1. EASTERN AFRICA GRAIN COUNCIL LAUNCH OF THE 2013-2017 EAGC STRATEGIC BUSINESS PLAN

2. Contents EAGC Milestones 2008-2012 EAGC Strat. Biz. Plan EAGC Mid Term Review (MTR) The 2013-2017 SBP Process 2013-2017 SBP Key Highlights Appreciation

3. EAGC Milestones 2005 – 1 st African Grain Trade Summit (NBI) - Resolution to form EAGC is passed 2006 – EAGC is Established – Interim BOARD 2007 – EAGC Secretariat is Established - USAID Rates Grant – Start up Funds - 2 nd African Grain Trade Summit (NBI) 2008 – SIDA 5 Year Grant - WRS Pilot Project Launch - 2008-12 Strategic Business Plan

4. EAGC Milestones…. 2009 – 3 rd African Grain Trade Summit (TZ) - EAGC Uganda Chapter/Country office 2010 – 8 th Agribusiness Fair – Nakuru, Kenya -EAGC Tanzania Chapter/Country office 2011 – 2 nd Board of Directors transition - 9 th Agribusiness Fair – Nakuru, Kenya - 4 th African Grain Trade Summit (UG) - Mid-Term-Review (MTR) 2012 – Eastern Africa Grain Institute launch

5. 2008-2012 EAGC SB Plan Recognition of the Origin of EAGC, which is to address Grain Value Chain Constraints arising from; – Fragile local markets, lack of access to & Knowledge about alt. markets – Restrictive trade regulations in & btwn Countries – Non-organize small holder farmers not able to recognize grain market opportunities & lack ability for economies of scale in collective bulk storage & marketing – Lack of Mkt Info & Structures to sell at optimum time & Price

6. EAGC Role…… To promote free trade in GRAIN under harmonized trade regime, providing small holders with improve market access. The concept and role of EAGC fits well with the objectives & frameworks of; – African Union(AU), NEPAD, & CAADP All recognizing AGRICULTURE as central in the alleviation of poverty and provision of food security thus…reaching the MDG’s

7. EAGC Approach…. Expansion & Harmonization of Agric MIS Harmonization of Agric Trade Policies, Capacity Building for Trade & Farmer Organizations to participate in STS. Promoting STS – rules of trade, standard contracts, collateral mgt, Enabling policy environment leading to use of WRS and emergence of Commodity Exchanges

8. EAGC -Who we are Regional Organization for Grain Value Chain Membership based, Not for Profit Company Limited by Guarantee Members include ◦ Farmers/Producers ◦ Traders, Handlers, Warehouses ◦ Processors/Milling Companies ◦ Stakeholders, Service/Inputs providers, Int’l Org etc Membership Categories ◦ Active ( Producers, Traders/Handlers, Processors) ◦ Affiliate (Associations of Producers, Traders, Processors) ◦ Associate (Service Providers, Int’l Org, Stakeholders

9. EAGC Mandate Regional Trade Promotion of Grains/Staple Foods Regional Harmonization & Coordination Policy Advocacy – to reduce trade barriers Capacity Building & Stakeholder participation

10. EAGC Presence Map Focus is on countries in the larger Eastern Africa Region- 1.Kenya 2.Tanzania 3.Uganda 4.Rwanda 5.Burundi 6.DR Congo 7.Zambia 8.Malawi 9.Ethiopia 10.South Sudan.

11. EAGC Scope and Relevance Apex regional organisation for the grain industry providing a voice for farmers, processors and traders. Influencing regional integration of the grain trade through harmonisation, trade facilitation and market development. Development and provision of a Market Intelligence System on the grain industry A unique forum for food value chain policy advocacy Development of a national and regional Structured Trading System for grains

12. Key EAGC Initiatives Structured Trading Systems (STS) Grades and Standards Storage and warehousing Warehouse Receipt System, Grades and Standards Standard grain trading contracts Arbitration mechanism Financing Systems –Inventory Credits -Collateral Management Commodity Exchange Market Information Systems (MIS) Regional Agricultural Trade Intelligence Network (RATIN) Electronic Grain Trade (EGT Africa) Capacity Building Training on WRS, Grades and Standards, market information sourcing and disseminate,trade contracts, rules trade and the process of arbitration Trade Policy Policy Dialogue Regional harmonization of Trade Policies Regional Food Balance Sheet Removal of Trade barriers

