How to Answer The 64 Toughest Interview Questions THIS BOOK IS DESIGNED TO PROVIDE ACCURATE INFORMATION ON THE SUBJECTS COVERED. HOWEVER, IT IS DONE WITH THE UNDERSTANDING THAT THE PUBLISHER IS NOT ENGAGED IN RENDERING LEGAL, ACCOUNTING OR PROFESSIONAL SERVICES. IF LEGAL ADVICE OR OTHER PROFESSIONAL ASSSTANCE IS REQUIRED, THE SERVICES OF A COMPETENT, PROFESSIONAL PERSON SHOUID BE SOUGHT. ANY NAMES USED IN THE TEXT ARE FICTITIOUS AND FOR ILLUSTRATIVE PURPOSES ONLY. ANY RESEMBLANCE TO ACTUAL PERSONS OR COMPANIES IS PURELY COINCIDENTAL AND UNINTENTIONAL. Dedication: This report is dedicated to courage and knowledge, the two qualities most needed to succeed in any human challenge, especially a job search. Table of Contents General Guidelines in Answering Interview Questions.....................................................3 Q1 Tell me about yourself........................................................................................5 Q2 What are your greatest strengths?.....................................................................6 Q3 What are your greatest weaknesses?................................................................6 Q4 Tell me about something you did – or failed to do – that you now feel a little ashamed of.........................................................................................................7 Q5 Why are you leaving (or did you leave) this position?........................................8 Q6 The “Silent Treatment”.......................................................................................9 Q7 Why should I hire you?.......................................................................................9 Q8 Aren’t you overqualified for this position?.........................................................10 Q9 Where do you see yourself five years from now?............................................11 Q10 Describe your ideal company, location and job................................................12 Q11 Why do you want to work at our company?.....................................................12 Q12 What are your career options right now?.........................................................12 Q13 Why have you been out of work so long?........................................................13 Q14 Tell me honestly about the strong points and weak points of your boss (company, management team, etc.)….............................................................13 Q15 What good books have you read lately?..........................................................14 Q16 Tell me about a situation when your work was criticized..................................14 Q17 What are your outside interest?.......................................................................15 Q18 The “Fatal Flaw” question.................................................................................15 Q19 How do you feel about reporting to a younger person (minority, woman, etc)?16 Q20 On confidential matters….................................................................................16 Q21 Would you lie for the company?.......................................................................17 Q22 Looking back, what would you do differently in your life?................................18 Q23 Could you have done better in your last job?...................................................18 Q24 Can you work under pressure?........................................................................18 Q25 What makes you angry?...................................................................................19 Q26 Why aren’t you earning more money at this stage of your career?..................19 Q27 Who has inspired you in your life and why?.....................................................19 Q28 What was the toughest decision you ever had to make?.................................20 Q29 Tell me about the most boring job you’ve ever had..........................................20 Q30 Have you been absent from work more than a few days in any previous position?...........................................................................................................20 Q31 What changes would you make if you came on board?...................................21 Q32 I’m concerned that you don’t have as much experience as we’d like in….......21 Q33 How do you feel about working nights and weekends?...................................22 Q34 Are you willing to relocate or travel?................................................................23 Q35 Do you have the stomach to fire people? Have you had experience firing many people?.............................................................................................................24 Q36 Why have you had so many jobs?...................................................................24 Q37 What do you see as the proper role/mission of… …a good (job title you’re seeking); …a good manager; …an executive in serving the community; …a leading company in our industry; etc................................................................25 Q38 What would you say to your boss if he’s crazy about an idea, but you think it stinks?..............................................................................................................26 64 Toughest Questions Page 1 Q39 How could you have improved your career progress?.....................................26 Q40 What would you do if a fellow executive on your own corporate level wasn’t pulling his/her weight…and this was hurting your department?.......................27 Q41 You’ve been with your firm a long time. Won’t it be hard switching to a new company?.........................................................................................................27 Q42 May I contact your present employer for a reference?.....................................28 Q43 Give me an example of your creativity (analytical skill…managing ability, etc.).................................................................................................................28 Q44 Where could you use some improvement?......................................................28 Q45 What do you worry about?...............................................................................28 Q46 How many hours a week do you normally work?.............................................29 Q47 What’s the most difficult part of being a (job title)?...........................................29 Q48 The “Hypothetical Problem”..............................................................................29 Q49 What was the toughest challenge you’ve ever faced?.....................................30 Q50 Have you consider starting your own business?..............................................30 Q51 What are your goals?.......................................................................................31 Q52 What do you for when you hire people?...........................................................31 Q53 Sell me this stapler…(this pencil…this clock…or some other object on interviewer’s desk)............................................................................................31 Q54 “The Salary Question” – How much money do you want?...............................33 Q55 The Illegal Question.........................................................................................33 Q56 The “Secret” Illegal Question............................................................................34 Q57 What was the toughest part of your last job?...................................................35 Q58 How do you define success…and how do you measure up to your own definition?.........................................................................................................35 Q59 “The Opinion Question” – What do you think about …Abortion…The President…The Death Penalty…(or any other controversial subject)?............36 Q60 If you won $10 million lottery, would you still work?.........................................36 Q61 Looking back on your last position, have you done your best work?...............37 Q62 Why should I hire you from the outside when I could promote someone from within?..............................................................................................................37 Q63 Tell me something negative you’ve heard about our company…....................38 Q64 On a scale of one to ten, rate me as an interviewer.........................................38 64 Toughest Questions Page 2 General Guidelines in Answering Interview Questions Everyone is nervous on interviews. If you simply allow yourself to feel nervous, you'll do much better. Remember also that it's difficult for the interviewer as well. In general, be upbeat and positive. Never be negative. Rehearse your answers and time them. Never talk for more than 2 minutes straight. Don't try to memorize answers word for word. Use the answers shown here as a guide only, and don't be afraid to include your own thoughts and words. To help you remember key concepts, jot down and review a few key words for each answer. Rehearse your answers frequently, and they will come to you naturally in interviews. As you will read in the accompanying report, the single most important strategy in interviewing, as in all phases of your job search, is what we call: "The Greatest Executive Job Finding Secret." And that is... Find out what people want, than show them how you can help them get it. Find out what an employer wants most in his or her ideal candidate, then show how you meet those qualifications. In other words, you must match your abilities, with the needs of the employer. You must sell what the buyer is buying. To do that, before you know what to emphasize in your answers, you must find out what the buyer is buying... what he is looking for. And the best way to do that is to ask a few questions yourself. You will see how to bring this off skillfully as you read the first two questions of this report. But regardless of how you accomplish it, you must remember this strategy above all: before blurting out your qualifications, you must get some idea of what the employer wants most. Once you know what he wants, you can then present your qualifications as the perfect “key” that fits the “lock” of that position. • Other important interview strategies: • Turn weaknesses into strengths (You'll see how to do this in a few moments.) • Think before you answer. A pause to collect your thoughts is a hallmark of a thoughtful person. As a daily exercise, practice being more optimistic. For example, try putting a positive spin on events and situations you would normally regard as negative. This is not meant to turn you into a Pollyanna, but to sharpen your selling skills. The best salespeople, as well as the best liked interview candidates, come off as being naturally optimistic, "can do" people. You will dramatically raise your level of attractiveness by daily practicing to be more optimistic. Be honest...never lie. 64 Toughest Questions Page 3 Keep an interview diary. Right after each interview note what you did right, what could have gone a little better, and what steps you should take next with this contact. Then take those steps. Don't be like the 95% of humanity who say they will follow up on something, but never do. About the 64 questions... You might feel that the answers to the following questions are “canned”, and that they will seldom match up with the exact way you are asked the questions in actual interviews. The questions and answers are designed to be as specific and realistic as possible. But no preparation can anticipate thousands of possible variations on these questions. What's important is that you thoroughly familiarize yourself with the main strategies behind each answer. And it will be invaluable to you if you commit to memory a few key words that let you instantly call to mind your best answer to the various questions. If you do this, and follow the principles of successful interviewing presented here, you're going to do very well. Good luck...and good job-hunting! 