SNV is a mission-driven global development partner, rooted in the contexts and societies where we work. Inspired by the transformational principles and objectives set out by the SDGs, we are committed to building resilient agri-food systems that deliver food security and adequate nutrition; to increasing the reliability and availability of water and sanitation at an acceptable quantity and quality; and to improving access to affordable and sustainable energy for all. In doing so, we aim to strengthen institutions, markets and effective governance within and across the agri-food, energy, and water sectors, reducing gender inequalities and barriers to social inclusion, and enabling adaptation and mitigation to the climate and biodiversity crises.
We are one team of over 1,600 people, the vast majority of whom come from the contexts where we work, in more than 20 countries in Africa and Asia. In Uganda SNV operates through a decentralised approach with a country office in Kampala and regional offices in Fort Portal, Lira, Jinja and Rukungiri. SNV implements donor-funded activities across more than 100 districts in Uganda, ensuring broad and diverse impact.
Our core values of people-centeredness and respect, equity and equality, and diversity and inclusion, are fundamental to who we are, and what we do. This is reflected in our vision and mission, and strategy, which sets out our aspirations and commitments as our compass towards 2030. For more information on our operations in Uganda and SNV visit our website: www.snv.org.
Project information
Background and objectives of assignment
The Power for Food Partnership Uganda Program (2025–2029) is a five-year, multi-country initiative implemented by SNV in Uganda, Ethiopia, Rwanda, and Kenya, with funding from the IKEA Foundation. The program addresses a set of deeply interconnected development challenges: persistent poverty, vulnerability to climate shocks, ecological degradation, rising social inequalities, declining food security, and barriers to a just energy transition. In Uganda, Agricultural yields have declined by 20–30% due to poor land management, while post-harvest losses reach 30–50%. The country loses about 1.44% of its forest cover annually, driven by agricultural expansion and bioenergy demand, contributing to 59.5% of greenhouse gas emissions. Ranked among the top 15 most climate-vulnerable countries, Uganda continues to experience droughts, floods, and biodiversity loss, threatening livelihoods and undermining sustainable development.
Although energy and agri-food systems are inherently interdependent, past interventions have largely been fragmented, short-term, and uncoordinated. This siloed approach has led to inefficiencies and, in some cases, counterproductive outcomes. Recognising this, SNV and the IKEA Foundation are championing a nexus approach, bridging Regenerative Agriculture (RA) and the Productive Use of Renewable Energy (PURE) to catalyse transformation within agri-food systems.
Regenerative Agriculture (RA): Regenerative Agriculture (RA) includes a set of farm and land management practices, principles, and processes that restore and rebuild the health, resilience, and biodiversity of ecosystems. As a farming approach, it emphasises soil health improvement as the foundation of a sustainable food system, as well as biodiversity enhancement, water management, minimal disturbance, integrated livestock management, crop diversity, carbon sequestration, circularity, optimum use of resources/inputs, and the use of renewable energy.
While partners may use alternative terms such as Agroecology, Sustainable Agriculture, or Climate-Smart Agriculture, this analysis focuses on the underlying principles of RA, including environmental sustainability, economic viability, and social inclusion.
Productive Use of Renewable Energy (PURE): PURE refers to the application of renewable energy technologies to enhance productivity, promote value addition, increase income, and improve livelihoods along agricultural value chains. Examples include solar-powered irrigation systems, solar dryers for crops, solar-powered cold storage facilities, biogas solutions for dairy or poultry operations, and energy-efficient processing equipment.
The Power for Food Partnership Uganda adopts a systems transformation approach, addressing the interconnections between policies, relationships and connections, practices, power dynamics, resource flows, and social norms, values, and attitudes. These dimensions form the foundation for sustainable and inclusive systems change.
2.1. Vision and Mission
Vision: To achieve renewable energy–driven, resilient food systems where people have equitable opportunities to thrive sustainably.
Mission: To catalyze partnerships and strengthen capacities to transform the agri-food system in Eastern Africa by enabling ecosystem actors—especially smallholder farmers and SMEs—to adopt regenerative practices powered by renewable energy.
2.2. Programme Pathways
The Partnership advances transformation through three interlinked pathways:
LEARN – Practice-based learning and evidence generation through cross-border knowledge exchange and embedding systems transformation mindsets.
