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 Assist with the development of a national Short courses for management staff from management of seed crops, assessing and seed system linked with component 4 NDA&H to build skills required for seed – controlling seed quality (genetic and industry management linked with – storage management, equipment component 4 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. Actions Implemented by: Formal Seed Production Advisor and Formal Seed Production Advisor and Formal Seed Production Advisor and Regional Advisors (3) - (short courses) suppliers of proprietary seed system suppliers of proprietary seed system management software management software International seed production centres and businesses (private and public) International universities and colleges specializing in seed crop agronomy and seed production Progress Measurement: Increased tonnages of informal seed More reliable and accurate information and from NDA&H running national seed produced (Program records) data on formal seed production and systems software and using outputs to distribution in Timor-Leste guide decisions on seed production and Improved seed production staff in range of distribution plans 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 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 NDA&H elects to continue with current NDA&H continues to use current ad hoc staff skills (and time away from SoL III and seed management approach to national seed planning and ‘informal ad hoc ’ positions during training) and pressure for system, rather than building/ purchasing a distribution, and responding to seed crises substantial increase in formal seed proprietary system in ways which can jeopardize and production (as outlined in SoL III design) the predicted impact of SoL III
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
seeds-of-life-3-project-design-document-volume2.docx