USAID FEED THE FUTURE UGANDA INCLUSIVE AGRICULTURAL ...

This publication was produced by the Inclusive Agricultural Markets Activity under Contract No. 720-617-19-C-00007 at the request of the

United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily reflect the views of USAID or the U.S. Government.

USAID FEED THE FUTURE UGANDA

INCLUSIVE AGRICULTURAL MARKETS

ACTIVITY

Quarterly Progress Report, Q3 FY 2020

This publication was produced by the Inclusive Agricultural Markets Activity under Contract No. 720-617-19-C-00007 at the request of the

United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily reflect the views of USAID or the U.S. Government.

Program Title: USAID FtF Uganda Inclusive Agricultural Markets Activity

Sponsoring USAID Office: USAID/Uganda

Contract Number: 720-617-19-C-00007

Contractor: DAI Global, LLC

Date of Publication: July 30, 2020

Contracting Officer’s

Representative: Kevin Namulembwa

Chief of Party: Collins Apuoyo

Author: DAI Global, LLC

USAID.GOV FtF IAM QUARTERLY PROGRESS REPORT Q3 FY2020 | iii

CONTENTS

ACRONYMS AND ABBREVIATIONS IV

EXECUTIVE SUMMARY 7

TECHNICAL ACTIVITIES 8

TECHNICAL START-UP, DELIVERABLES AND OTHER TASKS 8

TECHNICAL IMPLEMENTATION APPROACH 10

I. CALL FOR IDEAS – RESPONSE TO CHALLENGES POSED BY COVID-19 10

II. GRANT REQUEST FOR APPLICATIONS (RFAS) 12

III. EXPERIENCES AND LESSONS FROM THE EOI AND RFA 15

COLLABORATION, LEARNING, AND ADAPTING 16

INCLUSION STRATEGY 17

CHALLENGES AND LESSONS LEARNED 19

ANALYSIS OF PROGRESS 20

SUMMARY TABLE OF INDICATORS AND RESULTS TO DATE 20

QUANTITATIVE AND QUALITATIVE ANALYSIS OF PROGRESS AGAINST OBJECTIVES AND

RESULTS 22

GEOGRAPHIC INFORMATION SYSTEM (GIS) AND ACTIVITY LOCATION DATA 22

PROJECT ADMINISTRATION 22

PROCUREMENT 23

PERSONNEL 23

SUMMARY OF KEY ACTIVITIES FOR Q4 24

USAID.GOV FtF IAM QUARTERLY PROGRESS REPORT Q3 FY2020 | iv

ACRONYMS AND ABBREVIATIONS

AFAP African Fertilizer and Agribusiness Partnership

AMELP Activity Monitoring, Evaluation, and Learning Plan

BDS Business Development Services

CDCS Country Development Cooperation Strategy

CLA Collaborating, Learning, and Adapting

COP Chief of Party

DCOP Deputy Chief of Party

EOI Expression of Interest

F&L Finance and Logistics

FtF Feed the Future

FtF IAM Feed the Future Uganda Inclusive Agricultural Markets Activity

GFSS Global Food Security Strategy

GIS Geographic Information System

GoU Government of Uganda

ICAN Integrated Community Agriculture and Nutrition Activity

ICT Information and Communication Technology

IT Information Technology

LEO USAID Leveraging Economic Opportunities Project

LOA Life of Activity

LTTA Long-Term Technical Assignment

MDF Market Development Facility

M&E Monitoring & Evaluation

USAID.GOV FtF IAM QUARTERLY PROGRESS REPORT Q3 FY2020 | v

MEL Monitoring, Evaluation, and Learning

MSA MarketShare Associates

MSD Market Systems Development

NAAC National Alliance of Agricultural Co-operatives

NICRA Negotiated Indirect Cost Rate Agreement

PIMs Partnership Intervention Managers

PO producer organization

RFA Request for Application

RMSA Rapid Market System Assessment

SME Small and Medium-Sized Enterprises

SOP Standard Operating Procedures

STTA Short-Term Technical Assignment

TAMIS Technical and Administrative Management Information System

TNS TechnoServe

ToC Theory of Change

UNBS Uganda National Bureau of Standards

USADF United States African Development Foundation

USAID United States Agency for International Development

USD United States dollar

USG United States Government

VA Village agent

WFP World Food Program

WHO World Health Organization

YLA FtF USAID Youth Leadership for Agriculture

USAID.GOV FtF IAM QUARTERLY PROGRESS REPORT Q3 FY2020 | vi

ZOI Zone of Influence

USAID.GOV FtF IAM QUARTERLY PROGRESS REPORT Q2 FY2020 | 7

EXECUTIVE SUMMARY

This report outlines the progress made in the third quarter of fiscal year 2020 quarter (Q3) for the USAID

Feed the Future Uganda Inclusive Agricultural Markets Activity (FtF IAM). The Activity is a five-year project

that seeks to increase incomes and improve the livelihoods of households through agricultural-led inclusive

economic growth in the 38 FtF focus districts in Uganda. Inclusivity refers to the active participation and

engagement of all actors looking to participate in the market system, including the poor, women, youth,

ethnic minorities, and other marginalized groups who are often excluded – or even exploited – by

traditional market systems. The Activity contributes to the Global Food Security Strategy (GFSS) Uganda

Country Plan goal of reducing hunger, malnutrition and poverty and the USAID/Uganda Country

Development Cooperation Strategy (CDCS) 2016-2021 five-year goal of strengthening Uganda’s systems

to accelerate inclusive education, health and economic outcomes.

During Q3, FtF IAM focused on completing mobilization of key staff members as well as initiating technical

implementation by finalizing the Market Development Facility (MDF) and partner selection processes.

During the same period, FtF IAM focused on finalizing the Activity Monitoring and Evaluation Plan (AMELP)

in consultation with the USAID and QED Team. Another key activity that was planned for the period was

the start and finalization of the Baseline Study.

In March, the World Health Organization (WHO) classified the virus, COVID-19, a global pandemic and

advised governments around the world to enact drastic measures to contain its spread. Uganda recorded

its first cases of COVID-19 in late February/early March, prompting the government to institute travel

restrictions, non-essential business closures, and prohibiting large public gatherings. This action was

further upgraded to a total lockdown with office closures. This meant that the Activity had to close the

project office and terminate any field travel in line with Government directives. This adversely impacted

the Activity’s progress and implementation of planned activities during the latter half of the second quarter

and throughout the third quarter.

The imperative for this quarter was business continuity and ensuring all staff remain safe from COVID-19.

