Participant and directorate selection – capacity building boundaries Experience indicates that any form of capacity building provided by SoL is in considerable demand from within and outside MAF. For example, English and mathematics/ statistics training courses are always in demand from staff from all of MAF’s directorates, and from staff from NGOs and cooperating DPs. Such demand means that during Phase III it will be necessary to restrict the capacity building audience to a size which can be accommodated within SoL III’s budget. It is not intended that SoL III should morph into a capacity building exercise for all of MAF’s directorates or for the numerous partners who are also assisting with the development of Timor-Leste’s agricultural sector. This is a far larger task than that which can be undertaken by SoL III and it really needs to be a separate and stand-alone national program, as suggested in the World Bank’s paper on an Agricultural Productivity Improvement Program. Accordingly SoL III’s capacity building scope and scale will be restricted to that required for MAF to be able to progressively implement SoL III’s four deliverable components without technical assistance and with sufficient GoTL budget to be fully operational – this can be considered as the capacity building boundary. 3 shows that SoL III’s partner directorates (NDA&H, NDR&SS and NDACD) have a total of about 700 staff (2009 figures); 155 in Dili and 544 in the districts. In addition MAF has about 80 staff working in the 13 district and sub-district offices. This means that the potential capacity building target for SoL III could be large as about 800 people when the additional 24 SEOs to be appointed in 2010 are included. Such a target size is quite unrealistic and therefore it will be necessary for SoL III’s implementation team and the Program Management Unit to rationalize the capacity building target down to a manageable size, using the criteria of ‘must have a certain set of skills and must have an operable system’ if SoL is to be successful and sustainable’. As mentioned in Section 12.5.2, it will be impossible for SoL III to build capacity throughout its three key partner directorates, let alone all of MAF, and so careful participant selection will be important.
Able to organize and operate seed cleaning, grading, packaging and storage in seed processing – in store QA Able to conduct seed moisture tests (dry if necessary) seed germination tests, etc. Able to operate and maintain seed processing equipment Able to maintain seed production and processing records – lot management, inventories, labelling, dates in-out, etc. Formal seed distributed through preferred distribution channels. Seed planning – deciding quantities and where to distribute formal seed – through SEOs and CSPGs, and DPs Establishing paper trail of seed distribution figures Organizing seed distribution from Seed Processing Centres to recipients Ditto ditto Current Skill, System and IC Scores: Good, but small scale – SoL II made good progress with component 2, and established good examples of how to contract with seed growers; and collect, process, package and distribute seed. Rating (4/5) Reasonable, informal (SoL II) records are good, but not institutionalized into a national system within NDA&H. Rating (3/5) Reasonable, but seed national seed planning and coordination tends to be ad hoc in response to crises rather than planning for a sustainable formal seed production system Some ‘conflict’ between MAF’s approach to seed production and distribution and that recommended for SoL III, in of quantities, locations, costs and efficiency. Rating (2/5) End-of-Program Outcomes: Four Seed Processing Centres established (2 new) for receiving, grading, drying, storing, and packing formal seed, with a combined capacity of approximately 175 Mt per year Production of 100 Mt of formal maize seed, 50 Mt of rice seed, 25 Mt of peanut seed, 600,000 sweet potato cuttings, and 600,000 cassava canes per year Formal seed and planting material effectively and efficiently distributed to CSPGs and farmers National seed production and management system fully operational NDA&H able to manage national seed production system, interpret outputs, and respond in of decisions on seed quantity, quality, production and processing sites, distribution targets and volumes, and distribution mechanisms
MAF competently managing the production and processing of targeted quantities of formal seed, and the effective distribution of this seed to farmers and CSPGs Capacity Building Actions: of short courses (1 week) in field management of seed crops, assessing and controlling seed quality (genetic and storage management, equipment O&M, and seed planning and inventory management On-the-job training at seed production/ processing sites within Timor-Leste and Indonesia, up to 2 months Post-graduate studies in Australia and/ or Indonesia. Assist with the development of a national seed system – linked with component 4 Short courses for management staff from NDA&H to build skills required for seed industry management – linked with component 4 Actions Implemented by: Formal Seed Production Advisor and Regional Advisors (3) - (short courses) International seed production centres and businesses (private and public) International universities and colleges specializing in seed crop agronomy and seed production Formal Seed Production Advisor and suppliers of proprietary seed system management software Formal Seed Production Advisor and suppliers of proprietary seed system management software Progress Measurement: Increased tonnages of informal seed produced (Program records) Improved seed production staff in range of skills listed above – measured through competency-based self-assessment techniques MAF NDA&H planning and implementing component 2 without assistance Director of NDA&H supervising a national contract seed production business More reliable and accurate information and data on formal seed production and distribution in Timor-Leste from NDA&H running national seed systems software and using outputs to guide decisions on seed production and distribution plans Hand-over time-frame: By the end of SoL III, MAF and NDA&H should be capable of funding and operating all activities associate with component 2 Major Risks/Issues: Conflict between the time needed to build staff skills (and time away from SoL III positions during training) and pressure for substantial increase in formal seed production (as outlined in SoL III design) NDA&H elects to continue with current ‘informal and ad hoc ’ seed management system, rather than building/ purchasing a proprietary system NDA&H continues to use current ad hoc approach to national seed planning and distribution, and responding to seed crises in ways which can jeopardize and the predicted impact of SoL III
