Onions cultivation project - Project management

INSTITUTE OF ACCOUNTANCY ARUSHA
In Collaboration With
COVENTRY UNIVERSITY (UK)
COURSE : MBA - ITM
MODULE TITLE : PROJECT MANAGEMENT
MODULE CODE : ARUM28EKM
MODULE FACILITATORS : Mwaitete Cairo (PhD), Mr Casmir F. Kitula
ASSIGNMENT : Individual
DATE GIVEN : 03rd
November, 2014
DUE DATE : 5th
December, 2014
STUDENT NAME : Julius Noble Ssekazinga
REGISTRATION NUMBER : MBA-ITM/018/T.2014

Onion Cultivation Project - Project management – Julius Noble Ssekazinga
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PROJECT MANAGEMENT - ITM
Onion Cultivation Project
In Arumeru
Julius noble Ssekazinga
12/4/2014
The project involve the science and art of producing, improving, marketing and using of
onions, in wholesale and retail basing on the preferable grade by the market, the product will
be exported and some of its quantity will be sold on the local market

3

Executive summary:
The project involve the science and art of producing, improving, marketing and using of
onions, in wholesale and retail basing on the preferable grade by the market, the product will
be exported and some of its quantity will be sold on the local market.
The organization has a 10 acre land where in the first season 6 acres will be cultivated and the
4 acres will be reserved to gain more fertility and the next season the 4 acres will be cultivated
to make an exchange on the other 6 acres to regain fertility.
Project team is comprised mainly by three people Mr Julius the project manager, Mrs Kiwi
assistant project manager and Mr Henry the financial controller of the project, the project
team plans to recruit more project team members in drivers section, security and an
agronomist to manage technical issues.
The initial outlay of the project is 75 million TSHS. Operations expenses will cost 40 million
TSHS. While capital expenses will amount to 35 million TSHS.
Project will comprise of a stock of onion seeds, animal manure, and organic fertilizer. Onions
will be planted on the first month of the project and it will take two other months to reach the
harvest time that will make a total of 3 months to yield the first lot and will probably have to
shift to another plot in order for the previous plot to regain its fertility.
Horticulture plays an important role in improving people’s diets and income-generation for
farmers. Horticulture produce is widely used as source of raw materials for food processing
factories and youths heavily rely on the sub-sector for employment, in Arusha specifically the
organization will be dealing with cultivation of onions as part of horticulture. The region has
high potential for production of temperate and tropical fruits for local and foreign markets.
The average intake of fruits and vegetables in Tanzania is only 40 kg/year per person
compared with an average of 370 kg/year in developed countries. (ministry of agriculture and
food security, 2002)

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Contents
Executive summary: ............................................................................................................................ 3
List of abbreviations; ........................................................................................................................... 5
Project donor: ...................................................................................................................................... 5
AVRDC ............................................................................................................................................... 5
SECTION ONE: Project Background ..................................................................................................... 6
Sector Context ..................................................................................................................................... 6
Objectives ........................................................................................................................................ 6
Goal ................................................................................................................................................. 6
Millennium development goals ....................................................................................................... 6
SECTOR POLICIES ........................................................................................................................... 7
SECTION TWO: Project Rationale ........................................................................................................ 8
Problem Analysis ................................................................................................................................ 8
Stakeholders and Target Beneficiaries ............................................................................................ 8
Justification of the Project ................................................................................................................... 8
The Cooperative Development Policy ................................................................................................. 9
SECTION THREE: Project Framework .......................................................................................... 10
Project Impact.................................................................................................................................... 10
Outcomes and Outputs of the Project ................................................................................................ 10
Project Sustainability ......................................................................................................................... 10
Project Risks and Assumptions ......................................................................................................... 11
SECTION FOUR: Implementation and Management Arrangements ................................................... 11
Institutional Framework and Coordination ....................................................................................... 11
Strategy and Methodology ................................................................................................................ 13
Capital Expenditure List ................................................................................................................ 15
Financial Assumption for the Stock List ....................................................................................... 15
Financial Analysis ......................................................................................................................... 16
Financial Assumption for Operation ............................................................................................. 16
Management Salaries: ................................................................................................................... 17
Revenue ......................................................................................................................................... 17
Risk Management .............................................................................................................................. 18
Risk identification: ......................................................................................................................... 18
Risk management plan: ................................................................................................................. 18
Donor Contribution ........................................................................................................................... 18

