COLLEGE OF AGRICULTURAL AND ENVIRONMENTAL SCIENCES (CAES) STRATEGIC PLAN

Transcription

1 College of Agricultural and Environmental Sciences Strategic Plan MAKERERE UNIVERSITY COLLEGE OF AGRICULTURAL AND ENVIRONMENTAL SCIENCES (CAES) STRATEGIC PLAN Advancing training, knowledge generation and service delivery to enhance economic and agricultural development and growth as well as, sustainable natural resource utilization and management

2 Table of Content EXECUTIVE SUMMARY LIST OF ACRONYMS BACKGROUND CATALYSING NATIONAL AND REGIONAL DEVELOPMENT Makerere University s significance in development processes Development imperatives CAES seeks to address The changing policy agenda in Uganda and the region Increased demand for higher education investments ANALYSIS OF CAES OPERATIONAL ENVIRONMENT OPPORTUNITIES FOR GROWTH: SUMMARY OF PAST ACHIEVEMENTS National training and capacity development opportunities Regional training and capacity development opportunities Research, innovations and development CHALLENGES TO GROWTH AND EXPANSION Training and student learning Research and innovation Physical infrastructure management Leadership, management and partnerships Resource mobilisation COLLEGE BUSINESS MODEL DESCRIPTION OF COLLEGE CLIENTELE THE COLLEGE VALUE PROPOSITION -THE PROMISE TO OUR CLIENTELE COLLEGE VISION COLLEGE MISSION COLLEGE CORE VALUES OPERATIONAL/ENGAGEMENT PRINCIPLES WITH STAKEHOLDERS AND CLIENTELE COLLEGE STRATEGIC GOALS/- INVESTMENT AREAS THE FOCAL RESULT AREAS -OUTPUTS COLLEGE RESOURCES: AVAILABLE AND NEEDED INVESTMENTS AVAILABLE COLLEGE PHYSICAL RESOURCES School of Agricultural Sciences School of Forestry, Environmental and Geographical Sciences School of Food Technology, Nutrition and Bioengineering REQUIRED COLLEGE PHYSICAL RESOURCES AVAILABLE COLLEGE HUMAN RESOURCES REQUIRED COLLEGE HUMAN RESOURCES DESCRIPTION OF KEY TRAINING AND RESEARCH ACTIVITIES TRAINING NEEDS AND STUDENT POPULATIONS PROJECTIONS RESEARCH AND DEVELOPMENT THRUSTS Knowledge generation through R&D Knowledge Management and Communication Partnership and Linkages for R&D OPERATIONALISATION OF THE STRATEGIC PLAN GOVERNANCE AND MANAGEMENT STRATEGIC PLAN OPERATIONALISATION MODALITIES MONITORING EVALUATION AND LEARNING Output level indicators Research and innovation indicators Human resources capacity indicators Page 2

3 Institutional capacity Impact level indicators Operationalisation of the M&E strategy Gender mainstreaming IMPLEMENTATION FRAMEWORK Teaching, learning and quality assurance activities Research and development Knowledge management, outreach and policy information Resource mobilization, infrastructure development and management FINANCING STRATEGY OVERVIEW OF THE STRATEGY BRIEF ON RESOURCE SEGMENTS OF CAES Description of the foundation and establishmentphase ( ) Description of the development and growth phase (2016 and beyond) MOBILIZING FINANCIAL RESOURCES Finance management principles in CAES Sources of funding and budgeting Income from fees from tuition and other budget support Project overheads The College Capacity Building Fund (CBF) THE BUDGETS Consolidated budget for Human resource, Teaching and Learning Infrastructure development Research, Innovation and outreach ANNEXES ANNEX 1: STAFF IN VARIOUS DEPARTMENTS ANNEX 1: CAES DEVELOPMENT PARTNERS ERROR! BOOKMARK NOT DEFINED. 8.3 CAES RESEARCH INSTITUTES Makerere University Agricultural Research Institute Kabanyolo (MUARIK) Makerere University Biological Field Station (MUBFS) CAES RESEARCH CENTERS Plant breeding, biotechnology and seed systems research center Continuing Agricultural Education Center (CAEC) Food technology and business incubation centre (FTIBC) Other centers under development Center for strengthening resilience and climate change adaptation capacity College Governance and Management Governance Management Providing high quality learning Resources for learning Linkages and Networks DETAILED BUDGETS Infrastructure development Research and Innovation Budget Page 3

4 EXECUTIVE SUMMARY 1. CONTEXT OF THIS STRATEGIC PLAN Makerere University College of Agricultural and Environmental Sciences (CAES) was created in 2011 from a merger of the Faculty of Agriculture, Faculty of Forestry and Nature Conservation, Makerere University Institute of Environment and Natural Resources and the Department of Geography. Currently, CAES has three schools namely: School of Agricultural Sciences, School of Food Technology, Nutrition and Bioengineering and the School of Forestry, Environmental and Geographical Sciences. Through these schools CAES, collates critical national to global knowledge centres that underpin development of the agricultural and environmental sectors of Uganda and other regional economies. These knowledge centres, specialize in: (i) (ii) (iii) (iv) Enhancing sustainable agricultural production and productivity, renewable energy production and management, Food nutrition, processing and value addition and market niche expansion Sustainable environmental management, forestry management and conservation, harnessing natural products and climate change resilience and adaptation Policy research and information dissemination to support agricultural and rural transformation 2. WHAT WE WANT TO DO: CAES STRATEGIC GOALS The vision of success of CAES in the medium to long term is a vibrant and competitive Ugandan bio resource based economy where livelihoods of the vast majority are resilient and competitive. Five strategic goals have been designed to contribute to the achievement of this vision: 1. Build national and regional human capacity for broader agricultural and environmental sub-sectors of the economy. This goal aims at developing and implementing undergraduate and graduate programmes and short courses that meet stakeholder needs in the fields of Agriculture, Food and Nutrition Sciences, Forestry, Environmental and Geo-Informatics and Climatic Sciences, Bio engineering Sciences. 2. Generate innovative and well-targeted development solutions. The College will undertake research projects that develop and deliver products that are responsive to dynamic society needs and builds basic scientific foundation to stimulate national development. 3. Capability strengthening to deliver high quality services. Develop highly professional staff in adequate numbers to undertake innovative and adaptive training, research and practice. 4. Proactively support the development and implementation of relevant national and regional policies. The College will contribute to relevant evidence based planning and policy action that lead to improved formulation of new policies, strategies, programmes and projects within the agriculture and natural resources subsectors. 5. Mobilize resources. Generate and mobilize resources both internally and externally in order to achieve the strategic goals. 3. HOW WE PLAN TO IMPLEMENT THE STRATEGIC PLAN CAES is a new College, and as such, is cognisant of the need for a well-planned growth trajectory. This Strategic Plan thus has two main growth stages a foundation and establishment Phase and the Consolidation development and growth phase Page 4

5 Foundation and establishment Phase The objective under this growth phase is to establish CAES off-campus at the Makerere University Agricultural Research Institute (MUARIK) by: 1. Establishing and upgrading teaching, and research facilities and equipment. This cost area includes improving size, scope, functionality and maintenance of facilities and equipment based at MUARIK. 2. Strengthening leadership and management. The college will seek to have continuity in scientific leadership, and access to expertise in specialized areas of science, communications, and product development and delivery mechanisms. 3. Capacity building and training. The college will to contribute to the development of human capacity for agricultural and environmental related sector development in Uganda and Africa. 3.2 Consolidation and growth phase CAES will implement actions that ground it as a leader in agricultural and environmental training, research and development. The targets during this phase include: 1. Stabilizing funding for mission fulfilment. The college will develop a consolidated fund derived from its constituents and development partners and alumni that responds to national, regional to global development challenges. This will also include the implementation of the college investment plan for generating funds for mission fulfilment. 2. Consolidating community and national development. The College will use its schools and centres to scale-out innovations, knowledge and other outputs to support evidence based planning and targeting of development initiatives. 3. Expanding regionalization and international agenda. The College will leverage past experiences and best practices to secure a competitive position for CAES. The College will, during this period, strategically expand its international programmes in R&D and training. 4. THE RESOURCES WE NEED The University has transformed itself for knowledge integration as well as better and more relevant service provision. The transformation will support a paradigm shift in the way technologies, skills and services are developed, packaged and disseminated. Through this strategy, CAES is pursuing that agenda and will require the following investments: 1. Revamping of MUARIK as a training and agribusiness support center= 1, 924, 184 USD (4, 579, 581, 720 UgX). 2. Shifting of CAES Campus to MUARIK -15, 679, 169 USD (37, 316, 422, 600 UgX). 3. Annual Operations and training 540, 930 USD or (1, 287, 408, 975 UgX). 4. Ten year expenditure on Research and Development 72, 671, 226 USD or 172,957,518,303UgX). 5. WHAT WE WILL ACHIEVE -THE OUTCOMES/IMPACTS These investments will unlock the contribution of agriculture towards; Page 5

6 1. Wealth creation and competitiveness. Developing and promoting incubation centres for commercialisation of agricultural, environmental and tourism related enterprises. 2. High quality human capital. Producing high quality graduates (BSc, MSC and PhD) and professionalization of labour force through business vocational training and skills enhancement training for professional, farmers, youth and women. 3. Infrastructure development. Physical infrastructure for teaching and learning, research innovation and commercialization of technologies upgraded and developed to serve the University and the country. ICT infrastructure will include the development of modern equipment and laboratories. 4. Innovations. Well-targeted research innovations that increase factor productivity, expand market niches, improve incomes and competitiveness as well as sustainable environmental management stimulate and support rural transformation and economic growth. Page 6

7 LIST OF ACRONYMS AGDP Agricultural Gross Development Product ASARECA Association for Strengthening Agricultural Research in East and Central Africa AU-NEPARD African Union New Partnership for Africa s Development CAADP Comprehensive Africa Agricultural Development Strategy CAEC Continuing Agricultural Education Center CRSP Collaborative Research Support Programmes DSIP Development Strategy and Investment Plan Government of Uganda FAO Food and Agricultural Research organization of the United Nations ICT Information and Computer Technology IPM-CRSP Integrated Pest management Collaborative Research Support Programmes PMSS Personal Mastery/Soft Skills NARS National Agricultural Research Systems NGOs Non governmental organisations NORAD Norwegian Aid for international Development MUBFS Makerere University Field Biological Station MUCAES Makerere University College of Agricultural and Environmental Sciences MUARK Makerere University Agricultural Research Institute, Kabanyolo RUFORUM Regional Universities Forum for Capacity Building in Agriculture SCARDA Strengthening Capacity for Agricultural R&D in Africa UNDP United Nations Development Programme Page 7

8 1 BACKGROUND 1.1 Catalysing National and Regional Development Makerere University s significance in development processes More than 50% of Uganda s 242,000 Km 2 can be directly used for agriculture. These arable lands support 85% of the population, with more than 70% of the people directly deriving their livelihoods from agriculture related activities. Such an extensive, expansive and important sector of the economy invariably demands for high quality human resources and innovations, to increase production, stimulate and expand entrepreneurship and support renewable exploitation of the countries natural resources for the present and future posterity. To meet Uganda s increasing and expanded demands for education in the period 2001 to 2007, Makerere University embarked on a process of creating colleges, as the efficient and effective mechanism through which the University can better deliver and engage in development. In January 2011, the University started implementing the transformation of Universities into Colleges with the sole purpose of bringing together Faculties and Institutes that can synergize each other, expanding their scope and capability to better fulfil the University s core functions of training, research and development via outreach and engagement with communities. Makerere University College of Agricultural and Environmental Sciences (CAES) was thus created in 2011 from a merger of the Faculty of Agriculture, Faculty of Forestry and Nature Conservation, Makerere University Institute of Environment and Natural Resources and the Department of Geography. Currently, CAES has three Schools: School of Agricultural Sciences, School of Food Technology, Nutrition and Bioengineering and the School of Forestry, Environmental and Geographical Sciences. Detailed descriptions are provided in section 3 of this strategy document. Thus through CAES, Makerere University is collating critical national to global knowledge centres for the development of the agricultural and environmental sectors of Ugandan and regional economies. These knowledge centres, specialize in: 1. Enhanced but sustainable agricultural production and productivity, renewable energy production and management, 2. Food nutrition, processing and value addition, forestry management and conservation and harnessing natural products for development, 3. Sustainable environmental management, climate change resilience and adaptation, 4. Agricultural and rural transformation and, 5. Policy research and information dissemination. Through this Strategic Plan, CAES seeks to contribute to reinvigorating the growth of Uganda s Agricultural GDP (AgGDP), which stood at 2.1% in , by among others, strengthening farmer livelihoods through empowerment, yield increasing technologies, farmer-incomes and labour productivity improvement, advisory services, nutrition and value addition and market access. It also seeks to contribute to strengthening of sustainable forest resources and environmental management, agribusiness support, and policy interventions that expand markets from national, regional to international scale. 1 GOU, Government of Uganda. Background to the Budget Speech Fiscal Year. Strategies to accelerate economic growth, employment and socioeconomic transformation for Prosperity. Ministry of Finance Planning and Economic Development. Page 8

9 1.1.2 Development imperatives CAES seeks to address The changing policy agenda in Uganda and the region Although the agricultural and natural resources sub-sectors (forests, water and atmospheric resources) are the major contributor to livelihoods of over 80% of Uganda s population, investments in these elements of the economy are still low, with production mainly occurring at subsistence level. The threat posed by climate change, and, more recently, the increasing demand for natural resources including forest products as well as the need to stimulate growth and diversification of agricultural productivity, market access and improve incomes, all imply that strategic investment be made now if the required 6% annual growth in Agricultural GDP (AgGDP) will be realized. It is in this regard that Africa s leadership has championed the Comprehensive Africa Agricultural Development Programme (CAADP) as the investment framework for exploiting diverse growth poles needed to stimulate economic growth and development in the continent. Indeed, Uganda has signed the CAADP compact and launched the Investment Plan also called the Development Strategy and Investment Plan (DSIP) of Uganda Increased demand for higher education investments The Government of Uganda is cognizant of the need to underpin its development programmes with high quality human resources. Indeed, economic growth, as supported by agricultural transformation accounts for economic DSIP commits Uganda Government to: breakthroughs in China, India, Indonesia, Brazil, Mexico, and Argentina, the emerging economic markets and leaders among the G20 countries 2. The 2005 Uganda National Household surveys reported that only 1% of the population have attained university level education. The Government of Uganda responded through the Educational Sector Strategy ( ), which seeks to transform national higher education systems for competitive service oriented and society relevance. The 2010 Uganda National Household survey shows that the annual growth rate of Ugandans with a University degree is 20% 3. Today, there are over 5 public Universities and 22 private Universities in the country with Makerere University being the oldest, engaged in training agricultural and allied science professionals. This workforce is being deployed to support reform and growth of the agricultural, forestry and environmental sectors by enhancing labour productivity, research, innovation and advisory services 4. To meet Uganda s and the region s ambitious development requirements, Makerere University through CAES continues to be responsive as it trains and supplies needed human resources and innovations. The University must continue to contribute to development agenda through new programmes and reform processes that support: An agriculture-led growth as a main strategy for food security and poverty reduction. A 6% annual growth target for the agricultural sector as the strategy for meeting Millennium Development Goals (MDGs) and other targets. Increase the share of the national budget allocated to the agricultural sector to an annual target of 10 %. 2 Blackie, M, Reuben Blackie, R., Uma Lele, U., and Nienke Beintema, N Capacity and Investment Development in Agricultural R&D in Africa. Lead Background Paper. At the ministerial conference on higher education in agriculture in Africa, Kampala, Uganda, November UBOS Uganda Bureau of Statistics. The Uganda national household survey. Socio-economic Module. Ministry of Finance Planning and Economic Development, Government of Uganda 4 MAAIF Ministry of Agriculture Animal Husbandry and Fisheries, Uganda. Operationalisation of rural development strategy through increased agricultural productivity. Page 9

10 1. Development of new clients and development oriented programmes for better targeted training, research and innovations. 2. Intensification of efforts to engage with community in action research and student placement programmes or internships. 3. Addressing emergent development threats such as climate change, biodiversity loss and degradation of water resources to strengthen the resilience of communities to such threats and other similar threats such as trans-boundary animal and human diseases or zoonosis. 4. Alignment of training programmes to national and regional development agenda via regular reviews and creation of innovative training programmes. 5. Mainstreaming gendering in all its programmes to ensure equitable development. Recent lessons from Asia and South America all show the need for balanced investments in development targeted-problem solving and capacity building initiatives 5. While policymakers and development partners recognize the need for developing capacity for the long-term impact and sustainability, the dilemma of reconciling development now with capacity building for the future remains. Universities have a pivotal role to play in developing the needed capacity for development through training, research and outreach. The vision of Makerere University is to be a leading institution of academic excellence and innovations in Africa. The College of Agricultural and Environmental Sciences provides the framework through which Makerere University can contribute to the realisation of both CAADP and the national development vision. BSc Agriculture student undertaking pasture in ranching studies in SW Uganda 5 Economic Times of India, February Investment in education, infrastructure should continue: Kris Page 10