The Activity therefore focused on contingency planning, setting up staff to work effectively from home,

and recruiting and on-boarding new partners virtually. During the same period, however, the Activity was

able to push forward with staff recruitment, filling the following positions during Q3:

• Deputy Chief of Party (DCOP), Kirsten Pfeiffer, is now fully on board and has been working

remotely since May 28. She will mobilize to post as soon as it is considered safe to travel to

Uganda.

• Partnership Intervention Manager (PIM), Lydia Kutegeka, joined FtF IAM in June 2020.

• An additional PIM declined their offer and the Activity is working with TechnoServe to identify a

replacement.

◼ Regional support staff have been identified but kept on hold until there is sufficient evidence that

they can work safely in the new regional offices.

◼ The Monitoring and Evaluation (M&E) Officer joined the team during the quarter.

◼ A new MEL Advisor has yet to be identified. We are hopeful that this position will be filled in Q4.

In addition, during this quarter, key operational and financial systems were established, ensuring a smooth

and reliable transition from start-up to implementation, and proper recording of financial activities.


Regional office locations in Gulu and Mbarara were identified and leases signed during this quarter as well.

Regional staff will begin working from these offices in Q4, if COVID-19 conditions allow.

Despite the challenges presented by COVID-19 and the restrictions on movement of people imposed as

a result, FtF IAM continued to make good progress, using the lockdown period to put in place systems

for partnership management, reaching out to many new potential partners, and exploring ideas for

interventions. Specifically, five (5) new partners implementing COVID-19 response interventions have

been contracted, and the IAM team has entered into partnerships with two pre-selected subgrantees

aWhere and Bid Network. An agreement with a third pre-selected grantee – Tulaa – has been put on

hold pending a signal from them when they are ready to proceed. At the moment Tulaa is undergoing an

acquisition by another firm and, depending on the interest and business strategy of the new firm, they will

decide whether to pursue a partnership with FtF IAM or not.

During Q3, the Activity released an RFA to the market and received applications from 47 private and

public sector organizations proposing a range of interventions with potential to impact agricultural

markets. The team focused on evaluating and reviewing these applications with the aim of firming up

partnership agreements and starting field-level implementation, once the pandemic threat recedes. Q3

saw the team preparing for a learning series and the Activity’s first Pause and Reflect session, to be held

in the first week of Q4. Activity staff and USAID/Uganda will use these sessions to review the team’s

progress and critically evaluate the internal consistency of the Activity strategy, approach, and on-going

interventions. These sessions will ensure staff have the chance to learn more about key elements of the

Activity such as agricultural market systems resilience and inclusivity, and participate in the knowledge

sharing and adaptation process.

As would be expected, tangible results and outcomes are yet to be recorded by the Activity at the end of

Q3. However, with the start of field level interventions, the Activity hopes to start reporting some field

level results and lessons from implementation of the selected interventions by the close of Q4.

TECHNICAL ACTIVITIES

TECHNICAL START-UP, DELIVERABLES AND OTHER TASKS

At the start of Q3, some of the key start-up deliverables and work plan activities were still being completed

for approval by USAID. Recruitment and onboarding challenges, exacerbated by COVID-19 restrictions,

required FtF IAM to focus on completing and delivering the following during Q3:

◼ AMELP: The FtF IAM team has been in ongoing discussions and collaboration with USAID and

the QED Group on the AMELP. While recruitment is underway for a replacement MEL Advisor,

a short-term technical advisor from the DAI Home Office was brought onto the team to provide

surge MEL support, along with input from the Learning Advisor and our consortium partner, MSA.

As a result, a final Theory of Change and results measurement/M&E framework for IAM was

agreed upon with the Mission. The Team then began elaborating the framework into an AMELP

which was completed at the close of Q3 and delivered to USAID for review and approval.

◼ Baseline Report. The Baseline Report was initially due in May 2020. However, with delays in

on-boarding key staff, and the lockdown imposed by GoU due to COVID-19, it soon became

apparent that the baseline report could not be completed in that timeframe. FtF IAM sought and

obtained approval for an extension to deliver the baseline report by July 30, 2020, and the team

began developing the Baseline Survey methodologies, with the aim of initiating field level data


collection in Q3. A team of researchers and FtF IAM staff reached out to over 147 respondents

selected from different market actors. With the lockdown in place, however, it wasn’t possible to

undertake face-to-face data collection. Instead, the team pivoted to using remote technology

solutions for data collection. The team used telephone calls, skype, WebEx, and in some cases

Microsoft Teams or Zoom meetings to reach respondents. The remote strategies, while

successful, presented several challenges. Respondents were reluctant to speak to researchers they

had not met in person; respondents found it easy to avoid or cancel interview appointments citing

various emergencies and reasons; interviews were interrupted by poor telephone and internet

connections, and in some cases, respondents flatly refused to participate. By the end of Q3, only

64 percent of the total respondents had been reached. Given the importance and critical nature

of the baseline report, it became apparent that undertaking data analysis based on a small sample

was not good for the quality of the Baseline report. As a result, FtF IAM requested another

extension to the deadline, which was approved by USAID for August 31, 2020. We do not expect

any further difficulties in delivering the Baseline Report by that deadline.

◼ Staff Training Activities (Market Systems Development (MSD), field procurement,

grant management, Information Technology (IT), Technical and Administrative

Management Information System (TAMIS)). Although discussions were initiated on staff

training activities during Q2, with the onset of the COVID-19 pandemic at the end of that quarter,

FtF IAM adapted its approach and began identifying portions of these trainings that could be

conducted remotely. During Q3, two trainings were prepared and delivered to FtF IAM staff: 1)

procurement training to give staff an understanding of the process and guidelines to ensure

compliance with USAID rules and regulations, and DAI’s internal policies. The training was

delivered remotely, led by a team from the DAI home office, with support from FtF IAM’s

procurement team; 2) a Technical and Administrative Management Information System (TAMIS)

training. The training built capacity of staff to effectively utilize DAI’s internal financial and

administrative systems for recording and reporting all project activities and transactions. The

multiple-week remote-learning training started in Q3 and will continue in Q4. Towards the end

of Q3, FtF IAM began working with home office (HO) Technical Advisor William Grant to develop

a third training program on MSD. These remote trainings will be followed-up and supplemented

with in-person mentoring support in Q4, pending the lifting of travel-related restrictions due to

COVID-19. A grants management training is also scheduled to be completed in Q4.

◼ Positioning with Government Departments: This activity had been planned for the 2nd and

3rd Quarters. However due to travel and meeting restrictions, FtF IAM had to reschedule most

of the planned meetings with the Government and Local Government Departments. The following

meetings had been planned for Q3;

o Meeting and positioning with Ministry of Agriculture, Department of Extension and Crop

Production

o Meeting and positioning with Ministry of Trade and Cooperatives

o Meeting and positioning with Representatives of Local Governments from Eastern Uganda

o Meeting and positioning with the Local Government representatives from Karamoja

Region

Of the above meetings, only the meeting with the Ministry of Trade and Cooperatives took

place, under restricted circumstances, with two officials from the Ministry attending the

meeting. During the meeting, it became apparent that the Ministry has very limited capacity

to implement and enforce several of the regulations on cooperative development in Uganda.