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Total quality management: ............................................................................................................ 18
SECTION FIVE: Oversight, Monitoring, Management Information and Reporting ........................... 19
Monitoring and Knowledge Sharing ................................................................................................. 19
Communication and Visibility .......................................................................................................... 19
Reporting Schedule ........................................................................................................................... 19
LIST OF APPENDICES ....................................................................................................................... 20
ANNEX 1: LOGICAL FRAMEWORK ....................................................................................... 20
ANNEX 2: TERMS OF REFERENCE ......................................................................................... 22
ANNEX 3: ACTION PLAN ............................................................................................................. 23
References; ............................................................................................................................................ 24
ANNEX 4: Work Plan ........................................................................................................................... 26
List of abbreviations;
AVRDC- Asian vegetables research and development centre.
TFDA- Tanzania food and drugs authority.
Project Location:
Arusha, Arumeru, Tengeru, AVRDC vegetable world.
Project duration:
5 years project starting January 2015 to January 2020.
Project donor:
AVRDC

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SECTION ONE: Project Background
Sector Context
Horticulture begun to gain popularity in Tanzania in the 1990’s, as a part of sub-sector of the
economy in agriculture, in Arusha, Tanzania the organic vegetables such as onions are
inadequate; most of the vegetables are cultivated with the use of pesticides which are lowly
demanded in the market challenges which face the organic vegetable industry includes;
storage, drastic climate changes, disease attacks, pricing of the products. (Kalb, 2012)
Domestic consumption of horticulture products such as onions is lowly reported until in the
late 2000’s when the domestic consumption increased which in turn increased the diet of the
population, encouraged the increase of production and creation of employment opportunities.
(ministry of agriculture and food security, 2002)
Generally horticultural production has not been export oriented since the level of farming
practices is inadequate resulting into low exportable yields, poor quality and high unit costs,
thus rendering the produce non-competitive. (Vakis, 1998)
DEVELOPMENT PRIORITIES
Objectives
 To establish the prospective of horticulture production, specifically cultivation of
onions in Arusha domestic market and other markets by 2020.
 To improve the standard of living of Tanzania citizens through a well-balanced diet
from horticulture products and provision of employment opportunities by 2020.
Goal
Improved economy in Arusha by contribution of horticulture products through development
of effective and integrated field onion chains for domestic and regional market all over the
East Africa.
Millennium development goals
The Tanzania Development Vision (TDV)
The TDV outlines what the society and the economy of Tanzanians would wish to achieve by
the year 2025. The major expectations are a high quality life, peace, stability and unity. It
[predicts Tanzania graduating from least developed to middle income Country by 2025, with
high economic growth of 8 per cent and devoid of abject poverty. The Government is at
reducing the proportion of those living in poverty by 50% by 2010 and eliminating poverty by

7

2025. Agriculture that includes horticulture is quoted as having the key role in this endeavour.
(security, 2002)
SECTOR POLICIES
The Policy of Decentralization and the Rural Development Policy
The Rural Development Policy sets to address challenges confronting geographical areas in
which primary production takes place and where majority of the population are found. It
therefore addresses a wide range of agricultural, farm and non-farm activities. The policy of
decentralization of responsibilities and resources from the centre to the local democratic
institutions (Regional Administration Act No 19 of 1997) further defined the roles of the
sector ministries including the MAFS and the District Councils. In the case of Horticulture
(Guidelines for MAC-MRALG Interface1999), the roles of the MAC now MAFS include:
 Formulation of Horticultural policy
 Regulatory function
 Importation/selection of planting materials for germplasm conservation,
 Dissemination of internal/external market prices
 Promotion and coordination of linkages with relevant national and international
institutions with interest in the horticulture industry
 Development of legislation for quality control of produce and planting materials
and assessment of socio-economic factors that might influence horticultural
technology uptake and adoption.
The District Councils on the other hand have the following responsibilities:
 Collection of production data, area and assessment of potential areas for
expansionPromote the utilization of indigenous fruits, vegetables, spices and flowers
Disseminate post-harvest technologies
 Promote establishment of mini orchards of mother trees as a source of planting
materials in seed nurseries
 Facilitate formation of production and marketing farmer groups
 Establish marketing centres; disseminate horticultural production technologies
 Promote private entrepreneurs and rural communities in identifying viable
horticultural activities and address cross-cutting issues that affect the Agriculture.
(security, 2002)

