SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 0
GCP/SIL/032/GER
Transformational Strategic Plan
For the
Seed Multiplication Unit and
Seed Quality Control Unit
FAO/GERMANY COOPERATIVE PROGRAMME
For
MINISTRY OF AGRICULTURE, FORESTRY AND FOOD
SECURITY
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page i
Table of Contents
Abbreviations and Acronyms ............................................................................................................. iii
Table of Index ..................................................................................................................................... iv
1.0 Introduction ............................................................................................................................... 1
2.0 Rationale ................................................................................................................................... 1
3.0 Objective of the Workshop ....................................................................................................... 2
4.0 Key Outputs .............................................................................................................................. 2
5.0 Analysis of the Seed Suppliers ................................................................................................. 3
6.0 National Strategic Seed Reserves ............................................................................................. 6
7.0 Seed Market Analysis ............................................................................................................... 6
7.0 Developing Competitive Edge for SMU ................................................................................ 10
8.0 Public Sector Seed Services Champion .................................................................................. 11
9.0 Commercialization of the SMU .............................................................................................. 13
9.1 Name ................................................................................................................................... 13
9.2 Vision .................................................................................................................................. 13
9.3 Mission ............................................................................................................................... 13
9.4 Values and Behaviors........................................................................................................ 13
9.5 Company Structure........................................................................................................... 14
9.5.1 Board of Directors ....................................................................................................... 15
9.5.2 Company Management ................................................................................................ 16
9.6 Key Company Stakeholders ............................................................................................. 17
9.7 Key Resources ................................................................................................................... 19
9.8 Revenue Streams ............................................................................................................... 19
9.9 Company Value Proposition ............................................................................................ 20
9.10 Distribution Channels ................................................................................................... 21
9.10.1 Professional Tendering: ............................................................................................... 21
9.10.2 Aggressive lobbying: ................................................................................................... 21
9.10.3 ABCs: .......................................................................................................................... 21
9.10.4 Agro-dealers: ............................................................................................................... 21
9.10.5 Sierra Seed Outlets: ..................................................................................................... 21
9.11 Strategic Intents for Commercializing SMU .............................................................. 22
9.12 Transitional Strategic Intents ....................................................................................... 23
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page ii
10.0 Seed Quality Control Unit ...................................................................................................... 25
10.1 Name ............................................................................................................................... 25
10.2 Vision .............................................................................................................................. 25
10.3 Mission ............................................................................................................................ 25
10.4 Values and Behaviours ................................................................................................. 25
10.5 Going Forward .............................................................................................................. 26
10.6 SLeSCA Positioning ...................................................................................................... 27
10.7 SLeSCA Structure ......................................................................................................... 28
10.8 Key Resources ................................................................................................................ 29
10.9 Strategic Intents ............................................................................................................. 30
11.0 Transitional Strategy ............................................................................................................... 31
11.0 Conclusion .............................................................................................................................. 32
Appendix 1: Sierra Seed Company Departmental Organogram ................................................... 33
Appendix 2: Terms of Reference for office bearers ..................................................................... 35
Appendix 3: SMU Net Assets Statement........................................................................................... 42
Appendix 4: List of Participants at the Bo Strategy workshop. ........................................................ 46
Appendix 5: SLeSCA Departmental Organogram ....................................................................... 47
Appendix 6: Terms of Reference for office bearers .......................................................................... 49
Bibliography ...................................................................................................................................... 70
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page iii
Abbreviations and Acronyms
ABU Agricultural Business Unit
AGRA Alliance for Green Revolution in Africa
CBO Community Based Organization
CS Controller of Seeds
FAO Food & Agriculture Organization of the United Nations
FBO Farmer-Based Organization
FFS Farmer Field School
GoSL Government of Sierra Leone
GTF German Trust Fund
MAFFS Ministry of Agriculture, Forestry and Food Security
NAFFSL National Federation of Farmers of Sierra Leone
NERICA New Rice for Africa
NGO Non Governmental Organisation
NSS National Seed Secretariat
NSB National Seed Board
PPP Public Private Partnership
SCP Smallholder Commercialization Programme
SEED Seed Enterprise Enhancement and Development Project
Sierra Seed Sierra Seed Company Limited
SLARI Sierra Leone Agricultural Research Institute
SLeCAD Sierra Leone Centre for Agriculture Development
SLeSCA Sierra Leone Seed Certification Authority
SMP Seed Multiplication Project
SMU Seed Multiplication Unit
SQCU Seed Quality Control Unit
TFC Task Force Committee
VRV Variety Release Committee
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page iv
Table of Index
Table 1: Prominent seed supplying enterprises in Sierra Leone .......................................................... 3
Table 2: SWOT analysis of AGRA supported seed companies (Yeava, Brac and Abahjar) .............. 4
Table 3: Smaller Seed Enterprises ....................................................................................................... 4
Table 4: The Seed Multiplication Unit ................................................................................................ 5
Table 5: 2011/12 estimated seed supply by market segments ............................................................. 7
Table 6: Customer values by market segment ..................................................................................... 9
Table 7: Five year Projection of seed demand by crop ..................................................................... 10
Table 8: Competitive SWOT analysis for SMU ................................................................................ 11
Table 9: SWOT analysis for the SQCU ............................................................................................. 12
Table 10: Key resource requirement for Sierra Seed ......................................................................... 19
Table 11: Revenue estimates of Sierra Seed using rice, maize, vegetables and groundnut seed. ..... 20
Table 12: Strategic intents for commercializing SMU. ..................................................................... 22
Table 13: Key activities to be considered .......................................................................................... 23
Table 14: Transitional strategic intents .............................................................................................. 24
Table 15: The Starts and Stops of the SLeSCA. ................................................................................ 27
Table 16: Key resource requirement for SQCU ................................................................................ 30
Table 17: Strategic intents for SLeSCA ............................................................................................ 31
.................................................
Figure 1: Sierra Seed Company structure ......................................................................................... 15
Figure 2: SLeSCA organizational structure ...................................................................................... 29
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 1
1.0 Introduction
It has been a long shared vision of the Ministry of Agriculture, Forestry and Food Security
(MAFFS) and the development partner the German Government to establish a sustainable seed
delivery system in Sierra Leone. The Seed Multiplication Programme (SMP) under MAFFS was
therefore established to fulfil this role. It was envisaged that the initiative begins as a programme
that would later be developed into a commercial seed enterprise. This process began well with good
seed systems and processes established until the disturbances of 1992 to 2002. One of the
recommendations of the Tripartite Evaluation Mission (May 2007) for the Project “Development of
a Sustainable Seed Programme in Sierra Leone” – funded by German was that the Seed
Multiplication Unit (SMU) should be transformed to ultimately have a corporate structure that
would lead to a suitable privatization arrangement such as a Public-Private-Partnership (PPP) seed
enterprise. In 2008 the Seed Enterprise Enhancement and Development (SEED) project was
developed by the MAFFS, facilitated by the Food and Agriculture Organisation (FAO) of the
United Nations, with funding from the German Cooperative Programme that provided a framework
for commercialising the seed sector in Sierra Leone. The framework recommended among other
things three components/outcomes to fulfil the main objective of realising a vibrant and sustainable
seed sector. The components included:
i. Sustainable Farmer Field Schools (FFSs) and Agriculture Business Centres (ABUs) in
business partnership with SMU function as an effective commercial mechanism to increase
seed and grain production and sales
ii. A functioning market and profit oriented Seed Multiplication Unit prepared for privatization
in place; and
iii. An independent Seed Quality Control Unit (SQCU) established and functioning under the
Sierra Leone Agriculture Research Institute (SLARI).
During the presentation of the First Impression report by the FAO Management Advisor consultant
(April 2012) a Transformational Strategic plan was recommended to guide the transformation of the
SMU into a commercial enterprise and resourcing of the SQCU. This was in recognition of the fact
that the development of a viable commercial seed sector requires an equally developed public sector
for quality assurance to provide the external quality controls that safeguard both the commercial and
public interests in seeds.
2.0 Rationale
After many years of external assistance to the activities of the SMU there was an urgent need for the
transformation of the unit of MAFFS into a business entity to make it more market and profit
oriented through a progressive reduction in its loss-making business profile. Ultimately the goal is
to change its corporate structure through a suitable privatization arrangement such as a PPP. In this
regard the SMU underwent restructuring that saw a reduction of personnel from 105 to 54 core
staff. This was some of the efforts of the MAFFS in reducing the costs and losses associated with
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 2
the model of seed delivery that SMU has been associated with. Despite not achieving profitability
the Government has continued to accept these losses as a social cost because of the critical role that
quality seeds play in attaining household and national food security especially at this transitional
stage in the development (from rehabilitation to development) of the nation. While profitability and
privatization have been the ultimate goal of the MAFFS in transforming the SMU, there has been
no stepwise process developed to actualize it. As such SMU has continued to multiply seed as a
community seed production programme without commercial tenets to aggressively service and
develop markets for profitability.
The development of a commercial seed sector dictates that an equally strong public regulatory
service is in place to provide the necessary checks and balances to create a level playing field that
would encourage further investments into the sector. Therefore, the transformation of the
commercial seed sector has to be in tandem with that of the public sector. The MAFFS established
the SQCU under the National Seed Board (NSB) of SLARI for this purpose. However, this unit has
neither been resourced well enough nor distinctively autonomous to provide the regulatory services
required for the functioning of a formal seed sector. A workshop was therefore held in Bo to
develop a strategic plan that would actualise the transformation of the SMU into a champion
commercial seed enterprise and review the resource requirements and effective structure for the
SQCU as the focal activity point for providing seed services to support the emerging commercial
seed sector.
3.0 Objective of the Workshop
The Objective of the workshop was to define a commercialization roadmap for the SMU and
strategic resourcing and positioning of the SQCU to provide effective quality assurance services to
the emerging commercial seed industry. Structuring a flagship Seed Company which would
minimize the costs related to the financing of the SMU with a view to eventually reverse the
situation and make it a profitable operation was a guiding principle in developing the
transformational strategic plan.
4.0 Key Outputs
The workshop established that the seed sector had been operating an emergency seed supply system
that had mobilized many private players, encouraged by the various donor supported agriculture
initiatives. Under the emergence phase commercial grain was being supplied for seed with
minimum quality considerations and this attracted many private players. However, time had come
that the sector should be reorganised as the country entered the developmental phase from the
rehabilitation phase in its development process. Table 1 below presents some of the major players
supplying seed to the various rehabilitation programmes in the country.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 3
Table 1: Prominent seed supplying enterprises in Sierra Leone
Seed Companies FBO
• Genesis
• Arul
• Seed Tech
• Rolako
• Marika
• Ghana Sierra
• Holland Farming
• Brac
• Abahjar
• Yeava
• Bomfu
• Robat Farmers Association
• Wood Banna
• Mamie Gbani
Smaller Enterprises Public Sector Suppliers
• Gbafab
• Takeleneli
• Falmata Sesay
• Frausebia Entreprise
• Grassroots Seed Entreprise
• Seed Multiplication Unit
• Sierra Leone Agriculture Research Institute
The reorganisation of the seed sector requires a champion flagship commercial company that would
set the ground and attract other formal commercial seed companies to create the necessary
competition that is characteristic of a functioning seed market. The flagship champion seed
company has to be created from within the country and the SMU provides the foundation for such
an entity.
5.0 Analysis of the Seed Suppliers
The various players supplying seed were grouped into clusters that were defined by some common
factors. These included seed operations that are supported by the Alliance for a Green Revolution in
Africa (AGRA), SMU and the smaller seed enterprises. The AGRA supported seed companies were
classified as the big companies which can compete quite strongly in the market as they have
established linkages to international funding and institutions. SLARI was not considered as it is not
mandated to supply certified seed but develop and release crop varieties. A SWOT analysis was
performed on each of the three groups to establish their strengths, weaknesses, opportunities and
threats. Table 2 below presents the outcome of the analysis on the AGRA supported seed companies
while table 3 presents the analysis for the smaller seed companies and table 4 is the analysis for
SMU.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 4
Table 2: SWOT analysis of AGRA supported seed companies (Yeava, Brac and Abahjar)
Strengths Weaknesses
Local ownership
Strong in seed promotion
Collaboration with SLARI
Some quality staff
Well connected
Cost effective
Aggressive lobbying
Own seed production
Commercial thinking
Own good storage facility
Efficient lean operating structure
Sell to NGO market
Limited processing equipment if any
No seed testing facility
Weak collaboration with the MAFFS
Weak brands
Opportunities Threats
Available market
Start-up donor funding (AGRA)
Well connected to other institutions
External capacity building
Liberal seed policy
Ability to expand to other ecologies
Diversification to other crops
Dependent on donor support
Seasonal flooding (Abhajar)
Poor rural infrastructure
Weak land tenure arrangements
Table 3: Smaller Seed Enterprises
Strengths Weaknesses
Closeness to the farmers
Easy Access to land
Low overhead costs
Local knowledge from
experience
Low pricing
No processing facilities
Use old and mixed seed
No seed testing facility
Poor access to improved technology
Lack technical expertise
Use of traditional production methods
Poor storage facilities
Opportunities Threats
Able to sale to MAFFS and
NGO market
Increased seed demand from
increased land planted.
