Agali farmers reap rewards of teamwork

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For the tenth year running, Vision Group, together with the Embassy of the Netherlands, KLM Airlines, dfcu Bank and Koudjis Animal Nutrition is running the Best Farmers Competition.

The 2025 competition runs from April to November, with the awards in December. Every week, Vision Group platforms will publish profiles of the farmers. Winners will walk away with sh150m and a fully paid-for tip to the Netherlands.

What began as a modest gathering of 30 farmers in Ocamongyang trading centre, Lira district, has blossomed into a thriving co-operative of nearly 3,000 members. Today, Agali Farmers Co-operative Society Ltd is not only boosting incomes, but also reshaping the agricultural landscape across Lira, Alebtong, and Dokolo districts.

Through unity, innovation and strategic partnerships, the farmers have turned subsistence into sustainability and poverty into prosperity.

Genesis

Agali Farmers Co-operative Society Ltd was born out of necessity. Thirty farmers came together in 2017 to tackle the persistent challenges That kept their agricultural efforts unprofitable.

Registered with the Ministry of Trade, Industry and Co-operatives, the co-operative received full operational status in 2019. Today, it boasts 2,892 members and serves as a model for commercial agriculture in northern Uganda.

“Back then, everyone farmed individually, mostly for home consumption,” recalls Denis Ondyang, the co-operative’s chairperson.

The co-operative premises located at Ocamongyang trading centre in Lira. The lorry transports produce from farmers to the market.

“Yields were low, incomes were poor, and many believed farming could never be profitable.”

The co-operative primarily focuses on sunflower, soybean, rice and maize, which are grown, processed and marketed collectively.

Transforming farming practices

One of the co-operative’s first goals was to educate members on best agronomic practices.

Through partnerships with organisations like National Agricultural Advisory Services (NAADS) and other programmes farmers were trained in using quality hybrid seeds, fertiliser application, timely weeding, pest and disease management, harvest and post-harvest manage among others.

Many farmers were sceptical of improved seeds owing to the misconception that they would damage soil or cause diseases.

Through training in land preparation, weeding, fertiliser use, pest control, and post-harvest handling, members have seen drastic improvements in both yield and quality.

“We now produce for the market,” Ondyang says.

“People can afford school fees, medical care and better housing.”

The co-operative spread its message through religious institutions and local government channels, with support from NAADS and non-government organisations like GIZ and other partners. These efforts attracted more farmers, drawn by the visible transformation in members’ lives.

Membership structure Initially the co-operative was open to individual farmers, but in 2020, it moved to admitting registered farmer groups of at least 30 members after expanding to other districts.

They realised that monitoring individual farmers would be difficult. Applications are reviewed quarterly and groups that meet the requirements are given the green light to join the co-operative. Each year they admit an average of 200 groups.

Each of the farmers in the groups has to pay a membership fee of sh15,000 and an annual subscription of sh5,000. Members are also encouraged to buy shares at sh20,000 each.

The co-operative is organised into five clusters based on sub-counties, each with its own leadership.

“The co-operative holds its annual meeting in either February or March every year. Committees for finance, marketing and production meet quarterly and as needed during the farming season,” Ondyang says.

The co-operative changes leadership every after three years during the annual meeting where members are allowed to contest and vote.

Member benefits Brenda Ejang, the vice chairperson, highlights access to extension services as one of the co-operative’s biggest achievements.

Members receive training in agronomy, post-harvest handling and more — services that were previously unavailable at least every after three months. The co-operative also runs an input shop offering quality seeds, fertilisers and pesticides, which are accessible on credit.

Members repay loans after selling their produce, with a modest 3% interest rate.

In addition to village stores, the co-operative has a central store at Ocamongyang trading centre, Lira district that allows members to bulk their harvests, especially during low-price seasons, improving post-h arvest management.

Agali Farmers Cooperative Society premises at Ocamongyang trading centre in Lira.

In the 2024 second season, members bulked 360 tonnes of rice, 1,000 tonnes of soybean, 8,000 tonnes of sunflower and 500 tonnes of maize grain.

When they bulk their produce, members have access to soft loans to handle their pressing issues like medical bills and school fees among others using receipts issued to them by the co-operative administration for record keeping.

This ensures that they are not tempted to sell their produce at a low price to handle such issues. The co-operative loan portfolio is now at sh150m.

Before forming the co-operative, farmers sold maize that had contaminants such as dust, stones and other impurities, which resulted in poor market prices.

With support from the United States African Development Fund (USADF), the co-operative acquired cleaning machines, improving quality and fetching higher prices.

“We now clean and package our produce before sale,” Ondyang says.

“Prices have increased by at least sh100 per kilogramme.”

This shift from subsistence to commercial farming has significantly improved household incomes and standards of living.

Challenges

Despite its success, the co-operative faces hurdles. Members accessing affordable credit remains difficult due to stringent bank requirements and high interest rates.

This affected farmers ability to improve productivity and profitability. Climate change has also disrupted planting seasons, while poor road infrastructure hampers transportation and increases costs.

“Sometimes produce spoils before reaching the market,” Ejang says.

This is why they plan to construct a factory such that they add value to their produce to increase its shelf life and avoid wastage.

Plans

Ondyang envisions a future where farming becomes a pillar of socioeconomic transformation. The co-operative plans to concentrate on maize and rice, with rice already accounting for 50% of total grain production.

“We are finalising installation of a rice milling factory at Ocamongyang trading centre-Lira,” he says.

“We have spent sh183m on the building and the machine — donated by GIZ — is already in Kampala.”