ACORO GREEN FARM

LOCATED IN OYUTU, LUNA PARISH, PADER TOWN

COUNCIL, PADER DISTRICT.
DRAFT BUSINESS PLAN - 2023-2028
ADAPTING AGRICULTURE TO CLIMATE
CHANGE THROUGH EXPANSION AND
IMPROVEMENT OF THE CURRENT
IRRIGATION & LAND MANAGEMENT
SYSTEMS.

PREPARED JOINTLY BY: ACHAN ROSELINE OKWIR AND MR

OKWIR CHARLES RAY OF BIMUKA CAPITAL AND FINANCE
CONSULT WITH SUPPORT FROM GIZ-PRUDEV
Email: acanrose88@gmail.com
WhatsApp: +256770658919
Home: +256783705499
TABLE OF CONTENTS

Contents
Acronyms & Abbreviations...................................................................................................

EXECUTIVE SUMMARY........................................................................................................

CHAPTER ONE: INTRODUCTION........................................................................................

1.1 Background of Acoro Green Farm..........................................................................

1.2 Company Locations and facilities.................................................................................

1.3 Legal Status...............................................................................................................

1.4 Vision, Mission and strategic objectives........................................................................

1.5 Purpose of the Plan....................................................................................................

1.6 Activities, Products and Farm Expansion......................................................................

1.7 Business growth Concept..........................................................................................

CHAPTER TWO: MARKET PLAN..........................................................................................

2.0 MARKET ANALYSIS...................................................................................................

2.2 Existing customers and proposed new customers;......................................................

2.3 Pricing Strategy........................................................................................................

2.5 SWOT ANALYSIS......................................................................................................

2.6 Marketing and Promotion of Company products..........................................................

2.7 Customer Service.................................................................................................

CHAPTER THREE: PRODUCTION PROCESS.........................................................................

3.1 LAND FOR MAIZE FARMING BUSINESS......................................................................

3.2 MACHINERY AND EQUIPMENT FOR MAIZE FARMING.................................................

 3.3 MAIZE FARMING INPUTS..........................................................................................

3.4 PEST AND DISEASE MANAGEMENT...........................................................................

3.5 HARVESTING AND STORAGE OF MAIZE.....................................................................

3.6 RISKS & MITIGATION...............................................................................................

4.0 Management and Organizational structure....................................................................

4.1 Organizational Structure...........................................................................................

4.2 TITLE, ROLES AND RESPONSIBILITIES......................................................................

4.3 Remuneration of personnel.......................................................................................

4.4 Recruitment.........................................................................................................

4.5 Training and staff development..............................................................................

5. FINANCIAL PLAN..........................................................................................................

5.1 Introduction.............................................................................................................

5.2 Important Assumptions:............................................................................................

5.3 Growth expectations of the Company in 1 year..........................................................

5.3 Projected Profit and Loss (SHS).................................................................................

Acronyms & Abbreviations
ARDC Agricultural Research and Development Centre

ATM Access to Markets.

BSMD Business Services for Market Development

FYM Farm Yard manure.

GDP Gross Domestic Product

GIZ The Deutsche Gessellschaft fur Internationale Zusammenarbeit.

MAAIF Ministry of Agriculture Animal Industry and Fisheries

MGF Matching Grants Facility

MSMEs Medium and Small Micro Enterprises

NAADS National Agricultural Advisory Services

NARO National Agricultural Research Organization

NGOs Non Governmental Organizations

NSSF National Social Security Fund

UEFB Uganda Export Promotion Board Uganda.

UBOS Uganda Bureau of standards

SHS Uganda Shillings

UNADA Uganda Agro Input Dealers Association.

UNBS Uganda National Bureau of standards.

UNFFE Uganda National Farmers Federation

URA Uganda Revenue Authority

USAID United States Agency for international development.

EXECUTIVE SUMMARY

Name of the Business: Acoro Green Farm.

Acoro Green Farm was established in the 2015 and is a progressive local
owned business that is engaged in the production of vegetables and fruits
throughout the year by small drip irrigation. The Farm started small scale
irrigation in 2015 March by locally digging a water source. In 2016 a solar
water pump was secured by a loan from Solar Now, a renowned solar
equipment supplier in Uganda. After acquiring a full set of drip lines, the
Company presented a proposal to the ministry of water under its program
of water for production and installed the lines. The business is practicing
growing vegetables and fruits on subsistence scale
Business Concept
The Company strategy is to enhance and expand the current irrigation
system at Acoro Green Farm in Oyutu village, Luna Parish, Pader town
council so as to enhance production of vegetables (mainly onions) but also
cabbage, tomatoes, egg plants, sweet pepper, dodo, embuga, malakwang,
boo, dii, sukuma wiki, okra, etc; and fruits (mangoes, jack fruits, dragon
fruits, oranges & lemons, bananas) throughout the year.
Staffing
The staffing consist mostly of unskilled supervised by skilled agronomist
hired from district local gov’t. The business has 3 skilled family members in
finance, management and records who mainly own this business.