LINK – Action-oriented collaboration among system actors, nurturing RA–PURE nexus champions and convening regional and global partners.
LEVERAGE – Embedding nexus approaches into policy and practice, influencing investment flows, and strengthening local actors’ organizational capacities.
2.3. Rational for the consultancy
To operationalise the Power for Food Partnership in Uganda, a shared and robust evidence base is required to steer strategic, inclusive, and scalable interventions. At present, market intelligence on both directions of integration is limited: (i) how regenerative agriculture (RA) value chains can practically and profitably adopt productive uses of renewable energy (PURE), and (ii) how PURE providers and business models can plug into RA upgrading trajectories. Equally important, there is limited analysis of RA and PURE as standalone systems, with their own structural gaps, market failures, and incentive patterns—an essential step before identifying where and how the two systems can meaningfully interact.
Crucially, there is little evidence on the RA–PURE nexus the coordinated set of interactions where energy access and services unlock regenerative production, value addition, and market access, and where RA practices create predictable, bankable demand for renewable energy solutions. Existing studies remain fragmented and siloed, often treating agriculture and energy as separate verticals and overlooking their intersections, market incentives, and systemic barriers. This has resulted in uncoordinated, sub-optimal investments, partnerships, and policies, constraining the potential for nexus-driven, large-scale transformation across Uganda’s agri-food systems.
To address this gap, the assessment will be grounded in a systems transformation perspective, drawing on SNV’s six dimensions of systemic change, policies and rules, practices and technologies, relationships and connections, power dynamics and governance, resource flows, and social norms and values. This lens will guide the analysis of structural constraints, incentives, and leverage points shaping RA, PURE, and RA–PURE interactions across the Power for Food Uganda’s priority value chains and target geographies and will support the generation of a robust evidence base to inform programme design, partnerships, investment decisions, and policy engagement under the Power for Food Partnership Uganda.
2.4. Objectives of the Consultancy
The overall objective to conduct a Market Systems Diagnosis and Intelligence Analysis that generates a robust, evidence-based understanding of how Regenerative Agriculture (RA) and Productive Use of Renewable Energy (PURE) systems interact across Uganda’s four priority value chains identifying concrete nexus entry points, viable business models, key actors, and regional opportunity hotspots that can inform the design, implementation, and scaling of inclusive, investable, and system-transformative RA–PURE interventions under the Power for Food Partnership Uganda
The specific objectives are to:
Map and analyse the four priority value chains (cereals, legumes, horticulture, and dairy) through a systems transformation lens, illustrating ecosystem actors, their roles, relationships, incentives, capacities, market flows, and the systemic enablers and constraints influencing RA–PURE integration across the six system dimensions (policies, relationships, practices, power, resource flows, and norms).
Identify, assess, and categorize existing and emerging business models within the RA–PURE ecosystem that demonstrate commercial viability, inclusivity, scalability, and investment potential, highlighting innovation gaps, opportunities for co-investment, and blended-finance pathways that can accelerate adoption.
Examine market dynamics—including demand and supply trends, input and service markets, financing mechanisms, institutional frameworks, and investment flows—assessing the interplay between energy access, agricultural productivity, and environmental sustainability as systemic levers of change.
Identify and prioritize key actors and regional opportunity hotspots within each value chain, pinpointing where RA–PURE integration can deliver high-feasibility, high-impact, and inclusive outcomes, and outlining conditions and sequencing pathways to unlock them.
Generate and consolidate evidence-based insights and actionable recommendations to guide programme design, partnerships, investment decisions, learning, and policy engagement—aligned with the Power for Food Outcomes and aimed at catalysing inclusive, scalable, and system-transformative RA–PURE interventions across Uganda
2.5. Expected Outputs
The consultancy is expected to deliver the following outputs:
Integrated Value Chain and Market System Map:
A comprehensive visual and analytical mapping of the four priority value chains (cereals, legumes, horticulture, and dairy), node by node (inputs and services, producers, aggregators/cooperatives, processors, logistics/cold chain, off-takers/retail), including transversal actors such as financial service providers, energy companies (ESCOs, mini-grids, PAYGO operators), local governments, and regulators. The maps will show ecosystem actors within and beyond the value chain (i.e. sectoral or industry level) and describe their roles, relationships, incentives, and capacities.