The officials also shared the current plan about the establishment of a stand-alone Ministry

that will focus on rebuilding the cooperative movement in Uganda. Following that meeting,


the Department of Cooperatives submitted a proposal in response to the general Request for

Application (RFA). The proposal, in partnership with the National Alliance of Agricultural Co-

operatives in Uganda (NAAC), aims to rebuild the cooperative movement, with a focus on

cooperative governance and member` service delivery.

The following planning activities were carried out as part of the adjustment to conditions imposed by the

COVID-19 pandemic:

■ Contingency Planning. COVID-19 resulted in a disruption to the progression of Activity

implementation. First, the Activity had to re-organize itself to adopt to the challenges of working

remotely. This involved setting up systems to enable the team to work from home. Specifically,

during the quarter, the Activity provided key facilities – Wi-Fi, telephones, and modem equipment,

as needed. In addition, it was necessary to review the Activity strategy, develop contingency plans,

and update them monthly. These plans highlight key changes and adjustments necessary to ensure

business continuity within the context of staff health and safety considerations, government-

mandated restrictions, USAID directives, and other evolving guidance related to COVID-19.

Three contingency plans were developed and submitted to USAID during the quarter. In each of

the plans, FtF IAM identified the activities and deliverables that would be delayed due to

restrictions and the new working environment. The plans also outlined strategies for delivering

activities and outputs under these circumstances. Contingency planning will continue into Q4 and

until a steady state of normalcy is achieved.

■ Office Re-opening Strategy Development. In the last month of Q3, FtF IAM started putting

in place the systems and processes necessary to enable the Activity office to re-open and assure

a safe and secure work environment for its staff. The strategy is at an advanced stage of completion

and it covers a range of issues around health and safety of staff within the office building and while

performing their tasks in the field. Specifically, the re-opening strategy focuses on:

o Developing standard operating procedures (SOPs) and protocols for the office;

o Installing sanitizers and handwashing devices;

o Re-imagining the office space to allow for social distancing;

o Travel and field level engagement plan;

o Meetings and workshop protocols;

o SOPs dealing with incidence of COVID-19 infection within the office

The FtF IAM will share this strategy with USAID once finalized and approved by DAI’s home office.

TECHNICAL IMPLEMENTATION APPROACH

During Q3, FtF IAM forged ahead with developing engagement tools and co-creating ideas for

interventions with selected partners. During the Quarter, FTF IAM issued two calls for proposals, details

of which are presented below:

I. CALL FOR IDEAS – RESPONSE TO CHALLENGES POSED BY COVID-19

With the onset of COVID-19 threatening not only human lives, but also the economic livelihoods of

farming households in Uganda, agricultural production and marketing systems have been disrupted by the

pandemic. Both crop and animal production are affected in one way or another. Farm inputs cannot reach


the intended users, while many farm products could not reach markets because of the constrained travel

and transportation systems. The closure of markets, schools, and other main institutions that provide

stable and high value markets for locally produced agricultural products means that farming households

will be faced with market access challenges. This will not only have an impact on prices, but also on the

livelihoods of those who grow and sell produce, especially perishable commodities.

The need to protect and sustain agricultural production systems, agribusinesses, and agricultural markets

to remain resilient in the face of the pandemic has never been so critical. While the full extent of the

impact of the pandemic on agricultural markets was not fully known in the early days of the pandemic, it

was clear that the reduced movement of people, goods, and services was already placing immense strain

on the agricultural systems, and hence on food supply. Though the government did not impose a total

lockdown on agricultural activities, the impact of the lockdown on other related sectors such as transport,

manufacturing, and financial services has taken a toll.

Being an Activity that is premised on flexibility and the ability to adapt to changing market conditions, FtF

IAM was keen to find ways to protect agricultural markets and food systems under these circumstances.

In light of the above, FtF IAM published a call for ideas and perspectives from the private sector,

associations, cooperatives, producer organizations (POs), agricultural service providers, and other market

actors for practical responses that would enable the agricultural sector to remain resilient in the face of

this pandemic. Specifically, the call sought ideas on the following issues:

• How to enable agricultural inputs (seeds, crop protection chemicals, fertilizers) to reach farmers

in the fastest/most efficient way possible, without increasing the risk of spreading the virus.

• How to connect consumers and producers of highly perishable goods/horticultural and other

staple products to reduce food loss or increase food security during the pandemic, while creating

employment in the process.

• How youth can be engaged effectively to reduce the food gap likely to emerge from the COVID-

19 pandemic.

• How to enable small scale agricultural manufacturing companies and livestock-based

agribusinesses to build resilience and survive during the pandemic and rebound after the pandemic

(this may include on-line support to small- and medium-sized enterprises (SMEs)).

• How to practically map where food is and where it is needed. And provide online real time

information to traders/transporters so that food can be moved efficiently to consumers.

• A think-piece on the potential impact of COVID-19 on key agricultural commodities (maize, rice,

beans, bananas, soybeans and other commodities important in the food systems) and possible

policy responses to reduce the impact.

• How to stabilize food and agricultural product prices in places of perennial food scarcity, like the

Karamoja region, in the face of the COVID-19 disruptions.

Over a period of six weeks, FtF IAM received a total of 104 expressions of interest from a range of market

actors. These applications were evaluated according to set guidelines and criteria for selection. Three

levels of review were done for qualifying applications.

■ First review involved establishing that an applicant had submitted a full concept note and all

required application documents. Most importantly, an applicant had to show that they are legally

registered to conduct business in Uganda.


■ Second level review involved sharing the qualifying applications among FtF IAM staff. Each staff

reviewed between 10 to 15 applications. All reviewers were trained and guided to utilize the

criteria check list, while also keeping an eye out for innovative approaches that may not fit snugly

within the set criteria. Each application was reviewed at least two times, each time by a different

staff member to ensure that good ideas are identified, as well as to ensure objectivity. This process

produced 21 suitable and well-defined ideas that met the set criteria and showed potential for

commercial viability.

■ The third review was undertaken by the Chief of Party (COP). This involved going through the

21 proposals and identifying the top ten ideas. At the end of the COP review, a summary of the

selected ideas was submitted to USAID for their review and guidance. Of the ideas presented to

USAID, six (6) were given positive reviews and the FTF IAM team selected them to proceed to

the co-design stage.