Support from Smallholder
Commercialization Project
(SCP)/ABCs for seed
production and marketing
Liberal, unregulated seed sector
environment
Climate change
Competition
Poor rural infrastructure
Capacity to formalize the businesses
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 5
Table 4: The Seed Multiplication Unit
Strengths Weaknesses
Standard processing facilities
Internal seed testing capacity
Internal field inspection capacity
Loyal and motivated seed growers
Trained seed production technicians
Official beneficiary of SLARI varieties
and foundation seed
Capacity building for farmers
Packaging facility
Multiple location facilities
A good brand recall
Absence of structured marketing unit
Lack of a committee to report to
Un formalized business
Limited product basket
Lack of promotional activities
Low sensitization of public for certified
seed
Inadequate seed demand forecast
Limited after-sale service
Lack of operating capital
Opportunities Threats
MAFFS/Donor Support
Infrastructure and equipment support
Linkage to SQCU and SLARI
Diversification to other seeds and
products
Increasing land cultivated to rice
(mechanization)
Regional export markets for seed
Dependence on third party for variety
maintenance and breeder’s seed
Increasing of competition in seed market
Unwilling buyers to pay the real seed
price
The analysis above provided some good insights into the players on the seed market. It is however
clear that the SMU still remains the most developed in terms of brand, seed related infrastructure,
seed value-chain connectivity, human capital quality and institutionalized internal quality control
services. This also in part explained why SMU pricing is perceived to be high compared to the other
seed suppliers as the seed supplied by SMU undergoes a lot of quality procedures than the other
suppliers that just supply grain without much quality related considerations. In this regard it has
become paramount that a national champion to drive the commercialization of the seed industry is
established in the developmental process of the seed industry. Such an institution should have the
following characteristics:
i. Pace setter of the commercialization of the seed industry,
ii. Yardstick of the industry to which other companies entering the seed market should be
measured against.
iii. Holder of national strategic seed reserves.
iv. A company that Government can engage and not be confrontational for national interests
especially in the initial stages of the development of the sector.
These are important features of a company that the country that is developing its food security
should have to support agriculture development in the country. However, apart from these features
it is paramount that the company operates profitably.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 6
6.0 National Strategic Seed Reserves
National strategic seed reserves are seed stocks that the Government establishes either in form of
funds or in form of real seed stocks managed and maintained through a seed company or
companies. In developing seed industries, national seed reserves are usually managed by a national
seed company through which the Government can intervene in seed supply during times of need
like disasters or when launching an aggressive food security initiative. It is normally financed by the
Government from procurement of the initial stocks to the annual maintenance of the stocks. There
are also cases where the state constructs specific warehousing that is used by the seed company for
this purpose.
In the case of Sierra Leone, physical seed reserves would be recommended due to physical
challenges that may arise to access seed in times of need if the reserves are to be managed in the
form of funds. The formation of a seed company (Sierra Seed Company) provides an opportunity to
effect national seed reserves management. The national seed reserves can also be used to finance
some of the liquidity challenges a newly formed seed company may face or during times of
shrinkage in the seed industry due to poor performance of the agriculture sector. The need for
warehousing for the seed company that is required to handle seed can also be resolved through this
window of intervention. This will form part of the capital investment by Government to the assets
of the company. The Government would then contract the seed company to produce at least 30% of
the national seed requirement for the strategic food crop(s) to form the national seed reserves. To
maintain such stocks the Government will pay the seed company an annual maintenance fee of the
stocks. In practice the company will maintain the stocks by renewing the seed regularly. This
involves the company selling the seed and use the proceeds to produce more seed that continuously
form the national seed security stock so that when the state needs its seed the company is able to
supply fresh viable seed stock. The turning over of the seed stock helps with renewing the seed and
avoids losses from seed degeneration. In all the benefits include capitalizing the seed company
while at the same time reassuring quality seed availability for sustaining food security even in times
of distress. When the seed industry is developed the national seed security can be maintained from
within the annual seed reserves of the various seed companies, which is usually 30% of annual
company sales of a strategic crop. However, before that state is attained, national seed reserves need
to be purposely provided for by the Government.
7.0 Seed Market Analysis
The Sierra Leone seed market was analyzed and segmented into various sub-markets which were
allocated to supplying seed enterprises so that the prevailing competition against SMU can be
appreciated. Here the analysis grouped all the other seed suppliers as competition for the SMU.
Table 5 below shows the market segments and the suppliers to each of the market segments. The
table gives an understanding of the extent to which SMU competition has penetrated the various
market segments. Competition here refers to all the other seed supplying companies excluding SMU
while farmer to farmer sales are captured under Open Farmer Market. This is the most dynamic
market segment and is potentially estimated to be between 2,700 and 3,500Mt (Terpend - FAO,
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 7
2012) for rice seed, however, it has been estimated at 1,000Mt as being the effective demand from
this market that can purchase certified seed. This is because not all the farmers in this market will
covert to certified seed purchases in one season. Farmers are naturally conservative and so the
convention is expected to be gradual rather than abrupt. Four market segments were established
that include; Government through MAFFS, Corporate sales, Non-Governmental Organization
(NGO) programmes and Open Farmer markets.
Table 51: 2011/12 estimated seed supply by market segments
Government Corporate
Crop Quantity
(Mt)
Competition
Supply (%)
Crop Quantity
(Mt)
Competition
Supply (%)
Rice 1,500 0% Rice 50 100%
Maize 4 0% Maize
Groundnut 216 0% Groundnut
Cowpeas 4 0% Cowpeas
Vegetables 100 kg 100% Vegetables 100%
Open Farmer Market NGO Programmes
Crop Quantity
(Mt)
Competition
Supply (%)
Crop Quantity
(Mt)
Competition
Supply (%)
Rice 1,000 100% Rice 600 100%
Maize Maize 3 100%
Groundnut Groundnut 5 100%
Cowpeas Cowpeas
Vegetables 2 100% Vegetables 200 100%
Table 5 shows that four market segments exist in Sierra Leone. SMU has been weak in competing
for NGO programmes, corporate business and open farmer markets. These are markets that the
competition has dominated. One of the reasons advanced for this is the high cost structure
associated with the various procedures which SMU has been adhering to like field inspections,
processing and testing of seed which the competition does not comply with. The table also shows
that SMU has mostly been supplying Government seed orders that are directly awarded to the unit
without competition with the other suppliers. This is because the Government of Sierra Leone
(GoSL) through MAFFS knows that only SMU has the infrastructure to supply seed of determined
quality. The table also suggests that the other market segments do not value minimum seed quality
standards for the grain that is supplied for seed on their programmes. This precipitates the need to
1 Source: workshop participants’ estimation based on known programmes.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 8
create a regulated seed market that offers quality seed to the farmers if farmer yields and national
food security are to be attained in the near future. Therefore Government should insist on registered,
inspected, processed, tested seed for distribution to farmers not only on Government programmes
but also NGOs and others with interventions in food security. The table also shows that the crops
mostly demanded for seed include rice, maize, groundnut, vegetables and some limited cowpeas.
These should be the focus of any seed enterprise to survive. A further analysis of the market also
shows that there is about 1,000Mt effective seed market for rice that can be termed as reliable while
the other 2,100 Mt market that comprises the Government, NGOs and corporate businesses is
opportunistic in nature. However, being in the transitional stages (rehabilitation/developmental) of
national development these markets need to be considered in the planning for both production and
marketing of seed, making the need for a commercial seed champion even more important. Exports
have not been included in the market segments as they are highly opportunistic and would overload
the market estimation. However, exports should be considered as a hedging market that helps to
manage the risks associated with over production of seed because seed has to be produced a year
before it is consumed. It is also important to be sensitive to interventions that give out free seed to
farmers. This tends to undermine the value of quality invested in improved varieties and certified
seed. Therefore institutional seed procurement and distribution should be done in a manner that
does not distort the market price of seed, so that markets can continue to function even when
subsidies are removed.
The customer values are important in understanding the salient characters that farmers look for in a
product. The customer values were analysed by market segment and the results are presented in
table 6 below. The table presents the seed quality characteristics that customers in each market
segment consider important.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 9
Table 6: Customer values by market segment
Government Corporate
Crop Customer Value Crop Customer Value
Rice Germination, purity, high
yields, maturity period
Rice Same as Government
Maize Yellow color, taste,
disease resistance
Maize
Vegetables Viability, preservation,
duration, long harvesting
period, size, fruit color
Sorghum
Groundnut Viability Groundnut
Cowpeas Viability Cowpeas
Open Farmer Market NGO Programmes
Crop Customer Value Crop Customer Value
Rice Variety specific Rice Same as Government
Maize Maize
Sorghum Sorghum
Groundnut Groundnut
Cowpeas Cowpeas
The table shows that the opportunistic markets mostly value the characteristics that provide value
for cultivation and use like germination, maturity, disease resistance and yield. The vegetable
customers are the most demanding due to the variety of crops grouped in the vegetable basket. They
value some crop specific characteristics that include length of harvesting period, colour of the
product and preservation. However, it’s also clear that the farmers that directly purchase seed are
more variety specific than those that are serviced by the opportunistic markets. Therefore to be
competitive in the open farmer market an enterprise has to provide the demanded varieties by
farmers. Here ecological suitability, farming system and use value of the crops have to be
considered.
A futures projection of the seed market was done to help plan for the development of the industry.
A number of assumptions were made. These included:
i. Increased cultivation of rice due to the national deficit obtaining in the country to reach self
sufficiency.
ii. The developing poultry industry that will increase demand for maize.
iii. The continued demand for fresh vegetables by urban consumers.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 10
Table 7 shows the projected prospects for seed over a five year period.
Table 7: Five year Projection of seed demand by crop
Crop Quantity (Mt)
2012/13 2013/14 2014/15 2015/16 2016/17
Rice 3,500 4,000 4,500 5000 5,000
Maize 10 20 30 40 50
Vegetables 2 2.5 3 3 3
Groundnut 220 500 550 550 600
Cowpeas 4 8 8 8 8
In terms of developing a seed supply plan, it’s important to consider these numbers and update them
annually with the actual as industry developments unfold. The table shows that rice, maize,
groundnut and vegetable seeds present good potential for growth into the future and they provide
the growth horizons for the seed company. With aggressively promotions associated with
commercial seed companies the seed demand for these crops can be expected to increase. SMU can
have a competitive advantage over the competition as most competitors are weak at organising and
marketing these crops. The maize potential may even be great if more maize processing initiatives
and human consumption of the crop emerge. The potential for vegetable seed is also quite important
to nurture because of its diversity and continued changing eating habits surrounding vegetables.
7.0 Developing Competitive Edge for SMU
The analysis of the market players suggests that the seed market is competitive in Sierra Leone as a
result of the various emergence seed distribution initiatives facilitated by various players. Under the
emergency seed system of the industry, seed profit margins are squeezed as players deliver grain for
seed without overhead costs like seed registration, inspections, testing, processing, quality
packaging and marketing. In a formal market these costs emerge and seed prices and profit margins
will need to increase due to advance production and procurement of seed to which the other
overhead costs are included. Another SWOT analysis of the SMU was done in which the
competitive environment under which SMU would operate was critically analyzed and strategic
initiatives developed to support the survival and thriving of the SMU. Table 8 below shows the
analysis in which ‘W’ stands for winning activities, ‘O’ stands for activities to outmaneuver
competition and ‘T’ for thriving activities.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 11
Table 8: Competitive SWOT analysis for SMU
Strengths Winning
Standard processing facilities
Internal seed testing capacity
Internal field inspection capacity
Loyal and motivated seed growers
Trained seed production technician
Official beneficiary of SLARI varieties
and foundation seed
Capacity building for farmers
Packaging facility
Multiple location facilities
A good brand
Stronger Brand
Exceptional seed quality
Attractive packaging
Appropriate market packages
Advertisement
Diversified products
Conducting market intelligence
Aggressive lobbying
Cutting edge product innovations
Out-maneuver Competition Thrives
Lobby and take institutional seed orders
in time
Submit professional tender bids.
Close collaboration of SMP and SLARI
in demonstrations and backstopping and
feedback.
Exclusive rights to SLARI varieties for a
royalty
Seed distribution through ABCs and agro
dealers for the open farmer market
Multiple SMP outlets
Pay dividends
Self financing (no GOSL grants)
Pay performance bonuses to staff
The table suggests that SMU will have to do a number of activities in order to dominate
competition. These include brand imaging, seed quality restoration, market responsive packaging,
product diversification, advertising and release superior products. The SMU will have to
aggressively lobby for institutional seed orders, present professional bids, establish multiple outlets
and seek preferential access to SLARI varieties as some of the ways to keep ahead of the
competition. These are critical strategies for the survival of a commercial SMU.
8.0 Public Sector Seed Services Champion
Side by side with the establishment of a formal commercial seed sector, there is need to develop a
champion to drive the public sector seed services to check and balance the interests of both the
public consumers and commercial enterprises. In this regard the SQCU is well placed to be
developed into such a public seed services champion especially in these initial stages of the
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 12
development of the seed sector before the complete structure of the public seed services is fully
functional. To this extent a SWOT analysis was also done on the SQCU to expose the strengths,
weaknesses, opportunities and threats of the institution in its present form. Table 9 below presents
the analysis.