The maps will illustrate market flows, systemic enablers and constraints, and RA–PURE nexus entry points (where energy access and services enable regenerative production, value addition, and market access, and where RA practices create predictable, bankable demand for energy solutions), using a simple legend linked to the six system dimensions and, where relevant, a geographic overlay for the programme’s target areas.
Business Model Assessment:
An analytical inventory and assessment of existing and emerging business models and market-access routes relevant to RA–PURE integration, classified by value-chain node and investment readiness (commercial viability, inclusivity, scalability, and potential for replication).
For priority models, the assessment will examine basic unit economics (CAPEX/OPEX, pricing or tariff structure, payback, and cost drivers), risk allocation between actors, and aggregation mechanisms (e.g., cooperatives, anchor buyers) that strengthen demand and service viability.
The analysis will identify gaps, innovation opportunities, and co-investment or blended-finance pathways, with a focus on models that create strong linkages among farmers, cooperatives, SMEs, financial institutions, and PURE providers, and that reinforce the RA–PURE nexus by delivering both regenerative outcomes and bankable energy demand.
Market Dynamics Report:
Evidence and insights on demand and supply patterns, input and service markets, financing mechanisms (such as asset finance, working capital, and results-based instruments), institutional frameworks, and investment flows, assessing how this shape the interplay between energy access, agricultural productivity, and environmental sustainability as systemic levers of change.
The report will also analyse policy and regulatory on-ramps (including quality standards, PUE tariffs and fiscal incentives, and carbon/MRV alignment) and examine governance and coordination challenges (who sets terms, where coordination breaks down) that influence incentives and barriers to scaling RA, PURE, and RA–PURE integration, including regional variations relevant to implementation
Strategic Recommendations:
A set of evidence-based, actionable recommendations, prioritised by value chain and by node, to guide programme design, strategic decision-making, partnerships, governance arrangements, resource mobilisation, and policy engagement.
Recommendations should include priority interventions, actor-specific engagement pathways, investment opportunities, and a basic sequencing of actions (short-, medium-, and longer-term)
Where relevant, the consultancy will produce concise investment briefs and policy notes for dialogue with funders, private-sector actors, and government institutions, supporting adoption and scaling of RA–PURE solutions by smallholder farmers and agri-businesses.
Job Description
Assignment overview and scope of work / deliverables
Scope of Work
The consultancy will conduct a Market Systems Diagnosis and Intelligence Analysis for the Power for Food Partnership Uganda, focusing on the integration of Regenerative Agriculture (RA) and Productive Use of Renewable Energy (PURE) across the programme’s four priority value chains: cereals, legumes, horticulture, and dairy.
The assessment will cover all relevant value-chain (nodes/links), inputs and services, production, aggregation/cooperatives, processing, logistics/cold chain, and end markets, as well as transversal actors such as producer organisations (cooperatives, SACOOS, Farmer groups), financial institutions, energy service/product providers (e.g. ESCOs, PURE, PAYGO), local governments , private-sector, partners, development programmes, donors and regulators.
The analysis will be undertaken across the programme’s fifteen target districts:
Central Region: Masaka, Mpigi, Mubende, Luwero, Nakasongola, Kayunga
Western Region: Mbarara, Kabarole, Isingiro, Kasese, Ntungamo
Eastern Region: Mbale, Iganga, Jinja
Lango Region: Lira, Gulu
Using the programme’s agreed definitions of RA and PURE, the consultancy will examine opportunities to strengthen and integrate RA and PURE practices within these chains and geographies, identifying where interactions, dependencies, or gaps shape the potential for RA–PURE integration.
The scope will be guided by SNV’s market systems and systems transformation perspectives, including the integration of Gender Equality and Social Inclusion (GESI) considerations and the six dimensions of systemic change (policies and rules; practices and technologies; relationships and connections; power dynamics and governance; resource flows; and social norms and values). The consultant will propose an appropriate methodology to operationalise these frameworks.
The consultant/firm will undertake the following key tasks:
Task 1: Desk Review
This task will establish the analytical foundation of the assignment by consolidating and interpreting existing evidence on RA, PURE, and RA–PURE integration in Uganda. The desk review will map what is already known, identify gaps in knowledge, and generate an initial system-level understanding that will guide primary data collection and deeper analysis.