Marketing
Maize flour, Fresh fruits and vegetables are very rare in and around Pader
mostly during the dry season. Located in the prime and civic areas of Pader
town council, the demands for the above items cannot be fully met by the
current vendors.
Therefore, the business has developed marketing strategy that will enable
the company to build its market share and profitability in the Ugandan
market in a sustainable manner. The basis of the strategy and
implementation of activities is to meet the business performance targets of
the company within the resources allocated. The described outline in the
business plan provides an overview and key milestones that must be
achieved in order to meet the required revenue targets.
Our strengths and opportunities include available family land, reliable
sources of water with efficient solar pumps, proximity to DLG makes
extension staff readily available, position within main and only civic and
institutions of Pader widens our market. However few threats and
weaknesses are intermittent water source, neighbours still burn bushes,
lacks an agronomist.

Critical Success Factors for Acoro Green Farm

The key elements that will be important in the growth of the company
include:
 Satisfying the local demand before venturing on National markets.
 Working capital to expand the farm
 Strong team (management, operational and technical) to implement
the business plan.
 Constantly pursue newer and better processes, services and
management practices to enhance our customer’s experience.
 Professionalism in delivery of quality products and services.

Growth expectations of the Company in 1 year

Our 2023 production plan majors in maize during rain fed period. On 4.5
acres we plan to get 8100 kg i.e. 90 bags of 90kg each
COSTS OF PRODUCTION AND PROFITABILITY ANALYSIS OF MAIZE
  PRODUCT
REQUIREMENTS Maize produce Maize flour Maize brand
4050kg 3037.5kg 1012.5kg

Maize seeds 221,250 59,000 14,750

Opening land 412,500 110,000 27,500
Planting 184,500 49,200 12,300
1st weeding 198,000 52,800 13,200
2nd weeding 198,000 52,800 13,200
Spraying herbicides 52,500 14,000 3,500
DIRECT MATERIAL COSTS - A 1,266,750 337,800 84,450
Harvesting 450,000 120,000 30,000
Transportation 300,000 80,000 20,000
Milling into flour 0 455,625 151,875
Packing & branding 0 60,000 20,000
Threshing 262,500 70,000 17,500
Trading licence 0 30,000 0
Loading & Off-loading 75,000 20,000 5,000
TOTAL INDIRECT COSTS - B 1,087,500 835,625 244,375
TOTAL COSTS OF PRODUCTION– C (A+B) 2,354,250 1,173,425 328,825
Total Production - D 8,100Kg 6,075Kg 2,025Kg
Total Cost of Production/Unit – F (C/D)
290.6/kg 193.1/kg 162.3/kg
Expected Turn over - G 8,100kg 6,075kg 2,025 Kg
Actual sales/Unit H (Market price) 1,000/kg 2,500kg 500kg
Total Sales – I (HxG) 8,100,000 15,187,500 1,012,500
Net Profits – J (I-C) 5,745,750 14,014,075 683,675
Profit/Unit – K (H-F) 709.4 2,306.9 337.7
Percentage profit -L (J/IX100) 70.9% 92.2% 67.5%

Table 1: Growth expectations of the Company for the first 5 years

Year End 2023 2024 2025 2026 2027
Account Type Current Projected Projected Projected Projected
Sales 24,300,00 31,347,00 40,751,10 61,126,65 122,253,30
0 0 0 0 0.
1, 3, 6,09 9,1 21,
Cost of Sales 689,000 209,100 7,290 45,93. 035,650.

Gross Margin % 90% 89% 85% 85% 83%

22, 28, 34,653, 51,9 101,
Gross profit 611,000 137,900 810. 80,715 217,64
2, 4, 5,3 8,0 17,
Operating Expenses 167,500 118,250 53,725 30,587 667,292
20, 24, 29,300, 43,9 83,
Profit Before Tax 443,500 019,650 085. 50,127 550,357
Corporation Tax 6, 7, 8,79 13,1 25,
30% 133,050 205,895 0,025 85,038 065,107
Net Profit after Tax 14, 16, 20,510, 30,7 58,
 310,450 813,755 059 65,089 485,249
Net Margin % 54% 54% 55% 55.4% 58.2%

Going by the above profitability analysis, Acoro Green Farm shall sell its
maize in flour and maize brand form because of the high returns. When we
produce and harvest maize twice a year, the net profit also doubles. This is
only during reliable rainy seasons.
Our action plans include registration with URSB, setting up value addition
equipments e.g. solar driers, egg incubators, mini tractors, to revamp our
production well capacity and to establish a one stop centre for provision of
all the above products.

CHAPTER ONE: INTRODUCTION

1.1 Background of Acoro Green Farm

Acoro Green Farm was established in the 2015 and is a progressive local
owned business that is engaged in the production of vegetables and fruits
throughout the year by small drip irrigation.

