National Seed Strategy 2018/2019 - 2022/2023

i National Seed Strategy The Republic of Uganda NATIONAL SEED STRATEGY OCTOBER 2018 MINISTRY OF AGRICULTURE, ANIMAL INDUSTRY AND FISHERIES 2018/19 - 2022/2023 ii National Seed Strategy iii National Seed Strategy Acronyms iv 1. Introduction 1 2. Situational Analysis 3 2.1 Policy And Regulatory Environment 3 2.2 Constraints and Opportunities 5 2.3 Seed Systems 6 2.4 Seed Production 2014 8 2.5 Seed Uptake/Use 10 2.6 Distribution And Marketing 11 2.7 Seed Quality And Regulations 11 2.8 Seed Knowledge And Science 12 3. The Strategic Direction 14 3.1 Strategic Thrusts 14 3.2 Targets 4. Policy Strategy And Activity Matrix 22 5. Implementation 37 5.1 Implementation Mechanism 37 6. Monitoring And Evaluation 41 6.1 Monitoring 41 6.2 Setting up a results based M&E system 43 6.3 Evaluation 43 6.4 Results Framework 43 7. Impact 46 7.1 Wealth Creation And Food And Nutrition Security 46 7.2 Employment Generation 46 7.3 Biodiversity Conservation And Climate Change 46 7.4 Gender And Youth Integration 47 8. Strategy Cost 48 Annex 1: Results Framework 49 Annex 2: Detailed Strategy Cost Table 55 Table of Contents 2023 14 iv National Seed Strategy AEATREC Agricultural Engineering and Appropriate Technologies Centre ARIs Advanced Research Institutions ASBP African Seed and Biotechnology Program ASSP Agriculture Sector Strategic Plan ATAAS Agricultural Technology and ' s Groups s OrganisationsFOs Farmer IARCs International Agricultural Research Centres IPPC International Plant Protection Convention IPR Intellectual Property Rights ITPGRFA International Treaty on Plant Genetic Resources for Food and Agriculture LSB Local Seed Business MAAIF Ministry of Agriculture, Animal Industry and Fisheries MDA Ministries, Departments and Agencies MFPED Ministry of Finance, Planning and Economic Development MGLSD Ministry of Labour, Gender and Social Development MIA Ministry of Internal Affairs MJCA Ministry of Justice and Constitutional Affairs MODP Ministry of Disaster Preparedness MWT Ministry of Works and Transport NAADS National Agricultural Advisory Services NARES National Agricultural Research and Extension Systems NARI National Agriculture Research Institute NARO National Agriculture Research Organization NEPAD New Partnership for Africa’s Development MDGs Millennium Development Goals NPA National Planning Authority NSB National Seed Board NSCS National Seed Service NSS National Seed Strategy NVRC National Variety Release Committee Agribusiness Advisory Services AU African Union BoU Bank of Uganda CAADP Comprehensive Africa Agricultural Development Programme (AU) CBD Convention on Biological Diversity CGB Community Gene Bank CIAT International Centre for Tropical Agriculture COMESA Common Market for Eastern and Southern Africa CSO Civil Society Organisation DAO District Agricultural DCIC Department of Crop Inspection and DSIP Development Strategy and Investment Plan FDI Foreign Direct Investment FGs Farmer' v National Seed Strategy Standard Material Transfer Agreement (ITPGRFA) SSES Single Spine Extension Services TRIPS PBA Plant Breeders’ Association PBR Plant Breeders’ Rights PGRC Uganda Plant Genetic Resources Centre PGRFA Plant Genetic Resources for Food and Agriculture PPB Participatory Plant Breeding PPP Public/Private Partnership PPPP Public/Private/People Partnership PVP Plant Variety Protection PVS Participatory Variety Selection PVPO Plant Variety Protection Office (under MAAIF) QMS Quality Management System SACCOs Savings And Credit Cooperative Organizations SMTA Agreement on Trade-Related Aspects of Intellectual Property Rights UNCST Uganda National Council of Science and Technology UBOS Uganda Bureau of Statistics USSIMS Uganda Seed Sector Information Management System USTA Uganda Seed Trade Association. UNADA Uganda Agro-inputs dealers Association ZARDI Zonal Agricultural Research and Development Institute 1 National Seed Strategy 1. Introduction 1.2 National Seed Strategy Objectives The overall objective of the strategy is to develop a pluralistic, competitive and vibrant seed system that will contribute to increased agricultural productivity production and development. To realize this, the objectives of NSS are: i. Generate new commercial and food security varieties; ii. Sustainably utilize and protect national plant genetic resources; iii. Multiply high quality seed under the formal seed system; iv. Enhance the production of quality seed within the informal system; v. Strengthen seed distribution and marketing to enhance the commercialization of quality seed; vi. Enhance the national competitiveness in regional and international seed trade to contribute to economic growth; vii. Ensure quality control along the seed value chain; viii. Develop human resource for the seed sector development; and ix. Establish a Seed subsector Integrated Information Management System (SIIMS). 1.3 The Guiding Principles The implementation of NSS will be guided by the following principles: Alignment: This principle is in line with Vision 2040, National Development Plan, the National Agriculture Policy (2013), Agricultural Sector Strategic Plan (ASSP) and other related policy frameworks. 1.1 Background to the National Seed Strategy the National Seed Policy (NSP). The NSP outlines the vision, mission, goal, strategic objectives and strategies to boost the performance of the seed subsector. To operationalize the Policy, MAAIF has formulated the National Seed Strategy (NSS). NSS elaborates action and plans to achieve the seed policy objectives. The NSS analyzes the current situation in the seed sub-sector, provides the strategic direction, outlines the activities, presents a budget and describes the implementation arrangements. The strategic areas where government will focus its investment include: research for development of high productive varieties to enhance agricultural productivity; strengthening the capacity of the seed value chain actors to accelerate the performance of the seed sub-sector; seed quality control to protect farmers and promote Uganda’s competitiveness in the local and global seed market: and to increase the availability of information and knowledge in the whole seed system. 2 National Seed Strategy Private sector-led system: In line with the government’s privatisation policy, commercial activities of seed production, conditioning, marketing and distribution shall be the responsibility of the private sector. The Government will provide an enabling environment to promote growth for all categories of private sector entities; including national and multi-national seed companies, small local seed enterprises and service providers; while protecting all seed users. Pluralistic: The seed sub-sector will allow diversity of actors and systems as long they conduct their business in accordance with the laws and regulations. The provision of services will be carried out in a well coordinated manner that ensures public, private and other non-state actors’ involvement. Gender and Equity: targeting will be based on the principles of gender equity and fairness. Financial Realism: To ensure sustainable availability of, access to, and affordability of high quality seed; entails seed produced in a cost-effective way using schemes with low transaction costs. Basing on the above background, the strategy will be implemented within the existing policy and regulatory framework, at national, regional and international levels. It will also encompass the existing and evolving seed systems to enhance the performance of the agricultural sector. 3 National Seed Strategy 2.Situation Analysis 2.1. Policy and Regulatory Environment In order to realize the vision and mission of the seed subsector articulated in NSP, a condusive policy and regulatory environment is a pre-requisite. This section analyses the current policy and .stxetnoc lanoitanretni dna lanoiger ,lanoitan nihtiw rotces-bus dees eht rof tnemnorivne yrotaluger Key constraints and opportunities that NSS will address are 2.1.1 Policy Environment a) National Context Vision 2040: Envisages a transformed Ugandan society from a peasant to a modern and prosperous country within 30 years. The goal is to change the country from a predominantly low income to a competitive upper middle income country within 30 years. It recognizes agriculture as one of the key drivers for enhancing national development by transforming agriculture from smallholder subsistence production to commercial production. The availability, access and use of high quality seed will make a major contribution to this aspiration. The National Development Plan (NDP): The second NDP (2015/16 – 2019/20 prioritizes agriculture as a vehicle for wealth creation. The main thrust during the period will be increasing agricultural production and productivity; addressing challenges in selected technical areas including seeds, mechanization, water for production and fertilizer production and application, as well as strengthening MAAIF and its institutions and creating an enabling environment. National Agricultural Policy (NAP) 2013: NAP was developed to guide all actors in the agricultural sector to make investments that will increase agricultural incomes, reduce poverty and improve household food and nutrition security, create employment and stimulate overall economic growth. Among the strategic thrusts for achieving these outcomes is strengthening capacity in technical areas of agriculture such as seeds, agrochemicals (including fertilizer), water for production and mechanization. Agricultural Sector Strategic Plan (ASSP): ASSP is the key instrument for operationalizing NDP and NAP. It focuses on enhancing the performance of the agricultural sector and its contribution to the national economy in terms of poverty reduction, food and nutrition security as well as employment. The strategy also looks at the challenges to agricultural performance as well as the need to strengthen public and private institutions concerned with development of the agricultural sector. It lays down the investment plans and development strategies. ASSIP is further elaborated into Framework Implementation Plans (FIPs) including one for seeds and planting materials. 4 National Seed Strategy 2.1.2 Regulatory Environment The Seed and Plant Act, 2006: This law was enacted to provide for the promotion, regulation and control of variety release and multiplication, conditioning, marketing, importing and quality assurance of seeds and planting materials. It establishes the National Seed Board (NSB) and National Seed Service (NSCS), under MAAIF, as the consultative and executive bodies for implementation of the Act, respectively. The Plant Variety Protection Act, 2014: Provides for promotion and development of new plant varieties and their protection as a means of enhancing breeders innovations and rewards through granting of plant breeders rights and other related matters. Plant Protection and Health Act, 2016: Consolidates and reforms the law relating to protection of plants against destructive diseases, pests and weeds, to prevent the introduction and spread of harmful organisms that may adversely affect Uganda’s agriculture and regulate export and import of plants and plant products so as to protect and enhance international reputation of Uganda’s agricultural products including seed. National ABS Regulations, 2005: The National Environment (Access to Genetic Resources and Sharing) Regulations, 2005, provides for Genetic Resources transfers under the authority of Uganda National Council of Science and Technology (UNCST). The Biotechnology and Bio-safety Bill, 2012: The objective of the Bill is to provide a regulatory framework that facilitates safe development and application of biotechnology. b) Regional Context Comprehensive Africa Agricultural Development Programme (CAADP), 2003: Endorsed by the Africa Union (AU) Heads of States and Governments in 2003, CAADP is Africa’s policy framework for agricultural transformation, wealth creation, food security and nutrition and economic growth. It is an integral part of the New Partnership for Africa’s Development (NEPAD). African Seed and Biotechnology Programme (ASBP), 2007: Endorsed by the AU Heads of States and Governments in 2007 has the overall goal to contribute to increased food security and nutrition and poverty alleviation in Africa through the establishment of effective and seed systems and enhanced application of biotechnologies and methodologies within the seed sector. African Union Commission Communiqué on Integrated Seed Sector Development (ISSD), 2011: Endorsed by the AU Commission as part of efforts towards the implementation of the ASBP. c) International Context: Treaties and Polices The International Plant Protection Convention, 1951: Overseen by the Food and Agriculture Organization (FAO), aims to prevent and control the introduction and spread of pests of plants and 5 National Seed Strategy plant products. It sets the standards for the issue of International Phytosanitary under the authority of the National Phytosanitary Services of member state. International Treaty on Plant Genetic Resources for Food and Agriculture (ITPGRFA): Implements the Convention on Biological Diversity (CBD)-Nagoya protocol for PGRFA, addressing the conservation and sustainable use of PGRFA and the fair and equitable sharing of the arising out of their use. The Treaty established the multilateral System of Access and to facilitate plant germplasm exchanges and sharing through Standard Material Transfer Agreement (SMTA). The Cartagena Protocol on Biosafety to the Convention on Biological Diversity Is an international agreement which aims to ensure the safe handling, transport and use of living organisms (LMOs) resulting from modern biotechnology that may have adverse effects on biological diversity, taking into account risks to human health. Agreement on Trade-Related Aspects of Intellectual Property Rights, 1994 (TRIPS): Administered by the World Trade Organization (WTO), sets out minimum standards for intellectual property rights (IPR) regulations as applied to nationals of other WTO members, including IPR on new plant varieties. The analyses of the policy and regulatory environment presented above show that there are adequate and supportive frameworks for the seed sub-sector to 2.2 Constraints and Opportunities Although there is an enabling policy and regulatory environment in place, there are constraints that hinder the seed subsector. At the same t ime there are opportunities that need to be ceased to transform Uganda’s seed sub-sector into a vibrant industry. The key constraints include the non-operationalization of the Seed and Plant Act. This requires a range of instruments – seed and plant regulations and a national seed strategy, which are critical for the full implementation of the National Seed Policy. Limited has also played a part in hampering the implementation of the Seed and Plant Act. This strategy provides a number of interventions to operationalize the Seed and Plant Act. Institutions to operationalize the seed policy face a range of challenges. For instance, the National Seed Services (NSCS) which is mandated to assure the quality of seed and to make Uganda competitive; lacks the necessary and technical capacity to do so. This strategy proposes a wide range of actions to enhance the capacity of NSCS to fully play its role of guaranteeing seed quality and protect farmers. The National Seed Board (NSB) – though constituted is not fully mobilised to implement its mandate. There is inadequate coordination between the National Agricultural Research Organization (NARO) and Uganda National Council of Science and Technology (UNCST) in the acquisition of plant germplasm to enhance crop improvement. This strategy provides options for strengthening coordination and empowering these entities to function more 6 National Seed Strategy The registered seed companies lack the necessary capital to expand their seed businesses due to the high cost of agricultural The Uganda Seed Trade Association (USTA) that is supposed to coordinate the activities of the seed companies is also constrained by lack of resources. This strategy will provide opportunities to ensure that USTA plays its role in creating a well-coordinated private seed industry in Uganda. The National Forest Authority (NFA) which is mandated to produce and manage forestry seed needs to strengthen links with MAAIF to develop a coherent programme for enhancing tree and crop seed systems. 2.3 Seed Systems There are two co-existing seed systems through which seed and planting materials are availed to farmers in Uganda. These are the formal and informal systems. 2.3.1 Formal system The formal system is responsible for improved and seed production through structured systems of variety development, release, multiplication, quality control, distribution, and marketing. The major players are public institutions (government ministries and agencies, international and national research organisations); and the private sector. The formal system is estimated to contribute 15% of seed planted. The currently regulated seed classes are pre-basic, basic and with high Seed Quality Control and (SQCC) standards. The NSCS regulates the formal seed sector from variety listing through to seed seed is produced by more than 35 locally registered seed companies with total estimated production of 18,000 MT of seed per year. Agro-input dealers carry out seed distribution and marketing. The formal system also covers international seed trade, involving imported seed such as horticultural crops (vegetables and for the domestic market, and seed exports (mainly maize) to regional markets. Semi-autonomous government bodies facilitate the production and sale of seed/planting materials of mainly cash crops (tea, coffee and cotton) to smallholder farmers. These include the Uganda Coffee Development Authority (UCDA) and Cotton Development Organization (CDO). These entities have their own internal quality controls independent of NSCS and operate within a closed seed system. For other cash and export crops produced on a large-scale such as oil palm, sugarcane, and tobacco; companies in the sector manage plant propagation and sale along with other aspects of the value chain. This vertical integration has well-established voluntary regulatory mechanisms. Uganda’s tea sub sector has both smallholders (for which government is involved in research and seedling supply) and large producers who manage their own planting materials. The NSS will facilitate access to foreign varieties adapted to Uganda’s agro-ecological conditions through: a) granting of plant breeder’s rights; b) facilitating International Seed Testing Association (ISTA) accreditation of the national seed laboratory; c) strengthening of National Phytosanitary Services; d) harmonisation of variety registration with the Common Market of Eastern and Southern Africa (COMESA) member states with operationalization of Common Catalogues; and 7 National Seed Strategy e) harmonisation with COMESA seed standards and SQCC regulations. 2.3.2 Informal system The informal system also referred to as a local seed system, is based on farmer-saved seed where farmers themselves produce, disseminate, and access seed directly from their own harvest that otherwise would be sold as grain. The process is through exchange and barter among friends, neighbours, and relatives; and sale in rural grain markets. Varieties in the informal system may be improved varieties originally sourced from the formal system or they may be landrace varieties developed over time through farmer selection. The same general steps or processes take place in the local system as in the formal sector (variety choice, variety testing, introduction, seed multiplication, selection, dissemination and storage); but they take place as integral parts of farmers’ production systems rather than as discrete activities. While some farmers treat “seed” as special, there is not are not monitored or controlled by government policies and regulations. Rather, they are guided by local technical knowledge and standards and by local social structures and norms. The informal system contributes up to 85% of the seed planted. Women play a pivotal role in this system as they are to food security. The linkages between the two seed systems are shown Fig 1. 