Compile and analyse existing secondary data related to RA, PURE, and RA–PURE integration across the four priority value chains (cereals, legumes, horticulture, dairy).
Apply SNV’s six dimensions of systemic change to review policies and regulations, practices and behaviours, relationships and connections, power dynamics, resource flows, and social norms.
Policies and Regulations: Map existing, emerging, and missing policies, standards, and regulatory frameworks influencing RA–PURE adoption. Identify alignment gaps, conflicting mandates, and opportunities for policy advocacy, incentives, or harmonization to foster a supportive enabling environment.
Practices and Behaviours: Assess on-the-ground practices and behaviours of key value chain actors—farmers, cooperatives, SMEs, processors, financial institutions, and service providers—to determine levels of innovation, awareness, and capacity for RA, PURE and RA–PURE uptake. Identify both best practices and behaviour change opportunities to drive adoption.
Relationships and Connections: Analyse formal and informal relationships among ecosystem actors to reveal collaboration gaps, weak linkages, and potential partnerships for co-investment, knowledge exchange, and joint innovation. This includes mapping trust levels, information flows, and network density across the chain.
Power Dynamics: Assess how power is distributed and exercised across the system to understand who influences decisions, who benefits, and who is excluded—especially focusing on gender, youth, and marginalized groups. Identify pathways to shift influence toward more inclusive and equitable participation in RA–PURE value chains.
Resource Flows: Map and analyse the flow of resources, inputs, finance, energy, knowledge, and information, across the value chains. Identify inefficiencies, leakages, or concentration points, and determine where coordination, financial innovation, or investment could catalyse greater productivity and sustainability.
Social Norms and Values: Examine how prevailing social norms, values, and cultural attitudes shape perceptions and adoption of RA and PURE practices. Identify enabling norms that can be amplified and constrain beliefs that require targeted awareness, training, or role model interventions
Assess documented business models, financing mechanisms, institutional dynamics, and investment trends influencing RA, PURE, and RA–PURE adoption.
Synthesize evidence gaps and standalone system bottlenecks for RA and PURE, identifying initial opportunities for integration to guide primary research and stakeholder engagement.
Task 2: Stakeholder Engagement (Interviews & Focus Group Discussions – Validation & Enrichment)
This task will ground the analysis in lived realities by engaging stakeholders across the programme’s value chains and geographies. Through targeted interviews and focus group discussions, the consultant will validate desk review insights, capture practical constraints and incentives, and generate contextual understanding of systemic dynamics affecting RA, PURE, and RA–PURE uptake.
Conduct targeted Key Informant Interviews (KIIs) and Focus Group Discussions (FGDs) with relevant stakeholders including farmers, SMEs, cooperatives, private-sector service providers, government agencies, NGOs, financial institutions, and PURE technology providers.
Validate and deepen insights obtained through the desk review by capturing stakeholder perspectives on market constraints, incentives, coordination gaps, resource flows, business models, gender and youth inclusion, and day-to-day adoption challenges.
Use the stakeholder engagement to contextualise the six dimensions of systemic change, as experienced in practice across the four priority value chains.
Triangulate findings from KIIs and FGDs with the desk review to identify practical leverage points for market transformation, co-investment, improved governance, and more inclusive participation.
Feed insights directly into the Integrated Value Chain and Market System Maps to be developed under Task 3.
Task 3: Value Chain and market system Analysis
Building on Tasks 1 and 2, this task will provide an integrated analysis of the four value chains and their wider market systems. The consultant will examine market structures, actor roles, financial and resource flows, enabling and constraining factors, and opportunities for RA, PURE, and RA–PURE integration, generating a comprehensive basis for programme intervention design.
Map value chain structures, actor roles, and relationships across key nodes (inputs and services, production, aggregation/cooperatives, processing, logistics/cold chain, and end markets).
Quantify value and cost distribution across actors to reveal incentives, constraints, power asymmetries, and opportunities for equitable value sharing and co-investment.
Assess systemic enablers and barriers—policies, practices, relationships, power dynamics, resource flows, and norms—affecting RA adoption, PURE adoption, and RA–PURE integration, drawing on validated evidence from Tasks 1 and 2.
Identify high-potential business models, partnerships, and co-investment opportunities, including blended finance options that can strengthen RA–PURE viability and inclusiveness for smallholders, women, and youth.