The Farm started small scale irrigation in 2015 March by locally digging a
water source. In 2016 a solar water pump was secured by a loan from
Solar Now, a renowned solar equipment supplier in Uganda. After acquiring
a full set of drip lines, the Company presented a proposal to the ministry of
water under its program of water for production and installed the lines.
The business is practicing growing vegetables and fruits on subsistence
scale.

1.2 Company Locations and facilities

The project site is situated in Oyutu cell, Luna ward, and Pader town
council. Acoro Green Farm is registered with Pader District Administration
and is in the process of registering with URSB. It operates a mini drip
irrigation producing all types of vegetables and fruits from grafted
mangoes and jack fruits.

1.3 Legal Status

Acoro Green Farm is a business registered by Pader District Local

Government, and it has applied to be registered with Uganda Registration
Services Bureau (URSB).
1.4 Vision, Mission and strategic objectives

The vision of Acoro Green Farm:

To be able to satisfactorily, quantitatively and qualitatively, meet the

market demands of fresh fruits & green vegetables in Northern Uganda
and also to accelerate transition from poor environmental approaches to
sustainable, smart and acceptable management strategy”.

The Mission:

“To have a one stop center for distributions of quality maize flour, fresh
fruits & green vegetables (generally termed “Fresh Foods”) and also create
the most compelling, conducive and appealing GREENING policy”

Company Objectives

 To grow our produce for commercial purposes using smart agriculture

techniques during both rainy and dry seasons; supply both fresh and
dried products with value added.
 To give employment to at least 50 women/year in the vegetable & fruit
production and value chains.
 To preserve, protect and maintain our environment as a model and keep
it 90% green, natural and conducive.
 To advocate for & disseminate greening policy in the north by having
GREEN TALK in 30% of our communication channels/language.

1.5 Purpose of the Plan

The purpose of this business plan is three-fold:

 a) It is intended to serve as a farm operating tool (a guide to the
operations) for promoting Climate over the next 5 years.
b) It is further intended to outline specific goals, benchmarks for
success, and action step timelines. This will guide the farm with
planned improvements to facilities, implementation of improved
management practices, increased herd production and net income
goals over the planned period.
c) It is also intended to support any requests for financing from
Financial institutions

1.6 Activities, Products and Farm Expansion

The Company strategy is to enhance and expand the current irrigation
system at Acoro Green Farm in Oyutu village, Luna Parish, Pader town
council so as to enhance production of vegetables (mainly onions) but also
cabbage, tomatoes, egg plants, sweet pepper, dodo, embuga, malakwang,
boo, dii, sukuma wiki, okra, etc; and fruits (mangoes, jack fruits, dragon
fruits, oranges & lemons, bananas) throughout the year.

The management of the business seeks to: -

1) To improve the production capacity of the current water source so as
to give water 24/7 enough for venture throughout the year.
2) To redesign and expand the current irrigation system to fit the fruit
and vegetable growing so as to harvest throughout the year.
3) To plan and design the available land to include ventures like dairy,
piggery, vegetables, fruits, poultry and apiary as it used to be.
Acoro Green Farm is a family-owned enterprise with passion for farming
mostly vegetables, fruit trees, apiary, piggery, dairy cows and other crops
like maize, sweet potatoes, and gnuts for food crops. The expansion plan
will be implemented in phased and the enterprise this year is majoring on
production of maize.

MAIZE is one of the most demanded and consumed cereals in Pader

district in terms of flour, roasted and cooked cobs, cooked whole seeds
(nyoii), maize brands for animal feeds etc. When the flour is mixed with
soya bean flour, mukene and gnut paste, it is a very good source of energy
giving food, protein and vitamins.

1.7 Business growth Concept.

 Achieve financial stability: generate more revenue, cut costs to raise
profitability.
 Employee development goals to have motivated, engaged employees
to offer many benefits to the farm.
 Create linkages with like-minded individuals, financial institutions,
markets etc.
 Acquire value addition equipments e.g. solar drier, small solar/battery
powered egg incubator and get a mini tractor for acreage expansion.

1.8 The Strategic direction under this proposed expansion will be:
i) provide product to consumers that are consistently high quality;
ii) Conduct our activities in environmentally sound practices;
iii) Provide safe, off farm employment at above average wages;
iv) Value addition and Large scale production fruits and other crop
 CHAPTER TWO: MARKET PLAN

2.0 MARKET ANALYSIS

Maize, also known as corn, is one of the most notable grain or cereal crops
in the Uganda.  Maize is an important food and income security crop that
supports livelihood of millions of small-scale farmers in Uganda.

After all, maize is a core part in the production of important products.

Examples of such products are food products, ethanol, and livestock feeds,
amongst others. The widespread cultivation of maize is due to those
dynamics. Maize is relatively hassle-free to grow, handle, and store.