11 2 ANALYSIS OF CAES OPERATIONAL ENVIRONMENT 2.1 Opportunities for growth: Summary of past achievements National training and capacity development opportunities Training for the broader economy. In response to the demand for human resources needs and challenges, the University through former Faculties, Institutes and Departments that now constitute CAES have developed diverse training programmes (Table 1). These programmes include Bachelors of Science (BSc), Master of Science (MSc), diplomas and Doctoral academic programmes (PhD). In this section, we present the new and innovative programmes which are less than six years old. These programmes reflect responses by Makerere University in part to the Government of Uganda Education Sector Strategic Plan ( ), which advocates for client responsiveness. The new programmes include: Table 1. New academic programmes developed over the last six years to meet client needs and opportunities. Programmes developed over the last six years BSc. Agricultural Land Use Management 13. Post-graduate diploma in animal 2. Bachelor of Agribusiness Management, 3. BSc. Community Forestry 4. BSc Human Nutrition 5. BSc. Horticulture 6. BSc Conservation Forestry and Products Technology 7. BSc Food Processing Technology 8. BSc Food Processing Technology 9. Bachelor of Agricultural and Rural Innovations 10. BSc Social and Entrepreneurship in Forestry 11. BSc Wood Science and Technology 12. Bachelor of Environmental Science sciences 14. MSc. land-use & regional development 15. Master of Agribusiness 16. MSc Applied Human Nutrition 17.MSc Integrated Watershed Management 18. Master Agricultural and Applied Economics 19. MSc Plant Breeding and biotechnology 20. PhD Plant Breeding and biotechnology 21. PhD Agricultural and Rural Innovations These new programmes reflect CAES commitment to continually support national and regional development. They also add to existing programmes and reflect a robust University College set to make a significant contribution national and regional development (Table 2). Page 11

12 Table 2. Summary of current student populations in different degree programmes at CAES. Undergraduate programme School of Agricultural Sciences Annual student population Postgraduate Programme Annual student populations Capacity Admitted Capacity Admitted BSc. Agriculture MSc. Crop science BSc Land use and Management Bachelor of Agricultural and Rural Innovations Bachelor of Agribusiness Manage MSc. Animal Science BSc. Horticulture MSc.Soil Science MSc. Agric Extension MSc.Plant breed & seed systems MSc. Agricultural Economics M. Applied & Agric. Economics M. Agribusiness PhD 5 5 PhD Plant Breed & Seed System Sub-total School of Forestry Environmental and Geographical Sciences Bachelor of Forestry MSc. Land-Use &Regional development BSc. Community Forestry MSc Forestry 15 5 BSc Social and Entrepreneurial Forestry BSc Conservation For. & Production Technology MSc Agro forestry PhD in Forestry 5 3 BSc Environmental Sciences MSc. Environ. & Nat. Res BSc Wood science and Technology PhD Environment & Nat Res Post Grad. Dip.- Impact Assessment Post Grad. Dip.- Information Management Sub-total School of Food Technology, Nutrition and Bioengineering BSc Food Sci. & Technology MSc Food Science 10 5 BSc Human Nutrition MSc Agricultural Engineering 5 - BSc Food Processing Tech MSc Applied Human Nutrition BSc Agricultural Engineering PhD 10 3 Sub-total Sub total Grant Total Page 12

13 Training for other institutions. Makerere University has supported the strengthening of human resources of other agricultural training colleges in the country. Of particular importance has been the support to Diploma training Colleges (Bukalasa, Nyabyeya and formerly Arapai Agricultural Colleges). Makerere University has partnered with these Colleges to upgrade their teaching staff to BSc. level through joint partnerships 6. Today, CAES is training academic staff for other Universities in the country and the region Regional training and capacity development opportunities Makerere University is a member to various national, regional, continental and global organisations that promote training research and development activities. These organisations include the Association of African Universities, Regional Universities Forum for Capacity Building in Agriculture (RUFORUM), African Economics Consortium and diverse multi and bilateral partnerships within and outside of Africa. Through these partnerships, Makerere University and CAES in particular has been identified as a centre of leadership in Plant Breeding, Seed Systems and Biotechnology 7, Agricultural and Applied Economics and novel approaches in teaching and farmer participatory research and development (R&D). Currently, CAES is host to three regional programmes (i)- PhD in Plant Breeding and Biotechnology, (ii) MSc Plant Breeding and Seed Systems and Masters in Agricultural and (iii) Applied Economics. All these programmes have a foreign student population of about 50%. The students come from Burundi, Ethiopia, Kenya, Malawi, Mozambique, Rwanda, Sudan, Tanzania, Zambia and Zimbabwe and the host country Uganda. Both the Plant Breeding and Agricultural Applied programmes have a staff development component for weaker institutions in the region. The College is also being considered to host the East African Regional Centre of Excellence in Plant Breeding and Biotechnology Research, innovations and development Over the years, MUCAES has transformed its R&D agenda for client-responsiveness and development impact. The programmes implemented are those that promote farmer participatory R&D, integrating the University into Uganda s rural transformation processes. Pioneering R&D in biotechnology and new/or contemporary R&D approaches such as integrated pest and disease management have been undertaken; linking producers to markets as well as incubation of innovation for market products have been undertaken (Box 1). Training agricultural scientists to innovate for Uganda and Africa: Graduate students inspecting soybean breeding activities on - farm. 6 MFAD, Manpower For Agricultural Development. Report on College/University Articulation Task Force. USAID- Kampala 7 Blackie, M. and Woomer, P Challenges and Opportunities of the Regional Universities Forum for Capacity Building in Agriculture in Kenya, Malawi, Mozambique, Uganda and Zimbabwe. A study commissioned by RUFORUM. RUFORUM, September Page 13

14 2.2 Challenges to growth and expansion Training and student learning a) How to re-orient training in CAES towards problem based learning The issue: Makerere University graduates have been criticized for being deficient in some key competences needed for effective delivery of services, particularly in dynamic and complex environments such as innovation systems. A tracer study commissioned by the Directorate of Planning Makerere University and more recent studies such as the scoping study for Strengthening Capacity for Agricultural R&D in Africa (SCARDA 8 ) outline the competence deficiency gaps which universities need to address in the training of professionals. A) Community and action research Farmer field schools have been established to support engagement with communities in agricultural R&D. These Farmer field schools were established in eastern and central Uganda for management of pests and diseases 1. Under I@mak.com, indigenous knowledge for improve soil fertility management was piloted and a farmer friendly soil fertility testing kits tested and promoted Novel extension approaches including linkage of school programmes to extension, ICT based extension with communities, Community forestry and nature conservation, nutrition improvement among communities- mothers and children, HIV Aids support etc. B) Innovations developed New cowpea and soybean varieties were developed and they are widely produced in the country. MAK Soy for example is a premier variety grown by over 60% of farmers in Uganda Tanzania and Kenya, Tissue culture bananas and other related technologies for cassava, sweet potato, Various human, animal and poultry food and feed products such as nutrient enriched flours and foods, beverages and alcohols, poultry and animal feeds, Agro-engineering technologies for tillage, processing, farm implements and irrigation, Technologies to support crops breeding for pest and disease resistance. Wetland technologies for treating domestic and industrial waste. C) Development engagements Incubation of technologies and market ideas has been established supporting private public partnerships in agribusiness, Industrial scale development of the banana industry has been developed under the Presidential Initiative for banana Industrial Development (PIBID), Sustainable management of pastures among vulnerable communities in SW and mid-central Uganda. A natural biodiversity data bank has been established. Box 1. Major contributions to national R&D and innovations by CAES over the last six years. 8 Kibwika, P., Okori, P. and Mukiibi, J Strengthening Capacity for Agricultural Research and Development in Africa (SCARDA). Report of the Scoping Study on Capacity Strengthening Needs Assessment in the East and southern sub-region commissioned by the Association for Strengthening Agricultural Research in Eastern and Central Africa (ASARECA). Page 14

15 These include: hands-on experience in farming operations; skills for sourcing, managing and integrating knowledge; communication skills; facilitation skills; entrepreneurship and business skills; systemic thinking and linking different actors in the value chain; and mobilisation and local organization development skills. It was noted that the curricula are not so deficient of practical skills but the nature of practicals conducted are not fully relevant to deal with real-life field based problems. The opportunity: It is therefore important that the College re-orients its training towards problem based learning to meet the needs of employers and to enable the graduates effectively engage in agriculture and environment related businesses as professionals. Strengthening learning through internships is one avenue to enhance problem-solving skills of students. In order to develop graduates for differentiated employment market, it is prudent that CAES pursue a delineated curriculum for agricultural and environmental scientists and practitioners. b) How to manage quality training with increasing student enrolment The issue: Overall, the demand for University education is increasing, growing at 20% per year. CAES is widening options to benefit from this challenge by developing new programmes, as well as increasing intake on existing programmes, but the infrastructure and staff complement does not match the student numbers. The situation will soon be exacerbated by the universal primary and secondary education programmes being pursued as Government. This poses a big challenge to teaching and learning, amidst the demand for more interactive and problem based learning which require intensive engagement with students. The opportunity: An option to cope with this situation lies in the use of ICT in teaching and learning. Computer mediated learning including e-learning may be potential solutions but this requires associated skills as well as ICT infrastructure. However, for CAES to turn out quality graduates, it must consider a realistic intake that matches the available resources and infrastructure. The focus on running franchise and off-campus programmes as envisioned in the Makerere University strategy provide options to address this challenge. c) How to re-orient staff in new ways of teaching and learning and R&D The issue: If the lecturers are to impart the skills being demanded among their graduates, they must themselves have those skills. The participative development paradigm shift demands on lecturers to engage in research for development (R4D) and inculcate them among students. Some of the issues include: critical thinking, analytical capacity, creativity, adaptability, and ability to transfer learning into practice among other things. But a typical African university reproduces itself. It recruits from among its best performing students (academically) and entrusts them to teach others without any training in learning approaches. This calls for pragmatic action to retool the lecturers first. The opportunity: CAES can institutionalize pedagogy training for all staff, although this is only part of the solution. Other training programmes could also target developing competencies for systemic thinking, team building, personal development, etc. The Personal Mastery/Soft Skills (PMSS) approach pioneered in the past by the Faculty of Agriculture provides an excellent model of an integrated package to transform learning, research, and consultancy for development impact. The College will scale it up for greater impact Research and innovation a) How to strengthen and promote graduate and research training as a strategic niche Page 15

16 The issue: Makerere University is no longer the only University in the country offering undergraduate agricultural and environmental training. Over four other universities now offer these programmes. To strengthen its position as a centre of excellence and leadership in knowledge and technology generation, the College needs to focus more on graduate training as a niche. The opportunity: There is a comparative advantage in doing so, given the calibre of staff, research and training infrastructure including Makerere University Agricultural Institute Kabanyolo(MUARIK), Makerere University Biological Field Station in Kibaale and Budongo Conservation Field Station in Masindi whose opportunities can be harnessed. By strengthening and expanding graduate training (22 graduate programmes), the College will be able to engage more in research and increase its productivity in terms of new knowledge and technologies that enhance agricultural development. This is likely to increase its visibility on scientific and development frontiers. b) How to enhance impact of CAES training and R&D on the community The issues: CAES has been engaged in R&D through graduate training and other research programmes but there is limited development impact at the community level. Much of it remains inaccessible to community due to inadequate dissemination approaches. The opportunity: The College has the potential to intensify its development impact by engaging in problem-oriented or demand-driven research. Development of R&D thematic areas around nation to sub-regional and regional research agenda (Comprehensive Africa Agricultural Development Strategy-CAADP-AU, Development Strategy and Investment Plan Government of Uganda-DSIP, New Partnership for Africa s Development NEPAD); and strengthening outreach programme through Continuing Agricultural Education Centre(CAEC) is critical. The College can build on the successes of internship, on-farm research and incubation partnerships, to scale-up and out engagements in solving real-life problems. In addition the capacity to publish and communicate with the scientific and development communities needs strengthening. Undergraduate students studying management of water resources c) How to develop functional partnerships with the private sector for impact and resource mobilisation The issues: Relevance of training and research in the College is only possible by engaging stakeholders in programme(s) review. African Universities in general have not been very good at developing and managing partnerships especially with the private sector which has the potential to contribute resources for training and research. Page 16

17 The opportunity: CAES will build on past experiences in public private partnerships to build and strengthen its linkages with private sector including industrialists, NGOs, farmer organisations, individual farmers and other training, research and development agents. These partnerships have high potential to leverage resource mobilisation for training, research and outreach but these have to be relevant for the partners Physical infrastructure management How to develop and rationalize modern research and training infrastructure The issue: Given the resource constraints, it is wise to rationalize investments in R&D infrastructure development especially for cutting-edge science and technology. It is also recognised that the existing equipment and infrastructure could be better utilised if their use is rationalised. The opportunity: The current systems make each department own and control their R&D facilities which often, make it difficult for other departments to access such facilities. Because of this, several departments are striving to acquire similar equipment that unnecessarily increases the research and training investment. Establishment of central modern labs located appropriately, will enable access to all available research facilities by staff and students Leadership, management and partnerships a) How to develop a visionary and result oriented management system for CAES The issues: The College recognises a challenge of having leaders at all levels with good management competence. There is need to introduce a basic management training programme for the current research managers/leaders at all levels and put in place a system for developing and nurturing future leaders. The opportunity: Addressing this issue can best be done at University level especially building on programmes run by Directorate of Research and Graduate Training. The College can also develop mandatory training programmes for its leadership. Some of the skills needed for managers/leaders include: basic management and interpersonal skills (human resource and financial management skills), team building, staff motivation and performance appraisals, strategic planning, participatory monitoring and evaluation of programmes and projects, public relations, lobbying and advocacy, facilitation and negotiation skills. b) How to effectively market CAES to different clientele The issues: One of the major weaknesses of the College is the inability to proactively market itself as a credible service provider. It is important that the College urgently develops a strategy to market its products including its training programmes and portray itself as a credible institution that has a lot to offer to different clientele. The opportunity: Career guidance in secondary schools to create awareness of opportunities for its academic programmes among potential entrants is one way of advocacy. But a more comprehensive strategy is needed to market the College to a wide range of clientele including the politicians/policy makers Resource mobilisation How to mobilize and effectively utilize resources for training, research and outreach Page 17

18 The issue: The College serves a triple mandate; to conduct research, train human resources for the agricultural sector and also do outreach. These contributions not withstanding, contributes significantly to agricultural research, human resources and development. However it does not get core funding for investment in research largely because it falls under the Ministry of Education and Sports. The new National Agricultural Research System (NARS) policy only provides a window of opportunity via competitive funding. It is justifiable that CAES benefits from core government funding in these functions. The Opportunity: Achieving this requires lobbying and influencing national policy. One way of doing so is to engage in dialogue with policy makers but also to demonstrate the potential benefits of doing so through policy research. Other strategies include writing research proposals that attract funding for research and post-graduate training. Here, MUARIK and other existing infrastructure are huge resources to build on. MUARIK however, needs serious rehabilitation to be attractive and to be able to supply products that clients expect. Training plant breeders: High quality graduate training through international collaboration as in this case with the International maize and wheat improvement centre CIMMYT).. Page 18