8 National Seed Strategy 2.3.4 Public support to the Informal sector At this phase of seed sub-sector development where seed in not accessible to all farming households, it is important to ensure that quality seed is made available from other sources as capacity is built to increase availability, accessibility and affordability. MAAIF, through NARO Institutes and extension service, provides improved varieties to farmers for further multiplication in the informal system. The latter is being progressively improved through market-oriented farmer groups with support from Non-Governmental Organisations (NGOs). The farmers groups produce seed of particular standard largely based on local quality control and trust. These improvements also include local community activities for maintaining traditional varieties. Zonal Agricultural Research and Development Institutes (ZARDIs) are supporting farmer groups, through participatory variety selection (PVS) and establishment of local seed businesses (LSBs). The LSBs are being technically equipped to transition into the formal seed system by expanding their production, establishing a brand name, and marketing their seed. MAAIF ensures quality control through District Agricultural (DAOs). The seed systems constraints and opportunities are presented in Table 2.3 Table 2.3 Seed Systems Constraints and Opportunities 2.4 Seed production 2014 NARO is currently the main supplier of basic seed of new varieties. However, inadequate funding and institutional challenges hinder the production of the volumes required by seed multipliers. Private seed companies and all other seed producers are therefore, vulnerable to challenges that NARO faces in this regard. Seed estimates and production for a range of crops in 2014 are presented in Table 2.4.1 Table 2.4.1 Seed production 2014 System Constraints Opportunities Formal Systems Seed SQCC not fully functional Seed companies lack skills in SQCC Seeds and Plant Act provides for Public Private partnership (PPP) in SQCC PPP in SQCC provides for training of Seed Companies staff in quality control Informal Systems No SQCC. Lack of knowledge and resources Current seed classes not competitive for the main crops in the informal system. NARO seed distribution to the informal system not optimally used. Seeds and Plant Act provides for regulation of seed classes as needed New QDS seed class to formalise current informal seed production Farmers motivated in learning and in establishing seed business within proximity of seed buyers 9 National Seed Strategy Table 2.4.1 Seed production 2014 Crop Estimated annual seed use Formal system Informal System MT (1,000 units) MT (1,000 units) % TM (1,000 units) % Banana 50,978 0 0 50,978 100 Maize OP 17,655 6,000 34 11,655 66 Maize Hybrid 8,000 8,000 100 0 0 Beans 90,368 4,000 4 86,368 96 Sweet potatoes 140,639 0 0 140,639 100 Cassava 2,115,148 0 0 2,115,148 100 Groundnuts 36,234 500 1 35,734 99 Sorghum OP 7,128 900 13 6,228 87 Sorghum Hybrid 0 0 0 Sesame 2,856 50 2 2,806 98 OP 1,053 100 9 953 91 Hybrid 40 40 100 0 0 Millet 1,595 200 13 1,395 87 Soybeans 9,348 300 3 9,048 97 Sweet bananas 4,163 0 0 4,163 100 Irish potatoes 213,120 0 0 213,120 100 Pigeon peas 1,487 0 0 1,487 100 Cotton 726 0 0 726 100 Rice 8,064 2,000 25 6,064 75 Cow peas 854 5 1 849 99 Data for 17 main crops excluding Coffee. Bananas replanting each 25 year (65,000 out of 1,600,000 Ha). SOURCES: • Estimated seed use derived from FAOSTAT, total area harvested per crop and year (2009-2011) times seed rate; dna seinapmoc dees deretsiger nadnagU yb decudorp dees :metsys lamroF • derived from data from USTA and NSCS: Seed Crops Planting returns 2014 • Informal system is derived from deducting the formal system from the total seed use Crop Estimated annual seed use Formal system Informal system MT (1,000 units) MT (1,000 units) 100% MT (1,000 units) 100% 10 National Seed Strategy Seed Production constraints and opportunities are presented in Table 2.4.2 2.5 Seed Uptake/Use maize seed). This is partly due to inadequate capacity in SQCC of the formal sector and low consumer opportunities are shown in Table 2.5.2. System Constraints Opportunities Formal System Only producing on seed for high value commercial crops (hybrids, vegetables Shortage of basic seed Production of the second round of commercial seed (CII) class will reduce by 95 % the needs for basic seed Allowing marketing of pre-basic seeds will reduce breeder seed demand in another 95 %, Introduction of QDS provides opportunity to produce and market seeds of other commercial crops not attractive to seed companies. Informal system Highly dependent on NARO to improve seed quality Low investment in research of most food security crops Emergence of market-oriented local seed producers will increase use of quality seed in smallholder farming communities. Annual Seed uptake Total needs Formal sector Informal sector Total area (ha) 5,144,917 737,861 (15%) 4,407,056 (85%) Total area (ha) plantlets excluded 4,648,367 737,861 (16%) 3,910,506 (84%) Data for 17 main crops excluding Coffee. Bananas replanting each 25 year (65,000 out of 1,600,000 Ha) SOURCES: FAOSTAT, Total area Harvested per crop and year (2009-2011) USTA: Formal sector seed production NSCS: Seed Crops Planting returns 2014 11 National Seed Strategy Table 2.5.2: Seed uptake Constraints and opportunities. System Constraints Opportunities Chronic shortages of seed All formal seed could be if PPP in SQCC is set up under this NSS and New seed classes can be provided for crops where seed class is not competitive (CII and QDS) A source of counterfeit seed - Strengthening capacity of NSCS 2.6 Distribution and Marketing It is estimated and broadly accepted that counterfeit/fake seed accounts for 30-40 % of the seed offered for sale in Uganda. NSCS, which is mandated to enforce regulations against counterfeiting/ faking seed lacks the necessary means to do so. Moreover the penalties for seed counterfeiting are not deterrent enough. Delivery of seeds to farmers is not done in time, mainly due to the high cost of distribution to widely disperse small farmers and a weak network of seed dealers. Seed price is often not competitive as the returns for seed use (outputs) are low and this is compounded by the inadequate availability and high cost of other complementary inputs such as fertilisers and pesticides. Constraints and opportunities are presented in Table 2.6 Table 2.6: Seed distribution and marketing constraints and opportunities table 2.7 Seed Quality and Regulations SQCC require inspection of almost all the operations of seed production. Contracted seed growers are required, without intervention of the seed merchant (Seed Company or cooperative) to request registration under the NSCS to plant a seed crop. controls include testing of the harvested product, permission to transport the seed to the seed company, order to process the seed and supervision of seed processing and conditioning. This increases transaction costs to seed companies who have to pay for these services. International standards for SQCC of basic and seed only require inspection and seed sampling and testing. Issue Constraints Opportunities Counterfeit/Fake seed - High prevalence in the market. Tougher laws and regulations to make sale of counterfeit /fake seed a highly risky business. MAAIF police to mobilise, coordinate and build the capacity of local police forces to the vice. Distribution networks distribution networks Seed companies willingness to improve marketing channels. Farmers groups willing to enter seed businesses. 12 National Seed Strategy 2.8 Seed Knowledge and Science Uganda’s scientists pursuing higher degrees specialize mainly in plant breeding, biotechnology and crop protection. Until recently, other disciplines such as seed sciences have not been receiving equivalent attention. For example, Makerere University has established a regional program for Masters of Science in Plant breeding and Seed systems. AGRA and RUFORUM (a consortium of 33 institutions of higher education) provided the initial support. The goal of the program is to produce functional plant breeders who are able to design and conduct variety development activities with a minimum of supervision; have theoretical training to continue self-learning and; to undertake a PhD programme at a world class institution. Additionally a consortium of International Agricultural Research Centres (IARCs), Advanced Research Institutions (ARIs) and National Agricultural Research and Extension Systems (NARES) offer focused short-term courses in seed production and deliver extended online mentoring and advice. Currently, information documentation, sharing and usage among seed sector stakeholders are limited. This needs to be addressed not only through physical improvements such as the building of advanced online data and information services, but more importantly by strengthening the information capacities of stakeholders at the production end of the value chains. This requires an operational knowledge sharing platform. In order to develop an competitive seed industry in Uganda, human resource capacity in seed science and an knowledge sharing platform is indispensable. A knowledge-sharing platform facilitates the connections between multi-stakeholders innovations and makes it possible for staff to act as the managers of knowledge at their disposal. It is frequently observed that in the absence of a proper knowledge sharing mechanism, large quantities of fragmented data and information which has the potential to support the mission lie untapped. Hence, it is important to mobilize this information in formal, but easily accessible ways. This knowledge-sharing platform will enhance awareness of stakeholders including researchers and end users (consumers and farmers) thus enhancing seed sector impacts in agricultural productivity. Constraints and opportunities are presented in table 2.7.1. Table 2.7.1: Seed Science and knowledge constraints and opportunities Issue Constraints Opportunities Seed knowledge sharing Weak or absence of knowledge sharing among stakeholders. NSCS can host a web- based knowledge sharing platform for all stakeholders Training of Seed Scientists Seed science not emphasised in crop science courses. Development partners offer grants for post graduate training in plant breeding and seed systems including seed technology. A consortium of international agricultural research centres offering short-term courses in seed science skills to existing staff at national research centres and seed companies. Accessibility to information platforms. 13 National Seed Strategy Issue Constraints Opportunities Seed Companies Lack of seed technologists among their staff. Lack of connectivity to appropriate information platforms. Expression of urgent need for seed technologist in seed would attract support. Linkages to an information and knowledge sharing platform. Use of emerging user-friendly ICT technology such as web to mobile smart phone information exchange. Farmer’s communities Lack of basic knowledge about seed issues. Linking farmer groups (including women and youth) to information and knowledge sharing platform. User-friendly information pathways, short-term training in priority skills. 14 National Seed Strategy 3.The Strategic Direction 3.1. Strategic Thrusts The strategic thrusts are under four components as in the seed policy with a number of objectives (Table 3.1). Table 3.1 National Seed Strategy Components and Objectives 3.2. Targets 2023 3.2.1 Transformed and Integrated Seed System by 2023 To solve the shortage of quality seed for all crops, Government will over the next years adopt a transformed and integrated seed system. This will require adaptation of technology, seed regulations providing for more competitive SQCC, with strict enforcement and institutional capacity. The implementation of this strategy will gradually reduce the use of farm-saved seed to a fully regulated quality assurance system. This is illustrated in Fig. 2. Components 1. Strengthen Research and Development for the seed sub-sector 2. Strengthen the capacity of key seed players along the seed value chain 3. Strengthen the seed quality control system along the value chain 4. Enhance knowledge and information management for the seed sub-sector Objectives 1.1 To generate new commercial and food security varieties. 1.2 To sustainably utilize and protect Uganda’s national plant genetic resources 2.1 To multiply high quality seed under the formal seed system. 2.2 To enhance the production of quality seed within the informal system. 2.3 To strengthen seed distribution and marketing to enhance the commercialization of quality seed 2.4 To enhance the national competitiveness in regional and international seed trade to contribute to economic growth 3.1 To ensure quality control along the formal seed value chain. 3.2 To ensure quality control along the value chain for Quality Declared Seed. 4.1 To develop human resource for the seed sector development. 4.2 To establish Seed Sector Integrated Information Management System (SIIMS) 15 National Seed Strategy Currently seed is being imported into the country by registered seed companies but the majority of farmers are unable to access good seed due to the relatively high cost or limited knowledge on where to get it. In line with the policy direction of government to transform 68% of farming households from subsistence into commercial agriculture, high productive varieties and improved seed are imperative. Therefore, the desire is to ensure that this farming population can access high quality seed to improve yields and have surpluses for the export market. This can be achieved by supporting activities that will enhance seed production and quality in both the formal and informal seed systems. In the interim, increasing production of QDS will reduce on seed imports as well as the use of farm saved seed. With simultaneous strengthening of seed production and quality assurance in the formal system, Fig.2: Conceptualization of the benefits in availing quality seed to farmers the overall result will be farmers starting to buy seed with a consequent drop in QDS sales. 3.2.2 Research and Development Targets for 2023 To ensure a steady of improved varieties for food and cash crops, relevant interventions and institutional arrangements to make it happen are elaborated in this strategy. Intensifying demand driven creation of new varieties will be through on-farm participatory variety selection trials/ .seiteirav derreferp-tekram dna remraf yfitnedi ot spuorg dna snoitutitsni remraf htiw snoitartsnomed Selected varieties will be popularised through appropriate pathways including sale of small seed pack samples, days, extension brochures and pamphlets, variety descriptors, seed fairs, user friendly visual material, print and electronic media. ZARDIs will play a crucial role in this process. Source: Seed system science in East Africa (ASERECA 2014) 16 National Seed Strategy 3.2.3 Plant Genetic Resources 2023 The Plant Genetic Resources Center (PGRC) and other NARO institutes will support local communities and CSOs to undertake in-situ conservation of indigenous varieties. This is essential because Plant Genetic Resources are critical in the development of climate-smart varieties for the present and future generations. The conservation and management of diversity will guarantee seed security and enhance livelihoods of farmers who depend on them. The NSS proposes necessary actions, institutional linkages, and policies to strengthen the capacity of farmers and other stakeholders in the conservation and sustainable use of these resources to ensure seed security. Plant Genetic Resources Targets 2023 3.2.4 Seed Production Targets for 2023 Table 3.2.4.1 presents MAAIF targets for seed production in 2023, and table 3.2.4.2 the corresponding one for basic seed. During the year period of the NSS, NARO seed which has been provided to the informal seed system will be channelled through LSB and Farmer Groups for further multiplication into QDS. NARO licences seed production of its varieties for 12 crops. Farmers access NARO adaptability trials twice a year. All NARO breeding programs strengthened with personnel and laboratories. PPB included in NARO Plant breeding strategies. 150 farmer groups participate in PVS. 300 Demonstration Fields established by Seed Companies and SSES. Agricultural fairs available at each Agro-ecological Zone. 10 food security crops listed as next priorities for NARO breeding programs. 3 Private companies with breeding programmes. PVP Act implemented. MoU signed by NARO and CSO to promote new varieties of crops in areas. 10 Seed Crop production manuals published by NARO. 55 technology packs available with information to Seed Farmer groups. 1 international forum in Plant Breeding organised in Uganda. 14 Community Gene Banks supported by PGRC Diversity Fairs in all agro-ecological zones. Traditional varieties listed in the National List. Research and Development Targets 2023 17 National Seed Strategy Table 3.2.4.1 – MAAIF seed production targets for 2023 by crop and sub-sector Crop Estimated annual seed use Seed Companies QDS (Farmers Groups) Informal Sector MT(1,000 units) MT (1,000 units) % MT(1,000 units) % MT(1,000 units) % Banana 50,978 0 0 2,549 5 48,429 95 Maize OP 15,655 6,262 40 626 10 9,393 60 Maize Hybrid 10,000 10,000 100 0 0 0 0 Beans 90,368 4,518 5 18,074 15 67,776 75 Sweet potatoes 140,639 0 0 21,096 15 119,543 85 Cassava 2,115,148 0 0 317,272 15 1,797,876 85 Groundnuts 36,234 725 2 3,623 10 31,886 88 Sorghum OP 6,059 1,212 20 606 10 4,241 70 Sorghum Hybrid 1,069 1,069 100 0 0 0 0 Sesame 2,856 50 2 1,864 15 942 33 OP 993 100 10 149 15 744 75 Hybrid 100 100 100 0 0 0 0 Millet 1,595 200 13 239 15 1,156 72 Soybeans 9,348 600 6 935 10 7,813 84 Sweet bananas 4,163 0 0 208 5 3,955 95 Irish potatoes 213,120 4,262 2 21,312 10 187,546 88 Pigeon peas 1,487 30 2 149 10 1,309 88 Cotton 726 0 0 0 0 726 100 Rice 8,064 3,226 40 1,210 15 3,629 45 Cow peas 854 17 2 171 10 666 78 Crop Estimated annual seed use Seed Companies ODS (Farmer Groups) Informal system MT (1,000 units) MT (1,000 units) 100% MT (1,000 units) 100% MT (1,000 units) 100% Data for 17 main crops excluding Coffee. Bananas replanting each 25 year (65,000 out of 1,600,000 Ha) SOURCES: FAOSTAT, Total area Harvested per crop and year (2009-2011): USTA: Formal sector seed production; NSCS: Seed production targets by crop and sector 2022; ISSD: Projections from 30 LSBs production data from 2014 2014 NARO seed into informal sector 2014 based in disperse incomplete information and rumours, proper planning of potential QDS production will need a BLS of NARO seed distribution and capaci ties for seed production cleaning and cleaning propagating materials. 18 National Seed Strategy Table 3.2.4.2 – MAAIF Basic and Breeder seed production targets for 2023 by crop Crop CERTIFIED CLASSES QDS CLASS Seed Companies Basic Seed needs Basic Seed produced by Seed Companies Basic seed from NARO to Seed Companies NARO Pre basic Seed Production QDS mother seed needs CII seed produced by seed companies Breeder Seed from NARO or custodian MT (or 1000 units) MT (or 1000 units) % MT (or 1000 units) % kg (or units) kg (or units ) kg (or units ) % kg (or units) % Banana 0 0 0 0 0 0 6,372 0 0 6,372 100 Maize IL 1 0.0 0 1 100 6,251.3 0 0 0 Maize O.P. 1.0 1.0 100 0 0 12.2 3 3 100 0 0 Maize Hybrid 250.0 250.0 100 0.0 0 0.0 0 0 0 Beans 5.2 5.2 100 0.0 0 172.6 200,818 140,573 70 60,246 30 Sweet potatoes 0.0 0.0 0 0.0 0 0.0 29,300 0 0 29,300 100 Cassava 0 0.0 0 0 0 0.0 3,623 0 0 3,623 100 Groundnuts 13.5 13.5 100 0.0 0 1,681.4 150,975 135,878 90 15,098 10 Sorghum I.L. 0.2 0.0 0.2 100 2.5 0 0 0 Sorghum OP 0.1 0.0 0 0.1 100 1.2 2,020 1,414 70 606 30 Sesame 0.009 0.01 100 0.0 0 0.1 7,767 5,437 70 2,330 30 I.L 1.3 0.0 0 1.3 100 15.6 0 0 0 OP 0.028 0.03 100 0.0 0 0.0 0 0 100 0 0 Millet 0.080 0.1 100 0.0 0 1.6 1,595 1,116 70 478 30 Soybeans 0.020 0.02 100 0.0 0 0.1 1,781 1,781 100 0 0 Sweet bananas 0.000 0.00 0 0.0 0 0.0 372 0 0 372 100 Irish potatoes 49.7 49.7 100 0.0 4,973 710,400 710,400 100 0 0 Pigeon peas 0.005 0.005 100 0.0 0.1 620 0 0 620 100 Rice 6.565 6.6 100 0.0 0 295.4 18,144 16,330 90 1,814 10 Cow peas 0.003 0.0 100 0.0 0 0.03 683 478.1952 70 205 30 TOTALS Botanical seed (kg) 328,854 326,043 99 2,811 1 8,434 417,700 303,008 73 114,691 27 Total plantlets (units) 0 0 0 0 0 0 3,623 0 0 3,623 100 Total tubers (kg) 49,728 49,728 100 0 0 4,973 710,400 710,400 100 0 0 SOURCES : Formal seed production from table 3.2.1.1 times multiplication rate up to CII except hybrids (C) Seed companies Basic seed production from USTA, corrected when in excess in red numbers. For clonal varieties, Basic means true to-type virus free material. All formal seed crops CII class except hybrids. QMS to replace mother seed every 3 years Cassava QDS seed growers three years cycle from Basic to QDS seed. Tubers three cycles from basic to QDS Banana mother trees replacement every 5 years. 