However, average yields of maize have remained as low 2.2-2.5 MT/ha,

compared to the potential of 8 MT/ha. The quality standards of maize grain
produced is generally low, and losses during harvesting, transport, storage
and processing are relatively high. So there is quite a huge demand for the
food crop and its many products which is why it makes business sense to
start a maize farming business.

Maize farming is a lucrative business, providing income for millions of

people

Maize is an important industrial raw material so you can make money from
that. For instance, maize is used in the production of alcohol and biofuels.
You can sell to livestock feed producers; maize is a major ingredient of
livestock feeds. Maize has global economic value so you can export it.
There are significantly more returns from exporting your maize, especially
to neighboring countries. Numerous niching options when it comes to
maize farming. That is why there are many business model options to pick
from.

The market is huge and actually needs more players to start maize
farming businesses. The demand for maize is very high, individuals
consume maize and products processed from maize. Maize meal and Maize
flour is used in meals all over the world. Maize is not just for human
consumption but also for animal consumption. Maize is used in stock feed
production for livestock production. The starch from the maize is used for a
long list of things such as cosmetic products, adhesives, paints, inks, and
medical drugs amongst many others.

In Uganda also cooperatives buy maize directly from farmers. These

provide the easiest way to get your maize purchased with little to no
marketing effort. You can also take advantage of farmers’ markets to
market your maize. The internet and social media platforms are also
effective in generating leads. You can also approach potential bulk clients
such as millers, manufacturers, and distributors.

.This means the market is not being adequately served by the local maize
farmers. Market-wise it is a foregone conclusion that the market is vast and
limitless. The maize business plan ought to include a proper marketing plan
to use in your maize farming business.

2.2 Existing customers and proposed new customers;

 We produce, package and sell maize flour, fresh vegetables & fruits and
their bye products like maize brands, juice, dried fruits and veges. We
shall acquire a solar drier to add value during bumper harvests when
 prices are low. Our existing customers are Alarm & Friends of Orphans
technical schools that sit 200 meters from Acoro site, market vendors,
local government staff, and police barracks, court & NGO offices, Small
World and Big world urban areas where we are located in.

2.3 Pricing Strategy

 The costing of the products, operations and other inputs of the business
follows the level of competition and a market entry strategy; the
promoters shall continue to averagely charge prices slightly lower the
competitions.

 Since the Farm might have minimal control on purchase price of

products, it will capitalize on minimizing administrative costs and scaling
up Production volumes to cut down on unit operational costs.
 However the Company will use pricing strategy to capture major market
players by negotiating with them and giving slightly discounted rates.
The focus will also be on smaller market players and helping to service
their needs. New customers will come on board through competitive
pricing combined with large savings due to transportation costs.

2.4 Competitive analysis.

The company will use its localization position advantage to understand

customer needs, services and attract potential customers to enhance its
market position and advantage. The initial strategy of the company shall be
to penetrate new markets to boast sales as an attraction to get
accreditation as a best business
 Competitors in maize flour, fresh vegetable & fruits supplies are mainly
local mills available in town, market vendors, subsistence farmers and
notably traders from Mbale. Their weaknesses are unreliable supply,
transportation costs, not so fresh supplies; however, they are all
centrally placed in the main market where most households buy from.
 We sell our products at farm gate price and extend limited or short-term
credits for regular customers. We also deliver bulk purchases within
Pader town. When supplies are limited, we preserve and sell only to
regular clients.
 Our dried packed products shall be identified by fresh vegetable & fruits
logo and its fresh taste from the garden. We market our products by
word of mouth, radio DJ mentions, phone calls, online through social
media groups, road drive with products on, and having a central point of
sale.

Other actions that can assist the Business to out compete other
businesses include. -
i) Develop good relationships with customers, treat them with respect
and deal with them honestly. By developing good relationships with
customers and ‘staying above any arguments with competitors, the
Farm is likely to continue the business and enable it to grow.
ii) Delivering what is promised and on time;
iii) Should not make false claims in promotional materials;
iv) Should not spread rumors about competitors;
v) Identify competitors’ strengths and weaknesses;
vi) It is also necessary to take competitors’ activities into account when
deciding the price that will be charged for a product.

2.5 SWOT ANALYSIS

STRENGTHS. WEAKNESSESS.
 Available source of water  Our water sometimes runs
within the farm. out.
 We have efficient solar  Lacks skilled staff in
pumps. agronomy & environment.
 We have enough family land
for the project.
OPPORTUNITIES. THREATS.
 Pader district local government  Stubborn neighbors who still
temporarily offered one believe in burning
permanent water source. environments.
 The farm sits only 200 meters  One solar pump is managed
from office of district local gov’t online by supplier until their
extension staffs & irrigation loan is serviced.
engineer.  Pader DLG can withdraw
 Extension & environmental offer any time another leader
staffs available on hire from LG. comes in.
 Very supportive extension staff
from Pader Town Council.
2.6 Marketing and Promotion of Company products

