project initiation document transfer and dissemination of emerging agricultural technologies of new...
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Project Initiation Document
Transfer and Dissemination of Emerging Agricultural Technologies of New Rice for Africa, (NERICA): Improving Access to Quality Seed through Public-private partnership in Uganda
Project Executive: Dannie Romney Senior Users: Roger Day
Senior Supplier: Morris Akiri Project Manager: Noah Phiri
Date: 10th December 2009PID Version: August 2009
Part A – Background (1)Executive Summary & Objectives
Project Objectives
● NaCRRI increase capacity to produce basic seed (Foundation seed 1)
● Seed companies increase volume of commercial seed (Foundation seed 2)
● Implement a Marketing strategy to promote NERICA and use of good quality seed in order to stabilise demand
Executive SummaryThe project will support scaling up, production and delivery of high quality NERICA rice seed by local seed companies and implement a marketing strategy to stabilise demand. In addition, it will support training of out-growers and establishing of new farmer groups to work with seed companies, and will train company staff to be trainers. Training and dissemination materials will be produced and used.
Part A – Background (2)Key Stakeholders and Beneficiaries
● Stakeholders and Beneficiaries:-● Donor(s): DFID Research Into Use (RIU)● End-user(s): Rice farmers and consumers in Uganda● Partner(s):
● National Crops Resources Research Institute (NaCRRI), NARO, Uganda
● NASECO 1996 Ltd, Uganda● Centre for Agricultural Inputs International (CAII)
● CABI Centres/Departments: CABI Africa
Part B – Implementation (1)Proposed Organisation Structure
● Corporate Management:● Project Board:-
● Project Executive: Dannie Romney● Senior Users: Roger Day● Senior Supplier: Morris Akiri● Project Assurance: Roger Day● CABI Budget-holder (investment projects):
Note that, if not the Project Executive, the CABI Budget-holder must have written confirmation from the Project Executive, and the Project Manager if required by Project Executive, prior to authorising payment.
● Project Manager: Noah Anthony Phiri● Team Managers:
Part B – Implementation (2)Stages
StagesWork Packages / Deliverables in Stage, unless indicated in Stage Name
Stage
Completion Date
a) Business Plan Development (optional)Work Packages / Deliverables: Business Plan
1) NaCRRI to produce basic seed June 2010, 2011
2) Trainers trained June 2010, 2011
3) Farmers trained June 2010, 2011
4) Marketing/awareness raising implemented
June 2011
5) Increased seed volumes produced and distributed
June 2011
6) Increased direct sales of NERICA June 2011
Part B – Implementation (3)CABI Resource RequirementsStaff(and/or role on project)
Time Required on ProjectDays
Noah Phiri (coordination, preparation of information, training and awareness raising material, training and monitoring)
90
Martin Kimani (support training) 45
Daniel Karanja (support handover of coordination and ensure linkage with SDC funded GSI activities
Supported under SDC funds
Part B – Implementation (4)Customer Acceptance Criteria(Include Targets, Measurables, etc)● Reporting every quarter
● To directly impact on approximately 650 smallholder seed growers linked directly with seed companies
● Companies to increase capacity to produce and deliver improved quality seed of NERICA rice to approximately 93,000 smallholder grain producers
● Increased production of basic seed to 5 MT per year by NaCRRI
● Seed companies to produce 1,400 MT of commercial seed per annum
● Increased market share of direct sales to farmers through agro-dealers from less than 10% to 30% by end of the project
Part B – Implementation (5)Project Exclusions & Interfaces
Exclusions● The project will operate in Uganda only● This project will only improve the quality of NERICA rice seed● The project will only work with farmer groups through existing seed company
networks – these are NASECO and CAII – but may include other Ugandan companies
● ●
Interfaces● The SDC funded Good Seed Initiative project which is also working on improving the
capacity of farmers to produce good quality seed of NERICA rice seed, but the location of the project is different. However some of he dissemination materials from the RIU project can be used in the SDC project and vice versa.