19 National Seed Strategy 3.2.5 Seed Uptake /Use targets for 2023 Table 3.2 .4.34 – Projected Seed uptake targets 2023 Annual Seed uptake Total needs Seed companies QDS Informal sector Total Ha 5,169,966 941,390 (18%) 755,402 (15%) 3,473,174 (68%) Total Ha excluded plantlets 4,673,415 941,390 (20%) 688,272 (15%) 3,043,753 (65%) Data for 17 main crops excluding Coffee. Bananas re-planting each 25 year (65,000 out of 1,600,000 Ha) SOURCES: FAOSTAT, Total area Harvested per crop and year (2009-2011) USTA: Formal sector seed production NSCS: Seed production targets by crop and sector 2023 ISSD: Projections from 30 LSBs production data from 2014 Seed Uptake /Use targets for 2022 QDS seed is increasingly available: 15 % of total Total uptake of quality controlled seed is 33-35 % in 2023 3.2.6 Seed Distribution and Marketing With the establishment of a MAAIF police unit, cooperating with local police to complement seed market inspections by NSCS as well as enforcement of stiffer the sale of fake seed will be drastically reduced. A network of seed dealers linked to LSB, Farmers Groups and Cooperatives will offer the demanded seed in close proximity. A network of seed agents will consolidate the village demand and link the most remote villages with the seed dealer. Seed price, under more competitive seed classes and availability of other inputs will result in enhanced use of quality seed by households. Local Governments will support CSO and Farmers groups in conducting seed fairs. The targets to increase seed distribution and marketing are: MAAIF police in collaboration with local police to enforce seed market regulations. Prevalence of fake seed under 5%. Higher demand of quality seed under value chains. 5,000 villages with a seed agent. 450 LSBs operating as seed dealers. 100 annual Seed Fairs held. Quality controlled seeds widely available in small packages (down to 1 kg). 20 National Seed Strategy NSB knowledge sharing platform hosted at USSIMS. Three tertiary institutions offering seed technology grades. Three tertiary institutions receiving and technical assistance for seed related education. 450 LSB operating with household approach for inclusiveness. 450 LSB running SQCC. 23 Seed companies running QMS and PPP SQCC. A complete Quality Management System (QMS) implemented at NSCS, including accounting and budgeting procedures for self-funding. A new QDS quality assurance system to allow SQCC for crops and varieties where classes are not competitive. Seed regulations harmonised with COMESA and EAC for seed standards and Common Catalogues. (Proper seed regulations and procedures precede any other attainable objective for seed production in this NSS). NSCS Standard procedures for all SQCC operations approved by NSB. NSCS regularly conducting DUS testing and control plots. Clear and written standard procedures approved by NSB for all operations related to SQCC. procedures for registration in the National List of traditional varieties in place, including DUS requirements. 23 seed companies with internal QMS. National Seed Laboratory ISTA accredited. 20 seed Inspectors. 30 authorised inspectors. 20 authorised seed analysts. 11 accredited bodies for SQCC. 10 Accredited Laboratories. USSIMS in place. 3.2.7 Seed Quality Control Targets for 2023 Achievement of all targets in Seed production, conditioning, distribution and marketing are contingent on an and effective SQCC enforced and monitored by NSCS under PPP. Further, for NSCS to its mandate and functions, the capacity enhancement proposed in this NSS is indispensable. By 2023 the following are envisaged to be achieved 3.2.8 Seed Knowledge and Science Interventions under this strategy will increase the availability of breeders, seed scientists (MSc and PhD level) and seed technicians (B.Sc. level) to manage a competitive seed industry. The NSS envisages at least two plant breeders, a soil scientist and a plant pathologist per crop. Seed companies and other organisations involved in seeds production will have a pool of scientist from which to recruit. The targets are as follows: 21 National Seed Strategy 3.2.8 Paradigms for sustainable seed systems Regardless of the legal context and type of institutional arrangements (state & private - led seed sub sector), there is a need to set benchmarks for a sustainable seed subsector. The focus will therefore be on enhancing Public-Private-People-Partnerships (PPPP) to realise a fully private sector-led seed industry in Uganda. Aspects of this paradigm shift are presented in Table 3.3 Table 3.3: Paradigms for effective Seed Systems in Uganda Seed system component Old paradigms New paradigms Plant breeding and research - State plant breeding (P) - Public/private/people partnership (PPPP) in variety development and deployment Crops A limited number of food security crops for “calorie security” leguminous crops for nutrition security and soil health. Major cereals grown for “calorie security” Varieties New varieties targeting high yielding, input demanding agriculture New varieties targeting high yielding input demanding agriculture. New climate- smart varieties. More research on neglected crops Preservation of indigenous varieties. New high nutrition value varieties for food security Intellectual Property Rights of Plant breeders on the new varieties developed by them of local populations on the traditional varieties bred and being bred by them through traditional plant breeding. of Plant breeders on the new varieties developed by them. of plant breeders and farmers on the new varieties developed through Participatory Plant Breeding (PPB) Variety Maintenance Strict uniformity and stability of new varieties kept by plant breeders / appointed breeders Strict uniformity and stability of new varieties kept by plant breeders / appointed breeders Local strains of indigenous varieties kept by custodian farmers in local communities. Variety registration DUS and VCU requirements for new varieties. DUS and VCU requirements for new varieties. Recognized custodians (individual communities) and variety description for indigenous varieties. Seed production Private companies producing Seed of varieties for high input demanding agriculture. Private companies producing Seed of varieties on high fertility lands. Farmer Seed Systems production of QDS seed of all types of varieties. SQCC - State run - Under Public/Private Partnership Informal seed sector Not regarded as a proper player in the Seed System other than a source of germplasm for plant breeders Recognized as important player providing seed resilience, and strengthened in a dynamic interaction and integration with the formal system. Getting adequate support in its role of preserving the National Heritage of Plant Genetic Resources for Food and Agriculture. Regulations Addressing the production of seed of new varieties. Creating an enabling environment for a dynamic, pluralistic and market led seed system. 22 National Seed Strategy 4.Objectives, Strategies and Activities To realise the objectives and targets of NSS, wide-ranging interventions will be implemented by various actors based on their mandates, roles and responsibilities along the seed value chain. This is the focus of this chapter where for each strategic component, strategy activities and sub-activities have been elaborated for implementation over the 5 years period (Table 4.1). Furthermore, the time framework for each activity and the costs are presented in Annex 2. TABLE 4.1 COMPONENTS, OBJECTIVES, STRATEGIES AND ACTIVITIES TO IMPLEMENT THE NSS 1. Strengthen Research and Development for the seed sector Activities Output Primary Implementing body Secondary Implementing bodies Assumptions Objective 1.1 To generate new commercial food and nutrition security varieties Strategy 1.1.1 Support the public and private sector to develop and promote new commercial, food and nutrition security crop varieties 1.1.1.a Strengthen the link between farmers and NARO through increased involvement in dissemination of technologies. A functional and research and extension system 1.1.1.a.1 Institutionalise farmer visits to adaptive research trials. Two annual Visits per NARI and ZARDI ZARDIs NARIs LSBs, FOs, FGs 1.1.1.a.2 Support ZARDIs to establish PVS 50 PVS at LSB per year ZARDIs LSBs CSO 1.1.1.a.3 Establish an effective communication strategy to reach all farmers Communication strategy in place NARO CSOs 1.1.1.a.4 Institutionalise a framework of cooperation between NGOs and–Researchers through MOUs to promote the uptake of new varieties of crops in areas through the extension service 10 MOUs NARO CSOs 1.1.1.a.5 Provide information on new varieties to all actors provided for in 5.1.10.a 23 National Seed Strategy Activities Output Primary Implementing body Secondary Implementing bodies Assumptions 1.1.1.b Increase the of demonstration set up by Seed Companies. 10 per company SEED COMPANIES Seed companies have access to credit to do so 1.1.1.c Organise biannual Regional Agricultural Trade Fairs. Two per Agro ecological Zone MAAIF MAAIF makes this an institutionalized activity 1.1.1.d Incorporate a budget for dissemination in every NARO project as a policy and practice. One policy adopted NARO 1.1.1.e Provide human and material support for NARO plant breeding at NARIs Human resource plan in place 1.1.1.e.1 Employ at least one breeder per crop One breeder per each for 15 crops NARO NARIS 1.1.1.e.2 Strengthen the breeding team with other experts including physiologists and seed scientists Two persons at each NARI NARO NARIS 1.1.1.e.3 Provide 1 vehicle (pick up) per breeding programme One per program NARO 1.1.1.e.4 Provide equipment and consumables for laboratory, plant pathology and food science One per NARI NARO NARIs 1.1.1.e.5 Establish analytical laboratory for plant health and food science Two per NARI NARO NARIs 1.1.1.e.6 Construct screen houses One per NARI and ZARDI NARO NARIs ZARDIs 1.1.1.e.7 Upgrade weather stations at NARIs (continuous) One per NARO Centre and satellite MAAIF DAO Strategy 1.1.2 Operationalize the Plant Variety Protection Act 2014 1.1.2.a Support Plant Breeders Association to address issues of implementing PBR as provided under the PVP Act. One month consultancy per year PBA PVP Act and operational regulations in force 1.1.2.b Operationalize PVP Act 1.1.2.b.1 Set up institutions under PVP Act Set institutions MAAIF 1.1.2.b.2 Develop PVP regulations and procedures Two months consultancy in year 2 MAAIF 24 National Seed Strategy Activities Output Primary Implementing body Secondary Implementing bodies Assumptions 1.1.2.c Sign a MOU between PBA and NARO to monitor the implementation of PVP Act on a regional basis. One MOU MAAIF PBA MoU is signed Strategy 1.1.3 Strengthen processes for new variety evaluation, release and registration to promote regional harmonization 1.1.3.a Government to concentrate on orphaned crops and start supporting the entry of private breeding in maize and other commercially crops Orphaned crops included in the NDP 1.1.3.a.1 NARO providing parental lines of maize to private companies Companies receiving materials NARO SEED COMPANIES 1.1.3.a.2 Authorize NARO to provide exclusive rights for crop varieties to seed companies and charge royalties NARO collects royalties MFPED NARO USTA 1.1.3b Supporting the development of food security crop varieties through public breeding programmes 1.1.3b1 MAAIF and NARO to establish list of 10 priority crops (All food security crops and review annually) 10 crops MAAIF NARO Priority crops included in the NDP and ministerial policy statements 1.1.3c Strengthening modalities for coordination of public and private research and extension service providers for effective transfer and dissemination of seed related technologies 1.1.3.c1 Produce Seed production manuals per crop translated into the 5 main local languages and disseminate to end users. 10 Crop Seed production manuals (400 copies each) NARI’s People demand this information and it relates accurately to information needs 1.1.3.c2 Establish a Resource Centre at every NARI, ZARDI and Satellite Stations, (55) for dissemination of agricultural technologies (particular for seed) 55 Technology packs NARO NARIs ZARDIs Funding is availed for this investment 25 National Seed Strategy Activities Output Primary Implementing body Secondary Implementing bodies Assumptions 1.1.3.c3 Facilitate multi stakeholders seed platforms Annual meeting NARO CSO USTA 1.1.3d Reviewing variety evaluation, release and registration processes to promote regional harmonisation and effective release and popularisation of new varieties 1.1.3.d1 Review, Release and Registration procedures One review in year NSB NSCS 1.1.3.d2 Approve procedures for variety release Approved in the year NSB NSCS Procedures approved 1.1.3d3 Supporting Ugandan breeders to source genetic materials from international breeding institutes and /or from other countries In this strategy but costed under PGRFA Budget 1.1.3.e Document entry of genetic materials from international breeding institutes and /or from other countries and monitor their performance Documenting system NARO PGRC Adherence to norms and standards for acquisition of genetic material 1.1.3f Developing a system which enables different rights on public varieties through exclusive rights, shared rights or any other inclusive system that is deemed most to increase the adoption rates of new varieties by farmers 1.1.3.f1 Introduce modalities for variety licensing in case of national interest Intellectual property rights system put in place NARO NARO adopts “limitation clause” in licencing agreement Strategy 1.1.4 Facilitate community-based seed producers to access basic seed 1.1.4.a Decentralise basic seed production to the ZARDIs ZARDIs producing basic seed NARIs ZARDIs Enhanced capacity at ZARDIs 1.1.4.b Support LSBs, farmer organisations and farmer groups in seed production planning (request seed 6 months in advance) LSB, Farmer Organisations and Farmer Groups with annual seed production plans ZARDIS CSOs LSBs and FOs and FGs request for seed 26 National Seed Strategy Activities Output Primary Implementing body Secondary Implementing bodies Assumptions Strategy 1.1.5 Enhance the cooperation with international crop development centres including the Consultative Group for International Agricultural Research (CGIAR) to access new varieties 1.1.4c Facilitate Scientists to participate in annual international crop development fora. Five scientist attending international fora NARO Available funding for international participation 1.1.4.d Organize one international development forum in Uganda during the 3rd year of NSS implementation One International development forum NARO Funding for this event is obtianed Objective 1.2: To sustainably utilise and protect Uganda’s national plant genetic resources Strategy 1.2.1 Strengthening the mapping and creation of registers at national level and within communities 1.2.1.a Establishing Biodiversity registers at CGB Community awareness is enhanced on importance of traditional varieties 1.2.1.b Conduct sensitisation meetings 14 Communities aware of importance of registration of traditional varieties PGRC CSO CUL. INS. 1.2.1c Undertake capacity building and development of community Biodiversity registers 14 community registers in place PGRC CSO CUL. INS. 1.2.1d Carry out training in participatory monitoring of Biodiversity Registers 14 community Biodiversity registers yearly up to date CSO PGRC 1.2.1e Develop procedures for the registration of traditional varieties. Procedures approved by NSB NSCS NSB 1.2.1f Undertake sensitisation workshops Stakeholder aware of traditional varieties registration MAAIF PGRC NSCS Strategy 1.2.2 Develop a new law to protect and preserve indigenous knowledge of local varieties and effectively protect community intellectual property rights 1.2.2a Support the drafting of the PGRFA Bill One Stakeholder Workshop PGRC MAAIF Parliament approves Bill 1.2.2b Send Bill to Parliament for enactment Bill becomes an Act MAAIF 1.2.2c Enact Traditional Varieties Protection Law Approved procedures in place UNCST NPPO 27 National Seed Strategy Activities Output Primary Implementing body Secondary Implementing bodies Assumptions Strategy 1.2.3 -Promoting and building capacity of farmer and community groups including those led by women or youth to conserve crop varieties that have a high food security value 1.2.3a Link LSBs, Farmer Organisation and Farmer groups including for youth and women to Genetic Resources Centre Provided for in 2.2.1.a Community awareness raised on conservation of crop varieties 1.2.3b Link conservation to seed business and target high food security value crops 50 LSBs and 14 CGBs selling conservation seed LSB CSO PGRC 1.2.3c Undertake specialised training of farmers on farm conservation aspects 14 gene bank custodian farmers trained PGRC 1.2.3d Organize diversity fairs One Fair per agro ecological zone PGRC ZARDIs CSO 1.2.3e Facilitate farmer exchange/ cross-site visits One annual cross site visit per gene bank PGRC ZARDIs CSO 1.2.3f Carry out training in participatory monitoring 14 Community gene banks annually monitored by the communities PGRC CSO 1.2,3.g Undertake trials and establish demonstration for conservation varieties One per gene bank per year PGRC CSO Strategy 1.2.3 – Enhance the development of community seed banks 1.2.3a Establish a network of community seed banks under the coordination and technical support of PGRC Community Gene Banks at LSBs, at least one per agro ecological zone PGRC capacity is to boosted to establish this network 1.2.3.a.1 Hold sensitisation meetings 14 Communities and DAO staff aware of importance of conservation PGRC CSO CUL. INS. 1.2.3.a.2 Facilitate community scientist negotiations 14 Communities supporting in situ conservation of national genetic heritage PGRC CSO CUL. INS. 1.2.3.a.3 Construct CGB facility 14 CGBs facilities built PGRC CSO CUL. INS. 1.2.3.a.4 Establish CGB management structures 14 CGBs management structures operational PGRC CSO CUL. INS. 1.2.4.a.5 Set up seed production and distribution mechanisms 14 CGBs with working seed production and distribution PGRC CSO CUL. INS. 28 National Seed Strategy 2. Strengthenthe capacity of the key players along the seed value chain to achieve and effective Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions Objective 2.1 To multiply high quality seed in the formal seed system Strategy 2.1.1 Create an opportunity for companies to access affordable credit for seed production and multiplication 2.1.1a1 Engage institutions including SACCOs to extend low interest credit to seed companies and agro dealers as well Interest rates are lowered with incentives from an development or agricultural bank UDB, agricultural insurance banks and SACCOs MoFPED MAAIF Seed companies satisfy the requirements to credit Strategy 2.1.2 Create a mechanism for seed demand articulation 2.1.2a To develop a methodology that captures seasonal seed need for all crops Districts trained on this methodology MAAIF NARO DAES Appropriate methodology available 2.1.2.b Conduct regular seed demand estimation. 2.1.2.c Establish multi stakeholder platforms to standardize messages Objective 2.2 To enhance the production of quality seed within the informal seed system Strategy 2.2.1 Promoting and building capacity of market-oriented farmers to produce, use and market quality seed with the focus on crops and varieties that have a high food and nutritional security value 2.2.1a Scale up number of LSBs, Farmer Organisations and Farmer Groups involved in seed production and marketing 450 LSBs, Farmer Organisations and Farmer Groups established and functional nationwide ZARDIs CSO Upscaling partners willing to support the process Strategy 2.2.2 Strengthening participatory variety selection to enhance adoption of new improved varieties 2.2.2a Strengthen support to PVS New productive varieties are available for testing ZARDIs A well structured outreach programme for variety selection and adoption 2.2.2b Introduce Participatory Plant Bleeding in NARO breeding programmes. NARO 2.2.2c Strengthen the link between farmers and NARO through increased involvement of NARO in dissemination of its own technology ZARDIs can support this process in their ecological zones ZARDIs NARO 29 National Seed Strategy Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions Strategy 2.2.3 – Strengthening systems for emergency seed supplies in case of localised or national calamities to ensure continued availability of good quality seeds 2.2.3a Develop guidelines to supply seed in case of emergencies Guidelines on emergency seed supplies adopted OPM MAAIF NSB Strict guidelines for acquisition and supply of seed for relief purposes in place 2.2.3.b Adopt appropriate MOUs with strategic stakeholders to build up buffer stocks MOU signed and terms agreeable to MAAIF MODP Strategy 2.2.4- Promoting improved affordable and gender friendly technologies to support seed multiplication and post-harvest handling 2.2.4.a Strengthen women and youth groups by providing labour saving technologies such as ploughing and threshing equipment and transportation on credit under a business approach. LSBs, Farmer Organisations and Farmer Groups equipped with appropriate labour saving technologies ZARDIs CSO LSBs, FOs, FGs Availability of appropriate labour saving technologies 2.4.4.a AEATREC Namalere to identify, develop and test seed related low cost technologies. Appropriate technologies developed and tested AEATREC Funding to increase capacity at AEATREC 2.2.4.c ZARDIs to test and disseminate seed related low-cost technologies. Appropriate technologies disseminated ZARDIs AEATREC LSBs 2.2.4d Conduct national campaigns to educate farmers on use of quality seed and regulations using ICT. Improved attitude towards use of ICTs MAAIF USTA CSO Availability of internet connectivity as well as a good communication strategy 2.2.4e Promote awareness on the different seed classes in Uganda using tools that effectively reach actors Appreciation of the use of the different seed classes MAAIF USTA DAES Awareness gradually increased on seed classes Strategy 2.2.5 - Promoting local seed selection and preservation methodologies; 2.2.5.a Promote selection of indigenous varieties and include them in the national variety list. Indigenous varieties Availability of indigenous varieties 2.2.5.b Train LG Agricultural Staff and Field based staff on local seed selection and preservation methodologies Team of capable staff recruited and in post in 50% of all districts PGRC DAOs Agriculture staff n post for this activity Objective 2.3 To strengthen seed distribution and marketing to enhance commercialization of quality seed 30 National Seed Strategy Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions Strategy 2.3.1 – Support seed companies to market seed in appropriate and affordable packages to promote the 2.3.1.a Regulate packaging of seed down to 1 kg Regulations for small packaging of seeds in place NSB Effective marking in place and 1Kg bags and other ranges available2.3.1.b Support Seed Companies to assess economic viability of small packs, link to sources, appropriate machinery, etc. Study on economic viability of small packages done USTA Strategy 2.3.2 - Supporting seed marketing outlets in remote areas by encouraging establishment of network of seed stockists; 2.3.2a Increase number of LSB operating as seed dealers. Provided for already under component 1 2.3.2b Nominate village/parish agents to collect village seed demand and submit it to Sub county township for consolidation. 