19 3 COLLEGE BUSINESS MODEL The CAES business model describes the rationale of how the College creates, delivers and captures value for its clientele, the University, Uganda and the region. It describes four major areas of the College operational chain used to deliver services and benefits to both demand and supply constituencies. The College clientele and value propositions are presented below: 3.1 Description of college clientele The Makerere University Strategy ( ) seeks to provide innovative teaching, learning and research and services responsive to national and global. The Strategy promotes a shift from outreach that portrays knowledge transfer to engagement and partnership with community in Uganda where stakeholders are partners. Thus CAES views all stakeholders engaged in the broad agricultural and environmental sub-sectors as its core stakeholders and clientele. This includes farming communities for research and innovation, government and other public policy and R&D and bodies, students, private sector business and industrialists, civil society, regional and global knowledge centres and development partners. CAES meets the needs of these clientele by building their capacity for mission fulfilment and engaging with them in innovation and development actions. 3.2 The college value proposition The promise to our clientele Makerere University and CAES, in particular, is undertaking major reforms to strengthen its capacity in terms of infrastructure, human capacity and organisational management to enhance its contribution to development. Indeed, this strategic framework takes recognition of national and regional to continental commitments and aims to refocus the training, research and outreach agenda to harness the sections in subsection 2.1 to address the challenges described in subsection 2.2. Through this strategy CAES commits itself to follow the value propositions below (Table 3). Table 3. Value propositions for different clientele segments of CAES Category of clientele Value proposition Employers of graduates (Public and private) High quality human resources training in timely and cost effective manner Public policy and R&D institutions Relevant knowledge, competencies and innovations Students and training institutions High quality courses that enhance competencies Private sector Relevant knowledge, capacities and innovation Civil and farmer organisations Relevant knowledge, capacities and innovation 3.3 College vision The College strategic framework is in response to Makerere University vision; To be a leading institution of academic excellence and innovations in Africa 3.4 College mission To advance training, knowledge generation and service delivery in order to enhance agricultural development, sustainable natural resource utilization and environmental management. Page 19

20 3.5 College core values CAES is committed to excellence in all its endeavours, and this will feature prominently in its advocacy, partnership and capacity strengthening activities. Achievement of the above vision and mission will be facilitated by the core values of: 1. Commitment and diligence, 2. Transparency, accountability, honesty and openness, 3. Collective action, teamwork and shared responsibility, 4. Ethical conduct and integrity, 5. Timely delivery of services, 6. Positive attitude towards change, 7. Confidence and believing in our abilities, 8. Respect and trust in one another, 9. Customer care and clientele services. 3.6 Operational/engagement principles with stakeholders and clientele 1. Developing relevant human resources in an efficient and effective manner to meet the changing national and international demands. 2. Realigning training and research to development needs in view of; i. Principles of subsidiarity that aim at ensuring effective use and delivery of services. This includes among others responding to the Government of Uganda s policies. ii. Improved management under the Makerere University College System. iii. Increased focus on the use of approaches that ensure multi partner/stakeholder participation in the design and execution of development processes in the country. iv. Enhancing sustainable utilization of Uganda s resources to strengthen its competitive advantage regionally and globally while responding to changing development needs. 3.7 College strategic goals/- Investment areas 6. Build national and regional human capacity for broader agricultural and environmental sub-sectors of the economy: This goal aims at developing and implementing undergraduate, graduate programmes and short courses that meet stakeholder needs in the fields of Agriculture, Food and Nutrition Sciences, Forestry, Environmental and Geo-Informatics and Climatic Sciences, Bio-engineering Sciences. 7. Generate innovative and well-targeted development solutions:this will be achieved by supporting research projects in areas of scientific and technical competencies; developing novel contributions to bring improved products to the market; Current depart, local universities; Designing and delivering research products that are responsive to dynamic society needs and to build basic scientific foundation that stimulate national development. 8. Capability strengthening to deliver high quality services: Develop highly professional staff in adequate numbers to undertake innovative and adaptive training, research and practice. 9. Proactively support the development and implementation of relevant national and regional policies: This will be achieved via a number of well-targeted outreach messages and policy dialogue activities. The College will develop a communication strategy for Page 20

21 advocacy, policy information and visibility of College from the national and continental scale. Through this strategy, the College shall contribute to relevant and evidence based planning and policy responsibilities that lead to improved formulation of new policies, strategies, programmes and projects; Improved public education and communication around key agriculture and natural resource issues; Increased capacity for decision making in planning and budgeting processes improved by accurate and up-to date climate information and analysis. 10. Mobilize resources: Generate and mobilize resources both internally and externally in order to achieve the strategic goals. 3.8 The focal result areas -Outputs 1. Capacity developed: At least 300 MSc graduates in diverse disciplines offered by the College yearly, 20 PhDs in selected disciplines and 10 postdoctoral studies completed, in association with Ugandan public research agencies, other universities, and African and Northern partners with special emphasis on young scientists, women scientists and those young institutions and post-conflict countries in Africa. 2. In-service and mid-carrier skills developed: Continuing professional development of mid-career scientists in National Agricultural Research Institutions, Universities and diverse development agencies. 3. Outreach and publications: Outreach messages such as publications and conferences conducted to promote knowledge transfer and sharing. 4. Infrastructure developed. Physical infrastructure for teaching and learning, research innovation as well as management upgraded and developed to service. 5. ICT infrastructure developed: Modern and well functioning ICTs equipment and laboratories put in place to support training research and outreach. 6. Innovations: Well-targeted research innovations generated for diverse stakeholder needs and demands. 7. Finance generated: Adequate funds generated to finance and invest in activities that produce the above outputs. Page 21

22 4 COLLEGE RESOURCES: AVAILABLE AND NEEDED INVESTMENTS 4.1 Available college physical resources This Strategic Plan fosters effective networking involving CAES secretariat, University Central Administration, the Schools and Stakeholders that are engaged in Agricultural Research, technology development, and dissemination/commercialization in Uganda, the region and globally. Consistent with the principles of subsidiarity and relevance, the College is organised into three layers of operations i.e. Schools, Departments and Centres. Operations are based at department and centre level (Figure 1). Summaries of each School and Departments are provided in the subsections below: Figure 1: The operational and organisation structure of CAES School of Agricultural Sciences The School of Agricultural Sciences is comprised of three Departments, a Research Institute and a Continuing Education Centre. The department are, (i) Agricultural Production; (ii) Agribusiness and Natural Resource Economics; and (iii) Extension & Innovations, as well as the Makerere University Agricultural Research Institute, Kabanyolo (MUARIK), and the Continuing Agricultural Education Centre (CAEC). These departments offer Undergraduate, Masters and PhD degrees in their respective disciplines. The School of Agricultural Sciences is also host to three regional post-graduate training programmes (MSc Plant Breeding and seed systems, PhD Plant Breeding and Biotechnology and the Collaborative Masters in Applied and Agricultural Economics). A third regional PhD programmes in Agricultural Innovation is under development. Overall, six undergraduate programmes are offered in the School of Agricultural Sciences namely: BSc. Agriculture, with five options: Animal Science, Agricultural Economics, Agricultural Extension/Education, Crop Science and Soil Science, BSc Land Use and Page 22

23 Management, B. Agricultural Extension Education, Bachelor of Social and Entrepreneurial Forestry, B. Agricultural and Rural Innovations, B. Agribusiness Management, B.Sc. Horticulture. More details can be found at School of Forestry, Environmental and Geographical Sciences This School is composed of three departments (i) The Department of Forestry, Biodiversity and Tourism; (ii) The Department of Environmental Management; (iii) The Department of Geography, Geo Informatics and Climatic Sciences. A brief description is provided below. The Department of Forestry, Bio-Diversity and Tourism: The Department of Forestry, Biodiversity and Tourism has the mandate to develop human resources, generate knowledge in the fields of Forestry, Biodiversity and Tourism. It has two training Field Stations i.e. Makerere University Biological Field Station in Kibaale and Budongo Conservation Field Station in Masindi. The programmes implemented by this department include: BSc Forestry, BSc Conservation Forestry and Product Technologies, B. Tourism, MSc Forestry and PhD in Forestry. It has links with Norwegian University of life Sciences, NORAD, EU, Gatesby Foundation, FAO, UNDP and others. There are good linkages with other local institutions like Nyabyeya Forestry College, NARO, Budongo Forest Conservation, National Forest Authority and Uganda WildLife Authority. The Department links with other African Institutions eg Kenya Forestry Research Institute, University of Nairobi, ICRAF, Sokoine University of Agriculture, University of Dar es Salaam and Stellenbosch University- South Africa. The Department of Environmental Management: The department trains environmental sciences managers and researchers at all levels. It draws students from all over East and Central Africa (Kenya, Tanzania, Rwanda and DR- Congo. It addresses current environmental issues and has adopted an interdisciplinary approach in teaching and research using ICT. The Department has links with DANIDA, NORAD, SIDA-Sweden, CIDA-Canada, MacArthur Foundation, the Rockefeller Foundation, UNECSO, University of Siegen- Germany, TCD, ITC the Netherlands. It shares partners with the Department of Forestry. The Department links with other African Institutions e.g. University of Dar-es-Salaam and Kenyatta University. Department of Geographical and Geo Informatics and Climatic Sciences: This Department is tasked with building capacity for Geographical and Geo-Informatics and Climatic Sciences. The department handles students from various colleges and schools of the University. The Department runs a number of undergraduate and post-graduate programmes such as: Bachelor of Urban and Regional Planning, BSc. in Meteorology, MA. Geography, Master of Land-Use and Regional Development, Postgraduate Diploma in Meteorology and Postgraduate Diploma in Environmental Information Management. The Department has numerous linkages with Institutes and agencies in Africa and Western Europe. ITC in Netherlands (University of Twente), University of Toulouse in France, Lund University-Sweden, University of Cape Town South Africa, Nairobi in Kenya and UNU in Japan. The Department has further working linkages with organizations such as NORAD-Norway, UN Funds for Population Activities and National Agricultural Research Organisation School of Food Technology, Nutrition and Bioengineering This School is composed of two departments. (i) The Department of Agricultural and Bio systems Engineering,(ii) The Department of Food Technology and Human Nutrition. A brief description of each Department within the school is provided below. The Department of Food Technology and Human Nutrition The Department has the mandate to develop human resources, generate knowledge in Food Science Technology and Nutrition It also has mandate to ensure linkages to markets through its incubation plant. The programmes implemented by this department include: BSc Food Science and Technology, BSc Page 23

24 Human Nutrition, BSc. Food Processing Technology and BSc. Conservation Forestry and Product Technologies. The graduate programmes include, MSc. Food Science and Technology, MSc Human Nutrition and PhD in Food Science and Technology. The Department has strong linkages with Norwegian University of life Sciences, NORAD, EU, Mcknight Foundation, FAO, UNDP and others. There are good linkages with other local institutions like such as Uganda Industrial Research Institute and Uganda Manufacturers Association. The Department links with other African Institutions e.g. Sokoine University of Agriculture, Jomo Kenyata University of Agriculture and technology, USAID under the Collaborative Research Programmes (CRSP) and University of Pretoria - South Africa. The Department of Agricultural and Bio systems Engineering: The Department has the mandate to develop human resources, generate knowledge in agriculture, soils sand water engineering. The programmes implemented by this department include: BSc Agricultural engineering, and MSc Agricultural engineering. The Department has strong linkages with University of Pretoria - South Africa, Ohio State University FAO, UNDP and others. There are good linkages with other local institutions like such as Uganda Industrial Research Institute, and Uganda Manufacturers Association. The Department links with other African Institutions e.g. Sokoine University of Agriculture, Jomo Kenyata University of Agriculture and technology, USAID under the Collaborative Research Programmes (CRSP). 4.2 Required college physical resources Over the last 15 years the Units that form the CAES have under taken a number of institutional and infrastructural developments (Table 3). Table 3. Major infrastructural investments developed in the college over since 1996 Major infrastructure Capacity present Capability Needed capacity Farm and research land 700 Ha Available ha Student accommodation 200 Partially Furnished Research laboratories 8 Partially Furnished Training laboratories 12 Partially Furnished Greenhouses 6 Partially Furnished Speciality laboratories 4 Partially Furnished Outreach facilities 1 Fully furnished Office blocks 4 Fully furnished Complement at MUARIK These investments notwithstanding still need expansion to meet the current and projected new student s populations. There is also an overall plan to shift College operations to MUARIK. This will require strategic investments in infrastructure development. 4.3 Available college human resources A summary of the filled positions in CAES is presented in the Table 2. The total staff complement available is 190 with 13 Professors and 15 Associate Professors. Page 24

25 Table 2. In post academic staff establishment in the college Rank Forestry, Agriculture MUIENR Department of Geography Total Environment and Professor Associate Professor Senior Lecturer Lecturer Assistant Lecturer Teaching Assistant Total Rank Forestry, Environment &Geography Agricultural Sciences FoodScience and Bioengineering Professor Total Associate Professor Senior Lecturer Lecturer Assistant Lecturer Teaching Assistant Total Required college human resources Based on the required staff complements computed against what is available the college, CAES will require an additional 129 staff. Table 3. Required academic staff establishment in CAES Department Professo r Associat e Professo r Senior Lecture r Lecture r Asst. Lecture r Teaching Assistant s Total Staff Requiremen t Agric Economics & Agribusiness Agricultural Engineering Agricultural Extension/Educ Animal Science Crop Science Food Science and Technology Soil Science Geography Community Forestry and Extension Forest Biology, Ecosystem Management Forest Management Forest Products Engineering Environment Total staff required Page 25

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27 5 DESCRIPTION OF KEY TRAINING AND RESEARCH ACTIVITIES 5.1 Training needs and student populations projections Makerere University produces about and graduate level agricultural related personnel out of its about 400 filled positions available relevant graduate level programmes 9. In general at least 60% of graduates are engaged in Agricultural R&D and extension, 20 % in policy as managers and other leadership positions and 5% absorbed by the university. The country s graduate level staff complement is thus easily met. Demand for human resources at BSc level is still high with graduation levels of over 95%, the College is able to produce about 800 bachelors level graduates annually. The projected increase in student populations is presented in table 4 at almost 53%. Table 4. Predicted student enrolment (MSc and BSc) over the next 10 years from MUCAES Years School of Agricultural and Environmental Sciences Undergrad Post Grad Sub-Total School of Forestry and Environment and Geographical Sciences Undergrad Post Grad Sub-Total School of Food Technology, Nutrition and Bioengineering Undergrad Post Grad Sub-Total Grand Total Research and development thrusts Knowledge generation through R&D CAES shall undertake R&D along the research and development continuum that includes basic, strategic and applied R&D activities in agriculture, food technology and nutrition and environment. R&D will also target critical development challenges as well as novel or emergent areas such as climate change biodiversity conservation and integrated water resources management. The R&D activities will be implemented mainly through postgraduate research activities. This research portfolio is cognizant of the gaps that need to be filled and seeks to intensify investments in critical areas for Uganda and the region Knowledge Management and Communication Communication entails exchange of messages and contacts (such as exchange of ideas, interactions, consultations and transmission). For effective communication therefore, it is important to identify the target clients, their information needs and establish mechanisms for regular contacts, exchange of information, and sharing results and experiences. CAES will 9 Mak, Makerere University Gradation Hand Book. Department of Academic Registrar. Page 27

28 maintain a close communication link with personnel involved agricultural research training and development activities such as public and private sector, government, CGIAR centres, NGOs and universities etc. Communication will also be established with the rest of the stakeholders such as farmer organisations, service providers, and the donor community. In addition, effective communication is important to ensure buy-in and ownership by a whole range of stakeholders, influence policy and technology uptake. Effective communication will be enhanced through electronic media (website, s), print media, telephone, radio/audio visual, mass media, workshops/conferences, open days and community-based plays Partnership and Linkages for R&D CAES will strive to build teams across schools to address different activities identified. There will be a proactive intensive approach to build or strengthen existing partnerships already developed within the University, country and in the region. Partnerships developed will include a range of stakeholders: scientists, agricultural advisory service providers, private sector, NGOs, policy makers, civil society and farmers. CAES will partner with critical stakeholder institutions and organizations to catalyse innovation that strengthens functionality of smallholder based agriculture while conserving environment. CAES will model, test and refine this strategy using the value chain approach. This will draw together institutions, whose core business is to generate technologies and information for enhancing agricultural production and environmental management, processing, marketing and finance as supply actors for the demands and needs of farming communities. We envisage that this may require vertical integration and collation of information to at one stop centre in Makerere University and rural centres proximal to farming communities. Top left, a PhD student works with farmers to select cassava varieties, Top right, open day at CAES- Hon Ephraim Kamuntu visiting in company of the Prof Kyamanywa, and Prof Kyamuhangire:Bottom left, food science students at an exhibition. Bottom right student sits under a large tree in Kibaale Page 28