64 Toughest Questions Page 4 Question 1 Tell me about yourself. TRAPS: Beware, about 80% of all interviews begin with this “innocent” question. Many candidates, unprepared for the question, skewer themselves by rambling, recapping their life story, delving into ancient work history or personal matters. BEST ANSWER: Start with the present and tell why you are well qualified for the position. Remember that the key to all successful interviewing is to match your qualifications to what the interviewer is looking for. In other words you must sell what the buyer is buying. This is the single most important strategy in job hunting. So, before you answer this or any question it's imperative that you try to uncover your interviewer's greatest need, want, problem or goal. To do so, make you take these two steps: 1. Do all the homework you can before the interview to uncover this person's wants and needs (not the generalized needs of the industry or company) 2. As early as you can in the interview, ask for a more complete description of what the position entails. You might say: “I have a number of accomplishments I'd like to tell you about, but I want to make the best use of our time together and talk directly to your needs. To help me do, that, could you tell me more about the most important priorities of this position? All I know is what I (heard from the recruiter, read in the classified ad, etc.)” Then, ALWAYS follow-up with a second and possibly, third question, to draw out his needs even more. Surprisingly, it's usually this second or third question that unearths what the interviewer is most looking for. You might ask simply, "And in addition to that?..." or, "Is there anything else you see as essential to success in this position?: This process will not feel easy or natural at first, because it is easier simply to answer questions, but only if you uncover the employer's wants and needs will your answers make the most sense. Practice asking these key questions before giving your answers, the process will feel more natural and you will be light years ahead of the other job candidates you're competing with. After uncovering what the employer is looking for, describe why the needs of this job bear striking parallels to tasks you've succeeded at before. Be sure to illustrate with specific examples of your responsibilities and especially your achievements, all of which are geared to present yourself as a perfect match for the needs he has just described. 64 Toughest Questions Page 5 Question 2 What are your greatest strengths? TRAPS: This question seems like a softball lob, but be prepared. You don't want to come across as egotistical or arrogant. Neither is this a time to be humble. BEST ANSWER: You know that your key strategy is to first uncover your interviewer's greatest wants and needs before you answer questions. And from Question 1, you know how to do this. Prior to any interview, you should have a list mentally prepared of your greatest strengths. You should also have, a specific example or two, which illustrates each strength, an example chosen from your most recent and most impressive achievements. You should, have this list of your greatest strengths and corresponding examples from your achievements so well committed to memory that you can recite them cold after being shaken awake at 2:30AM. Then, once you uncover your interviewer's greatest wants and needs, you can choose those achievements from your list that best match up. As a general guideline, the 10 most desirable traits that all employers love to see in their employees are: 1. A proven track record as an achiever...especially if your achievements match up with the employer's greatest wants and needs. 2. Intelligence...management "savvy". 3. Honesty...integrity...a decent human being. 4. Good fit with corporate culture...someone to feel comfortable with...a team player who meshes well with interviewer's team. 5. Likeability...positive attitude...sense of humor. 6. Good communication skills. 7. Dedication...willingness to walk the extra mile to achieve excellence. 8. Definiteness of purpose...clear goals. 9. Enthusiasm...high level of motivation. 10. Confident...healthy...a leader. Question 3 What are your greatest weaknesses? TRAPS: Beware - this is an eliminator question, designed to shorten the candidate list. Any admission of a weakness or fault will earn you an “A” for honesty, but an “F” for the interview. PASSABLE ANSWER: Disguise a strength as a weakness. Example: “I sometimes push my people too hard. I like to work with a sense of urgency and everyone is not always on the same wavelength.” Drawback: This strategy is better than admitting a flaw, but it's so widely used, it is transparent to any experienced interviewer. 64 Toughest Questions Page 6 BEST ANSWER: (and another reason it's so important to get a thorough description of your interviewer's needs before you answer questions): Assure the interviewer that you can think of nothing that would stand in the way of your performing in this position with excellence. Then, quickly review you strongest qualifications. Example: “Nobody's perfect, but based on what you've told me about this position, I believe I' d make an outstanding match. I know that when I hire people, I look for two things most of all. Do they have the qualifications to do the job well, and the motivation to do it well? Everything in my background shows I have both the qualifications and a strong desire to achieve excellence in whatever I take on. So I can say in all honesty that I see nothing that would cause you even a small concern about my ability or my strong desire to perform this job with excellence.” Alternate strategy (if you don't yet know enough about the position to talk about such a perfect fit): Instead of confessing a weakness, describe what you like most and like least, making sure that what you like most matches up with the most important qualification for success in the position, and what you like least is not essential. Example: Let's say you're applying for a teaching position. “If given a choice, I like to spend as much time as possible in front of my prospects selling, as opposed to shuffling paperwork back at the office. Of course, I long ago learned the importance of filing paperwork properly, and I do it conscientiously. But what I really love to do is sell (if your interviewer were a sales manager, this should be music to his ears.) Question 4 Tell me about something you did – or failed to do – that you now feel a little ashamed of. TRAPS: There are some questions your interviewer has no business asking, and this is one. But while you may feel like answering, “none of your business,” naturally you can’t. Some interviewers ask this question on the chance you admit to something, but if not, at least they’ll see how you think on your feet. Some unprepared candidates, flustered by this question, unburden themselves of guilt from their personal life or career, perhaps expressing regrets regarding a parent, spouse, child, etc. All such answers can be disastrous. BEST ANSWER: As with faults and weaknesses, never confess a regret. But don’t seem as if you’re stonewalling either. Best strategy: Say you harbor no regrets, then add a principle or habit you practice regularly for healthy human relations. Example: Pause for reflection, as if the question never occurred to you. Then say, “You know, I really can’t think of anything.” (Pause again, then add): “I would add that as a general management principle, I’ve found that the best way to avoid regrets is to avoid causing them in the first place. I practice one habit that helps me a great deal in this regard. At the end of each day, I mentally review the day’s events and conversations to take a second look at the people and developments I’m involved with and do a double 64 Toughest Questions Page 7 check of what they’re likely to be feeling. Sometimes I’ll see things that do need more follow-up, whether a pat on the back, or maybe a five minute chat in someone’s office to make sure we’re clear on things…whatever.” “I also like to make each person feel like a member of an elite team, like the Boston Celtics or LA Lakers in their prime. I’ve found that if you let each team member know you expect excellence in their performance…if you work hard to set an example yourself…and if you let people know you appreciate and respect their feelings, you wind up with a highly motivated group, a team that’s having fun at work because they’re striving for excellence rather than brooding over slights or regrets.” Question 5 Why are you leaving (or did you leave) this position? TRAPS: Never badmouth your previous industry, company, board, boss, staff, employees or customers. This rule is inviolable: never be negative. Any mud you hurl will only soil your suit. Especially avoid words like “personality clash”, “didn’t get along”, or others which cast a shadow on your competence, integrity, or temperament. BEST ANSWER: (If you have a job presently) If you’re not yet 100% committed to leaving your present post, don’t be afraid to say so. Since you have a job, you are in a stronger position than someone who does not. But don’t be coy either. State honestly what you’d be hoping to find in a new spot. Of course, as stated often before, you answer will all the stronger if you have already uncovered what this position is all about and you match your desires to it. (If you do not presently have a job.) Never lie about having been fired. It’s unethical – and too easily checked. But do try to deflect the reason from you personally. If your firing was the result of a takeover, merger, division wide layoff, etc., so much the better. But you should also do something totally unnatural that will demonstrate consummate professionalism. Even if it hurts, describe your own firing – candidly, succinctly and without a trace of bitterness – from the company’s point-of-view, indicating that you could understand why it happened and you might have made the same decision yourself. Your stature will rise immensely and, most important of all, you will show you are healed from the wounds inflicted by the firing. You will enhance your image as first-class management material and stand head and shoulders above the legions of firing victims who, at the slightest provocation, zip open their shirts to expose their battle scars and decry the unfairness of it all. For all prior positions: Make sure you’ve prepared a brief reason for leaving. Best reasons: more money, opportunity, responsibility or growth. 64 Toughest Questions Page 8 Question 6 The “Silent Treatment” TRAPS: Beware – if you are unprepared for this question, you will probably not handle it right and possibly blow the interview. Thank goodness most interviewers don’t employ it. It’s normally used by those determined to see how you respond under stress. Here’s how it works: You answer an interviewer’s question and then, instead of asking another, he just stares at you in a deafening silence. You wait, growing a bit uneasy, and there he sits, silent as Mt. Rushmore, as if he doesn’t believe what you’ve just said, or perhaps making you feel that you’ve unwittingly violated some cardinal rule of interview etiquette. When you get this silent treatment after answering a particularly difficult question , such as “tell me about your weaknesses”, its intimidating effect can be most disquieting, even to polished job hunters. Most unprepared candidates rush in to fill the void of silence, viewing prolonged, uncomfortable silences as an invitation to clear up the previous answer which has obviously caused some problem. And that’s what they do – ramble on, sputtering more and more information, sometimes irrelevant and often damaging, because they are suddenly playing the role of someone who’s goofed and is now trying to recoup. But since the candidate doesn’t know where or how he goofed, he just keeps talking, showing how flustered and confused he is by the interviewer’s unmovable silence. BEST ANSWER: Like a primitive tribal mask, the Silent Treatment loses all it power to frighten you once you refuse to be intimidated. If your interviewer pulls it, keep quiet yourself for a while and then ask, with sincere politeness and not a trace of sarcasm, “Is there anything else I can fill in on that point?” That’s all there is to it. Whatever you do, don’t let the Silent Treatment intimidate you into talking a blue streak, because you could easily talk yourself out of the position. Question 7 Why should I hire you? TRAPS: Believe it or not, this is a killer question because so many candidates are unprepared for it. If you stammer or adlib you’ve blown it. BEST ANSWER: By now you can see how critical it is to apply the overall strategy of uncovering the employer’s needs before you answer questions. If you know the employer’s greatest needs and desires, this question will give you a big leg up over other candidates because you will give him better reasons for hiring you than anyone else is likely to…reasons tied directly to his needs. Whether your interviewer asks you this question explicitly or not, this is the most important question of your interview because he must answer this question favorably in is own mind before you will be hired. So help him out! Walk through each of the 64 Toughest Questions Page 9 position’s requirements as you understand them, and follow each with a reason why you meet that requirement so well. Example: “As I understand your needs, you are first and foremost looking for someone who can manage the sales and marketing of your book publishing division. As you’ve said you need someone with a strong background in trade book sales. This is where I’ve spent almost all of my career, so I’ve chalked up 18 years of experience exactly in this area. I believe that I know the right contacts, methods, principles, and successful management techniques as well as any person can in our industry.” “You also need someone who can expand your book distribution channels. In my prior post, my innovative promotional ideas doubled, then tripled, the number of outlets selling our books. I’m confident I can do the same for you.” “You need someone to give a new shot in the arm to your mail order sales, someone who knows how to sell in space and direct mail media. Here, too, I believe I have exactly the experience you need. In the last five years, I’ve increased our mail order book sales from $600,000 to $2,800,000, and now we’re the country’s second leading marketer of scientific and medical books by mail.” Etc., etc., etc., Every one of these selling “couplets” (his need matched by your qualifications) is a touchdown that runs up your score. IT is your best opportunity to outsell your competition. Question 8 Aren’t you overqualified for this position? TRAPS: The employer may be concerned that you’ll grow dissatisfied and leave. BEST ANSWER: As with any objection, don’t view this as a sign of imminent defeat. It’s an invitation to teach the interviewer a new way to think about this situation, seeing advantages instead of drawbacks. Example: “I recognize the job market for what it is – a marketplace. Like any marketplace, it’s subject to the laws of supply and demand. So ‘overqualified’ can be a relative term, depending on how tight the job market is. And right now, it’s very tight. I understand and accept that.” “I also believe that there could be very positive benefits for both of us in this match.” “Because of my unusually strong experience in ________________ , I could start to contribute right away, perhaps much faster than someone who’d have to be brought along more slowly.” “There’s also the value of all the training and years of experience that other companies have invested tens of thousands of dollars to give me. You’d be getting all the value of that without having to pay an extra time for it. With someone who has yet to acquire that experience, he’d have to gain it on your nickel.” 