Increasing Agricultural Investments  through advocacy for farmer favourable policies Addition 2015
In 2015, EAFF wants to pursue and make follow up on the budgetary process, the agribusiness climate index; do a leadership training;  create awareness on the new EAC co-operative societies act 2014; the Malabo declaration and make follow up on the OPPO course.
The budgetary analysis will provide policy considerations that EAFF and members can lobby for in their favor and especially on agricultural investments and on taxation. EAFF will use the FACT approach (FACT4Budget) for preparing policy papers and submission to the governments and to East African Community, the African Union Commission and the East African Legislative Assembly.

Addition 2014
The EAFF proposal 2014 shall focus mostly in tracking and reporting new investments in Agriculture for Eastern Africa that shall be caused directly or indirectly by the work of EAFF.
These investments are expected to be through processes related to CAADP- such as Grow Africa Initiative; bilateral discussions between the Easter Africa governments and development partners and private investors as well as efforts from EAFF to directly influence or access funds for Agriculture; the work shall also entail tracking budgetary process of selected EAFF members with a view of providing analysis and advice on budget implications to Agriculture. The information generated shall be packaged and circulated to EAFF members. We also expect that the budgetary analysis will provide policy considerations that EAFF and members can lobby for in their favor and especially on taxation. EAFF will use the FACT approach for preparing policy papers and submission to the governments and to East African Community, the African Union Commission and the East African Legislative Assembly.

Additional information 2013

EAFF is with the start of the new strategic plan 2012 shifting from visibility and building the credibility of EAFF towards a more service delivery oriented network. It was observed that the majority of the farmers' organisations, members of EAFF, were heavily donor dependant. This ranges from 70 - 90 % dependance. This model thus meant that they were less accountable to the membership and over time this has led to less provision of services to members, low membership contributions, weak leadership and management as members didn't hold them accountable. EAFF sees the FO as a business model. This was the model which the EAFF members want to have effected; the models approach is that Farmer Organisations should be accountable to their membership by developing and delivering services that adress challenges faced by farmers. Good leadership and governance is key to succesfull and sustainable Farmer Organisations. It was agreed that the members promote lean secretariats and leadership structures / positions. The members observed that the forthcoming EAFF 3rd farmers Congress to be held in Bujumbura would provide an opportune occasion to put this message across to both membership, government and development partners.

As part of the new EAFF approach, EAFF intends to continue pursuing other early actions geared at promoting commercialisation and advocating for favorable policies. These include participating in the OPPO training (follow-up); making follow up on respective value chains at the national level as well as learning the FACT approach for advocacy. 

On Agriculture tax EAFF will proceed the work started in 2012 with a more comprehensive approach i.e. we move the national agri tax studies  into a bigger context of the agri-business climate index they will have a wider audience; more concrete and coherent proposals as well as synergies with EABC (East African Business Council) which has been working closely with EAC (East African Community) already.

EAFF had discussions with the EAC, the regional parliament and the EABC after they conducted the agri-tax studies and they advised EAFF to cap the study with one on the agribusiness climate index - then present a more comprehensive report to the EAC & EALA (Regional parliament); EABC (East African Business Council) has been conducting similar studies but for manufacturing business and whenever they present their report it gets a lot of visibility both by media; regional and national governments as well as development partners supporting the EAC. EAFF has an MoU with EABC and they have shared the ToRs they have been using for their study and EAFF will adapt them for agriculture and then launch a joint process.

The study focusses on members, they are the key informants. The components the study will look at is at agricultural market failures. The idea is to look at whether the policies developed for agriculture are supportive of development of small holder agriculture enterprises for the region.