Our major focus right from the beginning will be attainment of positive
publicity for our products. We will develop an awareness campaign to
promote our products through several avenues.
Our management team will pursue positive public perception of progressive
farmers’ endorsements who will promote the benefits of our products.

a) Market Information

The need for updated market information is vitally important, consequently

the Farm will utilize numerous legal avenues to gather and disseminate
information relative to the markets of the Acoro Green Farm. One source
that provides market trends and information is the Agriculture monthly
food supply Bulletin. The Bulletin indicates manufacturers, name of the
farm, published prices for most of the Dairy produced products, as well as
estimated volumes. The sales and marketing staff of the farm will provide
direct feedback from customers about market trends in usage and pricing.
b) Promotion
It should be noted that Different types of promotion may be needed for
each market segment. For example, low-income retail consumers are
unlikely to have access to television, but may hear a radio or read
newspapers. Posters or signboards along main roads and special
promotions in retailers’ shops are likely to reach more people. This package
is one of the most important means of promoting this product in retail
markets. In other markets, personal contacts with hotel owners,
supermarket managers will be e more effective.

The types of promotion proposed for Acoro Green Farm include:

i) Sensitization Workshop;
ii) There shall be farm logo and development of its website. Branding
and special packaging of both fresh and dried products shall come
out clearly. Juice from our fruits shall be specially blended and
organically preserved.

iii) radio and television;

iv) signboards, posters, leaflets and cards;
v) personal contacts;
vi) Special promotions.

i) Sensitization Workshops: Workshops have been proved prudent as

far as market development is concerned. Workshop will be organized in
strategic places of Pader District to educate the mass about the
importance of Milk in the body.
ii) FM Radio stations: The Company will use a number of FM Radio
stations with coverage in the targeted market places in Northern
Uganda. The selected FM Radio stations will have the widest coverage
and attractive programs using local language only understood by the
local communities.

iii) Brochures, posters, stickers: Acoro Green Farm will establish and
develop some marketing information materials and sales literature
(brochures, posters, Stickers) to rigorously promote awareness and help
 potential buyers that might make quick buying decisions. The cost of
developing and producing the literature is included in the cost of
advertising.

iv) Roadside Bill Boards. Acoro Green Farm limited will erect well-
illustrated billboards at strategic sites in the major towns located in the
potential market areas.

2.7 Customer Service.

The main concept of customer care is that Acoro Green Farm should
recognize that their customers are the most important people in their
business. A business will only survive if its customers are satisfied with the
product and the services. To achieve this, Acoro Green Farm must develop
attitudes, ways of thinking and actions that reflect the importance of their
customers and they must focus on satisfying them.

We propose the following: -

a) Acoro Green Farm should meet frequently and talk to customers and
find out what they like and dislike about each product;
b) Should develop customer-orientated attitudes, so that the customers
feel valued when the Company is dealing with them;
c) Make sure that all actions taken by staff reinforce the idea that the
customer comes first;
d) Be very kind to customers (this includes using respectful language);
e) Give tokens to big customers (i.e. discounts and offer basic courtesies).
CHAPTER THREE: PRODUCTION PROCESS

3.1 LAND FOR MAIZE FARMING BUSINESS

Type of soil is an important factor for a good maize harvest. Maize can be

grown in a variety of soil types.  However it needs soil which is fertile and
well drained. Another important factor is the pH of the soil, as it affects the
availability of nutrients. Maize/Corn grow well in soil with pH of between 6-
7. If the pH is lower than this, the maize produced will be of poor quality,
and it may experience abnormal growth. Thus, the pH of soil for maize
should be close to neutral or slightly acidic. If the pH is too acidic, lime
should be added to increase the pH of the soil to between pH 6-7. Other
properties of good soil for maize include: sufficient and balanced quantities
of plant nutrients, good internal soil drainage, good moisture, and good
effective depth of the soil.  It is important that before you start farming
maize/corn on your farm, you check whether the soil is suitable for maize
farming. Your corn farming business plan should take into account the cost
of purchasing or renting the land.
3.2 MACHINERY AND EQUIPMENT FOR MAIZE FARMING
Land preparation must be properly done to ensure the soil is ready for the
maize. The type of machinery and equipment needed for your maize
farming business depends on the scale of production. For small scale this
can be done using hand-held equipment whereas for medium to large scale
heavy machinery such as tractors are needed.  Machinery and equipment
which may be needed include tractors, combine harvesters, fertilizer
spreader equipment, irrigation equipment, spray equipment etc. Most
farmers usually hire big machinery like tractors when they want to use
them, rather than purchasing them outright as they are expensive.

Adequate water supply is also important meaning that irrigation maybe

necessary. However maize farming can also be done without irrigation in
areas which have a good supply of rainfall.  There may also be need of grid
hydroelectricity energy for the irrigation systems, standby diesel generators
for use during power outages, or solar powered irrigation systems. Farmers
especially in the rural areas who do not have the modern farming
equipment use animal drawn equipment in maize farming. The higher the
level of mechanization at your corn farm, the higher the efficiency of your
operations, and the profitability of your maize farming business. The maize
farming business plan should include the costs of acquiring and hiring the
various machinery and equipment.