64 Toughest Questions Page 10 “I could also help you in many things they don’t teach at the Harvard Business School. For example…(how to hire, train, motivate, etc.) When it comes to knowing how to work well with people and getting the most out of them, there’s just no substitute for what you learn over many years of front-line experience. You company would gain all this, too.” “From my side, there are strong benefits, as well. Right now, I am unemployed. I want to work, very much, and the position you have here is exactly what I love to do and am best at. I’ll be happy doing this work and that’s what matters most to me, a lot more that money or title.” “Most important, I’m looking to make a long term commitment in my career now. I’ve had enough of job-hunting and want a permanent spot at this point in my career. I also know that if I perform this job with excellence, other opportunities cannot help but open up for me right here. In time, I’ll find many other ways to help this company and in so doing, help myself. I really am looking to make a long-term commitment.” NOTE: The main concern behind the “overqualified” question is that you will leave your new employer as soon as something better comes your way. Anything you can say to demonstrate the sincerity of your commitment to the employer and reassure him that you’re looking to stay for the long-term will help you overcome this objection. Question 9 Where do you see yourself five years from now? TRAPS: One reason interviewers ask this question is to see if you’re settling for this position, using it merely as a stopover until something better comes along. Or they could be trying to gauge your level of ambition. If you’re too specific, i.e., naming the promotions you someday hope to win, you’ll sound presumptuous. If you’re too vague, you’ll seem rudderless. BEST ANSWER: Reassure your interviewer that you’re looking to make a long-term commitment…that this position entails exactly what you’re looking to do and what you do extremely well. As for your future, you believe that if you perform each job at hand with excellence, future opportunities will take care of themselves. Example: “I am definitely interested in making a long-term commitment to my next position. Judging by what you’ve told me about this position, it’s exactly what I’m looking for and what I am very well qualified to do. In terms of my future career path, I’m confident that if I do my work with excellence, opportunities will inevitable open up for me. It’s always been that way in my career, and I’m confident I’ll have similar opportunities here.” 64 Toughest Questions Page 11 Question 10 Describe your ideal company, location and job. TRAPS: This is often asked by an experienced interviewer who thinks you may be overqualified, but knows better than to show his hand by posing his objection directly. So he’ll use this question instead, which often gets a candidate to reveal that, indeed, he or she is looking for something other than the position at hand. BEST ANSWER: The only right answer is to describe what this company is offering, being sure to make your answer believable with specific reasons, stated with sincerity, why each quality represented by this opportunity is attractive to you. Remember that if you’re coming from a company that’s the leader in its field or from a glamorous or much admired company, industry, city or position, your interviewer and his company may well have an “Avis” complex. That is, they may feel a bit defensive about being “second best” to the place you’re coming from, worried that you may consider them bush league. This anxiety could well be there even though you’ve done nothing to inspire it. You must go out of your way to assuage such anxiety, even if it’s not expressed, by putting their virtues high on the list of exactly what you’re looking for, providing credible reason for wanting these qualities. If you do not express genuine enthusiasm for the firm, its culture, location, industry, etc., you may fail to answer this “Avis” complex objection and, as a result, leave the interviewer suspecting that a hot shot like you, coming from a Fortune 500 company in New York, just wouldn’t be happy at an unknown manufacturer based in Topeka, Kansas. Question 11 Why do you want to work at our company? TRAPS: This question tests whether you’ve done any homework about the firm. I

chapelchoir1@gmail.com...............................worshippers after God’s own Heart. UGANDA CHRISTIAN UNIVERSITY CHAPEL CHOIR MINISTRIES September semester 2011 report It is a great honor and privilege to bless the Lord almighty for this great ministry and the divine call of being worshippers after God’s own heart. The ministry is greatly credited for the passion it exhibits as it reaches out to God’s people to the Uganda Christian University and neighboring community, many hearts have been greatly blessed. 1. The first committee meeting held was on 6th September 2011 and the theme of the semester was agreed upon to be theTime has come and it is now to worship the Lord in spirit and truth from John 4:24, this was discussed to be our motivation for the semester in our activities such as worship sessions, praise and worship, lunch hour OV1 at 1pm, gift day among others. 2. Since as worshippers, prayer is indispensable, it was suggested that we derive subthemes which shall direct us in our prayer time every Wednesday at Ov1 at 1pm which our prayer secretary Simon Peter and the associate coordinated excellently and we were really blessed to seek and call out to God as worshippers. 3. Our papa love was also tasked to work with the prayer secretary to distribute the members into circles of friends which were responsible for chapelchoir1@gmail.com...............................worshippers after God’s own Heart. leading in the prayer times on Wednesday prayer day and also to help members build a great sense of belonging. 4. The team leadership also requested that we hold our meetings more often and agreed to meet on weekly basis to carry out efficient and timely planning to enable increased performance of the ministry for the glory of God. 5. It was recommended that new members need to be oriented through the circle of friends and giving them a warm welcome to enable them fit into the choir and find belonging. 6. It was also suggested that we compile a list of the vocalists and their different voices to build the ability of the members to grow into great worshippers by helping them identify the potential within them and to lead in worship at the university and away. 7. Also suggestions were drawn about the dressing code, through the librarian’s office to enable smartness and decency to manifest God’s glory as worshippers through living as models because it is the time to worship God in spirit and truth. 8. It was brilliantly thought to always hold the general assembly as early as possible to allow an opportunity to boost the team’s capacity to perform better through early planning. 9. Lock –in, an evening of family get together for holistic sharpening was also recommended that it is organized early enough and Simon Peter was chapelchoir1@gmail.com...............................worshippers after God’s own Heart. proposing to host it though we succeeded to have it done at Sandra, a choir member’s hostel. 10. The team chairperson, papa Nathan, greatly appreciated the team members for the commitment and the sacrifice offered to minister to God with chapel choir. 11. Great emphasis was drawn on the regular meetings of the members to enable the team to evaluate performance and plan for better performance. Successes for the team through the semester  The team succeeded to meet for fellowships ever Wednesday which greatly helped to build team unity and love.  Circles of friends participated in the fellowship and prayer time and blessed the family through leading, worship and sharing the word.  Succeeded to meet regularly for practices on Tuesdays and Thursdays which helped the team prepare for ministry well and took worship to a greater height.  The committee succeeded to meet for meetings regularly which attracted brilliant thoughts, thanks particularly to our host Simon peter.  The team succeeded to organize two general assemblies, one at the beginning of the semester and the evaluation one.  Succeeded to carry out lock in and this time blessed the members a great deal as people opened up and we prayed together for each other as a family. chapelchoir1@gmail.com...............................worshippers after God’s own Heart.  The team also succeeded to minister together with sister teams in Umoja concert and many people were blessed.  Many members succeeded to join the team and serve together in this ministry which caused a great difference into their lives  The semester was summarized with the gift day at Ankrah which attracted many members and sister teams like Mustard seed, TLM were invited to be part of the gift day which blessed the team a great deal.  The team also joined sister teams to bless the community of UCU through the Christmas carols were many people turned up and were blessed by the great time of praise and worship of the Lord almighty. Challenges 1. The treasurer expressed gratitude to the members for their continued commitment to the ministry which is greatly boosting the team progress but expressed concern over the failure of the members to pay the choir subscription fees and the membership fee for the new members. He concluded challenging the members to honor their pledges so soon rather the treasury was running short of money yet many activities were demanding money to be done. 2. The chairperson also appreciated the team and the members for being greatly involved in the ministry activities for example prayer, love day and lock in but expressed concern over those who were unable to make it chapelchoir1@gmail.com...............................worshippers after God’s own Heart. there and they rarely surface for the practice that it would greatly the team’s progress. 3. We were challenged to be our brothers and sister’s keepers by taking care of our circle of friends,lockin and the gift day and also choir practice. 4. Simon peter the prayer secretary rebuked the members in love and warned us against familiarity to ministry which results into inefficiency,he greatly appreciated the music drills and encouraged their continuity but also recommended a thorough scrutiny of the songs led in sadoration,worship and praise, he further appreciated the instrumentalists but expressed grievances over their commitment which limited their duty performance. 