Table 9: SWOT analysis for the SQCU
Strengths Weaknesses
Trained staff
Well equipped testing facility
Interim standards for certification
Some capacity for seed certification
International procedures and methods
for testing in place
Inadequate staff
Lack of operating capital
Limited transport
Placement of SQCU
Not autonomous
3rd seed lab yet to be decided
Lack of awareness about SQCU
services
Weak Human Resources (HR)
development policy
Inadequate field inspections
No seed research
No independent Variety Testing
Opportunities Threats
National seed policy in place
Established National Seed Board
Increase in seed producers and dealers
Partnerships with professional organs
Lack of the Seed Law
Lack of seed regulations
Donor fatigue
It is clear from the SWOT analysis that the SQCU in its present state is inadequate to service the
emerging commercial seed sector. It is important that the SQCU being the nerve centre for public
seed services should be well resourced in terms of the structure, infrastructure and human and
financial capital. For the commercial seed sector to flourish it requires efficient seed services from
the quality control agency, especially under a competitive environment. Therefore it’s important
that the SQCU should be developed into a national champion for providing quality control seed
services in full. In this infancy stages of formalizing the seed industry the SQCU should be the
reference centre for all seed maters. As such the need for enactment of the Seed Law and the
accompanying seed regulations is cardinal in facilitating public seed services delivery.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 13
9.0 Commercialization of the SMU
The following are recommended for the commercialization of the SMU.
9.1 Name
Sierra Seed Company Limited, trading as “Sierra Seeds” was recommended as the company
name. This is in the backdrop that the name will project a national character which is desirable for a
national flagship formal seed company champion.
The payoff line; “Sierra Seed - Na Profit” was adopted to enhance the Sierra Seeds brand recall by
the customers, stakeholders and the general public.
9.2 Vision
The following company vision is recommended:
“To be the leading supplier of quality seeds in Sierra Leone and beyond.”
9.3 Mission
The recommended mission statement is,
“We shall supply certified seed accompanied by professional services and complementary
technologies to enhance farmers’ productivity and profits to attain food security and agricultural
development in Sierra Leone and beyond.”
9.4 Values and Behaviors
The following core values and associated behaviors were identified to represent and differentiate
the company in the market. The values and behaviors are expected to be observes by all the
members of staff of Sierra Seed Company to create the required work culture of the company.
Value I:
Customer satisfaction is our obsession
Behaviors:
i. Listen to customer concerns always
ii. Treat all customers equally
iii. Respect all customers irrespective of their status in society
iv. Always use “sir” or “madam” when talking to the customer
v. A customer field complaint shall be attended to within 48 hours of reporting
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 14
Value II:
To deliver quality in all we say and do.
Behaviors
i. Observe minimum standards at all stages of seed
ii. Meeting targets is not an excuse to compromise standards
iii. No torn packaging shall leave the seed warehouse
iv. The brand is our reflection
Value III:
Good work is rewarded publicly
Behaviors
i. Say “Well done” publicly when your staff has performed
ii. Whistle blowing is our first call to stop fraud
iii. Don’t bribe me I am content with my pay
iv. Do my work in time
v. Ask whenever in doubt
Value IV:
Deliver on our promise to our suppliers and partners
Behavior
i. Procure contracted seed first
ii. The supplier payment is our obligation
iii. I won’t expect to be thanked, I just did my work
The company values at this stage should be considered as the first version and Sierra Seed
management should engage employees on developing them further so that ownership of the
company values is entrenched in all the employees. Further, those that live the values should be
publicly rewarded while those that object should be punished. This can be attained during periodic
staff appraisal and during the course of work to enhance collective work output.
9.5 Company Structure
With due consideration that the SMU is presently a programme within the MAFFS it is
recommended that the commercialization should be of a Parastatal limited liability company owned
by the state for a maximum period of three years, within which time the company should be
nurtured to profitability. As soon as this state is achieved, privatization of the company should
commence with shares being offered first to the key stakeholders like the seed growers, Agriculture
Business Centres organization, Agro-dealers and private entrepreneurs that may be willing to
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 15
purchase shares in the company. It is further recommended that the MAFFS attracts International
partners to invest with in the Sierra Seed Company Ltd. This would help to attract technology and
skills transfer to the company. In this regard, the MAFFS should first court the German
Government that has had a strong pedigree with the development of the seed industry in Sierra
Leone before offering the interests to other partners.
The company structure for management and Board of Directors is presented as figure 1. The
departmental structures appear as appendix 1 while the Terms of References for the proposed
positions are presented in appendix 2.
Figure 1: Sierra Seed Company structure
9.5.1 Board of Directors
It is recommended that the management reports to a Board of Directors to which the company’s
Managing Director shall also be appointed member. Consideration was placed on attaining a
balance between public and private sector representation on the Board. This is in view of the need
to entrench business tenets at all levels of the company organs from the beginning even if private
shareholding may not be possible. Key stakeholders to the success of the seed business were also
considered in coming up with the recommended Board. A total number of nine (9) Board Members
are recommended as follows:
i. MAFFS (3)
ii. Seed growers (1)
iii. SLARI (1)
iv. SLeCAD (1)
v. International partners (1)
vi. Financial institutions (1)
vii. Paramount Chief (1)
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 16
The Managing Director shall be the Secretary of the Board of Directors. The Board of Directors
shall be appointed by the Honorable Minister of Agriculture, Forestry and Food Security to serve a
maximum three year term during which time the company shall operate as a parastatal. When the
privatization of the company shall commence, appointment to the Board will depend on the
shareholding as shall be stated in the company statutes of incorporation. The date of appointment of
the Board of Directors shall also be termed as the date of formation of the company while the date
of registration shall be termed as the Date of Incorporation. The Honorable Minister shall also
appoint or disappoint the Chairman of the Board. It is further recommended that the Board should
have two other sub-committees derived from within its membership to deal with matters of internal
audit and remunerations. These shall be termed Audit and Remunerations sub-committees
respectively. This will entrench corporate policy behavior and motivate staff by upholding Total
Quality Management (TQM) systems in the company. The Board of Directors should convene their
first meeting two (2) weeks after appointment by the Honorable Minister. The Board shall appoint
the company’s external auditors and the legal advisor annually during the first meeting of each
financial year.
9.5.2 Company Management
A management team of seven is recommended. The Managing Director shall lead the management
team supported by the Operations Manager, Sales and Marketing Manager, Finance and
Administration Manager, Seed Research and Development Manager, Maintenance Manager and the
Business Development Manager. Functionally,
i. The Operations Manager shall be responsible for seed production, processing and internal
quality control.
ii. The Sales and Marketing Manager shall be responsible for leading seed sales to the various
seed market segments and the development and servicing of emerging markets. This office
shall be assisted by the Brand and Market Development Officer who shall focus on
developing the open farmer market segment which is more sustainable than the institutional
markets.
iii. The Finance and Administration Manager shall be responsible for company finances,
accountability and human resources. It is recommended here that this office bearer should be
grounded in finance and is assisted by a Human Resources Officer to directly deal with
human resources issues.
iv. The Seed Research and Development Manager shall be responsible for maintenance
breeding, production of breeder’s seed of commercial varieties and backstopping the
production and marketing teams of the company.
v. The Maintenance Manager shall be responsible for maintenance and repairs of plant and
equipment to support the functionary departments.
vi. The Business Development Manager shall be responsible for initiating new business
endeavors. When developed these businesses can either evolve into subsidiaries or get
integrated into the Sierra Seed mainstream business. The grain milling project therefore is
going to be the first project to be piloted through this office. It is envisaged that the grain
milling shall prioritize variety branding under the Sierra Seed brand so that table rice
production can complement the uptake of varieties by promoting pure variety stand
production among farmers in Sierra Leone.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 17
A total staff compliment of up to 49 persons has been recommended against the present 54. The
numerical headcount may look marginal but this is due to the enhanced functional structure. The
seed research and maintenance, marketing and business development sections are new functions
that are expected to add value to the operations of Sierra Seed which were lacking under SMU. As
such it’s justified that this staff complement is motivated with good remunerations including
bonuses when they achieve or surpass annual business benchmarks. The functional structure has
been recommended as the basis for formation of the company. Management (Managing Director)
shall allocate the physical positioning of staff based of the suitability to perform the function from
the Sierra Seed location. For example, if the Makeni seed centre is best located for coordinating
marketing functions, then the Sales and Marketing Manager should be located in Makeni and also
head that seed centre while the best potential Sales Officer could be in Freetown (company
coordination office) as part of the succession plan and be mentored by the Manager.
It is further recommended that the SMU relocates to a neutral premise, away from the Government
Ministry buildings in Freetown and establish the Headquarters. This will help in building a brand
identity for the Sierra Seed Company which is important in minimizing external influences. This
will improved the public perception of the company and accountability.
9.6 Key Company Stakeholders
The company would require to collaborate with various stakeholders and harness relationships with
them for their specific roles that could benefit the company.
i. MAFFS: The primary shareholder of the company until its privatization. MAFFS is
important for fast tracking seed legislation, policy and regulations. As the primary
shareholder MAFFS shall invest the required resources as stated under 9.7 (Key Resources)
during the formation of the company and also the assets.
ii. Seed growers: These are the chief suppliers of the core product, ‘seed’. Their
business survival is directly related to the prosperity of the company. It is envisaged that at
the time of privatization the seed growers could purchase their shares from MAFFS through
the seed they supply to the company. However, if small seed growers would form the
critical mass of the seed farmers, then sensitization around the meaning of ownership of
shares in a company shall be necessary as the concept is rather strange among this category
of seed growers.
iii. SLARI : The Sierra Leone Agriculture Research Institute is the institution mandated to
research and develop crop varieties which form the main product for the Sierra Seed
Company Ltd. They are the suppliers of breeder’s seed of released varieties. The
collaboration between these two institutions is important and symbiotic in that Sierra Seed
Company would be a good conduit for distributing SLARI varieties to farmers countrywide
and the company should pay royalties for the seed sold from SLARI varieties. It is
recommended that Sierra Seed should be given exclusive rights to new varieties to be
released by SLARI. A 10 years exclusive rights agreement is recommended in this regard to
give a strong grounding for the seed company. This is important because in self pollinated
crops seed demand is to a great extent driven by change of varieties from old ones to
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 18
superior new ones. So the SLARI breeding programmes have to be alive to this so that
superior varieties can be released on the market regularly to maintain and extend the market.
iv. ABCs: The Agriculture Business Centre (ABC) network when well developed
provides a well positioned platform to distribute seed as close as possible to the farmers. The
engagement of the ABCs into seed distribution should always be based on ability to
participate as the ABCs are at different levels of development. The ABCs can be an
effective interface point for servicing the open farmer market segment.
v. SLeCAD: The Sierra Leone Centre for Agriculture Development (SLeCAD)
provides Sierra Seeds with a good lobbying and commercial services platform. The
association is useful for maintaining communication and networking with other commercial
players in the agriculture industry. SLeSCA will bring private sector management systems
to the seed company that is critical especially under the parastatal status under which the
company is to be formed.
vi. NAFFSL: The National Federation of Farmers of Sierra Leone (NAFFSL)
provides a platform for communicating to farmers in the country.
vii. SQCU : The Seed Quality Control Unit is important for enlightening on seed
legislation, policy and regulation developments in the seed industry. The SQCU enforces the
seed law and regulations which Sierra Seed shall have to observe in its seed delivery
business.
viii. Agro dealers: The Agro-dealers are an emerging distribution network for servicing the open
farmer markets side by side with the ABCs so as to enhance farmers’ access to planting
seed. Sierra Seed would require to participate in the development of this distribution
network that is driven by profit margins.
ix. Non Governmental Organizations: NGOs are important for the various food security
projects they implement. Seed is usually a key input in their projects. As such NGO are key
institutional clients of Sierra Seed and the company would need to open communication
channels with all NGO involved in food security initiatives.
x. Media: The media, both electronic and print, are an important stakeholder for
communicating to company clients and reporting on company activities and awareness
programmes. The company would need to invest in positive relationships with the media as
they can also be destructive. Here radio communication has been proven to be the most
listened to media (Terpend – FAO, 2012)
xi. International partners: International partners are important for technology and skills
upgrading in the company. It is therefore important that the company establishes linkages
with international partners to access international resources and experience. In this regard,
the German Government that has had a strong footprint with the development of the seed
industry in Sierra Leone should be among the international partners to be invited to partner
with the MAFFS in the Sierra Seed Company investment.
xii. Financial institutions: Collaboration with Financial institutions is important
for financial services and loan facilities for running the business. Understanding their
environment and terms of operation would be of great benefit to the commercial company
xiii. Njala University: The University is important for providing capacity building services
to Sierra Seed in terms of human resources development especially in agriculture science
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 19
and seeds. The university can also provide backstopping services in terms conducting seed
industry studies that can be beneficial to Sierra Seed.
xiv. Paramount Chiefs: The Paramount Chieftaincy is an important institution to Sierra Seed
for the purpose of mainstreaming cultural and land tenure considerations in the business.
Most of the farmland that SMU and the seed growers cultivate is leased from the chiefdoms
and so held under customary leaseholds. It is important that this institution is engaged
during the transformation and commercialization of the SMU to create an enabling
environment for the continued operation of the seed company and its key suppliers. They are
also important for providing indigenous content and identity to the company.
9.7 Key Resources
The establishment of the seed company will require resources to fulfil the transformation of the
Seed Multiplication Unit. The table below presents the key resources required for the
transformation.
Table 10: Key resource requirement for Sierra Seed
Description Quantity Unit Cost ($) Total ($)
Qualified staff recruitments (advertisements and
interviews)
1 (lump sum) 3,000 3,000
Freetown office relocation and rehabilitation of seed
centres.