3.3 MAIZE FARMING INPUTS

You require various farming inputs when doing maize farming. You start
maize farming by planting maize seeds. Ensure that you use high quality
maize seed from certified maize seed companies. It’s unwise to buy cheap,
poor quality maize seeds as that will lead to poor harvest yield and low
quality maize produce.

Fertilizers are also essential during maize farming as they support the
growth of the maize by providing nutrients. The amount and type of
fertilizers needed for maize farming depend on the fertility of the soil and
the target yield. The most important nutrients for maize farming are
Nitrogen and Phosphorous. Potassium and Zinc are also required. Organic
matter is also needed in maize farming. This can be in the form of
compost, decayed leaves, animal manure etc. The functions of organic
matter in maize farming include: increasing soil fertility, positively
influencing the moisture level & temperature of the soil, increasing the soil
friability and increasing the amount of decomposers organisms in the soil.
Organic matter also increases the capacity of the soil to retain water and
nutrients. It’s a soil conditioner.

Other essential maize farming inputs include herbicides, for effective weed
control at your farm. Pesticides and fungicides are required for protecting
your maize/corn plants against insects and fungi. Diligent measures must
be put in place to fight against pests, diseases and weeds.  The costs of
acquiring all these inputs should be included in your corn/maize farming
business plan.

3.4 PEST AND DISEASE MANAGEMENT

Field Pests
The most common field pests in maize farming are aphids, army worms,
cutworms, leaf hoppers, and termites. Getting rid of these pests relies
heavily on early detection and interventions. The first defence is proper
land preparation and regular weed control. This alone can avoid incidences
of pest insect pest infestations. Then as a rule of thumb you must always
inspect your maize crop daily. Once you notice any insect pests you use
chemical methods such as insecticides.

Animal Pests
These animal pests feed on the maize crop thus destroying the crop.
Examples are pigs, rodents, baboons, monkeys, and birds, amongst others.
Warding off most these animal pests requires robust physical security e.g.
perimeter fences. You can also consider having people who scare off the
animal pests. Scarecrows have also proven to be very effective in keeping
animal pests away.
Storage Pests
In maize farming you need to know there are 2 main groups of storage
pests. These are primary pests, secondary pests. The former attach healthy
grain whereas the latter attacks damaged or vulnerable grain. Examples
are weevils and larger grain borer. An important consideration in the fight
again storage pests in maize farming is the temperature. Maintaining
dryness also discourages the breeding of pests. No wonder before storing
maize you must ensure it is adequately dried up. The presence of moisture
and dirt promote pest development – that is why hygiene is important.
Diseases
The most common diseases in maize farming are fungal and viral diseases.
Notable fungal diseases are gray leaf spot, leaf blight, root rot common
rust, head smut, and downy mildew. Fungal diseases are often aggressive.
Once they set in, any delay in taking action leads to colossal losses. That is
why it is important to avoid them in the first place.
One way to avoid them is deliberately cultivating hybrid maize varieties.
Another way is to ensure there is no waterlogging and dirt lying around. If
the fungal diseases do emerge, immediately use fungicides to get rid of
them. The same applies for viral diseases; they are best prevented.
Effective pest control helps prevent viral diseases since pests are usually
the culprits in transmission.
3.5 HARVESTING AND STORAGE OF MAIZE

a) Harvesting Maize
The business can carry out maize harvesting using manual techniques or
mechanical techniques. Manual techniques often entail the use of hands.
Mechanical techniques often entail the use of combine harvesters. When
the maize is around 20 percent moisture level it is ready to be harvested.
That moisture level must drop to around 12 percent before the maize can
be stored. That is why the maize grain will have to undergo some drying
process prior to storage. Drying can be done naturally using the sun.

b) Storage of Maize
You can store your maize in a bulky state or you can pack the grain into
sacks or bags. It is important to ensure optimum grain moisture levels are
reached first. You must also properly sort the grain to eliminate damaged
or diseased grain. For long term storage, the grain will need to be
chemically treated to protect from pests and diseases.
3.6 RISKS & MITIGATION

Risks Mitigations
 Stubborn neighbors who still  Sensitise & talk to them
believe in burning regularly.
environments.  Involve local leaders to invoke
bye-laws.
 Involve neighbors and willing
community members in this
project
 Our water sometimes runs  Depth be increased to far below
out water table.
 One solar pump is managed  Pay them up to completion.
online by supplier until their  Talk to supplier mostly during
loan is serviced. off peak.
 Pader DLG can withdraw offer  Get own permanent water
any time another leader source.
comes in.  Sign a running agreement for
years.
 Lacks skilled staff in  Recruit qualified officers.
agronomy & environment.  Train a member of the family.
 Hire one on a temporary basis.
CHAPTER FOUR: MANAGEMENT PLAN