CO-CREATION ACTIVITIES

After the selection process, the FtF IAM team had several one-on-one (virtual) meetings with each of the

six qualifying applicants. Through a process of co-creation, the team and each applicant agreed on the

intervention focus and a delivery strategy that would meet the commercial needs of the applicant, while

also delivering the outcomes the Activity is seeking. Co-creation involved:

■ Jointly designing and agreeing on a business model and strategy that aligns with the objectives of

the firm while being consistent with market systems development

■ Understanding and agreeing on the purpose for which the intervention is being financed

■ Agreeing on an approach that delivers commercial outcomes without weakening market systems

■ Defining the outcomes and results expected

■ Agreeing on methods and indicators for monitoring success

■ Agreeing on timelines for delivery of key outputs and outcomes.

The co-creation process culminated in a scope of work for each applicant against which a contractual

agreement was defined. As of the end of Q3, five partners had signed agreements to deliver various

interventions.

II. GRANT REQUEST FOR APPLICATIONS (RFAS)

General RFA

FtF IAM published a general RFA for proposals in line with FtF IAM’s annual work plan during Q3. The

general RFA aimed to solicit concept notes and applications from Market Actors to implement

interventions that would contribute to any of the five results areas of the Activity. Specifically, the Activity

sought ideas and interventions that could contribute to achievement of the three Activity objectives as

follows:

Specific objective 1. Increase the institutional (leadership, management, technical, adaptive etc.) capacity

of GOU institutions and agencies. The Activity sought to co-invest in ideas and innovations that:

• improve the capacity of selected GoU agencies (local and central) to strengthen the design,

implementation, and enforcement of formal and informal market rules; strengthen surveillance on

counterfeits and conduct evidence-based regulation of agricultural trade; and design and


implement a government-led agricultural input (seeds, agrochemicals, fertilizers) registration, and

levy system to enhance input system governance;

• Improve capacity of district and/or region-led platform of market actors to jointly act on

agricultural related issues;

• Strengthen activities of GoU agencies like the association of local governments, Uganda National

Bureau of Standards’ (UNBS) and others in providing services and regulating quality in the ag-

market.

Specific objective 2. Increase the institutional (leadership, management, technical, adaptive etc.) capacity

of private sector associations and civil society organizations. Under this, the Activity sought ideas and

innovations that:

• Enhance delivery of high-quality growth-oriented business development services (BDS) and other

technical services to market actor organizations for improved business performance;

• Support BDS Service Providers to upgrade skills and capacities to meet changing market demand;

• Improve the capacity of market actor organizations to build new evidence-based advocacy skills

that enhance the agro-industry and agribusinesses business-enabling environment;

• Enhance capacities of market actor associations to utilize and deploy tech-enabled services to

provide services to the agricultural sector;

• Improve institutional strength of market actor organizations for increased collaboration and

coordination;

• Establish and institutionalize private sector-led capacities for self-regulation, member

accreditation, quality assurance, and certification.

Specific objective 3. Create incentives for agro-industry and agribusiness firms to respond to and invest

in changes in the market system and invest in it. Under this objective the Activity sought to co-invest in

ideas and innovations that may include:

• New business models that enhance collaboration, cooperation, and partnerships that lead to new

investment and business growth;

• Investments that transform and increase the value of agricultural commodities and deliver quality

and nutritious products to consumers;

• Activities that diversify, improve, and increase marketing channels for smallholder produce;

• Strengthen initiatives that achieve consumer-centric quality parameters;

• New models that deliver extension, weather, or price information, and financial services to

smallholder farmers and other agricultural actors;

• ICT platforms that enhance relationship-building, deliver goods and services to market actors in

the most efficient way possible;

• Investments in technology and activities that increase access of farmers and POs to storage and

post-harvest services that enhance quality of agricultural products (such as reduction of aflatoxin

in agricultural products);

• Warehousing, aggregation, and distribution services that increase supply of agricultural products

to new geographies;

• Investment in activities that guarantee sustainable access to good quality seeds and other inputs

to farmers.

A total of 47 organizations responded to the RFA, submitting a range of ideas for consideration. The FtF

IAM team adopted a selection process similar to the one used for reviewing and selecting COVID-19


expressions of interest (EOI)s. The aim was, and continues to be, to identify ideas that have potential to

transform sub-market systems within the agricultural sector. Emphasis in selection has also been placed

on ideas in which there is reasonable investment by the proposer (i.e., those with “skin in the game”).

More importantly, the team sought ideas that introduce new business models or strategies that increase

inclusivity and have the potential to increase the share of value harvested by market actors, especially

farming households.

After the three-stage review of applications, a total of five (5) ideas were selected to go to the co-creation

stage. Five other ideas were selected for further refining, to more clearly articulate their business model,

before a decision to proceed to co-creation. The rest of the ideas were rejected either because they did

not meet the key criteria, or the ideas were recycled from initiatives that have not demonstrated much

traction in the marketplace previously, despite large donor investments in them.

RFA to Pre-selected Grantees

During Q3, The FtF IAM team issued an RFA to two of the three pre-selected Grantees – Bid Network

and aWhere. Over the same period, the team engaged with the two potential grantees in co-creation and

deal note negotiation exercises to agree on the scope and approach of the intervention. The status of the

negotiations by end of Q3 were as shown in the table below:

TABLE 3: Pre-Identified Grantees

Pre-identified Partner Activities Status

BiD Network is an investment transaction

advisory firm that has been active in Uganda

since 2012 and has a pipeline of more than

700 Ugandan SMEs and 600 angel investors.

BiD Network has proven experience in

agribusiness investment and export

businesses.

■ Sourcing and selection of

SMEs – 24 enterprises/co-

operatives

■ Investment readiness

completion (financial

modelling, investment

memorandum, pitch

training) – six SMEs

■ Investor mapping – Five

potential investors per SME

Grant RFA developed and

issued in Q3 related to

investment transaction

advisory services for market

actor organizations; Deal

Note negotiation initiated in

Q3, to be finalized in Q4;

Scope of Work being

developed.

aWhere is a U.S. agricultural intelligence

firm that provides climate and market

information service subscriptions to

monitor, advise, and predict agricultural

outcomes. aWhere provides localized

weather forecasts and crop yield predictions

that underpin producer lending, insurance,

production, and government policies and

services.

■ Assess weather data needs

of communities

■ Assess quality of data

produced in local weather

stations

■ Develop platforms for

data/information sharing

■ Pilot weather data services

with selected districts

Grant RFA developed and

issued in Q3 related to

agricultural meteorological

information services. Deal

Note to be finalized in Q4;

Scope of Work developed and

being negotiated.