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SECTION TWO: Project Rationale
Problem Analysis
The project will help to create new employment opportunities as well as providing households
with a nutritional range of food stuffs which will eradicate the health problems and save the
households health services costs in addition to that the project will increase the livelihood of
the households in Arusha, especially those of Tengeru where as many of them depend on the
Tengeru market which sells fresh horticulture products such as onions the traders will benefit
by getting the product at cheaper price and will not incur a huge transportation cost burden.
Stakeholders and Target Beneficiaries
Inputs into this project are expected to command results that will affect several important
groups that are involved in decision making at different levels of the project. Beneficiaries of
the project will include the following groups;
i. Donors and Community; the project exists to serve a particular group of people which
are the community. In this project, community has a role of defining the range of
Onion products that are affordable to them. On the other hand, Donors are there to
direct the project in such a way that it yields adequate and timely results on their
investment, thus making them key stakeholders in the project.
ii. Functional Operations team; this is a coordinated team performing their duties in
synchrony in order to achieve a common objective. For this project, duties performed
by the functional management include running day to day operations.
iii. Project Manager; As the individual to whom the project is tasked, he will be
responsible to oversee that all activities are critically performed, project quality and
quantity targets are met, in general, and both Donors and customers are happy.
Justification of the Project
Horticulture has a diversity of cops (vegetables, flowers, spices and fruits) that are able to
provide the household a wider selection of food, thus achieving the nutritional needs.
(Ministry of agriculture and food security 2002)
Vegetables harvested as roots and seed provide a rich source of calories, such as onions and
turnips. (Ministry of agriculture and food security 2002)
Horticultural crops such as onions also provide protein, carbohydrates, minerals and
vitamins. (Ministry of agriculture and food security 2002)

9

Migration of people from the rural to urban areas has caused rapid increase of population of
very low income in the cities like Arusha urban. This has been accompanied by a
simultaneous rise in the production of vegetables in home gardens creating job opportunities
for youth and women. When compared to other crops horticultural crops produce more
income per unit area especially tomatoes and onions in Arusha rural that is mainly Arumeru
district. (Ministry of agriculture and food security 2002)
Families tend to eat more fruits and vegetables when they are involved in producing them.
This is why it is necessary to guide families to be involved in this production. (Ministry of
agriculture and food security 2002)
In households where the production is in excess of family need, the surplus is sold at the farm
gate. The revenue accrued from such sales is used in purchasing other family needs including
food. (Ministry of agriculture and food security 2002)
The Cooperative Development Policy
This advocates a change from state controlled cooperatives to ones that are more independent
and wholly controlled by members. It aims at empowering farmers to have stronger
negotiating and bargaining powers in their activities. (security, 2002)

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SECTION THREE: Project Framework
Project Impact
Project will reduce the level of poverty which sync with MKUKUTA policy; In Tanzania,
agricultural value added grew by 4 per cent a year during the last decade. With the high
annual rate of population growth (nearly 3 per cent in many rural regions, as high as 4 per
cent in others) one can’t expect agriculture to help reduce poverty at this rate of growth as the
value added would be sufficient only to cover the increased population. Consequently, there
won’t be any significant improvement in the incomes of the people. This is one of the reasons
behind the stubbornly high poverty rates in Tanzania. (reducing poverty thruogh kilimo
kwanza, 2009)
Outcomes and Outputs of the Project
 Creation of employment opportunities by 4% in Arusha region, due to seasonal
employment of casual labourers and security guards by the end of the year 2020.
 Improved standard of living and nutrition through, increased consumption of healthy
vegetables such as organic onions, among the house-holds in domestic and regional
borders by 2020.
 Increased domestic consumption which will lead to improved dietary status of the
population by at least 15% of more than 600,000 demography of Arusha by 2020.
Project Sustainability
The project is determined to end by 2020, and there is a possibility of continuing the project
to 2022 due to available resources such as land, infrastructure capacity such as the irrigation
system and the fence, the transportation facilities are in place for continuity also the
partnership formed with AVRDC is sustainable and will help the project to be on- going even
after termination or end of its time AVRDC can still use it as a training sample as well as
experimentation centre.