5. Need for time management 6. Updates about the progress with the fender system that was being fundraised for, clarity in communication and control of leadership monotony was also hinted on and Denis requested that communication needs to be clear and timely. Recommendations i) The general secretary suggests that stationery can be provided through the treasurer’s office to help make documentation more efficient. ii) Electronic documentation is a good way to go to enable improve and skillful record keeping for future reference. chapelchoir1@gmail.com...............................worshippers after God’s own Heart. iii) Regular communication and early mobilization for subscription payment and membership needs to be carried out. iv) Members were requested to present wallet photos and passport size photos for the choir’s album, these needs to be embarked on. 2) We greatly bless God for such a wonderful semester, we succeeded to do much for God’s glory, we are looking forward to a steady advancement as stewards and worshippers after God’s own heart to progress to a greater height. Committee members on Semester  Nathan Emiu 0783413540 naeblessed@gmail.com  Ranja Emmanuel 0782518112 emmanuelranja@gmail.com  Mayamba Johnson 0774517994 johnsonmayamba@gmail.com  Ruth Komuntale 0712209141 rutherfordakiiki@yahoo.com  Nakayaga Gorrett 0771824405 gnakayaga@yahoo.com  Mukwatanise Denis 0779603667 dmukwatanise@yahoo.com  Walugembe Sebastian 0779059853 waluseba@gmail.com  Ddamba Simon Peter, The general secretary is in the process iof developing a register to track important details about every member which include Names, Birthdays, status, home place, contact, residence, course, year of study among others. chapelchoir1@gmail.com...............................worshippers after God’s own Heart. JANUARY SEMESTER 2012 1. It’s really a wonderful semester and God has already amazed the team with his beauty, many successes have been so far realized and to this, we ascribe the glory and honor to the Lord almighty who has granted us grace to rise to greater horizons serving him and doing his purpose. 2. Many innovations are on board and these so far include, 3. Members being allocated vocal groups so that they can lead as back ups during the sessions in the semester 4. The team has absorbed the blessing of International friends from USP who are part and parcel of the ministry. 5. The team is continuing to identify opportunities to carry out ministry; there is an opportunity to minister at Buddo secondary school. 6. The team has succeeded to open up the choir email address which is chapelchoir1@gmail.com, password worshippers to boost communication and record keeping. 7. The team has succeeded readily to carryout diverse ministries in the university community especially during community worship and Sunday worship, with a new touch; we greatly bless God for this. 8. The team has succeeded to hold the general assembly and Lock in timely which is allowing enough time for carrying out other planned activities in time. Compiled by Walugembe Sebastian-Associate general secretary

Educating, Training and Discipling Servant Leaders Page 1 COMPASSION WEEK REPORT FROM 12TH-17TH FEBRUARY 2012 AT UGANDA CHRISTIAN UNIVERSITY –MAIN CAMPUS BY: WALUGEMBE SEBASTIAN. LEADERSHIP DEVELOPMENT PROGRAM STUDENT’S REPRESENTATIVE COURTESY OF ‘SAVE A BUDDY’ Educating, Training and Discipling Servant Leaders Page 2 TABLE OF CONTENTS 1.0 Appreciation .............................................................................................. 3 1.1 Dedication................................................................................................. 3 2.0 Introduction ........................................................................................... 3 2.1 Compassion week review ........................................................................ 4 2.3 Background ........................................................................................... 5 2.4 Opportunities ......................................................................................... 6 2.6 Recommendations .................................................................................. 7 2.7 Future plans .......................................................................................... 7 2.8 Accountability ........................................................................................... 8 2.9 Conclusion ............................................................................................. 8 3.0 Appendices ............................................................................................... 9 Educating, Training and Discipling Servant Leaders Page 3 1.0 Appreciation It’s greatly an amazing opportunity that we are glad to embrace with two hands appreciating the Gracious Lord who has blessed us all and above all the fortune to serve him in the different capacities as his workmanship; we humbly ascribe all the glory and honor to his name for his loving-kindness, grace and above all his presence. We are sincerely grateful to God too for our sponsors in Leadership Development Program and Compassion International, words can never appreciate enough, to our specialists and Compassion staff worldwide, you remain a great inspiration. Also great gratitude goes to the Community of Uganda Christian University led by the Vice-Chancellor, Dr.John Ssenyonyi, The LDP Patron Dr.Joellyn Fountain, Aunt Faith, the Financial Aid Officer thank you for building our professional lives, all the good fruits come forth because of the great seed you are planting in us, we pray that God blesses you most abundantly. 1.1 Dedication This report is highly dedicated to the Lord Almighty, not by power, or by mighty but only by his Holy spirit (Zechariah 4:6) that today once again a dream is steadily unfolded to become a reality. This work is greatly dedicated to our dear sponsors, the Leadership Development Program worldwide, all compassion staff and to all our fellow LDP students and Compassion sponsored children, may the Lord grant us a greater fortune that we do exploits for the glory of his name. 2.0 Introduction  At a time like this we look backwards at the far God has brought us as the Leadership Development Program-Uganda Christian University chapter and express our heartfelt gratitude to Him for his favor and loving kindness. Educating, Training and Discipling Servant Leaders Page 4 o At the beginning as the leaders of leaders at Uganda Christian University, we met and planned for how we shall progress to serve as LDP fellowship in our community and that is when the dream of carrying out compassion week was also tabled, and we definitely believed that we shall give it a go-forward! o Through the entire time, God granted us favor and grace to share it with our Patron Dr.Joellyn Fountain and the Scholarship Officer who greatly received the thought, led by Sebastian, the campus representative and the leadership team. o We planned the activities drawn from a concept written last semester and scheduled the week to be from 12th-17th February 2012, it was then a dream, today it is fulfilled and like a new born baby, it is growing rapid fast. We are extremely grateful to the university community for the opportunity to serve this way and giving us all support to make this aspiration true. 2.1 Compassion week review  Compassion week was inaugurated following a commissioning by Our Patron, Dr.Joellyn who ushered us in the week’s activities with the blessing in worship on Sunday 12th February before the congregation and was so happy about the proposed ministry and campaign.  On Monday 13th February, the LDP family clad in our attires, started off the fundraising at the different university entrances by carrying out shoe polishing, with the driving slogan, serving to save a buddy. (Friend) On Tuesday, 14th February, the team ushered in Community worship in our university Chapel and Sebastian, the representative presented and sensitized the community about the week’s activities and why.  On 15th February, the family served lunch and mobilized for contributions in the University dining hall where people generously contributed to the noble cause of helping to save a buddy, under the drive, serving to save a buddy, still clad in our LDP t-shirts.  On 16th,the team once again in a special arrangement ministered in community hour in conjunction with another ministry team- KAYM in Educating, Training and Discipling Servant Leaders Page 5 worship and gave a sensitization of contributing to save our friends from dead semesters which attracted a lot of support, LDP students ushered and others ministered in the choir, the worship was a blessing.!!!  On 17th, the team finally organized a great evening in the compassion week, the Compassion week Music extravaganza which attracted the entire Uganda Christian University community for the talent night where ministry teams and choirs in the university and LDP alumni were invited, these included chapel choir, and Mustard Seed worship team, Touch Life Ministries, Survivor and dignitaries. o 2.2 About LDP Leadership development program, is a student sponsorship programme and affiliate of compassion international which targets to equip greatly the beneficiaries through a holistic approach with servant leadership skills that highly benefit the people in the community and also a great platform to witness for our lord Jesus Christ through servant leadership Demonstration. LDP fellowship UCU chapter is a Christ focused team that brings together all students sponsored by compassion International, the team has survived for pretty a longtime within the university Community and is highly reputable for the several ministries in which the students under this umbrella have participated and are continuing to minister in different capacities. 2.3 Background Compassion week is birthed from the truth that we appreciate as LDP students how God has lifted us from hopeless lives and given us an opportunity to impact other people’s lives through service and sharing God’s heart, many friends and colleagues that we go together have been seen missing out to meet their tuition challenges at the university which has forced others to get dead semesters and others entirely drop out of school, as the fellowship we have continued to stand with them and Educating, Training and Discipling Servant Leaders Page 6 mobilize resources though not enough for many members in this umbrella, with this burden, we believe that because God has given us a story to tell because of where he has brought us from, we believed that though there are platforms that exist, we could be a special voice and advocate for our colleagues and avail ourselves to serve others for this noble cause. 2.4 Opportunities A good name is better than rupies, it is a great honor to thank God for compassion International, with the skills ventured into us as LDP students to serve others, we thought it wise with an ultimate purpose of advocating for our friends using our skills, abilities and resources within our reach.  We analysed the potential personnel who could primarily help us echo our voice through service and found the Financial Aid Office where we are graced to be attached for our sponsorship at the university, with good advice from our Patron and the Chaplaincy, we found favor that the dream was shared by co-leaders, and truthfully, it’s now real.  Appreciate the generosity of the Uganda Christian University community where members are receptive and supportive to any family member pertaining challenges to; when they get to know about it, this family heart, encouraged us to go forth to pursue this dream.  Commitment to follow after Christ‘s command, help carry one another’s burdens and in this way you shall obey the law of the Lord (Galatians 6:2)  Leadership is equal to influence, an inspiration from John.C.Maxwell, as LDP students we believed that God will help us to influence the community to realize this dream true by speaking out the voice to reach out to our friends through service. o 2.5 Challenges Some leaders are afraid to take on responsibility. Educating, Training and Discipling Servant Leaders Page 7 2.6 Recommendations  Let compassion week since its inauguration and reception by the university community, it would be so glad if it is carried on at least once in a year for different causes not only tuition fundraising but also active evangelism, community rehabilitation among others.  Our affiliates save a buddy, a platform that helps support friends with tuition challenges is greatly encouraged to have a regular voice, this definitely will help more people to know about the entire agenda so that we can join our hands early enough not only to support a few individuals but several.  Since tuition fees increments will less likely be curbed down as university development and progress continues, it would be so greatly appreciated if more people get to participate in this noble task of helping our friends, this can be achieved by setting out departmental bags in the different offices represented at least a month that would contribute every month, this pool would help many lives and students who sadly drop out of this university. 2.7 Future plans  After the inception of the God given dream of being our brothers and sisters keepers in Compassion, several parties have become interested and are definitely willing to come in and partner with teams that dream great, we are anticipating in the nearby future that companies are going to take interest and come to venture and support education at UCU to provide complete education to a complete person.  