Tulaa, a Kenyan fintech company that is

entering the Ugandan market, layers its

mobile technology onto village agent (VA)

networks to link smallholders with inputs on

credit; provide climate, extension, and

market information; and broker sales of

smallholder commodities.

■ E-enabled platform for

delivery of agricultural

inputs and financial services

to market actors involved in

ag Inputs and outputs

markets

This is currently on hold until

Tulaa indicates how it wishes

to proceed with the

partnership.


Note that Tulaa did not respond to the issued RFA, but indicated that the firm is undergoing an acquisition

by another company. Until the acquisition is complete, and the new company decides on how to progress

their partnership with FtF IAM, the process of co-creation and deal note negotiation will be on hold.

III. EXPERIENCES AND LESSONS FROM THE EOI AND RFA

In the process of reviewing EOIs and RFAs, the FtF IAM team has learned a number of useful lessons that

will inform how future partnerships and interventions will be developed. Among the key lessons:

1. Quality of proposals and ideas. Of the proposals and concepts received from applicants, less

than 30 percent of all cases responded in ways that addressed the identified constraints or

presented ideas that met at least 50 percent of the criteria outlined in the EOI or RFA. Most of

the proposals/concepts were poorly written and failed to articulate adequately the problem they

intended to address. In cases where the problem statement was clear, the proposers failed to

articulate how their approach and strategy was likely to resolve the problem. In many instances,

the proposals simply outlined activities without aligning the activities to the strategy or problem

being addressed. A key problem among all the proposals was a clear statement of the business

model being pursued by the proposer, nor did many of the proposers delve into how their

proposed approaches intended to bring underserved target groups into the market systems.

Across almost all the proposals, there was a prominent lack of innovation as many of the

proposers simply presented ideas that have been tried and funded in the past with limited success

and sustainability. This experience points to the need to be more targeted with such calls and

RFAs in the future. Despite the volume of work generated by a publication of calls and RFAs, the

return in terms of quality of proposals is rather low, and in some cases, it might not generate the

quality of ideas that can stimulate transformative change in the market place. Going forward, the

FtF IAM team will try to publish more focused calls, with a tighter and more narrow identification

of possible applicants. Use of profiling workshops and business opportunity briefing sessions will

be adopted to speak more directly to organizations and businesses that are traditionally not

targeted by RFAs and donor support. Furthermore, there will be need for close guidance of

applicants in order to help develop ideas that can transform agricultural markets.

2. Low involvement and Engagement of Serious Private Sector Players. Large and well-

resourced private sector entities were conspicuously missing from the list of applicants. Despite

earlier face-to-face engagement with some of the more resourced large firms (Banks, Agro-

processors, and Telecoms), none presented any ideas/proposals in response to the calls. Follow-

up enquiries as to why these firms did not respond has revealed that many of them do not have

staff to dedicate time to making funding applications. More importantly, they mention that long

application and negotiation processes do not sit well with their internal results and performance

systems. There were also cases where some of these firms indicated that they may have innovative

ideas but would rather have conversations under a more controlled environment to protect such

ideas from potential breach of intellectual property. Going forward, FtF IAM team will propose a

parallel engagement strategy of co-creation that enables such firms to participate and present

ideas and proposals, while still adhering and conforming to the competition rules of the Activity.


3. Limited visibility of Government Departments. Very few Government departments (4)

submitted proposals in response to the EOIs and RFAs. This conspicuous absence could be

explained by two factors; 1) there was limited capacity within government departments during

the lockdown to respond appropriately to the call; 2) government departments are less set up to

respond to funding opportunities as they have many layers of bureaucracy before a proposal can

be finalized and submitted. Follow-up calls with some of the departments revealed that capacity

and organizational ability constrains the ability of governments departments to respond

appropriately. This will call for a more nuanced approach to working and partnering with

Government departments and local governments. FtF IAM will be developing a partnership

engagement strategy with Government departments in order to increase the participation of key

departments in market development activities.

4. Mindset of Grants. Several proposals presented in response to the EOI and RFA were from a

myriad of organizations, mostly those who know how to apply for grant funds from donors. Many

of the applicants presented ridiculously high financial proposals that have little relationship to the

problem at hand. In some cases, the proposals presented are recycled ideas or new ideas that rely

completely on donor funding to implement. A sizeable proportion of applicants indicated they had

received grant funds from one source or another. While it is not a problem to apply for grant

funds, FtF IAM’s intention is to encourage use of new kinds of market development instruments

in which the proposer has “skin in the game”. Going forward, the team will intensify partner

outreach activities to help filter out grant seekers and to encourage co-investors to propose and

apply for support from the Activity.

COLLABORATION, LEARNING, AND ADAPTING

Collaboration, Learning, and Adapting (CLA) is integrated throughout FtF IAM’s technical implementation,

management, and Monitoring, Evaluation, and Learning (MEL) strategies. During Q3 the Activity, FtF IAM

was able to develop its CLA strategy and identify key learning questions that will guide the CLA during

the life of activity (LOA). The learning questions cover a range of issues that are of interest to the Activity,

but also could inform broader market systems development work in Uganda.

FtF IAM’s learning plan is based on a set of key questions that the Activity will strive to answer during the

LOA through various activities and events. FtF IAM will review the learning plan annually to update the

questions as needed and plan activities to carry out the following year. The Activity developed initial lists

of these questions and activities through a two-stage process: (1) a workshop in which the technical staff

brainstormed knowledge gaps in the Activity’s operating environment and methods for addressing them;

and (2) decisions by FtF IAM’s management to narrow down the lists to the most useful and feasible

inquiries and tasks. Table 4 below shows the Learning questions and specific areas of interest;

TABLE 4: FtF IAM Learning Questions

# LEARNING QUESTION AREA(S) EXPLORED

1 How well do market systems work in areas of the zone of influence (ZOI) where the vulnerable people live and in the Karamoja region?

Market functioning, Inclusivity

2 How do informal rules and structures impact on the market systems? How do they enhance or limit market development?

Market functioning


3 What are the characteristics of resilience that are being demonstrated in the markets we are working in? How resilient are the target market systems to stressors and shocks?

Activity implementation, Resilience

4 How are the market systems adapting to the new ways of working, including use of technology?

Market functioning, Adaptation

5 How can public sector interventions in agriculture (e.g. subsidies) be improved to reduce market distortion? How do MSD activities work with these investments without distorting the markets?

Market functioning, Collaboration

6 What agency and access issues exist for women and youth in the markets? How can they be addressed?

Inclusivity

7 How do cultural beliefs, practices, and norms affect women and youth’s participation in the markets?

Inclusivity

8 Does FtF IAM investment with the private sector lead to a proportional improvement in household well-being?

Activity implementation, TOC

9 What internal changes have firms adopted to attain growth during the COVID-19 pandemic in the absence of external capital? How are smallholder farmers (SHFs) adapting to COVID and what capacities do they have for adaptation?