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Project Risks and Assumptions
 Poor production organization (inadequate supply of seeds as well as inputs, and poor
research and extension services);
 Poor marketing system resulting in quality deterioration and huge post-harvest losses;
 Inadequate storage, packing technology and processing facilities which in turn create
gluts and severe shortages of these items during off season;
 Poor roads, particularly feeder roads and inadequate and inappropriate transport
availability;
 Pests and diseases
 Floods
 Pastoralism
SECTION FOUR: Implementation and Management Arrangements
Institutional Framework and Coordination
The company has got a board of directors which will help in insuring the company policies
and advice on how the business should go about.
Mr Kelvin Msata, who is an entrepreneur and a middle man in the onion business, will act as
a business management advisor.
Mrs Sarah Mollel, is a human resource manager and market officer at Arumeru district
council will help with human resource management and marketing advisor.
Mr Paul Kiwia, is an accountant at Tengeru hospital and will deal with advising on
accounting and finance.

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Below is the institutional framework and coordination hierarchy for the project;
 Mr Julius who is the project manager; will be dealing with project implementation,
planning, monitoring and financial management and also marketing research.
 Mrs Kiwi assistant project manager; will be dealing with helping the project manager
to assure the project runs smooth by monitoring the project and implementing the
daily allocated tasks from the project manager.
 Mr Henry; the financial controller will be concerned with managing the cash inflows
and cash outflows of the project, calculating the amount that is to be paid to the bank
& its interest rate when the bank loan is due.
 Mr Saluum will be the operations manager; mainly concerned with technical and
supporting of the farm activities and will be arranging for transportation of the
required materials or stock.
Donors
Project
Manager
Project
Team
Functional
Management
Customers /
Communities
Project Appraisal and Start-up
Project Development
Project Monitoring and Evaluation
Administration
Agro Technology and Technical
Logistics
Procurement and Supplies
Human Resources
Accounting and Finance

13

Strategy and Methodology
The organization has 10 acres and the land will be divided into four equal parts each part will
be comprised of 2.5 acres where the 6 acres will be cultivated on the first season that will be
from January 2015 to march 2015 and the other 4 acres will be left for that season to regain
fertility and to be cultivated in the next season.
Onion seeds will be available in different varieties
Cultivation process will be as follows:
 Range of seeds from either IRRICO.CO.LTD, KIBO SEED LTD or East Africa Seed
Company will be arranged first.
 Clearing of the land and preparing by ploughing, tilting and levelling.
 Plantation of seed separately before transplanting them to the plot. For a month
 Isolating the land in four different plots and starting the operation in the first plot,
second plot and part (1/2) of the third plot.
 Sort rows of small holes in the soil. We will lay a piece of string on the soil as a guide
to make sure we dig the row in a straight line.
 Diggings small and deep holes in a position of about 10 centimetres apart and put
compost manure. Each row will be 20-30 centimetres apart.
 Transplant the seed and watering.
 Pest management, weed removes and crop protection.
 Harvesting, pruning and grading.
The remaining 4 acres will be cultivated using the same procedure but will be after a month
of harvesting the six acres that will be on May 2015.
Activities of the project;
AVRDC on behalf of the organization is inviting an internal or local consultant so as to
monitor the project and write a recommendation report by the end of each year one copy to
AVRDC and another to management of the project.
Activities are such as;
 To ensure soil fertility of the land before the project begins.
 To ensure a source of water and if the irrigation system is well and readily installed.

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 To ensure the seeds which are to be purchased are genuine and recommend seed and
soil fertility sync.
 To monitor the cultivated beds as project goes on to write a weekly observation report
and recommended action plans.
 Study Agriculture Policy, legislations, rules and regulations (e.g. Pesticide
registration and use) to make sure how the project aligns with such policies. (Ministry
of agriculture and food security 2002)
 Identifying strengths and weaknesses of the project.
 Identification of existing market constraints of horticulture products specifically
onions.
 Identifying and recommending on the planting equipment’s upon their quality and
appropriateness.
 Identifying and recommending on the limitations of the irrigation system.
Methodology;
The consultant will be inquiring data and information by frequent visits to the project
location, seed dealers, documentary and report reviews from AVRDC library and interviews
with agronomist team which will be helping in monitoring of the project.
Time schedule;
The consultant will visit the project 3 times in a week where it will be a season of plantation,
and even before that the consultant will visit to ensure the procedures of land preparation are
well done and the irrigation system is well installed.
The AVRDC team of agronomists will be working alongside the consultant and the
consultant will be acting as a group leader, when the project begins at January 2015.
The initial report must be drafted within first 3 weeks of the project stating the progress of
the project and necessary recommendations it should be submitted to AVRDC management
and the project manager by February 1st
week 2015.