● ● ●
Part B – Implementation (6)Key Constraints & Assumptions
Constraints● Both seed companies who are part of the project and will be bulking up
Foundation seed do not have irrigation facilities, hence will depend on the natural rainfall cycle, implying that their activities will be dependent on rainfall availability
Assumptions● Rice consumption is to increase or remain where it is at the moment● Rice will remain a priority crop for the government of Uganda with its potential
to reduce household hunger and poverty ● Farmers currently receiving subsidised or free seed will pay for seed when
there is no other alternative● NERICA production is profitable for seed companies● ● ●
Part C – Reasons for CABI (1)Key Business Benefits - Strategic
● The project will continue to expand CABI expertise in seed systems and increase credibility to work in a key area of development in which donors are investing significant funds
● The business will help to make CABI expertise in improving the quality of seed known to Research Into Use and Uganda
● It will contribute to CABI’s bottom line● The business is contributing directly to CABI’s mission of
solving agricultural problems ● ●
Part C – Reasons for CABI (2)Key Business Benefits – Financial(Externally funded Projects only)
Full Project Budget – Planned Comments
Donor Currency: (£) 199,900
Exchange Rate to £: 1
Overall Contract Value in £ (if known): 199,900
Costs Billed to Project Donor (£)
Gross Revenue (Total Project Revenue): 199,900
Payments to External Collaborators: 97,500Net Income: 102,400
CABI Implementation Costs (£)
CABI Staff Costs: 33,058Direct Costs(other direct costs, for example travel, etc) 48,000
Net Profit/Loss (Project Contribution): 21,343
Net Project Contribution (%): 20.84%
Note that the financials should match the information in the Project Financial Analysis (PFA) form.
Part D – Risks (3)Security Risks
Location of Work Has CABI worked there before?
(Yes / No)
Is there a current, or likely, security risk in that location?
(Yes / No)
Is an alternative secure location eligible for project?
(Yes / No)
Uganda Yes No. However, there has been civil war in the northern part of the country which, so far, has not affected the areas where the project is located, and it is now at a limited scale.
N/A
Part D – Risks (1)Key Risks(for Collaborator, Security, Technical Risks, see next slides)
Risk Owner Likelihood
(1=Low;
3=High)
Impact
(1=Low;
3=High)
Total
(1=Low; 3=High)
Management Strategy
(Choose from Prevention, Reduction, Contingency, Transference, Acceptance, and give brief description of how applied)
1. Weather conditions compromise production of good commercial seed
Project executive
2 3 6 Acceptance – have to tolerate the risk. The Executive can not change the weather patterns
2. Farmers are unwilling to pay for seed
Project executive
1 3 3 Acceptance – have to tolerate the risk since the Executive can not change the farmers’ opinion
3. Project Implementing Agencies (collaborating institutions) fail to deliver
Project Manager
1 3 3 Reduce - by capacity building both material and human resources. This will be re-enforced by a launching workshop during which the roles of the different PIAs will be clarified
4. Seed companies can not access adequate quantities of basic seed for production of commercial seed
Project manager
1 2 2 Reduce - by proper planning
Part D – Risks (2)Collaborator Risks
Collaborator Name
(to be paid by CABI)
Has CABI worked with them before? (Yes / No)
Assessment of Collaborator Risk
Include, for example:• Their reputation;• Past experience of working with them (if appropriate).
How much (£) in total is the Collaborator to be paid?
NaCRRI Yes Very reputable collaborator. CABI has worked very well with NaCRRI before, and they were able to deliver. Currently collaborating in the CFC funded Coffee Leaf Rust Project and they are delivering. 66,400
NASECO No NaCRRI has been working with NASECO before, and they have a good reputation. The company has also been in service for long and work in many parts of the country.
31100
CAII No The company is only six years old, however, their reputation so far has been good
Part D – Risks (4)Technical Risks
Technical Work Has the Lead Centre previously undertaken this Technical work?
(Yes / No)
Has another area of CABI previously undertaken this Technical work?