13. EAGC Vision & Mission EAGC Vision....“ A region that is freed from the indignity of the hunger and food insecurity, where the production, processing, trade and marketing of grains is handled in a sustainable private sector led manner.” EAGC Mission “To bring order to the regional grain trade, practising and promoting approaches to trade that help farmers, suppliers, traders and processors transform their businesses”

14. MID TERM REVIEW CONDUCTED IN MAY/JUNE 2011 BY IMANI DEVELOPMENT CONSULTANTS FUNDED BY SIDA MOST MEMBERS & KEY STAKEHOLDERS INTERVIEWED REPORT PRESENTED TO BOARD AND ADOPTED RECOMMENED FURTHER CONTINUED FUNDING

15. MTR EAGC Score Card…. Performance Factor Score 1-5 (1 is highest, 5 is lowest) Relevance Current: 1 Future: Risks falling to 2 Highly relevant but is operating in a dynamic environment that requires continuous and good quality interaction with stakeholders. Efficiency Current: 3 Future: Potential to 2 With successful implementation of restructuring A professional organization but requires improved activity and project prioritization, and faces capacity risks. Effectiveness Current: 3.5Future : Potential to 2 Delivery of services has been variable and shows some fragility to date, but has high potential. Steps being put in place to deliver results. Sustainability Short term: 1Long term: 3 Financially sound, with good management and adequate governance. Donor-funded dependency is major long-term risk that is recognized and needs to be addressed.

16. EAGC MTR SWOT STRENGTHS A Regional brand & presence The Warehouse Receipt System (& Structured Trading System) still recognized as a key initiative The Market Information System and RATIN brand has recognition and underlying value EAGC has a Value Chain membership Long-running Partnerships with Development Agencies Sound Governance and Financial management WEAKNESSES Long-term Financial sustainability Internal staff capacity for broad agenda OPPORTUNITIES Revise Strategic Plan Consolidate Regional Footprint Develop Informed Policy Advocacy THREATS Balancing interest of the membership groups (traders, farmers, processors) Perception of Donor Driven/Time expiry of projects Activity and Task Driven v. Sustainable results Have Risk averse clients Develop Roadmap to Regional Grain Integration

17. Evaluation of EAGC Objectives OBJECTIVECONSULTANT COMMENT Strengthening Agric Markets in COMESA lots more to do Strengthened Agric. Info gathering, analysis and dissemination Systems “system & platform in place, still needs conversion to MI and Impact “ (?) Enhanced Stakeholder capacity to appreciate & comply with international standards for structured trading systems ”platform & building blocks in place but conversion to active STS still to be done” Strengthened farmer orgs, trade assocs (etc) so they can contribute better to grain market development Question if this remains a core objective for EAGC Improvement in enabling & regulatory environment – WIP on regulatory side but progress slow on policy intervention

18. MIS Evaluation Program Area Consultant Comment Changing focus among funding partners, shrinking the support base Threat Lack of regional co-ordination Weakness National policy programs tend to be at odds with private sector aspirations Opportunity HR Capacity making it difficult to be most effective Weakness Poor market info, too late – Opportunity Barriers to sharing national market info across the region Opportunity Poor mechanisms for disseminating market info Opportunity

19. WRS Evaluation Program AreaConsultant Comment Among challenges is the poor state of roads to get grain to warehouses Not in EAGC control Lack of storage forces farmers to sell at harvest Opportunity Lack of quality produce due to poor awareness of standard Opportunity Lack of organised, effective farmer groups Opportunity Lack of tradeable quantities Opportunity Market price distortions through govt. Interventions Opportunity Absence of WRS legislation has limited the benefits of warehouse receipt financing Opportunity

20. PPP Evaluation (Policy) Program AreaConsultant Comment Limited consultations by govt with Private Sector groups in early stages of policy formulation Weakness and Opportunity Lack of harmonisation in policies and standards across the region Opportunity Uncoordinated & variable adoption / implementation of regional policies by govts. Opportunity Likewise unpredictable, haphazard/illogical and unsustainable govt. policies Opportunity