As long as opportunities exist, using the platform like this and others that can be birthed, extensive activities for holistic transformation will be carried out around the university and other places. Educating, Training and Discipling Servant Leaders Page 8 2.8 Accountability In Matthew 25, Christ challenges us as stewards and it’s an ultimate principle that we stand up for, we greatly appreciate the generous contributions of the community in the compassion week, the week was a success and we raised Four hundred forty thousand, six hundred fifty (440,650/=) Ugandan shillings which we officially handed over to the Save a buddy platform, a scholarship that supports up friends with tuition challenges, affiliated to the Financial Aid office. 2.9 Conclusion It is a great honor once again to express our heartfelt gratitude for the opportunity to birth this dream of helping to keep at least one ‘buddy’ in school by mobilizing financial resources, we greatly appreciate the earnest contributions of all the members and the expatriate community, we believe that together we can do exploits, trusting God and exhibiting his love to all people, may God continue blessing you. Success is never ending………let it be that we continue seeking to make the world a better place as God’s stewards. Compiled by Walugembe Sebastian-student’s representative-LDP –UCU-Chapter E=mail:waluseba@gmail.com Educating, Training and Discipling Servant Leaders Page 9 3.0 Appendices I. Some Photos of compassion week, serving to save a Buddy Sebastian, at the Music extravaganza Educating, Training and Discipling Servant Leaders Page 10 Educating, Training and Discipling Servant Leaders Page 11 LDP choir in worship on 17th February, thanking God for his beauty unto Us. Educating, Training and Discipling Servant Leaders Page 12 LDP choir leads in Praise and Worship, during the music extravaganza. Educating, Training and Discipling Servant Leaders Page 13 The students who attended the music extravaganza in worship, Friday 17th February 2012 Educating, Training and Discipling Servant Leaders Page 14 II. The Music Extravaganza, LDP does it for God, Friday 17th February in the chapel. Educating, Training and Discipling Servant Leaders Page 15 During the Community Worship Thursday 16th February Educating, Training and Discipling Servant Leaders Page 16 Worshipping during community worship, Thursday 16th February. Educating, Training and Discipling Servant Leaders Page 17 After worship on Thursday, 16th February,, LDP students helped the people who were contributing funds to meet the tuition fees of our friends using boxes we improvised……wow!!!!!!! Educating, Training and Discipling Servant Leaders Page 18

CALLED TO SERVE

CONSTRAINTS TO INDIGENOUS LEAFY VEGETABLE MARKETING BY Walugembe Sebastiane SO8B26/901 A DISSERTATION SUBMITTEDTO THE FACULTY OF SCIENCE AND TECHNOLOGY IN PARTIAL FULFILLMENT FOR THE AWARD OF A BACHELOR OF AGRICULTURAL SCIENCES AND ENTREPRENEURSHIP DEGREE OF UGANDA CHRISTIAN UNIVERSITY MUKONO-UGANDA April 2012 ABSTRACT In this study the main objective was to find out the major constraints that farmers who market indigenous leafy vegetables encounter a semi structured questionnaire and an interview guide were used to carry out a qualitative and survey research in Buikwe district. It was found out that the major constraints to indigenous leafy vegetable marketing are as a result of several factors which interact and cause the production and marketing rate to be low these included change in season, unfriendly weather, stiff competition, and, reduced soil fertility. The research helped identify the importance of indigenous leafy vegetables to family livelihood. If the challenges are critically addressed timely, vast benefits shall be recognized, through encouraging the farmers to work in groups and embracing a Participatory Market Chain Approach (PMCA) which will make indigenous leafy vegetables a flourishing business that will be greatly appreciated so soon. DECLARATION OF AUTHORSHIP I Walugembe Sebastiane Registration Number SO8B26/901 declare that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used data, ideas or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for the partial fulfillment for the degree of Bachelors of Agricultural Sciences and Entrepreneurship at Uganda Christian University, Mukono. Signed _________________________________________ WALUGEMBE SEBASTIANE Date _________________________________________ This dissertation has been submitted for examination with my approval as the university supervisor Signed _________________________________________ DR MICHAEL MASANZA Date_________________________________________ DEDICATION This dissertation is hereby dedicated to the Lord God my rock and refuge, my mother, Mrs.Nanyondo Bena, my dear sponsor Annie P.Perkins and Compassion International, my special home Tulina Omubeezi,Brother Jackson Mugabe ,Ssalongo Kiwanuka, ,brothers Tonny and Charles, sisters Ruth, Mary, Grace and Lillian, my teachers and lecturers, Prince Iguru Gilbert,Stella,Ambrose, Arafat and Elvis, my inspiration and friend,Uncle steven Lumonya and family ,all my friends in Uganda and the rest of the world, and to my friends and ministers in Chapel choir, Leadership development Program, Arise For Africa, May the Lord bless you mightily. ACKNOWLEDGEMENTS Am graced to extend gratitude for the generous contribution of HORT-CRSP for equipping me with the expertise and professional training which made this work possible as you gave me the exposure to the community and built my skills. This dissertation would have been impossible to prepare without the help of a number of people. I am deeply indebted to my supervisor, Dr. Michael Masanza (Uganda Christian University) and Mr. Abraham Salomon (HORT-CRSP) and Professor Kate Scow for the parental advice that you gave to us when you came to Uganda. Also my friends Ashton, Taryn and Zaria and Mr&Mrs.Abernathy for encouraging me that we shall make it. Also to Ssalongo Kiwanuka of Masaka, thank you always sir. I am grateful for the generous contribution of Compassion International for supporting me up to this time to make the dream a reality. I would not have achieved this much without the enduring support from my friends and course mates in BASE 4 (UCU) Prayer family (Morning glory) my brothers and, Sister Ruth for giving me a shoulder to lean on and all the support. Also I love to appreciate Mr.Bwogi Ignatius of Rural Agency for Sustainable Development (RASD) Buikwe and family for receiving me as family member and my course mates whose constructive criticism, continuous encouragement support and hard work helped me work hard. I can hardly appreciate enough.. TABLE OF CONTENTS ABSTRACT i DECLARATION OF AUTHORSHIP ii DEDICATION iii ACKNOWLEDGEMENTS iv LIST OF TABLES viii LIST OF FIGURES ix LIST OF APPENDICES ix LIST OF ACRONYMS/ABBREVIATIONS x CHAPTER ONE 1 1 INTRODUCTION 1 1.1 Background to the study. 1 1.2 Statement of the Problem 2 1.3 Purpose 2 1.4 General objective 2 1.5 Specific objectives 2 1.6 Research Questions 2 1.7 Area Scope of the Study 3 1.8 Time scope 3 1.9 Justification 3 1.10 Significance 4 CHAPTER TWO 5 2 LITERATURE REVIEW. 5 2.1 Introduction 5 2.2 Indigenous vegetables commonly marketed 6 2.3 Gender issues and participation in leafy vegetable marketing 7 2.4 Importance of indigenous leafy vegetables 8 2.5 Constraints to leafy vegetable Marketing faced by producers (farmers) 8 CHAPTER THREE 11 3 METHODOLOGY 11 3.1 Study design 11 3.2 Type of research 12 3.3 Area of study 12 3.4 Information sources 13 3.5 Population and sampling techniques 13 3.6 Variables and indicators 13 3.7 Measurement levels 14 3.8 Data collection instruments 14 3.9 Quality 15 3.10 Validity of data 15 3.11 Strategy for data processing and analysis 15 3.12 Methodological constraints 16 3.13 ESTIMATED BUDGET 17 3.14 TIMELINE 17 CHAPTER FOUR 18 4 FINDINGS, INTERPRETATIONS AND DISCUSSIONS 18 4.1 Introduction 18 4.1.1 Sex of the respondents 18 4.1.2 Level of education of the Respondents. 19 4.1.3 Indigenous Leafy Vegetables grown in the area 21 4.1.4 Indigenous Leafy Vegetables marketed in the area 22 4.1.5 Contribution of Indigenous Leafy Vegetables to the family income 23 4.1.6: Season of most sales 25 4.1.7 Major customers of the Indigenous Leafy Vegetables in the study area 27 27 4.1.9: Classification of Farmers in the Study Area 29 4.1.10 Major constraints to the Marketing of Indigenous Leafy Vegetable Marketing 31 CHAPTER FIVE 33 5 CONCLUSIONS, RECOMMENDATIONS AND AREAS FOR FURTHER STUDY 33 5.1 Introduction 33 5.2 Recommendations 33 5.3 Conclusions 35 5.4 Limitations of the study 35 APPENDICES 38 5.4.1 Appendix 1: University introduction letter 38 5.4.2 Appendix 2 Semi-structured questionnaire 39 5.4.3 Appendix 3: interview guide for key informants discussions 42 5.4.4 Appendix 4: some photos of farmers involved in indigenous leafy vegetable marketing. 43 LIST OF TABLES Table 1: Budget Estimates 17 Table 2: Time frame for accomplishing Different tasks 17 Table 3: Sex of the respondents 18 Table 4: Level of education 19 Table 5: Indigenous Leafy Vegetables grown 21 Table 6: What Indigenous Leafy Vegetables are marketed in the area? 22 Table 8: Contribution of Indigenous Leafy Vegetables to the family income 23 Table 9: Season of most sales 25 Table 10: Major customers of the Indigenous Leafy Vegetables in the study area………..…27 Table 11: Acreage for Marketing of Indigenous Leafy Vegetables 28 Table 12: Classification of Farmers in the Study Area 29 Table 13: Major constraints to the Marketing of Indigenous Leafy Vegetable Marketing 31 LIST OF FIGURES Figure1: A Bar Graph showing the respondent’s level of Education in Percentages………...20 Figure 2: A Bar Graph showing the contribution of Leafy Vegetables in Percentages………24 Figure 3: A Bar Graph showing the Season of sales in Percentages…………………………26 Figure 4: A Bar Graph showing the farmer categories in the study area in Percentages……30 LIST OF APPENDICES 5.4.1Appendix 1: University introduction letter 38 5.4.2Appendix 2 Semi-structured questionnaire 39 5.4.3Appendix 3: interview guide for key informants discussions 42 5.4.4Appendix 4: some photos of farmers involved in indigenous leafy vegetable marketing. 43 LIST OF ACRONYMS/ABBREVIATIONS I.L.V ………Indigenous Leafy Vegetables FFS ………Farmers Field School PMCA ………Participatory Chain Marketing Approach AESA …… Agro Eco System Analysis SWOT…… Strengths,Weaknesses,Opportunities and Threats IPM……… Integrated Pest Management FG……… Farmer Group KI……… Key Informant RASD ………Rural Agency for Sustainable Development SPSS……… Statistical Package for Social Scientists SRS……… Simple Random Sampling UCU ………Uganda Christian University FAO ………Food and Agricultural Organization Spp ………Species BASE ………Bachelor of Agricultural Sciences and Entrepreneurship HORT CRSP. Horticulture Collaborative Support Project CHAPTER ONE 1 INTRODUCTION In this chapter, the introduction about indigenous leafy vegetables and marketing, the background of the study, Statement of the Problem, Purpose, research objectives, questions, and scope of the study, justification and study significance are highlighted. 1.1 Background to the study. Uganda is a country endowed with a warm climate, ample fertile land and regular rainfall, which provides one of the best environments for agricultural production in sub-Saharan Africa. Some of the most important crops grown include tea, coffee, cotton, horticulture, cereals, root crops, pulses and bananas among others.Uganda is endowed with agro climatic conditions suitable for the cultivation of a wide range of vegetables. Vegetables are a major source of livelihoods for rural and peri-urban communities in Central Uganda They are credited as a major source of various nutrients they have a local competitive advantage over other crops due to short maturity period, low investment capital and smaller acreage, also are highly nutritious and have medicinal value generate higher returns compared to capital investment and can easily be integrated with other crops. Indigenous vegetables (IVs) have a strategic food security role, offering significant opportunities for the poor, particularly women, through farming, processing and trading activities. The vegetables which are currently being produced in Uganda are either sold in the nearest market or are used for home consumption. The kinds of vegetables being grown for marketing on a large scale are usually those which have been introduced more recently from other countries and may be referred to as 'exotic' or 'introduced' kinds of vegetables. Those grown for home consumption are still chiefly the local types of vegetables. In this paper the term 'local vegetables' is used to cover those plants which occur naturally throughout many districts of Uganda and which are used in the diet in a variety of ways. Some of these may be 'indigenous' while others are 'introduced'. 1.2 Statement of the Problem Many indigenous leafy vegetables naturally exist in Uganda and this is a great source of livelihood especially for many households. Surveys in the different villages have indicated that closely every household produces some leafy vegetable. Well as they are diversely produced by different farmers at different scales, the level of marketing is low among the many growers which poses a challenge of discovering why few farmers in Buikwe are involved in marketing of these indigenous leafy vegetables among the many producers. 