Uganda National Seed Strategy 2014/15-2019/20

THE REPUBLIC OF UGANDA Ministry of Agriculture Animal Industry and Fisheries Uganda National Seed Strategy 2014/15 – 2019/20 Final Draft Validated by Stakeholders February 2015 i TABLE OF CONTENTS ACRONYMS III 1. INTRODUCTION 1 1.1. OBJECTIVES OF THE STRATEGY 1 2. WHERE ARE WE NOW? 2 2.1. POLICY AND REGULATORY ENVIRONMENT 2 2.2. INSTITUTIONAL CONTEXT 5 2.3. SEED SYSTEMS 9 2.4. SEED PRODUCTION 2014 13 2.5. SEED UPTAKE/USE 17 2.6. SEED DISTRIBUTION AND MARKETING 17 2.7. SEED QUALITY AND REGULATIONS 18 2.8. SEED KNOWLEDGE AND SCIENCE 19 WHERE DO WE WANT TO BE? 21 2.9. STRATEGIC VISION, GOALS AND OBJECTIVES 21 2.10. TARGETS 2020 23 3. HOW DO WE GET THERE? 34 3.1. RESEARCH AND DEVELOPMENT 35 3.2. CONSERVATION OF PLANT GENETIC RESOURCES 39 3.3. SEED PRODUCTION AND CONDITIONING 43 3.4. SEED DISTRIBUTION AND MARKETING 48 3.5. SEED QUALITY CONTROL 51 3.6. SEED KNOWLEDGE AND TECHNOLOGY 56 4. IMPACT 58 4.1. WEALTH CREATION AND FOOD AND NUTRITION SECURITY 58 4.2. EMPLOYMENT GENERATION 59 4.3. BIODIVERSITY CONSERVATION AND CLIMATE CHANGE 59 4.4. GENDER AND YOUTH INTEGRATION 59 5. IMPLEMENTATION 61 ii 5.1. IMPLEMENTATION MECHANISM 61 5.2. IMPLEMENTATION ROLES AND RESPONSIBILITY 63 6. MONITORING AND EVALUATION 67 6.1. MONITORING 67 MONITORING, EVALUATION AND SUPERVISION ROLES 67 6.2. EVALUATION 68 6.3. RESULTS FRAMEWORK 72 7. STRATEGY COST 75 ANNEX 1: COMPONENT RESULTS FRAMEWORKS 77 NATIONAL SEED POLICY COMPONENT 1: RESEARCH AND DEVELOPMENT (R&D) 77 NATIONAL SEED POLICY COMPONENT 2: CONSERVATION OF PLANT GENETIC RESOURCES 79 NATIONAL SEED POLICY COMPONENT 3: SEED PRODUCTION AND CONDITIONING 81 NATIONAL SEED POLICY COMPONENT 4: SEED DISTRIBUTION AND MARKETING 84 NATIONAL SEED POLICY COMPONENT 5: SEED QUALITY CONTROL 86 NATIONAL SEED POLICY COMPONENT 6: SEED SCIENCE AND KNOWLEDGE 89 ANNEX 2: DETAILED COSTING (000 UGX) 91 iii ACRONYMS 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 Agribusiness Advisory Services AU African Union BoU Bank of Uganda CAADP Comprehensive Africa Agriculture Development Programme (AU) CIAT International Centre for Tropical Agriculture CSO Civil Society Organisation CBD Convention on Biological Diversity CGB Community Gene Bank DAO District Agricultural Officer DCIC MAAIF Department of Crop Inspection and Certification DSIP MAAIF Development Strategy and Investment Plan FDI Foreign Direct Investment FGs Farmers Groups FOs Farmers Organisations 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 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 iv 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 Certification Service NVRC National Variety Release Committee OPM Office of the Prime Minister 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 PVPO Uganda Plant Variety Protection Office (under MAAIF) PVS Participatory Variety Selection QMS Quality Management System SQCC Seed Quality Control and Certification SMTA Standard Material Transfer Agreement (ITPGRFA) SSES Single Spine Extension Services TRIPS 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 Institute Page | 1 FINAL DRAFT NATIONAL SEED STRATEGY 1. INTRODUCTION In 2014, the Ministry of Agriculture, Animal Industry and Fisheries (MAAIF) finalized the drafting of the National Seed Policy (NSP) and this was approved by the Top Policy Management (TPM) as well as the National Seed Board. The Vision and Mission of NSP are: Vision: A competitive, profitable and sustainable seed sector where farmers access affordable quality seed and planting materials. Mission: To create a well-regulated seed sector that ensures availability of and access to safe and high quality seed and planting materials under pluralistic seed systems. To operationalize the NSP, MAAIF has elaborated the NSP into this National Seed Strategy (NSS) which contains detailed activities, tasks and budgets and links them to the annual and medium term national planning and budgeting processes in order to secure funding for implementation. Based on the approved NSP draft, MAAIF embarked on the formulation of the National Seed Strategy in January/February 2015 through a series of activities which included: a) updating baseline information; b) consultations of seed sector stakeholders; c) drafting the strategy document which contains detailed activities, tasks and budget; and d) c o n v e n i n g a national validation workshop. 1.1. Objectives of the strategy The overall objective of this strategy is to operationalize the NSP. Specifically, the Strategy:  Provides a clear vision of where the Government wants the seed sector to be in the short and medium term.  Elaborates the activities and tasks that will be implemented to achieve the NSP stated objectives and strategies for each of its six components.  Spells out the expected outputs, outcomes and impacts of implementing the NSS.  Assigns institutions and organizations the roles and responsibilities they will play in implementing each of the activit ies defined.  Provides indicative costing for the NSS.  Defines the implementation, monitoring, evaluation and reporting mechanisms. Page | 2 2. WHERE ARE WE NOW? 2.1. Policy and Regulatory Environment In order to realize the vision and mission of the seed sector, a conductive policy and regulatory environment is a pre-requisite. This section presents and analyses the policy and regulatory environment framework for the seed sector in Uganda which comprises international, regional and national contexts and identifies key constraints and opportunities that this strategy will address. 2.1.1 Policy environment a) International Context: Treaties and Polices The International Plant Protection Convention, 1951: Overseen by the Food and Agriculture Organization (FAO), aims to prevent and to control the introduction and spread of pests of plants and plant products. It sets the standards for the issue of International Phytosanitary Certificates under the authority of the National Plant Protection Organisation (NPPO) of the member state. The MAAIF Department of Crop Protection is the Uganda designated NPPO for the terms of the Convention. International Treaty on Plant Genetic Resources for Food and Agriculture (PGRFA): 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 benefits arising out of their use. The Treaty established the multilateral System of Access and Benefit-sharing to facilitate plant germplasm exchanges and benefit 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 modified organisms (LMOs) resulting from modern biotechnology that may have adverse effects on biological diversity, taking also 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. b) African Context for Seed Sector Development Comprehensive Africa Agriculture 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) http://en.wikipedia.org/wiki/Food and Agriculture Organization http://en.wikipedia.org/wiki/Food and Agriculture Organization http://en.wikipedia.org/wiki/Pest (organism) http://en.wikipedia.org/wiki/World Trade Organization http://en.wikipedia.org/wiki/Intellectual property Page | 3 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 to poverty alleviation in Africa through the establishment of effective and efficient seed systems and enhanced application of biotechnologies and methodologies within the seed sector. African Union Commission Communiqué on Integrated Seed Sector Development, 2011 (ISSD): Endorsed by the AU Commission as part of efforts towards the implementation of the African Seed and Biotechnology Program (ASBP) c) 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 agricultural from smallholder subsistence production to commercial production. The National Development Plan (NDP): The draft 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. Agriculture Development Strategy and Investment Plan (DSIP): 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 then lays down the investment plans and development strategies. The DSIP is further elaborated into Framework Implementation Plans (FIPS) including one for seeds and planting materials. The DSIP is being reviewed and reformulated into an Agricultural Sector Strategic Plan (ASSP). NSS will be the FIP for seeds and planting materials during the period 2015/16 – 2019/20. Page | 4 The Draft National Seed Policy (NSP) 2014: NSP was formulated to address concerns of the seed industry under the vision “competitive, profitable and sustainable market-led, regulated and coordinated seed industry.” The objective of the policy is to ensure the availability of adequate, high quality and safe seed on the market in order to increase agricultural production and productivity for improved standards of living and food security. NSP supports the regulation of Quality Declared Seed Class (QDS). 2.1.2 Regulatory Environment The Seeds 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 Certification Service (NSCS), under MAAIF, as the consultative and executive bodies for implementation of the Act respectively. The draft Seeds and Plant Regulations, 2010: Directs Seed Quality Control and Certification (SQCC) under the Seeds and Plant Act. 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, 2014: 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. National ABS Regulations, 2005: The National Environment (Access to Genetic Resources and Benefit 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 the safe development and application of biotechnology. Page | 5 Policy and Regulatory Environment Constraints and opportunities Table 2.1 Constraints and Opportunities Policy and Regulatory Instrument Constraints Opportunities Seeds and Plant Act Not fully implemented Lack of financial and human resources to enforce and implement the Act The Act provides for a regulatory instrument for the seed sector There is new momentum arising from the inauguration of NSB NSCS can be strengthened under the NSS The Act provides for “delegation”, allowing Public/Private Partnership (PPP) in SQCC Partnership with Development Partners (DPs) in funding and Technical Assistance Seeds and Plant Regulations Provides only for Certified seed 1 st and 2 nd generations for the seed market Lack of financial and human resources to enforce the regulations Do not provide for registration of traditional varieties The Seed and Plant Act provides for adoption of new seed classes as required and its regulations NSB has the mandate to establish Technical Committees to implement NSS in terms of the requirements of the new regulations PVP Act - Does not provide for IPR on traditional varieties. A new Act should provide for IPR on traditional varieties as a tool for Benefit Sharing 2.2. Institutional Context There are several organizations involved in the seed sector. These include central and local government institutions, farmers’ umbrella bodies, district level farmers’ associations and different types of farmers groups including NAADS-created groups, farmers field schools, village savings and credit associations (VSLAs), primary cooperatives, cooperative unions, savings and credit cooperatives (SACCOs), community based organisations (CBOs) engaging in different activities (including seed production) and community-driven development (CDD) groups. These organizations provide opportunities for growth and development of the seed sector. The roles and responsibilities of institutions currently involved in the seed sector are summarized in Table 2.2.1 Page | 6 Table 2.2 Institutions and their responsibilities Institution Mandate, roles and responsibilities MAAIF The mandate of MAAIF is to support, promote and guide production of crops, livestock and fisheries, 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 affiliated institutions including NARO, NAADS, Department of Crop production, Department of Crop Inspection and Certification, and semi-autonomous units dealing with specific 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) 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 Single Spine Extension Services (SSES) 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 NSCS Under MAAIF Department of Crop Inspection and Certification Responsible for design, establishment and enforcement of certification standards, methods and procedures Responsible for variety testing and registration in the National List of varieties. Carries out field inspection, testing, labelling, sealing and certification and seed factory inspection. Responsible for accreditation and licensing, field inspection, seed sampling and laboratory seed testing; Page | 7 Institution Mandate, roles and responsibilities NSB 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 under NSB NVRC Reviews and maintains the National Variety List. Approves the release of new varieties and entry into the seed multiplication programme. Department of Crop Inspection and Certification (DCP) Under MAAIF Manages the Phytosanitary and Quarantine Service, and implements the Plant Variety Protection Act. Is the lead agency within MAAIF to advise on regulatory decisions governing genetically modified organisms (GMOs) through UNCST. Issues phytosanitary certificates 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 Plants 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 field 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 Other seed-related Uganda Flowers Exporters Association (UFEA) involved in production of flowers and export trade. Page | 8 Institution Mandate, roles and responsibilities organizations Civil Society Organizations (CSO), including NGOs and Cultural Institutions support Farmers 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 campaigns; 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 affiliate 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 (PBA) 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, Melinda and Bill 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 Institutional Context Constraints and opportunities Table 2.2.2 Institutional Context Constraints and Opportunities Institution Constraints Opportunities MAAIF - Has not taken the necessary steps towards financial autonomy of NSCS, as stated in DSIP The industry is willing to pay for proper and technically sound SQCC. Under current GoU policies, NSCS can be authorized to retain revenue from its services (authorisation, accreditation, audits, field inspection, Page | 9 seed testing and labelling). National Seed Board - Constituted but no fully active for the totality of its mandate. NSB combines the necessary functions for a proper implementation of the NSS through its mandate to set multi stakeholders Technical Committees as provided in the Seeds and Plant Act NARO and UNCST - Inadequate coordination on issues of acquisition of PGRFA germplasm, ex-situ conservation, biosafety border’s controls etc. A National PGRFA Policy, Strategy and Act will be developed. National Seed Certification Service Insufficient resources (human, financial, equipment, etc.) to effectively perform its mandate. Under developed and incomplete instruments to operational NSCS functions including regulations, procedures and protocols, manuals and internal QMS. Depositary of the knowledge in SQCC. Technically prepared to direct PPP SQCC, if adequate means are provided under this NSS. Has the potential to become a self sustaining autonomous agency. DSIP commits MAAIF to provide NSCS with a semi-autonomous or autonomous status, this is supported by all stakeholders in the industry 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. Page | 10 FIGURE 2.3: SEED FLOWS IN UGANDA SEED SYSTEMS 2014 Page | 11 2.3.1 Formal system The formal seed system comprises registered seed merchants producing and marketing seed of improved varieties registered in the National List. The currently regulated certified seed classes, with high SQCC standards are not competitive for non-commercial crops. As a result, the formal seed system currently focuses mainly on hybrids and open pollinated crops like maize, sunflower and sorghum and to lesser extent self-pollinated crops like rice, beans and soybean (Table 2.4). The share of the formal seed is estimated at about 15% of cultivated area. The national regulator, the NSCS, regulates the formal seed sector from variety listing through to final seed certification. Lack of financial, human and managerial capacity of NSCS results in limited seed quality control and certification. For instance, only 35% of the formal sector seed is certified. This is produced by 23 registered seed companies with total estimated production of 18,000 MT of seed. Agro-input dealers carry out seed distribution and marketing. The formal system also covers international seed trade, including imported seed such as vegetable seed for the domestic seed market, and seed exports to regional markets. Outside of the Seeds and Plant Act SQCC regulations, semi-autonomous government bodies facilitate the production and sale of seed to smallholder farmers for selected cash crops. These include the Uganda Coffee Development Authority (UCDA) and Cotton Development Organization (CDO). The private sector is also involved in these sectors. UCDA receives plantlets from NARO’s mother gardens and from both private and government tissue culture laboratories and supplies the plantlets to private nursery operations for multiplication and eventual distribution to farmers. Both NARO and UCDA have their own internal quality controls independent of NSCS. CDO gets pre-basic cotton seed from NARO, bulks it with selected farmers and seed companies, and arranges for seed to be de-linted and dressed. CDO delivers seed to farmers with quality control done internally. For other cash and export crops produced on large-scale such as oil palm, sugarcane, and tobacco, companies in the sector manage seed 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 seed supply) and large producers who manage their own seed supply. Currently the formal system only deals with varieties produced by NARO. Access to foreign varieties adapted to Uganda agro-ecological conditions will be supported by this NSS through: a) granting of plant breeder’s rights to nationals of other WTO states; b) ISTA accreditation of national seed laboratory; d) strengthening of NPPO; e) harmonisation of variety registration with EAC and COMESA states with Page | 12 operationalization of Common Catalogues; and d) harmonisation with COMESA and EAC of seed standards and SQCC regulations. 2.3.2 Informal system The informal system makes up 85% of the seed planted. It consists of farm-saved seed of previous season’s crops and community based seed multiplication and dissemination. These are mostly self-pollinated crops such as rice, millet, legumes (cowpeas, groundnuts and green grams) for which it is easy to maintain genetic purity through successive generations and vegetative propagated crops (Irish potato, sweet potatoes, cassava, bananas and various tropical fruit trees). Access to these seeds and planting materials is through community seed exchange, sales and to a certain extent through local grain markets. Women play a pivotal role is this system, including variety selection, multiplication, seed condition and seed marketing, and contribute significantly to food security. This system is unregulated. Public support to the Informal sector To circumvent the weaknesses in the regulatory and institutional environment of the formal sector, MAAIF, through NARO Institutes provides improved varieties for food and nutrition security crops through NGOs and Cultural Institutions to farmers’ groups for further multiplication in the informal system, where the private sector is not involved. The informal seed system is being progressively improved through creation of seed schemes for villages and farmer groups with support from CSOs, NARO and the extension service. Farmers groups’ production of seed of particular standards is largely based on local quality control and trust. These improvements also include local community activities for maintaining traditional varieties. Various Projects through NARO, NAADS, NGOs, and other organizations also provide clean planting materials to farmers for production of seed for own use and informal exchange. ZARDI’s are supporting farmers’ groups, through participatory variety selection (PVS) and establishment of local seed businesses (LSBs) Skilled and enterprising farmers involved in informal seed systems could “graduate” into the formal seed system by expanding their production, establishing a brand name, and marketing their seed if specific seed standards reflecting farmers’ needs were provided by MAAIF. MAAIF is engaged is piloting with Quality Declared Seed class (QDS) and labelling as a way of transition from informal to formal seed systems. The Agricultural Technology and Agribusiness Advisory Services (ATAAS) and other projects in collaboration with NAADS and private agencies have also promoted graduation of informal seed sector players into the formal sector. Page | 13 Table 2.3 Seed Systems Constraints and Opportunities System Constraints Opportunities Formal Systems - Official Seed SQCC not functional Private sector lack skills in SQCC Seeds and Plant Act provides for PPP in SQCC PPP in SQCC provides for training of Seed Companies staff Informal Systems - No SQCC. Lack of knowledge and resources Current seed classes not competitive for the main crops dealt with by 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 and optimize NARO seed distribution to the informal sector. Farmers motivated in learning and in establishing seed business 2.4. Seed production 2014 NARO is currently the sole source of Basic seed of new varieties. However, NARO does not have capacity to produce and supply adequate quantities of Basic seed due to inadequate funding and institutional policies that do not permit it to produce seed on a cost recovery basis to satisfy the demand for basic seed. The private seed companies and all other seed producers are therefore vulnerable to challenges that NARO faces such as inadequate government funding, lack of a seed production infrastructure (post-harvest and conditioning facilities) and lack of business approach. Coffee planting materials are excluded from this NSS because they are adequately dealt with under the National Coffee Strategy. Page | 14 Table 2.4.1 Seed production 2014 Crop Estimated annual seed use Formal system Informal System MT (1,000 units) MT (1,000 units) % MT (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 Sunflower OP 1,053 100 9 953 91 Sunflower 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; Formal system: seed produced by Ugandan registered seed companies and 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 Page | 15 Table 2.4.2 Basic seed production 2014 Crop FORMAL SYSTEM INFORMAL Seed Companies Basic Seed needs Basic Seed produced by Seed Companies Basic seed from NARO to Seed Companies NARO Pre-basic Seed Production NARO seed delivery MT (or 1000 units) MT (or 1000 units) % MT (or 1000 units) % kg (or units ) MT (or 1000 units) Banana 0 0 0 0 0 0 n.a. Maize IL 1 0 0 1 n.a. 6,000 n.a. Maize O.P. 75 50 67 25 n.a. 938 n.a. Maize Hybrid 200 80 40 120 n.a. 0 n.a. Beans 133 133 100 0 n.a. 4,444 n.a. Sweet potatoes 0 0 0 0 n.a. 0 n.a. Cassava 0 0 0 0 n.a. 0 n.a. Groundnuts 63 14 22 49 n.a. 7,813 n.a. Sorghum I.L. 0 0 0 n.a. 0 n.a. Sorghum OP 9 5 56 4 n.a. 90.0 n.a. Sesame 1 1 100 0 n.a. 8 n.a. Sunflower I.L 1 0 0 1 n.a. 2 n.a. Sunflower OP 1 1 100 0 n.a. 0.0 n.a. Millet 4 2 38 3 n.a. 80 n.a. Soybeans 2 2 100 0 n.a. 10 n.a. Sweet bananas 0 0 0 0 n.a. 0 n.a. Irish potatoes 0 0 0 0 n.a. 0 n.a. Pigeon peas 0 0 0 0 n.a. 0 n.a. Cotton I.L 0 0 0 0 n.a. n.a. Cotton OP 0 0 0 0 n.a. 0 n.a. Rice 90 0 0 90 n.a. 4,050 n.a. Cow peas 0 0 0 0 n.a. 1 n.a. Total botanical seed (kg) 292,310 23,435 n.a. Total plantlets (units) 0 0 n.a. Total tubers( kg) 0 0 n.a. Data: Formal seed production from table 2.4.1. Seed companies Basic seed production from USTA, for Certified CI seed production, corrected when in excess, For clonal varieties, Basic means true to-type virus/disease free material Page | 16 Table 2.4.3 Seed production Constraints and Opportunities System Constraints Opportunities Formal System - Only producing seed for high value commercial crops Lack of Basic seed Production of CII class will reduce by 95 % the needs for Basic seed.