29 6 OPERATIONALISATION OF THE STRATEGIC PLAN 6.1 Governance and management Implementation of the CAES strategic plan will be guided at three main levels of management: (i) College Board; (ii) Deans, and (iii) Department heads. The College leadership will: 1. Oversee the development and implementation of projects and facilitate the coordination of the projects; 2. Provide a mechanism for coordination to harmonize projects and activities; 3. Develop and implement fund-raising strategies and activities for implementing the Strategy; 4. Supervise the implementation of the all activities. 6.2 Strategic plan operationalisation modalities CAES will employ principles that enhance its contribution and effectiveness and impact in training, research and development within Makerere University, Uganda and the region. These principles are summarized in the Box 2. Core operations principles used at CAES Performance over equity, competitiveness, Value addition, Development relevant programmes, Well targetedtraining and capacity building programmes, Subsidiarity rule in management, Accountability and Transperency All training will be done at Department level but overseen by Schools. Research and development Projects and interventions will be coordinated by project leaders from Departments, Institutes and the centre (Figure 2). Box 2. Principles that will guide implementation of the strategy. The College will also establish off-campus learning centres that use participatory and student centred learning and action research approaches for technology dissemination. Networking, information and knowledge sharing will improve the value of the findings and enhance spill over across schools. For better links between R&D institutions in the country, strategic partnerships will be formed among others with policy-makers, scientists of various disciplines, NGOs and civil society organizations, farmers representatives, public and private sector players. Page 29

30 School & departments engage stakeholders in training & R&D CAES generated outputs Capacity and competencies developed. Knowledge innovations generated scaled-out. Infrastructure developed for R&D and training. ICTs developed and harnessed. Finance generated and invested on college mission. Complementary partners who expand scale and scope of CAES outcomes 3 2 School of agricultural Sciences School of Food Technology, Nutrition and Biosystems engineering School of Forestry Environmental and Geography Sciences Primary stakeholders engage and use CAES outputs Training support R&D agenda articulation Funding of activities Use of innovations & R&D outputs Programme review 1 Users and consumers of MUCAES graduates, knowledge and innovations process add value and promote them for use by wider stake holder scope 4 Figure 2. Conceptual diagram for inter-relationships between various schools, stakeholders and linkage to the ultimate development impact indicated by the box arrow. CAES primary stakeholders engage with College Schools, research and development projects (1) and programmes to generate outputs (2) that are processed and packaged further (3) into outcomes and impacts (4). 6.3 Monitoring evaluation and learning CAES will develop a strong monitoring and evaluation and learning unit (M&E) unit and will develop a set of indicators that will be applied in implementation. CAES M&E strategy will be aligned to the Makerere University purpose and goals. CAES will adapt methodologies and tools that can capture and quantify issues in processes and activities as part of a viable and effective M&E system. Output related indicators will be developed and used to track progress and generate data for lesson learning. The indicators of institutional capacity and reform, including measurements of improvements in financial systems, audit, and human resource management will also be used. Indicators of impact of CAES are presented below. Page 30

31 6.3.1 Output level indicators Research and innovation indicators This will include the following: The number of new technologies made available for transfer, The number of farmers, processors, and others who have adopted new technologies, The area under new technologies/number of improved animals/volume of produce processed Human resources capacity indicators Tracer studies will be conducted to track our students and what they are doing. Indicators include: The number of students graduating, Completion rates of students, Employments status and the kind of jobs, The number and diversity of employers of our students Institutional capacity Various indicators for capacity being developed and used for training and R&D will be developed. This will include indicators for growth in physical infrastructure such as new labs in square meters, new land acquired, teaching and research facilities developed. The College will also have indicators for human resource developed and existing mainly to monitor progress, compliance and partnerships. Overall, though the list of output indicator areas is not exhaustive, and details for each type of indicator(s) and how it/they will be collected will be elaborated in the CAES M&E framework Impact level indicators The impact level indicators will be classified as follows: Scope of investments: This will target capture of information on the level of investments in CAES for training, research and dissemination of innovations by government, development partners, the private sector, and NGOs, Impact on policy: This will investigate the contributions to policy development, strategies and programmes that support impact and best practices, Impact on livelihoods: This will investigate livelihood and welfare impacts of CAES interventions changes in food prices, household incomes, improvement in natural resources management and agricultural GDP will be investigated mainly drawing from the studies in pilot intervention areas. Capacity strengthening: This will highlight value added by the capacity strengthening programmes as well as the environment and capability for our education systems to train and engage in research. Indicators related to types of incentives and other components of enabling environments to ensure that staff are retained and retooled, as well as conventional indicators such as number of graduates, degree and skills training, and facilities, institutional reforms, realignment and consolidation. Page 31

32 6.3.3 Operationalisation of the M&E strategy CAES will adopt a participatory monitoring, evaluation and learning approach as the main mechanism for generating information to monitor activities, milestones and the results indicators and support institutional learning. The College will establish an M&E platform managed by the Principles office to oversee implementation of the strategy. The Principle will be assisted in this process by the Deans and Department Heads. Staff and stakeholders will be involved in research, implementation and advocacy and they will disseminate the important results and other relevant information to the wider audience in the region. This effort is meant to ensure that the College continuously monitors progress as part of the organisational learning process. External evaluation of will be carried out at the middle (2015) and at the end in Gender mainstreaming Makerere University has put in place a gender mainstreaming policy. This policy guides operations of all University Units and especially how it relates with all its partners. To improve participation of women in CAES programmes the College will implement the following strategies: 1. Improving women student enrolment: This strategy will be implemented includes: Improve participationof women in training programmes. The college will address the issue of pre-university barriers including: a) Re-branding agricultural and environmental sciences to dispel gendered myths and stereotypes of sciences. b) Addressing barriers that hinder women from progressing to post-graduate training. A special programme to address this shall be put in place. c) Adopting gender budgeting to ensure that scholarships address the gender needs of both female and male married students. d) Investing in training of women training and providing research opportunities. 2. Conducting awareness campaigns: The College will conduct sensitization programmes regularly as well as progress review meetings of all leaders and staff on gender and development. This will increase awareness about the importance of gender analysis and implementation. 3. Strengthening gender policy understanding: This will include strengthening institutional gender policies that commit institutions in taking lead role in ensuring gender equality. 4. Enhancing gender mainstreaming: This will be implemented in CAES through institutional arrangements that support multi-disciplinary activities, teamwork, creative thinking, flexibility and risk-taking. The College will also develop a mechanism for monitoring progress of institutional learning on gender mainstreaming. 5. Scaling up training of the young on gender analysis: This will include the following activities: Providing training on basic gender analysis to all students. Increase students skills in gender and diversity through the curriculum review and implementation. Page 32

33 Build a supportive and participatory environment for all genders. 6. Introduce mentoring programmes in the College: The College will provide strong mentoring programmes for female students and staff on career professional upgrading. This effort is meant to build capacity of staff and students in gender and diversity. 7. Enhancing gender mainstreaming among partners: Partnerships between local and international institutions, NGOs and farmer organizations to help move towards success in addressing gender issues in agriculture. This will include up-scaling of best practices for gender mainstreaming. 8. Gender mainstreamed research agenda: The College will expand its research agenda to include the needs and problems of women farmers and other engaged in environmental R&D and development in general. Other actions include revisiting the criteria for research priorities from a gender perspective. The Mubende Goat: An example of local breeds that can weigh up to 70kg live weight, selected and promoted through CAES R&D. Page 33

34 6.4 Implementation framework Teaching, learning and quality assurance activities 1 Strategic Goal Strategies Activities (5 year time frame) Key performance indicator Undertake Pursue extensive curricula reform involving key CAES curricula reform process Build national comprehensive and stakeholders and utilising tracer study outcomes. established and regional consultative curricula human capacity Rationalised HR and infrastructure reform and delivery for for broader Integrate research for development in training to implement the new curricula in the current agricultural and place undergraduate and post environmental graduate programmes in sub-sectors of the the college economy Promote agricultural and environmental related subjects in secondary schools and lower levels of education to build pipeline systems for students and increase needed human resources Strengthen graduate training and research Operationalize CAEC for demand driven & proactive service provision Strengthen and upscale existing career guidance initiative of the CAES in secondary schools & university to increase interest in Agriculture Lobby government to support targeted agricultural training Develop admissions criteria that favour applicants with background and interest in agricultural and environmental related sciences. Reform the graduate training programmes, including a modular structure to fit emerging challenges and attract students at regional level Apply a rigorous selection process for student intake, supervision and quality assurance Establish local and international networks for sandwich training Develop and operationalise a business plan for CAEC Create and market tailor made & demand driven service courses Create strategic linkages with other stakeholders New admission requirements developed and implemented Increased funding for CAES training programmes Increased number of candidates applying for CAES programmes as first choice National and regional targeted Masters and PhD programmes developed New/revised graduate programmes New admission requirements developed and implemented Partnerships for implementation of quality graduate programmes CAEC business plan in place Demand-led courses developed and implemented Page 34

35 6.4.2 Research and development Strategic Goal Strategies Activities ( 5 year time frame) Key performance indicator 2 Generate innovative and Supporting research projects in areas of Realigned FA research agenda for national development well-targeted development solutions scientific and technical competencies Partnerships for implementation of R4D Establish research and development Units within the College To build a strong basic and strategic research scientific foundation. Rehabilitate and operationalise Research institutes such as MUARIK & the Biological Field Station (BST) as active research and outreach arm of CAES and Budongo Conservation Field Station (BCFS) Identify thematic research areas Develop and conduct multidisciplinary impact-oriented research projects Establish platform for interaction with the stake holders Establish & equip infrastructure including technology and business incubation centers Carry out collaborative research with private sector Designing and deliver research products that are responsive to dynamic society needs Strengthen impact delivery pathways of CAES Merger close R&D units and create research teams under units to undertake R4D Reorganize and establish research facilities for R4D units Upgrade and develop research facilities Pursue basic and strategic research for new discoveries Strengthen Graduate level training in futuristic sciences Conduct a functional audit of MUARIK, BFS and BCFS as a core training and research facilities Develop a fundraising strategy for research at MUARIK BFS and BCFS Strengthen partnerships with key stakeholders Establish positions and recruit research staff for MUARIK BFS and BCFS Resources for engagement in strategic and basic research Up-to-date functional infrastructure for research in place Number of units created and operational Number of research units wining grants sand undertaking R4D The former MUIENR and FA research labs reorganized and structured to create two high quality labs for environmental and Agricultural research Inventory of existing human and physical resources for MUARIK Strategy for rationalising resources for training, research and outreach developed and implemented Staff positions for MUARIK established and /or reorganised Functional partnerships arrangement for research Page 35

36 Strategic Goal Strategies Activities ( 5 year time frame) Key performance indicator 3 Develop highly professional staff in adequate numbers for innovative and adaptive Strengthen management, leadership and staff competence Design a management skills enhancement programme for leaders of College units Lobby the Directorate of Human Resource to mainstream leadership development in the university Retool staff in new ways of thinking and learning, and teaching and problem solving. Competence needs and training programmes for leaders and academic staff developed Rationalized staff deployment according to competencies Monitoring and evaluation training, Develop staff-competence portfolios for deployment where framework developed research and they are best suited practice Rationalise Human Resource use to match training, research and outreach needs Assess current staffing requirements with respect to scope of work and student numbers Develop a CAES plan for staff recruitment, training and upgrading to meet emerging challenges Review and develop comprehensive terms of reference for existing and new positions CAES human resource development plan developed Knowledge management, outreach and policy information Strategic Goal Strategies Activities ( 5 year time frame) Key performance indicator 4 Proactively support the Establish platforms to inter-face with the Set up a unit whose mandate will be to identify stakeholders for collaborative engagement Functional partnerships arrangement for R4D and training development private sector and other Involvement of policy makers in CAES programmes and Policy briefs developed and and stakeholders activities interactions with the policy implementation Conduct policy research makers of relevant Develop a Develop marketing and publicity materials (print and Increased visibility and public communication strategy electronic media) awareness of CAES products and national and to market the college, its Establish linkages with public relations and other services regional products and services communication channels Partnerships for marketing and policies public relations of CAES. Page 36

37 6.4.4 Resource mobilization, infrastructure development and management Strategic Goal Strategies Activities ( 5 year time frame) Key performance indicator 5 Mobilize resources for sustainable implementation of innovative and impact oriented Develop mechanism for increasing internal generation of funds Set-up a think tank for mobilising resources for training, research and outreach Engage in production of saleable goods and services from faculty units Commercialise some of the College production units (MUARIK, CAEC, FST) Increased resource base for implementation of CAES programmes and activities Improved performance of Agrotech consultancy training, Strengthen Agro-Tech and other consultancies as a research and reputable consultancy firms development Develop and implement a reward system that motivates staff to source funds and resources for organisational performance Develop a College Master Plan to infrastructure development of CAES Undertake infrastructure upgrade & development of CAES Develop a College mechanism for rewarding people who bring in money Establish a College and School level committee mandated to attract funds and identify investment priorities. Review and consolidate former Faculty and institute master plans into the College master plan and investment plan Implement systematized development of teaching, learning research and outreach infrastructure Motivated and proactive staff in sourcing for funding Increased resource base for CAES Schools and research units Master Plan developed to guide infrastructure development of CAES Various physical infrastructure for training, R&D developed and utilized. Page 37

38 7 FINANCING STRATEGY 7.1 Overview of the strategy The aim of this section is to present a coherent strategy for achievement of greater harmony, consistency and predictability in funding from CAES principal donors such as Government of Uganda and CAES Development Partners. This financing strategy will ensure that this happens through well-systematized funding mechanisms with clear funding streams and accountability systems operational within the College. This finance strategy also takes into consideration three critical issues needed to secure the financing for CAES such as: 1. Clear budget and finance projections. 2. Strategies for securing the funds and resources. 3. How financial resources will be managed. The strategy also segments resources needed by the College into two major phases: (i) Foundation /establishment phase and (ii) development and growth phase. The section also summarizes the current financial situation in CAES as well as the allocation of funds for the foundation and establishment phase and the growth and development phases respectively. 7.2 Brief on resource segments of CAES Description of the foundation and establishment phase ( ) Makerere University has transformed itself from a Faculty based to a College based systems. The Colleges albeit are under development from mergers of faculties, schools and institutions into fully-fledged constituent units of the University. CAES has earmarked a period of 5 years to undertake and complete foundational and establishment activities. The objective is to establish CAES at the off-campus site based at the Makerere University Agricultural Research Institute (MUARIK). Some of the critical investment areas during the period include: 1. Teaching, and research facilities and equipment: This cost area includes improving size, scope, functionality and maintenance of facilities and equipment. This includes, upgrading facilities to for core competencies and research-related services. The costs areas include building of new facilities (laboratories, offices, and lecture theatres), rehabilitation of laboratories and field research stations and other training and research related services. Upgrade includes putting in place state of the art facilities such as, hi-tech teaching facilities with online and video conferencing capabilities. 2. Strengthening leadership and management: The College will invest in HRD over medium to long term in order for the College to have continuity in scientific leadership, and access to expertise in specialized areas of science, communications and product development and delivery mechanisms. 3. Capacity building and training: The College continues to contribute to the development of human capacity for agricultural and environment related sector development in Uganda and Africa. The College through its academic programmes seeks to deliver high quality human resources to be part of and lead agricultural development. 38

39 7.2.2 Description of the development and growth phase (2016 and beyond). In pursuit of the second phase of strategy implementation, CAES will implement actions that ground it as a leader in agricultural and environmental training, research and development. The targets during this growth and expansion phase are outlined below: 1. Stabilizing funding for mission fulfilment: The College will develop a consolidated fund derived from all its constituents and development partners and alumni that responds to national, regional to global development challenges. This will also include the implementation of the college investment plan for generating funds for mission fulfilment. 2. Consolidating community and national development: The College will use its schools and centres to scale-out innovations, knowledge and other outputs to support evidence based planning and targeting of development initiatives. Specifically, the College will target meeting of MDGs, CAADP targets through DSIP and other national to global agenda. The College will also support national foresight analysis and planning. ICTs and off campus tools and investments and strategic partnership will be used to reach out to the university stakeholders. 3. Expanding regionalization and international agenda: The College will leverage past experiences and best practices to secure a competitive position for the CAES. The College will during this period strategically expand its international programmes in R&D and training. 7.3 Mobilizing financial resources Finance management principles in CAES The College has established clear financing principles that draw from national to global best practices. These will be the requirements for projects and they are summarized as: 1. Have a financing plan, with full cost recovery well addressed; no project will be started until it has adequate financial support. 2. Have project grant agreements in place. 3. Have a separate project account and an authorizing officer. 4. Be subject to regular review, (both technical and finance) Sources of funding and budgeting CAES has five main sources of funding: 1. Government of Uganda, 2) Private paying students for training, 3) Development partners through bilateral and multilateral funding streams, 4), Regional and National development partners academic programmes, 5) Various partnerships. The sources of finance will be managed via three funding streams as described Income from fees from tuition and other budget support Other sources of income and other budget support add up to 540,991,975 UGX or about 230,000 USD at 2380 UGX to the US dollar January 2012 rates. See budget details. 39