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Capital Expenditure List
 10 acres of land which cost, one acre is TSHS 900,000.
 Farm house which will cost TSHS 1,300,000.
 Fencing will cost TSHS 2,000,000.
 Build an office room cost TSHS 1,100,000.
 Office refurbishment cost TSHS 550,000.
 Office instalments (electronic devices) cost TSHS 1,900,000.
 Production equipment’s cost TSHS 500,000.
 Motor cycle cost TSHS 1,800,000.
 Digging 2 wells which each will cost TSHS 300,000 totals to TSHS 600,000.
 Irrigation system and water pumps will cost TSHS 1,300,000
 Carrying truck TSHS. 10,000,000.
Financial Assumption for the Stock List
 Seeds required is 5 packets per acre, 1 packet is TSHS 30,000.for 1 acre it cost TSHS
150,000.total per seven acres is 35 packets which cost TSHS 5250,000.
 Pesticide. Boxfen is TSHS 450,000 for 1 litter which is enough for 1 acre × 6 will be
TSHS 315000.Weed master is TSHS 40,000 for one litter which cover 1 acre ×6 will
be TSHS 280,000. selectron two litters per month cost TSHS 120,000 for 1 acre × 6
give a total of TSHS 840,000.Ribomill cost TSHS 60,000 for 1 kg which cover 1
acre×6 will be TSHS 420,000.
 Livestock manure two Lorries every week.1 lorry costs TSHS 20000; cost per two
lorry is TSHS 40,000.Cost per month is TSHS 160,000.
 Nitrate base fertilizer is TSHS 65,000 for one sack of 50 kg 1 acre × 6 will be TSHS
455,000.Liquid fertilization 45,000 per sack which required for 1 acre ×6 will cost
TSHS 315,000. Booster for 1 acre is 5 litters which cost TSHS 90,000×6 which is
TSHS 630,000.

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Financial Analysis
The project needs TSHS 75 million as total financing and 60% of this will be provided by a
24 month loan from the bank at 20% interest rate per annum, calculated on the reducing
balance. The other 40% will be provided from owner's equity.
The cash balance at the end of 24 months is TSHS 160 million and the project shows an NPV
with a discount rate of 14.4% per annum of TSHS 64 million and a project IRR of 88.8%.
The total savings realized from the Asset Maintenance and Replacement a/c and the
Contingency a/c is TSHS 30 million.
Financial Assumption for Operation
 Payment of house rent for office TSHS 30,000 and store TSHS 20,000, total TSHS
50,000 per month, which is TSHS 600,000 per year.
 Fuel for carrying track is TSHS for 100,000 and motorcycle is TSHS 50,000 after
every two weeks. Cost for a month will be TSHS 300,000.
 Petroleum for irrigation machine twice a week,1acres need 3 litres of petrol ,6 acres
=18litres, for a week will be 36 litres,1 litters=TSHS 2,200, 36litres=TSHS 79,200×4
weeks(month) = TSHS 316,800.Irrigation time approximately per year is 7 month. So
TSHS 336,000 per month × 7 (number of irrigation per year) = TSHS 2,217,600 total
per year.
 Stationary cost TSHS 50,000 per month.
 Communication, internet bundles TSHS 100,000 and office call charges TSHS 55,000
total TSHS 155,000 per month which is TSHS 1,860,000 per year.
 Electricity cost approximately TSHS 20,000 per month and water cost TSHS 10,000,
total is TSHS 30000 per month.
 Harvesting, handling and packaging tools TSHS 200,000 for first portion harvest,
TSHS 150,000 for 2nd portion harvest and TSHS 150,000 for 3rd portion harvest.
Total is TSHS 500,000 for 1 batch, which is TSHS 1,000,000 for two harvesting
batch we expect per year.
 Packaging material for some amount of product cost TSHS 250,000 for first plot,
TSHS 200,000 for 2nd plot and 200,000 for last plot.
 Land preparation and arrangement, cultivation by tractor, ploughing and levelling per
1 acre is TSHS 120,000,for 3 acres (first plot)=TSHS 360,000,raised bed and border

