The transformation of the Agribusiness Development Centre into dfcu Foundation marked the beginning of a broader ambition to empower entrepreneurs, strengthen agribusinesses and deepen financial inclusion across Uganda. Twelve months later, the organisation is taking stock of its progress. In an interview with Business Focus, dfcu Foundation Executive Director, Mabel Ndawula, shares the milestones achieved, the impact of flagship programmes such as the Financial Expansion for Agribusiness Transformation (FEAT), the challenges encountered, and the Foundation’s plans to scale its support for farmers, MSMEs, women and youth in the years ahead.
Q: One year ago, the Agribusiness Development Centre (ADC) transitioned into the dfcu Foundation, marking a significant shift in mandate. Looking back, what would you consider the Foundation’s biggest achievements?
A: The transition from the Agribusiness Development Centre to dfcu Foundation represented much more than a name change. It marked the evolution of our work from an agribusiness-focused institution into a broader development platform supporting enterprise development across agribusiness, trade and business sectors, financial inclusion, and institutional strengthening. Our first year has been encouraging. We reached more than 15,000 entrepreneurs and individuals across Uganda, strengthened the capacity of 677 micro, small and medium enterprises (MSMEs), and facilitated Shs37.17 billion in financing to help businesses grow and become more resilient. We also made important strides in advancing financial inclusion by supporting the opening of 834 new bank accounts and designing a catalytic fund model that will be piloted in 2026 to unlock financing for underserved enterprises. Beyond enterprise development, environmental sustainability has remained a priority. We distributed and supported the planting of 62,000 indigenous fruit and tree seedlings among farming communities while simultaneously strengthening strategic partnerships and putting in place governance and institutional frameworks that position the Foundation for sustainable long-term growth.
Q: Those are impressive numbers. Beyond the statistics, what do they tell you about the Foundation’s contribution to Uganda’s economic transformation?
A: They demonstrate that enterprise development goes far beyond providing financing. Entrepreneurs need knowledge, mentorship, stronger governance systems, market access and financial discipline if they are to build resilient businesses. Every business we strengthen creates opportunities for employment, improves household incomes and contributes to local economic growth. When we improve the capacity of MSMEs and farmers, we are helping build stronger communities and supporting Uganda’s broader economic transformation. That is the impact we are striving for—not simply financing businesses, but helping them become sustainable enterprises that can thrive over the long term
Q: The Financial Expansion for Agribusiness Transformation (FEAT) programme has become one of the Foundation’s flagship initiatives. How has it performed over the past year?
A: FEAT has made excellent progress in its first year. The programme reached 8,569 beneficiaries and provided practical support that is helping farmers and agribusinesses become more productive, financially resilient and market-ready. Through 1,120 training sessions conducted across 201 enterprise groups, we directly trained farmers in financial literacy, enterprise development, governance, agronomy, climate-smart agriculture and digital skills. We also organised intensive enterprise development boot camps that benefited 1,364 participants, equipping them with stronger business management capabilities. Financial inclusion has equally been a major success. Participants opened dfcu Bank accounts, while a significant share of the credit financing facilitated by the Foundation (disbursed by dfcu Bank and Rabo Foundation) during 2025 was extended to FEAT beneficiaries, enabling them to invest in expanding their enterprises. What is particularly encouraging is the programme’s inclusive nature. Women account for 60% of beneficiaries while youth represent 42%, ensuring opportunities reach groups that are central to Uganda’s agricultural transformation agenda. Another important achievement has been strengthening resilience within agricultural value chains. We delivered specialised Price Risk Management training to 40 coffee and cocoa enterprises, equipping them with practical skills to better manage market volatility and protect their incomes. The programme also invested in local support systems by revamping three e-learning hubs that served 170 learners and training 20 Community-Based Trainers through a Training-of-Trainers model. Working alongside our Business Advisors, these trainers are extending technical knowledge directly into farming communities.
Q: Every development programme is ultimately judged by the lives it changes. Which beneficiary stories best capture the Foundation’s impact?
A: We have witnessed many inspiring stories over the past year. One example comes from Buliisa under the FEAT programme, where the NOK-NOK Savings Group retained and grew 87.5% of its mobilised capital after receiving training while significantly strengthening its governance and savings culture. Another success story is the Kikube Development Farmers Association, which transformed from a Village Savings and Loan Association into a registered cooperative. Through governance and financial literacy support, their membership increased by 44% within just one year. At the enterprise level, one remarkable example is Joanitah Bithwa from Bulambuli, who participated in the 10X Programme for Digitally Empowered Women Entrepreneurs, implemented by dfcu Foundation in partnership with Outbox Uganda. With business development support and digital capacity building, her family’s maize milling business experienced extraordinary growth. Production capacity increased by 900%, daily sales rose by 286%, and the workforce doubled. This clearly demonstrates how the right combination of business support and digital inclusion can accelerate enterprise growth, create jobs and improve livelihoods.
Q: Every young organisation encounters challenges. What obstacles did the Foundation face during its first year and how did you respond?