40 Income from development partners and Government of Uganda Project overheads The operational procedures being established for the College propose that each project hosted by the College will contribute toward the overall running costs of the College by paying an agreed overhead charge and direct costs. In order to increase its finance base generated in this manner, The College will assist scientists to prepare research proposals for funding, not only from development agencies but also from science-funding agencies The College Capacity Building Fund (CBF) The capacity building component of the College may be attractive to investors, and financed through a proposed College Capacity Building Fund. These funds will be based on contributions to a Trust Fund, and/or multiyear commitments to an agreed programme and achievement of milestones. The fund will be available to scientists on a competitive basis and will assist access and start up of activities. The challenge fund will: Fund Uganda scientists on a competitive basis, for thesis research, postdoctoral fellowships, and/or as principal investigators for specific projects. Fund non Uganda scientists on a competitive basis, for thesis research, postdoctoral fellowships, and/or as principal investigators for specific projects. Specifically target awards toward women and young scientists, and those from postconflict countries in Africa. Ensure scientific leadership by supporting scientists with a mix of competencies and experience via north south partnerships to mentor young programmes and scientists undertaking research and postdoctoral studies. Support short-term training courses and graduate studies (MSc and PhD) where there is demonstrated need in the country and region. Provide small grants to assist with proposal preparation. Encourage proposals with links to colleagues in national agricultural research institutes and universities in Africa, international research institutes, and/or the international scientific community. The Terms of Reference for the establishment of the CBF will be set by the College Board with support from the University Directorate of Graduate Research and Graduate and other relevant bodies. The CBF will build on experiences of NORAD, climate change and IPM CRSP projects which have all implemented similar activities in the past. 40

41 7.4 The Budgets Consolidated budget for Human resource, Teaching and Learning CODES Item Teaching and Learning Research Knowledge Transfer Partnership Student Welfare Administrative Total UgX A TOTAL REVENUE Subvention Wage - Non Wage - Development - Total subvention Revenue Donor Revenue NORAD - SIDA SAREC - Total Donor Revenue AIA AIA central Allocation - Tution fees - Accommodation fees - Administration fees - Application fees - Caution fees - Convocation fees - Examination fees - Transcript fees - Graduation fees - Registration fees - Library fees - 41

42 Research fees - Guild fees - Medical fees - Technology fees - Short courses - Miscellaneous revenue 540,991, ,991,975 Total AIA Revenue 540,991, ,991,975 B B1 GRAND TOTAL FUNDS AVAILABLE 540,991, ,991,975 EXPENDITURE RECCURENT Inter faculty transfersreceipts Inter faculty transfers- Expenditure General staff salaries Contract staff salaries 236,099,133 7,120,008 96,480, ,699, Allowances 540,180,000 32,100, ,280, Social security contributions - Total Salaries/Employee Costs. 776,279,133 7,120, ,580, ,979, Medical expenses Incapacity death and benefits and funeral expenses 500,000 1,700,000 2,200, Retrenchment costs - Advertising and Public relations 7,700,000 36,876,000 44,576, Workshops and seminars 5,500,000 1,000,000 4,479,780 10,979,

43 Staff Training Research Recruitment expenses Hire of venue 2,500,000 2,500, Commissions and related costs Newspapers Books and perodicals / Library 4,020,000 5,313,000 9,333, Computer Supplies 8,560,000 25,055,000 33,615, Welfare entertainment 37,934,000 34,363,500 72,297, Special Meals and Drinks - Printing stationary Photo copying & Binding 30,978,080 35,835,500 66,813, Small Office Equipment 7,209,000 7,209, Bank Charges 3,280,000 3,280, Subscriptions 1,900,000 1,900,000 exchange losses Telecommunications 400,000 31,120,000 31,520, Postage and courier 380,000 4,400,000 4,780, ICT Band Width Property Expenses Rates - Rent (Produced Assets) to private entities Guard and security services 1,500,000 1,500, Electricity Water Other Utilities Medical and Vet supplies 6,106,000 6,106, General Supply of Goods and services 75,713, ,964, ,494, ,172,478 Students food - 43

44 Teaching Materials Insurance 8,630,000 8,630, Licences 5,630,000 5,630, Travel inland 800,000 6,920,500 7,720, Travel Abroad 1,500,000 1,500,000 Carriage haulage, freight and transport hire 500,000 4,000,000 4,500, Fuel oil and lubricants 2,650,000 82,743,607 85,393, Maintenance civil 2,700,000 43,846,000 46,546, Maintenance Vehicles 2,540,000 75,570,000 78,110,000 Maintenance Machinery equipment- furniture 11,300,000 16,379,364 27,679, Maintenance other 12,050, ,000 12,670, contribution to foreign governments contribution to international organisations - Treasury Transfers to Agencies Other current grants - Contribution to autonomous inst Donations - Scholarships and related costs - NR leaving out Allowance - NR food Allowance - Internship/ field work/special Fac. Allow - disabilty/ guild /scr Compesation to 3rd parties Commercial units- Expenses - Domestic Arrears/ unpaid bills - TOTAL Recurrent 210,125,566 1,000, ,965, ,161,809 44

45 107,070,9 92 B DEVELOPMENT BUDGET Consultancy services Short term - Consultancy services long term - Taxes on prefessional services (VAT for developments Non Residential buildings Residential buildings Roads and bridges transport equipment Machinery equipment furniture and fittings other fixed assets 70,100,000 46,160, ,260,000 Total Development 70,100, ,160, ,260,000 B3 DONOR Total Donor Expenditure C Grand Total Expenditure 1,056,504, ,191,0 00 1,000, ,705,251 1,828,400,950 D Grand Total Surplus/(Deficit) (515,512,724) (114,191,000) (1,000,000) - (656,705,251) (1,287,408,975) 45

46 7.4.2 Infrastructure development Summary Budget for Infrastructure development S/No Description Unit Qty Rate Total UgX A- OFFICES 4,662,823,681 B- DIARY UNIT-(Pavilion, Calf barn, Improvement barn & Milking Parlour 4,623,883,481 C- POUTRY UNIT 4,641,612,881 D- MAIN STORE,COMPUTER LABS,WORKSHOP. 4,642,366,881 E- STAFF QUARTERS-(6 UNITS) 4,644,992,881 F- FEED MILL 4,636,672,881 G- PIGGERY-UNIT 4,657,849,881 F- ROADS 4,806,220,031 GRAND TOTAL 37,316,422,600 See Annex 8.5 for details Research, Innovation and Outreach The ten year budget for R&D is about 73 million USD. This money will be spend 1. Development of R&D infrastructure 50,000, UgX or USD 21,008, Graduate research and training 20,000, UgX or USD 8,403, Equipment and related costs 151,828,429,935 UgX or USD 63,793, Staff related and operations costs = 1,364,827,586 UgX or USD 573,457 For more detailed see Appendix

47 8 ANNEXES 8.1 Annex 1: Staff in various departments COLLEGE OF AGRICULTURAL AND ENVIRONMENTAL SCIENCES SCHOOL: AGRICULTURAL SCIENCES Department: Agribusiness & Natural Resource Econ ESTABLISHM ENT: RANK FILLED VACANT NAME GENDER SCHOOL: 2 PROF. 2 0 QUALIFIC- ATIO STATUS Sembajwe W.S Gombya M PHD Permanent Mukadasi Buyinza M PHD Permanent 2 AS.PRO 4-2 Hyuha Theodora. S F PHD Permanent Kiiza Barnabas M PHD Permanent HEAD Mugisha Jonny M PHD Permanent Bashasha bernad M PHD Permanent Serunkuma dick M PHD Permanent 6 SEN.L LEC. 7 1 Bonabaana Jacqueline F PHD Permanent Ekere w. M PHD Permanent Balirwa E M MSC Permanent Elepu Gabriel M PHD Permanent Baagamba Fredrick M PHD Permanent Katungi m. Enid F PHD Permanent Walekhwa Peter M PHD Permanent 8 AL 6 2 Diiro g. Malton M MSC Permanent Omiat George M MSC Permanent Nakakaawa S F MSC Permanent Bukenya Mohammed M MSC Permanent Alobo Sarah F MSC Permanent Isoto e. Rosemary F MSC Permanent 5 TA 1 4 Lwiza n Florence F MSC Contract Turinawe Alice F MSC Temporar y AGRICULTURAL SCIENCES DEPARTMENT: AGRICULTURAL PRODUCTION STATUS ESTABLISHM ENT: RANK FILLED VACANT Name GENDER QUALIFIC ATIO 5 PROF. 4 1 Bareeba B. Felix M PHD Permanent Osiru D.S.O M PHD Permanent Sabiiti Elly Nyambobo M PHD Permanent Kyamanywa Samuel M PHD Permanent 5 AS.PRO 3 2 Sekabembe Charles M PHD Permanent Ochwo V.A.O M PHD Permanent Mutetikka D M PHD Permanent 12 SEN.L (H.O.D) 15-3 Temywa MM M PHD Permanent Okori Patrick M PHD Permanent Mpairwe Denis M PHD Permanent 47

48 Nkwiine Charles M MSC Permanent Tumuhirwe J.K M MSC Permanent Kyarisiima C M PHD Permanent Kabi F M PHD Permanent Kugonza Rugira Donald M PHD Permanent Ssebuliba J.M M PHD Permanent Tusiime Geoffrey M PHD Permanent Talwana Herbert M PHD Permanent Edema Richard M PHD Permanent Tukamuhabwa Phinehas M PHD Permanent Basamba Twaha Ali M PHD Permanent Mukasa B M PHD Permanent Nabasirye M F PHD Permanent Tenywa J.S. M PHD Permanent 18 LEC Tibayungwa S M PHD Permanent Nambi-Kasozi J F PHD Permanent Namirembe - Ssonko R. M PHD Permanent Bisikwa Jenipher M PHD Permanent Karungi Jeninah F PHD Permanent Tumuhairwe John Baptist M PHD Permanent Amoding Alice F PHD Permanent Mulumba Nagaya Lukman M PHD Permanent Ebanyat P M PHD Permanent Ssesanga S. M M MSC Permanent Katongole B. Constatine F PHD Permanent 16 AL 7 9 Tibezinda Mary F MSC. Permanent Zziwa Emmanuel M MSC. Permanent Wanyama o. M MSC. Permanent Odongo Lapaka Thomas M MSC. Permanent Musunguzi Patrick M MSC. Permanent OlupotG. M MSC. Permanent Walusimbi Sadhati Sula M MSC. Contract 8 TA 4 4 Idibu Joachine M BVM Contract Kamataara Hanifar F BSC. Contract SCHOOL: AGRICULTURAL SCIENCES DEPARTMENT:EXTENSION AND INNOVATION STUDIES ESTABLISHM ENT: RANK FILLED VACANT Name GENDER 1 PROF AS.PRO 2 0 Magara Henry M BSC Contract Mwije Anthony M MSC. Permanent QUALIFICA TION STATUS Mangeni M Naggingo F PHD Permanent 48

49 Nabanoga G.N F PHD Permanent 3 SEN.L (H.O.D) 2 1 Kibwika Paul M PHD Permanent Turyahabwe Nelson M PHD Permanent 5 LEC. 5-3 Karuhanga Monica F MSC Permanent Okia Akias Clement M PHD Permanent Matsiko F.M Biryabaho M PHD Permanent Miiro Richard M MSC Permanent Kyazze B. Florence F PHD Permanent Agea Jacob M PHD Permanent Seguya Haroon M PHD Permanent Isubikalu Prossy F PHD Permanent Tumwine Jackson M PHD Permanent 5 AL 5 2 Obba Bernard M PHD Contract Okiror John James M PHD Permanent Orum e. Boniface M PHD Contract 3 TA 3-1 Mukebezi Rebecca F MSC Permanent Were Lucy Mulugo F MSC Contract Karubanga Gabriel M MSC Contract Owechi Emmanuel M BSC. Contract SCHOOL:FOOD TECHNOLOGY NUTRITION & BIO-ENGINEERING DEPARTM FOOD TECHNOLOGY AND HUMAN NUTRITION ENT: ESTABLISHM ENT: RANK FILLED VACANT name GENDER QUALIFICA TIO STATUS 1 PROF. 2-1 Kikafunda j.k F PHD Permanent Muyonga h. John M PHD Permanent 1 AS.PRO - AG.H.OD 2-1 Kaaya n. Achileo M PHD Permanent Muyanja Charles M PHD Permanent 3 SEN.L 6-3 Magala Nyago Christine F PHD Permanent Nakimbugwe Dorothy M. M PHD Permanent Serunjogi M M PHD Permanent Muranga F M PHD Permanent Namutebi S A F PHD Permanent Byaruhanga Yusuf M PHD Permanent 4 LEC. 3 1 Ocom J M MSC Permanent Kabahenda Margaret F PHD Permanent 49

50 4 AL 3 1 E Gaston A M MSC Permanent Atukwase Abel M MSC Permanent lukwago b. fred M MSC Permanent 2 TA 2 0 Muzira m. Ivan M MSC Contract Mugabi Robert M MSC Contract SCHOOL:FOOD TECHNOLOGY NUTRITION & BIO-ENGINEERING DEPARTMENT:AGRICULTURE BIOSYSTEM ENGINEERING ESTABLISHM ENT: RANK FILLED VACANT Name GENDER QUALIFICA TION Status 1 PROF. 0 1 AS.PRO - AG.HOD 1 1 Kyamuhangir e william M PHD Permanent 2 SEN.L 2 2 Kasisira l. Levi M PHD Permanent Kawongolo J B M MSC Permanent 4 LEC. 5-1 Iwadra Micheal M MSC Permanent Kigundu Nicholas M MSC Permanent Mulamba Peter M PHD Permanent Banadda E. Noble M PHD Contract Balimunsi Hussein Kivumbi M PHD Permanent 4 AL 6-2 sewanyana p M MSC Permanent sendagi m. stella M MSC Permanent kabenge isa F MSC Permanent segane herbert M MSC Permanent komakech allan M BSC Contract Kigozi l b. Julia M MSC Permanent Zziwa Ahamada M MSC Contract Kambugu Robert M MSC Contract 2 TA 3-1 Tumutegyeriz e Peter M MSC Contract Aya Fildah M MSC Permanent Makumbi thomas M MSC Permanent SCHOOL:FORESTRY ENVIROMENT AND GEOGRAPHICAL SCIENCE 50

51 DEPARTMENT:FORESTRY BIO-DIVERSITY AND TOURISM ESTABLISHM ENT: RANK FILLED VACANT Name GENDER QUALIFICA TIO status 4 PROF. 4 0 Banana a. Y M PHD PERMANENT Nyakaana Jockey Baker M PHD PERMANENT Tabuti S JohN M PHD PERMANENT Obua J M PHD PERMANENT 4 AS.PRO 5-1 Kabogoza J.R.S M PHD PERMANENT AG. HEAD Nyeko Philip M PHD PERMANENT Tweheyo Mnason M PHD Permanent Eilu gerald M PHD Permanent Okullo l. John bosco M PHD Permanent 10 SEN.L 4 6 Bahati J M PHD Permanent Muwanika B. Vincent M PHD Permanent Kateyo Eliezer M PHD Permanent Mwavu Edward M PHD Permanent 10 LEC. 8 2 Balaba Susan Tumwebaze F PHD Permanent Lwanga Jeremiah M PHD Permanent Mugabi paul M PHD Permanent Babweteera Fred M PHD Permanent Nakabonge Grace F PHD Permanent Mbogga s. Micheal M PHD Permanent Ayorekire Jim M PHD Permanent 10 AL 9 1 Mwesigye R M MSC Permanent Orikiriza Lawrence M MSC Permanent Kizito Simon M MSC Permanent Balikoowa kenneth M MSC Permanent Seremba Owen M MSC Permanent Nagawa B Christine F MSC Permanent Muhwezi K. Deus M MSC Permanent Ahebwa Manyisa Wilber M MSC Permanent Syofuna Agatha F BSC Permanent 8 TA 3 5 Mawa Christopher M BSC Contract Ssekuubwa Enock M BSC Contract Wathum Gilbert M BSC Contract 51