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rows =TSHS 210,000 for the three acres of land which is total TSHS 570,000.Cost for
the second portion of land TSHS 240,000 for cultivating by tractor, ploughing and
levelling is TSHS 140,000 for raised bed and border rows which provide the total of
TSHS 380,000.The third plot of land has the same cost as the second due to the same
size and follow the same procedure, which is TSHS 380,000.
 TFDA certification TSHS 30,000.
 Municipal license TSHS 300,000.
Management Salaries:
Project manager will be paid 600,000 TSHS per month.
Assistant project manager will be paid 300,000 TSHS per month.
Operations manager will be paid 350,000 TSHS per month.
Accountant/ financial controller will be paid 400,000 TSHS per month.
Security guard will be paid 70,000 TSHS per month.
Casual labourers (4) each will be paid 5,000 TSHS per day.
Revenue
Revenue will be received in batches, 7.5 acres will be harvested at the same time but each plot
which consists of 2.5 acres will generate its batch according to the sales assumptions states
here under;
First plot
Number of
acres
Volume of
production per
acres
Price unit total price per
acre
Total price
both
2.5 7000 kg 15000TSHS
per kg
1500×7000=10
500,000
10500,000×3
=31,500,000
Table: Financial assumption on the revenue for 7.5 cultivated acres

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Risk Management
Risk identification:
 Theft.
 Destruction from pastoralism.
 Disease attack from pests.
 Drought, lack of enough rainfall.
 Crop distortion after harvesting.
Risk management plan:
Theft; will be managed by installing a wire fence across the whole area of the farm which
will cost TSHS 2,000,000. Hiring a security guard whom will be paid TSHS 70,000 per
month, which totals TSHS 840,000 per year.
Destruction from pastoralism; will be managed by the wire fence installed around the farm.
Disease attacks from pests; spying of pesticides which totals amount of TSHS 1,260,000, per
annum.
Drought; will be managed by installing irrigation systems to irrigate across the cultivated
portion on the farm which will cost TSHS 1,300,000.
Crop distortion after harvesting; will be managed by immediate sales & marketing strategies
and preserving the crops in a storage facility.
Total cost per year to manage the risks will be TSHS 5,400,000
Donor Contribution
Total quality management:
Quality management ensures that an organization’s product is consistent in such major
components as quality planning, quality control, quality assurance and quality improvement,
since the project will be conducted at AVRDC; it is a principal international centre for
vegetable research and development in the world, a team of experts from AVRDC will be
donating knowledge to the project by ensuring the total quality management of the project
products.

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SECTION FIVE: Oversight, Monitoring, Management Information and
Reporting
Monitoring and Knowledge Sharing
For the project to be effectively managed, a team of agronomists from AVRDC will be
gathering, analysing and reporting the information about the crops progress as time goes on
during the plantation season; the weekly reports from the agronomist will be presented to the
project manager in order for him to make decisions on how the project is going and
enhancement of the organization and development learning.
Internal monitoring will be mainly conducted by the assistant project manager who will be
responsible to ensure the project deadlines are met; project budget is followed to make an
analysis of various financial transactions, projects activities and expected outputs are met or
are on the standard set and then submit a weekly report to the project manager.
Communication and Visibility
All activities and outputs of the project must be written in a report where by the project
manager must read the report and must be able to verify all the details that were reported and
a monthly meeting must be set between the management and the board of directors to review
the reports and the project status.
All financial transactions must have objective evidence such as receipts and invoices this is to
portray the visibility of the project and this information should be accessed by any
management member and members from board of directors and in the end of one accounting
period the financial controller from the board of directors will audit and advise on how the
financial aspects of the project are on-going.
Reporting Schedule
Weekly reports will be written by agronomists from AVRDC on the progress of the crops and
amount of water in the soil and the nutrients if there is any insufficiency or if the water is too
much upon the three months of a season of cultivation the agronomist will check in twice a
week and write the report to the project manager by the end of the week.
Internally the monitoring report will be written by the assistant project manager which will be
reflecting the activities conducted, output if any and accounting for all financial transactions
and during the harvesting period the operations manager will write a report on how the
organization resources were utilized, during the plantation season in the end of every month a
meeting will be set between management and board of directors to discuss and review all
reports.