5,000 villages/ parishes count with seed agent DAOs At each level trainable agents are available Objective 2.4: To enhance national competitiveness in regional and international seed trade to contribute to economic growth Strategy 2.4.1 - Enhancing the capacity of Phytosanitary services to issue r line with regional and international standards; 2.4.1.a Develop a strategic plan to build capacity of Phytosanitary services Strategic plan approved MAAIF Ministry of Trade Industry and Cooperatives Ministry of Health A well structured SPS regulatory framework 2.4.1b Recognise Phytosanitary test from private but accredited laboratories Plant Protection and Health Act now recognise private accredited laboratory results for Phytosanitary MAAIF NPPO 2.4.1.c Undertake outreach on regionally harmonised standards Stakeholders are familiar on regional seed standards MAAIF USTA NSCS Strategy 2.4.2 – Strengthening Institutional coordination that ensures effective border control services and provides efficient facilities, laboratories visual inspection kits, refrigerators at principal boarder points 2.4.2.a Procure for appropriate facilities at border posts Provided for in 4.2.1.a 31 National Seed Strategy Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions 2.4.2.b Hire personnel and provide for minimum facilities at high risk entry points (laboratories, visual inspection kits, refrigerators) An implementable human resource development plan Strategy 2.4.3 – Promotion of awareness on regional harmonized seed trade standards 2.4.3.a Disseminate the harmonized Seeds and Plant regulations and their adherence to international conventions and protocols Regulations harmonised NSCS User friendly regulations in place 3. Strengthen the seed quality control system along the value chain Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions Objective 3.1: To ensure quality control along the value chain Strategy 3.1.1 Ensuring enforcement of all regulations regarding seed production, storage, chemical application and residues on the market in conformity with international standards 3.1.1a Review the legal framework to strengthen deterrent measures for those engaged in counterfeit seed Deterrent measures within the legal framework MOJCA MIA Amended Seed and Plant Act (2006) that includes provisions for strict enforcement 3.1.1b Establish enforcement mechanisms to against seed adulteration in the market Community police and other oversight agencies trained to pursue seed adulteration cases MIA NSCS etc.) for locally produced and imported seed 32 National Seed Strategy Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions 3.1.2.a Support infrastructure for seed quality assurance at NSCS A well facilitated (with human, technical and logistical) organization to effectively carry out its mandate 3.1.2.b Agricultural facilities for DUS and control plots Mini-irrigation facility for 2Ha procured and established NSCS 3.1.2.b.1 - Establish a mini irrigation facility for 2Ha Standard screen house procured and constructed NSCS 3.1.2.b.2 - Construct a standard screen house. Tractor and accessories procured NSCS 3.1.2.b.3 Provide a tractor and accessories Consumables for work, fertilizers etc. procured NSCS 3.1.2.b.4 Provide consumables for work, fertilizers, etc. 3.1.2.c IT equipment (computers and accessories) 7 laptops for inspectors procured NSCS 3.1.2.d NSCS Training Centre Facilities equipment and consumables) Training equipment procured NSCS 3.1.2.e Field inspection equipment (GPS, Cameras, I-Pads) 10 GPS gadgets procured NSCS 3.1.2f Field vehicle (buses, pickups and motorcycles) 3.1.2.f Laboratory equipment and consumables for ISTA Accreditation Inventory and procurement list NSCS 3.1.2.g Hire new NSCS technical staff (10 persons) NSCS QMS documentation in place NSCS 3.1.2.h Develop NSCS Quality Management system documentation 250,000 tamper proof labels available NSCS 3.1.2.i Extend tamper proof labels to 100% of seed (250,000) for 100,000 MT in 5Kg packages per year 33 National Seed Strategy Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions 3.1.3a Develop accreditation procedures for Field Inspection Accreditation procedures approved by NSB NSCS NSB An accredited NSCS with ISTA accredited seed testing laboratory 3.1.3b Develop accreditation procedures for Seed sampling and labelling Accreditation procedures approved by NSB NSCS NSB 3.1.3c Develop accreditation procedures for Seed Laboratory Accreditation procedures approved by NSB NSCS NSB 3.1.3d Develop accreditation procedures for label printing Strategy 3.1.4 Strengthen the quality management of seed companies and national seed laboratories 3.1.4a Require Seed Companies to have at least 1 seed technologist among its staff for registration as seed merchants Regulations for registration updated NSCS An accredited NSCS with ISTA accredited seed testing laboratory 3.1.4b Provide external audit to Seed Companies Internal Quality Control twice a year. 23 Seed companies audited annually USTA 3.1.4c Develop authorisation procedures for Field Inspectors Authorisation procedures approved by NSB NSCS NSB 3.1.4d Develop authorisation procedures for Seed sampling and labelling Authorisation procedures approved by NSB NSCS NSB 3.1.4e Develop authorisation procedures for Seed Analysts Authorisation procedures approved by NSB NSCS NSB 3.1.4f Extend development of QMS to all companies. All companies with QMS in development USTA SEED COMPANIES 3.1.4g Develop procedures to audit Accredited organisations Accredited organisations regularly audited NSCS NSB 3.1.4h Carry out 2 audits a year of companies QMS Provided for in 5.1.2.b 3.1.4i Provide Technical Assistance to NSCS seed Laboratory to facilitate ISTA Accreditation NSCS laboratory ISTA accredited NSCS 3.1.4j Recruit three (3) additional seed analysts at the National Seed laboratory Analysts in National seed laboratory NSCS MAAIF 34 National Seed Strategy Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions Strategy 3.1.5 - Establishing public/private partnership for seed quality control; 3.1.5a Accredit Private Companies and associations for Seed Quality Control and 11 Bodies accredited NSCS USTA - SEED COMPANIES An accredited NSCS with ISTA accredited seed testing laboratory 3.1.5b USTA and MAAIF sign a MoU covering accreditation MoU signed USTA MAAIF Strategy 3.1.6 - Encouraging all registered seed companies and other seed merchants to join seed associations for purposes of self-regulation to ensure seed quality 3.1.6a Government to encourage all companies to be member of USTA (at registration). Only USTA members Seed Companies can produce seed NSCS NSB An incentive mechanism is place to ensure companies register under USTA 3.1.6b Government to coordinate with USTA when procuring seeds. Government to adopt policy GoU MODP and USTA 3.1.6c USTA to minimum requirements for Seed company to join Minimum requirement by USTA USTA NSCS other plant species which have no variety maintenance 3.1.7a Establish procedures for quality control and of horticultural crops Quality controlled Horticultural crops seeds available NSCS NSB The appreciation of quality standards to enhance competitiveness 3.1.7b Develop procedures for quality control and of Industrial crops Quality controlled Industrial crop seeds available NSCS NSB 3.1.7c Develop procedures for quality control and of forestry crops Quality controlled forestry crops seeds available NSCS NSB 3.1.7d Develop procedures for quality control and of vegetatively propagated crops Quality controlled Horticultural crop seeds available NSCS NSB Objective 3.2: To ensure quality control along the value chain for Quality Declared Seed Strategy 3.2.1 Develop regulations and standards for quality declared seed 3.2.1a Develop regulations for QDS class QDS Regulations approved by MAAIF NARO NSB crops are designated for QDS production 35 National Seed Strategy Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions Strategy 3.2.2 - Establishing a delegated and decentralised system at zonal and/or district level for seed inspection for Quality Declared Seed 3.2.2a Provide Seed laboratory equipment to 9 ZARDIs plus one in North Sub station + three NARIs 10 laboratories furnished NARO NARIs, ZARDIs There is a nationally accredited seed laboratory to do seed inspection and at ISTA standards 3.2.2b Accredit Seed laboratories at 9 ZARDIs plus 1 in North Substation + 3NARIs 10 laboratories accredited NSCS NARIs, ZARDIs 3.2.2c Authorize 2 seed analysts per ZARDI. and NARI 26 seed analyst authorised NSCS NARIs, ZARDIs 3.2.2d Delegate seed inspectors at ZARDIs and NARIs Provided for in 5.2.3.a Strategy 3.2.3 - Establishing seed traceability system for Quality Declared Seed 3.2.3a Register seed producers through district authorities 100% of seed producers registered by 2020 by law NSCS By-laws on seed registration at district level Strategy 3.2.4 - Providing for listing of traditional and participatory bred varieties 3.2.4a NSCS develops procedures for listing, registering LSBs, FOs and FGs through District production departments Procedures developed NSCS NSB, DAOs Capable LSBs available 3.2.4b Nominate Seed inspectors at ZARDIs and NARI level 9 seed Inspectors nominated MAAIF NARIs, ZARDIs Accredited national seed laboratory in place 4. Enhance Knowledge and Information management for the seed sub-sector Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions Objective 4.1: To Develop human resource for the seed sector development Strategy 4.1.1 - Supporting the development of seed science centres at tertiary institutions including seed research, training and accreditation purposes 4.1.1.a Provide incentives for tertiary institutions to train seed technologists Tertiary institutions respond with needed investments for training NSCS Academia An appropriate curriculum and government support for training programs at various levels 4.1.1b Support tertiary institutions to develop seed technology curriculum Curriculum developed NARO NSCS 36 National Seed Strategy Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Assumptions Strategy 4.1.2 – Empower communities to appreciate and acquire seed knowledge and its relation to enterprise development 4.1.2.a Build the capacity of extension staff in seed knowledge Government facilitates the DAES to implement this extension DAES LGs Seed knowledge is embedded in the extension service system Strategy 4.1.3 –Promote adult literacy and seed business skills training to enhance men, women and youth participation in seed business 4.1.3a Provide skills in seed business to farmer through LSBs, FOs and FGs. Improved attitude to see seed as an investment MAAIF MoGLSD Seed knowledge is embedded in the extension service system Objective 4.2 – To Establish a Seed Sector Integrated Information Management System 4.2.1 Establishing web based seed sector information management portal linked to other MIS Resources will be availed for this investment NSB NSCS High speed internet connectivity to support access to a web-based easy to use IMS 4.2.1a Provide a IT staff for system maintenance One staff MAAIF NSCS 4.2.1b Build the skills of NSCS staff on data management and start IMS tables NSCS data management skills developed NSCS 4.2.1c Provide IT equipment (server) one server in place NSCS 4.2.d Develop applications and web site USSIMS Web site accessible to stakeholders NSCS 37 National Seed Strategy 5. Implementation 5.1. Implementation Mechanism and effective seed subsector institutions are critical for realising the vision, mission and objectives of the seed policy. To this end, Government will strengthen relevant organizations to completely their mandates (roles and responsibilities). These are summarised in Table 5.1. Government will also ensure full operationalisation of the Seeds and Plant Act (2006) and make necessary amendments where necessary. Table 5.1. Institutions, mandates, roles and responsibilities to implement the NSS Institution Mandate, roles and responsibilities MAAIF The mandate of MAAIF is to support, promote and guide production of crops, livestock and so as to improve quality and increased quantity of agricultural produce and products for domestic consumption, food security and export Responsible for promoting an enabling environment for the seed sector Coordinates its institutions including NARO, NAADS, Department of Crop Production, Department of Crop Inspection and and semi autonomous units dealing with crops. Undertakes policy formulation and implementation, Coordinates research and extension. Advises government on the drafting of relevant laws and regulations, and enforces regulations. Interacts with other branches of government to support agricultural education, credit, and other services to support agriculture in general and the seed industry in particular. National Agricultural Research Organization (NARO) Agency under MAAIF NARO operates through a decentralised network of seven National Agricultural Research Institutes (NARIs) and nine Zonal Agricultural Research and Development Institutes (ZARDIs). Develops modern varieties for commercial production. Maintains developed varieties and produces breeder seed. NARO provides pre-basic and basic seed and works with the private sector and farmer groups in joint variety development, dissemination and technology commercialization. Collaborates with international research institutions associated with the Consultative Group for International Agricultural Research (CGIAR). 38 National Seed Strategy Institution Mandate, roles and responsibilities National Plant Genetic Resources Centre (PGRC) under NARO Responsible for ensuring genetic diversity and conservation in Uganda. Oversees the botanic gardens activities. Undertakes agricultural research on PGR related issues. Disseminates agricultural technologies. Sensitises the population on plant diversity conservation. Promotes utilisation of indigenous PGR. Advices on PGR policy, strategy and legislation development. Directorate of Extension Services Under MAAIF Responsible for facilitating farmers’ access to knowledge, skills and information to enhance agricultural productivity throughout the country. Support development along value chains through selected PPPs by promoting out-grower schemes and expanding access to production and marketing. Encourages agricultural competitions among farmers in the countryside to reward best performers in production. Enhances adoption of improved seeds and planting materials by farmers. National Seed Certification Service (NSCS) in the Department of Crop Inspection and Under MAAIF Responsible for design, establishment and enforcement of standards, methods and procedures. Responsible for variety testing and registration in the National List of varieties. Carries out inspection, testing, labelling, sealing, ,and seed factory inspection. Responsible for accreditation and licensing, inspection, seed sampling and laboratory seed testing. (NSB National Seed Board ) under MAAIF Advises the Minister on the National Seed Policy. Coordinates and monitors the public and private seed sector in order to achieve the national seed industry objectives; Responsible for establishing a system of implementing seed policies through technical committees; Responsible for formulation and advising the Minister on seed regulations and standards. National Variety Release Committee (NVRC) under NSB Reviews and maintains the National Variety List. Approves the release of new varieties and entry into the seed multiplication programme. 39 National Seed Strategy Institution Mandate, roles and responsibilities Department of Crop Inspection (DCIC Under MAAIF Manages the Phytosanitary and Quarantine Service, and implements the Plant Variety Protection Act. Is the lead agency within MAAIF to advice on regulatory decisions governing genetically organisms (GMOs) through UNCST. Issues Phytosanitary for export of seeds and controls seed imports into Uganda Uganda Coffee Development Authority (UCDA) Responsible for promoting the coffee industry. UCDA obtains plantlets of improved varieties from NARO (NaCORI) and private tissue culture laboratories for multiplication by private nursery operators and eventual distribution to farmers. Uganda Cotton Development Organization (CDO) Has the mandate to support the cotton subsector, obtains pre-basic seed from NARO, arranges for seed production and processing, and distributes seeds to farmers Local Government Production Department Responsible for about 70% of extension services to farmers Provide technical support on seed multiplication to farmers groups Uganda National Council of Science and Technology (UNCST) Designated Authority for matters relating to access to genetic resources: receives and facilitates the processing of all applications for access to genetic resources submitted to it. Coordinates all activities of lead agencies relating to access to genetic resources and establishes and maintains a depository for all Material Transfer Agreements and Accessory Agreements. Responsible for the registration of private research providers. Under the Seeds and Plant Act, it is in charge of recommending procedures and protocols to deal with varieties developed through the use of biotechnology. Seed Companies Account for all production, import, and sale of seeds for crops and vegetables in the formal sector, with some exceptions. Other formal organizations not registered as seed companies provide seeds and other planting materials through closed chain systems for tobacco, cotton, coffee, tea, and some other crops 40 National Seed Strategy Institution Mandate, roles and responsibilities Other seed-related organizations Uganda Flowers Exporters Association (UFEA) involved in production of and export trade. Civil Society Organizations (CSO), including NGOs and Cultural Institutions support Farmer Seed Systems in production and multiplication process of quality seed Uganda Seed Trade Association (USTA) mission is to expand business opportunities for member companies through awareness campaign; production support, quality assurance, capacity building, advocating for policies that promote the development of new plant varieties and movement of seed; and collaborating with different stakeholders in the seed sector locally, regionally and internationally. Uganda National Farmers Federation (UNFFE) with its district associations promotes agricultural developments for its members. Uganda National Agro-inputs Dealers’ Association (UNADA) has 1,300 members drawn from retail traders specializing in seeds and other agro-inputs distribution and marketing. Uganda Plant Breeders Association (UPBA) promotes breeders’ interests through information sharing, policy advocacy (e.g. urging establishment of plant breeders’ rights and other activities). Development Partners (DPs) assist government through funding, training and technical assistance. DPs currently involved in the seed sector include JICA, USAID, Bill and Melinda Gates Foundation through AGRA, and the Embassy of the Kingdom of Netherlands (EKN). International Organizations: UNDP, FAO, WFP and others complement government efforts in training, crop production and marketing systems and at times buy seed from seed companies for distribution to vulnerable communities. Financial institutions: extend credit to seed companies and agro-inputs dealers as well as insurance products (Insurance Companies) Savings and Credit Cooperative Organizations (SACCO) extend credit to their member to help them buy seeds and other inputs Farmers groups grow seeds for themselves or under contract for seed companies 41 National Seed Strategy 6.Monitoring and Evaluation The implementation of this strategy will be monitored at various levels. MAAIF will track broad high level indicators and performance issues. The National Seed Board will have the primary mandate for monitoring and evaluation of the national seed policy while the National Seed Service will deal with strategies and activities. Other stakeholders will monitor and report on activities under their mandates. To guide the monitoring and evaluation of the policy, indicators have been developed and agreed for each level. Periodically the NSB will bring stakeholders together to on the implementation of the policy and make input for improvements. Another important tool to aid monitoring will be the Uganda Seed Sector Integrated Information Management System (USIIMS) and web portal that will be established by the NSCS. Given the dynamic policy environment nationally, regionally and globally, it is imperative to be responsive to this wider policy context. This will be addressed through periodic review of the policy. As the policy is implemented through a seed strategy, issues that arise will be dealt with by revising the strategy, which has a 5-year cycle. The policy as a whole shall be reviewed on a cycle of 10 years. 