4.1 Organizational Structure

Managing and selling business products means having full control over
what is happening in the business. It involves aspects such as planning,
budgeting, purchasing, production and processing, marketing, finances and
managing the staff who work in the business. The business has just
developed financial and accounting procedure manual; human resources
Manual and policies and systems, these will be fully followed to guide the
operations of the business

FARM MANAGEMENT ORGANOGRAM

 General
Manager

Head of Finance
Head of Sales &
&
Marketing
Administration

Logistics Account
Agronomist Sales Assistant
Assistant Assistant

Labourers Sales Agents

STAFFING:

In terms of workforce, we shall employ mainly contract staff to carry out

most of the farm work. These staffs are largely unskilled and non-educated
but have experience in land tilling and farming generally. Technical staff is
only employed to tackle the complex processes or when it comes to
agronomy. All the planting, weeding and harvesting is done manually
supervised by an agronomist. As a family business, I’m cognizant of the
varied roles of business operation. However, the roles are operated and
run interchangeably by the family members

We shall temporarily employ the services of agricultural extension worker

to supervise our agronomy at least twice a week. We shall also have an
environment officer and 3 casual labourers besides skilled family supervisor
who shall handle administration, records/finances.
4.2 TITLE, ROLES AND RESPONSIBILITIES

a) The General manager performs the following roles;

 To be the top executive for the Enterprise and implement the Board’s
decisions and policies on the day to day basis;
 Ensure effectiveness in management by recruiting, orienting, training,
disciplining managers, communicating values, strategies and
objectives, assigning accountabilities, planning, monitoring and
appraising job results, developing incentives, developing a good
environment for information and opinions sharing.
 Leading the development and implementation of the overall
organization strategy and working closely with the management team
members to ensure an integrated approach to business operations
and growth;.
 To represent the management on the board; and continuously
work with the Board to create the platform of pro-active approach of
governance and ensuring a success transformation of the Enterprise;
 To co-ordinate and supervise the company’s annual budget
preparation process and implementation and give direction for the
business
 To raise investment and working capital financing
 To set targets for the Enterprise and ensure that they are met;
 Fix prices and sign business deals
 Handle external business communications and public relations.
 Responsible for signing Checks and documents on behalf of the
enterprise
  Evaluate the success of the enterprise
 Other job portfolio functions and roles will be defined later.
b) Head of Finance and Administration

 Coordinating the financial aspects of a company.

 Managing budgets.
 Forecasting future cash flows and expenditures.
 Providing input related to funding requests or strategic decisions about
mergers and acquisitions.
 Advising an organization on how to increase profit through prudent
financial practices.
 Monitoring and enforcing compliance with finance-related laws,
procedures and regulations such as tax filing and financial reporting.
 Planning, organizing, and executing financial tasks and projects of the
organization.
c) Head of Marketing

 Promoting businesses, services, products

 Developing marketing and pricing strategies
 Generating new business leads
 Managing marketing budgets
 Analyzing trends
 Collaborating, managing and coordinating marketing processes.
 Conducting market research to identify current trends of products and
services
d) Agronomist – Reports to HoFA. He/she is responsible for good
agronomic and environmental practices in the farm.
e) Logistics assistant – He/she reports to HoFA. Responsibilities include
keeping records of assets and details of harvests.
f) Account assistant – Reports to HoFA and is responsible for ensuring
books of accounts are up to date, receive & make payments.
g) Sales Assistant – Reports to HoMS. He/she is responsible for selling of
products, maintenance of equipments that assist sales e.g. fridges,
driers, packaging materials etc.
h) Labourers – These report to an agronomist and they are non-
permanent employees that are called only when required. They plant,
weed, harvest, sorts & grade and pack. When loading in the stores,
logistic assistant supervises them.
4.3 Remuneration of personnel

Staff gains satisfaction from their jobs if they receive reasonable pay and
have good working conditions, together with management methods that
motivate them so that they enjoy their work. Well motivated staffs have
limitless potential in their individual jobs, and improve the overall
productivity of the enterprise. Acoro Green Farm should therefore devise
ways of motivating staff and improving job performance. We propose for
the following:

a) Competitive salaries and regular review of salaries prompt pay and

extra rewards when the business does well
b) Paid overtime, leave and holidays.
c) Interest-free and flexible loan facilities for school fees and other
family needs.
d) Free meals, lunch allowance or food allowance.
e) Staff discounts for products.
f) Transportation to work or transport allowance
 g) Uniforms, aprons, head scarves and work clothes.

Even the lowest paid worker needs a sense of security, recognition and
belonging. The Directors and managers should give workers contracts of
employment and encourage a sense of status and pride at all levels to help
employees identify themselves with the enterprise. Currently, all the staff
on full time are paid a monthly salary while those casual laborers are paid
per day they have worked. For example, each casual laborer is paid 9,000=
per day of 4hrs and physical meal during lunch time. The management do
not earn salary at the moment as the business is still not yet making
significant profits but do get physical lunch whenever on duty.

