Transformational Strategic Plan - coin.fao.org · SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 0 GCP/SIL/032/GER Transformational Strategic

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


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


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.


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.


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


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


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


Table 4: The Seed Multiplication Unit


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


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.


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,


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.


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.


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.


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.


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


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


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


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.


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


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


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)


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.


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


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


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


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


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.


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.


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.


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


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.


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.


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:


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


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.


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.


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


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.


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)


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)


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.


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


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


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


Title: Finance and Administration Manager


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.


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.


management meetings


Title: Maintenance Manager


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.


management meetings



Title: Business Development Manager


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.


management meetings


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


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.


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.


Title: Field Supervisor


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



Title: Processing Officer


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.




Title: Quality Control Officer


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.



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


Title: Accounts Assistant


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.



Title: Procurement Officer


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.




Title: Stores Officer


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



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.


Title: Internal Auditor


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)


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.



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


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


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.


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


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


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


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


Lambert Delimini FAO Seed Production

Consultant


Joost Gwinner FAO Consultant 076946804 [email protected]

Marx Mbunji FAO Management

Advisor

Consultant



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


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


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


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.


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.


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


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.



a) Reports to: Director SLeSCA

5. RESPONSIBILITIES


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.


The jobholder can confirm seed crop rejections and withdraws.

The jobholder can downgrade seed crops to a lower class.


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.


3. KEY

RESULT AREA


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.



5. RESPONSIBILITIES



b) Responsibility for Agency Resources

The jobholder will ensure that all financial and physical resources in the unit are effectively utilized.


The jobholder can confirm or reject test results.


Poor agricultural crop yield due to poor quality seed entering seed market.


1. JOB TITLE: Head Variety Testing and Registration


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


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


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.



5. RESPONSIBILITIES


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.


Ensures control and effective utilization of financial and material resources of the section.



Utilization of consumable, computers, transport, plant and equipment.

Placement of personnel within the unit.


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


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.




5. RESPONSIBILITIES


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.


Ensures control and effective utilization of financial and material resources of the section and the

Agency.


Placement of personnel within the unit and the Agency.


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.


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


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.


a) Reports to: Head Seed Systems and Inspection


5. RESPONSIBILITIES


Will ensure availability of Safety equipment and health to subordinates in the unit.


Supervises proper utilization of physical resources in the unit.


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.


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.


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


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.


a) Reports to: Senior Seed Inspector/Head Seed Systems and Inspection


5. RESPONSIBILITIES


Will ensure proper utilization of safety equipment and health in the unit.


Ensures proper utilization of physical resources in the unit.


The job holder can reject a seed crop.

The job holder can confiscate or stop sale of seed found to be marketed illegally.


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.


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


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.



a) Reports to: Head Seed Testing and Health

5. RESPONSIBILITIES


Ensure that safety and healthy rules and regulations are followed all the time.


Supervises the proper utilization of laboratory materials, transport and office equipment.


Utilization of resource materials in the laboratory.

Review seed test results.


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.


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.


3. KEY RESULT

AREA


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.


a) Reports to: Seed Technician

5. RESPONSIBILITIES


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.


The job holder can decide re-testing of some seeds.


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.



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


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.


a) Reports to: Head Variety Testing and Registration

5. RESPONSIBILITIES


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.


Utilization of material resources.



Incompetence on the part of the jobholder may lead to inadequate testing of plant varieties which

may result in poor varieties being released.


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


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.


a) Reports to: Head Variety Testing and Registration


5. RESPONSIBILITIES


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.



Make informed recommendation for managing the seed industry.


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.


JOB TITLE : Technician - Variety Testing


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


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.



a) Reports to: Trials Officer – Variety Testing.

5. RESPONSIBILITIES


Will ensure proper utilization of safety equipment and health by subordinates.


Ensures proper utilization of physical property in the unit.


The job holder will be responsible for all material resources under his/her charge.


Failure by holder to implement the activities of variety testing resulting in unsuitable and unreliable

varieties being released.


JOB TITLE : Technician Applied Research


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.


3. KEY

RESULT AREA


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.


a) Reports to: Trials Officer – Applied Research.

5. RESPONSIBILITIES


Will ensure proper utilization of safety equipment and health by subordinates.


Ensures proper utilization of physical property in the unit.


The job holder will be responsible for all material resources under his/her charge.


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.



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


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.


a) Reports to: Head Human Resources and Finance

5. RESPONSIBILITIES




The job holder will be responsible for all training equipment and literature.




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.



JOB TITLE : Assistant Training Officer


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


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.


a) Reports to: Training Officer

5. RESPONSIBILITIES


Will ensure safe usage of equipment entrusted to him/ her.


The job holder will be responsible for training consumables.


Nil


Incompetence on the part of job holder will result in lack of stationery and other training

consumables and would affect training sessions.



JOB TITLE : Accountant


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


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.


a) Reports to: Head Human Resources and Finance

5. RESPONSIBILITIES




The job holder will be responsible for all accounting materials including unused cheque books.


Utilization of financial resources.


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.



JOB TITLE : Assistant Account


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


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.


a) Reports to: Accountant

5. RESPONSIBILITIES




The job holder will be responsible for managing accounting documentation and its safe storage.


Advise on use of financial resources.


Incompetence on the part of job holder will result in poor usage of financial resources that can lead

to wastage and fraud.



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


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


a) Reports to: Accountant

5. RESPONSIBILITIES


Will ensure personal safety and health.


The job holder will be responsible for functioning cheque and deposit books.


Nil


Incompetence on the part of job holder will result in over or under payments that can facilitate

wastage and fraud.


Bibliography Ben Massaquoir et. Al. 2012, Back to office study tour report to Zambia, Tanzania and Ghana.

Freetown, Sierra Leone

Conteh, K.B. 2007, Seed demand for rice, maize, groundnut, cassava and cowpeas in Sierra Leone

report. Freetown, Sierra Leone, FAO.

Delimini. L. L. 2012, Seed enterprise enhancement and development project second mission report.

Freetown, Sierra Leone, FAO.

Gbappie, E. 2011, Update on the seed multiplication program report. Freetown. Sierra Leone.

Gbappie, E. 2012, Seed enterprise enhancement and development project six months progress


Kallon, A. M. 2012, Status of seed quality control activities in Sierra Leone report. Freetown. Sierra

Leone.

MacRobert, J.F. 2009, Seed business management in Africa. Harare, Zimbabwe, CIMMYT

Ministry of Agriculture Forestry and Food Security (MAFFS), 2008, Seed enterprise enhancement

and development (SEED) project document. Freetown, Sierra Leone, FAO.

Ministry of Agriculture Forestry and Food Security (MAFFS), 2009, National seed policy

document. Freetown, Sierra Leone

Ministry of Agriculture Forestry and Food Security (MAFFS), 2007, Tripartite evaluation mission


Terpend, N. 2012, SMU Marketing strategy draft report. Freetown, Sierra Leone, FAO.

Welch, J. And S. Welch. 2005, Winning. London, Britain, Harper Collins Publishers.

Documents

Transformational Strategic Plan - coin.fao.org · SMU and SQCU Transformational Strategic Plan – Marx Mbunji – FAO – September 2012 Page 0 GCP/SIL/032/GER Transformational Strategic