52 Mugizi Francis M MSC. Temporary SCHOOL:FORESTRY ENVIROMENT AND GEOGRAPHICAL SCIENCE DEPARTMENT:ENVIRONMENT MANAGEMENT ESTABLISHM ENT: RANK FILLED VACANT NAME GENDER 3 PROF AS.PRO 0 3 QUALIFICA TIO Status KANSIIME FRANK M PHD Permanent 6 SEN.L /HEAD 1 5 OKOT OKUMU JAMES M PHD Permanent 8 LEC. 6 2 Nyombi Kenneth M PHD Permanent Musali P. M PHD Permanent Lwasa Shuaib M PHD Permanent Nakileza Bob M PHD Permanent Muhwezi A.D M MSC Permanent 8 AL 8 1 Tumusiime David M MSC/PHD ST. Permanent Byakagaba Patrick M MSC/PHD ST. Permanent Muggaga Frank M M.PHIL/PH D ST Permanent Nalwanga S. Faridah M M.PHIL Permanent Semambo Joseph M MA Permanent Natumanya Ezra M MSC Permanent Kaayendeke Ellen F MSC Permanent Erima Godwin M MSC Permanent Karungi Doreen F M.PHIL Temporary Yiiki Fred M MSC Contract 3 TA 0 3 SCHOOL:FORESTRY ENVIROMENT AND GEOGRAPHICAL SCIENCE DEPARTMENT:GEOGRAPHY AND CLIMATIC SCIENCES ESTABLISHM ENT: RANK FILLED VACANT NAME GENDER QUALIFICA TIO STATUS 3 PROF AS.PRO Basalirwa P K M PHD PERMANENT Majaliwa J M PHD PERMANENT 6 SEN.L 6/ HEAD 1 5 TUMWINE FREDRIC R M PHD PERMANENT 52

53 10 LEC AL Twinomuhan gi Revocatus M PHD PERMANENT Waiswa Daniel M PHD PERMANENT Ddumba Daniel Saul M MSC/PHD ST PERMANENT Sabiti Geoffrey M MSC/PHD ST PERMANENT Bamutaze Yazidhi M PHD PERMANENT Nanteza Jamiat F MSC/ PHD ST PERMANENT Nimusiima Alex M MSC PERMANENT Wasswa Hannington M MA PERMANENT Twinorugyen do Penninah M M.PHIL PERMANENT Mfitamukiza David M MSC PERMANENT Ndyabahika Mateete M MSC/PHD ST TEMPORARY 8 TA COLLEGE OF AGRICULTURAL AND ENVIRONMENTAL SCIENCES ADMINISTRATIVE STAFF ESTABLISHM ENT: RANK FILLED VACANT NAME GENDER QUALIFICA TIO STATUS PRINCIPA L 1 0 Samuel Kyamanywa M PHD Permanent DEPUTY Frank PRINC. 1 0 Kansiime M PHD Permanent DEAN COL BURSAR Elwana T V M BCOM Temporary ASST ACCOUNT. 2 0 Biganja J F Permanent Nantongo J Permanent COL.ACCO Seguya UNT Edward M Permanent PROJ.&GR ANTS Nerima R F Permanent 1 2 COL.LIBRA RIAN ASST.LIBRARIA N 53

54 1 3 COL.REGIS TRAR Bwire Rose Permanent ASST.REGI STRAR Naiga Resty Permanent 1 COL.QAC 1 HR ASST. HR Nabiryo Kevin F Permanent PROJECT 1 OFFICER SYSTE.AD 1 MIN ASST.SYS. ADM Kisoro James M Permanent WEB.ADMI 1 N 1 PROC.OFFI CER 1 0 Taddeo Ibanda M Permanent 4 ADMIN.SE C 1 COM.OFFI CER 1 0 Anyango Jane F Permanent 1 AST. FARM MAN Lwasa Stephen M Permanent 1 FARM MANAGER Naakubuza Gertrude F Permanent COLLEGE OF AGRICULTURAL AND ENVIRONMENTAL SCIENCES OFFICE OF THE PRINCIPAL ESTABLIS HMENT: RANK FILLED 1 VAC ANT SENIOR TECHNICIAN 0 1 NAME 2 TECHNICIAN II 1 1 Muhumuza Albert 1 LAB ASSISTANT LAB ASSISTANT II PERSONAL SECRETARY STENOGRAPHER 1 0 Nanyonga Annet 1 PRINCIPAL COPY TYPIST COPY TYPISTS

55 1 CHIEF CUSTODIAN DEPUTY CUSTODIAN 1 0 Amuti Geoffrey 1 CUSTODIAN 1 0 Busiku Martin 1 AUDIO VISUAL ASSISTANT STOREKEEPER HEAD CLEANER 1 0 Zziwa A. John 4 CLEANER/ MESSENGERS 4 1 Naiwumbe Flora Bamuranje A Sempijja Stephen 2 SANITARY CLEANERS 3-1 Senkubuge Lawrence Nankya Tereza Kayiwa Lawrence 5 DRIVERS 6 0 Mabonga Wilson Mubiru Siraje Wambette Jimmy Willy Mugoya E. I. Tom Dembe Alex 3 TURNBOYS 3 0 Buzimwa Muhamed Wairagala Boniface Kisembo Wilson DEAN'S OFFICE 1 1 PERSONAL SECRETARY 1 0 Matovu Robinah PRINCIPAL COPY TYPIST 1 0 Kyarisiima Pauline SCHOOL:AGRICULTURAL SCIENCES DEPARTMENT: AGRICULTURAL PRODUCTION ESTABLIS HMENT: RANK FILLED VACANT NAME SENIOR 3 TECHNICIAN 4-1 Katongole Ignatius Serunjogi Katende s Kizza Luswata 55

56 Kyeyune G. M. 8 TECHNICIANS I 7 1 Natumanya Robert Mutebi Emmanuel Muhereza Begumya David Nandera A. Stella Balikuddembe Bonny Kirya David Kakooza Lydia Agutti Gorret Najjuma Christine 6 TECHNICIANS II 1 5 Ogwang Francis PERSONAL 3 SECRETARY STENOGRAPHERS 1 1 Nambatya Ruth PRINCIPAL COPY TYPIST 2 1 Samarie Sekitte LABORATORY ASSISTANTS 6 0 Peninna Nakaana LABORATORY ATTENDANTS 4 1 Rushazya Joyce Lubwama M Nagaddya Harriet Kawooya Teddy 3 STOCKMEN 2 1 Mary NamuyangU Muwonge Samuel 1 HEAD CLEANER 1 0 Ddamulira Eseza 5 CLEANERS/ MESSENGERS 8-3 Kabakumbi Imelda Nannozi Margaret Nabimanya D Kyobutungi Edith Kawaluko S Bakasambe Edward Kabonesa Grace Lubogo Frank 15 LABOURERS 9 6 Bukenya Joseph 56

57 Mabirizi Angella Ndaba Andrew Nakato Betty Mukasa Mary Nambasa Ruth Muhereza Richard Nkaja Bonny Namugaya Lovinsa 6 1 LABORATORY ASSISTANTS 3 3 Mzee Patrick ASSISTANT FOREMAN 0 1 Ogwal Simon Peter Turigye Gad 1 MET. RECORDER NURSERY MEN 1 3 Namulasa Naome N. 1 GENERAL FARM WORKER 2-1 Onyera Mary Nantale Agnes 2 DRIVER 1 1 Dembe Alex 1 PILOT PLANT SUPERVISOR 1 0 Balamaze Joseph LIBRARY ASSISTANT Ssevume Geofrey Mukunzi Christopher SCHOOL: AGRICULTURAL SCIENCES EXTENSION AND INNOVATION DEPARTMENT: STUDIES ESTABLIS HMENT: RANK FILLED VACANT NAME 1 SENIOR TECHNICIAN TECHNICIAN I LAB ASSISTANT 1 1 Kasujja Geoffrey 1 PERSONAL SECRETARY

58 1 PRINCIPAL COPY TYPIST 1 0 Walugembe Harriet Musoke 1 COPY TYPIST PHOTOGRAPHER 1 0 Ssabwe Samuel 1 CLEANER/ MESSENGER 1 0 Ndagire Deborah SCHOOL:AGRICULTURAL SCIENCES DEPARTMENT:AGRIBUSINESS AND NATURAL RESOURCE ECONOMICS ESTABLIS HMENT: RANK FILLED VACANT NAME 1 TECHNICIAN I 1 0 Nsamba James 1 PERSONAL SECRETARY STENOGRAPHER 1 0 Kabahuma Margaret 1 PRINCIPAL COPY TYPIST COPY TYPIST CLEANER/ MESSENGER 2 0 Musoke Harriet Kizza Odetta 2 DRIVER 1 1 Kizza Bosco SCHOOL:FOOD TECHNOLOGY NUTRITION & BIO-ENGINEERING FOOD TECHNOLOGY AND HUMAN DEPARTMENT: NUTRITION ESTABLIS HMENT: RANK FILLED VAC ANT NAME CHIEF TECHNICIAN 1 0 Ssentongo Benjamin 3 SENIOR TECHNICIANS 2 1 Nabakabya Dorothy Nangobi M.E 3 TECHNICIAN II 2 1 Okalany Emmanuel Nklinzehiki Allan 1 LABORATORY ASSISTANT

59 1 PERSONAL SECRETARY 1 0 Bakibinga Florence 2 STENOGRAPHER 1 0 Khawa Jesca 1 CHIEF CUSTODIAN 1 0 Mugisa Francis 1 CUSTODIAN LABORATORY ATTENDANT 1 0 Sendegeya Ponsiano 3 CLEANERS 2 0 Mugisha Moses Namuddu Sarah Namayanja Teopista 4 CLEANERS 3 1 Nassanga Juliet Emuron Everest Namubiru Justine 0 SANITARY CLEANER 0 0 Nangendo Annet Nagawa Maimuna 0 DRIVER 0 0 Kikawa Benard SCHOOL:FOOD TECHNOLOGY, NUTRITION & BIO-ENGINEERING Ntambi Jimmy DEPARTMENT: AGRICULTURAL BIO SYSTEM ENGINEERING ESTABLIS HMENT: RANK FILLED VAC ANT NAME 1 SENIOR TECHNICIAN TECHNICIANS I 1 2 Makubuya James Kaddu 5 TECHNICIAN II 1 4 Oryem S.B 1 PERSONAL SECRETARY STENOGRAPHER PRINCIPAL COPY TYPIST 0 1 WORKSHOP ASSISTANT

60 1 HEADMAN DRIVERS/ TRACTOR OPERATORS 1 4 Nabyama Emmanuel 3 CLEANERS 3 0 Nakalema Imelda Wamayi Florence Nantale Sarah 2 OXMEN 2 0 Tumwijukye John Nsobya Ronald 1 SCHOOL: FORESTRY, ENVIROMENTAL AND GEOGRAPHICAL SCIENCES DEAN'S OFFICE PERSONAL SECRETARY 1 0 Tenywa Margaret (SPS) 1 STENOGRAPHER CLEANER/ MESSENGER 1-1 Naggayi Teddy Nansamba Agnes (SANITARY) 1 DRIVER 1 0 Arinaitwe Richard DEPARTMENT: ESTABLIS HMENT: RANK FILLED 1 FORESTRY BIO-DIVERSITY AND TOURISM VAC ANT NAME SENIOR FOREST TECHNICIAN 1 0 Sekandi S 2 TECHNICIAN I 2 0 Ndawula J. SENTOMERO WASSWA 2 TECHNICIAN II PERSONAL SECRETARY 1 0 Kyamufumba Rhona (ST) 1 CHIEF CUSTODIAN 1 0 Edopu James 1 CUSTODIAN LABORATORY ATTENDANTS 2 0 Eiku Yekoyada Namukwaya Ruth 1 FOREST WORKER

61 4 CLEANERS/ MESSENGERS 4 0 Nalukwago Mary Kella Sombi Namukwaya Margret Kiggundu Habib 2 DRIVERS 2 0 Kushemererwa A. Mubiru David Kasozi 1 SANITARY CLEANER 1 0 Kaitetsi Benny SCHOOL: FORESTRY ENVIROMENT AND GEOGRAPHICAL SCIENCE DEPARTMENT: ENVIRONMENT MANAGEMENT ESTABLIS HMENT: RANK FILLED FORESTRY ENVIROMENT AND SCHOOL: GEOGRAPHICAL SCIENCE GEOGRAPHY, GEO-INFORMATICS AND DEPARTMENT: CLIMATIC SCIENCES ESTABLIS HMENT: RANK FILLED VAC ANT VAC ANT NAME NAME 1 SENIOR TECHNICIAN CARTOGRAPHER TECHNICIAN I TECHNICIAN II PERSONAL SECRETARY STENOGRAPHER 1 0 Tumwesigye Phoebe 1 PRINCIPAL COPY TYPIST COPY TYPIST MAP CURATORS 1 1 Mbago Mavin (TEMP) 1 1 WEATHER RECORDER 0 1 MACHINE OPERATOR

62 1 1 LIBRARY ASSISTANT 1 0 Nanteza Florence LABORATORY ATTENDANT 1 0 Nassanga Lovinsa 2 CLEANERS 2 0 Namirembe Gorreti Nannozi Catherine 62

63 8.2 CAES Research Institutes Makerere University Agricultural Research Institute Kabanyolo (MUARIK) BACKGROUND Makerere University Agricultural Research Institute, Kabanyolo (MUARIK), is a public institution that is part of the College of Agricultural and Environmental Science (CAES). It is located 19 kilometers North West of Kampala off Gayaza Township on the Kampala-Zirobwe road. It is situated on three ridges of Kabanyolo, Kyetume and Nalyamagonja in Nangabo subcounty, Wakiso district. MUARIK is mandated to contribute to teaching, research and to raise funds to finance as a step towards financial sustainability. The establishment of the Continuing Agricultural Education Centre (CAEC) at MUARIK has led to an improvement in the outreach services offered to the growing demands of the nation s farmers. MUARIK is also a point of call for many farmers who wish to start commercial farming or improving on their farming and/or procure planting materials and animal breeding stock and thus MUARIK provides field extension services to such farmers. Formal practical training for undergraduates is carried out at MUARIK during the recess term of first year and in third year to enable them acquire relevant hands on farming experience in various animal and crop husbandry, Extension skills, machinery, equipment and farm management aspects. The aspects covered include production and management areas such as broilers, layers, dairy, pigs, cereals, legumes, coffee, vegetables and banana production. However, the units being used for training are limited in size compared to the big number of students, which hovers around annually but the units are not run on commercial basis to provide student with real business experiences. VISION AND MISSION The Vision of MUARIK To enhance its services to all agricultural stakeholders; particularly to developing farmers and entrepreneurial agricultural industries and markets in Uganda The Mission of MUARIK To undertake basic, strategic and applied Agriculture related research, technology development and its transfer in order to build up indigenous scientific and technological capacity needed to improve the performance of the Agricultural sector for social and economic development. Core Values of MUARIK MUARIK has no specific institutional level core values. However, being a University unit, MUARIK subscribes to the following core values; (i) Professionalism (ii) Honesty and integrity 63

64 (iii) (iv) Reliability Efficiency Legal Structure MUARIK is an Agricultural Research Institution owned by Makerere University. It is being managed as a multi-disciplinary facility for training, research, outreach and production under the College of Agricultural and Environmental Sciences. DESCRIPTION OF THE CURRENT OPERATIONS AT MUARIK a) Research: As part of the National Agricultural Research System (NARS), MUARIK carries out research based on national priorities. The research thrusts of MUARIK have been on development of improved farming techniques, agro-processing and value addition, marketing and production efficiency, and appropriate technology. However, research activities at the Institute are low mainly due to a shift in the paradigm stressing on-farm rather than on-station research. A number of small grants are offered to staff on competitive basis to research on various aspects of agricultural challenges in the country. NORAD and SIDA/SAREC have been at the helm of this arrangement. b) Outreach: The Institute is expected to offer on-spot technical advice to the farming community. This activity has been curtailed by lack of facilities. Outreach activities currently mainly focus on schools and farmers who visit the Institute for various issues. For example in a year over 600 primaries, secondary, and tertiary schools with a total population of about 30,000 visit MUARIK. The Institute has hosted students for industrial training from Arapai and Bukalasa Agricultural colleges. Centenary Community College, Ssesse, Narozari, Mbuye and Rwampara Farm Schools and Busoga University totalling about 250 students. c) Production: The institute undertakes production of a wide range of crops and livestock. Although these units are primarily for commercial production, they are used to teaching, research and outreach activities. These units are not producing to the expected potential partly due to their dual functions and also due to being undercapitalized. Table 1: Current Enterprises, respective capacities, respective production and revenue levels Enterprise Size/capacity Production level Revenue (monthly/yearly) (Shs) based on 2010/2011 Dairy (milk, beef and animals 63 animals 36,500 litres/year from 18 milkers 37,038,900 Piggery 80 pigs (10 sows 55 pigs (7 sows) 8,907,500 Broilers 6,000 broilers None currently 1,256,000 Layers 4,000 layers 800 currently 14,933,750 Study tours 3 schools/day 16,807,700 Machinery hire 1,908,500 64