(for a multiplication rate of 40) Allowing marketing of Pre-Basic seeds will reduce Breeder seed demand in another 95 %, to a total of 0.001 % of the required breeder seed in 2014 Introduction of QDS will provide opportunity to produce and market seeds of other commercial crops. Informal system - Highly dependent on NARO to improve seed quality Low investment in food security crops Could integrate with formal system in commercial activities if adequate and competitive standards of SQCC were provided thereby reducing by 75 % the needs in Basic seed Opportunities through new Seed Classes In the current formal production system, NARO Basic seed is multiplied into CI class (certified seed first generation), between Basic seed and the seed used by farmers there is only one multiplication. The current draft regulations allow for another multiplication to produce CII class, (certified seed second generation) reducing the Basic seed needs by 95% (for a multiplication rate of 40 – see table below). If the futures regulations include the Classes pre-Basic and QDS, the need for NARO seed will reduce drastically, but this will require an operative NSCS to make sure that proper SQCC is implemented at every multiplication stage. Table 2.4.4 Seed Classes Opportunities Scenario Basic – C (2014) Scenario Basic, CI, CII, QDS Scenario Pre-Basic, Basic, CI, CII, QDS NARO 1 kg Basic seed 1 kg Basic Seed 1 kg Pre- Basic Seed Seed Company 40 Kg Certified seed 1,600 kg CII 64,000 Kg CII LSB 0 64,000 Kg QDS 2,560,000 Kg QDS SEED USER 40 Kg quality controlled seed 64 MT quality controlled seed 2,560 MT quality controlled seed Page | 17 2.5. Seed Uptake/Use The level of uptake of certified seed is very low, only 5 % (corresponding to 80% of formal hybrid maize seed). The low uptake of certified seed is partly due to inadequate capacity in SQCC of the formal sector under the current regulations and regulator and partly due to low consumer confidence in certified seed. Table 2.5.1: Seed uptake 2014 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 35% of formal sector seed is currently certified: 5 % of total Area Table 2.5.2: Seed uptake Constraints and opportunities. System Constraints Opportunities Certified Seed - Availability of Certified seed is very limited due to scarcity of resources at the disposal of NSCS All formal seed could be certified if PPP SQCC is set up under this NSS and New seed classes can be provided for crops where certified seed class is not competitive (CII and QDS) Formal not Certified Seed - Illegal under current Ugandan Law. Important source of fake seed. It will disappear with implementation of Seeds and Plants act by NSCS 2.6. Seed 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 Page | 18 counterfeiting/faking seed, lacks the necessary means to do so. Moreover the fines for seed counterfeiting are too low and cannot serve as a deterrent to the offenders. Farmers’ seed demand is not delivered 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. Table 2.6: Seed distribution and marketing constraints and opportunities table 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. Involve MAAIF police to mobilise, coordinate and build the capacity of local police forces to fight the vice. Distribution networks - Insufficient distribution networks Seed companies willingness to improve marketing channels, Farmers groups willing to enter seed businesses. Other required agricultural inputs Not economically/ physically available Current projects targeting integrated value chains will link seed uptake with availability of other inputs and market demand for crops commodities. 2.7. Seed Quality and Regulations The current regulations on SQCC require official 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. Official controls include testing of the harvested product, permission to transport the seed to the seed company, official 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 the Basic and Certified seed classes only require official field inspection and seed sampling and testing. The current regulation makes the full process expensive and interferes significantly with the seed production processes and management of the seed companies. It therefore needs harmonisation with international standards such as OECD Schemes for Seed Certification. Page | 19 2.8. Seed Knowledge and Science Scientists in Uganda have received or are pursuing higher degrees, especially in plant breeding, biotechnology and crop protection. Until very 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 efficiently conduct variety development activities with a minimum of supervision; have sufficient theoretical training to continue self-learning and; qualified 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 efficient competitive seed industry in Uganda human resource capacity in seed science and an efficient 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. Page | 20 Table 2.8.1: Seed Science and knowledge constraints and opportunities Issue Constraints Opportunities Seed knowledge sharing Weak or absence of knowledge sharing among stakeholders. NSB can host a web based knowledge sharing platform for all stakeholders, Training of Seed Scientists Seed science not emphasised in crop science courses. DP offer grants for post- graduate training in plant breeding and seed systems including seed sciences. 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. Universities could offer graduate studies in Seed Science and technology 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 efficient 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. Page | 21 WHERE DO WE WANT TO BE? 2.9. Strategic vision, goals and objectives The vision of the National Seed Policy is: A competitive, profitable and sustainable seed sector where farmers access affordable quality seed and planting materials And the mission is: To create a well-regulated seed sector that ensures availability of and access to safe and high quality seed and planting materials under pluralistic seed systems NSP strategic vision and goals are summarised in table 3.1.1.below. Table 3.1.1: Seed Sector NSP Strategy Vision and Goals Vision A competitive, profitable and sustainable seed sector where farmers access affordable quality seed and planting materials Strategic Goals To guide the development of the seed sector in order to: i) avail safe and high quality seed and planting material to farmers; ii) provide a clear framework for regulation of the seed sector players; and iii) define clear roles and responsibilities for all actors under different seed systems. It also aims to harmonize all seed related activities in one policy. The NSS is organized under six components, 11 objectives and 66 strategies. Table 3.1.2 below presents the Components and objectives of the NSP. This section summarises the main targets over the next 5 years which coincides with the strategic planning cycle for NDP and DSIP/ASSP. Section 5 further below “How do we get there”, presents the complete set of activities and sub activities to be implemented with expected outputs and responsible implementing bodies. Page | 22 Table 3.1.2: Seed Sector NSP Strategic Components and Objectives NSP Components 1. Research and Development 2. Conservation of Plant Genetic Resources 3. Seed Production and Conditioning 4. Seed distribution and Marketing 5. Seed Quality Control 6. Seed Science and Knowledge NSP Objectives 1.1 To generate new commercial and food security varieties. 2.1 To sustainably utilise and protect Uganda’s national plant genetic resources from destruction by natural and human activities and unauthorised access. 2.2 To promote the conservation of local varieties, indigenous knowledge, and practices through community genetic resource management. 3.1 To multiply and market high quality seed under the formal seed system. 3.2 To increase the availability of and access to quality seed of preferred varieties to complement those produced under the formal seed system. 3.3 To enhance the production of quality seed within the informal system. 4.1 To increase the uptake of certified and QDS seed by farmers 4.2 To enhance Uganda’s competitiveness in regional and international seed trade 5.1 To ensure quality control along the formal seed value chain. 5.2 To ensure quality control along the value chain for Quality Declared Seed. 6.1 Develop human resource for the seed sector development. 6.2 To enhance participation by men, women and youth in seed marketing for Quality Declared Seed. Page | 23 2.10. Targets 2020 3.2.1 Transformed and Integrated Seed System by 2020 FIGURE 3.2: SEED FLOWS IN UGANDA INTEGRATED SEED SYSTEMS 2020 Page | 24 To solve the problem of limited availability of quality seed for all crops Government will over the next five years Government adopt an a transformed and integrated seed system that comprises the formal and informal/traditional seed systems. The traditional seed system is well adapted to the local seed requirements for annual food crops produced under variable conditions. Its current seed supply relies on simple low costs technologies and will provide quality seed at a low price, with a low entrepreneurial risk if an adequate regulatory environment is set up. The informal system needs to be transformed and linked with national seed certification in order to function optimally. The development of an integrated seed system will require adaptation of technology, flexible seed regulations providing for more competitive SQCC, with wise enforcement and institutional capacity. This NSS will upgrade the current Farmer’s Seed Systems and integrate it within the formal system. Figure 3.2 captures the seed flows in the integrated seed system in Uganda as provided in the different strategies of the NSP under components 1 to 4 of NSS. According to the framework, every season, the amount of seed flowing increases based on the multiplication rate for each crop, starting from NARS Basic seed to the final seed user. The arrow from community seed banks to Farmer’s System marketing provides for business incentives to the custodian of the traditional varieties enabling them to market their seed. It also provides for seed companies to market their varieties through the same Farmers Systems marketing outlets. At every stage starting from NARS, the amount of seed increases exponentially under SQCC supervision. New flows include the support from NARS to the private sector to start up breeding programs and PVS under Farmers’ systems. New business opportunities are also available to seed companies supplying certified seed to QDS producers for further multiplication. NARS and Seed Companies disseminate their varieties in collaboration with the Farmers Seed Systems. 3.2.2 Research and Development Targets for 2020 Public Private People Partnership (PPPP) will be the new paradigm in new variety development and dissemination. To ensure steady flow of improved varieties for food and cash crops NSS has included relevant interventions and institutional arrangements to make it happen. This will be achieved by intensifying demand driven creation of new varieties through on-farm participatory variety selection trials/demonstrations with LSBs, farmer institutions and groups to identify farmer and market-preferred varieties. Approved and preferred varieties will be promoted through appropriate information dissemination pathways; including delivery of small seed packs samples, field days, extension brochures and pamphlets, variety descriptors, seed fairs promoted by farmer’s groups and CSO, user- friendly visual material, print and electronic media. NARI Breeders will involve ZARDIs technicians to supervise trials/demonstrations. Page | 25 Research and Development Targets 2020 3.2.3 Plant Genetic Resources 2020 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 resilient high yielding competitive varieties for the present and future generations. The conservation and management of diversity will guarantee seed security and enhance livelihoods of small holder farmers who depend on them for food and nutrition. This NSS includes appropriate actions, institutional linkages, and policies to strengthen the capacity of farmers and other stakeholders in the conservation and sustainable use of these precious genetic resources sustained crop improvement and in meeting local seed security. Plant Genetic Resources Targets 2020 3 NARO licences seed production of its varieties for 12 crops. Farmer’s access NARO adaptability trials twice a year. All NARO breeding programs strengthened with personnel and laboratories. PPB included in NARO Plant breeding strategies. 150 farmers groups participate in PVS. 300 Demonstration Fields established by Seed Companies and SSES Agricultural fairs available at each Agro-ecological Zone. Ten food security crops listed as next priorities for NARO breeding programs. 3 Private companies with breeding programmes. PVP Act implemented. 10 MOUs signed by NARO and CSO to promote new varieties of specific crops in specific areas 10 Seed Crop production manuals published by NARO 55 technology parks available with information to Seed Farmer’s groups. 1 international forum in Plant Breeding organised in Uganda National policy and strategy for Plant Genetic Resources approved. 14 Community Gene Banks supported by PGRC. 4 medium and long-term storage facilities for ex-situ conservation. 13 Community Seed Banks dealing with conservation varieties. Diversity Fairs in all agro-ecological zones. IPR on tradition varieties granted by a new Act. Traditional varieties listed in the National List. National awareness in PGRFA. Page | 26 3.2.4 Seed Production Targets for 2020 Table 3.2.4.1 presents MAAIF targets for seed production in 2020, and table 3.2.4.2 the corresponding one for Basic and NARO distributed seeds. During the five 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. Table 3.2.4.1 – MAIIF seed production targets for 2020 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 Sunflower OP 993 100 10 149 15 744 75 Sunflower 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 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 2020; 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 capacities for seed production cleaning and cleaning propagating materials. Page | 27 Table 3.2 .4.2 – MAAIF Basic and Maintainer seed production targets for 2020 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 Maintainer 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 Sunflower I.L 1.3 0.0 0 1.3 100 15.6 0 0 0 Sunflower 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. Page | 28 Table 3.2 .4.3 – Comparison of NARO seed productions 2014 and 2020 targets NARO SEED PRODUCTION Pre-basic seed Basic Seed Maintainer seed Delivery to Informal sector TOTAL Botanical seed Kg 2014 23,435 292,310 0 n.a 315,745 + n.a 2020 8,434 2,811 114,691 0 125,936 Plantlets (units) 2014 0 0 0 n.a 0 + n.a 2020 0 0 3,623 0 3,623 Tubers (kg) 2014 0 0 0 n.a 0+ n.a 2020 4,973 0 0 0 4,973 3.2.5 Seed Uptake /Use targets for 2020 Table 3.2 .4.34 – Projected Seed uptake targets 2020 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 2020 ISSD: Projections from 30 LSBs production data from 2014 Seed Uptake /Use targets for 2020 100% of Seed Companies seed production is Certified: 18-20 % of total QDS seed is increasingly available: 15 % of total TOTAL UPTAKE OF QUALITY CONTROLLED SEED is 33-35 % in 2020 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 fines, 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. Page | 29 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: 3.2.7 Seed Quality Control Targets for 2020 Achievement of all targets in Seed production, conditioning, distribution and marketing are contingent on an efficient and effective SQCC enforced and monitored by NSCS under PPP. Further, for NSCS to fulfil its mandate and functions the capacity enhancement proposed in this NSS is indispensable. MAAIF police in collaboration with local police will enforce seed market regulations Prevalence of fake seed under 5% Higher demand of quality seed under efficient 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) Page | 30 By 2020 the following are envisaged to be achieved. 3.2.7 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, soil scientist and plant pathologist per crop. Seed companies and other organisations involved in seeds production will have a pool of qualified scientist from Ugandan Universities from which to recruit. A complete QMS implemented at NSCS, including financial, accounting and budgeting procedures for self-funding. A new Pre-basic seed class in place to transfer Basic seed production from NARO to the Private sector A new QDS class in place, with appropriate seed standards to allow SQCC for crops and varieties were the certified classes are not competitive. CII seed produced where CI not competitive Seed regulations are harmonised with OECD Seed certification Schemes for Pre-basic, Basic and Certified Seeds, with FAO Seed Schemes for QDS and 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 conducts regularly DUS testing and control plots. Clear efficient and written standard procedures are approved by NSB for all operations related to SQCC Specific procedures for registration in the National List of traditional varieties are in place, including DUS requirements 23 seed companies with internal QMS National Seed Laboratory ISTA accredited 20 official seed Inspectors 30 authorised field inspectors 20 authorised seed analysts 11 accredited bodies for SQCC 10 Accredited Laboratories USSIMS in place Page | 31 The targets for knowledge and science are as follows: Principles for sustainable seed systems Regardless of the legal context and type of institutional arrangements (state, private or community led seed sub-sector), there are salient principles and experiences that now set international and Uganda benchmarks for seed systems. Old paradigm: State is the predominant player in the seed value chain right from plant breeding to production of certified seed of new varieties. Private sector involved at the last stages of seed production i.e. multiplication. Informal sector is overlooked in interventions. New paradigm: Pluralistic and diverse Seed System, coexistence in balance of Farmers Systems (including Local Exchange and QDS production), market led private Seed Companies, with seed of new and indigenous varieties under a regulatory environment enabling public-private-people partnerships (PPPP). The characteristics of the two paradigms are further elaborated in table 3.3. Table 3.3: Paradigms for effective Seed Systems in Uganda Experience Seed system component Old paradigms New paradigms Plant breeding and research State plant breeding (P) - In all sort of modalities of Public/private/people partnership (PPPP) Crops - Major cereals grown as monocultures for "calorie security" Nitrogen-fixing leguminous crops for nutrition security and soil rehabilitation. Major cereals grown as for "calorie security" NSB knowledge sharing platform hosted at USSIMS 3 tertiary institutions offer seed technology grades 3 tertiary institutions receive financial and technical assistance for seed related education. 450 LSB operate with household approach for inclusiveness. 450 LSB running SQCC 23 Seed companies running QMS and PPP SQCC Page | 32 Seed system component Old paradigms New paradigms Varieties - New varieties targeting high yielding, input demanding agriculture New varieties targeting high yielding input demanding agriculture. New climate smart varieties. New varieties of orphaned crops 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 maintainers Strict uniformity and stability of new varieties kept by plant breeders / appointed maintainers 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 o communities) and variety description for indigenous varieties. Seed production - Private companies producing Certified Seed of varieties for high input demanding agriculture. Private companies producing Certified Seed of varieties for high fertility lands. Farmers 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 further 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. Page | 33 Seed system component Old paradigms New paradigms Regulations - Addressing the production of certified seed of new varieties Creating an enabling environment for a dynamic pluralistic, market led seed system To efficiently move into the new paradigms, NSP contains seven guiding principles which are basis for this strategy.  