6.1. Monitoring 6.1.1 Monitoring, Evaluation and Supervision Roles The Comprehensive Africa Agriculture Development Programme (CAADP), to which Uganda is a signatory country is committed to work towards investment in agriculture sector at the targeted level of 10% of national budget, to achieve a targeted growth rate of 6% in agriculture and to reduce poverty and hunger through agriculture. Agriculture is expected to contribute to these commitments through DSIP implementation. Hence it is necessary to continuously monitor the contribution and progress towards achieving the objectives and targets in those commitments. In this regard, M&E system plan for the NSS will be important in providing the policy makers, implementers and other information users with the basis for making informed choices in NSP priorities and allocation of resources against many competing priorities. One of the mandates of MAAIF is that of monitoring and evaluating the implementation of interventions in the agricultural sector. This requires an and effective mechanism for monitoring and evaluation to be in place at the Ministry Headquarters, its agencies, programmes and projects. This NSS M&E plan builds on the overall MAAIF M&E Framework Implementation Plan for operationalizing the NDP. 6.1.2 Monitoring and Reporting A Base Line Survey (BLS) will be done immediately after approval of the NSS by the Top Management. Annual M&E work plans and budgets will be produced by NSCS in conjunction with departments and agencies involved in the implementation of the NSS. The implementation of the work plans will provide the basis for the M&E Plan to be assessed comprehensively as an important component during the reviews and evaluation of NSS which will be aligned with those of the new DSIP (ASSP) and NDP II. The review of the NSS will be overseen by MAAIF but will involve other actors/stakeholders in a participatory process. 42 National Seed Strategy 6 .1.3 Gender and Youth: In characterizing the indicators in the M&E plan, provision has been made for disaggregation of the data by gender and age for those indicators that relate to people. This requires that all implementing organizations will perceive gender disaggregation as an important way of revealing and understanding the social dimensions of the achievements made taking cognizance of differences that may exist between the gender of farmers, age, farm household heads and of NSS in general. There is need for a sustainable and comprehensive M&E framework to guide the implementation of the policy. There is need to include key performance indicators (KPIs) under Output Budget Tool (OBT) to allow reporting on value for money – which is now a critical part of NDP reviews and the Government Annual Performance Review (GAPR). To put these processes in place, there will be need for the following to be instituted: i. Identifying Responsibility centers: The sector will identify actors who will manage reporting on key activities during policy implementation at the following levels: At the lowest level, sub counties will collect information at community levels and report to a designated in charge of the seed system at the district level. To ease their work, it is proposed that parish coordination committees be set up to reach farmers preferably through the extension service system. CSOs and NGOs will be required to disseminate information on their seed work through Village Farmer’s Forums; farmer groups and associations that they support. Seed companies and local seed businesses will be regulated by the National Seed Board but will be required to report their work both at district and sector level depending on their size and scope of outreach. The National Agricultural Research System will report on work related to seed research at the national level. ii. M&E plans; results frame work, OBT: The District Agriculture will be responsible for ensuring that M&E plans are embedded in the Department Work Plans as part of the overall district development plans. These will be synchronized with the national results framework as will be handed down by MAAIF through the National Seed Board. In the interim, this will require that MAAIF works with MoFPED to include KPIs of the seed system on the OBT which are now lacking. iii. Indicators to monitor: It is usually more effective to let stakeholders at various levels participate in the determination of their own performance indicators. While MAAIF will be interested in KPIs like for instance percentage of farmers using QDS, seed companies will be more keen on seed types on demand as well as price changes. Farmers will be interested in seed availability and source. As all of this happens, the NSS will be required to track performance along the seed value chain. This will be the purpose of the Uganda Seed Sector Integrated Information Management System. iv. Reporting: Sub-county level agriculture will report using a short-template about the various aspects of the seed system at their level. This information will feed into the reporting forms at the district level and will be uploaded onto the USSIMS and analyzed at the national level. Based on these reports, information will be made available and relayed on the Ministry Website for public use. v. is for collaborative learning and improvement. Under the policy’s implementation, a feedback process will be set up that will provide an opportunity for duty bearers at various levels to receive views from farmers, business actors, local leaders and seed experts on the progress of the policy implementation and make the necessary implementation adjustments where needed. ; 43 National Seed Strategy 6.2 Setting up a result based M&E system Government is aiming to align policy implementation with the National Public Sector M&E Policy (2013) for Ministries’ Departments and Agencies (MDAs) to build results-based M&E systems with steps as outlined in Fig 3. MAAIF will establish a step-wise process for an enduring M&E system based not only on outputs but also outcome and impact under the USSIMS. Fig. 3: Visualization of Working of an Integrated Information Management System The USSIMS will link to the already existing MIS in MAAIF and will host a main repository that will be fed by data from seed companies, research institutions, districts and also non-state actors. The data will respond to data needs by both users at the district and national level. It will have a review module to respond to queries from Uganda Bureau of Statistics (UBOS) and other MIS in an interactive interface. 6.3 Evaluation The NSS will be evaluated at mid-term and evaluation will be carried out at the end. Joint evaluation will be conducted by implementers and independent external evaluators at both evaluations. The recommendations of the end of NSS evaluation will be used to design the NSS II. Annual joint reviews will be conducted by MAAIF and the information will be used to improve implementation of NSS. 6.4 Results framework Table 6.1 presents an overview of the results framework for the NSS by component During NSS implementation period, this M&E framework will assist the sector, government and 44 National Seed Strategy other stakeholders/partners in monitoring and evaluating the performance against agreed NSP goals, objectives and targets, GoU commitments to the CAADP the UN Sustainable Development Goals (SDGs Goal 2) and identify the factors which contribute positively or negatively to the agricultural service delivery outcomes. Thus, through analysis and interpretation of M&E data and information, the sector will be able to discern the patterns in trends of the tracked indicators on DSIP inputs, activities, outputs, outcomes and impact so that policy makers and key stakeholders can take timely corrective actions in implementation targets, processes, techniques and approaches. There is a large number of diverse stakeholders, programmes, and interventions involved in the implementation of the NSS at national and sub-national levels. This requires a harmonized M&E approach that can ensure that not only similar data is collected but also reporting is streamlined in order to reduce on duplication of efforts, fatigue in reporting and publication of information. This results framework is prepared to address this. The purpose of an M&E in the implementation of NSS is to facilitate the use of timely, relevant and comprehensive information for supporting coordination and strategic decision making at policy and programme management and implementation levels. The objectives are to (i) enhance the production of quality monitoring and evaluation data and information on NSP implementation and (ii) promote increased access, utilization and learning from monitoring and evaluation data and information for coordination and policy, strategic and programmatic decision making. Similar Data is collected, processed and analysed in a systematic and coordinated manner, on the same indicators and parameters. Table 6.1 Results Framework Summary Strategic Objectives Outputs Intermediate Outcomes Wider Impacts To generate commercial and food nutrition security varieties • New farmer-and market preferred varieties developed Changes in production and productivity at the farm level for new varieties Improved food security and income in farming communities To sustainably utilize and protect Uganda’s PGRFA • High yielding, climate resilient varieties with farmer and market preferred traits. • Availability of enhanced germplasm resources • High adoption new varieties leading to an increase in production and productivity • Availability of improved germplasm Increase in production and productivity based on Uganda’s heritage and crops with which Uganda has a high comparative advantage To multiply high quality seed in the formal seed system • Increased production of quality seed • Reduced importation of seed • Increased use of seed High production and productivity To enhance the production of quality seed within the informal seed system • Increased production of quality declared seed • Reduced use of farm saved seed High production and productivity To strengthen seed distribution and marketing to enhance commercialization of quality seed • Increased seed outlets in proximity with seed buyers and farmers • Increased availability of seed to farmers at lower transaction costs making it cheaper High production and productivity 45 National Seed Strategy Strategic Objectives Outputs Intermediate Outcomes Wider Impacts To strength the seed quality control system along the value chain • Clear regulations and enforcement systems in place • Quality seed developed for regional and international markets • High quality seed availed to farmers • Increased uptake of improved seeds by farmers • • Seed users and satisfaction increased Enhanced national competitiveness in seed trade Enhanced food security and income To develop human resources for seed sector development • More seed scientists and technicians trained and available to enhance development of seed sub-sector • Skills transferred to all seed players along the seed value chain • Improved performance of the seed sub-sector • Increased income of farming households from crop related activities as a result of extension services Strengthened national seed value chain To establish seed To enhance national competitiveness in regional and international seed trade to contribute to economic growth (outputs, unlimited to outcome, with inputs need to be projected) sector in competitive information movement system (SIIMS) • NSS monitored and evaluated • Increased use of evidence from program evaluations to formulate, adopt, and implement evidence-based policy. • Enhanced integration of the seed sub-sector that brings all data together for planning and improvement of the sector Increase in income and employment opportunities from use of information on where to invest 46 National Seed Strategy 7. Impact NSS is designed to achieve four strategic objectives. Given that seed is the foundation for crop production, the implementation of the strategies and activities will create impact in a number of areas in the agricultural sector including: (i) ensuring wealth creation and food security (ii) employment opportunities (iii) contributing to conservation of plant genetic resources and adapting to adverse impact of climate change, and (iv) contributing in gender and youth integration, among others. 7.1 Wealth creation and food and nutrition security Implementation of the National Seed Strategy will enhance the use of new varieties which will contribute to: increased output for home consumption, improved food and nutrition security, increased household incomes, increased supply and reduced food prices that will increase real incomes and make food more affordable to the poor. Increase in sales of quality seed will contribute into poverty reduction. Women will have more time to engage livelihood activities as they use labour saving technologies. As of 2011, Uganda’s seed industry sold an estimated $25 million in seeds and planting materials. The volume of seeds produced expanded by 25% per year in the past decade. We project an increase in seed sales of at least 20% per year amounting to $60 million by 2022/23. 7.2 Employment generation An effective seed sector will largely depend on more value chains involving lower marketing margin, increased fulltime employment and income will arise from increased post-harvest storage, processing, value addition, marketing, transportation, packaging and handling. This will provide incentives or a competitive agro-based industry. These agro industries will produce food products, thus improving nutrition security. Additionally, as youth and women get involved in strategic activities, it will create employment. 7.3 Biodiversity conservation and climate change The rich agro-biodiversity of Uganda is vital to the development of new farmer-and market- preferred varieties to sustain a competitive seed sector. Continuous use of traditional and other genetic resources for the development of diverse varieties in different regions by public, private and community entities will contribute to the on-farm maintenance of local diversity. Development and promotion of small-scale and local seed businesses in each agro ecological zone as envisaged under the NSS will contribute to reducing genetic erosion and external dependence. In the context of climate variability, the NSS focuses on developing and promoting “climate-smart” crop varieties (pests, drought, and heat tolerant, etc.). The promotion of “climate-smart” seed varieties will encourage farming communities to adopt productivity enhancing technologies such as integrated pest management to better adapt to adverse effects of climate change and variability. This will have impact on stabilizing food production and reducing risks to farming communities. Farmers’ ability to adapt to climate change depends in part on their access to alternate crops and varieties. Relaxing controls on variety introduction and enhancing the capacity of the seed industry can help farmers’ to access suitable crops and varieties from other countries with comparable climates. 47 National Seed Strategy 7.4 Gender and youth integration The NSS envisages gender and youth integration, empowering them as members of farmer groups and/or local seed businesses. Most members of these groups are female and male youths (18-35 years of age). An seed sector will encourage such groups to from improving production methods using appropriate technologies and inputs. Youth farmers may also select other income generating activities such as (seed multiplication, oxen-ploughing and providing contract agricultural services e.g crop protection, marketing, transport, processing, etc. This will improve along the entire seed value chain. The employment generated as a multiplier effect will also provide additional employment opportunities to women particularly in post-harvest handling and marketing. Many program activities, such as demonstrations, some training, and agro-inputs dealer recruitment, will from 20% to 40% of women and youth respectively, depending on the activity. 48 National Seed Strategy 8.Strategy Cost The total budget for the proposed strategy is Uganda Shillings (UGX) 87.53 billion to be funded from government appropriation and internally generated resources, private sector and development partners’ contributions. The activities are designed according to an implementation matrix, for which budget estimates are generated, based on past experience and estimates of current costs. The strategy is anticipated to start in 2019 and close in 2023. Based on the evidence generated through this strategy and the increased capacity for collective learning for policy process formulation and program design and implementation, it is envisaged that by the end of the strategy, MAAIF will have built a credible case for a sustained increase in annual budget support from the Ministry of Finance, Planning and Economic Development (MoFPED) to implement programs under the NSP and to provide the public services required to transform the agricultural sector from subsistence to commercial production. Table 8.1 summarises the additional funding required to implement the strategy on top of the already existing budget resources for the implementing state bodies. The detailed budget is presented in Annex 2. Table 8.1: Summary of cost by component and year (000 UGX) Year 1 Year 2 Year 3 Year 4 Year 5 Total for 5 Years Component 1: Strengthening Research 12,976,101 4,516,040 3,151,390 1,889,640 1,473,400 24,006,480 Component 2: Strengthening the seed value chain 10,873,800 7,463,000 6,453,000 5,473,000 4,943,000 35,205,800 Component 3: Seed Quality Control 6,308,060 3,714,300 2,754,300 1,858,300 1,382,300 16,017,260 Component 4: Seed knowledge and information mechanisms 2,036,600 1,347,000 1,272,000 1,272,000 1,272,000 7,199,600 TOTAL FOR ALL COMPONENTS 32,237,670 17,040,340 13,630,690 10,492,940 9,070,700 82,472,340 3% M&E 967,130.1 511,210.2 408,920.7 314,788.2 272,121 2,474,170 Adjustment for 5% - 877,578 701,981 540,386 2,587,086 GRAND TOTAL 33,204,800 18,429,128 14,741,591 11,348,115 9,809,962 87,533,596 49 National Seed Strategy N SP O bj ec tiv es a nd S tra te gi es O ut co m e In di ca to rs U ni t o f m ea su re B as el in e C um ul at iv e ta rg et v al ue Fr eq ue nc y of d at a co lle ct io n D at a so ur ce s/ m et ho do lo gy R es po ns ib ili ty fo r d at a co lle ct io n R em ar ks Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 O bj ec tiv e 1. 