65 Coffee (Kiboko) 3 hectares 2,207,550 Cabbages 214,050 Soybean 4 hectares 1,262,700 currently but varies by season Matooke 2.5 hectares 50 bunches/week 2,052,950 Sugar cane 1 hectare 100 canes/week 1,280,000 Trees 5 hectares 695,000 Pastures (not a 57.8 hectares 20 bags/year 1,744,500 standalone enterprise but partly under Dairy) Flowers 592,500 Maize seed 10 hectares 2,887,400 currently but varies by season Feeds 5 tonnes/day Fish 219,000 Water 991,500 Beans 167,500 Other proposed enterprises Tissue culture plantlets (for bananas and other crops) Production of Rhizobia Foundation seed production (for maize, soybeans) Vegetables (mainly produced during the off-season) Propagation of fruit and multipurpose seedlings Soil analysis (Source: Report on Revitalization of Makerere University Agricultural Research Instituted, Kabanyolo (MUARIK)), 2004). BUSINESS DESCRIPTION MUARIK s core business is in Agricultural production for financial sustainability, maintain and avail good facilities and services for training, research and outreach. The Institute has a work force of 150 staff. The majority of the General Workers are on contract terms and the rest are on temporary terms. The Institute receives about UGX 400,000,000 for staff remuneration. Organization and Management Structure During the formalization of MUARIK as a Research Institute, an administrative structure was proposed but to date it has never been operationalized (Cf: Appendix 1). This was meant to replace the current operating structure that was being used when the facility was still a University Farm (Cf: Appendix 2). Another structure was also proposed in

66 The operating administrative structure as in order of hierarchy; The Dean and MUARIK Policy Committee to whom the Director reports is the overall supervisor. Under the new College, this organization implies that the Principal is at the very top of the structure. The Farm Manager is responsible for the day-to-day management of the Institute and is supposed to be assisted by four Assistant Managers (Crops, Feed mill, Operations and Livestock). However, only two posts of Asst. Managers (one Crops and another for Livestock), are in place. Below these are Technicians and Foremen. Below the Foremen are Asst. Foremen, Headmen and Stockmen and the General Workers. DIAGNOSTIC ANALYSIS OF MUARIK 1. SWOT Analysis of MUARIK Strengths Trained staff Facilities Linkages Legacy (historical record) Opportunities Liberalized economy New technologies and skills Availability of water (NWSC, permanent streams in the two valleys located in MUARIK) Proximity and accessibility to Urban centers e.g. the capital city (Kampala) (ease of access to inputs output markets Harvesting rain water Availability of employable people Being an academic unit it is well positioned to get funds from many sources which can support the commercial wing. Weaknesses (Handicaps) Deteriorating infrastructure Lack of adequate funds Administrative bureaucracy Underutilized facilities Undefined roles of Departments at MUARIK Poor security Non-updated skills of supervisory staff Threats (Challenges) Competition with other players Unpredictable climatic conditions (possibility of MUARIK being in a rain shadow) Lack of a clear administrative structure to implement the proposed business plan can lead to total failure of the enterprises leading loss of the invested funds. Unpredictable economic situation in the country can lead to failure of the proposed enterprises when for example there dramatic increase in prices of inputs and services. If the invested funds are to be handled as loans the interest rate is high and keeps increasing, leading to high cost of capital and poor financial performances of the enterprises. The liberal export policy that leads to scarcity of raw materials for animal 66

67 feeds e.g. maize and silver fish (mukene). 2. RECOMMENDED ENTERPRISES BASED ON THE MARKET RESEARCH Following a market survey and based on the capacity and experience of MUARIK, the following enterprises are recommended. Initially, only production should be undertaken. Processing can be considered later on as production stabilizes. 1. Diary Enterprise 2. Maize Enterprise 3. Broiler Enterprise 4. Layers Enterprise 5. Plantlets (cabbages, bananas and pineapples) Enterprise The reasons for choice of the enterprises are based on; Diversification: crop and livestock enterprises. This is mitigation against risks and uncertainties related to unpredictable climatic conditions for which crops are very sensitive. Full utilization of existing idle capacity in terms of land, machinery and equipment. Timeliness of the cash inflows (the quicker the inflows, better the enterprise based on the Institute s financial constraints and the fact that the funds are likely to be externally sourced and payments may have to be made soon thereafter). There are very few competitors (farmers and/or institutions) that are engaged in fairly large scale maize, broiler and dairy production in the area, in spite of their importance in human and animal diets. At the broader level, the enterprises will contribute to the national food and nutrition policy. Offering opportunities for teaching and research to the undergraduate and graduate students. Justification for specific enterprises a) Dairy enterprise Existence of facilities (land, silos, calf bans, spray race, fattening units) but all need refurbished. Existence of markets (e.g. Food Science and Technology, Traidlink, Makerere University staff). b) Maize enterprise Contribution of maize to animal feed formulations, which is a major expenditure item at the Institute (animal feeds are responsible for about 60% of the total expenditure). It is a major energy source, with contributions of up to 65% of the feed components. This assures market for the product. Existence of land Existence of equipment and machinery to undertake the operations such as ploughing, harrowing, planting, weeding and harvesting. Experience and skills to raise a good crop. Increasing demand for high quality maize. 67

68 The agro-ecological conditions are conducive for maize production. The Institute experiences bi-modal rainfall (annual rainfall is 1,150 mm), mean temperature is 21 o C and soils are largely nitsols. c) Broilers enterprise Past performance of the enterprises in terms of income generation. Broiler production accounts for close to 50%, dairy for about 35% of annual cash inflows. Existing capacity in terms of Human Resource and buildings High demand for broilers (insatiable currently) d) Layers enterprise Availability of some facilities Existence of experience and skills High demand for markets in Uganda and neighboring countries e) Plantlets (cabbages, bananas and pineapples) Most of the supermarkets in Uganda import their vegetables, so there is high demand for vegetables. At the moment, most of the farmers in Uganda buy seeds that they plant in nurseries before transferring them into their gardens. However, this system is flout with problems and in the end, less than 50% of the seeds procured progress into vegetables. The Institute is also a market for cabbage seedlings. MARKETS AND MARKETING General description MUARIK is in agribusiness and the main proposed market segments to be targeted are those demanding dairy products especially raw milk, poultry products (broilers, eggs and off layers), maize grain, Mushrooms and cabbages. The main potential market for these products is in Kampala, other regions of Uganda like the Eastern, northern and western parts of Uganda also provide major market for the selected products. The region i.e. southern Sudan, Rwanda and DRC also provide a very big market for the selected products especially maize and Eggs. Most agricultural products are sensitive to changes in supply and demand and therefore they are subject to price fluctuations. The supply of agricultural products is seasonal, the diary is also seasonal, higher production is expected during the rainy season than in dry seasons. Overall market size According to the market research the market size of the selected products is as follows: Maize: The market size for maize is too big; the demand for maize in the region is increasing annually because of the drought the local demand is also on the increase. Maize is demanded locally by schools and institutions like hospitals and Prisons, big private companies like construction companies as well as for domestic consumption. It s also a major ingredient in making animal feeds for chicken, pigs and cattle. It is also demanded regionally by countries like Kenya, Southern Sudan, Rwanda and DRC. World Food Programme (WFP) says Uganda is 68

69 its second biggest source of food purchases in Africa after South Africa, and the biggest amount of food bought is Maize. According to current media reports, Kenya is planning to import 12 million tons of maize because it is having scarcity of maize and reports from Uganda Exports Promotion Board (UEPB) indicate that Uganda exported maize worth USD29m from USD18.2m in Last year, there was a registered increase in production rising by about 5.5 per cent recorded at 1.9 million metric tons of maize and the same volume is expected to be produced in However, this supply cannot meet the current overwhelming demand of maize. This partly explains why the price of maize in Uganda has risen by 114 per cent over the last year, according to the World Bank and this is the highest year-over-year increase in the world. A case in point is maize flour which was selling at UGX 800 a kilo last year (2010), is now at UGX 2400 and above. Because of the increase in demand of maize in the region, local supply has reduced and this has increased the prices. From the market research conducted, major poultry businesses like Ugachick, Kagodo feeds and Biyinzika stated that they have registered reduction in sales of day old chicks because of scarcity of feeds on the market and increase in the prices of feeds. These companies do not have enough maize to make the feeds and what is got is bought at a high price because of scarcity and high fuel prices forcing the prices of feeds to be high. Dairy farms like JESA also use maize to formulate animal feeds because it s the major ingredients. In order to ensure continuous supply and for cost effectiveness, JESA produces its own maize for use in animal feeds. According to these companies most of the maize is sold to other neighboring countries creating scarcity in Uganda. Layers (Table eggs production): The current demand for eggs is also very high in Uganda and regionally. According to the market research, the current demand for eggs is higher than the current supply. According to the Interviewed poultry companies, the biggest demand is for one day layer chicks compared to the other products. Ugachick stated that about 65-70% of total monthly sales are of layers (one day old chicks), the remaining 30% of sales are shared among feeds, dressed chicken and the broiler day old chicks. Its target market is Uganda, East &Central Africa and S. Sudan. Kagodo feeds monthly sales for feeds are recorded at 7000 to 10,000 bags, it sells different types of feeds which include; Layers and chick mash, Growers mash, Broiler starter and finisher, Dairy meal, Sow and weaner meal concentrate (KONKO). However 50% of all sales are for layers mash, the remaining 50% is shared among the other products. The demand for layers mash shows that is high demand for eggs. According Ugachick s market survey, the market for poultry products is growing at by about 10% annually, however no boom is expected because of climate change and its effects on the maize production which is major ingredient in poultry feeds. Eggs are demanded by supermarkets, shops, hotels, small and micro businesses that are in the food business as well as domestic consumers. Broilers: The market for broilers is also increasing because of the increased consumption of chicken by the population. However the current supply of broilers is low due to reduced 69

70 number farmers and this has been caused by increased prices of chicken feeds on the market. Ugachick produces 1500 dressed birds per hour for an average of 6 hours a day. All this chicken is sold out from the company. Some of the chicken is demanded by supermarkets and hotels. There is also increasing demand for broilers by the small food businesses selling food in markets and on the street. Business people selling roasted chicken sell an estimate of 10 chickens per evening per person. The roasting business is growing all over the country especially in Kampala suburbs. Restaurants and markets are also increasing and the demand for chicken is also increasing. Market trends The market trends for all the selected crops are expanding and the demand is increasing as explained above. The market for maize is expanding at a very high pace locally and regionally, the demand for poultry products is also growing at an estimate of 10% annually, but due to climate change the growth rate is affected because of scarcity of feeds. The demand for plantlets is also increasing because the agribusiness sector is growing in Uganda because of government policy and the current scarcity of food; this has put a high monetary value on food. Many people are going into large scale farming for business all over the country and they need a lot of plantlets to plant their farms. PESTLE Analysis for the selected enterprises Political: i) There are no export restrictions from the government; therefore MUARIK is free to access external markets. ii) There is an increase in drought caused by the current climate change in the African countries especially the horn of Africa. Therefore there is increased demand for food by World Food Program and their governments. iii) Uganda is viewed as the food basket for Africa iv) Increased demand of Maize in the region e.g. Kenya, Southern Sudan, Rwanda Economic: i) Increased demand for the products and the expanded market ii) The market for the poultry products is still very big and has not yet been fully exploited. The local and regional markets are still insatiable, Southern Sudan also offers a big market potential which still needs to be exploited. The East African community also offers a big opportunity for market for poultry products. iii) Scarcity in the materials for making feeds which affects the demand for the day old chicks. iv) Lack of standardization in the region makes it difficult to export poultry products. The standardization in the region is not yet harmonized, for instance the national bureaus of standards in the different countries are different therefore, what has passed the standards of Uganda National Bureau of Standards does not pass the Kenya National Bureau of Standards. This has made it difficult to export. 70

71 v) Instability in the power supply is a big challenge to the poultry business. The hatcheries need constant power supply, without it generators are used which increases the cost of production. vi) The cost of Electricity is high and this increases the cost of production vii) The high cost of fuel is a big challenge to the smooth operation of the subsector. There is a big out growers base that supply inputs especially for making feeds, with high fuel prices the transport costs are high which increases the cost of materials. With high cost of materials the cost of production is high hence high cost of the final product, this affects demand of all products. viii) The high interest rates in banks are also a big challenge. The cost of borrowing is too high and this hinders capital investment ix) There is lack of collaboration among the players in the poultry subsector to discuss best operational practices. x) Quality is currently a major factor determining demand of all products locally and internationally. Social: i) People are becoming more commercial oriented; therefore they demand plantlets, seedlings, crops and milk in large quantities for commercial production. ii) High consumption of milk and eggs iii) Awareness of balancing diets is causing high demand of all food types iv) Cultural mix has caused shifts in eating habits toward more of the western foods like burgers, sausage. Technological: i) Large scale crop production is mechanized; this includes clearing, harvesting and weeding. ii) There are improved seed varieties that are high yielding, drought resistant and mature fast within three months and are pest resistant. These allow continuous production throughout the year. iii) There are improved fertilizers and pesticides that control damage and risk of losing the production. iv) Irrigation pumps are on the market that allows irrigation in case of low rainfall seasons. v) Value addition to farm produce is highly encouraged in order to earn more i.e. pineapples are dried to have a longer shelf life. vi) Post harvest handling in currently an important issue in farming and it determines the demand for a particular crops Legal: i) Existence of commercial courts to arbitrate issues related to breach of contractual obligations and arrangements Environmental: 71

72 i) Climate change is a big current challenge; it leads to disease outbreaks that affect both the materials that make animal feeds and the chicken its self e.g. bird flu. ii) Unpredictable weather changes (drought or too much rain )that cause crop failure iii) The seasonality of the agricultural inputs affects the making of the feeds and increases the prices of the feeds; the current inflation also affects the prices of the products. This affects the demand for the day old chicks due to scarcity and high prices of the feeds; in turn it affects the business. iv) Poor infrastructure e. g Impassable roads during rainy seasons of the year leading to high transaction costs. STRATEGIC DIRECTION Operational Strategies Product strategy Following the market survey and based on the capacity and experience of MUARIK, the recommended enterprises i.e. Diary Enterprise, Maize Enterprise, Broiler Enterprise and Layers Enterprise and plantlets (cabbages, bananas and pineapples) Enterprise will be implemented. The business Model to be adopted will be, initially only production will be under taken; processing will be considered later on as production stabilizes. The business will also provide learning and research for students. It will offer opportunities for students to learn how their agricultural knowledge can be used in business. Product Description. The major strategy is to produce a range of high quality farm products in the selected enterprises and services to satisfy the needs of the clientele. Below are the specific products to be produced and their positioning strategies. Table 2: Enterprises and their Positioning strategy Product Positioning Strategy Dairy Since many farmers produce and market milk, MUARIK will ensure high quality pure milk based on its current standards. The school of Food, Nutrition and Bio-engineering and Uganda National Bureau of Standards will be regularly consulted to improve the quality. Regularity of milk supply will ensure that the market is maintained. In-calf heifers, bulls and steers will also be of high quality based on the guidance of the Department of Agricultural Production, College of Agricultural and Environmental Sciences and School of Veterinary Sciences. The schedule of supply will be strictly maintained. Quality cuts will be regularly consulted to ensure the beef supplied is of the required standards. Prices for all the products will be competitive 72

73 High quality inputs will be procured from established firms. Feed ingredients will be stocked during the surplus period. Strive for low cost of production through efficient operations and low cost inputs. Broilers The quality of broilers will be high in terms of weight at marketing and will be offered at competitive prices. Regular supply will be paramount. High quality inputs will be procured from established firms. Feed ingredients will be stocked during the surplus period. Strive for low cost of production through efficient operations and low cost inputs. Layers The quality of eggs will be high in terms of size at marketing and will be offered at competitive prices. Regular supply will be paramount. High quality inputs will be procured from established firms. Feed ingredients will be stocked during the surplus period. Strive for low cost of production through efficient operations and low cost inputs. Maize The quality of maize will be high (based on world Food Programme standards) and will be offered at competitive prices. Use of certified seed and quality inputs will be paramount. Cabbages Use of certified seed and quality inputs will be paramount. Regular supply of high quality seedlings will be crucial Mushrooms Produce regularly high quality products. Use of high quality inputs purchased from recognized institutions e.g. Department of Agricultural production, School of Agricultural Sciences (Makerere University) Unique features Product lifecycle Research and development: The commercial unit will work hand in hand with the research arm of the Institute. The commercial units will work hand in hand with the research arm of the Institute. Any facilities used by research projects will be paid for on a commercial basis. This is because most of the inputs and equipments needed for research are budget for during project preparation. In case of any research output developed at, MUARIK and the concerned scientist will have to enter into a Memorandum of Understanding on how to disseminate, utilize and pay for it. MUARIK will be in position to multiply and sell the research outputs based on the agreement reached. Production methods: The production methods will be both manual and mechanized however the highest percentage of production will be through mechanization. Health and Safety issues: The farm will have Insurance against fire and burglary Protective gear e.g. rubber boots, overalls, overcoats and gloves should be provided to the staff for safety reasons. Ensure proper lighting along the roads and on key installations and facilities. Storage facilities will be improved to acceptable standards to ensure that the products are kept well without contamination and to ensure that they have a longer shelf life. Maintain a Police unit at the Institute 73