Adaptation

10 What specific legal frameworks have been most relevant to MSD and how have they shifted during the LOA?

Enabling environment

11 What methods and tools work well to measure market systems change, especially during pandemics and emergencies?

Monitoring, Adaptation

The questions above are key programming-oriented questions whose answers are intended to improve

the Activity’s decision-making. They cover knowledge gaps of the operating context (e.g. market

functioning, enabling environment), the Activity’s Theory of Change (ToC), and aspects of implementation

(e.g. resilience, collaboration).

Going forward, FtF IAM will report on updates regarding: 1) the products and results of collaboration that

improve implementation approaches and development practice broadly; 2) the ability of FtF IAM to

respond to the needs of target groups by using learning; 3) the instances of learning applied to influence

decision-making, resource allocation, and contextual shifts; and 4) the efficiency of activity implementation.

INCLUSION STRATEGY

During the quarter, FtF IAM project used the Rapid Market System Assessment (RMSA) report findings

to guide the development of the gender, youth and social inclusion manual. This process is currently in its

final development stages. The purpose of this manual is to operationalize the program Gender and Social

Inclusion action plan which was approved in the previous quarter.


With the program inclusion guiding documents in place, including; the action plan, manual, and RMSA

report; priority constraints that affect women, youth, and other marginalized groups have been identified.

To address them, the project gender and youth-

targeted interventions have been designed to

economically empower women, youth, and other

marginalized groups by improving their access and

agency through market system engagement. FtF IAM is

also working through some of the partners to engage

women, youth, refugees, and other marginalized groups

ensuring that 60 percent of Activity beneficiaries are

women and 40 percent are youth. The program is using

the framework for women’s economic empowerment

in market systems developed under USAID’s

Leveraging Economic Opportunities (LEO) project,

unpacking and addressing how formal and informal

rules in Uganda determine empowerment outcomes of

traditionally marginalized people.

From the above framework, the program will leverage

business models that succeed and grow by targeting

women, youth, and the marginalized as employees, suppliers, and customers. The program is also working

towards ensuring that interventions align with the push-pull approach to engage marginalized groups,

where improved access to markets provides the incentive, or “pull,” for marginalized groups to engage in

markets. There are also efforts being made towards ensuring that the new market opportunities facilitated

by the activity are accessible by addressing their underlying access constraints to marginalized groups.

Similarly, through the ongoing grants management process, the program has been strategic in ensuring

that partners brought onboard are supported to front inclusivity in their activities. This has been done

through integrating inclusion into the application, co-creation/deal note, and agreement stages. However,

partners without sufficient knowledge or capacity to meet the inclusion requirements have not been left

out, these are being supported to mainstream and integrate inclusivity in their operations and

implementation of activities.

During the quarter, FtF IAM progressed the process of designing the Inclusive MDF Partnership

Framework and Index Tool. This tool is derived from gender lens investing frameworks to trickle down

on different lenses through which private companies can contribute to advancements in more socially

inclusive business models and greater gender equity. To ensure that all partnerships designed under the

MDF are aligned with and are contributing to a more inclusive market system, this index framework will

be used in the monitoring, evaluation, and adaptation of partnerships alongside other program M&E

quantitative tools. It will provide a structure for providing relevant facilitative discussions to strengthen

the inclusion in these business models.

Figure 1: Source: Leveraging Economic

Opportunities (LEO) project


CHALLENGES AND LESSONS LEARNED

The following table summarizes the challenges FtF IAM faced during the reporting period and the lessons

learned/solutions for each challenge.

TABLE 5. Summary of Challenges and Lessons Learned in Q3

Challenge Lessons Learned/Solution

Inability to

undertake

detailed Due

Diligence and

Environmental

Assessment of

Partners

During the reporting Period, FtF IAM on-boarded four partners. These partners were

selected from a pool that submitted intervention ideas in response to COVID-19. While the

Activity has done everything possible to ensure that the selected partners meet all

environmental, social, and governance standards expected, there have been challenges in

undertaking these assessments. FtF IAM has had to rely on information provided by the

partners. Under normal circumstances, the Activity would undertake physical inspection,

travel, and meetings with stakeholders, customers, and suppliers of each partner, as well as

physical inspection of their systems and operations. Unfortunately, because of travel

restrictions and the need for social distancing, these assessments have been reduced to

virtual interviews and a very reduced scope of the assessment process.

Going forward, the team will improve on their virtual assessment by widening the range of

stakeholders per partner who are interviewed to provide additional information about the

partner. Where possible, especially where the activity involves manufacturing, there will be

efforts to undertake physical inspection visits. When travel allows, partners will be asked to

provide a range of documentations to show that they have met environmental standards

expected or have the capacity to achieve required standards.

Reporting

period has

been heavily

affected by the

COVID-19

pandemic

As in the previous reporting period, COVID-19 has seen a number of planned activities for

the reporting period postponed or rescheduled. Many activities, including Activity

positioning, Baseline Survey, and partner identification had to be postponed, or cancelled,

altogether. With limited travel and the need for social distancing, the Activity has not been

able to proceed adequately with developing partnerships for intervention development and

implementation. FtF IAM has currently resorted to tele-meetings, Skype, and Zoom

conferencing with potential partners to progress discussions and negotiations. Key

positioning activities with Ministries and Local governments have not taken off because of

restricted travel and a ban placed on large meetings. It has also not been possible to officially

launch the Activity, or hold a USAID Implementing Partners briefing session because of the

limited opportunities for face-to-face meeting.

Despite the pandemic and restrictions, the Activity has been able to accomplish some key

milestones and has progressed partnership development and intervention implementation by

finding new and unique ways of working with partners. FtF IAM worked on an EOI and RFA

to take advantage of some of these opportunities to be able to continue forward with

impactful market systems developing interventions, progress technical implementation, and

meet the objectives of the project.

Challenge of

transitioning

to virtual

interaction

with Market

Actors

Being a new Activity that has not completed sufficient positioning with key market actors,

the team has faced extensive challenge accessing key actors for positioning, or for obtaining

baseline information. During the baseline survey, close to 60 percent of the respondents

were reluctant to provide information to the researchers claiming that they are not ready

to provide sensitive business information to someone they cannot see or verify who is

speaking with them on the phone. Most respondents found excuses not to attend virtual

interviews or to cut the interview short, claiming an urgent/abrupt arose beyond their

control. On many instances’ respondents were impatient and not willing to spend more than

10 minutes in an interview. Several respondents said that they are used to face-to-face


conversations and virtual interviews do not allow them to express themselves well. Some

respondents said that they do not trust people they cannot see. In cases of positioning,

communication with certain actors without sharing written materials about the project was

difficult as they ended up not following the conversation leading to misunderstanding and

collapse of communication. Internet and telephone interruptions also exacerbated the

situation. This was more pronounced where some of the market Actors had weak

internet/telephone access.