Principle 1: The Government of Uganda is pursuing a well-regulated private sector-led and market-oriented seed sector.  Principle 2: The Government of Uganda will pursue a viable pluralistic seed sector.  Principle 3: Transforming informal seed systems into recognised and regulated systems.  Principle 4: Protecting plant breeders’ rights to foster innovation in the seed sector.  Principle 5: Enhancing access to breeder and basic seed.  Principle 6: Enhancing productivity in farming systems.  Principle 7: Providing services to seed value chain actors through a devolved and privatised system. Page | 34 3. HOW DO WE GET THERE? To realise the vision, mission, objectives and targets of NSS which are derived from NSP, wide-ranging interventions will be implemented by various actors based on their mandates, roles and responsibilities along the seed value chain and the supporting policy, regulatory and institutional environment. This is the focus of this chapter where for each strategic component and strategy activities and sub-activities have been elaborated for implementation over the next 5 years (see matrices that follow). Furthermore, the time framework for each activity is presented in the costs tables in Annex 2. Page | 35 3.1. Research and Development Activities Output Primary Implementing body Secondary Implementing bodies Objective 1.1: To generate new commercial and food security varieties Strategy 1.1.1 - Supporting and promoting development and use of new varieties for production and marketing of improved varieties and quality seed; 1.1.1.a Strengthen the link between farmers and NARO through increased involvement of NARO in dissemination of its own technology. 1.1.1.a.1 - Farmers visit NARO adaptability trials. 2 annual Visits per NARI and ZARDI ZARDIs NARIs LSB, FOs, FGs 1.1.1.a.2 - Support ZARDIs to establish PVS fields 50 PVS field at LSB per year ZARDIs LSB 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 specific 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 1.1.1.b Increase the of demonstration fields set up by Seed Companies. 10 per company SEED COMPANIES 1.1.1.c - Organise biannual Regional Agricultural Trade Fairs. 2 per Agro ecological Zone MAIFF 1.1.1.d Incorporate a budget for dissemination in every NARO project as a policy and practice. 1 policy adopted NARO 1.1.1.e Provide human and material support for NARO plant breeding at NARIs Page | 36 Activities Output Primary Implementing body Secondary Implementing bodies 1.1.1.e.1 Enhance human resource to reach a minimum of 1 breeder per crop 1 breeder per each for 15 crops NARO NARIS 1.1.1.e.2 Incorporate plant pathologists and Soils Scientists in breeding teams 2 persons at each NARI NARO NARIS 1.1.1.e.3 - provide 1 vehicle (pick up) per breeding programme 1 per program NARO 1.1.1.e.4 Provide equipment and consumables for laboratory, plant pathology and food science 1 per NARI NARO NARIs 1.1.1.e.5 Establish analytical laboratory for plant health and food science 2 per NARI NARO NARIs 1.1.1.e.6 - Construct screen houses 1 per NARI and ZARDI NARO NARIs ZARDIs 1.1.1.e.7 - Establish weather stations at NAROS Centres 1 per NARO Centre and satellite MAAIF DAO Strategy 1.1.2 - Providing for Plant Breeders Rights as provided for under the Plant Variety Protection Law; 1.1.2.a Support plant Breeders Association to address issues of implementing PBR rights as provided under the PVP Act. 1 month consultancy per year PBA 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 develop procedures 2 months consultancy in year 2 MAAIF 1.1.2.c Sign a MOU between PBA and NARO to monitor the implementation of PVP Act on a regional basis. 1 MOU MAAIF PBA Strategy 1.1.3 - Supporting private companies to develop their own varieties; 1.1.3.a - Government to concentrate on orphaned crops and start supporting the entry of private breeding in maize and other commercially profitable crops 1.1.3.a.1 NARO providing segregating materials of maize to private companies Companies receiving materials NARO SEED COMPANIES 1.1.3.a.2 - Authorize NARO to charge and retain royalty per kilo of Basic seed sold under exclusivity rights NARO collects royalties MFPED NARO USTA Page | 37 Activities Output Primary Implementing body Secondary Implementing bodies Strategy 1.1.4 - Monitoring of variety maintenance by NSCS 1.1.4.a Provide NSCS with land, human resources and other materials to establish post-control plots Under component 5 1.1.4.b - Repair cold chamber at NSCS Under Component 5 Strategy 1.1.5 - Supporting the development of food security crop varieties through public breeding programmes 1.1.5 a MAAIF and NARO to establish list of 10 priority crops (All food security crops and review the list annually) 10 crops identified MAAIF NARO Strategy 1.1.6 -Strengthening modalities for coordination of public and private research and extension service providers for effective transfer and dissemination of seed related technologies; 1.1.6.a 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 1.1.6.b - Establish a Resource Centre at every NARI, ZARDI and Satellite Stations, (55) for dissemination of agricultural knowledge to facilitate farmers access to extension materials 55 Technology parks NARO NARIs ZARDIs 1.1.7.c Facilitate multi-stakeholders platforms for food crop seed Annual meeting NARO CSO USTA Strategy 1.1.7 -Reviewing variety evaluation, release and registration processes to promote regional harmonisation and effective release and popularisation of new varieties 1.1.7.a - Review Release and Registration procedures 1 review in first year NSB NSCS 1.1.7.b - Approve procedures for variety release Approved in the first year NSB NSCS Strategy 1.1.8 -Promoting QDS producers’ access to basic seed for crops and varieties to be subsequently multiplied for seed production 1.1.8.a Decentralise basic seed production to the ZARDIs ZARDIs producing basic seed NARIs ZARDIs 1.1.8.b Support LSB, farmers organisations and farmer groups in seed production planning (request seed 6 LSB, Farmers Organisations and Farmers Groups with annual seed production plans ZARDIS CSOs Page | 38 Activities Output Primary Implementing body Secondary Implementing bodies months in advance) Strategy 1.1.9 -Supporting Ugandan breeders to source genetic materials from international breeding institutes and /or from other countries 1.1.9.a Document entry of genetic materials from international breeding institutes and /or from other countries and monitor their performance Documenting system NARO PGRC Strategy 1.1.10 -Enhancing the cooperation with international crop development centres including the Consultative Group for International Agricultural Research (CGIAR to access new varieties 1.1.10.a Facilitate Scientists to participate in annual international crop development fora. 5 scientist attending international fora NARO 1.1.10.b Organize one international development forum in Uganda during the 3rd year of NSS implementation 1 International development forum NARO Strategy 1.1.11 -Developing a system which enables different rights on public varieties through exclusive rights, shared rights or any other inclusive system that is deemed most beneficial to increase the adoption rates of new varieties by farmers 1.1.11.a Introduce limitations to exclusive licensing in case of national interest NARO adopts "limitation clause" in licencing agreement NARO 1.1.11.b In addition to maize, expand to 12 the number of crops covered by the agreement (COMESA crops). Crops with agreements NARO 1.1.11.c Ensure agreement on exclusivity includes compensation (one time or milestone payments) NARO adopts "compensation clause" in licencing agreement NARO Page | 39 3.2. Conservation of Plant Genetic Resources Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Objective 2.1: To sustainably utilise and protect Uganda’s national plant genetic resources from destruction by natural and human activities and unauthorised access. Strategy 2.1.1 -Providing for exchange of germplasm for crop research and development purposes, while avoiding introduction of seed borne pests and diseases and undesirable plant genes that could affect agricultural production and productivity 2.1.1.a Formulate PGRFA policy and strategy and Enact PGR Bill 2.1.1.a.1 Support the drafting of the PGRFA Bill 1 Stakeholder Workshop PGRC MAAIF 2.1.1.a.2 Send Bill to Parliament for enactment Bill becomes an Act MAAIF 2.1.1.b Establish clear rules for the import and handling of GMO seed samples. Approved procedures in place UNCST NPPO 2.1.1.c -Review SMTA procedures on genetic resources. Approved procedures in place UNCST PGRC NPPO Strategy 2.1.2 -Ensuring that the National Agricultural Research System (NARS) maintains stocks necessary for the conservation of introduced and local plant genetic material and improved varieties to provide for seed security and to mitigate against natural disasters 2.1.2.a Formulate National Policy and Strategy on Plant Genetic Resources Policy and Strategy for PGR in place MAAIF UNCST PGRC 2.1.2.b Provide storage with solar cooling to PGRC and NARIs. 4 Solar cooling Storage NARO NARIs PGRC 2.1.2.c Make it mandatory for breeders to send samples of their germplasm collections to the PGRC for long conservation Approved procedures in place NARO PGRC UNCST Strategy 2.1.3 -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 Page | 40 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies 2.1.3.a Link LSBs, Farmers Organisation and Farmers groups including for youth and women to Genetic Resources Centre PROVIDED FOR IN 2.2.1.a 2.1.3.b Link conservation to seed business and target high food security value crops 50 LSB and 14 CGB selling conservation seed LSB CSO PGRC 2.1.3.c Undertake specialised training of farmers on-farm conservation aspects 14 gene banks custodian farmers trained PGRC 2.1.3.d - Organize diversity fairs 1 Fair per agro ecological zone PGRC ZARDIs CSO 2.1.3.e - Facilitate farmer exchange/ cross-site visits 1 annual cross -site visits per gene bank PGRC ZARDIs CSO 2.1.3.f - Carry out training in participatory monitoring 14 Community gene banks annually monitored by the communities PGRC CSO 2.1.3.g Undertake field trials and establish demonstration fields for conservation varieties 1 per gene bank per year PGRC CSO Objective 2.2: To promote the conservation of local varieties, indigenous knowledge, and practices through community genetic resource management. Strategy 2.2.1 -Supporting the development of community seed banks 2.2.1.a Establish a network of community seed banks under the coordination and technical support of PGRC. Community Gen Banks at LSB at least 1 per agro ecological zone 2.2.1.a.1 Hold sensitisation meetings 14 Communities and DAO field staff aware of importance of conservation PGRC CSO CUL.INS. 2.2.1.a.2 - Facilitate community- scientist negotiations 14 Communities supporting in situ conservation of national genetic heritage PGRC CSO CUL.INS. 2.2.1.a.3 Construct CGB facility 14 CGBs facilities built PGRC CSO CUL.INS. 2.2.1.a.4 Establish CGB management structures 14 CGBs management structures operational PGRC CSO CUL.INS. 2.2.1.a.5 Set up seed production and distribution mechanisms 14 CGBs with working seed production and distribution PGRC CSO CUL.INS. Page | 41 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Strategy 2.2.2 -Supporting the mapping and creation of variety registers within communities 2.2.2.a Establishing Biodiversity registers at CGB 2.2.2.a.1 Conduct sensitisation meetings 14 Communities aware of importance of registration of traditional varieties PGRC CSO CUL.INS. 2.2.2.a.2 Undertake capacity building and development of community Biodiversity registers 14 community registers in place PGRC CSO CUL.INS. 2.2.2.a.3 Carry out training in participatory monitoring of Biodiversity Registers 14 community Biodiversity registers yearly up to date CSO PGRC b) Supporting the mapping and creation of variety registers at national level 2.2.2.b Develop procedures for the registration of traditional varieties. Procedures approved by NSB NSCS NSB 2.2.2.c Undertake sensitisation workshops Stakeholder aware of traditional varieties registration MAAIF PGRC NSCS Strategy 2.2.3 -Promoting the protection and preservation of indigenous knowledge of local varieties and effectively protecting the intellectual property rights of local communities on traditional varieties and traditional breeding under a new legal framework 2.2.3.a Recognize local communities’ rights and establish royalties on the use of indigenous varieties for breeding purposes. 2.2.3.a.1 Draft Traditional Varieties Protection Bill 1 Stakeholder Workshop MAAIF PGRC 2.2.3.a.2 Send Bill to Parliament Bill in Parliament MAAIF 2.2.3.a.3 Enact Traditional Varieties Protection law Bill enacted by parliament and Assented to by the President PARLIAMENT MAAIF Strategy 2.2.4-Supporting promotion of crop diversity through custodian farmers; 2.2.4.a Identify custodians of CGB Custodians identified in 14 CGB (5 crops per CGB) PGRC CSO CUL.INS. 2.2.4.b Establish partnerships with farmers Partnership with farmers established in 14 CGB(5 each) PGRC CSO CUL.INS. Page | 42 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies 2.2.4.c - Build Capacity of farmers as a mean of motivation System of partnership motivation in place PGRC CSO CUL.INS. Strategy 2.2.5 - Creating awareness on conservation varieties. 2.2.5.a - Carry out sensitisation at National level 2.2.5.b.1 Gazette a Day of National Heritage on traditional crop varieties Organising Committee established, day gazetted MAAIF PGRC CULT INST Page | 43 3.3. Seed Production and Conditioning Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Objective 3.1: To multiply and market high quality seed under the formal seed system. Strategy 3.1.1 -Ensuring enforcement of all regulations regarding seed production, storage processing, chemical applications and residues on the Ugandan market to create an international reputation for the country as a good source of seed; and 3.1.1 - Review the legal framework to increase fines Fines increased in legal framework MOJCA MIA 3.1.2 Involve police in fight against seed adulteration in public markets 44 District police trained MIA NSCS Strategy 3.1.2 -Building and strengthening existing seed certification system and quality control for seed production, conditioning, and testing for locally produced and imported seed 3.1.2.a Repair laboratory infrastructure, water supply, internet connectivity and electricity backup generator at NSCS 3.1.2.a.3 - Restore water supply system Water supply working NSCS 3.1.2.a.4 - Establish internet connectivity internet connectivity provided NSCS 3.1.2.a.5 - Provide electrical backup generator. 1 set of equipment provided NSCS 3.1.2.b -Agricultural facilities for DUS and control plots 3.1.2.b.1 - Establish a mini-irrigation facility for 2Ha Mini-irrigation facility for 2Ha procured and established NSCS 3.1.2.b.2 - Construct a standard screen house. Standard screen house procured and constructed NSCS 3.1.2.b.3 - Provide a tractor and accessories Tractor and accessories procured NSCS Page | 44 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies 3.1.2.b.4 - Provide consumables for field work, fertilizers, etc. Consumables for field work, fertilizers etc. procured NSCS 3.1.2.c - IT equipment and data processing unit 3.1.2.c.1 - Provide 7 laptops for inspectors 7 laptops for inspectors procured NSCS 3.1.2.c.2 - Provide 8 desktops 8 desktops procured NSCS 3.1.2.c.3 - Provide 2 centralized heavy duty printers 2 centralized heavy duty printers procured NSCS 3.1.2.c.4 - Provide 1 computer server to host USSIMS 1 computer server to host USSIMS NSCS 3.1.2.c.5 - Supply IT consumables IT consumables procured NSCS 3.1.2.d -NSCS Training Centre Facilities 3.1.2.d.1 - Provide equipment (photocopier, projector, flipcharts…) Training equipment procured NSCS 3.1.2.d.2 - Develop and print workbooks and manuals (Authorisation) Manuals and workbooks published NSCS 3.1.2.e - Field inspection equipment 3.1.2.e.1 -Provide 10 GPS 10 GPS procured NSCS 3.1.2.e.2 - Provide 5 digital cameras 5 digital cameras procured NSCS 3.1.2.e.3 - Provide 1 minibus 1 minibus procured NSCS 3.1.2.e.4 - Provide 5 double cabin pick up 5 double cabin pick up procured NSCS 3.1.2.e.5 - Provide 5 motorcycle 5 motorcycle procured NSCS 3.1.2.e.6 - Maintain NSCS equipment Equipment properly maintained NSCS 3.1.2.f - Laboratory equipment for ISTA Accreditation 3.1.2.f.1 - Develop inventory and technical specifications Inventory and procurement list NSCS 3.1.2.f.2 - Provide new equipment 1 set of equipment procured NSCS 3.1.2.f.3 - Supply lab consumable for ISTA accreditation 1 set of consumable provided NSCS Page | 45 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies 3.1.2.g - Increase NSCS technical staff by 10 persons ten more staff incorporated to NSCS MAAIF 3.1.2.h Develop NSCS Quality Management system documentation NSCS QMS documentation in place NSCS 3.1.2.i Extend tamper proof labels to 100% of certified seed (250,000) for 100,000 MT in 5Kg packages per year 250,00O tamper proof labels available NSCS USTA Objective 3.2: To increase the availability of and access to quality seed of preferred varieties to complement those produced under the formal seed system. Strategy 3.2.1 -Promoting and building capacity of farmers, community groups and local seed businesses to produce and market quality seed with the focus on crops and varieties that have a high food security value; 3.2.1.a Scale up number of LSB, Farmers Organisations and Farmers Groups involved in seed production and marketing 450 LSB, Farmers Organisations and Farmers Groups established and functional nationwide ZARDIs CSO Strategy 3.2.2 -Providing for Quality Declared Seed class 3.2.2.a - Develop regulations for QDS class QDS Regulations approved by MAAIF MAAIF NSB Strategy 3.2.3 - Supporting and strengthening linkages between seed research and plant breeding programs and farmer groups producing and marketing food security crops 3.2.3.a Strengthen the link between farmers and NARO through increased involvement of NARO in dissemination of its own technology. PROVIDED FOR IN 1.1.1..a Strategy 3.2.4. - Promoting participatory research and variety improvement to increase productivity and market development of farmer preferred varieties 3.2.4.a - Strengthen support to PVS PROVIDED FOR IN 1.1.1..a.2 3.2.4.b - Introduce PPB in NARO breeding programmes. PROVIDED FOR IN 3.3.1.a Strategy 3.2.5 - Providing for emergency seed supplies in case of localised or national calamities to ensure continued availability of good quality seeds; Page | 46 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies 3.2.5.a Ministry of Disasters Preparedness to adopt clear guidelines to supply seed in case of calamities. Guidelines on emergency seed supplies adopted MODP MAAIF NSB 3.2.5.b Establish a MOU between GOU and USTA to build up strategic stocks MOU signed MAAIF MODP Strategy 3.2.6 - Promoting awareness on the different seed classes in Uganda via tools that effectively reach all actors in the informal seed system including women; 3.2.6.a Conduct national campaigns to educate farmers on use of quality seed and regulations using ICT. People aware of Seed Classes MAAIF USTA CSO Objective 3.3: To enhance the production of quality seed within the informal system. Strategy 3.3.1 - a) Promoting participatory breeding 3.3.1.a Introduce PPB in NARO breeding programmes. PPB included in 5 NARO breeding programmes NARIs LSB CSO b) Promoting plant variety selection 3.3.1.b -Promote PVS PROVIDED FOR IN 1.1.1..a.2 Strategy 3.3.2 - .Promoting the development and use of locally adapted indigenous varieties, to provide for national food and nutrition security; 3.3.2.a Set up procedures for the registration of traditional varieties. PROVIDED FOR IN 2.2.2.d 3.3.2.b Establish an Sub-Committee on indigenous varieties under NSB Sub-committee working at NSB NSB Strategy 3.3.3 - Promoting local seed selection and preservation methodologies; 3.3.3.a Promote selection of indigenous varieties and include them in the national variety list. PROVIDED FOR IN 2.2.2.d Page | 47 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies 3.3.3.b Train LG Agricultural Staff and Field based staff on local seed selection and preservation methodologies Invite DAO to activities 2.2.1.a.1 and 2.2.1.a.1 PGRC DAO Strategy 3.3.4 - Promoting the introduction of improved affordable and gender friendly technologies to support seed multiplication and post-harvest handling 3.3.4.a AEATREC to identify, develop and test seed related low cost technologies. Appropriate technologies identified, developed and tested AEATREC 3.3.4.b ZARDIS to test and disseminate seed related low-cost technologies. Appropriate technologies disseminated ZARDIs AEATREC LSB Strategy 3.3.5 - Facilitating youth, women and other vulnerable groups to strategically intervene in enhancing availability of quality seed and ling 3.3.5.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, Farmers Organisations, Farmers Groups equipped with appropriate labour saving technologies ZARDIs CSO LSB, FOs, FGs Page | 48 3.4. Seed Distribution and Marketing Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Objective 4.1: To increase the uptake of certified and QDS seed by farmers Strategy 4.1.1 - Encouraging seed companies to market seed in appropriate and affordable packages to promote the use of certified seed by all farmers; 4.1.1.a - Regulate packaging of certified seed down to 1 kg Regulations for small packaging of seeds in place NSB 4.1.1.b Support Seed Companies to assess economic viability of small packs, link to financial sources, appropriate machinery, etc. Study on economic viability of small packages done USTA Strategy 4.1.2 - Strengthening extension services to promote the use of quality seed. 4.1.2.a Include seed technology issues in the new Extension System 4.1.2.a.1 Train LG Agricultural Staff and Field based staff on Seed matters. (Eleven workshops at ZARDIs/NARIs) DAOs and sub-county extension workers competent in seed technology issues NARIs ZARDIs DAOs 4.1.2.a.2 USTA and MAAIF sign a MOU to collaborate on organising field days and setting up demonstration fields, starting with one per year as a pilot. MOU signed MAAIF USTA Strategy 4.1.3 - Supporting seed marketing outlets in remote areas by encouraging establishment of network of seed stockists; 4.1.3.a - Increase number of LSB operating as seed dealers. Provided for in 3.2.1..a 4.1.3.b Nominate village/parish agents to collect village seed demand and submit it Sub county township for consolidation. 