1.3 Purpose This research was driven by the need to discover why few farmers are involved in indigenous leafy vegetable marketing yet there are many producers of these vegetables in the area. 1.4 General objective The general objective of this study was to find out the major constraints that affect different classes of farmers who are involved in indigenous Leafy Vegetable marketing. 1.5 Specific objectives The specific objectives of this study were: 1. To find out how indigenous leafy vegetable marketing contributes to the family income. 2. To find out the major constraints (hindrances) to marketing of indigenous leafy vegetables that farmers encounter. 1.6 Research Questions i. What is the contribution of marketing leafy vegetables to the family income? ii. Which constraints affect the level of marketing of indigenous leafy vegetables in the area? 1.7 Area Scope of the Study The study was undertaken in three villages in Buikwe district where farmers involved in marketing of indigenous leafy vegetables were asked about the involvement in vegetable marketing. These villages were Kiyoola, Buyira, and Lugala found in and around the major marketing Centre Nkokonjeru. Nkokonjeru is a town in Buikwe district, Central Uganda. The town is a municipality under Administration. They constituted a sample for the population of farmers involved in indigenous Leafy vegetable marketing, for convenience purpose with regard to space, time and limited financial resources, the results are anticipated to be representative and can be generalized due to the fact that surveys have readily shown that few farmers are involved in their marketing, using a random and purposive sampling, the results obtained from the respondents in the different villages sampled will give a representative picture of the general activity of indigenous Leafy vegetable marketing in Buikwe district. 1.8 Time scope The study which was carried out in March and was intended at finding out the timing when activities relating to indigenous leafy vegetables are carried out by the farmers and the level of marketing by those who are involved, to give an in-depth understanding of the associated constraints in comparison to other crops that are marketed in the study area. 1.9 Justification Surveys have previously shown that few farmers in the area market indigenous leafy vegetables. This therefore prompted the researcher to undertake this study to determine the constraints to indigenous leafy vegetable marketing by farmers in the three selected villages that are part of Buikwe district. 1.10 Significance I. Understanding why farmers do not sell these indigenous leafy vegetables will enable policy makers and extension organizations to target interventions that promote healthier food systems in which indigenous leafy vegetables play a larger role. II. The findings of the research will serve as basic information that will enable small scale farmers and other stakeholders in the agricultural sector to address the challenges encountered in indigenous leafy vegetable marketing. III. The study will encourage a participatory market chain approach which shall enable the different stakeholders in the indigenous leafy vegetable marketing to coordinate the sustainability of the process IV. It will enable the researcher to attain a bachelor’s degree in Agricultural Sciences and Entrepreneurship. CHAPTER TWO 2 LITERATURE REVIEW. This chapter provides for a background study to indigenous leafy vegetables, highlights those that are commonly marketed in Uganda according to the literature, gender issues and participation in indigenous leafy vegetable marketing, the importance of indigenous leafy vegetables and the major constraints faced by farmers. 2.1 Introduction The growing domestic demand for high-quality olericultural goods in Sub-Saharan Africa over the past decade, driven by rapid urbanization and the rise in supermarkets, offers opportunities to smallholder farmers to generate more income (McCullough et al., 2008). Weinberger (2011) estimated that about 37,000 persons in Uganda participate in vegetable value chain. However, access to these markets is still notoriously difficult for many smallholder farmers thus need to enhance market access of indigenous leafy vegetables. A wide range of indigenous vegetables are consumed in Malawi. These contribute greatly to the nutritional well-being of rural people by providing the essential nutrients required for body growth and development and for prevention of diseases associated with nutritional deficiencies, such as blindness due to vitamin A deficiency. Rural families traditionally have made conscious efforts to preserve these plants around their homesteads, in crop fields and communal lands. In recent years, however, exotic vegetables have taken prominence over indigenous vegetables, in spite of their generally lower nutritive value. The availability of indigenous vegetables has declined drastically because of excessive cultivation of field crops and habitat change, including deforestation. This has been exacerbated by a lack of major research and extension efforts to improve their husbandry and promote these species. Thus, the plants must be gathered at increasing distances from human dwellings, and rural women spend more valuable time in search of them. There is also growing ignorance among young people about the existence of nutritionally rich food plants. Traditional or local vegetables include many species which are wild, semi-cultivated or are protected in some way. They may also include species mainly cultivated for their pods, fruits, roots or tubers, but whose leaves are sometimes consumed as a vegetable. The majority of rural people in Zambia rely on traditional vegetables for their relish. In a rural survey, it was found that traditional vegetables were used by 52-95% of the respondents (Ogle et al. 1990). The diversity in traditional vegetables offers variety in family diet and helps ensure household food security. More than 175 different species have been documented as local vegetables in Zambia (Johansson 1989; Ogle et al. 1990). Among the more prominent species are Amaranthus spp., Cleome spp., Corchorus spp., Disa satiria, Solanum aethiopicum/macrocarpon. Apart from the major species, there are a large number of 'minor' vegetables known by fewer households and used less frequently. 2.2 Indigenous vegetables commonly marketed Nakati (Solanum aethiopicum) is one of the numerous local vegetables in Uganda (Goode, 1989; Musana and Rubaihayo, 2001). Both rural and peril-urban farmers are involved in its production (Bukenya-Ziraba, 1997; Schippers, 1997). However, commercial production of these vegetables is restricted mainly to peri-urban areas (Ssekabembe et al., 2002b). Commercial exploitation of local vegetables is still very limited in Uganda (Rubaihayo, 1996; Schippers and Budd, 1997), and this is partly attributed to neglected research input into local vegetables production. The nutritive value (Goode, 1989; Rubaihayo, 1994, 1996), food security value (Goode, 1989; Rubaihayo, 1994) and commercial importance of Nakati makes research on this crop worthwhile. Actually, in parts of the Nakati production belt of central Uganda, Nakati and Bbugga (Amaranthus lividus) are more important for cash than coffee, which is the most important export crop for Uganda (Ssekabembe et al., 2002a). 2.3 Gender issues and participation in leafy vegetable marketing Both men (husbands) and women (wives) appear to be involved, to some degree, in Nakati production in central Uganda. Family-based farms are usually characterized by division of labour, not only in terms of agricultural enterprises but also with respect to specific tasks (Deere, 1999). Generally, in all societies, men and women often play different roles, have different needs and expectations. The tasks are socially and culturally constructed to address the different production constraints in crop production (Fong and Bhushan, 1996; Najjingo-Mangheni and Karuhanga-Beraho, 2003). In developing countries, women contribute up to 75% of the total agricultural labour force and provide up to 60 - 80% of the food production for both household consumption and for sale ((FAO, 1995, 2000; Mpuga, 2005). Men often seek women’s labour for cash crops production. Women often make up for labour shortfalls in food crops production as men have migrated to towns in search of off-farm income, and as increasing numbers of children attend school (Blumberg, 1992). Such gender-disaggregated data is usually needed to help technicians, planners and policy makers to identify the role differences in food and cash crops production as well as men’s and women’s different managerial and financial control over the production, storage and marketing of agricultural products (FAO, 2000). Unfortunately, gender roles are often not well spelt out or dully recognized. Therefore, the unique features of division of labour and resources by sex in African farming have until recently, been poorly understood (Blumberg, 1992). Therefore, the present addresses this problem in the case of Nakati production, and marketing which is labour intensive, in central Uganda. 2.4 Importance of indigenous leafy vegetables Leaves are a source of protein and vitamins A and C. They are also rich in the minerals calcium, potassium and iron. Amaranthus for example is an easy crop to propagate as it has the capacity to produce abundant seed. They are readily available vegetables in the rainy season, when exotic vegetables become scarce. They are widely sold in urban markets, and thus generate income with minimal inputs. It is consumed throughout eastern Africa (FAO 1988). They have a local competitive advantage over other crops due to; Short maturity period Low investment capital and smaller acreage High nutritious and medicinal value Higher returns compared to capital investment Can easily be integrated with other crops. 2.5 Constraints to leafy vegetable Marketing faced by producers (farmers) Financial constraints – Financial constraints that manifest themselves in form of; inadequate financial resources for investment, too high interest rates on borrowed funds, unfavorable terms of borrowing usually a grace period of one month. Most farmers depend on own savings, family or personal friends to engage in their faming activities. When borrowing is done under prevailing terms provided (loan repayment period of 6 months and grace period of 1 month) by commercial banks and micro-finance institutions. Limited participation of farmers in the marketing chain: Transactions are dominated by spot markets, lack of trust and opportunism, with very few contracts or long-term business relationships. This situation breeds speculation and opportunism, leading to distortions and loss of interest on the part of the producers. Lack of information on market requirements: quality, volumes, prices and location has resulted in quality ignorance among the farmers and sometimes sustained an attitude of ‘impatience’ or hasty sales reducing the quality of farm gate produce put on the market and ultimately their incomes. The main sources of information for the farmers were the middle men. Limited skills and knowledge of improved agricultural technologies: These result in a slow rate of technology adoption, high post harvest losses, poor quality products and generally low production levels. The poor harvesting practices are attributed to ignorance and sometimes “greed for money’ that reduces the quality of output which reduces the price bargaining power of farmers and ultimately their incomes. Agricultural extension services are not readily accessible to the farmers. Lack of organized and strong farmer groups: organized and strong farmer groups are important for farmers to negotiate in the market. Farmers remain price takers as traders determine prices through deliberate distortion of market information. Inefficient and costly transport systems: Roads at all levels in production areas impassable leading to isolation of farmers in the rural areas. Modern transport methods do no work in these rural areas making accessibility to markets impossible. Limited reliable and knowledgeable rural input suppliers for genuine inputs: There are few in put suppliers in the rural and even the few sometimes sale fake seeds, fertilizers and acaricides which affects farmers production levels, quality and hence incomes. Input suppliers are not controlled and they sell everything they want. Though a lot of research has steadily been done on vegetables by several research organizations, it has greatly focused much on market research for other forms of vegetables leaving indigenous leafy vegetables that are highly important for the general household economic contribution, this research therefore seeks to identify how much competitive leafy indigenous leafy vegetables can be utilized in the market. Farmer classification and categorization Farmers were broadly divided into three classes, commercial scale, subsistence and those who did not sell; they are characterized by different factors. CHAPTER THREE 3 METHODOLOGY In this chapter, the study design, type of research, study area, information sources, population and sampling techniques, data collection instruments, quality and validity of data, data processing and analysis, anticipated methodological constraints, budget and timeline are detailed. 