FtF IAM will continue to use several approaches to build trust and confidence in the interim

including; teleconferencing with groups of potential partners, sending out project briefs, and

organizing webinars and online Skype calls with potential partners to explain the Activity

approach as well as to increase awareness among actors. With the ease of restriction, FtF

IAM will initiate small group meetings with selected actors who have not been easily

accessible through virtual mechanisms.

ANALYSIS OF PROGRESS

SUMMARY TABLE OF INDICATORS AND RESULTS TO DATE

FtF IAM began developing its AMELP in Q1, including identifying all performance indicators USAID has

required or requested the Activity to track, required foreign assistance standard indicators, and all

additional performance indicators deemed necessary by FtF IAM to monitor and report on progress.

The performance indicators FtF IAM plans to monitor also cover a mix of output and outcome

indicators, as well as sentinel and trailing indicators.

In addition to performance indicators, FtF IAM plans to also track context indicators that will provide

important context on conditions and external factors that feed into FtF IAM’s operating environment

and results. The data will be taken into consideration both when planning for future periods and when

reflecting upon results achieved.

A summary of the table of indicators and results has been finalized and presented to USAID in the

AMELP. Once approved by USAID, this will become the indicator tracking tool for FtF IAM. Table 6

presents the final summary table:

TABLE 6: FtF IAM Performance Indicator Monitoring Table

# INDICATOR TYPE PPR?

(Y/N) DISAGGREGATION

UNIT OF

MEASURE

DATA

SOURCE &

COLLECTION

METHOD

REPORTING

FREQUENCY

Purpose: Increased income and market resilience through agricultural-led inclusive economic growth, and facilitating

sustainable market improvements that create opportunities for market actor engagement

1

EG 3.2.-26 Value of annual

sales of farms and firms

receiving USG assistance

Standard,

Outcome Y

Type of product/service

type of producer/firm,

and sex and age of

proprietor

USD

S: Partner firm

and farms

M: Survey

Annual

2

Number of market sub-

systems with strengthened

resilience

Custom,

Outcome N Type of market Number

S: Partner firms

and farms

M: Survey

Annual

Result 1: Increased transformation and upgrading of agricultural commodities in response to end-market/consumer

requirements and preferences


3

Amount of investment

(USD) made by firms in

transforming and upgrading

of agricultural commodities

in supported business

models

Outcome,

Custom N

Type of producer/firm,

type of market, and sex

and age of proprietor

USD

S: Partner firms

and farms

M: Interviews

Annual

4 Average Business Model

Innovation Index score

Custom,

Outcome N

Type of producer/firm,

and sex and age of

proprietor

Index score

(0-1)

S: Target firms

M: BMI Tool Semi-annual

Result 2: Increased and equitable utilization of quality inputs and services

5

EG 3.2-24: Number of

individuals in the

agriculture system who

have applied improved

management practices or

technologies with USG assistance

Standard,

Outcome Y

Value chain actor type,

sex, age, management

practice or technology

type, commodity

Number

S: Partners and

service providers

M: Survey

Annual

6

Number of suppliers of

input and services offering

new sales and distribution

models to end users

Custom,

Outcome N

Type of product/service,

type of market actor,

sex and age of

proprietor

Number

S: Partners and

service providers

M: Survey

Annual

Result 3: Increased capacity of market actors to profitably engage in the agricultural market

7

Number of firms or market

actor associations with

improved business

management or profitability

as a result of USG support

Custom,

Outcome N

Type of market system

actor, type of producer/

firm, sex of proprietor,

age of proprietor

Number

S: Partners and

service providers

M: Survey

Annual

8

Number of market actors

who continue to

independently pursue

activities that support the

initial agricultural market

innovation/ change 12

months after initial pilot

has ended

Custom,

Outcome N

Type of market,

Type of market actor,

sex and age of actor

Number

S: Partner firms

and farms

M: Survey

Annual

9

Number of individuals

trading with the farms and

firms directly supported

with USG assistance

Custom,

Outcome N

Type of market actor,

sex and age of individual Number

S: Partner firms

and farms

M: Data

aggregation from

firm records

Annual

Result 4: Strengthened implementation and enforcement of rules and regulations

10

EG.3.1-d Number of

milestones in improved

institutional architecture

for food security policy

achieved with USG support

Standard,

Outcome Y

Level and institutional

architecture policy

element

Number

S: National/

subnational

government

partners

M: IAT

Annual

11 Market Governance

Norms Index

Custom,

Outcome N

Market system function,

type of market actor

Index score

(0-5)

S: Suppliers and end Users of

services

M: Survey

Baseline, midline,

and final

Result 5: Strengthened inter and intra-actor relationships, linkages and coordination that adequately respond to the needs and

challenges of market systems

12 Observed shifts in trust

and cooperation between

market actors

Custom,

Outcome N


type of market actor

Index score

(0-3)

S: Partner firms

and similar firms

M: KIIs

Baseline, midline,

and final


13 Quality and strength of

relationships

Custom,

Outcome N


type of market actor Percent

S: Partner firms

and similar firms

M: KIIs

Baseline, midline,

and final

Cross-Cutting Results

14

EG.3-2 Number of

individuals participating in

USG food security

programs

Standard,

Output Y Sex and age of individual Number

S: Activity

M: Attendance

lists

Annual

QUANTITATIVE AND QUALITATIVE ANALYSIS OF PROGRESS AGAINST

OBJECTIVES AND RESULTS

During this quarter, FtF IAM developed a plan for collecting baseline and routine monitoring data for FtF

IAM partners, primarily those receiving funding under the MDF. The system, which is housed within DAI

Collect, will ask partners to register using a simple form, complete a baseline data form upon award, and

then complete quarterly monitoring forms as part of their deal note, grant, or contract deliverables. In

addition, we have developed a form that enables FtF IAM and its partners to register event participants

online, which is imperative given COVID-19 restrictions on meetings in person. In Q4 the setup of the

M&E system and controls will be completed. The PIMs will support the MEL team to ensure MDF

partners are completing the forms and will facilitate data quality controls per the AMELP processes.

Activities and outputs related to start-up have been reported in other sections of this report. The

quantitative and qualitative analysis of progress against objectives and results will be reported starting in

Q4 upon approval of the AMELP and the ramping up of technical implementation.