5,000 villages/parishes count with seed agent SEED COMPANIES Page | 49 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Strategy 4.1.4 - Supporting farmers’ adoption and use of seed of improved varieties and guiding the transformation to increased use of these varieties with the ultimate end of adopting certified seed; 4.1.4.a - Conduct regular seed demand estimation. Provided for in 5.10.1.a 4.1.4.b Establish multi stakeholders platforms to standardize messages Provided for in 1.1.7.c Strategy 4.1.5 - Supporting non-market seed distribution mechanisms for informal seed system including emphasis on networks for seed distribution. 4.1.5.a - Promote Local Seed Exchange Fairs Local seed Exchange Fairs in place CSO 4.1.4.b - Scale up LSB, FOs and FGs approach country wide Provided for in 3.2.1..a Strategy 4.1 6 - a) Strengthening modalities for coordination of public and private seed extension services and other support services to the seed value chains; and 4.1.6.a Hold multi stakeholders platforms to standardise messages Provided for in 1.1.7.c b) Ensuring that relief seed supplies are sourced from registered seed producers only and that they are of known quality. 4.1.6.b Sign MOU between USTA and MAAIF to supply relief seed MOU signed MAAIF USTA Objective 4.2: To enhance Uganda’s competitiveness in regional and international seed trade Strategy 4.2.1 - Enhancing the capacity of National Plant Protection Organization (NPPO) to issue reputable plant health certificates; 4.2.1.a Develop a strategic plan to Build capacity of NPPO Strategic plan approved MAAIF 4.2.1.b Recognise private phytosanitary test results from local internationally accredited laboratories for issuing official Phytosanitary certificates Plant Protection and Health Act now recognise private accredited laboratory results for Phytosanitary certificates MAAIF NPPO Page | 50 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Strategy 4.2.2 - Reducing processing time including providing one-stop service centres for issuance of export and import documentation and control or provision of online system for expediting the issuance of SPS certificates 4.2.2.a - Develop a strategic plan to Build capacity of NPPO Provided for in 4.2.1.a Strategy 4.2.3 - Providing for harmonization of national regulations with regional and international conventions and protocols on seed production, certification and trade, including inter-agency seed certification, use of standard protocols on variety protection, common quarantine-pest list, variety catalogue, import/export documents 4.2.3.a Review Seeds and Plan regulations and harmonise them with international conventions and protocols (2 months consultancy). Regulations harmonised Strategy 4.2.4 - Enhancing capacity in terms of personnel and provide for minimum facilities at high risk entry points (laboratories, visual inspection kits, refrigerators); 4.2.4.a - Develop a strategic plan to Build capacity of NPPO Provided for in 4.2.1.a Strategy 4.2.5 - Promoting awareness on regionally harmonized seed standards. 4.2.5.a Undertake outreach on regionally harmonised standards Stakeholders are familiar on regional seed standards MAAIF USTA NSCS Page | 51 3.5. Seed Quality Control Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Objective 5.1: To ensure quality control along the formal seed value chain. Strategy 5.1.1 - Strengthening and enforcing existing seed certification (quality control, seed testing, labelling, etc.) for locally produced and imported seed PROVIDED FOR IN STRATEGY 3.1.2 Strategy 5.1.2 -Training and supporting staff of seed companies to undertake internal quality control; 5.1.2.a Require Seed Companies to have at least 1 seed technologist among its staff for registration as seed merchants Regulations for registration updated NSCS 5.1.2.b Provide external audit to Seed Companies Internal Quality Control twice a year. 23 Seed companies audited annually USTA 5.1.2.c Develop authorisations procedures for Field Inspectors Authorisations procedures approved by NSB NSCS NSB 5.1.2.d Develop authorisations procedures for Seed sampling and labelling Authorisations procedures approved by NSB NSCS NSB 5.1.2.e Develop authorisations procedures for Seed Analysts Authorisations procedures approved by NSB NSCS NSB Strategy 5.1.3 - Establishing public/private partnership for seed quality control; 5.1.3.a Accredit Private Companies and associations for Seed Quality Control and Certification. 11 Bodies accredited NSCS USTA - SEED COMPANIES 5.1.3.b USTA and MAAIF sign a MOU covering accreditation MOU signed USTA MAAIF Page | 52 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Strategy 5.1.4 - Establishing procedures of accreditation for field inspection, sampling, testing and labelling; 5.1.4.a Develop accreditation procedures for Field Inspection Accreditation procedures approved by NSB NSCS NSB 5.1.4.b Develop accreditation procedures for Seed sampling and labelling Accreditation procedures approved by NSB NSCS NSB 5.1.4.c Develop accreditation procedures for Seed Laboratory Accreditation procedures approved by NSB NSCS NSB 5.1.4.d Develop accreditation procedures for label printing Accreditation procedures approved by NSB NSCS NSB Strategy 5.1.5 - Strengthening a) the quality management systems of seed companies and 5.1.5.a - Extend development of QMS to all companies. All companies with QMS in development USTA SEED COMPANIES 5.1.5.b - Carry out 2 audits a year of companies QMS Provided for in 5.1.2.b b) national seed laboratories; 5.1.5.c Provide Technical Assistance to NSCS seed Laboratory to facilitate ISTA Accreditation NSCS laboratory ISTA accredited NSCS 5.1.5.d Recruit three (3) additional seed analysts at the National Seed laboratory Analysts in National seed laboratory NSCS MAAIF Strategy 5.1.6 - Encouraging all registered seed companies and other seed merchants to join seed associations for purposes of self-regulation to ensure seed quality; 5.1.6.a Government to encourage all companies to be member of USTA (at registration). Only USTA members Seed Companies can produce seed NSCS NSB 5.1.6.b Government to coordinate with USTA when procuring seeds. Government to adopt policy GoU MODP USTA Page | 53 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies 5.1.6.c USTA to define minimum requirements for Seed company to join Minimum requirement defined by USTA USTA NSCS NSB Strategy 5.1.7 - Supervising and monitoring of the accredited entities by NSCS 5.1.7.a Develop procedures to audit Accredited organisations Accredited organisations regularly audited NSCS NSB Strategy 5.1.8 - Develop modalities for seed certification of horticultural crops, industrial crops, forestry and other plant species which have no variety maintenance; 5.1.8.a Establish procedures for quality control and certification of horticultural crops Quality controlled Horticultural crops seeds available NSCS NSB 5.1.8.b Develop procedures for quality control and certification of Industrial crops Quality controlled Industrial crop seeds available NSCS NSB 5.1.8.c Develop procedures for quality control and certification of forestry crops Quality controlled forestry crops seeds available NSCS NSB 5.1.8.d Develop procedures for quality control and certification of vegetatively propagated crops Quality controlled Horticultural crop seeds available NSCS NSB Strategy 5.1.9 - Setting standards for appropriate packaging materials for various crops in conformity with national and international standards; 5.1.9.a Establish a Working group under NSB to develop standards Working Group on packaging standards NSB Strategy 5.1.10 - Establishing a Seed Sector Integrated Information Management System (SSIIMS) and web portal at NSCS to capture and share critical information relating to the seed sector for transparency and accountability 5.1.10. a Develop USSIMS 5.1.10. a1 - Provide a IT staff for system maintenance 1 staff MAAIF NSCS 5.1.10. a2 Build the skills of NSCS staff on data management and start IMS tables NSCS data management skills developed NSCS Page | 54 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies 5.1.10. a3 - Provide IT equipment (server) 1 server in place NSCS 5.1.10. a4 - Develop applications and web site USSIMS Web site accessible to stakeholders NSCS Objective 5.2: To ensure quality control along the value chain for Quality Declared Seed. Strategy 5.2.1 - .Providing for listing of traditional and participatory breeding varieties; 5.2.1.a NSCS to develop the procedures Procedures developed NSCS NSB Strategy 5.2.2 - Registering community seed producers by NSCS through local authorities; 5.2.2.a NSCS develops procedures for the registration of LSB, FOs, FGs through District Production Department Procedures developed NSCS NSB DAOs Strategy 5.2.3 - a) Supervising and technical backstopping to community seed producers and 5.2.3.a Nominate official Seed inspectors at ZARDIs and NARI level 13 official seed Inspector nominated MAAIF NARIs ZARDIs b) support to the development of internal seed quality control mechanisms for seed producers; 5.2.3.b NARO Seed inspectors support supervision and inspection Provided for in 5.2.3.a Strategy 5.2.4 - Establishing seed traceability system for Quality Declared Seed and 5.2.4.a Include traceability requirements in QDS regulations Provided for in 3.2.2.a Page | 55 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Strategy 5.2.5 - Establishing a delegated and decentralised system at zonal and/or district level for seed inspection for Quality Declared Seed. 5.2.5.a Provide Seed laboratory equipment to 9 ZARDIs plus 1 in North Substation + 3NARIs 10 laboratories furnished NARO NARIs ZARDIs 5.2.5.b Accredit Seed laboratories at 9 ZARDIs plus 1 in North Substation + 3NARIs 10 laboratories accredited NSCS NARIs ZARDIs 5.2.5.c Authorize 2 seed analysts per ZARDI. and NARI 26 seed analyst authorised NSCS NARIs ZARDIs 5.2.5.d Nominate official seed inspectors at ZARDIs and NARIs Provided for in 5.2.3.a Page | 56 3.6. Seed Knowledge and Technology Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Objective 6.1: Develop human resource for the seed sector development Strategy 6.1.1 - Supporting tertiary institutions to introduce and develop seed science based knowledge for building skills and human capacities; 6.1.1.a - Ensure there is 1 seed technician per Seed Company Request included in the procedures for registration of seed merchants NSCS USTA 6.1.1.b - Establish Seed Technology degree at Universities 3 universities provide seed technology degree Universities Strategy 6.1.2 - Supporting the development of seed science centres at public universities for seed research, training and accreditation purposes; 6.1.2.a Support tertiary institutions to develop seed technology curriculum Curriculums developed NARO NSCS Strategy 6.1.3 -Providing technical and financial assistance, human capacity development to seed institutions along the seed value chain; 6.1.3.a Support tertiary institutions with technical and financial assistance Assistance provided DP NSCS USTA 6.1.3.b Establishing web based NSB knowledge sharing platform Provided for in 5.1.10.a.4 NSB NSCS 6.1.3.c Build the capacity of extension staff in seed knowledge Provided for in 3.3.3.b and 4.1.2.a.1 Strategy 6.1.4- Training and authorising staff of seed companies to undertake quality assurance and certification 6.1.4.a Train and authorise the staff of seed companies to undertake quality assurance and certification Provided for in 5.1.4 and 5.1.5 Page | 57 Activities Output Assumptions Primary Implementing body Secondary Implementing bodies Objective 6.2: To enhance participation by men, women and youth in seed marketing for Quality Declared Seed. Strategy 6.2.1 - Promoting inclusiveness in benefit sharing and marketing through the household approach of gender equity; 6.2.1.a - Upscale household approach to more districts Provided for in 3.2.1.a Strategy 6.2.2 - Promoting adult literacy and seed business skills training to enhance women participation in seed business. 6.2.2.a - Provide skills through LSBs, FOs and FGs. Provided for in 3.2.1.a 6.2.2.b Enhance capacity of trainers using the LSB development manual Provide LSB development manual to all LSB ZARDIs CSO Page | 58 4. IMPACT NSS is designed to achieve six strategic objectives as indicated in NSP. Given that seed is a basic and foundational input for 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 (see NSS results chain in section 7.3.) DSIP and CAADP target 6% annual growth in agriculture and propose that half of this growth should come from better technology, including new varieties. With the implementation of the NSS, it is envisaged that in 2020, the percentage of total area of annual crops planted with quality controlled seed will increase from 15% to 40%. It is also projected that quality controlled planting material (QDPM) for perennial crops will be more available. Improved varieties will reach an additional 16% of planted area by 2019/20 and will boost yields by 20% wherever they reach. This will result in a 3% (15% of cropped area x 20% higher yield) increase in crop production due to better varieties, which is in addition to any increase due to the use of other productivity enhancing inputs such as fertilizer, pesticides, etc. The projected increase in crop production is worth UShs 280 billion (US$100 million) per year by 2019/20, and similar or higher increases thereafter. Although some of this gain must be credited to research and extension in other agro inputs, these calculations suggest satisfactory returns to the estimated Ushs 82 billion investment. It is also estimated that informal farmer-to-farmer seed exchange will extend improved varieties to an additional 15% of planted area. With these estimates, new and existing improved varieties will reach an additional 20% of planted area. Assuming that with new varieties (from quality controlled seed and farmer-to-farmer exchange) farmers realize a 20% yield increase due to better genetics (this is separate from other yield increases due to use of more fertilizer or other inputs), genetic improvement through expanded sales of improved seeds will add 4% (=20% x 20%) to yields over 5 years, or 0.8% per year 4.1. Wealth creation and food and nutrition security Implementation of the National Seed Strategy will enhance use of new varieties which will contribute significantly 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 significantly to poverty reduction. Women will have more time engage in 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 2019/20, which will make Uganda’s seed industry one of the most competitive in Africa. Page | 59 4.2. Employment generation An effective seed sector will largely depend on more efficient 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 diversified food products, thus improving nutrition security. Additionally as youth and women get involved in strategic activities, it will create employment. 4.3. 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 sectors will contribute to the on-farm maintenance of local diversity. The strengthened support to Uganda PGRC and its collaboration with international organizations involved in implementation of FAO Global Plan of Action for PGRFA Biodiversity will reinforce the position of Uganda as a Global Hot Spot for PGRFA with Uganda wealth in the field mapped, evaluated, risk assessed and annually reported. Development and promotion of small-scale and local seed businesses in each agro ecological zone as envisaged under NSS will contribute to reducing genetic erosion and external dependence. In the context of climate variability, NSS focus on developing and promoting “climate smart” crop varieties (pests, drought, flood 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 of 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 Uganda’s seed industry can help farmers’ access suitable crops and varieties from other countries with comparable climates. 4.4. 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 efficient seed sector will encourage groups to benefit from improving production methods using improved technologies and inputs. Youth farmers may also select other income generating activities (seed multiplication, oxen-ploughing, providing contract agricultural services such as crop protection, marketing, transport, processing, etc.). This will improve efficiency 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 Page | 60 activities, such as demonstrations, some training, and agro-inputs dealer recruitment, will benefit from 20% to 40% for women and youth respectively, depending on the activity. Page | 61 5. IMPLEMENTATION 5.1. Implementation Mechanism Efficient and effective seed sector institutions are critical for realising the vision, mission and objectives of the seed policy. To this end, Government will put in place appropriate organizations and strengthen existing ones with strong mandates and ensure that they are adequately resourced to fulfil their roles and responsibilities as envisaged under this policy (see table 6.1 below). Government will ensure full implementation of the Seeds and Plant Act (2006) to allow the development of the Ugandan Seed sector and propose amendments where needed. The roles of the key public sector organisations in NSS implementation are elaborated below. MAAIF as the government ministry responsible for agriculture shall be responsible for operationalization of the National Seed Policy (NSP) and enforcement of seed and plant related laws and regulations in the seed industry. The Directorate of Crop Resources with three of its departments (Crop Production and Marketing, Crop Protection, and Crop Inspection and Certification - where NSCS falls) will be responsible for the implementation of the NSS. The department of Crop production and Marketing will indicate strategic crop commodities to focus in and coordinate the needs for seed and other agricultural inputs. The DCIC, because of its involvement in regulating the commercial activity (seed production and trade), will be responsible for the implementation of the National Seed Policy. The NSCS will be allowed to retain revenue from its services under a complete QMS including financial and accounting procedures, and independent annual budgetary planning inside DCIC. In the medium to long term NSCS will transition into a semi-autonomous status as provided under NSP. The National Seed Board (NSB) main functions are advising the Ministry on Seed Policy issues and supervising Seed Policy implementation through technical sub-committees. NSB overriding function is to provide regulatory mechanisms to the seed industry. The National Seed Board membership will be reviewed considering the broadened scope of the seed policy compared to the Seed and Plant Act. National Agricultural Research System (NARS). NARS shall develop new seed technologies. Both public and private institutions will undertake the research and development agenda in a harmonized manner. NARO will continue to be the main supplier of breeder and basic seed to seed merchants. NARO will also be the main maintainer of varieties, backstopping and providing technical advice to extension service and QDS producers. In keeping with the principle of decentralising the delivery of seed sub-sector services, Government will decentralise SQCC services from NSCS Headquarters to zonal Page | 62 centres and districts and accredit laboratories at Zonal Agricultural Research Institutes (ZARDIs) and NARIs. Public Institutions with agricultural lands, as police, prisons and army will support NARO efforts in seed production, providing land, agricultural workers and facilities. Agency Responsible for Extension Services. The Agency responsible for extension (The Single Spine Extension System) once operationalized will be responsible for the promotion and dissemination of the technologies to the farming community. The Agency and NARO’s decentralised structures will play an important role in the support to QDS producers, providing required accredited seed testing facilities and technical support in SQCC. As provided under NSP SSES will supports farmer´s groups, including those led by women and youth, and village seed schemes to register as producers of QDS. ZARDIs will continue supporting farmer’s groups to constitute small LSBs to produce QDS seed of specific crops for surrounding communities and lead the integration of formal and informal seed systems. The LSBs will lead transformation of the informal seed system. Uganda National Council of Science and Technology (UNCST). The Uganda National Council for Science and Technology has, within its portfolio, the mandate to encourage Agricultural Research and Development in the country. UNCST is responsible for the registration of private research providers and serves as a forum for discussion of agricultural research related issues, and also provides competitive grants for scientists willing to undertake research programmes. UNSCT is the competent Authority for matters relating to access to genetic resources: processing of all applications for access to genetic resources submitted to it; coordinating all activities of lead agencies relating to access to genetic resources; and establishing and maintaining a depository for all SMTA and Accessory Agreements. Under the Seeds and Plants Act, it is in charge of recommending procedures and protocols to deal with varieties developed through the use of biotechnology. Universities and Other Academic Institutes. Universities and other institutions that train seed scientists and technologists will play an important role in variety development under the NARS framework and training of seed scientists. They will also continue to play their role in research and plant breeding. The Private Seed Companies plays a critical role in the seed sector and shall continue to do so in promotion of the technologies developed by public institutions through commercial seed production, marketing and distribution. Where they have capacity, and as provided for under the NARS Act, the private sector will also develop new varieties. Private seed companies associations will ensure their members sign up to and practice a code of conduct for self-regulation. The private sector institutions representation in the National Seed Board and ad-hoc committees shall be increased for a bigger involvement in the implementation and monitoring of the National Seed Policy through NSS. Coordination and inclusiveness will be promoted through seed related forums whereby a broad range of stakeholders is able to interact and recommend areas of attention to NSB. Seed companies demonstration fields Page | 63 will integrate new varieties and associated cropping systems, including other required agricultural inputs for optimum results in the use of quality controlled seed. CSO and Cultural Institutions will play an important role by supporting the establishment of LSBs and Community Seed Banks, conservation and use of traditional varieties and related traditional knowledge. They will have a primary role in extension of certain seed crops in certain areas through MOU’s with NARO. They will participate in competitive grant schemes and multi-stakeholders platforms for the dissemination of Seed technologies. They will also support in-situ conservation of indigenous varieties and the distribution of relief seed. They will be supported in all these tasks through competitive grants that will prioritize CSOs with seed technologist among their staff. The respective entities will be responsible for the implementation of and reporting on activities in their mandate, as indicated in section 4. For each entity, the first step in implementing the Strategy will involve planning for the activities they are responsible for through their respective plans and strategies. For public institutions, the next step will involve incorporating the plans into the Medium Term Expenditure Framework and annual work plans and budgets to make plain what they are intending to do and as a way of securing funds. The private sector will be encouraged to invest along the lines identified under this Strategy identifying new business opportunities and supporting stakeholder initiatives. In the case of PPP and PPPP-type implementation arrangements, the relevant public and private parties will agree on the modalities (MOUs and procedures) and steps necessary to undertake a PPP or PPPP including feasibility studies, detailed investment planning, financing arrangements and implementation. 