21. Strategic Issues….revisited Resources vs Demand. It was noted that the demands on EAGC from the various stakeholders were increasing. However, the resource base of the institution were limited thus presenting a serious challenge of matching demands on EAGC to the available resources – human and financial. Membership Roles especially corporate members and affiliate/associate needed to be revisited and redefined such that they could have a lot more involvement on EAGC and volunteer resources and personnel for the activities of the council. Advocacy Role strongly recommended that it was important for EAGC enhance this role, raise its profile and visibility to get on top of the BIG ISSUES and be THE VOICE OF THE GRAIN INDUSTRY nationally and regionally to proactively influence policy and claim a stake and position at the decision making tables. Country Offices – Uganda and Tanzania, where EAGC had relatively lower presence. The issue was that more needed to be done on funding to increase presence and activities

22. SB Planning Process May/June 2011 – Mid Term Review Nov 2011 – Board & Mgt Retreat Jan 2012 – 1 st Draft Review Feb 2012 – Stakeholder Validation March 2012 – Revised Draft April 2012 – Members Launch July 2012 – Final Publication

23. EAGC 2013-2017 STRATEGIC BUSINESS PLAN KEY HIGHLIGHTS

24. SBP Key Highlights The 2013-2017 Strategic Plan repositions EAGC as the leading voice for the grain value chain in promoting an enabling business environment through high level policy advocacy, market linkage and structured trading system strengthening, and capacity building of its members…

25. Strategic Issues MEMBERSHIP Development focusing on membership growth and enhance communication and interaction with and among members. Research, high level ADVOCACY and Policy influence Enhanced quality of SERVICE DELIVERY through technology and innovation Staffing, systems and COUNTRY STRUCTURES strengthening PARTNERSHIP and linkages Resource mobilization and financial SUSTAINABILITY

26. EAGC SWOT FACTORSTRENGTHWEAKNESS EAGC’s Legal basis Legal framework exists to carry out its mandate Company limited by guarantee, not for profit, membership based, regional and has goodwill to attract support from members and other stakeholders. The Legal instrument from which EAGC draws its mandate portrays EAGC as a regulator which is not the case hence requires review. Leadership and Governance Strong leadership at both secretariat and board level comprising Executive Director and a Supportive organizational culture Strengthen/Establish country structures to enhance membership outreach & Service Delivery

27. EAGC SWOT…… FACTORSTRENGTHWEAKN ESS Management systems Lean organizational structure that facilitates decision making, Committed Secretariat and strong, Systems, policies and procedures exists Need to strengthen management systems, policies and procedures Weak research and advocacy capability Staff competencies Competent and experienced staff. Unique competences in agribusiness / grain sector Small staff strength Strengthen research and advocacy function.

28. Corporate image and visibility Good reputation which allow representation and corporate visibility The only regional body in the grain sector Low Membership base relative to the captive market Though a regional body but perceived as Kenya centric Technical facilitiesBasic technical facilities exists including moisture meter and ICT infrastructure Need to revamp ICT infrastructure to support service delivery Low ICT leverage in improving service delivery Inadequate resource centre and training facilities Finances/ResourcesPositive resource mobilization results to support operations Fragile financial base that is donor and membership subscription dependent International, regional and local linkages Long-running Partnerships with Development Agencies Leverage strategic partnerships and linkages to complement internal capacity.

29. OPPORTUNITIESTHREATS Policy Advocacy and effective representation of members interest Grain value chain need for relevant and real-time information on trade flows, market, prices etc Leverage strategic partnerships and linkages with regional trading blocs, development partners and regional bodies such as COMESA, SADC, WFP, FAO,EAC, IGAD, AU etc Increasing inflation rates resulting to reduced membership and support for EAGC in terms of subscriptions Unstable political environment. Increased Competition and threat of emerging regional membership organizations and national Associations that may compete for membership with EAGC including service delivery.

