1999 / 00
Production (in 1000 metric ton) CAGR
(99-08) 4.1%
Source: UNHS 1999/2005, UNHS 2005/2006, Uganda Census of
Agriculture 2008/2009
Note: Production of Simsim not available in 1999/2000 and 2005/2006