1 20,000 20,000
Transport for functional managers 2 cars 25,000 50,000
Equipment for operational staff like computers 10 units 1,000 10,000
Big Generators for the three seed centres 1 3,000 3,000
Procurement of contracted seed. 1,500 Mt rice 560 840,000
Procurement of vegetable seed 1,000kg 400 400,000
Packers for processed seed into smaller pack sizes. 2 units 70,000 140,000
Grain milling utilities 1 (lump sum) 50,000 50,000
Staff capacity building 1 (grossed) 150,000 150,000
Operational costs 20% of total 333,200
Total 1,999,200
These resources need to be provided by the main shareholder as shareholder investment. These will
be in addition to the existing programme assets as established in the asset evaluation report (Sonako
2012). The net assets value statement for the SMU is presented as Appendix 3.
9.8 Revenue Streams
Sierra Seed’s core business is seed; as such most of its income should be derived from this business
line. Rice being a staple food crop therefore shall command an influential position in the company’s
revenue portfolio. The total effective seed market for rice is estimated at 3,500Mt, out of which
Sierra Seed Company is estimated to have 60% market share which translates to 2,100Mt. In the
production plan however, an amount of 1,500Mt has been budgeted for certified seed. The balance
of 600Mt which has been projected in the revenue statement will be mobilised as at-risk stock from
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 20
farmers growing pure variety stands. This crop will cover any shortfall in production and at the
same time hedge the company from the risk of over commitment due to over production. This crop
would be inspected and even be registered while still in the field but only be bought when the
market opportunity unfolds. The cost price has been determined from the market commodity prices
plus a 10% price incentive for seed while the selling price has been derived from the prices quoted
in the SMU marketing strategy report (Terpend – FAO, 2012). Table 11 below presents a case study
of the possible company revenue stream from the core business (seed) from which the profitability
of the company will largely depend.
Table 112: Revenue estimates of Sierra Seed using rice, maize, vegetables and groundnut seed.
Product Estimated
Market
(Mt)
Sierra
Seed
Share (%)
Sierra
Seed
Share
(Mt)
Stock Cost
(US $) Seed sales
Income (US
$)
Profit/Loss
(US $) Crop
Gross
Profit
%
Rice 3,500 60 2,100 1,622,727 1,718,182 95,455 6 Maize 10 90 9 9,200 14,300 5,100 55 Vegetables 2 50 1 402,000 755,000 353,000 88 Groundnut 220 80 176 296,000 326,000 30,000 10 Cowpeas 4 80 3.2 0 Total 2,289 2,329,927 2,813,482 483,555 21
The table shows that the company will only make about 6% gross profit trading seed rice and 10%
trading groundnut seed on average. These profit margins are too low to sustain a seed business.
However, it is expected that when the seed industry gets formalised, realistic prices for quality seed
will emerge and price margins will correspondingly increase. This is partly because all seed
suppliers will require to meet the seed certification costs which currently SMU has been incurring.
However, maize and vegetables show higher profit margins than rice and groundnut. The promotion
of the high profit margin crops to command bigger sales volumes therefore will have to be a
frontline strategy for the survival of the seed company in the short to medium term while the
process of increasing profits on seed rice and groundnut evolve. Cowpea has not been captured in
this analysis as it has a small seed demand.
9.9 Company Value Proposition
Sierra Seed Company Limited pledges to deliver the following value proposition to its customers:
i. Reliable seed quality
ii. Right packaging
iii. Preferred varieties
iv. End-user technical information on products
v. Timely delivery of full order.
2 Source of costing; FAO Market study conducted by Noelle Terpend 2012
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 21
9.10 Distribution Channels
In order to service the various market segments, Sierra Seed Company shall use the following seed
distribution channel:
9.10.1 Professional Tendering:
The company shall endeavour to submit professional bid documentation so as to meet the
international procurement standards required by different donor funded projects as a way of
breaking into the donor/NGO seed market segments. This is the market which SMU was found
to be wanting and continuously lost bids to grain traders that sold it for seed. This market is
price sensitive but it will have to be convinced that good quality seed is more expensive than
ordinary grain and pursued them to evaluate bids on their quality strengths more than on price.
Policy direction from MAFFS for the tendering business would be very useful in this regard.
9.10.2 Aggressive lobbying:
This channel shall be applied to Government and Government related projects. This is in view
of the growing competition, including privileged informed suppliers. Sierra Seed shall employ
aggressive lobbying to defend its market share in this segment of the seed market.
9.10.3 ABCs:
The Agriculture Business Centres will be used as a distribution network to service those farmers
that belong to Farmer Based Organizations (FBOs) that form the ABCs. However, dealing with
this channel shall be based on ability-to-participate. This is because the ABCs are at different
levels of establishment and development. This channel is also targeted at servicing the open
farmer market.
9.10.4 Agro-dealers:
This is an emerging private sector distribution network that will trade in farm inputs, agro-
chemicals, equipment and tools for farmers. This network is profit motivated and so the
company shall workout profit sharing deals with this channel of distribution. The high profit
seed crops shall be the first seed that will be distributed through this channel and prepare the
business for the low margin seed crops. The Sierra Seed Company shall work with this network
to distribute directly to farmers that may not belong to a functioning ABC. The open farmer
market is estimated at between 2,700 to 3,500 Mt of rice. To service it, convenient placement of
the product is extremely important and that is where the agro-dealers are well placed.
9.10.5 Sierra Seed Outlets:
Market surveys have shown that SMP outlets still had a very strong brand recall (Cornte – FAO,
2007) for reliability of supply of quality seed to farmers. Sierra Seed would like to leverage this
market perception and operate its own outlets at each of the seed centres with an extra outlet to
be opened in Port Loko where cropping is active among farmers. In business it’s said,
‘perception is reality’. These outlets are expected to provide the expected yardstick in customer
service in line with the company core values and behaviors. Five (5) Sierra Seed outlets are
envisaged.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 22
9.11 Strategic Intents for Commercializing SMU
The strategic intents are intended to facilitate the commercialisation of the SMU into Sierra Seed
Company Ltd. They are activities that are time bound and inter-dependant and so it’s incumbent
upon all the stakeholders concerned to implement their part in time for the activities that follow to
be executed. These intents are presented in table 12 below.
Table 12: Strategic intents for commercializing SMU.
Intent/ Action By Who Time
Strategic Plan FAO June 2012
Stakeholder validation MAFFS July 2012
MAFFS approval MAFFS August 2012
Government approval MAFFS June 2013
Appointment of Board of Directors Hon. Minister MAFFS July 2013
Company registration Sierra Seed Management
July 2013
Staff recruitment Management July 2013
Shareholder investment MAFFS August 2013
As part of the transitional process to commercialisation the SMU has to consider the following
actions in its portfolio of activities. This is meant to prime the unit for a smooth transition from the
programme phase to a company. The activities are recommended as starts, reduce, raise and stops.
The ‘starts’ are the activities that the unit has not been doing as a programme and yet so important
for a commercial company. The ‘raise’, are activities that the Unit has been doing with less
emphasis and yet they are critical for the commercial seed company. The ‘reduce’ are activities that
the Unit has been emphasising and yet they are not as important in a commercial company. These
are sometimes called “the nice to do” but have no significant contribution to the bottom line of a
business. The ‘stops’ refer to resource wasting activities in a company. Table 13 below presents the
recommended activities of attention in each segment.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 23
Table 13: Key activities to be considered
Starts Reduce
Restructuring (realigning staff to the
new structure)
Business planning
Marketing
Public awareness of company
Negotiate long term land leases
Develop shareholder structure
Company registration
Company launch
Paying royalties to SLARI
Security stocks
Buy all seed from seed growers
Contracting resourceful and skilled seed
growers including large scale farmers
Casual labour
Time between contract signing and
delivery to customers
Time between harvesting and seed
procurement/payment to seed growers
Number of seed growers
Government dependence
Loaned inputs
Seed transportation
Raise Stop
Comprehensive record keeping
Accounting system
Capacity building
Operating capital
Infrastructure upgrading
Quality of seeds
Branding and brand visibility
Product diversification
Lobbying capacity
Selling commercial grain for seed
Collecting failed crops as seed recovery
at the same rate as seed.
9.12 Transitional Strategic Intents
The strategic intents illustrate that there is a process which requires time for the commercialization
of SMU to take place. The transitional strategic intents are therefore meant to support the SMU and
adapt it to the anticipated commercialization. This phase should be used to mainstream commercial
management etiquettes, upgrade infrastructure, conduct supporting studies and right size the
organisation in preparation for commercialization. As part of the preparations it is therefore
recommended that the Honourable Minister of Agriculture, Forestry and Food Security appoints a
Task Force Committee (TFC) of nine (9) members to which the SMU would start to report on a
quarterly basis to simulate the reporting system to the Board of Directors. For the purpose of
pursuing the progress on the resourcing of the certification authority, it is recommended that the
SQCU presents quarterly progress reports to the TFC as well. It is further recommended that the
seven (7) members that participated in the transformational workshop in Bo should be included for
appointment to the Task Force Committee to continue to oversee the commercialization process.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 24
The list of workshop participants that contributed immensely to the development of this
transformational strategic plan appears as Appendix 4. It’s on the basis of their individual energies,
depth and collective responsibility to the transformation process that they have been recommended
to the Task Force Committee to continue with the transition process. The Heads of SQCU and SMU
are excluded from the seven as they will be reporting to the NSB and TFC respectively. The main
responsibility of the TFC shall be to provide guiding oversight to the SMU towards
commercialization. As such the SMU management shall be presenting progress reports including
financial statements, to the Task Force committee in a format that befits the Board of Directors.
This will provide SMU management the time to adapt to commercial reporting so that the
commercialization will be a smooth phase out-phase in process. The committee should have their
first meeting two (2) weeks after being officially appointed. Table 14 below presents the various
strategic intents required to be implemented by different stakeholders to facilitate a smooth
transition of the SMU from a programme to a commercial Sierra Seed Company Ltd.
Table 14: Transitional strategic intents
Activity Facilitator Time
Upgrading infrastructure MAFFS/FAO May 2012 - June 2013
Recruit and train staff SMU (recruitments)
FAO (training)
June onwards
Studies (3 outputs; financial options,
valuation of assets and feasibility of
incorporation)
FAO May to September 2012
Entrench commercial management
systems
FAO May to December 2012
Upgrade irrigation (Thakoblo, Makali,
Robis, …)
MAFFS/SCP May 2012 – May 2013
Appointment of the Task Force Committee Hon. Minister MAFFS June 2012
Meeting of the Task Force Committee SMU/FAO July, October, December 2012.
Land lease evaluation FAO/MAFFS June 2012
Relocation of SMU office SMU June/July
SMU awareness activities SMU June 2012 to July 2013
Right sizing of SMU staff SMU July 2012
Milling and selling of grain rice SMU July
Seed regulations (fast tracking) NSB/SQCU December 2012
Seed law (fast tracking) MAFFS/NSB April 2013
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 25
10.0 Seed Quality Control Unit
The case for restructuring the SQCU has been made in the context of not developing the
commercial sector in isolation. Development of the commercial seed sector requires an equally
vibrant regulatory public authority or champion to provide the required checks and balances. The
purpose of focusing on the activities of the SQCU is persuaded by the fact that most of the field
related activities and integrity of the certification of seed at the early stages of development of the
seed sector hinge greatly on the services provided by the SQCU. Therefore SQCU provides the
building blocks upon which a seed regulatory authority can be developed. The autonomy of the
seed certification agency in the seed industry cannot be over emphasised. This is important for
impartiality in the determination of the quality of seeds. In this regard an autonomous seed
certification agency shall be formed to provide services for determining the quality of seeds,
regulation of seed dealers and spearhead public sector policy reforms in line with the development
of the seed industry in Sierra Leone.
10.1 Name
Sierra Leone Seed Certification Agency (SLeSCA)
10.2 Vision
To be the centre of excellence and enforcement of seed certification and variety testing in Sierra
Leone.
10.3 Mission
Provide services and enforcement of registration, inspection, sampling, testing, licensing and
monitoring of seed and varieties according to national rules and regulations based on internationally
agreed standards.
10.4 Values and Behaviours
The following are the core values and behaviours that shall govern the SLeSCA and deliver the
mission statement.
Value I:
Impartially in seed testing
Behavior
i. Stick to procedures only.
ii. Seed for information shall not be tested for certification.
iii. Don’t tell me about the owner of the seed sample.
iv. The name of a seed sample in the lab is the test number only.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 26
v. I don’t pass or fail seed but just report the performance.
Value II
Objectivity
Behaviors
i. Correct mistakes immediately
ii. I don’t adjust standards
iii. Adhere to procedures always
iv. Ask when in doubt
Value III
Reputation
Behaviors
i. Let the seed speak for itself on performance
ii. Be fair to all clients
iii. Report objectively and clearly
iv. Adhere to rules always
v. Test with other labs regularly
vi. Sign for your action all the time
vii. When in doubt repeat the test before reporting
10.5 Going Forward
A number of SLeSCA activities were critically analysed and discussed. The table below presents
the categorization of the various activities of the SLeSCA that should be realigned to achieve the
aspiration of the agency in a commercial market environment.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 27
Table 15: The Starts and Stops of the SLeSCA.