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LIST OF APPENDICES
ANNEX 1: LOGICAL FRAMEWORK
Narrative summary Verifiable
indicators
Means of
verification
Important
assumptions
Goal: Improved economy in
Arusha through contribution of
horticulture products, through
development of effective and
integrated field onion chains for
domestic and regional market all
over the East Africa.
1.) Gross
domestic
product.
2.) Per capita
income.
 Increased
per capita
income of
Arusha
region.
 Millenniu
m
developm
ent goals
report.
 East
African
communit
y annual
report
2020
 AVRDC
annual
report
2020
 Poor
transpor
tation
systems.
 Low
technol
ogy
storage
facilitie
s.
 Market
fluctuati
ons.
 Price
fluctuati
ons.
 Inflatio
n.
Purpose: Toimprove the standard
of living of Tanzania citizens
through a well-balanced diet from
horticulture products and provision
of employment opportunities by
2020.
1) Life
expectanc
y.
2) Project
output.
3) National
health
statistics.
4) National
bureau of
statistics.
 National
bureau of
statistics
report by
2022.
 National
health
statistics
report by
2020
 East
African
communit
y facts
and
figures
report by
2018.
 Market
constrai
nts.
 Pests
and
diseases
attack.
 Inflatio
n
 Climate
changes
 Budget
constrai
nts
To establish the prospective of
horticulture production,
specifically cultivation of onions
 Arusha
region
socio-

21

in Arusha domestic market and
other markets by 2020.
economic
profile
Outputs:
 Creation of employment
opportunity by 4% in
Arusha.
 Improved standard of
living through healthy
nutrition.
1) National
bureau of
statistics.
2) Regional
commissi
oner’s
office
report
2018.
 National
bureau of
statistics
Tanzania
in figures
2018
report.
 Budget
constrai
nts.
 Land
clashes.
 Casual
labourer
s
change
of
attitude.
Activities:
 Writing up the
project
proposal.
 Submitting the
proposal to
AVRDC
management.
 Securing a loan
from the
commercial
bank.
 Negotiating
price with the
seed providers.
 Preparation and
fencing of the
land.
 Training the
management
team and
recruiting of
casual
labourers.
 Obtaining
TFDA permit
and regional
commissioner’s
permit.
 Monitoring and
evaluation.
1) Presence
of a
certified
project
proposal
document
.
2) AVRDC
acceptanc
e for
project
initiation
letter.
3) Availabili
ty of a
credit
account.
4) Pro forma
invoice
from seed
companie
s.
5) Fencing
of
cultivated
land.
6) Availabili
ty of the
organizati
on
managem
ent
training
certificate
.
 Project
proposal.
 Loan
from the
bank.
 Invoice
from
Seed
Company
.
 Trained
managem
ent
employee
 .TFDA
certificate
copy of
permit
and
regional
commissi
oner’s
office
copy of
certificate
.
 Rejectio
n of the
proposa
l draft
by the
bank or
AVRD
C.
 Bank to
provide
a loan
with a
very
high
interest
rate.
 Failure
to
deliver
the
seeds on
time
from
Seed
Compan
y.
 Absenc
e of a
manage
ment
member
from the
training.
 Delay
from
TFDA

22

7) TFDA
permit.
8) Monitorin
g and
evaluatio
n reports.
and
regional
commis
sioner’s
office to
issue
the
certifica
tes.
ANNEX 2: TERMS OF REFERENCE
Position Title Number of
People
Required Skills Duties & Responsibilities
Project Manager 1  Project
management
 Asset utilization
 Project direction
and supervision
 Quality control
 Monitoring and
evaluation
 Supervising project operations
during implementation
 Ensure adherence to project
implementation policies and
regulations
 Maximize asset utilization in
project management
 Regular reporting to project
stakeholders
 Ensuring satisfaction of all
parties to the project
Assistant Project
manager and
financial controller
2  Project
Management
 Human
Resources
Management
 Liaison and
administration
 Finance and
accounting
management
 Ensure that project start-up
timeline is specifically adhered
to; acquiring sponsors,
funding, and related activities
 Work in liaison with other
specific groups to achieve
targets
Functional
Management
Depending on
handling
capability of the
department
 Skills based on
specific
department
 Involved in ensuring smooth
running of daily operations
 Report on a daily basis to
specific project departments
for monitoring and evaluation