30. OPPORTUNTIESTHREATS Technological leverage in developing and delivering high value services and products Opportunities for membership growth in the region Potential for strategic partnerships exists with international, regional and local organizations Development partners/donors change policy and priorities which may impact on funding Unfavorable government regulations/ policies and conflict of interest Weak dispute resolution structures Unpredictable climatic conditions which may affect grain players’ income hence reduced membership base

31. Stakeholder Analysis… INTERNAL STAKEHOLDER STAKEHOLDER EXPECT.EAGC EXPECTATION EAGC’s Board Members  Effective implementation of Board’s decision and directives  Effective communication of the Council’s progress, challenges and support required of the board  Provide policy direction and thought leadership to EAGC secretariat and its members  Timely approvals of budgets and plans  Effective representation of members and Council’s interests in various debates and meetings. Secretariat/ Staff of the Council  Provision of a safe, motivating and rewarding working environment for all staff  Develop staff skills & Competencies  Encourage career development and growth/progression  Commitment  Performance  Results

32. EXTERNAL STAKEHOLDERSTK. HOLDER EXPECTEAGC EXPECT EAGC Members (Producers, traders, processors and other grain sector players ) Effective advocacy of their interest Effective representation in various forums Quality service delivery and innovative products Regular forum for networking and sharing of best practice Support EAGC’s advocacy initiatives Participate in the programs and activities organized by the Council Prompt subscription payments Assists with recruitment of new members Utilize EAGC services/product offering

33. EXTERNAL STK. HOLDERSTK. HOLDER EXPECTSEAGC EXPECTS Government (Relevant Ministries, departments and regulators) Increased grain production, availability and stabilize regional grain prices Participation in grain policy and strategy formulation, meetings and grain sector forums Provide thought leadership in the grain value chain and empower grain value chain players Provide an enabling business and regulatory environment for the grain industry. Empower grain value chain players through capacity building initiatives Provide tax rebates and subsidies on agricultural produce and inputs Open up and provide information external markets opportunities Facilitate harmonization of policies across countries.

34. EXT. STK. HOLDERSTK. HOLDER EXPECTSEAGC EXPECTS Development Partners/ Policy makers e.g Donors, FAO, WFP, AU, EAC, COMESA etc Accountability, transparency, prudent use of resources and impact Active participation in international debates and policy formulation affecting the grain value chain Mutual benefit that creates a “win win” relationship Financial and technical support Resources to support EAGC interventions/ programs. Media Real time information concerning the grain industry. Publicity and advocacy on grain sector issues

35. NEW Vision & Mission “To be the leading voice for the grain industry in Africa” “ To advocate for an enabling environment and promote structured grain trade for optimum stakeholder benefits ”

36. Core Values & Guiding Principles CORE VALUE Good GovernanceEAGC upholds accountability, transparency and prudence Regional ScopeRepresenting interests of all member countries equitably and without bias. Equity and Inclusion upholds fairness and participation by all NeutralityNon – Political and non - religious Environmental Conscious Committed to a safe and sustainable environment

37. Strategic Goal The overarching goal of the Council is to PROVIDE THOUGHT LEADERSHIP in the grain value chain through research, strategic INFORMATION development & dissemination, high level ADVOCACY and CAPACITY building initiatives that enhances MARKET LINKAGES, structured trading systems and maximizes value to its members in the grain value chain

38. Strategic Objectives 1.To continuously grow the EAGC’s membership base to retain credible representation. 2.To leverage research in enhancing EAGC’S advocacy agenda of promoting an enabling business environment 3.To strengthen EAGC’s country structures,, systems, processes and human capital

39. Strategic Objectives… 4. To develop and deliver quality service portfolio that enhances members’ competitiveness 5. To build and strengthen strategic partnership and linkages in achieving EAGC’s mandate. 6. To establish a sustainable resource base

40. KEY RESULTS AREAS 1.Membership Development & Service Delivery 1.Thought Leadership & Policy Influence 2.Institutional Strengthening 3.Partnership & Linkages 4.Financial Sustainability