Starts Reduce
Register all seed dealers
Design licensing system
Formulate regulations (consultant)
Recruitment of staff
Register seed growers
Procure extra equipment
Level of dependence on SLARI
Raise Stop
Seed testing
Service fees
Autonomy
Sensitization of stakeholders
Transport
Operational funds
Staff training
Lobbying
Being influenced in your work
10.6 SLeSCA Positioning
SLeSCA shall be the administrative Agency of the Seeds Law. The autonomy of the SLeSCA was
highly recommended. This is on the backdrop that the services that SLeSCA provides can be
vulnerable to manipulation if the Agency is left under the jurisdiction of another institution. In this
regard it is recommended that the Chairperson of the National Seed Board (NSB) to which the
SLeSCA is answerable also holds the office of Controller of Seeds (CS). This office is important for
administering and guiding the seed industry under critical moments when new direction is desired
in the development of the seed industry. The Controller of Seeds office should also be a legislated
office as it is the final office of authority in seeds in the country. This responsibility, for the day to
day operation however, can be delegated to the Director of the SLeSCA.
The SLeSCA shall be answerable to the Controller of Seeds and report quarterly to the National
Seed Board to enhance its autonomy. The Agency shall provide the secretariat services to the
National Seed Board and the Variety Release and Registration Committee. The Agency will
facilitate the requirements of the two entities and any other such entity formed to spearhead public
sector service delivery under the National Seed Board. Membership to the National Seed Board is
recommended to be in line with the National Seed Policy as follows:
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 28
MAFFS (1 representative)
SLARI (1 representative)
The Seed Sector (2 representatives)
Farmers’ Associations (NAFFSL) (1 representative)
Njala University (1 representative)
Ministry of Development and Economic Planning (1 representative)
Ministry of Trade and Industry(1 representative)
Agro-industry (1 representative)
National Bureau of Standards (1 representative)
Sierra Leone Centre for Agribusiness Development (1 representative)
The VRC shall be made up of relevant technical members of the NSB and other relevant experts
outside NSB who may be relevant to specific crops or varieties being considered. The VRC shall
be constituted by and under the authority of the National Seed Board.
The SLeSCA shall be financed through annual Government subventions and fees generated from
the various services the Agency shall provide. These resources shall form the Seed Fund. Any other
financial resources extended to the Agency shall be accounted for under the Seed Fund. While the
need for sustenance of service delivery is key, care should be taken not push service fees to the
extent that it makes the production of certified seed increasingly prohibitive. Therefore Government
annual subventions remains the main source of funding the SLeSCA and that is consistent with
many other countries where seed certification is functional.
10.7 SLeSCA Structure
The Sierra Leone Seed Certification Agency is recommended to be headed by a Director that would
be supported by four section Heads that includes Seed Systems and Inspection, Seed Testing and
Health, Variety Testing and Registration and Human Resources and Finance. The Seed Systems and
Inspection section shall be responsible for inspections of seed fields, warehouses, imports, exports,
seed trade, registration of seed producers, licensing of traders and monitoring of Duly Authorized
Seed Inspectors. It will also be responsible for seed sampling in the field and seed stores. The Seed
Testing and Health section shall be responsible for laboratory testing of seed for certification
(germination, purity and moisture content) and other requested qualities of seed like vigor, weed
seed, and seed diseases. The section shall also be responsible for licensing and auditing private seed
laboratories once it has attained ISTA accreditation. The Variety Testing and Registration section
shall provide services for independent testing of varieties for the purpose of release by the Variety
Release and Registration Committee (VRC) as prescribed in the National Seed Policy of Sierra
Leone. The section shall also be involved in seed research, demonstrations, seed industry surveys
and control plots to monitor the quality of seed in the industry. The Human Resources and Finance
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 29
section shall be responsible for internal and external training of stakeholders and staff. The section
shall also be responsible for financial accounting and the day to day administration of staff welfare
of the Agency. Figure 2 below shows the management structural organogram for the SLeSCA, save
for the Secretary and Office Assistants.
Figure 2: SLeSCA Management Organizational Structure
The departmental structures appear as Appendix 5 while the terms of reference for the SLeSCA
appear as Appendix 6.
10.8 Key Resources
The establishment of the SLeSCA as an autonomous Agency requires some critical resources. The
table below presents the key resources required for the Agency’s capacity building.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 30
Table 16: Key resource requirement for SQCU
Description of Resource Quantity Unit
Cost ($)
Total ($)
Qualified staff recruitments 1 2,500 2,500
Transport for managers and Director 5 25,000 125,000
Transport for field staff 4 25,000 100,000
Equipment for operational staff like computers, gps 1 20,000 20,000
Big Generators for the three lab centres 3 4,000 12,000
Further upgrading of labs for ISTA accreditation 1 150,000 150,000
Unit branding/ visibility 1 20,000 20,000
Stakeholders awareness activities 1 15,000 15,000
Staff training 1 110,000 110,000
Refrigerators 3 1,000 3,000
Operational costs (costs for labs, staff, and field
activities)
35% of
total
195,125
Total 752,625
These resources are required to make the SLeSCA responsive to the needs of a commercially
oriented independent seed certification scheme.
10.9 Strategic Intents
The strategic intents are intended to facilitate the required functioning of the SLeSCA so that it
services a commercially oriented seed industry. The intents are activities that are time bound and
it’s important that they are accomplished on time so that the transformation of the commercial seed
sector is facilitated with independent oversight from the public sector. The strategic intents are
presented in table 17 below.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 31
Table 17: Strategic intents for SLeSCA
Description When By Who
Staff recruitment October MAFFS
Registration of all seed dealers May to December SQCU
Design licensing system July to December SQCU/FAO/Consultant
Formulate seed regulations October FAO/Consultant
Register seed growers May to December SQCU
Procure extra equipment to aspire for ISTA
accreditation
November FAO/MAFFS
Conduct seed testing from seed producers On going SQCU
Review seed testing fees September /October SQCU/Consultant/FAO
SQCU autonomy By June 2013 MAFFS
Sensitization of stakeholders May 2012 onwards SQCU/SLeSCA/
FAO/SCP
Transport for unit heads and field staff January 2013 SLeSCA/FAO/MAFFS
Avail operational funds January 2013 MAFFS/ SLARI/ FAO
Staff Training June 2012 onwards FAO/MAFFS
Lobbying for resources May 2012 onwards SQCU/SLeSCA
Reduce level of dependence May 2012 onwards SQCU/SLeSCA
Unit branding/ publicity June to December 12 SQCU /FAO
Facilitation of the VRC June 2012 SQCU /FAO Facilitation of the NSB June 2012 onwards SQCU/FAO
When implemented these activities should be able to increase the autonomy and efficiency of the
SLeSCA. It is important that the SLeSCA autonomy is achieved within the timeframe that Sierra
Seed shall be formed. These two institutions will be the reference points for seed regulation and
commercialization.
11.0 Transitional Strategy
The SLeSCA will become institutionalized only after the passing of the Seed Law next year. This
means that the Agency shall have no legal backing to execute its mandate nor a Government budget
to run its operations. It is therefore important that the transition is carefully laid out to support the
orientation of the Agency, its autonomy and application of its envisaged mandate. The transition is
cognisant of the recommendations of the study tour report and table 18 below presents the
transitional strategic intents.
Table 188: Strategic intents for SLeSCA
Description When By Who
Recruitment of diligent Head of SQCU October MAFFS
Independent office for SQCU for autonomous visibility October MAFFS
Recruitment of consultant staff for SQCU functions October Task Force / MAFFS
Finances for facilitating SQCU activities September FAO/NSB/MAFFS
Laying out of seed laboratory October FAO/MAFFS (WRAP)
Drafting of Seed Bill October FAO
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 32
The Task Force committee shall continuously review these strategic intents and realign them so as
to steadily achieve a smooth transition from the SQCU to SLeSCA once the Seed Law has been
passed. In the meantime the NSB and SQCU remains the building blocks for the establishment of
the SLeSCA in providing seed services.
11.0 Conclusion
This Transformational Strategic Plan is designed to provide the step by step development of the
seed sector that is desired to formalise the seed sector. A formalised seed sector is more resilient
and self sustaining than an informal sector. A formal sector is governed by ethics and regulations
that opens the door for entry by regional and international seed players which in the whole
contribute to enhancing competition, service delivery and price stability of products. This plan
provides the roadmap for attaining the environment for commercial seed businesses and connects
Sierra Leone to the world market of seeds.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 33
Appendix 1: Sierra Seed Company Departmental Organogram Operations Department Organogram
Sales and Marketing Department Organogram
Maintenance Department Organogram
Operations Manager
Field Officer (Foundation
Seed) Field Officer (4)
Quality Control Officer (2)
Processing Officer (2)
Sales and Marketing Manager
Sales Officer (5)
Brand and Market Development
Officer
Maintenance Manager
Mechanic (2) Drivers (6)
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 34
Finance and Administration Department Organogram
Research and Development Department Organogram
Business Development Department Organogram
Finance and Administratio
n Manager
Accounts Assistants (3)
Stores Officer (1) Kenema
Office Assistants (4)
Procurement Officer (1)
Human Resources Manager
Seed Research and Development
Manager
Varietal Maintenance(other
crops)
Technicians (3)
Agronomist (1)
Business Development
Manager (Grain milling)
Machine Operator(2)
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 35
Appendix 2: Terms of Reference for office bearers
Title: Managing Director
Reporting to: Board of Directors
Objective: to develop and expand Sierra Seed Company business in Sierra Leone
Responsibilities
To lead and manage the Sierra Seed Company Ltd as a profitable company that should
declare dividends to the shareholders.
Monitor performances of each department and reduce waste of resources.
Develop periodic strategic plans for the seed business that is implemented through annual
business plans.
Expand the business with supplementary seed and non-seed products.
Project a positive national corporate image for the company in the country.
Represent Sierra Seed Company in national and international fora.
Call Board meetings and present business reports including financial statements to the Board
of Directors in liaison with the Board Chairperson.
Approve all expenditure related to the company.
Approve departmental staff programmes of work.
Arrange and call management meetings and management staff development programmes.
Conduct periodic appraisals of the management staff
Implement any other duties as instructed by the Board of Directors.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 36
Title: Sales and Marketing Manager
Reporting to: Managing Director
Objective: Increase seed sales and enhance brand visibility of Sierra Seed Company in
Sierra Leone and beyond
Responsibilities
To lead the sales and marketing activities in all Sierra Seed operational regions.
Service the existing institutional clients with seed stocks and services.
Conduct market intelligence reports and implement proactive measures.
Develop strategies for increasing seed sales and brand visibility.
Reconcile stocks and payments with agro-dealers and ABCs.
Provide timely distribution of products to institutional clients and farmers
Lobby for advance seed orders and contracts from institutional buyers and Government.
Provide monthly update reports and programmes of work on sales and marketing to the
Managing Director and at Management meetings.
Be the official spokesperson for the company.
Organize field days in liaison with the research department.
Organize displays for agriculture shows for brand management.
Provide feedback to agronomy and research on product trends and market prospects.
Any other duties as may be given by the Managing Director.
Title: Operations Manager
Reporting to: Managing Director
Objective: To produce, condition and process seed for certification as required by Sales
and Marketing Department
Responsibilities
To produce adequate amounts of foundation seed to support certified seed production
To produce certified seed of the highest standard as projected by the Sales and Marketing
department.
To facilitate field inspections and testing of the foundation and certified seed by SQCU
To process the foundation and certified seed in time for distribution to institutional clients,
agro-dealers, ABCs and farmers.
To ensure quality control procedures are observed in seed production and processing by all.
To backstop field staff and enhance adherence seed production standards.
Provide monthly update reports and programmes of work on seed production and processing
to the Managing Director and at Management meetings.
To liaise with research department on prospective varieties and bulking of foundation seed.
Provide feedback to agronomy and research on seed production field experiences.
Any other duties as may be given by the Managing Director
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 37
Title: Maintenance Breeder
Reporting to Managing Director
Objective: To provide consistent products and market responsive research innovations to
sustain and expand the seed business
Responsibilities
Coordinate screening of materials to select adapted lines for testing into company products.
Develop germplasm for the different ecologies of Sierra Leone.
To clean and maintain all commercial lines of products
To produce clean breeders seed as required by the operations department
To enter products promising varieties for release with the SQCU.
To provide clean materials of commercial varieties for demonstrations.
To backstop agronomy and sales in the designing of demonstrations.
Provide product-specific technical support during field days
To backstop sales on field situations that relate to Sierra Seed products
To collaborate with SLARI on advanced promising products and obtain the nucleus breeders
seed by the time of release of the variety.
Document and publish product and field experiences under Sierra Leone environment to
provide a database for products.
Arrange training in product knowledge for staff.
Prepare monthly programmes of work and reports to the Managing Director and
management meetings
Any other duties as may be given by the Managing Director.
Title: Finance and Administration Manager
Reporting to: Managing Director
Objective: Enhance financial accountability through accurate data capture and reporting.
Responsibilities
To lead the accounting and human resources teams
Produce up-to-date statements of accounts for the company.
Produce up-to-date accounts of creditors and debtors to Sierra Seed.
Backstop Assistant accountants and reconcile daily transactions on the accounting system
including outlying stations.
Monitor and reconcile daily banking and receipts.
Provide advice on budgetary expenditure and cash flow projections to the Managing
Director and departmental Heads.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 38
To arrange favorable credit terms with the financial institutions.
To perform treasury functions for the company.
Produce monthly statements of accounts for the business.
Perform functions of a secretary to the Board of Directors.