5.2. Implementation Roles and Responsibility Effective implementation of Seed Sector development requires a sector-wide approach in which the Ministries Departments Agencies (MDA), Cultural Institutions, Civil Society Organisations, Development Partners and the private sector will each have distinct roles to play. Mandates and roles that different institutions will play in the implementation of the National Seed Strategy are summarised in Table 6.2 below. Table 6.2 Entities roles in NSS activities implementation Entity ROLE IN NSS IMPLEMENTATION Parliament Enacting proposed Bills Oversight and amendment of laws MFPED - Enable NARO to collect royalties and payments from variety licensing. OPM - General Coordination, monitoring and evaluation of the implementation of the NSP through NSS Page | 64 Entity ROLE IN NSS IMPLEMENTATION MAAIF - MAIIF is the main Institution involved in NSS though its different agencies and Departments Provide human and material resources to its Departments and Agencies involved in NSS implementation. Constitute, inaugurate and ensure a functional NSB Provide platform for involvement of stakeholders in NSS implementation Seed procurement policies Coordinate agricultural extension with NARO and CSOs Organize National and Regional Agricultural Trade Fairs and National Days. MIA - Involving local police in fight against fake seed in local markets MODP - adopt clear guidelines to supply seed in case of calamities. MOU between GOU and USTA to build up strategic stocks MOJCA - Set up legal framework to raise fines for fake seed marketing NARO - Strengthening breeding programs in human and equipment means. Extending breeding programs to food/nutrition security crops Adopting policies concerning licensing of new varieties. Providing staff and facilities for accredited field inspection, seed inspection and seed testing. MOUs with CSO for extension of seed technologies. NARIs - Development of new food security varieties Production of Basic Seed ZARDIs - Supporting NARIs in Basic Seed production Supporting startups of LSBs, using ISSD methodologies Accredited for SQCC. Supporting NARIs in PVS and PPB Disseminating low cost seed technologies NPPO - Checking quality of Seed for international trade. MAAIF Department of Crop Production and Marketing Promoting production of seeds through estimation of demand and preparing of manuals to guide extension workers and farmers NSB - Oversight and coordination seed sector Advising MAAIF in seed Policy matters and NSS implementation Monitoring the implementation of NSS Propose seed regulation to MAAIF Approve procedures for SQCC Establishing Technical working groups under its technical committee as required in the NSS NSCS - Competent in all matters concerning seed production and trade One of the main institution implementing NSS activities, including training, authorization and accreditation in SQCC; development of regulations and procedures and management of all quantitative and qualitative information pertaining to the seed sector. It will build capacity of stakeholders in quality seed production, processing and inspection. It will create awareness on seed policy, seed act, plant variety protection acts and all related regulations. Page | 65 Entity ROLE IN NSS IMPLEMENTATION SSES - Promoting and disseminating seed related technologies to the farming community Provide support to LSBs Support to farmers’ groups and village seed schemes to register as producers of QDS. Support adoption of the use of low cost appropriate seed technologies Encourage interested farmers to form LSBs PBA - Facilitating and controlling PBR royalties payments PGRC - Assuring ex-situ and in-situ conservation of PGRFA SEED COMPANIES - Upgrading their SQCC skills Up scaling seed distribution networks Breeding for new commercial varieties. Extension of new varieties and cropping systems in Demonstration Fields. Adopting internal QMS. Marketing seeds in small packages UNCST - Establish clear rules for the import and handling of GMO seed samples Review procedures on SMTA on genetic resources. Universities - Establish Seed Technology degree at Universities USTA - Adopting and supervising code of conduct for Seed Companies. MOUs with MAAIF for cooperation in PP partnership in SQCC. Supporting development of QMS in Seed Companies AEATREC - Developing appropriate seed production technologies CSO - Extension Services in coordination with NARO Support to farmer’s groups in LSBs, Community Seed Banks, Conservation varieties and distribution of relief seed. Integration of women and youth in seed related activities Promote Local Seed Exchange Fairs CULTURAL INSTITUTIONS Support to farmer’s groups in LSBs, Community Seed Banks, and preservation and use of indigenous varieties. Preservation of traditional knowledge on plant breeding and use of traditional varieties. DAO (Local Government) Extension of seed technologies Support to CSB and CGB Support to Local Seed Fairs Cooperation with NARIs and ZARDIs at local level Registration of LSBs, FOs, FGs in NSCS as seed merchants and seed dealers DP - Financial and technical support through CSO and public Institutions Participating in joint monitoring and reviews GoU - Government Seed procurement policies Page | 66 Entity ROLE IN NSS IMPLEMENTATION LSB - PVS and PPB Production of QDS. Seed marketing of other Certified Classes. As registered seed dealers they will join UNADA to optimize seed distribution. Marketing of indigenous varieties Page | 67 6. MONITORING AND EVALUATION The implementation of this policy will be monitored at various levels. The Ministry level will track broad high-level indicators and performance issues. National Seed Board will have the primary mandate for monitoring and evaluation of the national seed policy while the National Seed Certification 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 reflect 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 both within and outside the country, region 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 Monitoring, Evaluation and Supervision Roles The Development Strategy and Investment Plan (DSIP) 2010-2015 (currently due for review) was developed, approved and launched by Government of Uganda (GoU) and the Development Partners as the flagship for the agricultural sector to operationalize the NDP I (there is currently a draft NDP II). The Comprehensive Africa Agriculture Development Programme (CAADP), to which Uganda is a signatory, the country is committed to work towards investment in agriculture 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 and plan for the NSS will be important in providing the policy makers and implementers and other information users with the basis for making informed choices in NSP priorities, allocation of resources against many competing priorities. One of the mandates of MAAIF is that of monitoring and evaluation the implementation of interventions in the agricultural sector. This requires an efficient 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 capacity that was spelt out in the M&E Framework Implementation Plan for operationalizing the DSIP. MAAIF will fully implemented the M&E FIP to ensure that the sector and sub-sector strategies are effectively monitored and evaluated. Monitoring and Reporting A Base Line Survey (BLS) will be done immediately after approval of the NSS by the NSCS. Annual M&E work plans and budgets will be produced by NSCS in conjunction with Page | 68 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. 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 beneficiates of NSS in general. 6.2. Evaluation The NSS will be evaluated at mid-term and final evaluation will be carried out at the end. Joint evaluation involving the implementers and independent external evaluators will conduct 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. Page | 69 Table 7.1: NSS High level Indicators Long Term Results 2025 % of farmers with access to high quality seed and planting materials % of farmers using certified seed % of farmers reporting increased Farm productivity through use of quality seed in the informal system % of farmers producing big surpluses Component Indicators Component 1: Research and Development Component 2: Conservation of Plant Genetic Resources Component 3: Seed Production and Conditioning Component 4: Seed Distribution and marketing Component 5: Seed Quality Control Component 6: Seed Science and Knowledge Number of developed new varieties in use Number of accessions protected, either in-situ or ex-situ Area planted with quality controlled seed Number of seed dealers Number of seed agents number of official and authorised seed inspectors actively working number of official and authorised seed analysts actively working Number of seed scientists and technicians operating in Uganda Number of seed companies with functional QMS Page | 70 Strategic Objectives Indicators Component 1: Research and Development Component 2: Conservation of Plant Genetic Resources Component 3: Seed Production and Conditioning Component 4: Seed Distribution and marketing Component 5: Seed Quality Control Component 6: Seed Science and Knowledge Number of new varieties under seed production and marketing Number of varieties protected under PBR. Number of private companies supported to develop own varieties Number of food security crop varieties developed through public breeding programs Number of environmentally friendly (climate smart) crop varieties developed Number and type of seed related technologies effectively transferred, disseminated and finally adopted through public and private research and extension service Number of new varieties in regional Common Catalogues being offered for sale in Uganda Replacement rate with breeder/basic seed of QDS production per crop Number of Ugandan breeders that have Number Community seed banks established and operational Number of Community gen banks established and operational. Number of traditional varieties with IPR Number and % of germplasm accessions controlled at border for Phytosanitary certificate Number of accessions conserved by PGRC Number of high food security value crop varieties conserved by community groups Number of custodian farmers Percent of farmers aware of the need for conservation of varieties Number of regulations regarding seed production, storage processing, chemical treatment and residues on the Ugandan market that are enforced out of the total approved. Control plots results in term of % of compliant lots as measure of effectiveness of SQCS. % of formal seed sown by crop Amount of certified seed produced by registered companies by crop Amount of quality seed with high food security value that are produced and marketed by farmers, community groups and local seed businesses Number of new improved environmentally friendly (climate smart) varieties produced. Number of seed classes in Uganda Number of PPB programs initiated Amount of seed adequately stored for emergency in case of localized or national calamities to ensure continued availability of good quality seed Percent of actors in the informal seed system that are aware of the different seed classes in Uganda Percent of farmers using locally adapted indigenous varieties to provide for national food and Number of seed companies marketing seed in appropriate and affordable packages to promote the use of certified seed by all farmers; Number of seed producers engaged in extension services Number of seed stockists (seed dealers) operating in remote areas Percent of farmers that adopted and are using improved seed varieties Percent of farmers that adopted and are using certified seeds Number of agro-input dealers selling seed Number and type of seeds distributed through non market mechanisms Number and type of relief seed supplies that are sourced from registered seed producers only and they are of known quality. Number of reputable plant health certificates issued by NPPO Number of locally produced and imported seeds certified Number of Ugandan crops ISTA certified for regional trade Number of seed companies undertaking internal quality control Number of seed companies in public/private partnership with government for seed quality control Number of functional (ISTA NSCS accredited) centres for field inspection, sampling, testing and labelling Number of seed companies accredited to perform certain certification functions ( field inspection, sampling, testing and labelling) Number of national seed laboratories with complete quality management systems as per ISTA standards Number of seed companies with complete quality management Number of registered seed associations Number of registered seed companies and other seed merchants operating under seed associations for purposes of self-regulation to ensure seed quality; Number of accredited entities supervised and monitored by NSCS Number and type of horticultural crops, industrial crops, forestry and other plant species which have no variety maintenance % Women and youth engaged in Seed business as a profitable enterprise Number of tertiary institutions participating in building skills and human resources in seed science and knowledge Number of diploma and degree graduates of agricultural science trained in seed science Number of graduates of seed science from participating tertiary institutions Percent of graduates of seed science from participating tertiary institutions that are retained at NARO , Seed Companies and CSO Number of public institutions with functional centres for seed research, training and accreditation Percent of households where women and youth derive equal benefit from sharing of household income Page | 71 Strategic Objectives Indicators Component 1: Research and Development Component 2: Conservation of Plant Genetic Resources Component 3: Seed Production and Conditioning Component 4: Seed Distribution and marketing Component 5: Seed Quality Control Component 6: Seed Science and Knowledge acquired genetic materials from international breeding sources Number of genetic materials acquired through cooperation with international crop development centres Number of seed merchants producing seed of NARO varieties under license nutrition security; Number of local seed selection and preservation methodologies in use Number of improved affordable and gender friendly technologies in use to support seed multiplication and post harvest handling; Percent of youth strategically intervening in enhancing availability of quality seed. Percent of women strategically intervening in enhancing availability of quality seed. Percent of other vulnerable groups strategically intervening in enhancing availability of quality seed. Average time taken to process and issue SPS certificates Number of national regulations harmonized with regional and conventions and protocols on seed production, certification and trade Percent of seed dealers aware of regionally harmonized seed standards that have been seed certified Number and types of crops with standards for appropriate packaging materials that are in conformity with national and international standards A functional Seed Sector Integrated Information Management System (USSIIMS) and web portal exists at NSCS Type and quality of information relating to the seed sector captured and shared for transparency and accountability by NSCS USSIIMS. Number of traditional and participatory breeding varieties in the National Variety List by crops Number of community seed producers registered by NSCS through local authorities; Number of community seed producers backstopped and supported to develop internal seed quality control mechanisms Number of varieties certified under Quality Declared Seed (QDS) scheme Number of functional zonal centres and/or districts operating delegated and decentralized system for seed inspection for Quality Declared Seed. Percent of households engaged in seed business Percent of women with agribusiness skills Percent of youth with agribusiness skills Percent of women participating in seed businesses Percent of youth participating in seed businesses Page | 72 6.3. Results framework The matrix below presents the results framework for the NSS by component NSS Results Chain Components Intermediate Outcomes Wider Impact Assumptions Component 1: Research and development  New varieties developed for the market and suitable and safe varieties for food security Improved food security and income in farming communities All seed regulations approved NARO breeding programs reviewed NSS Component 5: Quality Control  High quality seed availed to farmers  Clear regulations and enforcement systems in place  Increased uptake of improved seeds by farmers  Quality products developed for regional and international markets  Seed users confidence and satisfaction increased Increased income of farming households from crop related activities Enforcement will be effected by a transformed NSCS Component 3: Seed Production and conditioning; and component 4: Seed Distribution and marketing  Quality seed class (QDS) established and seed quality standards set and enforced  Farm productivity increased through use of quality seed  Small holders produce big surpluses— increased yields  Small holders save and accumulate  Small holders increase their scale of household economic production Subsistence agriculture households transformed to commercial agriculture Improved food and nutrition security in Uganda Farmers groups interested and supported to establish small local seed business. Seed companies reinforce their distribution channels and integrate with Farmers Seed systems NSS Component 6: seed Science and knowledge  Adequate seed scientists and technicians available to enhance development of seed sub-sector  Skills transferred to all seed systems  Farmer organizations encouraged to market their seeds under QDS  Women and youth engaged in Seed business as a profitable enterprise Improved seed security Employment generation Quality Seed available. NSCS request seed technicians for seed production CSO contract seed technologies for their seed activities DP continue support to Universities NSS Component 2: Conservation of PGR  Required germplasm exchange takes place  Stocks of genetic plant materials maintained by NARS  Local varieties, indigenous knowledge and practices preserved through community genetic resource management National genetic resources preserved for future generations Climate smart and nutrition security varieties available PGR policy strategy and Act adopted Page | 73 NSS Management (policy and coordination, monitoring and supervision). Capacity building  A functional NSB  NSCS made a semi-autonomous agency under current legal provisions  Seed regulations finalized and enforced  Stakeholders involved in seed strategy development, and review of seed acts and regulations  Main policy actors in the agricultural sector create sufficient ownership and keep the key actors ‘on board’  Improved processes for the formulation and implementation of agricultural policies, strategies, programs, and projects  More cost-effective interventions  Increase in the efficiency of public expenditure Monitoring and evaluation (M&E) capacity building of MAAIF by donors  USIIS functional (up and running) and well maintained.  NSS monitored and evaluated  Increased use of evidence from program evaluations to formulate, refine, adopt, and implement evidence-based policy.  USIIS generates data for public use During NSS implementation period, this M&E framework will assist the sector, government and other stakeholders/partners in monitoring and evaluating the performance against agreed NSP goals, objectives and targets as well as GoU commitments to the CAADP and MDG1 goals 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 large number of diverse stakeholders, programmes, and interventions involved in the implementation of the NSS at national and sub-national levels and this requires a harmonized M&E approach that can ensure that not only similar data are collected on the same indicators and parameters and processed and analysed in a systematic and coordinated manner, but also reporting is streamlined in order to reduce on duplication of efforts, fatigue in reporting and publication of conflicting information. This results framework is prepared to address this. The purpose of M&E in the implementation of NSS is to facilitate the use of timely, relevant and comprehensive information for supporting coordination and policy, strategic and programme related 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 Page | 74 increased access, utilization and learning from monitoring and evaluation data and information for coordination and policy, strategic and programmatic decision making. Page | 75 7. STRATEGY COST The total budget for the proposed five-year strategy is Uganda Shillings 82 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 on July 1, 2015 and close on June 30, 2020. 