Identify geographic opportunity hotspots or clusters (e.g., irrigation–horticulture hubs, solar cold-chain corridors, dairy processing nodes) where high-feasibility RA–PURE integration can be prioritised.
Develop integrated market system maps visualising ecosystem actors, relationships, financial flows, institutional linkages, enabling conditions, systemic constraints, and RA–PURE nexus entry points.
Task 4: Regional Validation Workshops
This task will ensure that findings are validated, refined, and co-owned by stakeholders in the programme’s target regions. Regional workshops will allow the consultant to test assumptions, incorporate local perspectives, and strengthen the credibility and relevance of the final analysis.
Facilitate four regional validation workshops in the Central, Western, Eastern, and Lango regions.
Present preliminary findings, maps, opportunity hotspots, and emerging recommendations to stakeholders involved in the four value chains.
Capture local insights, validate assumptions, and identify nuances or implementation considerations specific to each region.
Integrate stakeholder feedback into the analysis and refine the RA–PURE market system diagnosis and intervention pathways.
Task 5: Final Report and Presentation
This task involves consolidating all analytical outputs into a final, coherent report supported by maps, datasets, and strategic recommendations. The consultant will deliver evidence-based insights that inform programme actions, partnership development, investment planning, and policy engagement, and will present the final findings to SNV and key partners.
Prepare a consolidated analytical report synthesising findings across Tasks 1–4, structured around the assignment’s objectives and expected outputs. Include:
Integrated value chain and market system maps
Business model assessment with basic unit economics
Market dynamics and enabling environment analysis
Actor prioritisation profiles
Geographic opportunity hotspots
Sequenced recommendations for programming, partnerships, investment, and policy
Provide supporting datasets, stakeholder maps, and system transformation pathway diagrams as annexes or separate files.
Present key findings and recommendations to SNV and key partners to support strategic uptake and decision-making.
Key Deliverables
The consultant/firm will be expected to produce the deliverables below:
Deliverables: Inception Report and workplan
List of outputs per deliverable
A clear understanding of the assignment, including how RA, PURE and RA–PURE systems will be analysed both independently and through their nexus interactions.
A refined methodology and analytical framework aligned with SNV’s systems transformation lens and the six dimensions of systemic change (policies, practices, relationships, power, resource flows, and norms).
Detailed data collection tools and protocols for the desk review, KIIs, FGDs, market mapping, and value-chain analysis.
A comprehensive work plan including milestones, timelines, district-level field schedule, and key phases of analysis and validation.
A stakeholder engagement and validation plan detailing the selection, sequencing and approach for KIIs, FGDs, and regional workshops.
A preliminary list of ecosystem actors and value-chain nodes to be consulted (inputs/services, producers, cooperatives, processors, logistics/cold chain, off-takers, financiers, energy providers, local governments, regulators).
Ethical considerations, risk management and mitigation measures, and a quality-assurance plan.
Confirmation of scope, boundaries, and deliverable formats for the assignment
Quality expectations
Clear, methodologically sound, and fully aligned with the ToR, the programme’s outcomes, and the systems-transformation approach.
Demonstrates systems thinking and inclusivity (gender, youth, marginalised groups), and incorporates RA, PURE, and RA–PURE perspectives coherently.
Provides practical and realistic plans for fieldwork, data collection, and validation.
Must be reviewed and approved by SNV prior to the commencement of field activities
Deliverables: Market Systems and Intelligence Analysis Report
List of outputs per deliverable
Integrated value chain and market system maps for the four priority chains (cereals, legumes, horticulture, dairy), showing actors, roles, relationships, incentives, capacities, market flows, and systemic enablers/constraints for RA, PURE, and RA–PURE adoption.
Standalone system assessments of RA and PURE, identifying structural gaps, market failures, incentive patterns, and adoption barriers unique to each system before examining their points of intersection.
A systems transformation analysis applying SNV’s six dimensions of systemic change (policies, practices, relationships, power dynamics, resource flows, social norms) across all four value chains.
An analytical assessment of existing and emerging business models, including unit economics (CAPEX/OPEX, pricing, payback), risk allocation, aggregation mechanisms, inclusivity considerations, commercial viability, scalability, and investment readiness for RA, PURE, and RA–PURE integration.