4.4 Recruitment
The proprietors together with the management will be responsible for the
recruitment of employees. Recruitment will be based on the educational
qualifications, experience in some farm management and operations and
business development skills.

4.1 Training and staff development

We will have training programmes for our staff once a year for the various
departments such as marketing and sales, procurement and supplies,
human resource, financial and accounts manager and production and
operations. Each of these will have a week’s training programme once in a
year. We will also sponsor some of the outstanding employees to some
summits to expand their knowledge and develop their skills. This will help
them to develop in their fields and sharpen their skills. Top management
will be exposed to the latest corporate management practices and
 principles and keep abreast the fast changing market. Specifically, the
Managing Director and the assistant manager will attend these trainings.

CHAPTER FIVE: FINANCIAL PLAN

5.1 Introduction
Acoro Green Farm is looking for financing to implement the Business
expansion requirements. We examine the financial aspects of the project in
details. The relevant tables, schedules, supporting statements, assumptions
and silent features and supporting data are presented herein. The total
project cost expansion for the five year is estimated to be Shs
500,000,000= the directors’ contribution is estimated at Shs 50,000,000=.
The sponsors require a long term loan Shs 450,000,000= to implement the
project.

5.2 Important Assumptions:

The four major assumptions used in the financial projection are:

i. A slow-growth economy, without significant depression

ii. Identification of new partners in the business.
 iii. Vineyard tree Vegetables should mobilize its own funding
resources and access equity capital and financing from other
sources to meet its financial plan.
iv. There is a competent and experienced Board and Management
team to implement company policies and strategies.

5.3 Growth expectations of the Company in 1 year

Our 2023 production plan majors in maize during rain fed period. On 4.5
acres we plan to get 8100 kg i.e. 90 bags of 90kg each.
COSTS OF PRODUCTION AND PROFITABILITY ANALYSIS OF MAIZE
  PRODUCT
REQUIREMENTS Maize produce Maize flour Maize brand
4050kg 3037.5kg 1012.5kg

Maize seeds 221,250 59,000 14,750

Opening land 412,500 110,000 27,500

Planting 184,500 49,200 12,300

1st weeding 198,000 52,800 13,200
2nd weeding 198,000 52,800 13,200
Spraying herbicides 52,500 14,000 3,500
DIRECT MATERIAL COSTS - A 1,266,750 337,800 84,450
Harvesting 450,000 120,000 30,000
Transportation 300,000 80,000 20,000
Milling into flour 0 455,625 151,875
Packing & branding 0 60,000 20,000
Threshing 262,500 70,000 17,500
Trading licence 0 30,000 0

Loading & Off-loading 75,000 20,000 5,000

TOTAL INDIRECT COSTS - B 1,087,500 835,625 244,375
TOTAL COSTS OF PRODUCTION– C (A+B) 2,354,250 1,173,425 328,825
Total Production - D 8,100Kg 6,075Kg 2,025Kg
Total Cost of Production/Unit – F (C/D)
290.6/kg 193.1/kg 162.3/kg
Expected Turn over - G 8,100kg 6,075kg 2,025 Kg
Actual sales/Unit H (Market price) 1,000/kg 2,500kg 500kg
Total Sales – I (HxG) 8,100,000 15,187,500 1,012,500
Net Profits – J (I-C) 5,745,750 14,014,075 683,675
Profit/Unit – K (H-F) 709.4 2,306.9 337.7
Percentage profit -L (J/IX100) 70.9% 92.2% 67.5%

5.3 Projected Profit and Loss (SHS)

Year End 2023 2024 2025 2026 2027
Account Type Current Projected Projected Projected Projected
Sales 24,300,00 31,347,00 40,751,10 61,126,65 122,253,30
0 0 0 0 0.
1, 3, 6,09 9,1 21,
Cost of Sales 689,000 209,100 7,290 45,93. 035,650.

Gross Margin % 90% 89% 85% 85% 83%

22, 28, 34,653, 51,9 101,
Gross profit 611,000 137,900 810. 80,715 217,64
2, 4, 5,3 8,0 17,
Operating Expenses 167,500 118,250 53,725 30,587 667,292
20, 24, 29,300, 43,9 83,
Profit Before Tax 443,500 019,650 085. 50,127 550,357
Corporation Tax 6, 7, 8,79 13,1 25,
30% 133,050 205,895 0,025 85,038 065,107
Net Profit after Tax
14, 16, 20,510, 30,7 58,
 310,450 813,755 059 65,089 485,249
Net Margin % 54% 54% 55% 55.4% 58.2%

Going by the above profitability analysis, Acoro Green Farm shall sell its
maize in flour and maize brand form because of the high returns. When we
produce and harvest maize twice a year, the net profit also doubles. This is
only during reliable rainy seasons.