Prepare monthly programmes of work and reports to the Managing Director and
management meetings
Any other duties as may be given by the Managing Director
Title: Maintenance Manager
Reporting to: Managing Director
Objective: To provide supportive services for managing plant and equipment of the
company and enhance efficiency of operations and delivery of services
Responsibilities
To periodically undertake routine maintenance of plant, equipment and buildings of the
company as prescribed by suppliers.
To conduct efficient repairs of plant and equipment when the same breaks down.
To recommend a replacement policy for plant and equipment in collaboration with the
Finance and Administration Manager.
To advise management on the replacement rates of plant and equipment.
To recommend sources of reliable spare parts for cost effectiveness of company repairs.
Facilitate training of staff in preventive maintenance, routine checks and repair of plant and
equipment.
Prepare monthly programmes of work and reports to the Managing Director and
management meetings
Any other duties as may be given by the Managing Director
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 39
Title: Business Development Manager
Reporting to: Managing Director
Objective: To establish and develop new business ventures to support the diversification of
revenue streams for Sierra Seed Company ltd.
Responsibilities
To initiate new initiatives with a view of developing new businesses
To investigate adjacent business opportunities to seed that can be considered for Sierra Seed
investment to enhance revenue streams.
To develop business concepts for new business projects for the company.
Advise the Managing Director on the viability of proposed new projects
Assess projects being implemented for integration or subsidiary business of Sierra Seed to
the Managing Director.
Prepare monthly programmes of work and reports to the Managing Director and
management meetings
Any other duties as may be given by the Managing Director
Title: Agronomist
Reporting to: Seed Research and Maintenance Manager
Objective: Provide agronomy services to sustain and expand the seed sales
Responsibilities
To design and conduct demonstrations in liaison with Research and Marketing.
Provide agronomy support during field days
To develop extension outreach messages to farmers
To backstop sales on field situations that relate to Sierra Seed products including customer
complaints
Provide extension services to call-in customers.
Document demo and field experiences to provide a database for products.
Publish agronomy experiences within and outside the company to enhance product
knowledge sharing.
Arrange training in product knowledge for sales staff in collaboration with research.
Provide feedback to research and sales on company products
Prepare monthly programmes of work and reports to the Seed Research and Maintenance
Manager and departmental meetings.
Any other duties as may be given by the Seed Research and Maintenance Manager
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 40
Title: Research Technician
Reporting to: Maintenance Breeder/ Agronomist
Objective: To conduct scientific trials for information collection and dissemination
Responsibilities
To layout seed research trails in designated sites as designed by the breeder/agronomist
To translate plot layouts into field layouts
To record relevant information in the trails
To score for different diseases and traits in the trails
To collect and process trials data for interpretation by the breeder
To participate in field days’ presentation
To submit reports to the breeder/agronomist as required
Any other duties as may be given by the Breeder/ Agronomist
Title: Brand and Market Development Officer
Reporting to: Sales and Marketing Manager
Objective: To develop new products, promote brand and analyse market trends to
undermine competition.
Responsibilities
To develop new market seed products as a means of creating and expanding seed markets.
To innovate promotions for Sierra Seed and variety brands so as to defend and extend the company
market share especially in the open farmer market segment.
To conduct periodic market research on competitor activities, pricing and promotions and develop
counter strategies to undermine them.
Evaluate ABCs and Agro-dealers and recommend their suitability to distribute seed.
Attend to customer complaints in liaison with the agronomist as a means of understanding markets
and complaint resolution.
Conduct merchandising services and provide point-of-sale materials including in-store activations to
enhance brand visibility.
Provide monthly update reports and programmes of work
Any other duties as may be assigned by the Sales and Marketing Manager.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 41
Title: Sales Officer
Reporting to: Sales and Marketing Manager
Objective: To transact seed sales to the satisfaction of the customers and accountably to
the Sierra Seed.
Responsibilities
To document all seed sales to customers accurately on designated documents
To reconcile daily sales with cash collections.
To deposit daily cash sales.
To attend to customer inquiries and refer them if need arises.
To provide a good customer service to clients.
Any other duties as may be assigned by the Sales and Marketing Manager.
Title: Foundation Seed Field Supervisor
Reporting to: Operations Manager
Objective: To plan and produce the required foundation seed based on the certified seed
requirement projected by marketing.
Responsibilities
To compile foundation seed growers to facilitate registration of the farmers with the SQCU.
To select efficient seed growers for foundation seed production
To supervise foundation seed growers, emphasizing quality of the seed
To supervise and monitor the company’s own foundation seed production
To facilitate the official inspections of the foundation seed.
To facilitate timely certification of foundation seed to allow for certified seed production by
the operations departments.
To write monthly progress reports on foundation seed to the operations Manager.
Prepare fortnight programmes of work
Any other duties as may be given by the Operations Manager.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 42
Title: Field Supervisor
Reporting to: Operations Manager
Objective: To facilitate contracted farmers produce the required certified seed based on
the seed requirement projected by marketing.
Responsibilities
To select capable seed growers based on company set criteria.
To train selected growers in seed production
To register selected and trained seed growers with the operations department for onward registration
with the SQCU.
To provide seed extension services to registered seed growers.
To facilitate field inspection and seed testing of seed from seed growers by the SQCU.
Write monthly progress reports on certified seed production to the Operations Manager
Prepare fortnight programmes of work
Any other duties as may be given by the Operations Manager.
Title: Processing Officer
Reporting to: Operations Manager
Objective: To clean out dirt, foreign matter and attain seed of uniform size so as to
improve the quality of seed for cultivation
Responsibilities
Ensure timely processing and certification of seed meant for sale.
Liaise with sales on orders, product preferences and the time products are required.
Supervise the warehouse staff in handling, stacking and labeling of certified seed
Provide monthly, weekly and daily stock preparedness updates to sales.
Arrange for fumigation of stocks.
Routine counterchecks of seed specifications including labeling and chemical dressing.
Develop strategies to minimize handling and processing losses.
Prepare fortnight programmes of work
Any other duties as may be given by the Operations Manager.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 43
Title: Quality Control Officer
Reporting to: Operations Manager
Objective: Determine the quality of incoming and outgoing seed to enhance internal
systems for upholding high seed quality
Responsibilities
To monitor activities of field supervisors to ascertain the cultivar purity of contracted seed
crops.
To test all incoming seed for moisture and cultivar purity before accepting it into the
warehouse.
To monitor the viability of seed in storage through routine seed testing.
To advise the Operations Manager on alternative seed management in storage that can
reduce seed deterioration by conducting such experiments.
To ensure that seed certification processes have been followed on seed set for the market.
To check seed for despatch has been correctly certified according to seed regulations.
To enforce adherence to seed lot tracking within the company operations.
Prepare fortnight programmes of work
Any other duties as may be given by the Operations Manager.
Title: Human Resources Officer
Reporting to: Finance and Administration Manager
Objective: Develop the human capital and administer the day to day welfare of company
personnel
Responsibilities
Facilitate timely periodic staff appraisal with Heads of Department
Plan and budget for staff training and capacity building programmes
Provide leadership in staff welfare and team building exercises.
Develop and update a staff grading (scaling) system for company office bearers.
To lead staff negotiations
To manage conflicts at workplace and enhance staff productivity
Lead the staff safety at work programmes
To provide daily administrative duties for staff
To be the secretary to the Remunerations sub-committee of the Board of Directors.
Prepare monthly programmes of work
Any other duties as may be given by the Finance and Administration Manager
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 44
Title: Accounts Assistant
Reporting to: Finance and Administration Manager
Objective: Enhance adherence to accountability of resources by all functionaries.
Responsibilities
Receive, approve and process daily transactions from sales.
Produce up-to-date statements of accounts for the company.
Produce up-to-date accounts of creditors and debtors to the company for monthly
distribution to the clients.
Check and reconcile daily transactions on the accounting system.
Monitor and reconcile daily banking and receipts.
Provide advice on budgetary expenditure and cash flow projections.
Reconcile difficult statements of accounts with clients.
Produce monthly expenditure statements for the office where officer is operating from.
Prepare fortnight programmes of work
Any other duties as may be given by the Finance and Administration Manager
Title: Procurement Officer
Reporting to: Finance and Administration Manager
Objective: To efficiently source and procure cost effective good and services for the
company
Responsibilities
Responsible for organizing all company procurements of goods and services.
Indentify and compile a list of preferred suppliers from an open competitive bid process.
Sign supply contracts with preferred suppliers of goods and services for the company.
Update annually the list of preferred suppliers of goods and services.
Initiate purchases of goods and services using a Local Purchase Order that will have to be
approved by the Managing Director or the Finance and Administration Manager in the
absence of the Managing Director
To streamline procedures for procuring goods and services by the spending departmental
managers
To liaise with finance on payments of suppliers and advise clients accordingly.
Prepare fortnight programmes of work
Any other duties as may be given by the Finance and Administration Manager
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 45
Title: Stores Officer
Reporting to: Finance and Administration Manager
Objective: To safeguard goods in storage and account for incoming and outgoing company
goods.
Responsibilities
To receive company goods and product from external suppliers
To supervise off-loading and loading of goods on Trucks
To stack seed according to warehouse management system
To update stack cards for each stack of seed
To maintain good sanitation in the warehouse
To supervise and manage workforce during operations
To account for all the seed in the warehouse by applying good warehouse visibility of seed
Carryout routine warehouse spraying and fumigation to control seed pests.
To despatch stationery and other consumables on request to staff.
To submit weekly reports to the Finance and Administration Manager
Prepare fortnight programmes of work
Any other duties as may be given by the Finance and Administration Manager
Title: Office Assistant
Reporting to: Human Resources Officer
Objective: To maintain a clean work environment and contribute towards good corporate
image building
Responsibilities
To clean all company offices and facilities like toilets and change rooms.
To move mail and paper trails from one office to another.
To serve tea for staff.
To clean all kitchen utensils and facilities.
Any other duties as may be given by the Office Manager.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 46
Title: Internal Auditor
Reporting to: Managing Director
Objective: To monitor the compliance of staff to company procedures so as to prevent
company exposure to risks and wastage of resources.
Responsibilities
To randomly investigate departmental compliance to company procedures in acquiring
goods and services.
To evaluate previous procurements and check for compliance
To alert and advise the Managing Director through the Chairperson of the Audit Committee
of the Board on possible sources of company exposure to risk.
To expose any waste for remedial corporate redress as a mechanism for preventing future
waste of resources.
To strengthen internal checks and balances (systems) for preventing company exposure to
loss resources.
Prepare monthly programmes of work and reports to the Managing Director.
Any other duties as may be given by the Audit Committee of the Board of Directors.
Secretary (Office Manager)
Reporting to: Managing Director
Objective: To organise logistics for the smooth running of Sierra Seeds and present a clean
environment.
Responsibilities
To provide logistical support to the office of the Managing Director.
To procure stationery and other sundry requirements and administer them among users.
To account for the stationery and sundries.
To monitor the upkeep of the company premises and supervise the sanitation.
To manage the petty cash float of the office.
To attend to telephones and correspondences as required.
To manage the filing and achieving of company materials.
Any other duties as may be given by the Managing Director.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 47
Title: Mechanics
Reporting to: Maintenance Manager
Objective: To carryout plant and equipment preventive and corrective maintenance so as to
enhance efficient delivery of services of Sierra Seed.
Responsibilities
To carryout routine preventive maintenance of plant and equipment as prescribed by the
suppliers
To carryout repairs on broken down plant, equipment and houses.
To recommend for reference works that are beyond comprehension to external service
providers
To advise users of equipment on routine checks of plant and equipment
Prepare fortnight programmes of work
Any other duties as may be given by the Maintenance Manager
Driver
Reporting to: Maintenance Manager
Objective: To deliver goods and services to designated destinations.
Responsibilities
To drive goods and people to authorised destinations.
To carryout routine daily checks on motor vehicles
Any other duties as may be assigned by the Maintenance Manager
Title: Machine Operator
Reporting to: Business Development Officer
Objective: To mill, grade and package table rice to enhance the company and variety
brands.
Responsibilities
To mill table rice using the milling machines.
To carryout daily routine checks before running the machine
To grade the grain and package it according to variety and grade.
To ensure standard packaging and presentation of the milled rice
Any other duties as may be given by the Business Development Manager
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 48
Title: General Worker
Reporting to: Stores Officer
Objective: To carryout physical work so as to facilitate company operations.
Responsibilities
To load and offload seed and other company materials in trucks
To stack seed in the warehouse.
To re-bag and seal bags of seed in the warehouse.
To clean the warehouse and put seed in order as instructed.
Any other duties as may be given by the Stores officer.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 42
Appendix 3: SMU Net Assets Statement
SEED MULTIPLICATION PROGRAMME NET ASSETS STATEMENT
TOTAL ASSETS
MARKET VALUE (LE)
MARKET VALUE ($)
LAND
2,970,000,000. 00
683,000. 00
BUILDINGS
6,556,000,000. 00
1,507,000. 00
P M & E
549,840,000. 00
126,400. 00
F F& F
81,165,000. 00
19,000. 00
MOTOR VEHICULES
158,500,000. 00
37,000. 00
STOCK
50,733,500. 00
11,700. 00
CASH AT BANK
129,930,000.00
29,869.00
TOTAL
10,496,168,500.00
2,413,696.00
LESS: TOTAL LIABILITIES
MARKET VALUE (LE)
MARKET VALUE ($)
EMPLOYER’S NASSIT CONTRIBUTION
17,310,049. 70
3980.00
BACKLOG SALARIES (GROSS)
334,350,000. 00
76862.00
TERMINAL BENEFITS
512,959,336. 74
117,922.00
TOTAL
994,549,386. 44 198,764.00
NET ASSETS:
LE 9,501,619,113.60
$2,215,205.00
Exchange Rate: $1 = Le. 4,350
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 43
SEED MULTIPLICATION PROGRAMME
TOTAL SUMMARY OF CURRENT OPEN MARKET VALUES OF REAL
PROPERTY
Exchange Rate: $1 = Le. 4,350
STATION
OPEN MARKET VALUE
(LE.)