A comprehensive Market Dynamics Report capturing demand and supply trends, input/service markets, financing mechanisms, institutional dynamics, regulatory pathways, and investment flows shaping RA, PURE and RA–PURE adoption and scaling.
Triangulated stakeholder perspectives from KIIs, FGDs, and regional engagement exercises validating desk review insights and revealing practical constraints, incentives, and coordination gaps.
Identification of systemic leverage points, innovation opportunities, high-potential business models, partnership opportunities, and co-investment pathways for RA, PURE and RA–PURE integration.
Actor prioritization and geographic opportunity hotspots, identifying high-feasibility, high-impact regions, clusters, and corridors (e.g., irrigation–horticulture hubs, dairy processing corridors, cold-chain nodes/links)
Integration of insights and feedback from four regional validation workshops into the analysis, accompanied by a brief workshop synthesis note for each region summarising participant lists, key discussion points, and validation-driven adjustments to the findings and recommendations.
Quality expectations
Evidence-based, triangulated across desk review, KIIs, FGDs, market observations, and regional validation workshops.
Fully reflects SNV’s six dimensions of systemic change, gender and youth inclusion, and aligns with Power for Food Outcomes.
Demonstrates analytical depth, clarity, and ability to synthesise complex system interactions into actionable insights.
Provides clear, practical implications for programming, partnerships, investment, and policy engagement.
Presented in a logical structure that supports use by SNV, partners, and potential investors.
Deliverables: Final Report & Presentation
List of outputs per deliverable
A comprehensive analytical report consolidating validated findings from Tasks 1–4 and from the Market Systems and Intelligence Analysis, presenting a coherent narrative on RA, PURE, and RA–PURE systems across the four priority value chains.
Clear articulation of standalone RA and PURE system diagnostics and the RA–PURE nexus, including refined system transformation pathways and key leverage points for integration across chains and target geographies.
Practical, evidence-based recommendations for programming, partnerships, investment, and policy engagement, prioritised by value chain, by node, and, where relevant, by region, and including indicative sequencing (short-, medium- and longer-term actions).
Actor prioritisation and geographic opportunity profiles, summarising high-feasibility, high-impact actors, clusters, and corridors for RA–PURE integration, with specific attention to opportunities for women, youth, and other marginalised groups.
Annexes including:
Datasets and analytical tables (e.g. business model summaries, unit economics, investment readiness).
Stakeholder maps and market system maps.
Brief regional workshop synthesis notes (participant overview, key discussion points, validation adjustments).
System transformation pathway diagrams or models.
A PowerPoint presentation summarising key findings, market insights, opportunity hotspots, and strategic recommendations for SNV and partners, suitable for use in internal and external engagements.
Quality expectations
High analytical quality, with clear logic, robust triangulation of evidence, and strong alignment with the ToR, the systems-transformation approach, and the Power for Food Outcomes.
Concise, practical, and user-friendly for programme teams, partners, and potential investors, with clear visualisations (maps, tables, diagrams) supporting interpretation and uptake.
Demonstrates integration of gender, youth, and inclusion perspectives throughout the analysis and recommendations.
Incorporates feedback from SNV and key stakeholders, including inputs from regional validation workshops.
Delivered on time, in accessible and editable formats (Word, PowerPoint, and data files) to enable dissemination, adaptive learning, and future updates.
Copyright and intellectual property rights
The intellectual property rights of all reports, documents and publicity outputs, product designs, business know-how and confidential information generated pursuant to this consultancy implementation shall be the property of SNV and the respective partnering grantee, unless otherwise agreed in writing and signed by SNV.
Reporting lines
The consultant shall be directly supervised by the Project Manager, Power for Food Partnership, Uganda.
Qualifications
Evaluation criteria
The criterion for evaluation is based on the technical understanding as well as a value for money offering of the Consultant.
Technical
Understanding of the TOR: The consultant should demonstrate a clear understanding of the terms of reference (20 marks)
Approach and Timelines: Relevance, clarity, feasibility, and alignment of the proposed methodology, approach, and timelines (15 marks)
Experience: Evidence of similar assignments successfully completed, with references where applicable (20 marks)
Knowledge, skills and expertise of the team proposed: Qualifications, knowledge, and skills of the proposed team; relevance of expertise to assignment requirements (25 marks)
Financial
Value for Money: The consultant’s financial proposal should demonstrate value for money for the assignment (20 marks)
Additional Information
Contract project fees and duration
The assignment is expected to be undertaken within a period of 3 months. The contract shall be a fixed term with all the key activities and deliverables paid based on the value for money offering agreed upon during negotiation.