In 2013 EAFF will concentrate on:

- common understanding by the membership and relevant stakeholders of the new EAFF strategic framework orientation for sustainability through entrepreneurship by access to increased and focused funding enhanced.
- Capacities for Agribusiness; policy advocacy (FACT approach) and financial management along value chains enhanced;
- Policies for a favourable environment for increased investments in Agriculture advocated (f.e CAADP).
- Brokerage platforms for value chain actors dialogue promoted and strengthened
- Services demanded to empower membership delivered (SSAPU, South Sudan)
 

Additional information 2012

Following the end of the 2008 – 2011 strategic plan, EAFF with support from Agriterra and other partners undertook a successful evaluation of the old plan and held a planning session for the new plan (February 2012).
The new strategic plan comprise four pillars:
-	Policy advocacy
-	Institutional development and sustainability (effective and efficient management)
-	Knowledge management
-	Agribusiness and Trade (value chains)

There will be a shift from the previous strategic plan which focused a lot on visibility and building the credibility of EAFF. Members requested that we build in mechanisms to ensure the financial sustainability of EAFF, that EAFF get involved in agribusiness initiatives due to the perceived failure of engaging traditional private sector, there be in-build networks around selected themes, developing a coaching and mentor ship program to support leadership development, embrace ICT and other relevant technologies , having a strategy to handle emerging issues e.g. climate change, biofuels etc. and continue to develop capacity to advocate through generation of evidence based policy research and proposals.

This change of thinking needs to be well managed, EAFF needs sensitize its staff and members to better understand the new strategic plan and this may necessitate the need to develop a theory of change in mindset of its members so that EAFF is seen to play a facilitator and catalytic role while the members have to understand their better role and especially how to evolve their respective commodities focus into viable enterprises. 

The members of EAFF need to vision their role in the various agriculture chains as key and major actors in them and they need to realize this potential and opportunity that presents itself to them, however they will need some interventions to make them realize and take advantage of this opportunity.

Agriterra supports EAFF with the implementation of the policy and advocacy agenda focused on programs of national governments and international organizations in order to bring the activities and economic benefits the benefits of such programs to the EAFF members.

Concerning the knowledge management component Agriterra support EAFF to roll out for representatives of their member organizations the course: Optimizing Performances of Producers’ Organizations. 


2011
The Eastern Africa farmers’ federation is a non-profit, non-political and a democratic farmers ‘organization of farmers of Eastern Africa region. The formation of the organization was out of conviction and foresighted by founding leaders to address issues of interest to farmers at all levels i.e. national, regional, continental and at global level.
EAFF was launched in 2001 but registered in 2005. EAFF has a strategic plan (2008 - 2011) with eight pillars i.e. lobby and advocacy, capacity building, information and communication, partnerships and alliances, sustainability, membership, relations between EAFF and membership, crosscutting issues on Environment, gender, HIV and Aids.
The role of EAFF is to promote the interests of farmers on issues touching markets, productivity, capacity, information and regional integration as well as voice the legitimate farmers ‘concerns and interest in socio-economic development through strengthening of individual country platforms, developing positions on regional issues, advocating on behalf of member organizations and enhancing regional cohesiveness. To this end EAFF has signed MoUs with a) Regional Economic Communities i.e. East Africa Community (EAC) (where they also have an observer status) and COMESA, b) regional private sector organizations/ East Africa Business Council (EABC), c) seat in boards of Regional Research Organizations i.e. FARA and ASARECA, d) seat in the FAO Committee on Food Security (CFS), e) have been admitted into the ILC membership, f) seat in the AGRA and AfDB partnership committee and board of Governors respectively

Addition 2015

Purpose 

To enhance the capacity of EAFF and her members on policies that are favourable to agriculture development and provide them with the tools and evidence to use for this lobby.

Results

ER1. Analysis of Budget implementation in 2014/15; budget comparative analysis 2015/16 tracking budget allocations made to agriculture in EAC;
ER2. Conduct an EAC Agriculture Climate Index study 2015; 
ER3. Build the Capacities for AGRIBUSINESS through training on policy and business skills;
ER4. Enhance knowledge on regional agriculture policies – Malabo declaration; EAC co-operative Act 2014, budget & ACI studies.

Activities
Activities related to ER1: Analysis of Budget implementation in 2014/15; budget comparative analysis 2015/16 tracking budget allocations made to agriculture in EAC (FACT4Budget)
-Conduct a comparative analysis of budget performance in the financial year 2014/15; 
-Conduct a comparative analysis of budget policy 2015/16;
-Identify policy proposals from both studies for each EAC country for EAFF follow up;
-Organize country stakeholder validation/ awareness meetings;
-support lobby trajectories; 
-Prepare publications for media; 
-Prepare final report, translate into French and circulate;

Activities related to ER2: Conduct an EAC Agriculture Climate Index study 2015; 
-Undertake a comparative analysis and performance ranking on the 5 indicators agreed upon by EAFF members; on the 5 EAC countries;
-Organize a stakeholder workshop to present analysis report back to back with A5;
-Prepare a policy proposals based on the ranking for respective countries;
-Prepare publications for media; 
-Prepare the final report, translate into French and circulate;
Activities related to ER 3: Build the Capacities for AGRIBUSINESS through training on policy and business skills;
-Conduct a follow up training on OPPO business plans developed in 2014.