OPEN MARKET
VALUE ($)
KOBIA
5,600,000,000
1,294,280
KENEMA
1,100,000,000
245,000
MAKENI
2,150,000,000
493,250
THAKOBLO
690,000,000
157,000
TOTAL
9,540,000,000
2,189,130
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 46
Appendix 4: List of Participants at the Bo Strategy workshop.
Name Institution Designation Contact No Email Address
Ben A. Massaguoi MAFFS Director
Extension
076747894 [email protected]
John S. Kamara MAFFS Ass. Director
Crops
076866768 [email protected]
Prince Kamara MAFFS SCP Coordinator 076657660 [email protected]
Daniel S. Fornah SLARI PDMO 076995246 [email protected]
Annie M. Kallon SQCU Head 078484285 [email protected]
Edward Gbappie SMU Programme
Coordinator
078509464 [email protected]
Lambert Delimini FAO Seed Production
Consultant
076139543 [email protected]
Joost Gwinner FAO Consultant 076946804 [email protected]
Marx Mbunji FAO Management
Advisor
Consultant
079202058 [email protected]
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 47
Appendix 5: SLeSCA Departmental Organogram
Seed Systems and Inspections Unit
Seed Testing and Health Unit
Head Seed Systems and Inspections
Senior Seed Inspector
Seed Inspector Freetown
Seed Inspector Rukupur
Seed Inspector
Njala
Head seed Testing and
Health
Senior Seed Technician Freetown
Seed Analyst Freetown
Seed Analyst Freetown
Seed Technician Rukupur
Seed Analyst Rukupur
Seed Analyst Rukupur
Seed Technician
Njala
Seed Analyst Njala
Seed Analyst Njala
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 48
Variety Testing and Registration Unit
Human Resources and Finance Unit
Head Variety Testing and Registration
Trials Officer Variety Testing
Technician Variety Testing
Trials Officer Applied
Research
Technician Applied
Research
Human Resources
and Finance
Accountant
Assistant Accountant
Accounts Clerk
Training Officer
Assistant Training Officer
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 49
Appendix 6: Terms of Reference for office bearers
1) IDENTIFICATION SECTION
1. JOB TITLE: Director
2. JOB PURPOSE
To manage the development and implementation of seed control and certification programs in order
to ensure the provision of high quality seed.
3. KEY RESULT
AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Variety Testing Oversees timely variety release testing in order to ensure that only
suitable varieties are released.
Research Oversees regularly applied research activities in order to generate
better seed quality information and services.
Seed Inspections Oversees regularly seed inspections in order to ensure that
production and storage guidelines are adhered to.
Seed Testing Ensures timely seed testing in order to ensure that only seed that
meets prescribed laboratory standards are offered for sale.
Variety Registration Oversees timely variety release testing in order to ensure that only
suitable varieties are released.
Licensing Ensures licensing of private seed testing laboratories, seed
processing plants, seed sellers, seed inspectors, seed analysts and
samplers so that high seed standards are maintained.
Seed Policy Ensures timely provision of seed policy guidelines in order to
protect the seed industry.
Management Manages effectively, human, financial and material resources
effectively in order to attain institutional objectives.
Performance
Management
Ensures timely development of individual and departmental work
plans in order to monitor and evaluate performances.
Monitoring & Evaluation Ensures timely monitoring and evaluation of seed quality control
and certification services in order to facilitate implementation of
appropriate interventions.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 50
4. REPORTING RELATIONSHIPS
a) Reports to: Chairperson of the National Seed Board
5. RESPONSIBILITIES
a) Safety and Health of Others:
Initiates formulation of safety rules and guidance and ensures that these are actually enforced.
c) Level of Authority and Decision-Making:
Is a controlling officer and ensures control and effective utilization of funds. The jobholder also
ensures the provision of security, maintenance of building, transport, office equipment and stores.
d) Consequence of Error:
Ineffective management of seed control and certification programs that would result in non-
achievement of the goals and objectives of the Certification Agency.
2) IDENTIFICATION SECTION
1. JOB TITLE: Head Seed Systems and Inspections
2. JOB PURPOSE
To supervise and coordinate seed systems development and inspections in order to ensure the
delivery of high quality seeds.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Registration of
seed growers
Coordinates timely registration of seed growers in order to regulate the seed
industry.
Seed Inspections Coordinates timely inspections of seed fields, processing factories, seed
stores and vessels for the development and implementation of seed quality
control activities so that only high quality seed is offered for sale.
Licensing Coordinates timely licensing of seed processing plants, seed inspectors, seed
sellers, and seed samplers in order to ensure adherence to seed standards.
Performance
management
Coordinates the preparation of annual work plans in order to monitor and
evaluate unit performance.
Supervision Coordinates staff in order to ensure the smooth running of the section.
Seed Systems Coordinate the seed production initiatives of Non-Governmental
Organisations that are community based to ensure compliance with the
quality declared seed standards.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 51
4. REPORTING RELATIONSHIPS
a) Reports to: Director SLeSCA
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure availability of safety equipment and health to subordinates in the unit.
b) Responsibility for Certification Agency Resources
The jobholder will ensure that all financial and physical resources in the unit are effectively utilized.
c) Level of Authority and Decision-Making:
The jobholder can confirm seed crop rejections and withdraws.
The jobholder can downgrade seed crops to a lower class.
d) Consequence of Error:
Incompetence on the part of the job holder will lead to ineffective seed development and
inspections which may lead to queries from seed growers, seed houses and possibly legal action
against government.
3). IDENTIFICATION SECTION
1. JOB TITLE: Head Seed Testing and Health
2. JOB PURPOSE
To coordinate the development and implementation of seed testing activities in order to ensure
provision of high quality seed.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 52
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Seed Testing Coordinates timely testing of seeds to ensure that only seeds that
meet the minimum standards are offered for sale
Seed Health
assessment
Coordinates timely assessment of seed health status of seedlots to
ensure that only pest free seeds are offered for sale.
Licensing Coordinates timely licensing of Private Seed Samplers and Seed
Analysts in order to maintain seed standards.
Performance
management
Coordinates the preparation of annual work plans in order to
monitor and evaluate unit performance.
Supervision Supervises effectively human, financial and material resources in
order to attain the units objectives.
4. REPORTING RELATIONSHIPS
a) Reports to: Director SLeSCA
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure availability of safety equipment and health to subordinates in the unit.
b) Responsibility for Agency Resources
The jobholder will ensure that all financial and physical resources in the unit are effectively utilized.
c) Level of Authority and Decision-Making:
The jobholder can confirm or reject test results.
d) Consequence of Error:
Poor agricultural crop yield due to poor quality seed entering seed market.
4) IDENTIFICATION SECTION
1. JOB TITLE: Head Variety Testing and Registration
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 53
2. JOB PURPOSE
To coordinate and supervise the development and implementation of variety testing and registration
activities in order to ensure provision of high quality seed.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Variety pre-release
testing
Coordinates and supervises timely determination of distinctiveness
uniformity and stability of pre-released varieties in order to ensure that only
novel, uniform and stable varieties are released.
Control growing Coordinates and supervises assessment of seed quality in the seed industry
in order to maintain seed purity.
National
Performance Trials
Coordinates timely evaluation of candidate varieties in order to ensure that
suitable varieties are released.
Variety Registration Coordinates and supervises timely testing and registration of plant varieties
so that breeders’ interests and farmers’ rights are protected.
Publications Coordinates annul publication of results and varieties so that farmers and
the general public are kept informed.
Supervision Supervises effectively human, financial and material resources in order to
attain the unit objectives.
Performance
management
Coordinates the preparation of annual work plans in order to monitor and
evaluate unit performance.
Research Coordinates regularly applied research activities and seed studies in order
to generate better seed quality information and services.
4. REPORTING RELATIONSHIPS
a) Reports to: Director SLeSCA
5. RESPONSIBILITIES
a) Safety and Health of Others:
Initiates formulation of safety rules and regulations for the unit and ensures that these are enforced
in order to ensure safety and health of others at all times.
b) Responsibility for Certification Agency Resources
Ensures control and effective utilization of financial and material resources of the section.
c) Level of Authority and Decision-Making:
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 54
Utilization of consumable, computers, transport, plant and equipment.
Placement of personnel within the unit.
d) Consequence of Error:
Incompetence on the part of the jobholder may lead to inadequate testing of varieties and seed,
which would result in poor varieties and seed quality being released to the public.
5. IDENTIFICATION SECTION
JOB TITLE : Head Human Resources and Finance
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Administration Coordinate the day to day administration of staff and institutional affairs
Staff Appraisal Coordinate participatory quarterly and annual staff appraisals and
training to enhance communication and improve skills for service
delivery.
Appointments Facilitate staff appointment and demotions in collaboration with the
Director.
Seed Training Coordinates seed training activities in order to build capacity among
farmers and seed industry personnel.
Staff Welfare Coordinate staff welfare initiatives to enhance inter departmental
communication in the Agency
Finance Oversee institutional finance incomes and expenditures in order to
sustain the activities of the Certification Agency.
Supervision Supervises effectively human, financial and material resources in order
to attain the unit objectives.
Performance
management
Coordinates the preparation of annual work plans in order to monitor
and evaluate unit performance.
4. REPORTING RELATIONSHIPS
a) Reports to: Director SLeSCA
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 55
5. RESPONSIBILITIES
a) Safety and Health of Others:
Initiates formulation of safety rules and regulations for the unit and ensures that these are enforced
in order to ensure safety and health of others and all times.
b) Responsibility for Certification Agency Resources
Ensures control and effective utilization of financial and material resources of the section and the
Agency.
c) Level of Authority and Decision-Making:
Placement of personnel within the unit and the Agency.
d) Consequence of Error:
Incompetence on the part of the jobholder may lead to staff inertia and incompetence which will
result in inefficient delivery of seed quality services to stakeholders in the seed industry.
6) IDENTIFICATION SECTION
1. JOB TITLE : Senior Seeds Inspector
SECTION : Seed Systems and Inspections
2. JOB PURPOSE
To supervise and undertake seed inspection activities to ensure that only seed that meet quality
standards are marketed.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Registration Supervise and undertakes timely crop registration for seed growers in
order to regulate seed industry.
Inspections Supervises and undertakes timely seed inspections and sampling, so
that only quality seed is offered for sale.
Licensing Ensures licensing of private seed traders, seed samplers and processing
plants in order to ensure that seed standards are maintained.
4. REPORTING RELATIONSHIPS
a) Reports to: Head Seed Systems and Inspection
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 56
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure availability of Safety equipment and health to subordinates in the unit.
b) Responsibility for Certification Agency Resources
Supervises proper utilization of physical resources in the unit.
c) Level of Authority and Decision-Making:
The job holder can reject a seed crop or downgrade crops to lower class.
The job holder can confiscate or stop sale of seed found to be marketed illegally.
d) Consequence of Error:
Incompetence in handling duties of the inspectorate will lead to ineffective seed inspections. This
may lead to complaints from the seed industry and from farmers arising from marketing of poor
quality seed.
7) IDENTIFICATION SECTION
1. JOB TITLE : Seeds Inspector
SECTION : Seeds Systems and Inspections
2. JOB PURPOSE
To guide in seed inspection activities in order to ensure that only seed that meet quality standards
are marketed.
3. KEY RESULT
AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Registration of seed
growers
Compiles timely crop registration of seed growers in order to
regulate seed industry.
Inspections Guides and conducts timely field, factory, warehouse and container
inspections and seed sampling so that only seed that meets
standards is marketed.
4. REPORTING RELATIONSHIPS
a) Reports to: Senior Seed Inspector/Head Seed Systems and Inspection
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 57
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure proper utilization of safety equipment and health in the unit.
b) Responsibility for Certification Agency Resources
Ensures proper utilization of physical resources in the unit.
c) Level of Authority and Decision-Making:
The job holder can reject a seed crop.
The job holder can confiscate or stop sale of seed found to be marketed illegally.
d) Consequence of Error:
Incompetence in handling duties of the inspectorate will lead to ineffective seed inspections. This
may lead to complaints from the seed industry and from farmers arising from marketing of poor
quality seed.
8) IDENTIFICATION SECTION
1. JOB TITLE : Seed Technician
SECTION : Seed Testing and Health
2. JOB PURPOSE
To supervise and undertake seed testing activities in order to ensure that only seeds that meet
quality standards are marketed.
3. KEY RESULT
AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Seed Testing Supervises and undertakes daily seed testing activities in order to
ensure that only seed lots that meet minimum standards are offered
for sale.
Seed herbarium Supervises and undertakes timely seed collections in order to
facilitate identification of seed species.
Investigations Ensures timely seed investigations in order to identify inadequacies
and facilitate implementation of remedial measures.