1: T o ge ne ra te n ew c om m er ci al a nd fo od se cu ri ty v ar ie tie s St ra te gy 1 .1 .1 : S up po rti ng th e pu bl ic a nd p riv at e se ct or to d ev el op a nd p ro m ot e ne w c om m er ci al , f oo d an d nu tri tio n se cu rit y va rie tie s N um be r o f n ew v ar ie tie s d ev el op ed Va rie ty B LS A nn ua lly N A R O re po rts N A R O D at a di sa gg re ga te d by c ro p N um be r o f n ew d ev el op ed , re le as ed a nd re gi st er ed in th e N at io na l L is t Va rie ty 17 5 A nn ua lly N at io na l Va rie ty L is t N SC S N um be r o f r eg is te re d ne w v ar ie tie s i n us e Va rie ty TB R A nn ua lly N SC S SQ C C da ta (U SS IM S) N S C S A m ou nt o f n at io na l f un ds a llo ca te d to p la nt br ee di ng U G X B LS A nn ua lly M A A IF re po rts M A A IF N um be r o f p riv at e co m pa ni es b re ed in g ow n va rie tie s C om pa ny 0 A nn ua lly N A R O re po rts N A R O D at a di sa gg re ga te d by c ro p St ra te gy 1 .1 .2 : O pe ra tio na liz e th e PV P A ct 2 01 4 N um be r o f V ar ie tie s p ro te ct ed u nd er P B R Va rie ty 0 A nn ua lly PV PO R eg is tra r o f PV PO D at a di sa gg re ga te d by c ro p St ra te gy 1 .1 .3 : S tre ng th en p ro ce ss es fo r n ew v ar ie ty e va lu at io n, re le as e an d re gi st ra tio n to p ro m ot e re gi on al h ar m on iz at io n N um be r of c om pa ni es su pp or te d in m ai ze br ee di ng a nd o th er c om m er ci al ly v ia bl e cr op s C om pa ni es 0 A nn ua lly C om pa ni es li st N A R O D at a di sa gg re ga te d by cr op a fte r m ai ze St ra te gy 1 .1 .4 : F ac ili ta te c om m un ity b as ed se ed p ro du ce rs to a cc es s b as ic se ed N um be r o f Z A R D Is p ro du ci ng a nd su pp ly in g ba si c se ed N o. Se as on al ly N A R O re po rts N A R O D at a di sa gg re ga te d by c ro p N um be r o f L SB s r ec ei vi ng b as ic se ed N o. Se as on al ly Pl an tin g re tu rn s N A R O D at a di sa gg re ga te d by c ro p St ra te gy 1 .1 .1 0: E nh an ci ng th e co op er at io n w ith in te rn at io na l c ro p de ve lo pm en t c en tre s i nc lu di ng th e C on su lta tiv e G ro up fo r I nt er na tio na l A gr ic ul tu ra l R es ea rc h (C G IA R to a cc es s n ew v ar ie tie s N um be r o f n ew v ar ie tie s a cq ui re d th ro ug h co op er at io n w ith in te rn at io na l c ro p im pr ov em en t d ev el op m en t c en tre s Va rie ty B LS A nn ua lly N A R O re po rts PG R C A N N E X 1 : R E SU LT S FR A M E W O R K C O M PO N EN T 1: S TR EN G TH EN IN G R ES EA R C H A N D D EV EL O PM EN T FO R T H E SE ED S U B S EC TO R 49 N at io na l S ee d St ra te gy 50 National Seed Strategy N SP O bj ec tiv es a nd S tra te gi es O ut co m e In di ca to rs U ni t o f m ea su re B as el in e C um ul at iv e ta rg et v al ue Fr eq ue nc y of d at a co lle ct io n D at a so ur ce s/ m et ho do lo gy R es po ns ib ili ty fo r d at a co lle ct io n R em ar ks Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 O bj ec tiv e 1. 2: T o su st ai na bl y ut ili se a nd p ro te ct U ga nd a’ s n at io na l p la nt g en et ic r es ou rc es fr om d es tr uc tio n by n at ur al a nd h um an a ct iv iti es a nd u na ut ho ri se d ac ce ss St ra te gy 1 .2 .1 S tr en gt he n th e m ap pi ng a nd c re at io n of r eg is te rs a t n at io na l l ev el a nd w ith in c om m un iti es N um be r o f b io di ve rs ity re gi st er s Va rie tie s B LS In 1 st Y ea r Su rv ey N A R O PG R C to le ad e ffo rt St ra te gy 1 .2 .2 D ev el op a n ew la w to p ro te ct a nd p re se rv e in di ge no us k no w le dg e of lo ca l v ar ie tie s a nd e ff ec tiv el y pr ot ec t c om m un ity in te lle ct ua l p ro pe rt y ri gh ts Th e Tr ad iti on al V ar ie ty P ro te ct io n A ct A ct 0 In 2 nd Y ea r M A A IF D oc um en t M A A IF St ra te gy 1 .2 .3 P ro m ot in g an d bu ild in g ca pa ci ty o f f ar m er s a nd c om m un ity g ro up s i nc lu di ng th os e le d by w om en o r yo ut h to c on se rv e va ri et ie s t ha t h av e a hi gh fo od se cu ri ty v al ue N um be r o f h ig h fo od se cu rit y cr op s co ns er ve d by c om m un ity g ro up s Va rie ty B LS A nn ua lly N A R O a nd PG R C re po rts an d N SC S SQ C C d at a N SC S D at a di sa gg re ga te d by c ro p St ra te gy 1 .2 .4 E nh an ce th e de ve lo pm en t o f c om m un ity se ed b an ks N um be r o f f un ct io na l c om m un ity se ed ba nk s C om m un ity se ed b an k B LS A nn ua lly N A R O ZA R D IS D at a di sa gg re ga te d by c ro p an d ag ro ec ol og ic al z on e C O M PO N EN T 2: S TR EN G TH IN G T H E C A PA C IT Y O F K EY S EE D P LA Y ER S A LO N G T H E SE ED V A LU E C H A IN N SP O bj ec tiv es a nd S tra te gi es O ut co m e In di ca to rs U ni t o f m ea su re B as el in e C um ul at iv e ta rg et v al ue Fr eq ue nc y of d at a co lle ct io n D at a so ur ce s/ m et ho do lo gy R es po ns ib ili ty fo r d at a co lle ct io n R em ar ks Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 O bj ec tiv e 2. 1: T o m ul tip ly a nd m ar ke t h ig h qu al ity se ed u nd er th e fo rm al se ed sy st em . St ra te gy 2 .1 .1 C re at e an o pp or tu ni ty fo r a ll co m pa ni es to a cc es s a ffo rd ab le c re di t f or se ed p ro du ct io n an d m ul tip lic at io n N um be r o f of se ed c om pa ni es ac ce ss in g lo w in te re st c re di t Se ed co m pa ni es A nn ua lly C om pa ni es St ra te gy 2 .1 .2 C re at e a M ec ha ni sm fo r se ed d em an d ar tic ul at io n A m et ho do lo gy fo r a ct ua l s ee d de m an d ar tic ul at io n de ve lo pe d M et ho do lo gy B LS Se as on al ly N SB A ud it M A A IF U B O S D at a di sa gg re ga te d O bj ec tiv e 2. 2 E nh an ce th e pr od uc tio n of q ua lit y se ed w ith in th e in fo rm al se ed sy st em St ra te gy 2 .2 .1 : P ro m ot in g an d bu ild in g ca pa ci ty o f f ar m er s, co m m un ity g ro up s a nd lo ca l s ee d bu si ne ss es to p ro du ce a nd m ar ke t q ua lit y se ed w ith th e fo cu s o n cr op s a nd v ar ie tie s t ha t h av e a hi gh fo od se cu rit y va lu e; 50 N at io na l S ee d St ra te gy 51 National Seed Strategy N SP O bj ec tiv es a nd S tra te gi es O ut co m e In di ca to rs U ni t o f m ea su re B as el in e C um ul at iv e ta rg et v al ue Fr eq ue nc y of d at a co lle ct io n D at a so ur ce s/ m et ho do lo gy R es po ns ib ili ty fo r d at a co lle ct io n R em ar ks Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 A m ou nt o f q ua lit y se ed o f f oo d se cu rit y cr op s pr od uc ed a nd m ar ke te d by fa rm er s, co m m un ity gr ou ps a nd lo ca l s ee d bu si ne ss es M T B LS A nn ua lly N A R O fo r va rie tie s N SC S in fo rm al sy st em d at a N SC S N A R O D at a di sa gg re ga te d N um be r o f n ew im pr ov ed c lim at e sm ar t v ar ie tie s a do pt ed Va rie ty B LS A nn ua lly N SC S da ta ba se N SC S D at a di sa gg re ga te d St ra te gy 2 .2 .2 S tr en gt he n pa rt ic ip at or y va ri et y se le ct io n to e nh an ce a do pt io n of n ew v ar ie tie s ad op te d Va rie ty B LS A nn ua lly N SC S da ta ba se N SC S St ra te gy 2 .2 .3 S tr en gt he ni ng sy st em s f or e m er ge nc y se ed su pp lie s i n ca se o f l oc al is ed o r na tu ra l c al am iti es to e ns ur e av ai la bi lit y of g oo d qu al ity se ed A m ou nt o f bu ffe r s to ck o f qu al ity se ed a de qu at el y st or ed fo r em er ge nc ie s M T B LS A nn ua lly O PM d at a O PM D at a di sa gg re ga te d St ra te gy 2 .2 .4 P ro m ot in g im pr ov ed a ff or da bl e an d ge nd er fr ie nd ly te ch no lo gi es to su pp or t s ee d m ul tip lic at io n an d po st h ar ve st h an dl in g Te ch no lo gy B LS A nn ua lly A EA TR EC re po rts ZA R D Is SS ES St ra te gy 2 .2 .5 P ro m ot in g lo ca l s ee d se le ct io n an d pr es er va tio n m et ho do lo gi es N o of lo ca l p re se rv at io n m et ho do lo gi es m et ho do lo gi es 0 A nn ua lly Su rv ey PG R C D at a pe r St ra te gy 2 .3 .1 : S up po rt se ed c om pa ni es to m ar ke t s ee d in a pp ro pr ia te p ac ka ge s t o pr om ot e th e us e of c er tifi ed se ed b y al l f ar m er s N um be r o f s ee d co m pa ni es m ar ke tin g se ed in a pp ro pr ia te a nd af fo rd ab le p ac ka ge s b y al l f ar m er s Se ed c om pa ny B LS Q ua rte rly N SC S da ta ba se N SC S St ra te gy 2 .3 .2 : S up po rt se ed m ar ke tin g ou tle ts in r em ot e ar ea s b y en co ur ag in g es ta bl is hm en t o f a n et w or k of se ed st oc ki st s N um be r o f s to ck is ts Se ed st oc ki st s B LS A nn ua lly U ST A su rv ey U ST A O bj ec tiv e 2. 4 To e nh an ce n at io na l c om pe tit iv en es s i n re gi on al a nd in te rn at io na l s ee d tr ad e to c on tr ib ut e to e co no m ic g ro w th St ra te gy 2 .4 .1 E nh an ci ng th e ca pa ci ty o f P hy to sa ni ta ry se rv ic es to is su e re le va nt p la nt h ea lth c er tifi ca te s i n lin e w ith r eg io na l a nd in te rn at io na l s ta nd ar ds N um be r o f S PS c er tifi ca te s i ss ue d C er tifi ca te B LS A nn ua lly SP S da ta ba se M A A IF SP S da ta 51 N at io na l S ee d St ra te gy N um be r o f fa rm er a nd m ar ke t pr ef er re d va rie tie s s el ec te d an d N um be r o f a pp ro pr ia te te ch no lo gi es pr om ot ed a nd a do pt ed di st ri ct O bj ec tiv e 2. 3 St re ng th en in g se ed d is tr ib ut io n an d m ar ke tin g to e nh an ce c om m er ci al is at io n of q ua lit y se ed 52 National Seed Strategy N SP O bj ec tiv es a nd S tra te gi es O ut co m e In di ca to rs U ni t o f m ea su re B as el in e C um ul at iv e ta rg et v al ue Fr eq ue nc y of d at a co lle ct io n D at a so ur ce s/ m et ho do lo gy R es po ns ib ili ty fo r d at a co lle ct io n R em ar ks Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 St ra te gy 2 .4 .2 S tr en gt he ni ng in st itu tio na l c oo rd in at io n to e ns ur e ef fe ct iv e bo ar de r co nt ro l s er vi ce s a nd p ro vi de e ffi ci en t f ac ili tie s a t p ri nc ip al b oa rd er p oi nt s N um be r o f f ac ili tie s i ns ta lle d Fa ci lit ie s B LS A nn ua lly SP S D at ab as e M in is try o f In te rn al A ffa irs M A A IF , M TI C SP S da ta St ra te gy 2 .4 .3 P ro m ot io n of a w ar en es s o f r eg io na lly h ar m on iz ed se ed st an da rd s Pe rc en ta ge o f s ta ke ho ld er s a w ar e of st an da rd s Pe rc en ta ge aw ar e TB D A nn ua lly SP S D at ab as e M A A IF D at a di sa gg re ga te d C O M PO N EN T 3: S TR EN G TH IN G T H E Q U A LI TY C O N TR O L SY ST EM A LO N G T H E SE ED V A LU E C H A IN N SP O bj ec tiv es a nd S tra te gi es O ut co m e In di ca to rs U ni t o f m ea su re B as el in e C um ul at iv e ta rg et v al ue Fr eq ue nc y of d at a co lle ct io n D at a so ur ce s/ m et ho do lo gy R es po ns ib ili ty fo r d at a co lle ct io n R em ar ks Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 O bj ec tiv e 3. 1: T o st re ng th en th e se ed q ua lit y co nt ro l s ys te m a lo ng th e va lu e ch ai n Ev id en ce o f a va ila bi lit y of ap pr op ria te re gu la tio ns O nc e in Tw o ye ar s In ve nt or y da ta ba se M A A IF C al ib ra te d da ta se t St ra te gy 3 .1 .2 S tr en gt he ni ng a nd e nf or ci ng e xi st in g se ed c er tifi ca tio n (q ua lit y co nt ro l, se ed te st in g, la be lli ng , e tc .) fo r lo ca lly p ro du ce d an d im po rt ed se ed Ev id en ce o f a va ila bi lit y of ap pr op ria te re gu la tio ns O nc e in Tw o ye ar s In ve nt or y da ta ba se M A A IF C al ib ra te d da ta se t St ra te gy 3 .1 .3 E st ab lis hi ng p ro ce du re s of a cc re di ta tio n fo r fie ld in sp ec tio n, sa m pl in g, te st in g an d la be lli ng N um be r o f f un ct io na l N SC S ac cr ed ite d la bo ra to rie s f or se ed En tit y 0 A nn ua lly N SC S da ta ba se N SC S Fa ci lit ie s d at a St ra te gy 3 .1 .3 S tr en gt he n th e qu al ity m an ag em en t o f s ee d co m pa ni es a nd n at io na l s ee d la bo ra to ri es N um be r o f s ee d la bo ra to rie s w ith IS TA q ua lit y m an ag em en t s ys te m Se ed te st in g la bo ra to ry 1 A nn ua lly N SC S da ta ba se N SC S Fa ci lit ie s d at a N um be r o f s ee d co m pa ni es w ith qu al ity m an ag em en t s ys te m Se ed co m pa ni es B LS A nn ua lly U ST A d at a U ST A Fa ci lit ie s d at a 52 N at io na l S ee d St ra te gy St ra te gy 3 .1 .1 E ns ur in g en fo rc em en t o f a ll re gu la tio ns r eg ar di ng se ed p ro du ct io n, st or ag e, c he m ic al a pp lic at io n an d re si du es o n th e m ar ke t i n co nf or m ity w ith in te rn at io na l s ta nd ar ds Re gu la tio ns TB D Re gu la tio ns TB D te st in g an d nu m be r o f s am pl er s f or se ed sa m pl in g N um be r o f i ns pe ct or s a cc re di te d. En tit y 0 A nn ua lly N SC S da ta ba se N SC S Fa ci lit ie s d at a 53 National Seed Strategy N SP O bj ec tiv es a nd S tra te gi es O ut co m e In di ca to rs U ni t o f m ea su re B as el in e C um ul at iv e ta rg et v al ue Fr eq ue nc y of d at a co lle ct io n D at a so ur ce s/ m et ho do lo gy R es po ns ib ili ty fo r d at a co lle ct io n R em ar ks Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 St ra te gy 3 .1 .4 E st ab lis hi ng p ub lic /p ri va te p ar tn er sh ip fo r se ed q ua lit y co nt ro l N um be r o f s ee d co m pa ni es in p ub lic / pr iv at e pa rtn er sh ip w ith g ov er nm en t fo r s ee d qu al ity c on tro l Se ed c om pa ny 0 A nn ua lly N SC S da ta ba se N SC S St ra te gy 3 .1 .5 E nc ou ra gi ng a ll re gi st er ed se ed c om pa ni es a nd o th er se ed m er ch an ts to jo in se ed a ss oc ia tio ns fo r pu rp os es o f s el f re gu la tio n to e ns ur e se ed q ua lit y N um be r o f r eg is te re d se ed c om pa ni es su bs cr ib in g to U ST A Su bs cr ip tio ns 1 A nn ua lly N SC S da ta ba se N SC S N um be r o f r eg is te re d se ed c om pa ni es an d ot he r S ee d m er ch an ts Se ed m er ch an ts B LS A nn ua lly U ST A /N SC S U ST A /N SC S St ra te gy 3 .1 .6 D ev el op m od al iti es fo r se ed c er tifi ca tio n of h or tic ul tu ra l c ro ps , i nd us tr ia l c ro ps , f or es tr y an d ot he r pl an t s pe ci es w hi ch h av e no v ar ie ty m ai nt en an ce M od al iti es in p la ce M od al iti es an d th ei r de fin iti on s f or pl an t s pe ci es 0 A nn ua lly N SC S da ta ba se N SC S D is ag gr eg at e da ta b y cr op gr ou p O bj ec tiv e 3. 2: T o en su re q ua lit y co nt ro l a lo ng th e va lu e ch ai n fo r Q ua lit y D ec la re d Se ed St ra te gy 3 .2 .1 D ev el op r eg ul at io ns a nd st an da rd s f or q ua lit y de cl ar ed se ed Zo na l c en tre s TB D A nn ua lly N SC S da ta ba se N SC S Zo na l a nd di st ric t d at a St ra te gy 3 .2 .3 E st ab lis hi ng se ed tr ac ea bi lit y sy st em fo r Q ua lit y D ec la re d Se ed A d ec en tra liz ed in sp ec tio n sy st em N o. o f Q D S gr ow er s re gi st er ed p er di st ric t TB D A nn ua lly N SC S da ta ba se N SC S Zo na l a nd di st ric t d at a St ra te gy 3 .2 .4 P ro vi di ng fo r lis tin g of tr ad iti on al a nd p ar tic ip at or y br ed v ar ie tie s 53 N at io na l S ee d St ra te gy R eg ul at io n in p la ce R eg ul at io ns In 1 st Y ea r N SC S da ta ba se M A A IF St ra te gy 3 .2 .2 E st ab lis hi ng a d el eg at ed a nd d ec en tr al is ed sy st em a t z on al a nd /o r di st ri ct le ve l f or se ed in sp ec tio n fo r Q ua lit y D ec la re d Se ed N um be r o f v ar ie tie s p er c ro p gr ou p Va rie tie s TB D N SC S da ta ba se N SC S Zo na l d at a N um be r o f f un ct io na l z on al c en tre s an d di st ric ts a cc re di te d fo r s ee d in sp ec tio n an d ce rti fic at io n of Q D S 54 National Seed Strategy C O M PO N EN T 4: E N H A N C IN G K N O W LE D G E A N D IN FO R M AT IO N M A N A G EM EN T FO R T H E SE ED S U B S EC TO R N SP O bj ec tiv es a nd S tra te gi es O ut co m e In di ca to rs U ni t o f m ea su re B as el in e C um ul at iv e ta rg et v al ue Fr eq ue nc y of d at a co lle ct io n D at a so ur ce s/ m et ho do lo gy R es po ns ib ili ty fo r d at a co lle ct io n R em ar ks Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 O bj ec tiv e 4. 1: D ev el op h um an r es ou rc e fo r th e se ed se ct or d ev el op m en t St ra te gy 4 .1 .1 Su pp or tin g th e de ve lo pm en t o f s ee d sc ie nc e ce nt re s a t t er tia ry in st itu tio ns in cl ud in g se ed r es ea rc h, tr ai ni ng a nd a cc re di ta tio n pu rp os es N um be r o f t er tia ry in st itu tio ns pa rti ci pa tin g in b ui ld in g sk ill s a nd h um an re so ur ce s i n se ed sc ie nc e an d kn ow le dg e Te rti ar y in st itu tio n 1 A nn ua lly M A A IF /A G R A R ep or ts M A A IF D at a di sa gg re ga te d pe r qu al ifi ca tio n N um be r o f d ip lo m a an d de gr ee g ra du at es of a gr ic ul tu ra l s ci en ce tr ai ne d in se ed sc ie nc e G ra du at e B LS A nn ua lly M A A IF re po rts M A A IF /D LG N um be r o f g ra du at es o f s ee d sc ie nc e fr om pa rti ci pa tin g te rti ar y in st itu tio ns G ra du at e B LS A nn ua lly M A A IF /A G R A R ep or ts M A A IF G ra du at e B LS A nn ua lly M A A IF / N A R O R ep or ts M A A IF /N A R O G ra du at e B LS A nn ua lly U ST A su rv ey U ST A G ra du at e B LS A nn ua lly N SB su rv ey N A R O C SO St ra te gy 4 .1 .2 – E m po w er c om m un iti es to a pp re ci at e an d ac qu ir e kn ow le dg e an d its r el at io n to e nt er pr is e de ve lo pm en t N um be r o f e xt en si on st af f w ith re qu is ite se ed k no w le dg e N o. o f st af f A nn ua lly D A ES M A A IF re po rts Ex te ns io n se rv ic e da ta St ra te gy 4 .1 .3 P ro m ot e ad ul t l ite ra cy a nd se ed b us in es s s ki lls tr ai ni ng to e nh an ce m en , w om en a nd y ou th p ar tic ip at io n in se ed b us in es s % w om en A t ev al ua tio n N SB su rv ey N SC S an d co ns ul ta nt % y ou th A t ev al ua tio n N SB su rv ey N SC S an d co ns ul ta nt O bj ec tiv e 4. 2 – E st ab lis hi ng a S ee d Se ct or In te gr at ed In fo rm at io n M an ag em en t S ys te m Fu nc tio na l M IS M IS 3rd Y ea r M A A IF Sy st em re po rt 54 N at io na l S ee d St ra te gy Pe rc en ta ge s o f g ra du at es o f s ee d sc ie nc e fr om p ar tic ip at in g te rti ar y in st itu tio ns th at a re re ta in ed a t S ee d C om pa ni es Pe rc en ta ge s o f g ra du at es o f s ee d sc ie nc e fr om p ar tic ip at in g te rti ar y in st itu tio ns th at a re re cr ui te d by se ed c om pa ni es Pe rc en ta ge s o f g ra du at es o f s ee d sc ie nc e re cr ui te d at N A R O Pe rc en ta ge s o f w om en p ar tic ip at in g in se ed b us in es se s Pe rc en ta ge s o f y ou th p ar tic ip at in g in se ed b us in es se s 55 National Seed Strategy A N N E X 2 : D E TA IL E D S T R AT E G Y C O ST T A B L E C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 C O M PO N E N T 1: R E SE A R C H A N D D E V E L O PM E N T O bj ec tiv e 1. 1: T o ge ne ra te n ew c om m er ci al a nd fo od se cu ri ty v ar ie tie s St ra te gy 1 .1 .1 Su pp or tin g an d pr om ot in g de ve lo pm en t a nd u se o f n ew v ar ie tie s f or p ro du ct io n an d m ar ke tin g of im pr ov ed v ar ie tie s a nd q ua lit y se ed ; 1. 1. 1. a. 1 In st itu tio na liz e fa rm er v is its to re se ar ch ad ap ta tio n tri al s 12 0 vi si ts 2, 00 0 24 0, 00 0 24 48 ,0 00 24 48 ,0 00 24 48 ,0 00 24 48 ,0 00 24 48 ,0 00 1. 1. 1. a. 2 Su pp or t ZA R D Is to es ta bl is h PV S fie ld s 75 0 PV S 20 0 15 0, 00 0 15 0 30 ,0 00 15 0 30 ,0 00 15 0 30 ,0 00 15 0 30 ,0 00 15 0 30 ,0 00 1. 1. 1. a. 3 Es ta bl is h an e ffe ct iv e co m m un ic at io n st ra te gy to re ac h al l fa rm er s C om m un ic at io n st ra te gy in pl ac e 30 co ns ul ta nc y da ys 1, 96 0 58 ,8 00 30 58 ,8 00 1. 1. 1. a. 4 35 0 3, 50 0 1, 75 0 1, 75 0 1. 1. 1. b In cr ea se nu m be r of de m on st ra tio n fie ld s s et u p by se ed c om pa ni es 10 p er c om pa ny 30 0 de m o pl ot s 2, 00 0 60 0, 00 0 60 12 0, 00 0 60 12 0, 00 0 60 12 0, 00 0 60 12 0, 00 0 60 12 0, 00 0 1. 1. 1. c O rg an iz e bi an nu al R eg io na l A gr ic ul tu ra l Tr ad e Fa irs . 90 tra de fa irs 50 ,0 00 4, 50 0, 00 0 18 90 0, 00 0 18 90 0, 00 0 18 90 0, 00 0 18 90 0, 00 0 18 90 0, 00 0 55 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r ye ar 1 (0 00 ) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t ye ar 5 (0 00 ) U G X 1. 1. 1. a St re ng th en th e lin k be tw ee n fa rm er s an d N A R O th ro ug h in cr ea se d in vo lv em en t o f N A R O in d is se m in at io n of it s o w n te ch no lo gy . Tw o an nu al V is its p er N A R I a nd Z A R D I 50 P V S fie ld s at L BS p er y ea r 10 M oU s 10 M oU Fi ve Fi ve In st itu tio na liz e a fr am ew or k of c oo pe ra tio n be tw ee n N G O s an d– R es ea rc he r s t hr ou gh M oU s to p ro m ot e th e up ta ke o f n ew va rie tie s o f cr op s i n sp ec ifi c ar ea s t hr ou gh th e ex te ns io n se rv ic e Tw o pe r A gr o ec ol og ic al Z on e 56 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit year 1 year 2 year 3 year 4 year 5 1. 1. 1. e Pr ov id e hu m an an d m at er ia l su pp or t f or N A R O p la nt br ee di ng a t N A R Is 1. 1. 1. e. 1 A pp oi nt a br ee de r p er cr op 15 cr op b re ed er s 12 0, 00 0 1, 80 0, 00 0 15 1, 80 0, 00 0 1. 1. 1. e. 2 St re ng th en th e br ee di ng te am w ith ot he r s ci en tis ts (p at ho lo gi st + ag ro no m is t) 2 pe rs on s p er 3 ce nt re s f or 12 m on th s i n 5 ye ar s. 1, 08 0 38 8, 80 0 77 ,7 60 77 ,7 60 77 ,7 60 77 ,7 60 77 ,7 60 14 0, 00 0 1, 40 0, 00 0 10 1, 40 0, 00 0 1. 