Activities related to ER4: Enhance knowledge on regional agriculture policies – Malabo declaration; EAC co-operative Act 2014, budget & ACI studies
-Prepare/gather; disseminate materials on the Malabo declaration and the EAC Co-operative societies Act 2014 in English and French; conduct awareness creation workshops – back to back with A5;
-Contract a publisher & Publish the budget and ACI reports (in 
French & English) for circulation to members and regional stakeholders; 
-Upload on EAFF and members website and in EAFF newsletter all workshop reports and seminars on ER1-ER4

Activities relating to SSAPU support: Build capacity management systems; policy strategy and leadership mentorship of SSAPU by EAFF
-Organize a learning exchange between EAFF and SSAPU staff from Finance; procurement and policy department; 
-Organize a mentorship exchange between select SSAPU leaders and 
EAFF leadership for mentorship. 

Sustainability
With the right understanding of the whole budget making and performance process as well as the agribusiness policy environment; EAFF and her members shall be in a better position to effectively lobby for increased investments in Agriculture.






Addition 2014

Problem statement

a)  African Agriculture is drawing considerable attention globally but stakeholders especially farmers lack information on potential and actual investments being made in Agriculture through processes that they may directly or indirectly influence;
b) Farmers organizations lack the capacity to analyse annual national budgets with respect to Agriculture and especially the 10% agriculture budgetary allocations as guided by the CAADP process. They lack capacity to generate evidence-based policy proposals based on comparative analysis between budgets of more than one country and hence have a weak bargaining power.

Goals / expected results
ER 1: Information on investments to Eastern Africa agriculture made available (targeting 70 million USD investments)
ER 2: Budget tracking and monitoring on budget allocations to agriculture made
ER 3: Capacities for policy advocacy through FACT tool enhanced 
ER 4: knowledge on agriculture budgetary policies & investments enhanced

Purpose
To increase awareness on investments in Agriculture; track budget allocations by governments to agriculture and enhance knowledge and capacity to advocate for better budgetary policy in line with CAADPs proposed 10% budgetary allocation to agriculture

Activities
ER 1: 
A1: Undertake consultations with respect to agriculture investments – this includes discussions with EAFF members and stakeholders such as donors, government, civil society and private sector
A2: Conduct desk study on agriculture investments into East Africa through using tools like the internet. 
A3: Prepare report, translate into French and circulate

ER2
A4: Contract a expert to analyse the budgets of the 5 EAC countries
A5: Identify the common and different tax regimes proposed and analyse implications to Agriculture
A6: Organize a stakeholder workshop to present analysis report and develop policy (tax) proposals for lobbying with the governments
A7: Prepare a policy paper for at least 5 EAFF countries for submission to the governments and to EALA, AUC & EAC and for publication in the East African Newspaper. 
A8: Prepare the report, translate into French and circulate
ER 3: 
A9: Undertake a workshop to develop an advocacy plan using the FACT tool for A7. EAFF shall use the FACT approach to develop the strategy to lobby governments on the policies proposals that we shall have developed under A7.
A10: Undertake a workshop to develop strategies to monitor and access (or partnerships with) the funding and investments available to agriculture
A11. Prepare the action plans report and circulate
A12. Organize the second FACT workshop for EAFF members.