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 transform Uganda’s agricultural sector from subsistence to commercial. Table 8.1 summarises the additional funding required to implement the strategy on the top of already existing budget and resources for the implementing state bodies Page | 76 Table 8.1: Summary of cost by year and component (000 UGX) STRATEGY COMPONENT TOTAL 5 Years (000) UGX Total Year 1 (000) UGX Total Year 2 (000) UGX Total Year 3 (000) UGX Total year 4 (000) UGX Total Year 5 (000)UGX COMPONENT 1: RESEARCH AND DEVELOPMENT 24,020,560 10,867,560 4,112,400 3,379,800 2,859,800 2,801,000 COMPONENT 2: CONSERVATION OF PLANT GENETIC RESOURCES 2,349,040 221,600 634,480 577,220 662,620 253,120 COMPONENT 3: SEED PRODUCTION AND CONDITIONNIG 36,730,900 16,013,900 10,495,500 8,500,500 860,500 860,500 COMPONENT 4: SEED DISTRIBUTION AND MARKETING 11,319,560 2,719,560 2,600,000 2,000,000 2,000,000 2,000,000 COMPONENT 5: SEED QUALITY CONTROL 7,046,520 1,344,720 2,194,440 2,124,560 1,089,400 293,400 COMPONENT 6 SEED SCIENCE AND KNOWLEDGE 539,200 186,400 176,400 176,400 0 0 MONITORING AND EVALUATION (3%of the total activity budget) Lump sum 2,460,173 TOTAL 82,005,780 31,353,740 20,213,220 16,758,480 7,472,320 6,208,020 Page | 77 ANNEX 1: COMPONENT RESULTS FRAMEWORKS NATIONAL SEED POLICY COMPONENT 1: RESEARCH AND DEVELOPMENT (R&D) NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Objective 1.1: To generate new commercial and food security varieties. Strategy 1.1.1: Supporting and promoting development and use of new varieties for production and marketing of improved varieties and quality seed Number of new varieties developed Variety BLS Annually NARO reports NARO Data disaggregated by crop Number of new developed varieties released and registered in the National List Variety 175 Annually National Variety List NSCS Number of registered new varieties in use Variety ? Annually NSCS SQCC data (USSIMS) N SCS Amount of national funds allocated to plant breeding UGX BLS Annually MAAIF reports MAAIF Strategy 1.1.2: Providing for Plant Breeders Rights as provided for under the Plant Variety Protection Law Number of Varieties protected for PBR Variety 0 Annually PVPO Registrar of PVPO Data disaggregated by crop Strategy 1.1.3: Supporting private companies to develop their own varieties Number of private companies supported by NARO to develop own varieties Company 0 Annually NARO reports NARO Data disaggregated by crop Strategy 1.1.4: Monitoring of variety maintenance by NSCS Number of control plots Control plot 0 Seasonally NSCS control plots report NSCS Data disaggregated by crop Strategy 1.1.5: Supporting the development of food security crop varieties through public breeding programmes Number of food security crop varieties developed through public breeding programs Variety BLS Annually NARO reports NARO Data disaggregated by crop Number of environmentally friendly (climate smart) plant genetic resources developed Plant genetic resources BLS Annually NARO Reports NARO Strategy 1.1.6: Strengthening modalities for coordination of public and private research and extension service providers for effective transfer and dissemination of seed related technologies Page | 78 NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Number and type of seed related technologies effectively transferred and disseminated through public and private research and extension service Technolog y BLS Annually AEATREC Reports SSES Strategy 1.1.7: Reviewing variety evaluation, release and registration processes to promote regional harmonisation and effective release and popularisation of new varieties Number of new varieties released under regionally harmonized procedures and effectively popularized through regional processes Variety 0 Annually NSB audit NSCS Strategy 1.1.8: Promoting QDS producers’ access to basic seed for crops and varieties to be subsequently multiplied for seed production Number of QDS producers with sufficient quantities of basic seed for crops and varieties QDS producer 0 Annually NSCS SQCC data NSCS Strategy 1.1.9: Supporting Ugandan breeders to source genetic materials from international breeding institutes and /or from other countries Number of Ugandan breeders that have acquired genetic materials from international breeding sources Ugandan breeder BLS Annually NARO reports PGRC Strategy 1.1.10: Enhancing the cooperation with international crop development centres including the Consultative Group for International Agricultural Research (CGIAR to access new varieties Number of new varieties acquired through cooperation with international crop development centres Variety BLS Annually NARO reports PGRC Strategy 1.1.11: Developing a system, which enables different rights on public varieties through exclusive rights, shared rights, or any other inclusive system that is deemed most beneficial to increase the adoption rates of new varieties by farmers? Number of seed merchants with different rights on public varieties to increase the adoption rates of new varieties by farmers. Seed merchant BLS Annually NARO reports NARO Page | 79 NATIONAL SEED POLICY COMPONENT 2: CONSERVATION OF PLANT GENETIC RESOURCES NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Objective 2.1: To sustainably utilise and protect Uganda’s national plant genetic resources from destruction by natural and human activities and unauthorised access. Strategy 2.1.1: Providing for exchange of germplasm for crop research and development purposes, while avoiding introduction of seed borne pests and diseases and undesirable plant genes that could affect agricultural production and productivity; Number of acquired germplasm that are free from seed borne pests and diseases and undesirable plant genes that could affect agricultural production and productivity; Germplas m accession BLS Annually NARO reports NPPO reports NPPO Strategy 2.1.2: Ensuring that the National Agricultural Research System (NARS) maintains stocks necessary for the conservation of introduced and local plant genetic material and improved varieties to provide for seed security and to mitigate against natural disasters Number of stocks of introduced and local plant genetic material and improved varieties maintained by NARS for conservation, seed security and to mitigate against natural disasters Stock BLS Annually NARO reports NARO Strategy 2.1.3: 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. Number of high food security value crop varieties conserved by community groups Variety BLS Annually NARO and PGRC reports and NSCS SQCC data NSCS Data disaggregated by crop Objective 2.2: To promote the conservation of local varieties, indigenous knowledge, and practices through community genetic resource management. Strategy 2.2.1: Supporting the development of community seed banks; Number of functional community seed banks Communit y seed bank BLS Annually NARO ZARDIS Data disaggregated by crop and agro-ecological zone Strategy 2.2.2: Supporting the mapping and creation of variety registers within communities and at national level; Number of up to date variety registers at: a) community level Register of varieties BLS Annually PGRC reports PGRC Data disaggregated by agro ecological zones b) national level National List of N Page | 80 NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 traditional varieties Strategy 2.2.3: Promoting the protection and preservation of indigenous knowledge of local varieties and effectively protecting the intellectual property rights of local communities on traditional varieties and traditional breeding under a new legal framework; Number of local varieties protected and preserved through intellectual property rights Variety 0 Annually PVPO Registrar PVPO Data disaggregated by crop Strategy 2.2.4: Supporting promotion of crop diversity through custodian farmers; Number of custodian farmers Custodian farmer BLS Annually PGRC NSCS National List PGRC ZARDIs NSCS Data disaggregated by agro ecological zones Strategy 2.2.5: Creating awareness on conservation varieties. Percent of farmers aware of the need for conservation of varieties % farmer At evaluation NSB survey NSCS and consultant Data disaggregated by agro ecological zones Page | 81 NATIONAL SEED POLICY COMPONENT 3: SEED PRODUCTION AND CONDITIONING NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Objective 3.1: To multiply and market high quality seed under the formal seed system. Strategy 3.1.1: Ensuring enforcement of all regulations regarding seed production, storage processing, chemical applications and residues on the Ugandan market to create an international reputation for the country as a good source of seed. Number of regulations regarding seed production, storage processing, chemical applications and residues on the Ugandan market that are enforced Regulatio n BLS Annually NSB audit NSCS NPPO Strategy 3.1.2: Building and strengthening existing seed certification system and quality control for seed production, conditioning, and testing for locally produced and imported seed. Effective seed certification system and quality control in place for seed production, conditioning, and testing for locally produced and imported seed. Y/N N Annually NSCS database NSCS Number and type of locally produced and imported seed that are produced, conditioned and tested through the NSCS MT 6,400 (Certifie d Maize hybrid) Annually NSCS database NSCS Disaggregated by crop, class , origin and total Objective3. 2: To increase the availability of and access to quality seed of preferred varieties to complement those produced under the formal seed system. Strategy 3.2.1: Promoting and building capacity of farmers, community groups and local seed businesses to produce and market quality seed with the focus on crops and varieties that have a high food security value; Amount of quality seed with high food security value that are produced and marketed by farmers, community groups and local seed businesses MT BLS Annually NARO for varieties NSCS informal system data NSCS NARO Disaggregated by crop and total Number of new improved environmentally friendly (climate smart) varieties produced Variety BLS Annually NSCS database NSCS Strategy 3.2.2: Providing for Quality Declared Seed class QDS class certified in Uganda Y/N N Annually NSCS database NSCS QDS produced MT 0 Seasonall y NSCS database NSCS Disagregation by crop and producer Strategy 3.2.3: Supporting and strengthening linkages between seed research and plant breeding programs and farmer groups producing and marketing food security crops; Page | 82 NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Number of seed research and plant breeding programs linked with farmer groups producing and marketing food security crops; Programm e BLS Annually NARO reports NARIs Strategy 3.2.4: Promoting participatory research and variety improvement to increase productivity and market development of farmer preferred varieties Number of farmer preferred varieties produced and marketed through participatory research and variety improvement Variety BLS Annually NSCS database NSCS Strategy 3.2.5: Providing for emergency seed supplies in case of localised or national calamities to ensure continued availability of good quality seeds Amount of seed adequately stored for emergency in case of localized or national calamities to ensure continued availability of good quality seed MT BLS Annually MODP data MODP Data disaggregated by crop and district Strategy 3.2.6: Promoting awareness on the different seed classes in Uganda via tools that effectively reach all actors in the informal seed system including women Percent of actors in the informal seed system that are aware of the different seed classes in Uganda % actor BLS At evaluation NSB Survey NSCS and External Consultant Data disaggregated by stakeholder group Objective 3.3: To enhance the production of quality seed within the informal system. Strategy 3.3.1: Promoting participatory breeding and plant variety selection; Number and type of seed varieties bred and selected through participatory processes Variety 0 Annually NARO reports NARIs Data disaggregated by crop Strategy 3.3.2: Promoting the development and use of locally adapted indigenous varieties, to provide for national food and nutrition security Percent of farmers using locally adapted indigenous varieties to provide for national food and nutrition security; % farmer BLS At evaluation NSCS NSCS and External Consultant Data disaggregated by crop Strategy 3.3.3: Promoting local seed selection and preservation methodologies Number of local seed selection and preservation methodologies in use methodolo gy BLS Annually PGRC and NARO reports PGRC and ZARDIs Data disaggregated by crop Strategy 3.3.4: Promoting the introduction of improved affordable and gender friendly technologies to support seed multiplication and post-harvest handling Number of improved affordable and gender Technolog BLS Annually AEATREC ZARDIs Page | 83 NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 friendly technologies in use to support seed multiplication and post-harvest handling; y reports SSES Strategy 3.3.5: Facilitating youth, women and other vulnerable groups to strategically intervene in enhancing availability of quality seed. Per cent of youth strategically intervening in enhancing availability of quality seed. % youth At evaluation NSB Survey NSCS and External Consultant Percent of women strategically intervening in enhancing availability of quality seed. % women At evaluation NSB Survey NSCS and External Consultant Percent of other vulnerable groups strategically intervening in enhancing availability of quality seed. % group At evaluation NSB Survey NSCS and External Consultant Page | 84 NATIONAL SEED POLICY COMPONENT 4: SEED DISTRIBUTION AND MARKETING NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Objective 4.1: To increase the uptake of certified and QDS seed by farmers Strategy 4.1.1: Encouraging seed companies to market seed in appropriate and affordable packages to promote the use of certified seed by all farmers Number of seed companies marketing seed in appropriate and affordable packages to promote the use of certified seed by all farmers; Seed company BLS Quarterly NSCS database NSCS Strategy 4.1.2: Strengthening extension services to promote the use of quality seed Number of seed producers engaged in extension services Seed producers BLS Annually USTA survey USTA Strategy 4.1.3: Supporting seed marketing outlets in remote areas by encouraging establishment of network of seed stockists Number of seed stockists operating in remote areas Seed stockists BLS Annually USTA survey USTA Strategy 4.1.4: Supporting farmers’ adoption and use of seed of improved varieties and guiding the transformation to increased use of these varieties with the ultimate end of adopting certified seed; Percent of farmers that adopted and are using improved varieties % farmer BLS At evaluation NSCS NSCS and External Consultant Data disaggregated by crop Percent of farmers that adopted and are using certified seeds % farmer BLS At evaluation NSCS NSCS and External Consultant Data disaggregated by crop Strategy 4.1.5: Supporting non-market seed distribution mechanisms for informal seed system including emphasis on networks for seed distribution Number of seed dealers Seed dealers BLS Annually NSCS database NSCS Data disaggregated by district and agro ecological zone Number and type of seeds distributed through non-market mechanisms MT BLS Annually NSCS database NSCS Data disaggregated by crop Strategy 4.1.6: Strengthening modalities for coordination of public and private seed extension services and other support services to the seed value chains; Seed merchants receiving extension and other support services Seed merchants BLS Annually USTA survey USTA Page | 85 NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibil ity for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Strategy 4.1.7: Ensuring that relief seed supplies are sourced from registered seed producers only and that they are of known quality. Amount of relief seed supplies that are sourced from registered seed producers only and they are of known quality. MT Quarterly MODP reports MODP Data disaggregated by crop Objective 4. 2: To enhance Uganda’s competitiveness in regional and international seed trade Strategy 4.2.1: Enhancing the capacity of National Plant Protection Organization (NPPO) to issue reputable plant health certificates; Number of reputable plant health certificates issued by NPPO Certificate BLS Annually NPPO database NPPO Strategy 4.2.2: Reducing processing time including providing one-stop service centres for issuance of export and import documentation and control or provision of online system for expediting the issuance of SPS certificates; Average time taken to process and issue SPS certificates day BLS Annually NSCS database NPPO Strategy 4.2.3: Providing for harmonization of national regulations with regional and international conventions and protocols on seed production, certification and trade, including inter-agency seed certification, use of standard protocols on variety protection, common quarantine-pest list, variety catalogue, import/export documents Number of national regulations harmonized with regional and conventions and protocols on seed production, certification and trade Regulatio n BLS Annually NSB audit NSCS Strategy 4.2.4: Enhancing capacity in terms of personnel and provide for minimum facilities at high risk entry points (laboratories, visual inspection kits, refrigerators); Number of high risk entry points operating with minimum facilities and personnel NPPO BLS Annually NSCS database NPPO Strategy 4.2.5: Promoting awareness on regionally harmonized seed standards. Percent of seed dealers aware of regionally harmonized seed standards % Seed dealers BLS At evaluation NSB survey NSCS and external consultant Page | 86 National Seed Policy Component 5: Seed Quality Control NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibilit y for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Objective 5. 1: To ensure quality control along the formal seed value chain. Strategy 5.1.1: Strengthening and enforcing existing seed certification (quality control, seed testing, labelling, etc.) for locally produced and imported seed; Number of locally produced certified seed MT 6,400 Annually NSCS database NSCS Data disaggregated by crop Number of imported seed with OECD and ISTA certificates. MT BLS Annually NSCS database NSCS Strategy 5.1.2: Training and supporting staff of seed companies to undertake internal quality control; Number of seed companies seed company staff trained for internal quality control Person BLS Annually USTA data USTA Strategy 5.1.3: Establishing public/private partnership for seed quality control Number of seed companies in public/private partnership with government for seed quality control Seed company 0 Annually NSCS database NSCS Strategy 5.1.4: Establishing procedures of accreditation for field inspection, sampling, testing and labelling; Number of functional NSCS accredited entities field inspection, Entity 0 Annually NSCS database NSCS Data disaggregated by crop group Number of functional NSCS accredited entities for seed testing and sampling Entity 0 Annually NSCS database NSCS Number of functional NSCS accredited entities for labelling Entity 0 Annually NSCS database NSCS Strategy 5.1.5: Strengthening the quality management systems of seed companies and national seed laboratories; Number of seed laboratories with ISTA quality management system Seed testing laboratory 1 Annually NSCS database NSCS Number of seed companies with quality management system Seed companies BLS Annually USTA data USTA Strategy 5.1.6: Encouraging all registered seed companies and other seed merchants to join seed associations for purposes of self-regulation to ensure seed quality; Number of registered seed associations Seed associatio n 1 Annually NSCS database NSCS Number of registered seed companies and other Seed BLS Annually USTA/NSCS USTA/NSCS Page | 87 NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibilit y for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Seed merchants operating under seed associations for purposes of self-regulation to ensure seed quality; merchant Strategy 5.1.7: Supervising and monitoring of the accredited entities by NSCS; Number of accreditation audits performed by NSCS Entity 0 Annually NSCS database NSCS Strategy 5.1.8: Develop modalities for seed certification of horticultural crops, industrial crops, forestry and other plant species which have no variety maintenance Number of seed certified for horticultural crops, industrial crops, forestry and other plant species, which have no variety maintenance. MT 0 Annually NSCS database NSCS Disaggregate data by crop group Strategy 5.1.9: Setting standards for appropriate packaging materials for various crops in conformity with national and international standards Number and types of crops with standards for appropriate packaging materials that are in conformity with national and international standards Crop 0 Annually NSCS database NSCS Strategy 5.1.10: Establishing a Seed Sector Integrated Information Management System (SSIIMS) and web portal at NSCS to capture and share critical information relating to the seed sector for transparency and accountability. A functional Seed Sector Integrated Information Management System (SSIIMS) and web portal exists at NSCS Y/N N In year 2 NSCS reports NSCS All seed regulated information available on line Y/N N Annually USSIMS NSCS Number of times site is visited monthly by public for information Visit 0 Daily USSIMS NSCS Objective 5. 