1. 1. e. 4 Pr ov id e eq ui pm en t a nd co ns um ab le s fo r l ab or at or y, pl an t p at ho lo gy an d fo od sc ie nc e 1, 75 0, 00 0 5, 25 0, 00 0 5, 25 0, 00 0 1. 1. 1. e. 5 Es ta bl is h an al yt ic al la bo ra to ry pe rs on ne l f or pl an t h ea lth a nd fo od sc ie nc e 80 0 28 8, 00 0 57 ,6 00 57 ,6 00 57 ,6 00 57 ,6 00 57 ,6 00 1. 1. 1. e. 6 C on st ru ct sc re en h ou se s 12 sc re en h ou se 84 ,0 00 1, 00 8, 00 0 12 1, 00 8, 00 0 1. 1. 1. e. 7 U pg ra de w ea th er st at io ns 55 se t 12 ,0 00 66 0, 00 0 27 32 4, 00 0 28 33 6, 00 0 Su b to ta l 16 ,3 47 ,1 00 11 ,0 75 ,9 10 1, 56 9, 36 0 1, 23 5, 11 0 1, 23 3, 36 0 1, 23 3, 36 0 St ra te gy 1 .1 .2 O pe ra tio na liz e th e Pl an t V ar ie ty P ro te ct io n A ct 2 01 4 1. 1. 2. a 1 m on th co ns ul ta nc y pe r ye ar 15 0 da ys 1, 96 0 29 4, 00 0 30 58 ,8 00 30 58 ,8 00 30 58 ,8 00 30 58 ,8 00 30 58 80 0 56 N at io na l S ee d St ra te gy un it co st (0 00 ) U G X to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r ye ar 1 (0 00 ) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X O ne b re ed er pe r e ac h fo r 15 c ro ps Tw o 2 pe rs on s a t ea ch o f t he 3 N A R I c en te rs Si x Si x Si x Si x Si x Si x 1. 1. 1. e. 3 P ro vi de O ne ve hi cl e (p ic k up ) p er b re ed er O ne p er cr op pr og ra m 10 Pi ck up O ne p er N A R I Th re e La b se t Th re e Tw o pe r N A R I at 3 c en te rs pe r t hr ee c en tre s fo r 1 2 m on th s i n 5 ye ar s Si x T w o pe rs on s Si x Si x Si x Si x Si x O ne p er N A R I an d ZA R D I O ne p er N A R O C en tre a nd sa te lli te su b st at io n at N A R O C en tre s Su pp or t p la nt B re ed er s A ss oc ia tio n to ad dr es s i ss ue s re la te d to br ee de rs ' r ig ht s & d ev el op m en t PV P re gu la tio ns . 57 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 1. 1. 2. b. 2 D ev el op P V P re gu la tio ns an d de ve lo p pr oc ed ur es 2 m on th s co ns ul ta nc y in ye ar 2 60 da ys 1, 96 0 11 7, 60 0 60 11 7, 60 0 0 1. 1. 2. c 3, 50 0 3, 50 0 0 Su b to ta l 41 5, 10 0 62 ,3 00 17 6, 40 0 58 ,8 00 5 8, 80 0 58 80 0 St ra te gy 1 .1 .3 S tr en gt he n pr oc es se s f or n ew v ar ie ty e va lu at io n, r el ea se a nd r eg is tr at io n to p ro m ot e re gi on al h ar m on iz at io n 1. 1. 3. a su pp or t t o or ph an ed c ro ps an d s ta rt su pp or tin g th e en try o f p riv at e br ee di ng in m ai ze a nd o th er co m m er ci al ly pr ofi ta bl e cr op s 1. 1. 3. a. 1 N A R O pr ov id es pa re nt al m at er ia ls o f m ai ze to se ed co m pa ni es C om pa ni es re ce iv in g m at er ia ls se ed co m pa ni es 1. 1. 3. a. 2 A ut ho riz e N A R O to pr ov id e ex cl us iv e rig ht s f or c ro p va rie tie s t o se ed co m pa ni es a nd ch ar ge ro ya lti es N A R O c ol le ct s ro ya lti es Su b to ta l 15 0, 00 0 0 50 00 0 50 00 0 50 00 0 0 St ra te gy 1 .1 .5 Su pp or tin g th e de ve lo pm en t o f f oo d se cu ri ty c ro p va ri et ie s t hr ou gh p ub lic b re ed in g pr og ra m m es 1. 1. 5 a 10 c ro ps id en tifi ed 0 57 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r y ea r 4 ( 00 0) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X Si gn a M oU be tw ee n PB A an d N A R O to re gi on al ly m on ito r im pl em en ta tio n of P V P A ct . O ne O ne M oU 1 M oU Th re e 50 ,0 00 15 00 00 O ne 50 00 0 O ne 50 00 0 O ne 50 00 0 O ne fe es st ru ct ur e 0 0 0 0 0 O ne 0 0 M A A IF a nd N A R O es ta bl is h lis t o f 1 0 pr io rit y cr op s (A LL F O O D SE C U R IT Y C R O PS ) a nd re vi ew s t hi s lis t a nn ua lly O ne lis t 0 0 O ne 0 0 0 0 58 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 to ta l y ea r 1 (0 00 ) U G X year 2 year 3 year 4 year 5 St ra te gy 1 .1 .6 S tr en gt he ni ng m od al iti es fo r co or di na tio n of p ub lic a nd p ri va te r es ea rc h an d ex te ns io n se rv ic e pr ov id er s f or e ff ec tiv e tr an sf er a nd d is se m in at io n of se ed r el at ed te ch no lo gi es 1. 1. 6. a 10 C ro p Se ed pr od uc tio n m an ua ls (4 00 co pi es e ac h) 40 00 m an ua ls 50 20 0, 00 0 80 0 40 ,0 00 80 0 40 ,0 00 80 0 40 ,0 00 80 0 40 ,0 00 80 0 40 ,0 00 1. 1. 6. b 55 T ec hn ol og y pa rk s 55 te ch p ar ks 20 ,0 00 1, 10 0, 00 0 15 30 0, 00 0 40 80 0, 00 0 1. 1. 6. c Fa ci lit at e M ul ti 20 ,0 00 10 0, 00 0 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 Su b to ta l 1, 40 0, 00 0 36 0, 00 0 86 0, 00 0 60 ,0 00 60 ,0 00 60 ,0 00 1. 1. 7. a R eg is tra tio n pr oc ed ur es 1 re vi ew in fi rs t ye ar re vi ew m ee tin g 1. 1. 7. b A pp ro ve pr oc ed ur es fo r va rie ty re le as e A pp ro ve in fi rs t ye ar 0 Su b to ta l 10 00 0 10 00 0 St ra te gy 1 .1 .8 P ro m ot e co m m un ity b as ed se ed p ro du ce rs to a cc es s b as ic se ed to b e su bs eq ue nt ly m ul tip lie d fo r se ed p ro du ct io n 1. 1. 8. a D ec en tr al iz e ba si c se ed pr od uc tio n to th e Z A R D Is ZA R D Is pr od uc in g ba si c se ed (th re e se le ct ed ZA R D Is ) 1, 20 0, 00 0 3, 60 0, 00 0 1, 20 0, 00 0 1, 20 0, 00 0 58 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l C os t fo r ye ar 2 ( 00 0) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X Pr od uc e Se ed pr od uc tio n m an ua ls p er cr op tr an sl at ed in to th e 5 m ai n lo ca l l an gu ag e gr ou ps a nd di ss em in at e to en d us er s. Es ta bl is h a R es ou rc e C en tre a t e ve ry N A R I, ZA R D I an d Sa te lli te St at io ns (5 5) fo r di ss em in at io n of a gr ic ul tu ra l te ch no lo gi es (re la te d to se ed ) st ak eh ol de rs se ed p la tfo rm A nn ua l m ee tin g Fi ve m ee tin gs on e on e on e on e on e R ev ie w th e R el ea se a nd on e 10 00 0 10 00 0 on e 10 ,0 00 on e pr oc ed ur e 0 0 on e 0 0 0 0 St ra te gy 1 .1 .7 R ev ie w in g va ri et y ev al ua tio n, r el ea se a nd r eg is tr at io n pr oc es se s t o pr om ot e re gi on al h ar m on is at io n e ff ec tiv e re le as e an d po pu la ri sa tio n of n ew v ar ie tie s th re e ZA R D Is on e on e on e 1 20 00 00 59 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 1. 1. 8. b 15 0 LS B s 2, 00 0 30 0, 00 0 10 0 20 0, 00 0 50 10 0, 00 0 Su b to ta l 3, 90 0, 00 0 1, 40 0, 00 0 1, 30 0, 00 0 12 00 00 0 0 0 St ra te gy 1 .1 .9 E nh an ci ng th e co op er at io n w ith in te rn at io na l c ro p de ve lo pm en t c en tr es in cl ud in g th e C on su lta tiv e G ro up fo r In te rn at io na l A gr ic ul tu ra l R es ea rc h (C G IA R to a cc es s n ew v ar ie tie s) 1. 1. 10 .a 25 sc ie nt is ts 12 ,6 00 31 5, 00 0 5 63 ,0 00 5 63 ,0 00 5 63 ,0 00 5 63 ,0 00 5 63 ,0 00 1. 1. 10 .b O rg an iz e on e in te rn at io na l de ve lo pm en t fo ru m in th e 3r d ye ar o f N SS im pl em en ta tio n 60 ,0 00 60 ,0 00 60 ,0 00 Su b to ta l 37 5, 00 0 63 ,0 00 63 ,0 00 12 3, 00 0 63 ,0 00 63 ,0 00 TO TA L C O M PO N E N T 1 (A ) 22 ,5 97 ,2 00 12 ,9 71 ,2 10 4, 01 8, 76 0 2, 72 6, 91 0 1, 46 5, 16 0 1, 41 5, 16 0 O bj ec tiv e 1. 2: T o su st ai na bl y ut ili ze a nd p ro te ct n at io na l p la nt g en et ic r es ou rc es (f ro m P G R FA ) St ra te gy 1 .2 .1 S tr en gt he n th e m ap pi ng a nd c re at io n of r eg is te rs a t n at io na l l ev el a nd w ith in c om m un iti es 1. 2. 1. a Es ta bl is h bi od iv er si ty re gi st er s a t C G B 1. 2. 1. b C on du ct se ns iti za tio n m ee tin gs 14 C om m un iti es aw ar e of im po rta nc e of re gi st ra tio n of tr ad iti on al va rie tie s 14 C om m un ity gr ou ps 5, 88 0 82 ,3 20 23 ,5 20 29 ,4 00 29 ,4 00 59 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r y ea r 2 ( 00 0) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X LS B , F ar m er s, O rg an is at io ns , a nd F ar m er s, G ro up s w ith an nu al se ed pr od uc tio n pl an s Su pp or t t o L SB s, fa rm er o rg an is at io ns a nd fa rm er g ro up s in th e p ro du ct io n pl an ni ng (r eq ue st se ed 6 m on th s i n a dv an ce ) Fa ci lit at e sc ie nt is ts to pa rti ci pa te in a nn ua l in te rn at io na l cr op de ve lo pm en t fo ra . fiv e sc ie nt is ts at te nd in g in te rn at io na l fo ra on e In te rn at io na l de ve lo pm en t fo ru m on e Fo ru m on e Fo ur 5 Fi ve 60 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 1. 2. 1. c U nd er ta ke ca pa ci ty bu ild in g an d de ve lo pm en t of c om m un ity B io di ve rs ity re gi st er s 14 c om m un ity re gi st er s i n pl ac e 14 re gi st er s 8, 12 0 11 3, 68 0 32 ,4 80 40 ,6 00 40 ,6 00 1. 2. 1. d C ar ry o ut tra in in g in pa rti ci pa to ry m on ito rin g of B io di ve rs ity R eg is te rs 14 c om m un ity B io di ve rs ity re gi st er s y ea rly up to d at e 14 re gi st er s up da te d 5, 88 0 82 ,3 20 23 ,5 20 29 ,4 00 29 ,4 00 1. 2. 1. d D ev el op pr oc ed ur es fo r th e re gi st ra tio n of tr ad iti on al va rie tie s. Pr oc ed ur es ap pr ov ed b y N SB 0 1. 2. 1. e U nd er ta ke se ns iti za tio n w or ks ho ps St ak eh ol de r aw ar e of tra di tio na l va rie tie s re gi st ra tio n Su b to ta l 41 8, 32 0 14 21 9, 52 0 15 99 ,4 00 15 99 ,4 00 St ra te gy 1 .2 .2 D ev el op a n ew la w to p ro te ct a nd p re se rv e in di ge no us k no w le dg e of lo ca l v ar ie tie s a nd e ff ec tiv el y pr ot ec t c om m un ity in te lle ct ua l p ro pe rt y ri gh t 1. 2. 2. a su pp or tin g th e dr af tin g of th e PG R FA B ill 1 St ak eh ol de r W or ks ho p 20 ,0 00 20 ,0 00 20 ,0 00 0 0 0 0 1. 2. 2. b Se nd B ill to Pa rli am en t B ill b ec om es an A ct 1. 2. 2. c Es ta bl is h cl ea r ru le s f or th e im po rt an d ha nd lin g of G M O se ed sa m pl es . A pp ro ve d pr oc ed ur es in pl ac e 1. 2. 2d R ev ie w pr oc ed ur es on S ta nd ar d M at er ia l Tr an fe r A gr ee m en t on g en et ic re so ur ce s. A pp ro ve d pr oc ed ur es in pl ac e 60 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X Fo ur Fi ve Fi ve Fo ur Fi ve Fi ve on e pr oc ed ur es 0 0 0 on e 0 0 0 on e w or ks ho p 14 00 00 14 00 00 0 on e 14 00 00 0 0 0 on e w or ks ho p on e A ct on e on e 0 0 0 0 on e 0 0 0 0 on e 0 0 0 0 on e Pr oc ed ur es on e Pr oc ed ur es 61 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 1. 2. 2. e En ac t Tr ad iti on al Va rie tie s Pr ot ec tio n B ill B ill a pp ro ve d by p ar lia m en t 1 B ill 1 Su b to ta l 20 ,0 00 1 20 ,0 00 3 1 St ra te gy 1 .2 .3 P ro m ot in g an d bu ild in g ca pa ci ty o f f ar m er a nd c om m un ity g ro up s i nc lu di ng th os e le d by w om en o r yo ut h to c on se rv e cr op v ar ie tie s t ha t h av e a hi gh fo od se cu ri ty v al ue 1. 2. 3. a PR O V ID ED FO R IN 1 .1 .1 a 1. 2. 3. .b Li nk co ns er va tio n to se ed b us in es s an d ta rg et h ig h fo od se cu rit y va lu e cr op s 50 LS B 28 00 14 00 00 10 28 00 0 10 28 00 0 10 28 00 0 10 28 00 0 10 28 00 0 1. 2. 3. .c U nd er ta ke sp ec ia lis ed tra in in g o f fa rm er s on f ar m co ns er va tio n as pe ct s 1. 2. 3. .d O rg an iz e di ve rs ity fa irs 1. 2. 3. .e Fa ci lit at e fa rm er ex ch an ge / cr os s si te v is its 1. 2. 3. .f C ar ry o ut tra in ni ng in pa rti ci pa to ry m on ito rin g 14 C om m un ity ge ne b an ks an nu al ly m on ito re d by th e co m m un iti es 22 40 61 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs ( 00 0) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X Li nk L SB s, Fa rm er O rg an is at io n an d Fa rm er gr ou ps in cl ud in g fo r y ou th an d w om en to G en et ic R es ou rc es C en tre 50 L SB s a nd 14 C G B s se lli ng co ns er va tio n se ed 14 g en e ba nk cu st od ia n fa rm er s t ra in ed on e Fa ir pe r ag ro ec ol og ic al zo ne on e an nu al cr os s si te vi si t p er g en e ba nk 14 fa rm er s 58 80 82 32 0 0 Fo ur 23 52 0 Fo ur 23 52 0 4 23 52 0 Tw o 11 76 0 14 fa irs 39 20 54 88 0 0 Fo ur 15 68 0 Fo ur 15 68 0 4 15 68 0 Tw o 78 4 14 vi si ts 14 00 19 60 0 0 Fo ur 56 00 Fo ur 56 00 4 56 00 Tw o 28 00 14 ge ne b an ks 11 20 15 68 0 0 Fo ur 44 80 Fo ur 44 80 4 44 80 Tw o 62 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 1. 2. 3. .g U nd er ta ke fie ld tr ia ls an d es ta bl is h de m on st ra tio n fie ld s f or co ns er va tio n va rie tie s 1 pe r g en e ba nk pe r y ea r 56 00 Su b to ta l 35 1, 68 0 28 00 0 88 48 0 88 48 0 88 48 0 58 24 0 St ra te gy 1 .2 .4 S up po rt in g th e de ve lo pm en t o f c om m un ity se ed b an ks 1. 2. 4. a Es ta bl is h a ne tw or k of co m m un ity se ed b an ks un de r t he co or di na tio n an d te ch ni ca l su pp or t o f PG R C . 1. 2. 4. a. 1 H ol d se ns iti sa tio n m ee tin gs 14 m ee tin gs 5, 88 0 82 ,3 20 23 ,5 20 29 ,4 00 29 ,4 00 1. 2. 4. a. 2 Fa ci lit at e co m m un ity sc ie nt is t ne go tia tio ns 14 C om m un iti es su pp or tin g in si tu co ns er va tio n of na tio na l g en et ic he rit ag e 14 co m m un ity gr ou ps 3, 92 0 54 ,8 80 15 ,6 80 19 ,6 00 19 ,6 00 1. 2. 4. a. 3 14 co m m un ity ge ne b an ks 19 ,6 00 27 4, 40 0 78 ,4 00 98 ,0 00 98 ,0 00 1. 2. 4 a. 4 Es ta bl is h C G B m an ag em en t st ru ct ur es 14 co m m un ity ge ne b an ks 7, 84 0 10 9, 76 0 31 ,3 60 39 ,2 00 39 ,2 00 1. 2. 4. a. 5 Se t u p se ed pr od uc tio n an d di st rib ut io n m ec ha ni sm s 14 C G B s w ith w or ki ng se ed pr od uc tio n an d di st rib ut io n 14 co m m un ity ge ne b an ks 10 ,0 80 14 1, 12 0 40 ,3 20 50 ,4 00 50 ,4 00 Su b to ta l 66 2, 48 0 18 9, 28 0 23 6, 60 0 23 6, 60 0 62 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r y ea r 2 ( 00 0) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r y ea r 4 ( 00 0) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X 14 tri al s 28 00 39 20 0 0 4 11 20 0 Fo ur 11 20 0 4 11 20 0 2 14 C om m un iti es an d D A O fi rl st af f a w ar e of im po rta nc e of co ns er va tio n Fo ur Fo ur Fo ur Fo ur Fo ur Fi ve Fi ve Fi ve Fi ve Fi ve Fi ve Fi ve Fi ve Fi ve Fi ve C on st ru ct C G B fa ci lit ie s 14 C G B fa ci lit ie s b ui lt 14 C G B m an ag em en t st ru ct ur es op er at io na l C om m un ity G en e B an ks at L SB a t le as t 1 p er ag ro ec ol og ic al zo ne 63 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 T ot al F or C om po ne nt (B ) 1, 45 2, 48 0 48 ,0 00 49 7, 28 0 42 4, 48 0 42 4, 48 0 58 ,2 40 C O M PO N E N T 2 ST R E N G T H E N IN G T H E C A PA C IT Y O F K E Y P L AY E R S A L O N G T H E S E E D V A L U E C H A IN T O A C H IE V E A N E FF E C T IV E A N D E FF IC IE N T SE E D S U B S E C TO R O bj ec tiv e 2. 1: T o m ul tip ly a nd m ar ke t h ig h qu al ity se ed u nd er th e fo rm al se ed sy st em . St ra te gy 2 .1 .1 C re at e an o pp or tu ni ty fo r al l c om pa ni es to a cc es s a ff or da bl e cr ed it fo r se ed p ro du ct io n an d m ul tip lic at io n 2. 1. 1a in cr ea se d pr od uc tio n as a re su lt of ch ea pe r c re di t 30 00 St ra te gy 2 .1 .2 C re at e a m ec ha ni sm fo r se ed d em an d ar tic ul at io n 2. 1. 2a To d ev el op a m et ho do lo gy th at c ap tu re s se as on al se ed ne ed fo r a ll cr op s 2. 1. 2. b C on du ct re gu la r se ed d em an d es tim at io n. D is tri ct ar tic ul at ed se ed d em an d da ta (f or 3 0 di st ric ts ) (a nn ua l m ee tin gs ) 2. 1. 2c A nn ua l r eg io na l pl at fo rm s ( fo ur re gi on s) 2 (o nc e ev er y tw o ye ar s) O bj ec tiv e 2. 2: T o in cr ea se th e av ai la bi lit y of a nd a cc es s t o qu al ity se ed o f p re fe rr ed v ar ie tie s t o co m pl em en t t ho se p ro du ce d un de r th e in fo rm al se ed sy st em . St ra te gy 2 .2 .1 P ro m ot in g an d bu ild in g ca pa ci ty o f f ar m er s, co m m un ity g ro up s a nd lo ca l s ee d bu si ne ss es to p ro du ce a nd m ar ke t q ua lit y se ed w ith th e fo cu s o n cr op s a nd v ar ie tie s t ha t h av e a hi gh fo od se cu ri ty va lu e; 63 N at io na l S ee d St ra te gy to ta l c os fo r 5 y ea rs ( 00 0) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X En ga ge fin an ci al in st itu tio ns in cl ud in g SA C C O s t o ex te nt d cr ed it to se ed c om pa ni es a nd a gr o de al er s a s w el l 15 m ee tin gs 10 00 15 00 0 Th re e 30 00 th re e 30 00 th re e 30 00 th re e 30 00 th re e D is tri ct st af f tra in ed in th is m et ho do lo gy on e tra in in g w or ks ho p Es ta bl is h m ul ti st ak eh ol de r pl at fo rm s t o st an da rd iz e m es sa ge s on e 50 ,0 00 50 ,0 00 on e 50 ,0 00 30 50 00 1 ,5 00 ,0 00 si x 30 00 0 si x 3 00 00 0 si x 30 00 00 s ix 30 00 00 si x 3 00 00 0 Tw o 30 ,0 00 6 0, 00 0 0 0 o ne 30 ,0 00 0 0 0 O ne 3 0, 00 00 Su b to ta l 1, 62 5, 00 0 se ve 35 3, 00 0 7 33 3, 00 0 6 30 3, 00 0 6 30 3, 00 0 7 33 3, 00 0 64 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 2. 2. 1. a 45 0 LS B 50 ,0 00 22 ,5 00 ,0 00 90 4, 50 0, 00 0 90 4, 50 0, 00 0 90 4, 50 0, 00 0 90 4, 50 0, 00 0 90 4, 50 0, 00 0 Su b to ta l 22 ,5 00 ,0 00 4, 50 0, 00 0 4, 50 0, 00 0 4, 50 0, 00 0 4, 50 0, 00 0 4, 50 0, 00 0 St ra te gy 2 .2 .3 Pr ov id in g fo r em er ge nc y se ed su pp lie s i n ca se o f l oc al is ed o r na tio na l c al am iti es to e ns ur e co nt in ue d av ai la bi lit y of g oo d qu al ity se ed s; 2. 2. 3. a D ev el op gu id el in es to su pp ly se ed in c as e of em er ge nc ie s G ui de lin es o n em er ge nc y se ed su pp lie s ad op te d 30 d ay s’ co ns ul ta nc y gu id el in es 1, 96 0 58 ,8 00 1 58 ,8 00 0 0 0 0 2. 2. 3. b A do pt ap pr op ria te M oU s w ith st ra te gi c st ak eh ol de rs to b ui ld b uf fe r st oc ks Su b to ta l 63 ,8 00 63 ,8 00 0 0 0 0 St ra te gy 2 .2 .4 P ro m ot in g im pr ov ed a ff or da bl e an d ge nd er fr ie nd ly te ch no lo gi es to su pp or t s ee d m ul tip lic at io n an d po st h ar ve st h an dl in g 2. 2. 4. a St re ng th en w om en a nd yo ut h gr ou ps by p ro vi di ng la bo ur sa vi ng te ch no lo gi es su ch a s pl ou gh in g an d th re sh in g eq ui pm en t a nd tra ns po rta tio n on c re di t. LS B s eq ui pp ed w ith ap pr op ria te la bo ur sa vi ng te ch no lo gi es 15 0 LS B 56 ,0 00 8, 40 0, 00 0 10 0 5, 60 0, 00 0 30 1, 68 0, 00 0 20 1, 12 0, 00 0 2. 2. 4. b A EA TR EC to id en tif y, de ve lo p an d te st se ed re la te d lo w c os t te ch no lo gi es . A pp ro pr ia te te ch no lo gi es id en tifi ed , de ve lo pe d an d te st ed 28 0, 00 0 1, 40 0, 00 0 56 0, 00 0 28 0, 00 0 64 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs ( 00 0) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r y ea r 4 ( 00 0) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X Sc al e up nu m be r o f LS B , F ar m er O rg an is at io ns an d Fa rm er G ro up s in vo lv ed in se ed p ro du ct io n an d m ar ke tin g 45 0 LS B s, Fa rm er O rg an is at io ns an d Fa rm er s G ro up s es ta bl is he d an d fu nc tio na l na tio nw id e M oU si gn ed on e m ee tin g M oU 5, 00 0 5, 00 0 on e 5, 00 0 0 0 0 0 Fi ve te ch no lo gy Tw o on e Tw o 56 0, 00 0 0 65 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 2. 2. 4. c ZA R D IS to te st an d di ss em in at e se ed re la te d lo w c os t te ch no lo gi es . A pp ro pr ia te te ch no lo gi es di ss em in at ed 14 0, 00 0 42 0, 00 0 28 0, 00 0 14 0, 00 0 0 0 C on du ct na tio na l ca m pa ig ns to e du ca te fa rm er s o n us e of q ua lit y se ed an d re gu la tio ns us in g IC T. Pr om ot e aw ar en es s o n th e di ffe re nt se ed c la ss es in U ga nd a us in g to ol s th at e ffe ct iv el y re ac h ac to rs A pp re ci at io n of th e us e of t he di ffe re nt se ed cl as se s 10 ,3 70 ,0 00 5, 63 0, 00 0 2, 55 0, 00 0 1, 57 0, 00 0 59 0, 00 0 30 ,0 00 O bj ec iti ve s 2 .3 S tr en gt he ni ng se ed D is tr ib ut io n an d M ar ke tin g St ra te gy 2 .3 .1 s tr en gt he ni ng se ed d is tr ib ut io n an d m ar ke tin g to e nh an ce c om m er ci al iz at io n of q ua lit y se ed 2. 3. 1. a R eg ul at e pa ck ag in g do w n to 1 k g R eg ul at io ns fo r s m al l pa ck ag in g of se ed s i n pl ac e 0 2. 3. 1. b St ud y on ec on om ic vi ab lit y of sm al l p ac ka ge s do ne 15 co ns ul ta nt da ys 19 60 29 40 0 15 29 40 0 0 0 0 0 Su b to ta l 29 ,4 00 29 ,4 00 0 0 0 0 St ra te gy 2 .3 .2 S up po rti ng se ed m ar ke tin g ou tle ts in re m ot e ar ea s b y en co ur ag in g es ta bl is hm en t o f n et w or k of se ed st oc ki st s; 65 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs ( 00 0) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X 3 Te ch no lo gy Tw o O ne 2. 2. 4. e 2. 2. 4. d Im pr ov ed at tit ud e to w ar ds us e of IC T 20 ,0 00 5 Ca m pa ig ns 20 ,0 00 10 0, 00 0 on e 20 ,0 00 on e 20 ,0 00 on e 20 ,0 00 on e 20 ,0 00 on e Ca m pa ig ns 10 ,0 00 50 ,0 00 o ne 10 ,0 00 on e 10 ,0 00 on e 10 ,0 00 o ne 10 ,0 00 o ne 10 ,0 00 on e Re gu la tio n 0 0 0 T w o 0 0 0 Su pp or t S ee d C om pa ni es to a ss es s ec on om ic vi ab ili ty o f sm al l p ac ks , lin k to fin an ci al so ur ce s, ap pr op ria te m ac hi ne ry , e tc 66 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 2. 3. 2. a In cr ea se nu m be r o f L SB se ed d ea le rs . ca te re d un de r 1. 1. 1 2. 3. 2. b N om in at e vi lla ge a ge nt s to c ol le ct vi lla ge se ed de m an d an d su bm it it to Su b co un ty to w ns hi p. 5, 00 0 vi lla ge s co un t w ith se ed ag en t 50 00 vi lla ge s vi si te d 80 40 00 00 10 00 80 00 0 10 00 80 00 0 10 00 80 00 0 10 00 80 00 0 10 00 80 00 0 Su b to ta l 40 0, 00 0 80 ,0 00 80 ,0 00 80 ,0 00 80 ,0 00 80 00 0 St ra te gy 2 .3 .3 En ha nc in g th e ca pa ci ty o f P hy to sa ni ta ry se rv ic es to is su e re le va nt p la nt h ea lth c er tifi ca te s i n lin e w ith re gi on al a nd in te rn at io na l s ta nd ar ds ; 2. 