(Yes / No)
Production of foundation seed Yes. Production of foundation seed was carried out previously on Kale vegetable
N/A
Increasing volume of seed through out growers
Yes. Previously and currently being done through the Good Seed Initiative
CABI Pakistan
Raising awareness Yes. In variously projects including the SDC funded Good Seed Initiative which is taking place in the same country and with the same main PIA
N/A
Part E – Dissemination & Impact (1)Dissemination of Results – awareness raising is part of project
Dissemination Method(what, how, etc)
Target Results Measures
Use of print media on Rice Seed Health
1. 30 contracted certified rice seed producer groups/seed out growers with a targeted figure of 650 smallholder seed out growers
2. Staff of two seed companies who will be training out growers
3. Extentionists in the two project areas
Reports on dissemination activities
Radio programmes on Rice Seed Health
Talk shows aired twice for each language at two major project sites during the main rice growing stages, including before planting. These will target rice growers/seed producers, and future rice growers and seed producers
Listenership data collected by the FM radio stations
Videos on Rice Seed Health
1. 30 contracted certified rice seed producer groups/seed out growers with a targeted figure of 650 smallholder seed out growers
2. Staff of two seed companies who will be taking part in the project
3. Extentionists in the two project areas
Reports on dissemination activities
Part E - Dissemination & Impact (2)Impact of Project(Scientific, Technical, Commercial, Social, Environmental)
Impact Target Measures
NACRRI ‘s capacity for producing basic NERICA rice seed increased to 5 MT per year
NACRRI’s records for Foundation 1 NERICA rice seed production
There will be increase in capacity of NASECO and CAII seed companies to produce and distribute quality certified rice seed in large quantities to 93,000 smallholder grain producers who will earn income from producing about 70,000 MT of rice grain
Impact assessment report
Part F – Reporting and Sign-off (1)Reporting
Information Provider Information Required Interested Parties Frequency
a) Project Manager
b)
c)
a) End stage reports
b)
c)
Corporate Management (CABI)
a) Once a year
b)
c)
a) Project Manager
b)
c)
a End stage reports
b)
c)
Project Board (CABI)
a) Twice a year
b)
c)
a) Project Manager
b)
c)
a) Success stories
b)
c)
Marketing (CABI) a) Ad-hoc
b)
c)
Project manager a) Half year reports
b) Annual reports
c) Final technical reports
Collaborators (External) – paid by CABI
a) Once a year
b) Once a year
c) Once over lifespan
Project Manager a) Half year reports
b) Annual reports
c) Final technical reports
Partners (External) a) Once a year
b) Once a year
c) Once over lifespan
Project Manager a) Half year reports
b) Annual reports
c) Final technical reports
Donors / Funding Agency (External)
a) Once a year
b) Once a year
c) Once over lifespan
a)
b)
a)
b)
Other – please specify
a)
b)
Part F – Reporting & Sign-off (2)Supporting Documentation
As a minimum to accompany the completed PID:● Project Financial Analysis
Extra supporting documentation may be provided:● Gantt Chart (or Log Frame)● Any other documentation as appropriate
Please note that projects with an Intellectual Property Right (IPR) component require the contract to be submitted to PMG prior to signature.
Part F – Reporting & Sign-off (3)Authorisation
Project Executive / EMT: ……………………………………………
Date: …………………………………………………………..
PMG Sign-off (Level 1 Projects) …………………………………………..
Date: ………………………………………………………………………….
Approval of: PID Development of Business Plan
PMG Comments and/or Follow-on Actions:
Appendix A – New Product / Initiative (1)
Customer Needs & Trends
What Problem Are We Trying to Solve?
<Evidence from market research, in-market interviews>
Purchasing Criteria
<evidence>
Purchasing Process
<evidence>
Preferred Pricing Models
<evidence>
Strategic Fit
Market Attractiveness
<£ per annum, size, strategic importance>
Market Growth & Trends
<% CAGR, evidence>
Profitability <High/Medium/Low, evidence>
Competition <Significant existing players, partner opportunities, quantified scale of competition>
Appendix A – New Product / Initiative (2)
Financial Impact
Revenue Opportunity <£ p.a. after 3 years, Gross/net revenue, Evidence, eg. no. of subscriptions @ £x, Annual growth rates, Total project revenue/contract value, etc>
Total Investment Required
<quantify, breakdown of expenditure (staff costs vs. direct costs), capex vs. P&L expenditure, payments to collaborators, etc>
Return on Investment <profitability target, return on capital employed, pay-back period/break-even, net project contribution, etc>
Proposed Product / Initiative Specifications
Product / Initiative Scope <Summary definition of product scope and objectives, Key selling points – how is this product better than the competition?>
Workflow Integration <Explain how product fits into user’s workflow>
Revenue Model <Subscription, purchased, sponsored>
Sales & Marketing Strategy
<Online marketing/conference attendance/direct mail/telesales, etc>
Technology Strategy <In-house development or third party solution?>
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