Licensing Supervises licensing of private seed testing so that seed standards
are maintained.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 58
4. REPORTING RELATIONSHIPS
a) Reports to: Head Seed Testing and Health
5. RESPONSIBILITIES
a) Safety and Health of Others:
Ensure that safety and healthy rules and regulations are followed all the time.
b) Responsibility for Certification Agency Resources
Supervises the proper utilization of laboratory materials, transport and office equipment.
c) Level of Authority and Decision-Making:
Utilization of resource materials in the laboratory.
Review seed test results.
d) Consequence of Error:
Incompetence on the part of the job holder would lead into poor assessment of seed qualities and
delayed release of results which would lead to delay in seed reaching farmers and poor quality seeds
being offered for sale.
9) IDENTIFICATION SECTION
1. JOB TITLE : Seed Analyst
SECTION : Seed Testing and Health Unit
2. JOB PURPOSE
To conduct routine seed testing activities in order to ensure that only seeds that meet the standards
are marketed.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 59
3. KEY RESULT
AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Moisture
Determination
Conducts timely determination of moisture on seeds in order to
assess moisture content
Purity Test Conducts timely purity testing in order to assess physical purity of
the seeds
Weed Number
Determination
Conducts timely weed determination in seeds in order to assess
weed presence in seeds.
Germination test Conducts timely germination tests on seed in order to determine
germination potential
Vigour Test Conducts regularly vigour test on seeds in order to assess the power
of the life of seeds.
Seed Dormancy
Breaking
Conducts dormancy breaking in order to facilitate the germinability
of seed.
4. REPORTING RELATIONSHIPS
a) Reports to: Seed Technician
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure proper utilization of safety equipment and health in the unit.
b) Responsibility for Government Resources
Ensures proper utilization of physical resources in the unit.
c) Level of Authority and Decision-Making:
The job holder can decide re-testing of some seeds.
d) Consequence of Error:
Failure by the job holder to conduct routine seed testing activities resulting in seed testing analysis
being improperly done and delay results leading to seeds of unknown quality being offered for sale.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 60
10) IDENTIFICATION SECTION
1. JOB TITLE: Trials Officer - Variety Testing
2. JOB PURPOSE
To facilitate the development and implementation of variety testing activities in order to ensure that
only new and suitable varieties are released.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Site Selection Selects sites on the basis of suitability of ecological zones for testing
candidate varieties for Distinctness, Uniformity and Stability (DUS) and
Value for Cultivation and Use (VCU) to ensure relevance of test results.
Variety Testing Organises for assessment of DUS and VCU of candidate varieties in order
to ensure that only new, uniform, stable, adaptable and suitable varieties are
released.
Data Analysis Analyses trials data using statistical packages to develop trends for DUS
and VCU of candidate varieties.
Performance
Management
Participates in the preparations of annual work plans in order to monitor
and evaluate unit performance.
Publication Ensures timely publication of test results to inform the members of the
VRC and the holders of the variety.
Variety Register Ensures the creation and maintenance of the variety register in order to
maintain records and disseminate information.
4. REPORTING RELATIONSHIPS
a) Reports to: Head Variety Testing and Registration
5. RESPONSIBILITIES
a) Safety and Health of Others:
Initiates and implements safety rules and regulations in conjunction with the Head of the Unit.
b) Responsibility for Certification Resources
Ensures effective utilization of financial and material resources of the unit.
c) Level of Authority and Decision-Making:
Utilization of material resources.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 61
d) Consequence of Error:
Incompetence on the part of the jobholder may lead to inadequate testing of plant varieties which
may result in poor varieties being released.
11. IDENTIFICATION SECTION
JOB TITLE : Trials Officer - Applied Research
SECTION : Variety Testing and Registration
2. JOB PURPOSE
To supervise seed systems development and implementation of quality control activities in order to
ensure that seeds of high quality are offered for sale.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Applied Research Ensures timely execution of applied research activities in order to update and
develop better seed services.
Control Growing Supervises and undertakes timely assessment of genetic purity of varieties in
order to maintain the genetic purity of seed varieties in the seed system.
Seed Health Supervises timely assessment of seed health status of seedlots to ensure that
only pest free seeds are offered for sale
Inspections Supervises timely seed inspection and sampling so that only high quality seed
is offered for sale.
Seed Studies and
Surveys
Undertake seed studies and surveys to monitor the dynamics of the seed
industry.
Investigation Supervises timely undertaking of seed investigations in order to resolve seed
testing inadequacies in the laboratory and detect quarantined pest.
Publication Undertakes timely publication of results in order for management and the
farmers to make informed decisions.
Supervision Supervises effectively Utilisation of financial and material resources in order
to attain the unit objectives.
4. REPORTING RELATIONSHIPS
a) Reports to: Head Variety Testing and Registration
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 62
5. RESPONSIBILITIES
a) Safety and Health of Others:
Initiates and implements safety rules and regulations in conjunction with the Head of the Unit.
b) Responsibility for Certification Resources
Ensures effective utilization of financial and material resources of the unit.
c) Level of Authority and Decision-Making:
Utilization of material resources.
Make informed recommendation for managing the seed industry.
d) Consequence of Error:
Incompetence on the part of the jobholder may lead to a mismanaged seed sector that can lead to
fraudulent seed supplies and poor policy responses to the needs of a changing seed industry.
13) IDENTIFICATION SECTION
JOB TITLE : Technician - Variety Testing
SECTION : Variety Testing and Registration
2. JOB PURPOSE
To carry out and assist in variety testing trials in order to ensure that adaptable and suitable varieties
are marketed.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Seed Sample
preparation
Carries out and assists in the timely preparation of seed samples so that variety
testing trials are planted on time.
Field preparation Conducts timely field preparation so that variety testing trials are planted on
time.
Field Maintenance Conducts timely maintenance of trials in order to ensure optimal crop growth.
Field Management Conducts timely maintenance of trials in order to ensure optimal crop growth.
Data collection Participates in timely collection of data in order to facilitate data analysis and
publication.
Data Processing Conducts data entry and assists with the analysis.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 63
4. REPORTING RELATIONSHIPS
a) Reports to: Trials Officer – Variety Testing.
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure proper utilization of safety equipment and health by subordinates.
b) Responsibility for Certification Agency Resources
Ensures proper utilization of physical property in the unit.
c) Level of Authority and Decision-Making:
The job holder will be responsible for all material resources under his/her charge.
d) Consequence of Error:
Failure by holder to implement the activities of variety testing resulting in unsuitable and unreliable
varieties being released.
1. IDENTIFICATION SECTION
JOB TITLE : Technician Applied Research
SECTION : Variety Testing and Registration
2. JOB PURPOSE
To undertake effective research applicable to the seed industry, its development and dynamics so as
to inform decisions for policy or regulatory reforms.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 64
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Seed Sample
Preparation
Undertakes timely preparation of seed samples so that variety testing trials are
planted on time.
Field preparation Supervises timely field preparations so that variety testing trials are planted on
time.
Field Management Undertakes timely maintenance of trials in order to ensure optimal crop growth.
Data collection Participates in timely collection of data in order to facilitate data analysis and
publication.
Study Tools Prepare study tools for administration of seed studies and surveys.
Data Process To record and enter data of control growing and seed studies and assist in the
analysis of the same.
4. REPORTING RELATIONSHIPS
a) Reports to: Trials Officer – Applied Research.
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure proper utilization of safety equipment and health by subordinates.
b) Responsibility for Certification Agency Resources
Ensures proper utilization of physical property in the unit.
c) Level of Authority and Decision-Making:
The job holder will be responsible for all material resources under his/her charge.
d) Consequence of Error:
Failure by holder to implement the activities of applied research will result in inaccurate data
capture, resulting in wrong recommendations that can misguide seed reforms.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 65
1. IDENTIFICATION SECTION
JOB TITLE : Training Officer (Training, Consultancy & Seed Systems)
SECTION : Human Resources and Finance Unit
2. JOB PURPOSE
To build capacity and create public awareness in the seed industry in order to facilitate accessibility
to quality seed.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Seed Extension
Services
Supervises effectively the development and implementation of seed
extension services in order to facilitate accessibility to quality seed and
services.
Publications Controls activities of the library and information system of the certification
agency in order to ensure availability of suitable literature and information
on seed issues.
Consultancy Coordinates consultative activities on seed issues in order to build capacity
in the seed industry.
Training Coordinates internal and external training of agency staff and stakeholders
to enhance skills and efficiency in the seed sector.
4. REPORTING RELATIONSHIPS
a) Reports to: Head Human Resources and Finance
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure availability of safety equipment and health to subordinates in the unit.
b) Responsibility for Certification Agency Resources
The job holder will be responsible for all training equipment and literature.
c) Level of Authority and Decision-Making:
Utilization of material resources.
d) Consequence of Error:
Incompetence on the part of job holder will result in poor extension delivery system in the seed
industry, poor capacity building to the seed industry and poor information management.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 66
1. IDENTIFICATION SECTION
JOB TITLE : Assistant Training Officer
SECTION : Human Resources and Finance Unit
2. JOB PURPOSE
To assist build capacity and create public awareness in the seed industry in order to facilitate
accessibility to quality seed.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Seed Extension
Services
To organise materials to facilitate seed extension services in order to
support accessibility to quality seed and services.
Publications Facilitate staff access to the library and information sources of the
certification agency in order to ensure availability of suitable literature and
information on seed issues.
Training Provide stationary and other consumables to facilitate skills upgrading and
improve efficiency in the seed sector.
4. REPORTING RELATIONSHIPS
a) Reports to: Training Officer
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure safe usage of equipment entrusted to him/ her.
b) Responsibility for Certification Agency Resources
The job holder will be responsible for training consumables.
c) Level of Authority and Decision-Making:
Nil
d) Consequence of Error:
Incompetence on the part of job holder will result in lack of stationery and other training
consumables and would affect training sessions.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 67
1. IDENTIFICATION SECTION
JOB TITLE : Accountant
SECTION : Human Resources and Finance Unit
2. JOB PURPOSE
To enforce accountability of financial resources in line with current financial systems that are
compliant with the Auditor General’s accounting system to facilitate service delivery for quality
seed.
3. KEY RESULT
AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Financial Statements Produce up-to-date statements of accounts for the SLeSCA.
Expenditure Control Provide advice on budgetary expenditure and cash flow projections to
the Director and departmental Heads.
Bank Reconciliations Monitor and reconcile daily banking and receipts.
Supervision Backstop Assistant accountants and reconcile daily transactions on the
accounting system including outlying stations.
Creditors and Debtors Produce up-to-date accounts of creditors and debtors to SLeSCA.
Monthly Statements Produce monthly statements of accounts for the business.
4. REPORTING RELATIONSHIPS
a) Reports to: Head Human Resources and Finance
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure availability of safety equipment and health to subordinates in the unit.
b) Responsibility for Certification Agency Resources
The job holder will be responsible for all accounting materials including unused cheque books.
c) Level of Authority and Decision-Making:
Utilization of financial resources.
d) Consequence of Error:
Incompetence on the part of job holder will result in poor accountability of financial resources and
can limit the certification agency’s ability to provide the seed services.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 68
1. IDENTIFICATION SECTION
JOB TITLE : Assistant Account
SECTION : Human Resources and Finance Unit
2. JOB PURPOSE
To enhance adherence to accountability of resources by all functionaries so as to maximize the
usage of financial resources to deliver sustained seed services.
3. KEY RESULT
AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Daily transactions Receive, approve and process daily transactions from sales.
Statements of accounts Produce up-to-date statements of accounts for the SLeSCA.
Creditors and debtors Produce up-to-date accounts of creditors and debtors to the SLeSCA
for monthly distribution to the clients.
Daily reconciliations Check and reconcile daily transactions on the accounting system.
Bank reconciliations Monitor and reconcile daily banking and receipts.
Budgetary projections Provide advice on budgetary expenditure and cash flow projections.
Client Statements Reconcile difficult statements of accounts with clients.
Monthly Statements Produce monthly expenditure statements for the SLeSCA.
4. REPORTING RELATIONSHIPS
a) Reports to: Accountant
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure availability of safety equipment and health to subordinates in the unit.
b) Responsibility for Certification Agency Resources
The job holder will be responsible for managing accounting documentation and its safe storage.
c) Level of Authority and Decision-Making:
Advise on use of financial resources.
d) Consequence of Error:
Incompetence on the part of job holder will result in poor usage of financial resources that can lead
to wastage and fraud.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 69
1. IDENTIFICATION SECTION
JOB TITLE : Accounts Clerk
SECTION : Human Resources and Finance
2. JOB PURPOSE
To cut cheques based on approved documentation and make daily banking for the SLeSCA to
facilitate the provision of services.
3. KEY
RESULT AREA
PRINCIPAL ACCOUNTABILITIES (MAIN DUTIES)
Cheques To cut cheques based on approved documents
Banking To conduct daily banking on behalf of the certification agency
Payments To issue out payments to clients and suppliers
Filling To file all completed documentation of transactions
4. REPORTING RELATIONSHIPS
a) Reports to: Accountant
5. RESPONSIBILITIES
a) Safety and Health of Others:
Will ensure personal safety and health.
b) Responsibility for Certification Agency Resources
The job holder will be responsible for functioning cheque and deposit books.
c) Level of Authority and Decision-Making:
Nil
d) Consequence of Error:
Incompetence on the part of job holder will result in over or under payments that can facilitate
wastage and fraud.
SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 70
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