GEOGRAPHIC INFORMATION SYSTEM (GIS) AND ACTIVITY LOCATION

DATA

The registration form will include district level information for partners for their base of operations as

well as their supply chains and distribution networks for goods and services. More detailed GIS

coordinates will be captured during the ongoing quarterly performance monitoring forms through DAI

Collect. FtF IAM will finalize these tools in Q4, in line with the approved AMELP. Microsoft PowerBI will

support data visualization, including mapping of the partnerships and results achieved through the

partnerships. The tools may need to be adapted to align with partners’ own data collection systems.

PROJECT ADMINISTRATION

At the end of the last quarter, Uganda recorded its first COVID-19 case and shut down international

borders, imposed a nationwide lockdown, including an overnight curfew, closed offices and non-essential

shops, and restricted vehicular travel. While many restrictions have been lifted during this quarter and

there has been a slow return to work in many sectors, the country and the world are still heavily

affected by the pandemic. The FtF IAM team, supported by the U.S.-based program management unit,

continued to work remotely from the United States, United Kingdom, and Uganda and while the FtF

IAM office remains shut, 2-3 staff are conducting essential activities from our head office when needed

and the team is preparing to reopen as soon as it is safe to do so.


Overall, the quarter was marked by the ongoing COVID-19 pandemic which has affected and restricted

the operational activities of the project, such as opening field offices and travel. Despite this, the activity

continued to flourish operationally by recruiting staff, finalizing the pre-qualification of suppliers and

vendors, and issuing an EOI to support a rapid response to the pandemic from which four

subcontractors were successfully onboarded during the quarter. Additionally, planned STTA’s linked to

training, such as procurement and finance were postponed due to travel restrictions. However, DAI

responded quickly to adapt and conduct the essential Procurement Training online with the HO

Procurement, Contracts, and Internal Audit teams.

PROCUREMENT

Due to the pandemic, plans to fully open two field offices in Mbarara and Gulu were delayed, however

lease agreements for both offices were signed, and preparations are underway to operationalize the

offices. The procurement process for Mbale field office is ongoing and will be finalized in the next

quarter.

With the successful close-out of the FtF Youth Leadership for Agriculture (YLA) Activity, IAM was

allocated four vehicles, eight smart phones, four desktop computers, two laptops, three generators, four

satellite phones, three projectors from their disposition plan. The activity will receive items early in the

next quarter. The disposition will support the set-up of the field offices and will substantially reduce

costs for vehicles for example.

The prequalification process for general office supplies and services has been completed, The evaluation

for hotel submissions is also ongoing (Mbale, Mbarara, and Kampala hotels only), Hotels in other areas

like Gulu, Lira, Kasese, Fort portal and other major towns are being identified and a call for EOIs will be

released.

Five subcontractors were identified in the quarter after a successful EOI was released in response to

COVID-19 and received over 100 submissions. Of the five, four subcontracts were signed in the quarter

and the fifth will be signed early in Q4. The subcontractors are:

• Talanta Finance Limited - Providing digitized access to finance and post-harvest management

services;

• Open Capital advisors Ltd - Providing scenario planning tools and technical assistance to

selected agribusinesses;

• NAAC - Conducting an assessment on the impact of COVID-19 and possible policy responses;

• Ntuha - Providing on-line real time Information platform for traders and transporters;

• The Joseph Initiative Limited - Providing an economical farming protocol for long-term

resilience.

PERSONNEL

The following operational and Technical positions were filled during the reporting period. Details are

provided in the table below:

▪ Deputy Chief of Party


▪ Grants Assistant

▪ M&E Officer

▪ Partnership Intervention Managers (Kampala, Gulu, Mbarara) ▪ Partnership Intervention and Partners for Food Solutions Manager (Kampala)

TABLE 11: Personnel Hired in Q3

Position Date Filled

Partnership Intervention and Partners for Food Solutions Manager (Kampala) May 4, 2020

Partnership Intervention Managers (Gulu) May 18, 2020

Partnership Intervention Manager (Kampala) May 18, 2020

Deputy Chief of Party June 1, 2020

Grants Assistant June1, 2020

Partnership Intervention Manager (Mbarara) June 15, 2020

M&E Officer June 18, 2020

Despite COVID-19 restriction, in Q3 recruitment continued apace as seven additional staff were

onboarded and have begun work. We now have a total of 15 long-term technical advisors (LTTA) staff,

with four out of five key personnel positions filled and the fifth in the final stages of recruitment. The

Kampala head office is now fully staffed. The team is planning to have all positions filled by the end of

Q4.

The pandemic did cause challenges in staff orientation and onboarding. Remote orientation proved

difficult to coordinate effectively; and issuing equipment, such as laptops and mobiles phones, could not

always be done in a timely manner as equipment is stored at the office, which was not open for business

as usual.

Short-term technical advisors (STTA) from the US-based home office team related to training in IT,

server installation, and management, procurement and contracts, field accounting system installation and

training, and MSD were cancelled due to the pandemic and rescheduled. However, the Procurement

Training has been successfully delivered remotely to all staff, one-on-one IT training is ongoing with the

ICT specialist, and the other trainings have been rescheduled and will be conducted remotely in the next

quarter.

SUMMARY OF KEY ACTIVITIES FOR Q4

The items listed below are contractual deliverables or key activities planned for Q4.

TABLE 12: Activities and Deliverables

Deliverable Anticipated Date

Submit Quarterly Progress Report July 30, 2020

Initiate Implementation of Interventions by pre-identified grantees

aWhere and Bid Network August 2020

Finalize and sign agreements with additional five partners form the

General RFA August 30, 2020

Complete design of the Local Government engagement strategy September 30, 2020


Finalize collaboration strategy with other USAID Activities

(Biodiversity, Integrated Community Agriculture and Nutrition

Activity (ICAN), among others)

August 15, 2020

Undertake field visit to Karamoja for positioning August 30, 2020

Finalize AMELP and obtain approval August 10, 2020

Organize a virtual presentation on 1st year lessons to USAIF

Implementing Partners September 10, 2020

On-board and complete MSD and other trainings for new staff September 15th 2020

Complete and present Year 2 Annual Work plan September 30, 2020

Organize a Virtual workshop and present to key Government

Ministries in Kampala August 20, 2020

Undertake environmental and due diligence of selected awardees Through August 30,2020 (dependent

on state of pandemic)

Baseline Survey Report Submission August 31, 2020

All of the above activities will mostly be conducted remotely, in the event there is a surge in COVID-19

infections in the country and travel and mass gathering are restricted. In the event that infections show a

downward trend and the GoU declares the country safe to return to normal, the Activity team will

expedite field level activities to ensure that most of the key milestones for year 1 are achieved in the

remaining period.

USAID FEED THE FUTURE UGANDA INCLUSIVE AGRICULTURAL ...

Documents