3.1 Study design Both qualitative and quantitative data were collected in this study by the researcher, survey methods such as use of questionnaires were employed for capturing of quantitative data and also non survey methods particularly qualitative data was obtained through key informant interview discussions constituting of lead farmers involved in indigenous leafy vegetable marketing within the three different villages in Buikwe that is Buyira, Kiyoola and Lugala. Respondents were randomly identified. The researcher introduced himself and bore a letter from the University; Local leaders were of help in mobilization and reaching the respondents who would be interviewed. Data was collected from farmers who are involved in production and marketing of indigenous leafy vegetables, individuals and those in groups who provided information relating to the questions and problem of study. Key informants who definitely were famers’ facilitators and lead farmers were consulted. Vegetable farmers from Kiyoola, Lugala and Buyira anticipated to give a general picture of the constraints to indigenous leafy vegetable marketing farmers in Buikwe district. These were identified and randomly selected for interviews to avoid getting biased results. A total of 43 farmers were interviewed face to face in all these villages. Due to time and financial resources limitations key informant interview guides and questionnaires were administered. An explanatory study relating to characteristics such as age, sex, and level of education were taken in the survey in the short time frame so as to explain the findings. The study was aimed at establishing the relationship between the causal variable (constraints) also termed as the ‘independent variable’ against the level of marketing (outcome variable). The control variables were age, gender and level of education (social demographic characteristics which helped to obtain a statistical interpretation of the results This made it possible to identify the most commonly occurring constraints that farmers in the study area encounter. 3.2 Type of research A Mixed research was undertaken where both qualitative and quantitative data collection methods were used in the collection and analysis of data for the research paradigms. Therefore survey and non-survey methods were used. These included Qualitative (Non-survey) methods like key informant interviews, survey (Quantitative) methods used include use of questionnaires. 3.3 Area of study Buikwe District is bordered by Kayunga District to the north, Jinja District to the east, Buvuma to the southeast, the Republic of Tanzania to the south. The district headquarters at Buikwe are located approximately 60 kilometres (37 miles), by road, east of Kampala, the capital of Uganda and the country's largest city. This location is approximately 14 kilometres (8.7 miles), by road, southeast of Lugazi, the nearest large town. Buikwe district was created by Act of Parliament and it commenced operations on 1 July 2009. Prior to that, it was part of Mukono district. The national census in 2002 estimated the population of Buikwe district at approximately 329,900. This district is widely involved in agricultural activities and 65% of the population depends on agriculture for their livelihood. The indigenous leafy vegetables diversely exist, locally produced and substantially marketed in the area. Lugala, Kiyoola and Buyira villages which have according to different studies and situation analyses shown that there are farmers engaged in indigenous leafy vegetable production and marketing. 3.4 Information sources The tools employed to collect qualitative data for gathering information included: Semi structured interviews using distinctive qualitative methods like key informant discussions. Questionnaires for the survey research to capture quantitative data were also used. 3.5 Population and sampling techniques Simple random sampling and purposive sampling of indigenous leafy vegetable farmers and facilitators involved in marketing in the three selected different villages in Buikwe district was done. A total of 43 farmers who offered information that is anticipated to be representative through face to face interviews and 7 key informants who responded to the qualitative questions by purposive sampling were interviewed. 3.6 Variables and indicators A scale of variables for rating the different farmer categorizations was the constraints that have been recorded from the literature review as Independent Variables to know their level of importance to this research, and the dependent variables were indigenous leafy vegetable marketing and classification of the farmers involved. Results were represented statistically to enable capture of both qualitative and quantitative data through percentile scoring and the indicators were the amount of the leafy indigenous vegetables they market and periods of times (months) and seasons and how often they carry out the marketing as captured in the questionnaires. 3.7 Measurement levels Farmers involved in marketing of indigenous leafy vegetables were broadly categorized into three classes so that their involvement would be tracked basing on their acreage and marketing. These were small scale, subsistence and those who did not sell. 3.8 Data collection instruments The researcher used the following instruments to collect data; a) Interview guides These were used to collect primary data and responses needed in the study from key informant discussions to collect qualitative data with respect to the research questions and the responses were recorded in the researchers note book for giving qualitative interpretation of the findings. b) Document Review This included reviewing the existing literature; the researcher collected, analyzed, and contrasted different views from different authors while focusing on getting theories and empirical findings as to why smallholders would or would not market vegetables) Questionnaires, Questionnaires were designed and used to ask different respondents in the different villages to find out those involved in marketing and classes where they fall with respect to the variable of farmer classification (Appendix 2). A total of 43 questionnaires were used where farmers in the three different villages were asked open-ended questions and responses recorded and statistically analysed, the control variables were age, and gender of the respondents while the independent variables were the constraints whose level of significance were recorded basing on the farmers’ responses with respect to indigenous leafy vegetable marketing. 3.9 Quality Questionnaires used in this study were pretested before they were administered. This was done in Bukasa; the aim was to bring the questions with clarity to the farmers. The questionnaires helped the researcher to collect information in the shortest time possible since they were elaborate. The researcher drew a simple random sample that represented the several individuals to whom the research applied basing on the findings from the situation analyses that offered information which was critically analysed. This minimized error. 3.10 Validity of data Pretesting and making of the pilot study in Bukasa made the questions more easily understandable to the respondents and the random sampling generated results that can be generalized and applicable to the entire study, because would be too expensive to make travels and facilitate the activity if the actual areas were used for the testing. Therefore the pretesting was done in Bukasa, an area which has the same characteristics as the study area in Buikwe. 3.11 Strategy for data processing an

MASAKA FULL GOSPEL CHURCH AND TULINA OMUBEEZI CDC ALUMNI SUPPORT AND DEVELOPMENT COMMUNITY BASED INITIATIVE. INTRODUCTION Masaka Full Gospel Church, located at Katwe,ssomero road close to Uganda Martyrs Nursery and Primary School, Katwe-Masaka is a home for remarkably a great number of successful individuals,groups,and families who trace roots of their lives moulded from this special home. The church houses the compassion aided project Tulina Omubeezi CDC which was conceived in 1993 and many people, particulary children from impoverished and challenging backgrounds especially the orphaned, helpless and humble families have succeeded to derive a welcoming change into theiur lives through a holistic approach to the physical, social, spiritual and cognitive support to release the children from poverty in Jesus’ name. Great gratitude is relayed to the Lord almighty who through this project and church has offered a standing stone and high ground for achieving this dream,currently the project and church are credited for nurturing more than 700 children,families and innumerable communities diversely through this initiative which has generated successful life. Currently many alumni have been able to achieve education to the university and beyond and several are serving in different capacities,but unfortunately,no initiative has existed before to enable them return home and empower the local community where they have been raised particularly at the project and church which are the immediate caretakers that have raised them into the persons they are today,this has prompted the birth of an initiative that will enable the return of such noble agents of change return home and share this good fortune as a team to reach out to more people,God being the ultimate helper,it is definitely one of the most recent corporate social responsibilities. Included in this paper are the details for the project,welcome to this initiative. OBJECTIVES 1. To build the cohesion of the alumni church and project 2. To enable giving back to the community for a holistic transformation in the area. 3. To provide a mentorship base for the siblings in church and the project to emerge into great leaders that are desired. 4. To provide a rich enterprising connection which promotes development of the association into agreat ministry. 5. To build accountability of the alumni family before God and his church therefore building stewardship. 6. To set a background for a homecoming for the successful alumni who can sharpen those who are still pressing on and henceforth sharing the gospel in action. Key figures 1. Grace odoi Africa renewal Ministries-Gaba 2. Kiweewa William Gaba Community church 3. Bamurinde Hillary umeme 4. Gerald Lwekishugi CDC MASAKA 5. Lubega Patrick Rubaga CDC Jinja 6. Lubega Mike Kirinda CDC-MaSAKA 7. Nannyunja Joan Kampala 8. Byarugaba Allan AYLF 9. Nakato Peace kampala How to connect 1. Email 2. Face book 3. Developing a data base 4. Initiating a homecoming 5. Project communication phones Activities (a) Ministering to the poor, sick, eldery and underprivileged in our local society, blessing them as a family. (b) Church ministry and youth empowerment (c) Love in action evangelism, identifying service opportunities in the community. (d) Accountability and generation of conncections and networks for supporting each other. (e) Entrepreneurial skills development. (f) Holistic support and modeling for an exemplary Christian life that lives and honours God. (g) Establishing an avenue through which a group fund raising scheme can be generated to make the lives of people in the community better through service. (h) East -west, home is best,to enable the alumni appreciate home and get back freaching out to the community with a holistic empowerment. (i) It’s looked at(foresighted)that it is likely to merge into a great ministry and project that is going to ensure holistic capacity building,this is the best way to set a legacy,will definitely cause a difference in Masaka and a far. Leadership A committee shall be selected which tentatively will have a the following member 1. The chairperson 2. The Deputy chairperson 3. Treasurer 4. General secretary 5. Events coordinator 6. Organizing secretary 7. Relations manager 8. Member 9. Member The team is anticipated to plan together the major activities it shall carry out and planning for the blessing of the community, several professionals will be invited to finance the activities and also coordinate God’s love demonstration. The initiative is expected to also go about empowering youths in compassion assisted projects and church based youth teams to grow in service and maintain a close connection which shall increase the youth participation in church and local community. Build leadership and model positive influence. The same initiative will attract all the current and former project staff and church, and also boost church growth by providing empowered leadership and administration. Compiled by Walugembe Sebastian 0779-059853 Cc.Grace Odoi……..Africa Renewal Ministries Cc Nalongo Joan Nannyunja.