2: To ensure quality control along the value chain for Quality Declared Seed. Strategy 5.2.1: Providing for listing of traditional and participatory breeding varieties Number and type of traditional and participatory breeding varieties listed Variety 0 Annually NSCS database NSCS Strategy 5.2.2: Registering community seed producers by NSCS through local authorities Number of community seed producers registered by NSCS through local authorities; Seed merchant 0 Annually NSCS database DAOs Strategy 5.2.3: Supervising and technical backstopping to community seed producers and support to the development of internal seed quality control mechanisms for seed producers Page | 88 NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibilit y for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Number of community seed producers backstopped and supported to develop internal seed quality control mechanisms; Communit y seed producers BLS Quarterly NARO reports ZARDIs Strategy 5.2.4: Establishing seed traceability system for Quality Declared Seed Regulations for Quality Declared Seed Y/N N Annually Seed regulations NSCS Strategy 5.2.5: Establishing a delegated and decentralised system at zonal and/or district level for seed inspection for Quality Declared Seed. Number of functional zonal centres and/or districts operating delegated and decentralized system for seed inspection for Quality Declared Seed. Zonal centres 0 Annually NSCS database NARO Page | 89 National Seed Policy Component 6: Seed Science and Knowledge NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibility for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Objective 6.1: Develop human resource for the seed sector development. Strategy 6.1.1: Supporting tertiary institutions to introduce and develop seed science based knowledge for building skills and human capacities; Number of tertiary institutions participating in building skills and human resources in seed science and knowledge Tertiary institution 1 Annually MAAIF /AGRA Reports MAAIF Number of diploma and degree graduates of agricultural science trained in seed science Graduate BLS Annually MAAIF reports MAAIF/DLG Number of graduates of seed science from participating tertiary institutions Graduate BLS Annually MAAIF /AGRA Reports MAAIF Data disaggregated by degree type Percent of graduates of seed science from participating tertiary institutions that are retained at NARO Graduate BLS Annually MAAIF /NARO Reports MAAIF/NARO Percent of graduates of seed science from participating tertiary institutions that are retained at Seed Companies Graduate BLS Annually USTA survey USTA Percent of graduates of seed science from participating tertiary institutions that are retained at CSO Graduate BLS Annually NSB survey NARO-CSO Strategy 6.1.2: Supporting the development of seed science centres at public universities for seed research, training and accreditation purposes; Number of public universities with functional centres for seed research, training and accreditation University 1 Annually Public Universities offer NSSWG Strategy 6.1.3: Providing technical and financial assistance, human capacity development to seed institutions along the seed value chain; Number of seed institutions along the seed value chain with adequate financial and human capacity Institution BLS Annually NSB survey NSSWG Strategy 6.1.4: Training and authorising staff of seed companies to undertake quality assurance and certification Number of seed companies undertaking quality assurance and certification Seed companies 0 Annually NSCS database NSCS Objective 6.2: To enhance participation by men, women and youth in seed marketing for Quality Declared Seed. Page | 90 NSP Objectives and Strategies Outcome Indicators Unit of measure Baseline Cumulative target value Frequency of data collection Data sources/ methodology Responsibility for data collection Remarks Year 1 Year 2 Year 3 Year 4 Year 5 Strategy 6.2.1: Promoting inclusiveness in benefit sharing and marketing through the household approach of gender equity; Percent of households where women and youth derive equal benefit from sharing of household income % household At evaluation NSB survey NSCS and consultant Strategy 6.2.2: Promoting agricultural extension in agri-business skills and enterprise development for seed business and ensuring women and youth derive equal benefits from this service provision Percent of households engaged in seed business % household At evaluation NSB survey NSCS and consultant Percent of women with agribusiness skills % women At evaluation NSB survey NSCS and consultant Percent of youth with agribusiness skills % youth At evaluation NSB survey NSCS and consultant Strategy 6.2.3: Promoting adult literacy and seed business skills training to enhance women participation in seed business. Percent of women participating in seed businesses % women At evaluation NSB survey NSCS and consultant Percent of youth participating in seed businesses % youth At evaluation NSB survey NSCS and consultant Page | 91 ANNEX 2: DETAILED COSTING (000 UGX) ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX COMPONENT 1: RESEARCH AND DEVELOPMENT Objective 1.1: To generate new commercial and food security varieties Strategy 1.1.1 - Supporting and promoting development and use of new varieties for production and marketing of improved varieties and quality seed; 1.1.1.a Strengthen the link between farmers and NARO through increased involvement of NARO in dissemination of its own technology. 1.1.1.a.1 - Farmers visit NARO adaptability trials. 2 annual Visits per NARI and ZARDI 240,000 48,000 48,000 48,000 48,000 48,000 1.1.1.a.2 - Support ZARDIs to establish PVS fields 50 PVS field at LSB per year 0 0 0 0 0 1.1.1.a.3 Establish an effective communication strategy to reach all farmers Communication strategy in place 1,960 1,960 0 0 0 0 1.1.1.a.4 Institutionalize a framework of cooperation between NGOs and–Researchers through MOUs to promote the uptake of new varieties of crops in specific areas through the extension service) 10 MOUs 0 0 0 0 0 0 1.1.1.a.5 - Provide information on new varieties to all actors provided for in 5.1.10.A 1.1.1.b Increase the of demonstration fields set up by Seed Companies. 10 per company 600,000 120,000 120,000 120,000 120,000 120,000 1.1.1.c - Organise biannual Regional Agricultural Trade Fairs. 2 per Agro ecological Zone 1,400,000 0 350,000 350,000 350,000 350,000 Page | 92 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 1.1.1.d Incorporate a budget for dissemination in every NARO project as a policy and practice. 1 policy adopted 0 0 0 0 0 0 1.1.1.e Provide human and material support for NARO plant breeding at NARIs 1.1.1.e.1 Enhance human resource to reach a minimum of 1 breeder per crop 1 breeder per each for 15 crops 9,000,000 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 1.1.1.e.2 Incorporate plant pathologists and Soils Scientists in breeding teams 2 persons at each NARI 1,080,000 216,000 216,000 216,000 216,000 216,000 1.1.1.e.3 - provide 1 vehicle (pick up) per breeding programme 1 per program 1,400,000 1,400,000 0 0 0 0 1.1.1.e.4 Provide equipment and consumables for laboratory, plant pathology and food science 1 per NARI 5,250,000 5,250,000 0 0 0 0 1.1.1.e.5 Hire laboratory analysts for plant health and food science 2 per NARI 720,000 144,000 144,000 144,000 144,000 144,000 1.1.1.e.6 - Construct screen houses 1 per NARI and ZARDI 1,008,000 1,008,000 0 0 0 0 1.1.1.e.7 - Establish weather stations at NAROS Centres 1 per NARO Centre and satellite 72,800 37,800 35,000 0 0 0 Sub-total strategy 1.1.1 20,772,760 10,025,760 2,713,000 2,678,000 2,678,000 2,678,000 Strategy 1.1.2 - Providing for Plant Breeders Rights as provided for under the Plant Variety Protection Law; 1.1.2.a Support plant Breeders Association to address issues of implementing PBR rights as provided under the PVP Act. 1 month consultancy per year 235,200 58,800 58,800 58,800 58,800 0 1.1.2.b - Operationalize PVP Act 1.1.2.b.1 - Set up institutions under PVP Act Set institutions 0 0 0 0 0 0 1.1.2.b.2 - Develop PVP regulations and develop procedures 2 months consultancy in year 2 117,600 0 117,600 0 0 0 1.1.2.c Sign a MOU between PBA and NARO to monitor the implementation of PVP Act on a regional basis. 1 MOU 0 0 0 0 0 0 Sub-total strategy 1.1.2 352,800 58,800 176,400 58,800 58,800 0 Page | 93 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX Strategy 1.1.3 - Supporting private companies to develop their own varieties; 1.1.3.a Government to concentrate on orphaned crops and start supporting the entry of private breeding in maize and other commercially profitable crops 1.1.3.a.1 NARO providing segregating materials of maize to private companies Companies receiving materials 0 0 0 0 0 0 1.1.3.a.2 Authorize NARO to charge and retain royalty per kilo of Basic seed sold under exclusivity rights NARO collects royalties 0 0 0 0 0 0 Sub-total strategy 1.1.3 0 0 0 0 0 0 Strategy 1.1.4 - Monitoring of variety maintenance by NSCS 1.1.4.a Provide NSCS with land, human resources and other materials to establish post-control plots Under component 5 1.1.4.b - Repair cold chamber at NSCS Under Component 5 Sub-total strategy 1.1.4 0 0 0 0 0 0 Strategy 1.1.5 - Supporting the development of food security crop varieties through public breeding programmes 1.1.5 a MAAIF and NARO to establish list of 10 priority crops (ALL FOOD SECURITY CROPS and review the list annually 10 crops identified 0 0 0 0 0 0 Sub-total strategy 1.1.5 0 0 0 0 0 0 Strategy 1.1.6 -Strengthening modalities for coordination of public and private research and extension service providers for effective transfer and dissemination of seed related technologies; 1.1.6.a 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) 200,000 40,000 40,000 40,000 40,000 40,000 1.1.6.b Establish a Resource Centre at every NARI, ZARDI and Satellite Stations, (55) for dissemination of agricultural knowledge to facilitate farmers access to extension materials 55 Technology parks 1,100,000 300,000 800,000 0 0 0 Page | 94 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 1.1.6.c Facilitate Multi stakeholders platforms for food crop seed Annual meeting 100,000 20,000 20,000 20,000 20,000 20,000 Sub-total strategy 1.1.6 1,400,000 360,000 860,000 60,000 60,000 60,000 Strategy 1.1.7 -Reviewing variety evaluation, release and registration processes to promote regional harmonization and effective release and popularization of new varieties 1.1.7.a - Review Release and Registration procedures 1 review in first year 0 0 0 0 0 0 1.1.7.b - Approve procedures for variety release Approve in first year 0 0 0 0 0 0 Sub-total strategy 1.1.7 0 0 0 0 0 0 Strategy 1.1.8 -Promoting QDS producers’ access to basic seed for crops and varieties to be subsequently multiplied for seed production 1.1.8.a - Decentralize basic seed production to the ZARDIs ZARDIs producing basic seed 0 0 0 0 0 0 1.1.8.b Support LSB, farmers organizations and farmer groups in seed production planning (request seed 6 months in advance) LSB, Farmers Organizations and Farmers Groups with annual seed production plans 900,000 360,000 300,000 240,000 0 0 Sub-total strategy 1.1.8 900,000 360,000 300,000 240,000 0 0 Strategy 1.1.9 -Supporting Ugandan breeders to source genetic materials from international breeding institutes and /or from other countries 1.1.9.a Document entry of genetic materials from international breeding institutes and /or from other countries to monitor possible constraints Documenting system 0 0 0 0 0 0 Sub-total strategy 1.1.9 0 0 0 0 0 0 Strategy 1.1.10 -Enhancing the cooperation with international crop development centres including the Consultative Group for International Agricultural Research (CGIAR to access new varieties 1.1.10.a Facilitate scientist to participate in annual international crop development fora. 5 scientist attending international fora 315,000 63,000 63,000 63,000 63,000 63,000 1.1.10.b Organize one international development forum in Uganda during the 3rd year of NSS implementation 1 International development forum 280,000 0 0 280,000 0 0 Sub-total strategy 1.1.10 595,000 63,000 63,000 343,000 63,000 63,000 Page | 95 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX Strategy 1.1.11 -Developing a system which enables different rights on public varieties through exclusive rights, shared rights or any other inclusive system that is deemed most beneficial to increase the adoption rates of new varieties by farmers 1.1.11.a Introduce limitations to exclusive licensing in case of national interest NARO adopts "limitation clause" in licensing agreement 0 0 0 0 0 0 1.1.11.b In addition to maize, expand to 12 the number of crops covered by the agreement (COMESA crops). Crops with agreements 0 0 0 0 0 0 1.1.11.c Ensure agreement on exclusivity includes compensation (one time or milestone payments) NARO adopts "compensation clause" in licensing agreement 0 0 0 0 0 0 Sub-total strategy 1.1.11 0 0 0 0 0 0 TOTAL COMPONENT 1 24,020,560 10,867,560 4,112,400 3,379,800 2,859,800 2,801,000 COMPONENT 2: CONSERVATION OF PLANT GENETIC RESOURCES Objective 2.1: To sustainably utilize and protect Uganda’s national plant genetic resources from destruction by natural and human activities and unauthorized access. Strategy 2.1.1 -Providing for exchange of germplasm for crop research and development purposes, while avoiding introduction of seed borne pests and diseases and undesirable plant genes that could affect agricultural production and productivity 2.1.1.a Enact PGR Bill Following National PGR policy and strategy, provided for under 2.1.1.a 2.1.1.a.1 Support the drafting of the PGRFA Bill 1 Stakeholder Workshop 20,000 20,000 0 0 0 0 2.1.1.a.2 Send Bill to Parliament for enactment Bill becomes an Act 0 0 0 0 0 2.1.1.b Establish clear rules for the import and handling of GMO seed samples. Approved procedures in place 0 0 0 0 0 0 2.1.1.c -Review SMTA procedures on genetic resources. Approved procedures in place 0 0 0 0 0 0 Sub-total strategy 2.1.1 20,000 20,000 0 0 0 0 Page | 96 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX Strategy 2.1.2 -Ensuring that the National Agricultural Research System (NARS) maintains stocks necessary for the conservation of introduced and local plant genetic material and improved varieties to provide for seed security and to mitigate against natural disasters 2.1.2.a Formulate National Policy and Strategy for Plant Genetic Resources National Policy and Strategy for PGR in place 0 0 0 0 0 0 2.1.2.b Provide storage with solar cooling to PGRC and NARIs. 4 Solar cooling Storage 44,800 44,800 0 0 0 0 2.1.2.c Make it mandatory for breeders to send samples of their germplasm collections to the PGRC for long conservation Approved procedures in place 0 0 0 0 0 0 Sub-total strategy 2.1.2 44,800 44,800 0 0 0 0 Strategy 2.1.3 -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 2.1.3.a Link LSBs, Farmers Organization and Farmers groups including for youth and women to Genetic Resources Centre provided for in 2.2.1.a 2.1.3.b Link conservation to seed business and target high food security value crops 50 LSB and 14 CGB selling conservation seed 81,200 16,800 16,800 16,800 16,800 14,000 2.1.3.c Undertake specialized training of farmers on-farm conservation aspects 14 gene banks custodian farmers trained 241,080 0 23,520 52,920 82,320 82,320 2.1.3.d - Organize diversity fairs 1 Fair per agro ecological zone 54,880 0 15,680 19,600 19,600 2.1.3.e - Facilitate farmer exchange/ cross-site visits 1 annual cross -site visits per gene bank 57,400 0 5,600 12,600 19,600 19,600 2.1.3.f - Carry out training in participatory monitoring 14 Community gene banks annually monitored by the communities 45,920 0 4,480 10,080 15,680 15,680 2.1.3.g Undertake field trials and establish demonstration fields for conservation varieties 1 per gene bank per year 114,800 0 11,200 25,200 39,200 39,200 Sub-total strategy 2.1.3 595,280 16,800 77,280 137,200 193,200 170,800 Page | 97 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX Objective 2.2 : To promote the conservation of local varieties, indigenous knowledge, and practices through community genetic resource management.. Strategy 2.2.1 -Supporting the development of community seed banks 2.2.1.a Establish a network of community seed banks under the coordination and technical support of PGRC. Community Gene Banks at LSB at least 1 per agro ecological zone 2.2.1.a.1 - Hold sensitization meetings 14 Communities and district field staff aware of importance of conservation 82,320 0 23,520 29,400 29,400 0 2.2.1.a.2 - Facilitate community- scientist negotiations 14 Communities supporting in situ conservation of national genetic heritage 54,880 0 15,680 19,600 19,600 0 2.2.1.a.3 - Construct CGB facility 14 CGBs facilities built 274,400 0 78,400 98,000 98,000 0 2.2.1.a.4 - Establish CGB management structures 14 CGBs management structures operational 109,760 0 31,360 39,200 39,200 0 2.2.1.a.5 - Set up seed production and distribution mechanisms 14 CGBs with working seed production and distribution 141,120 0 40,320 50,400 50,400 0 Sub-total strategy 2.2.1 662,480 0 189,280 236,600 236,600 0 Strategy 2.2.2 -Supporting the mapping and creation of variety registers a) within communities and 2.2.2.a Establishing Biodiversity registers at CGB 2.2.2.a.1 - Conduct sensitization meetings 14 Communities aware of importance of registration of traditional varieties 82,320 0 23,520 29,400 29,400 0 2.2.2.a.2 Undertake capacity building and development of community Biodiversity registers 14 community registers in place 113,680 0 32,480 40,600 40,600 0 2.2.2.a.3 Carry out training in participatory monitoring of Biodiversity Registers 14 community Biodiversity registers yearly up to date 241,080 0 23,520 52,920 82,320 82,320 b) at national level Page | 98 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 2.2.2.b Develop procedures for the registration of traditional varieties. Procedures approved by NSB 0 0 0 0 0 0 2.2.2.c - Undertake sensitization workshops Stakeholder aware of traditional varieties registration 140,000 0 140,000 0 0 0 Sub-total strategy 2.2.2 577,080 0 219,520 122,920 152,320 82,320 Strategy 2.2.3 -Promoting the protection and preservation of indigenous knowledge of local varieties and effectively protecting the intellectual property rights of local communities on traditional varieties and traditional breeding under a new legal framework 2.2.3.a Recognize local communities’ rights and establish royalties on the use of indigenous varieties for breeding purposes. 2.2.3.a.1 Draft Traditional Varieties Protection Bill 1 Stakeholder Workshop 84,000 0 84,000 0 0 0 2.2.3.a.2 Send Bill to Parliament Bill in Parliament 0 0 0 0 0 0 2.2.3.a.3 Enact Traditional Varieties Protection law Bill enacted by parliament and Assented to by the President 0 0 0 0 0 0 Sub-total strategy 2.2.3 84,000 0 84,000 0 0 0 Strategy 2.2.4-Supporting promotion of crop diversity through custodian farmers; 2.2.4.a - Identify custodians of CGB Custodians identified in 14 CGB (5 crops per CGB) 56,840 0 16,240 20,300 20,300 0 2.2.4.b - Establish partnerships with farmers Partnership with farmers established in 14 CGB(5 each) 56,840 0 16,240 20,300 20,300 0 2.2.4.c - Build Capacity of farmers as a mean motivation System of partnership motivation in place 111,720 0 31,920 39,900 39,900 0 Sub-total strategy 2.2.4 225,400 0 64,400 80,500 80,500 0 Strategy 2.2.5 - Creating awareness on conservation varieties. 2.2.5.a - Carry out sensitization at National level Page | 99 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 2.2.5.a.1 Gazette a Day of National Heritage on traditional crop varieties Organizing Committee established, day gazetted 140,000 140,000 0 0 0 0 Sub-total strategy 2.2.5 140,000 140,000 0 0 0 0 TOTAL COMPONENT 2 2,349,040 221,600 634,480 577,220 662,620 253,120 COMPONENT 3: SEED PRODUCTION AND CONDITIONING Objective 3.1: To multiply and market high quality seed under the formal seed system. Strategy 3.1.1 -Ensuring enforcement of all regulations regarding seed production, storage processing, chemical applications and residues on the Ugandan market to create an international reputation for the country as a good source of seed; and 3.1.1.a - Review the legal framework to increase fines Fines increased in legal framework 0 0 0 0 0 0 3.1.1.b Involve police in fight against seed adulteration in public markets 44 District police trained 880,000 0 220,000 220,000 220,000 220,000 Sub-total strategy 3.1.1 880,000 0 220,000 220,000 220,000 220,000 Strategy 3.1.2 -Building and strengthening existing seed certification system and quality control for seed production, conditioning, and testing for locally produced and imported seed 3.1.2.a Repair laboratory infrastructure, internet connectivity and electricity backup generator at NSCS NSCS Headquarters at Kawanda 3.1.2.a.1 - Establish internet connectivity internet connectivity provided 56,000 56,000 0 0 0 0 3.1.2.a.2 - Provide electrical backup generator. 