Payment terms
The proposed payment terms are as follows
30%: Upon approval of first deliverable with the listed outputs, as above
30%: Upon approval of second deliverable with the listed outputs, as above
40% Upon approval of final deliverable, with the listed outputs, as above
key compliance issues
The consultancy will be carried out by a multidisciplinary team comprising an International Team Leader supported by national experts and research assistants. The team must demonstrate strong expertise in agri-food systems, renewable energy, regenerative agriculture, stakeholder engagement, and market systems development.
a) Team Leader (International) – Energy & Market Systems Specialist
Advanced degree (master’s or PhD) in Energy, Economics, Agribusiness, Development Studies, or related field.
Minimum 10 years’ international experience in market systems development, energy–agriculture nexus, or related fields.
Demonstrated experience leading multi-country or large-scale value chain and market systems studies.
Strong track record integrating renewable energy into agriculture/food systems.
Proven capacity in strategic analysis, report writing, and stakeholder facilitation at international and regional levels.
b) Value Chain Expert (Agriculture/Processing/Trade)
Master’s degree in Agribusiness, Agricultural Economics, Food Systems, or related fields.
At least 7 years of professional experience in value chain analysis (horticulture, cereals, legumes, and dairy preferred).
Demonstrated understanding of processing, trade, and market linkages.
Experience in regenerative agriculture practices is an added advantage.
c) Renewable Energy Specialist (Off grid & Productive Use)
Degree in Renewable Energy, Engineering, or related discipline.
Minimum 7 years of professional experience in off-grid solutions, productive use of energy, and energy for agriculture.
Experience in analyzing energy markets and linking renewable energy with smallholder production and SMEs.
d) Social & Behavior Change (SBC) / Stakeholder Engagement Expert
Degree in Sociology, Anthropology, Communication for Development, or related field.
At least 7 years’ experience in participatory approaches, stakeholder engagement, and behavior change communication.
Proven experience in community-based research and capacity building.
e) Data Analyst / M&E Expert/Quality control
Degree in Statistics, Economics, Data Science, or related fields.
Minimum 5 years’ experience in quantitative and qualitative data collection, analysis, and visualization.
Demonstrated experience in designing M&E frameworks, surveys, and use of digital tools for data management.
f) Local Research Assistants / Enumerators
At least a diploma in social sciences, agriculture, or related fields.
Experience in conducting field surveys, focus group discussions, and key informant interviews across rural districts.
Proficiency in local languages is essential.
The consultant during the execution of the task must comply with the following key issues.
Adherence to SNV’s Environmental and Social Safeguard requirements.
Compliance with SNV policies, procedures and guidelines.
Due diligence instructions
The Applicant must evidence the following as part of the application.
Company Legal registration documents (Articles of Association and Powers of Attorney)
Tax Compliance Certificate
Valid trading license
Company profile
CVs of all the proposed staff for the assignment
References for earlier comparable assignments undertaken
Submission requirements
Interested consultants/firms should submit:
Technical proposal (understanding of assignment, methodology, work plan).
Financial proposal (budget breakdown in UGX/USD).
Profiles and CVs of proposed team members.
Evidence of relevant assignments (at least 3 references).
Duration: 45 working days
Applications should be submitted electronically to SNV Uganda at: ugandatenders
snv.org
by December 18, 2025.
Tender disclaimer
SNV reserves the right to either accept or reject any or all bids submitted. SNV reserves the right to either increase or decrease the assignment scope depending on budget availability. SNV can stop this procurement at any time without need to give explanation or can extend the deadline for submission once it sees it fit. In case you do not hear from SNV within 3 weeks of closure of the bid receipt date, consider yourself unsuccessful. SNV also reserves the right to reject and cancel the tender in case any illegal, corrupt, coercive, or collusive practices are noticed. Late bids will be rejected. Please note that viewing, downloading or otherwise using the TOR constitutes acceptance on your part of all the above noted statements and conditions.
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