ER4: knowledge on agriculture budgetary policies & investments enhanced
A13: publish a report on the EAC states budget process 2014 and its implications to Agriculture (French & English)
A14: publish a report on Agriculture investments in East Africa for 2014 (French & English)
A15: Upload on EAFF and members website and in EAFF newsletter
A16: Contract a publisher 

Additional support areas

1. EAFF would also seek technical support from Agriterra within the year to develop a mentorship (leadership) program

2. EAFF will hold the second OPPO workshop

3. EAFF will also provide support to SSAPU strategic planning exercise


Additional information 2013

The role of EAFF is to voice the legitimate farmers’ concerns and interests in socio-economic development through strengthening of individual country platforms, developing positions on regional issues, advocating for member organizations and enhancing regional cohesiveness. To this end we have signed MoUs with EAC  (we also have an observer status); COMESA  and IGAD . EAFF has signed MoUs with private sector organizations i.e. East Africa Business Council (EABC) and the East African Grain Council (EAGC) to assist us to engage better with the private sector. 
EAFF has also developed a new strategic framework (2012-2020) which has the following strategic goals :

- A dynamic Regional Platform for Advocacy for Policy Development, Implementation and Accountability
- Functional and Effective Knowledge Hub for Farmer Development
- Strengthening Farmers as Key actors in the Value Chains
- EAFF that is Vibrant, Self-Sustained, Effective and Efficient as an Organisation

Problem statement

- EAFF Members and EAFF development partners have not yet fully internalized the new EAFF strategic framework (2012-2020). The need to seek concerted efforts towards creating farmer entreprises through (lobby) increase funds from public and other international organisations that is geared towards this direction is important.
- In order to encourage enterprise development within EAFF members it is important that the capacity of relevant staff and leaders in the membership around commercialisation, value chain development and lobby and advocacy, is continuously built and follow up on action plans from the training are made. The two trainings OPPO and FACT are in line with EAFF strategic plan.
- According to studies conducted by EAFF on agricultural tax in 2012, it was evident that the biggest Non Tarif Barrier is taxation; in EAC no specific study has been conducted to evaluate the agricultural business climate index. This lack of a specific study may have contributed to the slow integration especially with respect to harmonization of Agriculture policies (e.g. agricultural tax: value added tax on inputs, land tax) and agricultural investments (via CAADP Comesa);
- Owing to the nature and status of Agriculture development in EAFF member countries; it is worth noting that some of the EAFF members are more advanced in terms of organisational and enterprise development than others. EAFF recognizes the need to promote sharing and learning through exchanges among its members as they do not have such a platform; it is also recognized there is need for specific technical support to enhance financial and management systems within the members secretariats as there have been considerable weakness in this area specially for the younger organisation e.g. South Sudan Agricultural Producers Union (SSAPU).

Goals/ results

Expected result area 1 (ER1): Common understanding by the membership and relevant stakeholders of the new EAFF strategic framework orientation for sustainability through entrepreneurship by acces to increased and focused funding enhanced.
Expected result area 2 (ER2): Knowledge management: Capacities for Agribusiness, policy advocacy and financial management along value chains enhanced;
Expected result area 3 (ER3): Policies for a favourable environment for encreased investments advocated; acces to public funds;
Expected result area 4 (ER4): Brokerage platforms for value chain actors dialogue promoted and strenghtened;
Expected result area 5 (ER5) Services demanded to empower membership delivered.

Activities:

1.1. Organize participation of members in EAFF's Farmers Congress on 5-7 th August 2013 in Burundi to exchange with members on the programs and projects undertaken by EAFF as well as orientation of the new strategic plan
2.1 Follow-up for OPPO (Optimising Performance of Producer Organisations)
2.2 Undertaken training on FACT to the EAFF (comprising members, lobby and advocacy team)
3.1 Undertake a study on the agriculture business climate index for EAC in collaboration with EABC (East Africa Business Council) as a baseline for EAFF to guide the advocacy for better policies.
3.2 Share the study report findings during the EAFF leadership and members;
4.1 Present a joint report of the Agricultural Business climate index report to EAC Secretariat and Comesa secretariat
4.2. Publish the report (including the Agricultural Tax report)
4.3. Engage the regional media in interviews and publications in their newspapers
5.1. EAFF Policy and Finance officers to conduct training of SSAPU secretariat and leadership
5.2. EAFF board representatives to undertake mentoring sessions for the SSAPU leaderhip.
 