A: Naturally, there were challenges. The transition from ADC to dfcu Foundation delayed the commencement of field activities in 2025, while the political season later in the year also disrupted implementation in some areas. We responded by deploying Community-Based Trainers to accelerate outreach and ensure services continued reaching communities efficiently. Another challenge was the relatively low uptake of our digital learning platforms because of limited smartphone ownership and digital literacy gaps. To address this, we strengthened Community-Based Trainer support while partnering with training and vocational institutions to improve access to computers and digital skills. As we continue expanding our impact, resource mobilisation remains an important priority. We are actively pursuing strategic partnerships and funding opportunities that will allow us to deepen and scale our interventions.
Q: Partnerships appear central to your strategy. How important have they been in delivering results?
A: Partnerships have been fundamental to our success. Working with government agencies, local governments, development partners, training institutions and private sector organisations has enabled us to extend our reach, strengthen enterprise development, improve financial inclusion and provide more targeted support to farmers and MSMEs. These collaborations allow us to combine expertise, technology and resources, making our programmes more effective and sustainable. More importantly, they help us build stronger ecosystems that continue creating opportunities for entrepreneurs, women, youth and farming communities long after individual interventions have ended.
Q: Digital transformation is reshaping enterprise development globally. How has technology strengthened the Foundation’s programmes?
A: Technology is becoming increasingly important in extending quality business support to entrepreneurs who might otherwise be difficult to reach. Our SOMA e-learning platform has continued to grow, recording 812 registered users, 247 course enrolments and 115 course completions during 2025. The platform offers self-paced learning covering agronomy, governance, climate-smart agriculture, financial literacy, digital skills and enterprise development, allowing users to access training wherever they are. We have also enhanced the platform through improved user segmentation, automated email and SMS notifications, and full integration with dfcu systems. These enhancements deliver a more seamless and personalized learning experience while strengthening the platform’s scalability and flexibility. Technology has also strengthened market access. Through the Bean Book Digital Marketplace, a price risk management platform, we onboarded 25 enterprises and facilitated 57 coffee trading contracts covering approximately 4,500 metric tonnes of coffee. Beyond facilitating trade, the platform provides market intelligence, price risk management tools and data-driven insights that improve business competitiveness and resilience. These digital innovations complement our traditional face-to-face engagements and enable us to reach more beneficiaries while improving access to markets, knowledge and business opportunities.
Q: After one year, what would you say have been the Foundation’s biggest lessons?
Perhaps our biggest lesson is the validation that sustainable development works best when communities own the process. Working through organised groups, local leaders and Community-Based Trainers has significantly improved participation, knowledge transfer and long-term impact, particularly among women and youth. We also recognize that financial literacy is about much more than knowledge—it changes behaviour. Many farmers who participated in our programmes are now saving more consistently, budgeting more effectively and making better financial decisions. Rather than selling produce immediately after harvest, many are waiting for better market prices, leading to improved incomes. Another important lesson is the value of partnerships. Collaborating with government, development partners, financial institutions and local organisations has enabled us to expand our reach while strengthening digital and financial literacy. Finally, 2025 reinforced the importance of innovation and adaptability. Combining digital platforms, upgraded learning hubs and personalized enterprise support is proving essential if we are to reach more Ugandans and deliver lasting impact.
Q: Looking ahead, where do you see the greatest opportunities for supporting farmers, MSMEs, women and young entrepreneurs?
A: We see tremendous opportunities for expanding access to finance, markets, digital skills and enterprise development. The rollout of our Catalytic Fund, together with continued implementation of FEAT and expansion of our digital learning platforms, will enable many more entrepreneurs to build resilient and competitive businesses. We are equally excited about the opportunities in agro-industrialisation, climate-smart agriculture and green enterprise development, all of which have the potential to create jobs, unlock new markets and generate sustainable incomes. Through stronger partnerships with government, educational institutions, development partners and the private sector, we intend to reach even more underserved communities while equipping women and young people with the skills, financing and opportunities they need to succeed.
Q: Finally, what should stakeholders expect from dfcu Foundation in its second year and beyond?
A: Our focus is aimed at scaling impact through three strategic priorities: enterprise development, expanding financial access and environmental sustainability. We will continue supporting entrepreneurs, MSMEs and agricultural value chains—including coffee, dairy, cereals and oilseeds—with the skills, market linkages and business networks needed to grow resilient enterprises. Financial inclusion will remain at the centre of our work. Through business training, mentorship, technical assistance, digital tools and the rollout of our Catalytic Fund, we will strengthen the bankability of agribusinesses and MSMEs, helping promising enterprises become investment-ready and access affordable growth capital. At the same time, we will expand our environmental sustainability initiatives, particularly our tree-growing programme, to promote climate resilience and sustainable livelihoods. Ultimately, our ambition is to build resilient enterprises, deepen financial inclusion, improve market access, create jobs and contribute meaningfully to Uganda’s long-term economic transformation while positioning dfcu Foundation as a catalyst for inclusive and sustainable growth.