41. EAGC Benefits A unique FORUM for Grain Stakeholders – TO ADDRESS COMMON ISSUES & CREATE PARTNERSHIPS – SET OWN PRIORITIES AND DESTINY FOR THE SECTOR – HAVE A VOICE/SAY IN THE POLICY DIALOGUE AFFECTING YOUR BUSINESS – ACQUIRE SKILLS/TRAINING IN STS, REGIONAL TRADE – BUSINESS TO BUSINESS (B2B)LINKAGES – SUPPLY CHAIN & SERVICES A link to the REGIONAL GRAIN value chain – Larger Regional Market – More Sales/Profits – Regional Integration & Harmonization (Trade Policies, Standards etc – Regional & Continental Trade SUMMITS – Share best practice in the region – COMMODITY EXCHANGE! A link to the REGIONAL Market Information System (RATIN) – Access market and Trade info for ESA region, RFBS

42. EAGC Benefits......... BenefitsFarmerTraderProcessor Millers Financial Inst Consumer Market Information (RATIN)√√√√√ Grain Bulking, Market Access Better Prices Price Risk Mgt (WRS/Commodity Exchange) √√√√√√ √√√√√√ √√√√√√√ Finance Access (WRS, Inventory Credit) √√√ Storage, Handling, Safety Quality, Supply Guarantee √√√√ Policy/Enabling Environment√√√√√ Transaction Costs Reduced (Working Capital, Multi -Transact √√√√ Increased Incomes√√√√ More Organised Clients√√√

43. KRA1. MEMBERSHIP DEVELOPMENT & SERVICE DELIVERY STRATEGIC OBJECTIVESSTRATEGIES To continuously grow the EAGC’s membership base to retain credible representation. Attract new members and retain existing members Organize and involve members in its programs and agenda Revamp EAGC’s identity and strengthen its capacity to effectively meet its mandate To improve income and livelihood of members Establish and strengthen market access and business to business linkages Strengthen and build capacity of member organization's Support and facilitate innovations in the grain sector. To develop and deliver quality service portfolio that enhances members’ competitiveness. Continuously monitor the evolving members and grain sector needs Revamp product/service portfolio Improve quality of service delivery Revamp ICT infrastructure to increase access to EAGC services

44. KRA 2. THOUGHT LEADERSHIP & POLICY INFLUENCE STRATEGIC OBEJECTIVE To leverage research in enhancing EAGC’s advocacy agenda of promoting an enabling business environment STRATEGIES Attract, develop and retain competent research and policy staff Partner with reputable local, regional and international research institution and development partners Pursue representation and participate in national, regional and international forums and debates Leverage the media in promoting the grain sector issues Continuously address emerging issues affecting grain sector players

45. KRA 3. INSTITUTIONAL STRENGTHENING STRATEGIC OBJECTIVE To strengthen EAGC’s country structures, systems, processes and human capital STRATEGIES Establish and strengthen EAGC country presence Attract, develop and retain competent staff Continuously review internal systems, processes policies and procedures Provide an enabling work environment

46. KRA4. PARTNERSHIPS & LINKAGES STRETEGIC OBJECTIVE Establish and strengthen strategic partnership and linkages in achieving EAGC’s mandate. STRATEGIES Develop structures and policy framework to guide strategic partnership and linkages Identify opportunities for strategic partnerships and collaborations. Establish credible and value driven partnerships

47. KRA 4. FINANCIAL STABILITY STRATEGIC OBJECTIVE To build a sustainable resource base. STRATEGIES Develop and implement low cost value driven services Undertake an aggressive resource mobilization initiatives Develop and implement cost management strategies

48. PLAN RESULTS…. OUTPUTS STRONG EAGC WITH MORE MEMBERS BETTER SERVICES & PRODUCTS STRONG PARTNERSHIPS MORE RESOUCES OUTCOMES BETTER DECISION MAKING MEMBERS SATISFACTION BETTER REPRESENTATION FINANCIAL STABLE VISIBILTY & PRESENCE IMPACT ENABLING BUSINESS ENVIRONMENT STRUCTURED TRADE IMPROVED INCOMES & LIVELIHOODS FOOD SECURITY IN AFRICA

49. APPRECIATIONS……. SIDA– FINANCIAL SUPPORT USAID COMPETE – PARTNERSHIP SUPPORT EAGC MEMBERS, EAGC BOARD & SECRETARIAT STAKEHOLDERS- GOVT, MEDIA, PARNTERS CONSULTANTS – MAXWOTH & IMANI ………….ASANTENI SANA