Additional information 2012

Introduction

The role of EAFF is to voice the legitimate farmers’ concerns and interests in socio-economic development through strengthening of individual country platforms, developing positions on regional issues, advocating for member organizations and enhancing regional cohesiveness. To this end we have signed MoUs with EAC (we also have an observer status) and COMESA; we seat in the FAO Committee on Food Security (CFS) and the farmers through PAFO  seat in the GAFSP  committee that reviews post-CAADP  country proposals on agriculture investments. EAFF is currently involved in consultations on developing a regional CAADP compact that will lay out proposals for agriculture investment priorities at the regional level. This positions EAFF strategically to influence both government and private sector in the region and globally to support farmers; however it poses a challenge in building credible cases and arguments on food security.
Following the end of our 2008-2011 strategic plan, EAFF with support from Agriterra and others partners undertook a successful evaluation of the old plan and held a planning session for the new plan. The new plan – 2012-2020  comprise of four (4) pillars i.e.
i)	Institutional development and sustainability (effective and efficient management)
ii)	Knowledge Management (hub)
iii)	Agribusiness and Trade (value chains)
iv)	Policy advocacy

Problem statement
The new plan will change the landscape of how EAFF operates as there shall be more emphasis on economic service delivery and entrepreneurship as a major axis while the other three pillars will work at supporting this axis; this means that all members need to be sensitized on the plan to properly understand it as well as their roles and responsibilities. 
Of the already organized commodities, intra and inter regional trade is still a major nightmare as a result of numerous Non tariff barriers (NTBs), this effect of NTBs is actually already being addressed by other organizations and is part of the discussion by trade committees at national and regional trade, there is however lack of information especially on agriculture tax and the regimes applied. In a pilot study done on the Kenya-Uganda trade corridor by EAFF it was evident that there was varied application of taxation on agriculture commodities in both countries by the respective governments. This variation in application creates uncertainty in the market and any costs borne in this process are passed on to the consumer, it was however not possible to properly identify the legal provisions provided for in agriculture tax, this study also needed to be scaled out to other countries to understand the agriculture tax structure and its application. Agriculture tax can be used as a trade barrier especially if the farmers are unaware of their rights as well as the law. The advocacy on agriculture tax will greatly synergize other work that EAFF is pursuing on agriculture budgets in this region. Any change in the administration of agriculture tax emanating from influence by EAFF shall lead to improved agri-trade flows at national and by extension the regional level.
In the new strategic plan, it was mentioned that there is need to strategize on emerging issues as well plan for follow up on current issues in Agriculture. There have been many initiatives at the regional level that are geared towards supporting agriculture and EAFF is in a position to influence them. Almost all initiatives are responding to emerging challenges in Agriculture e.g. rural finance, climate change, food security etc. So far EAFF has opened up dialogue with regional institutions and would want to continue pursuing these engagements with time as follows.

3.	Beneficiaries
Primary Beneficiaries: EAFF and its member organizations
Secondary Beneficiaries: Farmers of Eastern Africa

4.	Goals/ results

Expected result area 1 (ER1): Ensure common understanding of the new EAFF strategic plan orientation of entrepreneurship. 
Expected result area 2 (ER2): Develop an agribusiness capacity building strategy and train on necessary skills to be lead actors in value chains 
Expected result area 3 (ER3): Policy advocacy for favourable Agriculture tax regimes to improve agriculture trade 
Expected result area 4 (ER4): Strengthen policy and business dialogue with regional governments and private sector for favourable agribusiness environment 
Expected result area 5 (ER5): strengthen EAFF secretariat capacity to deliver the new strategic plan
5.	Purpose 
To entrench the position EAFF as the voice of farmers of Eastern Africa and as a credible, focused, professionally managed and sustainable organization; all leading to a cohesive and prosperous farming community 