3. 3. a St ra te gi c pl an ap pr ov ed 60 co ns ul ta nt da ys 1, 96 0 11 7, 60 0 60 11 7, 60 0 0 0 0 0 2. 3. 3. b R ec og ni se ph yt os an ita ry te st s f ro m pr iv at e ac cr ed ite d la bs Pl an t P ro te ct io n an d H ea lth A ct no w r ec og ni se pr iv at e ac cr ed ite d la bo ra to ry re su lts fo r Ph yt os an ita ry ce rti fic at es 0 0 0 0 2. 3. 3. a U nd er ta ke ou tre ac h on re gi on al ly ha rm on is ed st an da rd s St ak eh ol de rs ar e fa m ili ar o n re gi on al se ed st an da rd s 10 0, 00 0 10 0, 00 0 10 0, 00 0 0 0 0 0 Su b to ta l 21 7, 60 0 21 7, 60 0 0 0 0 0 2. 3. 3a H ire q ua lifi ed pe rs on ne l an d pr ov id e fo r m in im um fa ci lit ie s a t hi gh ri sk e nt ry po in ts pr ov id ed fo r un de r N SS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Su b to ta l 0 0 0 0 0 0 0 0 0 0 0 0 66 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r y ea r 4 ( 00 0) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X D ev el op a st ra te gi c pl an to bu ild c ap ac ity fo r s an ita ry a nd ph yt os an ita ry se rv ic es on e A m en dm en t on e on e w or ks ho p on e St ra te gy 2 .3 .3 S tre ng th en in g In st itu tio na l c oo rd in at io n th at e ns ur es th at e ffe ct iv e bo rd er c on tro l s er vi ce s a nd p ro vi de e ffi ci en t f ac ili tie s, la bo ra to rie s v is ua l i ns pe ct io n ki ts , r ef rig er at or s a t p rin ci pa l b oa rd er p oi nt s 67 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 G R A N D T O TA L C O M PO N EN T 2 35 ,2 05 ,8 00 10 ,8 73 ,8 00 7, 46 3, 00 0 6, 45 3, 00 0 5, 47 3, 00 0 4, 94 3, 00 0 C O M PO N EN T 3: S EE D Q U A LI TY C O N TR O L O bj ec tiv e 3. 1 : To st re ng th en th e qu al ity c on tro l a lo ng th e se ed v al ue c ha in St ra te gy 3 .1 .1 E ns ur in g en fo rc em en t o f a ll re gu la tio ns re ga rd in g se ed p ro du ct io n, st or ag e pr oc es si ng , c he m ic al a pp lic at io ns a nd re si du es o n th e U ga nd an m ar ke t t o cr ea te a n in te rn at io na l r ep ut at io n fo r t he c ou nt ry a s a g oo d so ur ce o f s ee d R ev ie w th e le ga l fr am ew or k to st re ng th en de te rr en t m ea su re s f or th os e en ga ge d in c ou nt er fe it se ed D et er re nt m ea su re s w ith in th e le ga l fr am ew or k C om m un ity po lic e an d ot he r o ve rs ig ht ag en ci es tr ai ne d to p ur su e se ed ad ul te ra tio n ca se s 44 Tr ai ni ng 20 00 0 88 00 00 0 11 22 00 00 11 22 00 00 11 22 00 00 11 22 00 00 Su b to ta l 93 0, 00 0 50 ,0 00 22 0, 00 0 22 0, 00 0 22 0, 00 0 22 0, 00 0 St ra te gy 3 .1 .2 B ui ld in g an d st re ng th en in g ex is tin g se ed c er tifi ca tio n sy st em a nd q ua lit y co nt ro l f or se ed p ro du ct io n, c on di tio ni ng , a nd te st in g fo r l oc al ly p ro du ce d an d im po rte d se ed 3. 1. 2. a R ep ai r la bo ra to ry in fr as tru ct ur e, w at er su pp ly , in te rn et co nn ec tiv ity an d el ec tri ci ty ba ck up ge ne ra to r a t N SC S 3. 1. 2. a. 3 R es to re w at er su pp ly sy st em W at er su pp ly w or ki ng 10 0, 00 0 10 0, 00 0 10 0, 00 0 3. 1. 2. a. 4 Es ta bl is h in te rn et co nn ec tiv ity in te rn et co nn ec tiv ity pr ov id ed in te rn et se rv ic e 56 ,0 00 56 ,0 00 56 ,0 00 3. 1. 2. a. 5 Pr ov id e el ec tri ca l ba ck up ge ne ra to r. 28 0, 00 0 28 0, 00 0 67 N at io na l S ee d St ra te gy to ta l c os t f or 5 ye ar s (0 00 ) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X 3. 1. 1. a on e R ev ie w 50 00 0 50 ,0 00 on e 50 00 0 3. 1. 1. b on e w at er sy st em on e on e se t 28 0, 00 0 on e on e on e on e se t o f eq ui pm en t pr ov id ed Es ta bl is h en fo rc em en t m ec ha ni sm s t o fig ht ag ai ns t s ee d ad ul te ra tio n on th e m ar ke t 68 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 3. 1. 2. b A gr ic ul tu ra l fa ci lit ie s f or D U S 3. 1. 2. b. 1 Es ta bl is he a m in i-i rr ig at io n fa ci lit y fo r 2 H a irr ig at io n fa ci lit y 22 4, 00 0 22 4, 00 0 22 4, 00 0 3. 1. 2. b. 2 C on st ru ct a st an da rd sc re en ho us e. S ta nd ar d sc re en h ou se pr oc ur ed a nd co ns tru ct ed 84 ,0 00 84 ,0 00 84 ,0 00 3. 1. 2. b. 3 Pr ov id e a tra ct or a nd ac ce ss or ie s T ra ct or a nd ac ce ss or ie s pr oc ur ed 21 0, 00 0 21 0, 00 0 21 0, 00 0 3. 1. 2. b. 4 Pr ov id e co ns um ab le s C on su m ab le s fo r fi el d w or k, fe rti liz er s e tc pr oc ur ed 14 ,0 00 70 ,0 00 14 ,0 00 14 ,0 00 14 ,0 00 14 ,0 00 14 ,0 00 3. 1. 2. c IT e qu ip m en t an d da ta pr oc es si ng u ni t 3. 1. 2. c. 1 Pr ov id e 7 la pt op s f or in sp ec to rs 7 la pt op s f or in sp ec to rs pr oc ur ed 2, 24 0 15 ,6 80 15 ,6 80 3. 1. 2. c. 2 Pr ov id e 8 de sk to ps 8 de sk to ps pr oc ur ed 1, 40 0 11 ,2 00 11 ,2 00 3. 1. 2. c. 3 Pr ov id e 2 ce nt ra liz ed he av y du ty pr in te rs 2 c en tra liz ed he av y du ty pr in te rs pr oc ur ed 5, 60 0 11 ,2 00 11 ,2 00 3. 1. 2. c. 4 Pr ov id e 1 co m pu te r se rv er to h os t U SS IM S 14 ,0 00 14 ,0 00 14 ,0 00 3. 1. 2. c. 5 Su pp ly IT co ns um ab le s IT c on su m ab le s pr oc ur ed 72 ,0 00 36 0, 00 0 72 ,0 00 72 ,0 00 72 ,0 00 72 ,0 00 72 ,0 00 68 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs ( 00 0) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X M in i irr ig at io n fa ci lit y fo r 2 H a p ro cu re d an d es ta bl is he d on e on e sc re en h ou se on e tra ct or Fi ve as so rte d se t Se ve n la pt op s Ei gh t de sk to ps Tw o pr in te r on e se rv er Fi ve as so rte d se t on e on e on e on e se ve n Ei gh t Tw o on e on e on e on e on e on e on e on e on e on e fo r fi el d w or k, fe rti liz er s,… 1 c om pu te r se rv er to h os t U SS IM S pr oc ur ed 69 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 3. 1. 2. d. 1 Tr ai ni ng eq ui pm en t pr oc ur ed 14 ,0 00 14 ,0 00 1 14 ,0 00 3. 1. 2. d. 2 D ev el op an d pr in t w or kb oo ks an d m an ua ls (A ut ho ris at io n) M an ua ls a nd w or kb oo ks pu bl is he d 10 00 m an ua ls 10 0 10 0, 00 0 20 0 20 ,0 00 20 0 20 ,0 00 20 0 20 ,0 00 20 0 20 ,0 00 20 0 20 ,0 00 3. 1. 2. e Fi el d in sp ec tio n eq ui pm en t 3. 1. 2. e. 1 Pr ov id e 10 G PS 10 G PS pr oc ur ed 10 G PS h an d se ts 56 0 5, 60 0 10 5, 60 0 2, 80 0 14 ,0 00 14 ,0 00 3. 1. 2. e. 3 14 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 70 0, 00 0 70 0, 00 0 3. 1. 2. e. 5 Pr ov id e 5 m ot or cy cl e 14 ,0 00 70 ,0 00 70 ,0 00 3. 1. 2. e. 6 M ai nt ai n N SC S eq ui pm en t Eq ui pm en t pr op er ly m ai nt ai ne d 72 ,0 00 36 0, 00 0 72 ,0 00 72 ,0 00 72 ,0 00 72 ,0 00 72 ,0 00 3. 1. 2. f La bo ra to ry eq ui pm en t fo r I ST A A cc re di ta tio n 3. 1. 2. f.1 D ev el op in ve nt or y an d te ch ni ca l sp ec ifi ca tio ns In ve nt or y an d pr oc ur em en t lis t co ns ul ta nt da ys 1, 96 0 11 ,7 60 11 ,7 60 69 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs ( 00 0) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X 3. 1. 2. d N SC S Tr ai ni ng C en tre F ac ili tie s Pr ov id e eq ui pm en t (p ho to co pi er , pr oj ec to r, fli pc ha rts e tc ) on e se t Pr ov id e Fi ve di gi ta l c am er as Pr ov id e on e m in ib us 3. 1. 2. e. 4 Pr ov id e 5 do ub le c ab in pi ck u p 3. 1. 2. e. 2 5 di gi ta l ca m er as pr oc ur ed on e m in ib us pr oc ur ed Fi ve d ou bl e ca bi n pi ck u p pr oc ur ed Fi ve m ot or cy cl e pr oc ur ed Fi ve ca m er as Fi ve bu s O ne ve hi cl e Fi ve m ot or c yc le Fi ve Eq ui pm en t se rv ic in g an d re pa irs Si x Fi ve on e Fi ve Fi ve on e on e on e on e on e on e 70 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 3. 1. 2. f.2 Pr ov id e ne w eq ui pm en t 1 se t o f eq ui pm en t pr oc ur ed 35 0, 00 0 35 0, 00 0 35 0, 00 0 3. 1. 2. f.3 fo r I ST A ac cr ed ita tio n 1 se t o f co ns um ab le pr ov id ed 52 ,5 00 26 2, 50 0 52 ,5 00 52 ,5 00 52 ,5 00 52 ,5 00 52 ,5 00 3. 1. 2. g In cr ea se N SC S te ch ni ca l s ta ff by 1 0 pe rs on s te n m or e st af f in co rp or at ed to N SC S 10 10 p er so ns fo r 5 ye ar s 1, 80 0 3, 24 0, 00 0 64 8, 00 0 64 8, 00 0 64 8, 00 0 64 8, 00 0 64 8, 00 0 3. 1. 2. h M an ag em en t sy st em do cu m en ta tio n N SC S Q M S do cu m en ta tio n in p la ce 30 co ns ul ta nt da ys 1, 96 0 58 ,8 00 58 ,8 00 3. 1. 2. i Ex te nd ta m pe r pr oo f l ab el s to 1 00 % o f ce rti fie d se ed (2 50 ,0 00 ) f or 10 0, 00 0 M T in 5K g pa ck ag es pe r y ea r 25 00 00 ta m pe r p ro of la be l 75 0, 00 0 75 0, 00 0 Su b to ta l 7, 51 2, 74 0 3, 99 8, 74 0 87 8, 50 0 87 8, 50 0 87 8, 50 0 87 8, 50 0 St ra te gy 3 .1 .3 E st ab lis h pr oc ed ur es o f a cc re di ta tio n fo r fi el d in sp ec tio n, sa m pl in g, te st in g an d la be lli ng 3. 1. 3. a D ev el op ac cr ed ita tio n pr oc ed ur es fo r Fi el d In sp ec tio n A cc re di ta tio n pr oc ed ur es ap pr ov ed b y N SB 10 co ns ul ta nt da ys 1, 96 0 19 ,6 00 10 19 ,6 00 0 0 0 0 3. 1. 3. b D ev el op ac cr ed ita tio n pr oc ed ur es fo r Se ed sa m pl in g an d la be lli ng A cc re di ta tio n pr oc ed ur es ap pr ov ed b y N SB 10 co ns ul ta nt da ys 1, 96 0 19 ,6 00 10 19 ,6 00 0 0 0 0 3. 1. 3. c D ev el op ac cr ed ita tio n pr oc ed ur es fo r S ee d La bo ra to ry A cc re di ta tio n pr oc ed ur es ap pr ov ed b y N SB 10 co ns ul ta nt da ys 1, 96 0 19 ,6 00 10 19 ,6 00 0 0 0 0 3. 1. 3d D ev el op ac cr ed ita tio n pr oc ed ur es fo r la be l p rin tin g A cc re di ta tio n pr oc ed ur es ap pr ov ed b y N SB 10 co ns ul ta nt da ys 1, 96 0 19 ,6 00 10 19 ,6 00 0 0 0 0 70 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r y ea r 1 (0 00 ) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X Su pp ly la b c on su m ab le s on e se t Fi ve se t on e on e on e on e on e on e on e on e on e on e on e on e on e Th re e D ev el op e N SC S Q ua lit y 25 0, 00 0 ta m pe r p ro of la be ls a va ila bl e 71 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 Su b to ta l 78 ,4 00 78 ,4 00 0 0 0 0 St ra te gy 3 .1 .4 St re ng th en in g th e qu al ity m an ag em en t s ys te m s o f s ee d co m pa ni es a nd n at io na l s ee d la bo ra to rie s R eq ui re S ee d C om pa ni es to h av e at le as t 1 se ed te ch no lo gi st am on g its st af f fo r r eg is tra tio n as se ed m er ch an ts R eg ul at io ns fo r r eg is tra tio n up da te d 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Pr ov id e ex te rn al au di t t o Se ed C om pa ni es In te rn al Q ua lit y C on tro l t w ic e a ye ar . 23 S ee d co m pa ni es au di te d bi an nu al ly Ex te nd de ve lo pm en t of Q M S to a ll co m pa ni es . A ll co m pa ni es w ith Q M S in de ve lo pm en t tra in in gs o n Q M S D ev el op pr oc ed ur es to a ud it A cc re di te d or ga ni sa tio ns A cc re di te d or ga ni sa tio ns re gu la rly au di te d 10 co ns ul ta nt da ys 1, 96 0 19 ,6 00 19 ,6 00 0 0 0 0 R ec ru it th re e (3 ) a dd iti on al se ed a na ly st s at th e N at io na l Se ed la bo ra to ry 3 an al ys ts fo r 5 ye ar s St ra te gy 3 .2 Es ta bl is hi ng p ub lic /p riv at e pa rtn er sh ip fo r s ee d qu al ity c on tro l 3. 2. 1 A cc re di t Pr iv at e C om pa ni es a nd as so ci at io ns fo r Se ed Q ua lit y C on tro l a nd C er tifi ca tio n. 11 B od ie s ac cr ed ite d 11 A cc re di ta tio n fe es 0 71 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r y ea r 4 ( 00 0) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X 3. 1. 4. a 3. 1. 4. b 3. 1. 4. c 3. 1. 4. e 3. 1. 4. f on e Th re e A na ly st s i n N at io na l s ee d la bo ra to ry re cr ui te d 23 30 ,0 00 12 0, 00 0 on e 24 ,0 00 on e 24 ,0 00 on e 24 ,0 00 on e 24 ,0 00 on e 24 ,0 00 50 ,0 00 50 ,0 00 on e 50 ,0 00 on e 43 ,2 00 12 00 21 6, 00 0 on e 43 ,2 00 on e 43 ,2 00 on e 43 ,2 00 on e 43 ,2 00 on e Su b To ta l 40 5, 60 0 4 13 68 00 Tw o 67 ,2 00 Tw o 67 ,2 00 T w o 67 ,2 00 T w o 67 ,2 00 28 ,0 00 30 8, 00 0 0 T hr ee 84 ,0 00 Th re e 84 ,0 00 Fi ve 14 0, 00 0 72 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 3. 2. 2 U ST A a nd M A A IF si gn a 0 Su b to ta l 31 3, 00 0 1 50 00 3 84 ,0 00 3 84 ,0 00 5 14 0, 00 0 0 0 St ra te gy 3 .3 En co ur ag in g al l r eg is te re d se ed c om pa ni es a nd o th er se ed m er ch an ts to jo in se ed a ss oc ia tio ns fo r p ur po se s o f s el f re gu la tio n to e ns ur e se ed q ua lit y; 3. 3. 1 Su pp or t a ll co m pa ni es to be m em be rs of U ST A (a t re gi st ra tio n) . A ll ag re e to b e m em be rs o f U ST A pr oc ed ur e re vi w ed 3. 3. 2 M ec ha ni sm s fo r c or di na tio n of p ur ch as in g se ed 3. 3. 3 U ST A to d efi ne m in im um re qu ire m en ts fo r S ee d co m pa ny to jo in M in im um re qu ire m en t de fin ed b y U ST A Su b to ta l 0 0 0 0 0 0 St ra te gy 3 .4 D ev el op m od al iti es fo r s ee d ce rti fic at io n of h or tic ul tu ra l c ro ps , i nd us tri al c ro ps , f or es try a nd o th er p la nt sp ec ie s w hi ch h av e no v ar ie ty m ai nt en an ce ; 3. 4. 1 Es ta bl is h pr oc ed ur es fo r qu al ity c on tro l an d ce rti fic at io n of h or tic ul tu ra l cr op s 15 1, 96 0 29 ,4 00 15 29 ,4 00 3. 4. 2 Q ua lit y co nt ro lle d In du st ria l c ro p se ed s a va ila bl e 15 1, 96 0 29 ,4 00 15 29 ,4 00 3. 4. 3 D ev el op pr oc ed ur es fo r qu al ity c on tro l an d ce rti fic at io n of fo re st ry cr op s 15 1, 96 0 29 ,4 00 15 29 ,4 00 72 N at io na l S ee d St ra te gy to ta l c of t f or 5 y ea rs ( 00 0) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X M oU c ov er in g ac cr ed ita tio n M oU si gn ed on e M O U 0 50 00 on e 50 00 0 0 0 M ec ha ni sm s i n p la ce on e Po lic y 0 0 on e 0 0 0 0 0 0 0 on e 0 0 0 0 0 on e on e St an da rd s 0 0 on e 0 0 0 0 0 Q ua lit y co nt ro lle d H or tic ul tu ra l cr op se ed s av ai la bl e Co ns ul ta nt d ay s Co ns ul ta nt d ay s Co ns ul ta nt d ay s D ev el op pr oc ed ur es fo r qu al ity c on tro l an d ce rti fic at io n of In du st ria l cr op s Q ua lit y co nt ro lle d fo re st ry c ro p se ed s a va ila bl e 73 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 3. 4. 4 Q ua lit y co nt ro lle d 15 1, 96 0 29 ,4 00 15 29 ,4 00 3. 5. 1 D ev el op re gu la tio ns fo r Q D S cl as s Q D S R eg ul at io ns ap pr ov ed b y M A A IF 15 1, 96 0 29 40 0 15 29 ,4 00 St ra te gy 3 .6 E st ab lis hi ng a d el eg at ed a nd d ec en tr al iz ed sy st em a t z on al a nd /o r di st ri ct le ve l f or se ed in sp ec tio n fo r Q ua lit y D ec la re d Se ed . 3. 6. 1 13 la bo ra to rie s fu rn is he d 16 8, 00 0 2, 18 4, 00 0 33 6, 00 0 84 0, 00 0 1, 00 8, 00 0 3. 6. 2 A cc re di t S ee d la bo ra to rie s at 9 Z A R D Is pl us 1 in N or th Su bs ta tio n + 3N A R Is 13 la bo ra to rie s ac cr ed ite d 56 ,0 00 72 8, 00 0 11 2, 00 0 28 0, 00 0 33 6, 00 0 3. 6. 3 D ep lo y, 2 se ed an al ys ts p er ZA R D I. an d N A R I 26 se ed a na ly st au th or is ed 10 8, 00 0 2, 80 8, 00 0 14 1, 51 2, 00 0 12 1, 29 6, 00 0 Su b to ta l 5, 72 0, 00 0 1, 84 8, 00 0 2, 24 8, 00 0 1, 28 8, 00 0 33 6, 00 0 St ra te gy 3 .7 .P ro vi di ng fo r lis tin g of tr ad iti on al a nd p ar tic ip at or y br ee di ng v ar ie tie s 3. 7. 1 Pr oc ed ur es de ve lo pe d 1, 96 0 3, 92 0 3, 92 0 73 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs ( 00 0) U G X to ta l c os t of y ea r 1 (0 00 ) U G X to ta l c os t of y ea r 2 (0 00 ) U G X to ta l c os t of y ea r 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X D ev el op pr oc ed ur es fo r qu al ity c on tro l an d ce rti fic at io n of v eg et at iv el y pr op ag at ed cr op s V eg et at iv el y pr op ag at ed cr op se ed s av ai la bl e Co ns ul ta nt d ay s Su b to ta l 11 7, 60 0 29 ,4 00 29 ,4 00 29 ,4 00 29 ,4 00 St ra te gy 3 .5 P ro vi di ng fo r Q ua lit y D ec la re d Se ed c la ss Co ns ul ta nt d ay s 13 La b 13 La b 26 Pe rs on s Co ns ul ta nt d ay s Pr ov id e Se ed la bo ra to ry eq ui pm en t to 9 Z A R D Is pl us 1 in N or th Su bs ta tio n + 3N A R Is Fi ve Si x Tw o Tw o Fi ve Si x N SC S de ve lo ps pr oc ed ur es fo r th e re gi st ra tio n of L SB s, FO s, FG s th ro ug h D A O s Tw o Tw o 74 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 3. 7. 2 D ep lo y of fic ia l Se ed in sp ec to rs at Z A R D Is a nd N A R I l ev el 13 pe rs on s 1, 20 0 93 6, 00 0 13 18 7, 20 0 13 18 7, 20 0 13 18 7, 20 0 13 18 7, 20 0 13 18 7, 20 0 Su b to ta l 93 9, 92 0 13 19 1, 12 0 13 18 7, 20 0 13 18 7, 20 0 13 18 7, 20 0 13 18 7, 20 0 G R A N D T O TA L C O M PO N E N T 3 16 ,0 17 ,2 60 6, 30 8, 06 0 3, 71 4, 30 0 2, 75 4, 30 0 1, 85 8, 30 0 1, 38 2, 30 0 O B JE C T IV E 4 .1 D ev el op h um an r es ou rc e fo r th e se ed se ct or d ev el op m en t St ra te gy 4 .1 .1 Su pp or tin g th e de ve lo pm en t o f s ee d sc ie nc e ce nt re s a t t er tia ry in st itu tio ns in cl ud in g se ed r es ea rc h, tr ai ni ng a nd a cc re di ta tio n pu rp os es 4. 1. 1. a Pr ov id e in ce nt iv es fo r t er tia ry in st itu tio ns to tr ai n se ed te ch no lo gi st s 12 ,0 00 Su pp or t t er tia ry in st itu tio ns to de ve lo p se ed te ch no lo gy cu rr ic ul um C ur ric ul uu m re po rt 12 ,0 00 4. 1. 2. a B ui ld th e ca pa ci ty o f ex te ns io n st af f i n se ed kn ow le dg e Ex te ns io n se rv ic e tra in ed in se rv ic e tra in in g fo r 1, 00 0 su b co un tie s 4. 1. 3a Pr ov id e sk ill s in se ed b us in es s A tle as t 5 0% o f LS B s t ra in ed in se ed b us in es s 22 5 LS B s tw o da y tra in in g 12 60 00 0 74 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs ( 00 0) U G X to ta l c os t fo r ye ar 1 ( 00 0) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r y ea r 3 ( 00 0) U G X to ta l c os t fo r y ea r 4 ( 00 0) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X 13 o ffi ca l se ed In sp ec to rs no m in at ed (fi el d ex pe ns es pe r m on th ) C O M PO N E N T 4: S E E D S C IE N C E K N O W L E D G E A N D IN FO R M AT IO N M A N A G E M E N T Bu rs ar ie s p ro vi de d 4. 1. 1. b C ur ric ul um d ev el op ed on e 58 ,8 00 58 ,8 00 on e 58 ,8 00 Th re e st ud en ts 20 00 0 60 ,0 00 on e 12 ,0 00 on e 12 ,0 00 on e 12 ,0 00 on e 12 ,0 00 on e Su b To ta l 11 8, 80 0 Tw o 70 ,8 00 on e 12 ,0 00 on e 12 ,0 00 on e 12 ,0 00 on e St ra te gy 4 .1 .2 – E m po w er c om m un iti es to a pp re ci at e an d ac qu ir e se ed k no w le dg e an d its r el at io n to e nt er pr is e de ve lo pm en t Sh s. 50 ,0 00 pe r d ay p er he ad fo r 5 da ys p er y ea r to fa rm er s th ro ug h LS B s, FO s a nd F G s. 1, 25 0 62 50 00 0 on e 1, 25 0, 00 0 on e 1, 25 0, 00 0 on e 1, 25 0, 00 0 on e 1, 25 0, 00 0 on e 1, 25 0, 00 0 10 ,0 00 60 ,0 00 on e 10 ,0 00 Tw o 20 ,0 00 on e 10 ,0 00 on e 10 ,0 00 on e 10 ,0 00 Su b To ta l 63 10 00 0 Tw o 12 60 00 0 Th re e 12 70 00 0 Tw o 12 60 00 0 Tw o 12 60 00 0 Tw o 75 National Seed Strategy C om po ne nt s o bj ec tiv es , st ra te gi es a nd a ct iv iti es O ut pu t A ss um pt io ns number of units Unit un it co st (0 00 ) U G X year 1 year 2 year 3 year 4 year 5 O B JE C T IV E 4 .2 E st ab lis hi ng th e Se ed S ec to r In fo rm at io n M an ag em en t s ys te m St ra te gy 4 .2 .1 – E st ab lis hi ng a S ee d Se ct or In te gr at ed In fo rm at io n M an ag em en t S ys te m D et er m in e th e da ta n ee ds B ui ld th e sk ill s o f N SC S st af f o n da ta m an ag em en t U SS IM S W eb si te a cc es si bl e to st ak eh ol de rs TO TA L FO R C O M PO N EN T 4 7, 19 9, 60 0 2, 03 6, 60 0 1, 34 7, 00 0 1, 27 2, 00 0 1, 27 2, 00 0 1, 27 2, 00 0 To ta l F or A ll C om po ne nt s 82 ,4 72 ,3 40 32 ,2 37 ,6 70 17 ,0 40 ,3 40 13 ,6 30 ,6 90 10 ,4 92 ,9 40 9, 07 0, 70 0 M O N IT O R IN G A N D EV A LU AT IO N (3 % ) 24 74 17 0. 2 96 71 30 .1 51 12 10 .2 40 89 20 .7 31 47 88 .2 27 21 21 C on tin ge nc y ad ju st ed fo r 5 % in fla tio n 2, 58 7, 08 6 87 7, 57 8 70 1, 98 1 54 0, 38 6 46 7, 14 1 A LL G R A N D TO TA L 87 ,5 33 ,5 96 33 ,2 04 ,8 00 18 ,4 29 ,1 28 14 ,7 41 ,5 91 11 ,3 48 ,1 15 9, 80 9, 96 2 75 N at io na l S ee d St ra te gy to ta l c os t f or 5 y ea rs (0 00 ) U G X to ta l c os t fo r y ea r 1 (0 00 ) U G X to ta l c os t fo r ye ar 2 (0 00 ) U G X to ta l c os t fo r ye ar 3 (0 00 ) U G X to ta l c os t fo r ye ar 4 (0 00 ) U G X to ta l c os t fo r ye ar 5 (0 00 ) U G X as se ss m en t f or U SS IM S 4. 2. 1. c 4. 2. 1. d P ro vi de IT eq ui pm en t (s er ve r) 4. 2. 1. b P ro cu re th e ne ce ss ar y ha rd w ar e 4. 2. 1. a 4. 2. 1. e D ev el op ap pl ic at io ns an d po rta ls Lu m ps um pr oc ur em en t O ne se rv er in p la ce C on su lta nc y 90 d ay s 19 60 17 64 00 on e 17 6, 40 0 50 0, 00 0 on e 50 0, 00 0 Sk ill s d ev el op ed 29 ,4 00 on e 29 ,4 00 15 ,0 00 on e 15 ,0 00 50 ,0 00 on e 50 ,0 00 Su b To ta l 77 08 00 Th re e 70 58 00 Tw o 65 00 0 0 0 0 0 0 76 National Seed Strategy 77 National Seed Strategy MINISTRY OF AGRICULTURE, ANIMAL INDUSTRY AND FISHERIES P.O Box 102, Entebbe Plot 16-18, Lugard Avenue, Entebbe-Uganda Email: www.agriculture.go.ug Website: info@agriculture.go.ug Tel: +256 41 4320004