Integrating the physical, spiritual, economic and social emotional Satisfying the thirst and hunger of the Nations Holistically FEED THE WORLD MINISTRIES. P.O BOX 8936 KAMPALA -UGANDA Tel; +256-(0)779-059853, +256-(0)700-874860 Email:waluseba@gmail.com Blog; megasavefeedtheworld@blogspot.com Live the golden rule, do to others what you want them do to you, if you give love, you shall definitely be loved in turn. The ears of a hungry man are on the stomach, act on the physical need and get the best way to serve him. BIRTH OF FEED THE WORLD As a Christian who is not only inspired, but motivated and convinced of the biblical worldview not because of the choice to assume that it is true but because it is led of God. Having grown up in my faith with a big heart sobbing to serve other people and see almost a positive impact in every person that I interface and l longed to see a difference in the life of an individual,family,community,nations ,continents and the world at large. From my biblical history,I looked through biblical characters but got great examples fromJoseph,Solomon and Jesus Christ.Joseph happens to be my biblical model as a youth as he was used of God in his time to save the nations from famine and his family incusive,am convinced that am called now as the Joseph of this time. Solomon the king also is also another great inspiration due to the great legacy he left as a leader, because of the prayer he said and asked God to grant him wisdom to lead God’s people well after dedicating the temple into God’s Integrating the physical, spiritual, economic and social emotional Satisfying the thirst and hunger of the Nations Holistically hands.(1Kings 8:63) God greatly blessed Solomon with wisdom and this has been the greatest asset so far that remained of him till now. Having meditated upon this sermon,like Solomon,I rested to bed one evening having undergone vision conference(Transforming Nations training),unlike king Solomon,my background as an early orphaned young man with a tear inceptive voice,my earliest dream like Joseph the dreamer stood. I love to cruise a Mercedes Benz, and accumulate many assets to enable me live a better life with my family and also reach out to other people around the globe, when the voice echoed into my ears, my immediate response was money!!!!! This was followed by a session of silence and conviction that this was not the best answer, way back in 2010!!! Having ended the semester, I travelled home and while I was there, the same voice appeared to me and asked me how much money did I really want and so there was my response $400m, this seemed amazing and it attracted a supernatural dialogue, what for? Asked the voice. And so I responded, “To feed the world.”All of a sudden with calmness of heart, and meditated on this, God opened up my eyes to see how much he has blessed me which can satisfy the needs of his people in the world at home, local community and international level for a holistic satisfaction, This was followed by documentation of this vision into a journal and since then God has steadily convicted me of this agenda and showing me how vital it is!, but challenged me that after meeting the physical needs of the world’s hungry and thirsty people worldwide and other basic humanitarian needs,which shall open an avenue for meeting the social,spiritual,emotional and all other aspects of a complete human being. Since then God has enabled me to realize and identify opportunities that He has accorded me from my real life experience as an orphaned child whose experience has offered a holistic lesson that I would Integrating the physical, spiritual, economic and social emotional Satisfying the thirst and hunger of the Nations Holistically love to base on to cause a difference in other people’s lives. God has brought many people into my life from the opportunity I got registered with compassion in 1996, and my friend and sponsor Annie P.perkins life has witnessed steadily changing to the better, I have attained holistic freedom and it’s being experienced now in my family and many people stand to testify of God’s work in my life. God through Christ Jesus has granted me a new life, He has made my history become his great story which I am now able to share with the world. How to feed the world?? 1. Meet the physical needs of the people, Jesus set the pace, he provided for masses. 2. Meet the social needs of the people, People don’t mind how much you know until when they know how much you care,Jesus was a great friend to Martha,Mary and Lazarus,he attracted followers including his disciples because he was a friend who cared for them,he ministered love and changed the world. 3. Meet the economic needs of the people,arise kick out capital poverty,Jesus was not poor,He had sufficiency and met all that the world around him needed,build the capacity of the people to escape poverty. Jesus paid tax and said give unto Caesar what belongs to Caesar and to God what belongs to Him. Spiritual needs This is the major reason why Jesus came, to bridge the gap and restore people’s lives of all fallen man back to our maker and for this he died paying the ransom,this defines the evident sacrificial love of God and this defines his plan for all man. Integrating the physical, spiritual, economic and social emotional Satisfying the thirst and hunger of the Nations Holistically What to do? 1. Procure at least 3(three) acres of land for Feed the world demonstration plots for maximum food security and sustainable livelihood through a holistic approach. 2. Meeting the needs of the poorest of the poor through Christ Jesus’ name,this can be achieved globally because statistics have already shown that 75% of the world’s most hungry people and thirsty are ,majorly in Souith America,Asia and Africa. 3. Attaining the possibility of utilizing the available resources and maximizing the capital potential of the enterprises. 4. Utilizing the partnerships and cooperation with the teams that I have got in touch with,this enables quick and easier project management because as a team, we can go far. 5. Obtaining a certificate of approval and registration of the organization, get established and seek for greater connections, believing God for such an idea which is a reality for his glory. 6. Design the ministry logo,which shall be used for the headed paper,an excess dose of water and food flowing and outpouring from the pearl of Africa to the rest of the world. Successes so far 1. Have already designed the headed paper with the catch word and slogan, satisfying the thirst and hunger of the nations holistically. 2. Got the e-mail and blog designed and in the process of bettering it, and posting regular updates while asking friends worldwide whom we share the passion to join, and through deep immersion in prayer God to use us with the resources he has granted us. 3. Have also graciously designed the business card which briefly has a number of identified enterprises at play to make this a reality. Integrating the physical, spiritual, economic and social emotional Satisfying the thirst and hunger of the Nations Holistically I. Professional reach enterprises II. Feed Agro-consultancy III. Mega save Feed the World IV. Jireh enterprises Professional reach Enterprises This is a designed plan for empowering the different professionals from all around the world are challenged with a Christian worldview to stand on their professional benches to help make other people better by identifying opportunities and getting involved into livelihood improvement. Feed Agro-Consultancy This is a particular agro-but not limited extension facililty that is aiming at building the capacity of the local community to access a better livelihood through a community participatory development initiative through knowledge and skills sharing,it is anticipated to result into community empowerement and holistic life. Megasave feed the World. This is the worldwide thirst and hunger solution branch of the passionate dream of God to bring a holistic satisfaction through an evident graduation from the life of talking to action. This initiative is readily seeking to carry out activities for the provision of these needs, water and food which it can’t do without, From a passionate agricultural rich background, I have succeeded to appreciate the importance of the heritage God has bestowed unto Uganda; the following organizations are anticipated to offer all the basic information for the progress of the team; MUZARDI NARO Integrating the physical, spiritual, economic and social emotional Satisfying the thirst and hunger of the Nations Holistically HORT-CRSP Compassion international As an empowered advocate, I have so far served as research assistant with HORT-CRSP,and General Secretary in charge of documentation during the PMCA 2011 training workshop, also a consultant and trainer with different farmers using Participatory Rural appraisal. FEED THE WORLD INTERNATIONAL BY WALUGEMBE SEBASTIAN Concept paper for MEGASAVE FEED THE WORLD E.mail..waluseba@gmail.com Blog:megasavefeedtheworld@blogspot.com Mob: 0779-059853 0700-874860