6. 	Activities
•	Activities related to ER1
-	A1: Train & sensitize EAFF members on the new theory of change –of entrepreneurial culture - as per the new strategic plan
•	Activities related to ER2
-	A2: undertake an agribusiness capacity assessment of the member organizations and EAFF
-	A3: Identify and nurture/ train an agribusiness team  and develop clear ToRs for them
-	A4. – Organize atleast 1 national agribusiness training on two selected value chains 
-	A5. – support brokerage and business linkage activities by the agribusiness teams to link the NFOs with other value chain actors.
•	Activities related to ER 3
-	A6: undertake a study on agriculture tax in Tanzania, Rwanda and Burundi on harmonization of agriculture tax levies at all levels
-	A7. : develop policy positions and proposals on agriculture tax and how it fits into CAADP agenda; EAC common market protocol as well as national and regional trade agendas
-	A8: undertake advocacy at national and regional level to the respective Ministries of Trade & Agriculture plus the private sector at national level and to the EAC secretary general; Regional Parliament & The regional private sector. The lobby advocacy committee at regional level shall present these proposals to the regional institutions while the national lobby committees shall present the proposals to national institutions
•	Activities related to ER4
A9: Undertake consultations with EAFF members as well as regional partners on  emerging and on-going issues affecting Agriculture i.e. on climate change, food security & Co-operative policy
A10: Undertake policy advocacy work at regional level on co-operative policy, CAADP investment plans and related Agriculture trade issues
•	Activities related to ER5
A11: Support management and governance processes to support EAFFs positions
A12: Carry out audits for funded project activities












Eastern Africa Farmers Federation (E.A.F.F.)
STRENGTHENING ORGANIZATIONAL CAPACITY FARMERS’ ORGANIZATIONS IN EASTERN AFRICA IN THEIR NEW PHASE
Project abstract - 2011

1.	Introduction
The Eastern Africa Farmers Federation is a non-profit, non-political and a democratic farmers’ organization of farmers of Eastern Africa region. The formation of the organization was out of the conviction and foresighted by the founding leaders to address issues of interest to farmers at all levels i.e. National, regional, continental and at global level. Currently the membership is in nine (9) countries i.e. Kenya, Uganda, Tanzania, Rwanda, Burundi, Ethiopia, Eritrea, DRCongo (Kivu region) and Djibouti. EAFF has already profiled the Sudan and is awaiting results of their referendum to chart its next course of action. 
Following good working relations with Agrittera, EAFF has managed to receive secretariat, governance and technical support over the years. Today, the Eastern African Farmers Federation (EAFF) network of farmers’ organizations has a membership of over 20 million active farmers and its role is to voice legitimate concerns and interests of farmers of the region with the aim of enhancing regional cohesiveness and improving the socio-economic status of farmers has been entrenched.  
In its next phase (2012+) of a new strategic plan dispensation; EAFF endeavors to promote the regional integration of farmers notably through trade as well as representation of farmers at the regional and international level. This will be in line with the new focus for Agriterra which is -
a)	Supporting farmer led enterprises
b)	Economic initiatives at local level
c)	Advocacy and Innovation 

2.	Problem statement
For EAFF to move to its next phase (2012+), it needs to develop a new strategic plan that is
•	In line with its EAFF members aspirations and building on their national strategic plans 
•	Based on performance of the current strategic plan
•	Positions EAFF more strategically with the on-going developments at regional level especially to do with regional integration and commodity development
•	Geared towards sustainability of the organization.
•	That benefits from input by our partners
The current strategic plan (2008-2011) was very ambitious and broad, the intention of which was to popularize and make visible the organization to members, partners and governments and broadly capture issues of importance to the farming community, all of which has been achieved; the next plan should focus on fewer pillars that will strengthen the organization in its endeavour to achieve its vision and mission. Core governance functions shall be partly supported as EAFF transits into a new plan. This is important especially for the current and subsequent leadership to own the process and contribute to the direction and future of the organization. EAFF has developed some financial reporting formats for use in project activities that ease inputting into the overal financial management tool that we are using – TOMPRO- this has been a good experience however despite numerous challenges that we have now streamlined. To ensure that this capacity is sustained and improved, we shall be seeking to improve on these manuals on financial, procurement and audits to be in line with the new strategic focus. The value chains approach has attracted several financial institutions that want to support different aspects and levels of value chains e.g. ware housing, value addition; already EAFF has had initial entry discussions with the East African Development Bank (EADB) and other financiers on value chain financing. EAFF members have also recently been trained with support from FAO on value chain management. We however lack the capacity to pursue such opportunities at national and regional level due to low understanding of value chain financing models including developing appropriate models - and this could have a bearing on how our memberships go-about their agri-business undertakings. 
On membership, The Sudan has just finalized their referendum and results indicate a possibility of cessation and even membership to EAC. This is the last country that EAFF will enlist membership from. The country has a huge potential economically as its rich with natural resources such as land and water. They have also finalized their agriculture policy paper in 2010 (EAFF participated) that shall become law in the new republic. To this end, there is an on-going seed policy harmonization process at EAC supported by ASARECA/USAiD that includes the Sudan. Some of EAFFs major partners also have projects and programs in Sudan as its part of their coverage e.g. COMESA (we have an MoU with, and we chair ACTESA- an agency of COMESA) and ASARECA (we seat in their board); which is a sub-regional research organization covering East and Central Africa. Thus any programs we develop in Southern Sudan shall benefit from synergies by our other partners. We have done profiling of the country and have identified organizations and institutions we can work with. In 2011, EAFF plans to undertake a mission for membership in the southern Sudan by holding sensitization workshops there as well as pursue trade and partnership opportunities for its members.
Finally, for the secretariat to function the role of the CEO shall be supported; however due to budget restrictions Agriterra shall only contribute a portion of this support in salary and related emoluments. Agrittera shall also contribute to administration costs including equipment to support his work; his facilitation to undertake related functions (such as lobby or consultative meetings) and space to work from. 