Component 4: Seed management system Outcome: MAF capacity to manage the national seed system strengthened Timor-Leste staff (positions & numbers): Long-term SOSEK Staff (4), Gender Officer (1), National Program Manager (1) Relevant MAF Directorate: NDA&H, NDACD Key Outputs Core Skills Systems Intuitional Capacity (IC) Seed planning and management systems established. Knowledge of what a national seed system entails Ability to design/ plan a national seed planning and management system: (i) supply-side: production planning, contract management and inventory control, and managing information on informal seed production; (ii) demand side: requests for seed, definition of priority users and areas, and distribution planning Proprietary (or SoL-designed) seed planning and distribution system, including seed allocation procedures and inventory management Able to operate and maintain a national seed system once established M&E / SOSEK processes strengthened. Sample and questionnaire design Data analysis (including qualitative and quantitative, and use of IT packages Report writing – including evidence-based arguments English language M&E systems SoL’s M&E/ SOSEK system embedded in MAF’s ministry-level M&E system (in National Directorate of Policy and Planning) Ability to incorporate program-specific M&E systems into national (ministry-level) system GoTL seed policy being informed by SoL experience. Outcome analysis – assessment of impact of SoL’s varieties on food production, and calculation of foodcrop seed requirements Identification of policy issues, seed policy formation skills, and reporting to GoTL officials M&E system informing SoL of adoption rates of improved foodcrop varieties, and impact on national food production Ability to operate M&E system - report on adoption rates for improved foodcrop varieties, and impact on national food production Seed system gender strategy implemented. Gender awareness-raising and advocacy; and strengthening commitment and leadership for gender equality Promoting gender-sensitive research, data collection, analysis and dissemination of sex/ gender disaggregated data M&E system (appropriately structured) informing SoL of: (i) impact of its gender strategy; and (ii) need for additional gender awareness raising Key national directorate (R&SS, A&H and ACD) aware of: (i) roles of women in food production systems; (ii) social and nutritional impact of equitable distribution of seed of SoL’s improved foodcrop varieties
On-going and Rural Development Planned Projects by District Farming and Food Production. National Ainaro Aileu Baucau Bobonaro Covalima Dili Ermera Lautem Liquiça Manufahi Manatuto Oecusse Viqueque 1. PADRTL RDP ● ● ● ● ● ● 2. Oxfam - Food Security Prog. ● ● 3. World Neighbours - Food Security ● 4. Concern - Food Security Program ● ● 5. CCF - Food Security ● ● 6. CARE - Food Security Project ● ● 7. World Bank – Ag Productivity ● 8. USAID – Economic Rehabilitation ● ● ● 9. JICA - Irrigation Project Manatuto ● 10. JICA - Irrigation Rehab Maliana ● 11. FAO - Food Prices Project ● 12. Spanish – Food Security/Post Crisis ● 13. NZAid – Post Harvest Losses ● 14. JICA – Support for Coffee Growers ● 15. ACIAR - Livestock Dev. Project ● 16. Spanish – Rural Dev. in Liquica ● 17. AusAID – Biosecurity ● 18. EC- RDP II ● 19. EC – RDP III 20. EC – RDP IV (under preparation) 21. GTZ – Development Program ● 22. JICA – Community Watershed ● ● 23. JICA - One Product ● ● ● ● 24. Various Donors – Food & Nutrition ● 25. UNDP – Sustainable Land Manag’t ●
Intervention Logic Draft Performance Indicators (PIs) Means of Verification Responsibility for data collection Frequency/ deadline Reporting mechanism COMPONENT 1: EVALUATION OF IMPROVED FOODCROP VARIETIES Component Outcome: Improved varieties of foodcrops evaluated and released. National network of Research Stations and smaller Research Posts established, sufficient to cover major crop types and agroecological zones. 10-15 new varieties of foodcrops evaluated and officially released. MAF research staff competently managing all phases of the research cycle, including objective setting, planning and implementation of trials, analysis, and reporting. Field inspections. Annual workprograms and technical reports. Variety release committee minutes. competency evaluations. SOSEK Unit, assisted by the M&E Adviser and Research Adviser. Annual. Annual Progress Reports. Key Outputs: 1.1 Establishment of Agricultural Research Centres and Stations completed. Research Centres upgraded, nature of upgrade, location and cost. # professional staff deployed at Research Centres, by position and sex. Operational budget, by source. # Research Stations established, location and cost. # professional staff deployed, by position and sex. Operational budget, by source. Program records. MAF records. SoL financial reports; MAF budget docs. M&E Adviser, assisted by the Research Adviser. 6-mnthly. 6-mnthly Progress Reports & Mnthly Exception Reports. 1.2 Genetic material of potential improved varieties identified and sourced. # and type of improved varieties introduced. Program records. M&E Adviser, assisted by the Research Adviser. 6-mnthly. 6-mnthly Progress Reports & Mnthly Exception Reports. 1.3 Potential new varieties evaluated # varieties trialed on-station, by type and location. # trials completed and reported. # varieties selected for OFDTs. # Research Centre and Station deployed, by position and sex. Annual technical research reports. MAF staff records. M&E Adviser, assisted by the Research Adviser. 6-mnthly. 6-mnthly Progress Reports & Mnthly Exception Reports. 1.4 Potential new varieties evaluated # varieties trialed on-farm, by type and location. # conducted, by type and location. # OFDTCs and OFDTOs deployed, by position and sex. Annual technical research reports. MAF staff records. M&E Adviser, assisted by the Research Adviser. 6-mnthly. 6-mnthly Progress Reports & Mnthly Exception Reports.