1 set of equipment provided 280,000 280,000 0 0 0 0 3.1.2.b -Agricultural facilities for DUS and control plots Page | 100 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 3.1.2.b.1 - Establish a mini-irrigation facility for 2Ha Mini-irrigation facility for 2Ha procured and established 224,000 224,000 0 0 0 0 3.1.2.b.2 - Construct a standard screen house. Standard screen house procured and constructed 84,000 84,000 0 0 0 0 3.1.2.b.3 - Provide a tractor and accessories Tractor and accessories procured 210,000 210,000 0 0 0 0 3.1.2.b.4 - Provide consumables for field work, fertilizers,… Consumables for field work, fertilizers etc. procured 70,000 14,000 14,000 14,000 14,000 14,000 3.1.2.c - IT equipment and data processing unit 3.1.2.c.1 - Provide 7 laptops for inspectors 7 laptops for inspectors procured 15,680 15,680 0 0 0 0 3.1.2.c.2 - Provide 8 desktops 8 desktops procured 11,200 11,200 0 0 0 0 3.1.2.c.3 - Provide 2 centralized heavy duty printers 2 centralized heavy duty printers procured 11,200 11,200 0 0 0 0 3.1.2.c.4 - Provide 1 computer server to host USSIMS 1 computer server to host USSIMS 14,000 14,000 0 0 0 0 3.1.2.c.5 - Supply IT consumables IT consumables procured 360,000 72,000 72,000 72,000 72,000 72,000 3.1.2.d -NSCCS Training Centre Facilities 3.1.2.d.1 - Provide equipment (photocopier, projector, flipcharts…) Training equipment procured 14,000 14,000 0 0 0 0 3.1.2.d.2 Develop and print workbooks and manuals (Authorization) Manuals and workbooks published 100,000 20,000 20,000 20,000 20,000 20,000 3.1.2.e - Field inspection equipment 3.1.2.e.1 -Provide 10 GPS 10 GPS procured 5,600 5,600 0 0 0 0 3.1.2.e.2 - Provide 5 digital cameras 5 digital cameras procured 14,000 14,000 0 0 0 0 3.1.2.e.3 - Provide 1 minibus 1 minibus procured 140,000 140,000 0 0 0 0 3.1.2.e.4 - Provide 5 double cabin pick up 5 double cabin pick up procured 700,000 700,000 0 0 0 0 3.1.2.e.5 - Provide 5 motorcycle 5 motorcycle procured 70,000 70,000 0 0 0 0 Page | 101 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 3.1.2.e.6 - Maintain NSCS equipment Equipment properly maintained 360,000 72,000 72,000 72,000 72,000 72,000 3.1.2.f - Laboratory equipment for ISTA Accreditation 3.1.2.f.1 - Develop inventory and technical specifications Inventory and procurement list 11,760 11,760 0 3.1.2.f.2 - Provide new equipment 1 set of equipment procured 350,000 350,000 0 0 0 0 3.1.2.f.3 - Supply lab consumable for ISTA accreditation 1 set of consumable provided 262,500 52,500 52,500 52,500 52,500 52,500 3.1.2.g - Increase NSCS technical staff by 10 persons ten more staff incorporated to NSCS 1,440,000 360,000 0 360,000 360,000 360,000 3.1.2.h Develop NSCS Quality Management system documentation NSCS QMS documentation in place 1,960 1,960 0 0 0 0 3.1.2.i Extend tamper proof labels to 100% of certified seed (250,000) for 100,000 MT in 5Kg packages per year 250,00O tamper proof labels available 185,000 10,000 25,000 50,000 50,000 50,000 Sub-total 3.1.2 4,990,900 2,813,900 255,500 640,500 640,500 640,500 Objective 3.2: To increase the availability of and access to quality seed of preferred varieties to complement those produced under the formal seed system. Strategy 3.2.1 -Promoting and building capacity of farmers, community groups and local seed businesses to produce and market quality seed with the focus on crops and varieties that have a high food security value; 3.2.1.a Scale up number of LSB, Farmers Organizations and Farmers Groups involved in seed production and marketing 450 LSB, Farmers Organizations and Farmers Groups established and functional nationwide 21,000,000 7,500,000 7,500,000 6,000,000 0 0 Sub-total 3.2.1 21,000,000 7,500,000 7,500,000 6,000,000 0 0 Strategy 3.2.2 -Providing for Quality Declared Seed class 3.2.2.a - Develop regulations for QDS class QDS Regulations approved by MAAIF 0 0 0 0 0 0 Sub-total 3.2.2 0 0 0 0 0 0 Page | 102 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX Strategy 3.2.3 - Supporting and strengthening linkages between seed research and plant breeding programs and farmer groups producing and marketing food security crops 3.2.3.a Strengthen the link between farmers and NARO through increased involvement of NARO in dissemination of its own technology. provided for in 1.1.1..a Sub-total 3.2.3 0 0 0 0 Strategy 3.2.4. - Promoting participatory research and variety improvement to increase productivity and market development of farmer preferred varieties 3.2.4.a - Strengthen support to PVS provided for in 1.1.1..a.2 3.2.4.b - Introduce PPB in NARO breeding programmes. provided for in 3.3.1.a Sub-total 3.2.4 0 0 0 0 0 0 Strategy 3.2.5 - Providing for emergency seed supplies in case of localized or national calamities to ensure continued availability of good quality seeds; 3.2.5.a Ministry of Disasters Preparedness to adopt clear guidelines to supply seed in case of calamities. Guidelines on emergency seed supplies adopted 0 0 0 0 0 0 3.2.5.b Establish a MOU between GOU and USTA to build up strategic stocks MOU signed 0 0 0 0 0 0 Sub-total 3.2.5 0 0 0 0 0 0 Strategy 3.2.6 - Promoting awareness on the different seed classes in Uganda via tools that effectively reach all actors in the informal seed system including women; 3.2.6.a Conduct national campaigns to educate farmers on use of quality seed and regulations using ICT. People aware of Seed Classes 200,000 100,000 0 100,000 0 0 Sub-total 3.2.6 200,000 100,000 0 100,000 0 0 Objective 3.3: To enhance the production of quality seed within the informal system. Strategy 3.3.1 - a) Promoting participatory breeding and 3.3.1.a Introduce PPB in NARO breeding programmes. PPB included in 5 NARO breeding programmes 0 0 0 0 0 0 b) plant variety selection 3.3.1.b -Promote PVS provided for in 1.1.1..a.2 Page | 103 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX Sub-total 3.3.1 0 0 0 0 0 0 Strategy 3.3.2 - .Promoting the development and use of locally adapted indigenous varieties, to provide for national food and nutrition security; 3.3.2.a Set up procedures for the registration of traditional varieties. provided for in 2.2.2.d 3.3.2.b Establish an Sub-Committee on indigenous varieties under NSB Sub-committee working at NSB 0 0 0 0 0 0 Sub-total 3.3.2 0 0 0 0 0 0 Strategy 3.3.3 - Promoting local seed selection and preservation methodologies; 3.3.3.a Promote selection of indigenous varieties and include them in the national variety list. provided for in 2.2.2.d 3.3.3.b Train LG Agricultural Staff and Field based staff on local seed selection and preservation methodologies Invite DAO to activities 2.2.1.a.1 and 2.2.1.a.1 0 0 0 0 0 0 Sub-total strategy 3.3.3 0 0 0 0 0 0 Strategy 3.3.4 - Promoting the introduction of improved affordable and gender friendly technologies to support seed multiplication and post-harvest handling 3.3.4.a AEATREC to identify, develop and test seed related low cost technologies. Appropriate technologies identified, developed and tested 840,000 0 560,000 280,000 0 0 3.3.4.b ZARDIS to test and disseminate seed related low-cost technologies. Appropriate technologies disseminated 420,000 0 280,000 140,000 0 0 Sub-total strategy 3.3.4 1,260,000 0 840,000 420,000 0 0 Strategy 3.3.5 - Facilitating youth, women and other vulnerable groups to strategically intervene in enhancing availability of quality seed and seedling 3.3.5.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 equipped with appropriate labour saving technologies 8,400,000 5,600,000 1,680,000 1,120,000 0 0 Sub-total strategy 3.3.5 8,400,000 5,600,000 1,680,000 1,120,000 0 0 Page | 104 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX TOTAL COMPONENT 3 36,730,900 16,013,900 10,495,500 8,500,500 860,500 860,500 COMPONENT 4: SEED DISTRIBUTION AND MARKETING Objective 4.1: To increase the uptake of certified and QDS seed by farmers Strategy 4.1.1 - Encouraging seed companies to market seed in appropriate and affordable packages to promote the use of certified seed by all farmers; 4.1.1.a - Regulate packaging of certified seed down to 1 kg Regulations for small packaging of seeds in place 0 0 0 0 0 0 4.1.1.b Support Seed Companies to assess econ viability of small packs, link to financial sources, appropriate machinery, etc. Study on Economic viability of small packages done 1,960 1,960 0 0 0 0 Sub-total strategy 4.1.1 1,960 1,960 0 0 0 0 Strategy 4.1.2 - Strengthening extension services to promote the use of quality seed. 4.1.2.a Include seed technology issues in the new Extension System 4.1.2.a.1 Train DAOs and Field based staff on Seed matters. (Eleven workshops at ZARDIs/NARIs) DAOs and sub-county extension workers competent in seed technology issues 1,100,000 500,000 600,000 0 0 0 4.1.2.a.2 - USTA and MAAIF sign a MOU to collaborate on organizing field days and setting up demonstration fields, starting with one per year as a pilot. MOU signed 0 0 0 0 0 0 Sub-total strategy 4.1.2 1,100,000 500,000 600,000 0 0 0 Strategy 4.1.3 - Supporting seed marketing outlets in remote areas by encouraging establishment of network of seed stockists; 4.1.3.a - Increase number of LSB seed dealers. provided for in 3.2.1..a Page | 105 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 4.1.3.b Nominate village/parish agents to collect village seed demand and submit it to Sub county township. 5,000 villages/parishes count with seed agent 0 0 0 0 0 0 Sub-total strategy 4.1.3 0 0 0 0 0 0 Strategy 4.1.4 - Supporting farmers’ adoption and use of seed of improved varieties and guiding the transformation to increased use of these varieties with the ultimate end of adopting certified seed; 4.1.4.a - Conduct regular seed demand estimation. provided for in 5.10.1.a 4.1.4.b Establish multi stakeholders platforms to standardize messages provided for in 1.1.7.c. Sub-total strategy 4.1.4 0 0 0 0 0 0 Strategy 4.1.5 - Supporting non-market seed distribution mechanisms for informal seed system including emphasis on networks for seed distribution. 4.1.5.a - Promote Local Seed Exchange Fairs Local seed Exchange Fairs in place 10,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 4.1.5.b - Scale up LSB, FOs and FGs approach country wide provided for in 3.2.1..a Sub-total strategy 4.1.5 10,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Strategy 4.1 6 - a) Strengthening modalities for coordination of public and private seed extension services and other support services to the seed value chains; and 4.1.6.a Hold multi stakeholders platforms to standardize messages provided for in 1.1.7.c b) Ensuring that relief seed supplies are sourced from registered seed producers only and that they are of known quality. 4.1.6.b Sign MOU between USTA and MAAIF to supply relief seed MOU signed 0 0 0 0 0 0 Sub-total strategy 4.1.6 0 0 0 0 0 0 Objective 4.2: To enhance Uganda’s competitiveness in regional and international seed trade Strategy 4.2.1 - Enhancing the capacity of National Plant Protection Organization (NPPO) to issue reputable plant health certificates; 4.2.1.a - Develop a strategic plan to Build capacity of NPPO Strategic plan approved 58,800 58,800 0 0 0 0 Page | 106 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 4.2.1.b Recognize private phytosanitary test results from local internationally accredited labs for issuing official Phytosanitary certificates Plant Protection and Health Act now recognizes private accredited laboratory results for Phytosanitary certificates 0 0 0 0 0 0 Sub-total strategy 4.2.1 58,800 58,800 0 0 0 0 Strategy 4.2.2 - Reducing processing time including providing one-stop service centres for issuance of export and import documentation and control or provision of online system for expediting the issuance of SPS certificates 4.2.2.a - Develop a strategic plan to Build capacity of NPPO provided for in 4.2.1.a Sub-total strategy 4.2.2 0 0 0 0 0 0 Strategy 4.2.3 - Providing for harmonization of national regulations with regional and international conventions and protocols on seed production, certification and trade, including inter-agency seed certification, use of standard protocols on variety protection, common quarantine-pest list, variety catalogue, import/export documents 4.2.3.a Review Seeds and Plan regulations and harmonize them with international conventions and protocols (2 months consultancy) . Regulations harmonized 58,800 58,800 0 0 0 0 Sub-total strategy 4.2.3 58,800 58,800 0 0 0 0 Strategy 4.2.4 - Enhancing capacity in terms of personnel and provide for minimum facilities at high risk entry points (laboratories, visual inspection kits, refrigerators); 4.2.4.a - Develop a strategic plan to Build capacity of NPPO provided for in 4.2.1.a Sub-total strategy 4.2.4 0 0 0 0 0 0 Strategy 4.2.5 - Promoting awareness on regionally harmonized seed standards. 4.2.5.a Undertake outreach on regionally harmonized standards Stakeholders are familiar on regional seed standards 100,000 100,000 0 0 0 0 Sub-total strategy 4.2.5 100,000 100,000 0 0 0 0 TOTAL COMPONENT 4 11,319,560 2,719,560 2,600,000 2,000,000 2,000,000 2,000,000 COMPONENT 5: SEED QUALITY CONTROL Page | 107 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX Objective 5.1: To ensure quality control along the formal seed value chain. Strategy 5.1.1 - Strengthening and enforcing existing seed certification (quality control, seed testing, labelling, etc.) for locally produced and imported seed provided for in strategy 3.1.2 Sub-total strategy 5.1.1 0 0 0 0 0 0 Strategy 5.1.2 -Training and supporting staff of seed companies to undertake internal quality control; 5.1.2.a Require Seed Companies to have at least 1 seed technologist among its staff for registration as seed merchants Regulations for registration updated 0 0 0 0 0 0 5.1.2.b Provide external audit to Seed Companies Internal Quality Control twice a year 32 Seed companies audited annually 1,110,000 150,000 320,000 320,000 320,000 0 5.1.2.c Develop authorizations procedures for Field Inspectors Authorizations procedures approved by NSB 19,600 19,600 0 0 0 0 5.1.2.d Develop authorizations procedures for Seed sampling and labelling Authorizations procedures approved by NSB 19,600 19,600 0 0 0 0 5.1.2.e -Develop authorizations procedures for Seed Analysts Authorizations procedures approved by NSB 19,600 19,600 0 0 0 0 Sub-total strategy 5.1.2 1,168,800 208,800 320,000 320,000 320,000 0 Strategy 5.1.3 - Establishing public/private partnership for seed quality control; 5.1.3.a Accredit Private Companies and associations for Seed Quality Control and Certification. 11 Bodies accredited 308,000 0 84,000 84,000 140,000 0 5.1.3.b - USTA and MAAIF sign a MOU covering accreditation MOU signed 0 0 0 0 0 0 Sub-total strategy 5.1.3 308,000 0 84,000 84,000 140,000 Strategy 5.1.4 - Establishing procedures of accreditation for field inspection, sampling, testing and labelling; 5.1.4.a -Develop accreditation procedures for Field Inspection Accreditation procedures approved by NSB 19,600 19,600 0 0 0 0 Page | 108 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 5.1.4.b Develop accreditation procedures for Seed sampling and labelling Accreditation procedures approved by NSB 19,600 19,600 0 0 0 0 5.1.4.c -Develop accreditation procedures for Seed Laboratory Accreditation procedures approved by NSB 19,600 19,600 0 0 0 0 5.1.4.d -Develop accreditation procedures for label printing Accreditation procedures approved by NSB 19,600 19,600 0 0 0 0 Sub-total strategy 5.1.4 78,400 78,400 0 0 0 0 Strategy 5.1.5 - Strengthening a) the quality management systems of seed companies and 5.1.5.a - Extend development of QMS to all companies. All companies with QMS in development 343,000 68,600 137,200 137,200 0 0 5.1.5.b - Carry out 2 audits a year of companies QMS provided for in 5.1.2.b b) national seed laboratories; 5.1.5.c Provide Technical Assistance to NSCS seed Laboratory to facilitate ISTA Accreditation NSCS laboratory ISTA accredited 23,520 11,760 11,760 0 0 0 5.1.5.d Recruit three (3) additional seed analysts at the National Seed laboratory Analysts in National seed laboratory 360,000 72,000 72,000 72,000 72,000 72,000 Sub-total strategy 5.1.5 726,520 152,360 220,960 209,200 72,000 72,000 Strategy 5.1.6 - Encouraging all registered seed companies and other seed merchants to join seed associations for purposes of self-regulation to ensure seed quality; 5.1.6.a Government to encourage all companies to be member of USTA (at registration). Only USTA members Seed Companies can produce seed 0 0 0 0 0 0 5.1.6.b Government to coordinate with USTA for procuring seeds. Government to adopt policy 0 0 0 0 0 0 5.1.6.c USTA to define minimum requirements for Seed company to join Minimum requirement defined by USTA 0 0 0 0 0 0 Sub-total strategy 5.1.6 0 0 0 0 0 0 Strategy 5.1.7 - Supervising and monitoring of the accredited entities by NSCS Page | 109 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 5.1.7.a - Develop procedures to audit Accredited organizations Accredited organizations regularly audited 58,800 0 58,800 0 0 0 Sub-total strategy 5.1.7 58,800 0 58,800 0 0 0 Strategy 5.1.8 - Develop modalities for seed certification of horticultural crops, industrial crops, forestry and other plant species which have no variety maintenance; 5.1.8.a Establish procedures for quality control and certification of horticultural crops Quality controlled Horticultural crops seeds available 29,400 0 0 29,400 0 0 5.1.8.b Develop procedures for quality control and certification of Industrial crops Quality controlled Industrial crop seeds available 31,360 0 1,960 0 29,400 0 5.1.8.c Develop procedures for quality control and certification of forestry crops Quality controlled forestry crops seeds available 29,400 0 0 0 0 29,400 5.1.8.d Develop procedures for quality control and certification of vegetatively propagated crops Quality controlled Horticultural crop seeds available 29,400 0 29,400 0 0 0 Sub-total strategy 5.1.8 119,560 0 31,360 29,400 29,400 29,400 Strategy 5.1.9 - Setting standards for appropriate packaging materials for various crops in conformity with national and international standards; 5.1.9.a Establish a Working group under NSB to develop standards Working Group on packaging standards 0 0 0 0 0 0 Sub-total strategy 5.1.9 0 0 0 0 0 0 Strategy 5.1.10 - Establishing a Seed Sector Integrated Information Management System (SSIIMS) and web portal at NSCS to capture and share critical information relating to the seed sector for transparency and accountability 5.1.10. a Develop USSIMS NSCS SQCC data base and web portal 5.1.10. a1 - Provide a IT staff for system maintenance 1 staff 180,000 36,000 36,000 36,000 36,000 36,000 5.1.10. a2 Build the skills of NSCS staff on data management and start IMS tables NSCS data management skills developed 29,400 29,400 0 0 0 0 5.1.10. a3 - Provide IT equipment (server) 1 server in place 14,000 0 14,000 0 0 0 Page | 110 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 5.1.10. a4 - Develop applications and web site USSIMS Web site accessible to stakeholders 5,880 0 3,920 1,960 0 0 Sub-total strategy 5.1.10 229,280 65,400 53,920 37,960 36,000 36,000 Objective 5.2: To ensure quality control along the value chain for Quality Declared Seed. Strategy 5.2.1 - .Providing for listing of traditional and participatory breeding varieties; 5.2.1.a NSCS to develop the procedures Procedures developed 29,400 0 29,400 0 0 0 Sub-total strategy 5.2.1 258,680 65,400 83,320 37,960 36,000 36,000 Strategy 5.2.2 - Registering community seed producers by NSCS through local authorities; 5.2.2.a NSCS develops procedures for the registration of LSB, FOs, FGs through DAO Procedures developed 11,760 11,760 0 0 0 0 Sub-total strategy 5.2.2 11,760 11,760 0 0 0 0 Strategy 5.2.3 - a) Supervising and technical backstopping to community seed producers and 5.2.3.a Nominate official Seed inspectors at ZARDIs and NARI level 13 official seed Inspector nominated (field expenses per month) 780,000 156,000 156,000 156,000 156,000 156,000 b) support to the development of internal seed quality control mechanisms for seed producers; 5.2.3.b NARO Seed inspectors support through supervision and inspection provided for in 5.2.3.a Sub-total strategy 5.2.3 780,000 156,000 156,000 156,000 156,000 156,000 Strategy 5.2.4 - Establishing seed traceability system for Quality Declared Seed and 5.2.4.a - Include traceability requirements in QDS regulations provided for in 3.2.2.a Sub-total strategy 5.2.4 0 0 0 0 0 0 Strategy 5.2.5 - Establishing a delegated and decentralized system at zonal and/or district level for seed inspection for Quality Declared Seed. Page | 111 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 5.2.5.a Provide Seed laboratory equipment to 9 ZARDIs plus 1 in North Substation + 3NARIs 13 laboratories furnished 2,184,000 336,000 840,000 1,008,000 0 0 5.2.5.b Accredit Seed laboratories at 9 ZARDIs plus 1 in North Substation + 3NARIs 13 laboratories accredited 728,000 0 112,000 280,000 336,000 0 5.2.5.c - Authorize, 2 seed analysts per ZARDI. and NARI 26 seed analyst authorized 624,000 336,000 288,000 0 0 0 5.2.5.d Nominate official seed inspectors at ZARDIs and NARIs provided for in 5.2.3.a Sub-total strategy 5.2.5 3,536,000 672,000 1,240,000 1,288,000 336,000 0 TOTAL COMPONENT 5 7,046,520 1,344,720 2,194,440 2,124,560 1,089,400 293,400 COMPONENT 6: SEED SCIENCE AND KNOWLEDGE Objective 6.1: Develop human resource for the seed sector development Strategy 6.1.1 - Supporting tertiary institutions to introduce and develop seed science based knowledge for building skills and human capacities; 6.1.1.a - Ensure there is 1 seed technician per Seed Company Request included in the NSCS procedures for registration of seed merchants 0 0 0 0 0 0 6.1.1.b - Establish Seed Technology degree at Universities 3 universities provide seed technology degree 176,400 58,800 58,800 58,800 0 0 Sub-total strategy 6.1.1 176,400 58,800 58,800 58,800 0 0 Strategy 6.1.2 - Supporting the development of seed science centres at public universities for seed research, training and accreditation purposes; 6.1.2.a Support tertiary institutions to develop seed technology curriculum Curriculums developed 176,400 58,800 58,800 58,800 0 0 Sub-total strategy 6.1.2 176,400 58,800 58,800 58,800 0 0 Strategy 6.1.3 -Providing technical and financial assistance, human capacity development to seed institutions along the seed value chain; Page | 112 ACTIVITY /SUB ACTICITY OUTPUT ASSUMPTIONS TOTAL 5 years (000) UGX total year 1 (000) UGX total year 2 (000) UGX total year 3 (000) UGX total year 4 (000) UGX total year 5 (000)UGX 6.1.3.a Support tertiary institutions with technical and financial assistance Assistance provided 176,400 58,800 58,800 58,800 0 0 6.1.3.b Establishing web based NSB knowledge sharing platform Provided for in 5.1.10.a.4 6.1.3.c Capacity building of extension staff Provided for in 3.3.3.b and 4.1.2.a.1 Sub-total strategy 6.1.3 176,400 58,800 58,800 58,800 0 0 Strategy 6.1.4- Training and authorizing staff of seed companies to undertake quality assurance and certification 6.1.4.a Training and authorizing staff of seed companies to undertake quality assurance and certification provided for in 5.1.4 and 5.1.5 Sub-total strategy 6.1.4 0 0 0 0 0 0 Objective 6.2: To enhance participation by men, women and youth in seed marketing for Quality Declared Seed. Strategy 6.2.1 - Promoting inclusiveness in benefit sharing and marketing through the household approach of gender equity; 6.2.1.a - Upscale household LSB approach to more districts- provided for in 3.2.1.a Sub-total strategy 6.2.1 0 0 0 0 0 0 Strategy 6.2.2 - Promoting adult literacy and seed business skills training to enhance women participation in seed business. 6.2.2.a - Provide skills through LSBs, FOs and FGs. provided for in 3.2.1.a 6.2.2.b Enhance capacity of trainers using the LSB development manual Provide LSB development manual to all LSB 10,000 10,000 0 0 0 0 Sub-total strategy 6.2.2 10,000 10,000 0 0 0 0 TOTAL COMPONENT 6 539,200 186,400 176,400 176,400 0 0 MONITORING AND EVALUATION (3%of the total activity budget) Lumpsum 2,460,173 GRAND TOTAL 82,005,780 31,353,740 20,213,220 16,758,480 7,472,320 6,208,020 Page | 113