3.	Beneficiaries
Primary Beneficiaries: EAFF and its member organizations
Secondary Beneficiaries: Farmers of Eastern Africa

4.	Goals/ results

Expected result area 1 (ER1): strengthen managerial systems in EAFF
Expected result area 2 (ER2): Implement governance obligations including new membership recruitment (Sudan)
Expected result area 3 (ER3): Develop a new strategic plan (2012+) that is participatory and inclusive taking into account commodity value chain development.

5.	Purpose 
To entrench the position EAFF as the voice of farmers of Eastern Africa and as a credible, focused, professionally managed and sustainable organization; all leading to a cohesive and prosperous farming community 

6. 	Activities
•	Activities related to ER1
-	A1: Develop an appropriate (and improve on our) financial management; audit and procurement procedures and manuals
•	Activities related to ER2
-	A2: Contribution to meeting holding of one board meeting and audits for 2010/2011
-	A3:  Membership recruitment and partnership development in southern Sudan with FOs; the Government officials, other partners and NGOs – meeting to include developing an EAFF strategy for Southern Sudan 
Activities related to ER 3
-	A4: contribute to an evaluation of the performance of EAFF for the period 2008- ending 2010
-	A6: contribute to a strategic planning process for the period 2012-

Description of Activities related to ER1 -ER 4
•	A1: EAFF has existing manuals on financial management and procurement; however the evaluation on the strategic planning processes recommended a review of these documents. We believe this is an appropriate time owing to visibility of EAFF, increased interest of different partners and that we are getting into a new strategic plan dispensation process
•	A2: The board and the annual general meetings shall be held on rotational basis in member countries as provided for in the constitution of EAFF. These meetings basically evaluate the performance of EAFF, we plan to hold three board meetings with support of one board meeting by Agrittera. The audits shall also be supported and will be presented during the first meeting of the council (AGM)
•	A3: Southern Sudan is an important new country for EAFF. Already EAFF has been involved in various consultations with government officials and private sector of Sudan. We shall hold 2 workshops in two major provinces and then a courtesy call to the Ministry of Agriculture and foreign affairs (incharge of regional matters) to include some NGOs identified in the profiling report of Sudan. 
•	A4: It is important to measure the success of implementing the current strategic plan; it shall also collate the views of members of EAFF, partners and governments especially on what EAFF should focus on in the future
•	A5: this will be the ultimate step where we shall put together the plan with support from our members and partners 

7	Sustainability
•	The new focus of Agriterra will compliment the thoughts EAFF already had on the subject. The feasibility study shall rein in on the possible options for EAFF and identify the best bet of them, while the co-operative policy shall ensure sustainable entrepreneurial undertakings by EAFF members

To increase awareness on investments in Agriculture; track budget allocations by governments to agriculture and enhance knowledge and capacity to advocate for better budgetary policy in line with CAADPs proposed 10% budgetary allocation to agriculture. Plan 2015
To enhance the capacity of EAFF and her members on policies that are favourable to agriculture development and provide them with the Tools (FACT4Budget) and evidence to use for this lobby.