23

ANNEX 3: ACTION PLAN
Proposed
action
Milestone
task
Responsible
person
Determined
time
Success
indicator
progress
Written
project
proposal
Have the
project well
written and
proof read
Project
manager
September
2014-
October 2014
Accepted
project
proposal by
the bank on
October 2014
Meeting of
the project
manager and
loan officer
being
successful
Securing a
loan from a
commercial
bank
To have a
current
account in
the bank the
loan is
secured
Project
manager
October 2014 Accepted
loan request,
with an
established
bank account
Meeting
between the
branch
manager,
loan bank
officer and
project
manager is
successful
Obtaining the
best seeds
dealer and
negotiating
price with
them
To obtain an
invoice
Financial
controller
and assistant
project
manager
November
2014
An invoice
with
affordable
negotiated
prices
Meeting
between
assistant
project
manager and
seed dealer
Obtaining
TFDA permit
To have a
certified
document
from TFDA
Assistant
project
manager
December
2014
TFDA
certificate
stating that
the farming
can
commence
Meeting
between
assistant
project
manager and
TFDA officer
Commencing
of cultivation
Cultivation
of the land
Assistant
project
January
2015- March
On-going
cultivation
Hiring of
casual

24

activities manager,
operations
manager,
AVRDC
team
members and
casual
labourers
2015 and sowing
of the seeds
labourers
References;
policy forums, (2009). reducing poverty through kilimo kwanza. Dar-es-salaam:
Kalb, S. S. (2012). Suggested cultural practice for onions. AVRDC training guide, 1-6.
ministry of agriculture and food security.security, m. o. (2002). study on the development of
horticulture in Tanzania. Dar-es-Saalam:
Vakis, N. (1998). Export Development and promotion Horticultural products. World Bank.
Boyhan, G., D. Granberry, & T. Kelley. 2001. Onion production guide, vegetable team production
[Bulletin 1198]. Athens: University of Georgia Cooperative Extension Service.
H.H. Ogaz, N. Bowman, & P. Barnes. 1972. Alternative farm organizational structures for the Navajo
Indian Irrigation Project: Projected cropping patterns, livestock enterprise, processing
activities, capital requirements, employment, income, and training
needs [Special Report 17]. Las Cruces: New Mexico State
University Agricultural Experiment Station.
Gorman, W.D., T.S. Clevenger, R.R. Lansford, W.H. Trego, J.E.
Williams, E.J. Gregory, J.M. Jordan, & H.H. Ogaz. 1973.
Costs, returns, and capital requirements of selected crops for the Navajo Indian Irrigation Project
[Research Report 256]. Las Cruces: New Mexico State University Agricultural Experiment Station

25

ANNEX 4: Work Plan
Work Plan, Monitoring and Description of Project Components and Activities

YEAR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
ACTIVITY Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Responsibility
Form Coordination
Committee
Project
Manager
Open a Project Account Project
Accountant
Recruit Staff Project
Manager
List and Map Project Areas    Project
Manager /
AVRDC
Purchases Project
Manager /PO
Mobilize Community   Project
Manager
Develop  Individual Projects Project
Manager /

27

AVRDC
Inventory of the
Community
AVRDC
/HRO
Form and Strengthen
existing  Structures
Project
Manager
Construct  Stores PM
Media Campaigns PM/PO
Procure Improved Seeds Project
Manger
Train Communities in
Horticulture
Project
Manger
Train Youth and Women in
development skills to tap
Agriculture potential
Project
Manager
Development of Logos and
Emblems
Project
Manager
Linkage and Partnerships
with other organization
tourist markets
PM
Monthly Coordination and
meeting
PM/Staff
Key: PM= Project Manager, PA= Project Accountant, PO=Procurement Officer, HRO=Human Resource Officer

Onions cultivation project - Project management

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