74 Hire a private security company. Documentation of all transactions to enable security personnel to check for any possible fraud. MUARIK may require modern installations for fire fighting with smoke detectors, fire blankets, horse reels and fire extinguishers. The health facility at MUARIK should be well equipped and facilitated with relevant drugs. Resident qualified medical personnel on call 24 hours should be recruited to attend to staff. Suppliers: Suppliers of major inputs will be identified and supply will not be based on the PDDA used the University. However, because of the business nature of the commercial unit will have an independent procurement policy with clear procedures for procuring goods and services including capital goods and services. Stock holding policy: There is adequate storage to hold all the inputs of enterprises at all times. There are two main stores. Further, each of the enterprises also has its own store to stock inputs that can last the entire production cycle. Quality: The standards of UNBS will be adhered to. Advice will be sought from Food Scientists, Crop and Animal scientists to ensure that the inputs are of high quality. Direct supply of the finished goods to the consumers or wholesalers will be effected for quality control Environmental considerations: Cow dung from the dairy farm will be used in biogas production which will be used to generate energy. The remains of the crops and sow dung will be used to make composite manure which it will be used as fertilizers. Distribution: Products will be picked from the farm by the clients. Deliveries will be made on special arrangements. This will reduce on the cost of distribution. Pricing strategy MUARIK will apply the following Pricing Strategies in order to compete favorably. 1. Cost based pricing will be adopted; looking at the cost of production and cost plus mark up of an agreed percentage will be added on top as profit for each product. 2. Differential pricing will also be adopted based on market segments and customer purchasing capacity. Wholesale buyers will be sold to at discounted prices where as retail buyers will also have a different price. MUARIK will accord suitable rates for each target market. The targeted markets will include; Makerere University Staff, farmers within Nangabo sub-county, Traid links, School of Food, Nutrition and Bio-Engineering, Quality cuts, Supermarkets and small to medium private traders and exporters. (Estimated prices for each product included their respective enterprise budget found in the financial analysis section). 3. Comparative parity strategy: Under this strategy, MUARIK will make regular price surveys and compare proposed prices with those of the competitors prior to selling to avoid out-selling itself in the market. 74

75 4. Discounts strategy: Discounts will be offered competitively for prior bulk purchases. 5. Seasonal rate strategy: MUARIK will charge full high prices during high season e.g. Christmas seasons, and low rates in the low season. These will be determined by Management as and when deemed necessary. 6. Place: The central place where most transactions will be undertaken from will be at the Institute, located 19 kms along the Kampala-Gayaza road. Another marketing outlet will be established in the various schools that constitute the College of Agricultural and Environmental Sciences. MARKETING AND SALES STRATEGY MUARIK s main Market Segment is the local market to which its products are sold. In this market segment the target is individual clients, local private companies, Makerere University Departments, and local business people. Looking at services e.g. training and outreach, the Institute then taps into another segment of both foreign and local visitors. Marketing and sales strategy Marketing Objective Method Strategy Timeframe Increase the visibility of MUARIK s commercial products Promotion and Advertising Use of the internet (and intranet to create awareness of products) using the main Makerere University Website and the College of Agricultural and Environmental Sciences website. Establishing information points in various Colleges of Makerere University. Point-of-sale displays Circulation of products and price lists using fliers and brochures. Use of MUARIK level publications and public relations staff National and local level Agricultural and Trade shows Use of field days Use of field tours (use of the many visitors who visit the Institute) Staff and Institutional Networking Corporate Social undertakings Targeted visits to particular potential clients Notices pinned on notice boards of MUARIK and the various College notice boards. Use of both undergraduate and post- As soon as the business plan starts to be implemented. 75

76 graduate students Use of MUARIK and College of Agricultural and Environmental Sciences staff to promote the products. Direct videos Direct mails To increase sales of commercial products at MUARIK by 60% annually for the next three years Direct marketing Direct marketing Maintaining quality Timely delivery Consistence in supply To establish linkages Initiating new and utilizing existing linkages to promote MUARIK and is products Establishing collaborations with the potential markets and clients Promotion seminars and presentations Sharing experiences and drawing lessons from partners. Dissemination of information with patterns Writing issues about MUARIK and how research, teaching and commercial production is being done to benefit students and famers. Marketing structure A marketing department will be established manned by a marketing manager and an assistant. The main marketing office will be located at MUARIK and one selling point (office) will be located at Makerere University main campus. The marketing team will be in charge of implementing the marketing strategy and taking orders, accounting, timely delivery, ensuring the right orders and that the system is adhered to. Also ensuring that quality is adhered to, taking clients complaints and conducting market research for continuous quality improvement and better service delivery. The marketing team will be on the payroll of the commercial wing of MUARIK and will be paid monthly but an incentive will be paid based on sales and performance. The marketing manager will report directly to the Assistant director in charge of (income generating units) subject to internal debate. Selling methods MUARIK will sale products using both whole sale and retail methods for all products. 76

77 MANAGEMENT AND PERSONNEL The enterprises to be undertaken on a commercial basis will be incorporated as a limited liability company and each will be managed by a Manager who will report to the Asst. Director, who in term reports to the Director, MUARIK. The Director will report to the Operations Manager (in charge of Commercial Units) at the University level to whom other Managers of Commercial units e.g. the printer and guest house also report. Organizational Structure Operations Manager (University level) DIRECTOR ASST. DIRECTOR (IGU) Manager (Dairy) Manager (Broilers) Manager (Layers) Manager (Maize) Manager (Cabbages) Manager (Mushrooms) Workers (Dairy) 3.1 Workers (Broilers) Workers (Layers) Workers (Maize) Workers (Cabbages) Workers (Mushrooms) Workforce The number of workers required by enterprise and the relevant details are tabulated below. Most of them will be part-time except for maize where the workers will be casual. These will be recruited as and when needed by the relevant unit. Enterprise No. of workers Category Qualification Salary Dairy 8 Part-time Minimum O Level $100 Broilers 6 Part-time Minimum O Level $100 Layers 4 Part-time Minimum O Level $100 Maize 6000 mandays Casual Physically fit people $2.5/manday 77

78 Plantlets 1 Part-time Minimum O Level $100 Mushroom 1 Part-time Minimum O Level $100 Pastures 2 Part-time Minimum O Level $100 Duties: Dairy: Implement feeding, watering, breeding, cleaning and sanitation plans, ensure security of enterprise products. Broilers and Layers: Implement agreed on feeding, watering, breeding, hygiene plans, ensure security of enterprise products. Maize: Undertake land preparation, planting, weeding, pest and disease control and harvesting of the crops, and any other duties assigned by the Manager. Identify problems and constraints and report to the Manager. Ensure security of produce Mushrooms and plantlets: Undertake soil preparation, potting, watering, pest and disease control and any other duties assigned by the Manager. Undertake the necessary nursery management activities. Identify problems and constraints and report to the Manager. Ensure security of produce In order to build a workforce of skilled workers who will contribute to efficient operations to gain a competitive edge over competitors. The following will be done; Regular training of staff to gain the required skills in their respective areas of operation. Offer of competitive remuneration packages Motivational incentives such as awarding best performing employees among others Effective disciplinary procedures will be put in place to protect both the workers and Management (e. g three warnings before dismissal or disciplinary measures are taken). Regular review and restructuring of staff. Employment terms will be on business contract basis, and the terms of contract will be business friendly, conducive to the employee but also legally protective to the employer. Review of the management arrangement to a typical private sector form. Clear definition and documentation of responsibilities and performance indicators to monitor and evaluate performance. Incentive schemes Staff will be given a monthly salary and for exemplary performance, bonuses will be given of an agreed percentage as and when management decides. Incentives to different groups of people like senior managers and other workforce will be clearly identified. Recruitment 78

79 The current staff will be utilized and will be given an addition pay agreed to by management. New contracts will be given to the hired staff with new terms of reference which they will agree to work with. In order to successfully implement the operational plans, the right mix of personnel will be needed. The Asst. Director will be charged with identifying and recruiting the required staff along with the respective units Managers. The Asst. Director will be charged with hiring, recommending firing and disciplining. Minimum entry point for the grass root staff will be set at Ordinary Level Certificate of Education. The Managers will also be recruited by the Asst. Director with assistance of the Director. Training & development Staff training will be done regularly to enable them keep pace with new innovations. MUARIK should be given funds to put the training facilities and equipment to the required standard. This should be done from the central vote where students pay money for their training. The existing staff will be given in service refresher courses in crop and animal husbandry, soil and water conservation, records management, marketing and sales, financial management, IT, Team work, leadership skills, Oral and written communication skills, Environmental protection and gender issues. These training will be given to identify staff that the training is relevant. The training will be done both in house and part of it will be out sourced. Collaborations with the University to conduct trainings will be made. FINANCIAL ADMINISTRATION STRATEGY i. Finances will be managed according to the University wide rules and regulations for the commercial units. ii. The Assistant Director will be in charge of managing the finances. This will include; supervising banking, withdrawals and disbursements to the various units. iii. Procurement will be done by specialized personnel with adequate skills, knowledge and experience. iv. Revenue and debt collection will be administered by the Asst. Director, assisted by the Accounts and Procurement personnel. v. The Accounting System will be automated to allow efficient data capturing, timely and accurate production of financial and management report for proper business management. Revenue Collection and Control Strategy Point of sales will be connected to one server in accounts. The accountant will be able to access information from those points for further usage. Similarly, the Asst. Director and Managers will be able to access information from the points of sales and accounts. The system which does not have a DELETE function mode but instead has a CORRECTION function mode to curb fraud will be appropriate. 79

80 Cost Control Strategies Purchase control audit Use of energy saving equipment Scheduling usage of power Preventive repair and maintenance policy Having quality control procedure in place to avoid wastage Purchase inputs in bulk to benefit from bulk discounts Regular monitoring and supervision of the various units. Regular sensitization of staff. Records management (entry, retrieval and storage) i. Physical and financial records on number of aspects of production will be captured regularly and entered into a computer. ii. Both physical and financial records will be entered daily into a computer by the respective Managers. Each of them will have password to protect the information that is not yet for public consumption. iii. It will only be the Director, Asst. Director, Managers and Accounts person to have initial access to the records. Permission to access the records will be issued by the Director and Asst. Director. iv. At least 4 back-ups will be made for each record to ensure continuity in case of break down in any system. FUTURE DEVELOPMENTS This section deals with the long range strategic direction of MUARIK, and includes aspects beyond the horizon of the financial projections. Contingency Plan Threats (Challenges) Proposed contingency plan Competition with other players Quality assurance Regular supply Unpredictable climatic conditions (possibility of MUARIK being in a rain shadow) Lack of a clear administrative structure to implement the proposed business plan can lead to total failure of the enterprises leading loss of the invested funds. Unpredictable economic situation in the country can lead to failure of the proposed enterprises when for example there Drought resistant seeds Water harvesting Proper timing of operations to benefit from the seasonal rains Director should hire a person in charge of commercial operations that will be responsible for all the business enterprises proposed. Regular and clear performance evaluation to ensure efficiency. Diversification (having numerous enterprises) Storage 80

81 dramatic increase in prices of inputs and services. If the invested funds are to be handled as loans the interest rate is high and keeps increasing, leading to high cost of capital and poor financial performances of the enterprises. Flexibility to change enterprise focus as and when situations evolve. Liquidity (having adequate cash around to solve cash obligations). Cost-effectiveness in operations (e.g saving energy, water, bulk purchases, optimizing labor) Faster loan payment to reduce on the interest. Cost-effectiveness to earn more from the enterprises. Identifying better paying markets. The liberal export policy that leads to scarcity of raw materials for animal feeds e.g. maize and silver fish (mukene). Buying in bulk during periods surplus of the key raw materials (e.g. immediately after harvest) Storage/warehouse (need to collaborate with other development partners e.g. FAO) Increasing production through acquiring more land (to produce maize and soybean) FINANCIAL ANALYSIS MUARIK is being largely funded by the Government of Uganda through Makerere University, development partners and internally generated funds. The major funds that are directly disbursed to accounts of labourers are to the tune of about UGX 400,000,000 per year. The internally generated funds are meant to be audited but this has not been the case lately. The last audited accounts indicated that MUARIK needs more financial investment, increased capital base and activities. Below is an indication of the historic performance of the Institute. Table 3: Cash flow statement for three years 1996/ /99 Years Net cash outflow 1996/1997 (72,667,575) 1997/1998 (21,928,074) 1998/1999 (8,207,732) Source: Audited accounts for the years 1996/ /99 Table 4: Income and Expenditure Account for three years 1996/ /99 Years Income Expenditure Deficit 1996/ ,286, ,595,121 52,308, / ,367,123 75,253,066 34,885, / ,806,508 49,175,298 19,368,790 Source: Audited accounts for the years 1996/ /99 81

82 Table 5: Balance Sheet for three years 1996/ /99 Years Total Assets 1996/ ,349, / ,946, / ,475,361 Source: Audited accounts for the years 1996/ /99 Table 6: Most recent income and Expenditure account for three years Year Income Expenditure Surplus 2008/ ,474,450 61,099,374 12,375, / ,899,660 90,093,290 5,806, / ,192,050 87,423,216 8,768,834 Source: unaudited accounts for the years 2008/ Although there is a noticeable increase in the amount of income received by MUARIK in recent years, the potential of the Institute has not yet been fully exploited. This is partly because of dilapidated infrastructure, lack of adequate capital to finance activities and inefficiency in operations partly due the aging labor force. Administrative costs budget (mainly for fixed inputs since the variable inputs have been catered for under the respective enterprises) Table 7: Administrative costs budget Particulars Quantity Price/unit Amount Tractor (with trailer and plough) 2 70, ,000 Motor vehicles 2 70, ,000 Mini-truck 1 100, ,000 Motor cycles 5 3,000 15,000 Vehicle/Motorcycle repairs and maintenance (for 5 years) 40,000 Computers 8 1,000 8,000 Printers ,500 Stationery and office equipment 5,000 Monitoring and Evaluation expenses 15,000 Audit costs 15,000 Total 479,500 Summary of the required investment by enterprise Enteprise Required investment (USD) Required investment (Ushs) Dairy 678,206 1,898,976,800 Broilers 350, ,221,200 Layers 261, ,001,200 82

83 Maize 93, ,400,000 Plantlets 47, ,006,000 Mushrooms ,000 Pastures 14,523 40,664,400 Administration 479,500 1,342,600,000 Total 1,924,182 5,387,709,600 A total of $ 1,924,182 is required for the proposed business plan. The breakdown by enterprise is highlighted in the table above. Key assumptions and risks Sustainability Issues Funds will be treated as a loan to ensure that capital is always available to be reinvested. This will greatly improve planning of activities and in the long run, productivity and profitability. The profits raised will be ploughed back into the enterprises, to increase on the level of investment. MUARIK will ensure that all the facilities to be used in the undertakings are well maintained and available at all times. This was the basis for renting all the facilities to be used. Exit strategy In the event that MUARIK cannot perform to the expected financial forecast whereby it s unable to repay its investment obligations, Makerere University will be responsible for all liabilities thereof. DISCOUNTED CASH FLOWS Net Present Value This represents the present value of future net cash flows less the initial capital cost. The decision criteria to choose or drop the enterprise depends on whether after a certain period, the cumulative net cash flows are positive. If the present value is positive, the project is considered viable. Dairy Broilers Layers Maize Plantlets NPV ($ 000) IRR (%) The Net Present Values of the proposed enterprises after 6 years is given above. Plantlets rank highest, followed by broilers, maize, dairy and layers. The NPVs were based on 20% as the cost of capital (opportunity cost based on the interest rate). Out of the proposed enterprises, only layers had a negative NPV and ought to be dropped. Internal Rate of Return The internal rate of return (IRR) measures the average profitability of the enterprise. Based on this, Maize ranks highest followed by broilers dairy, plantlets and layers come last. Using this 83

84 criteria, its only maize, dairy and broilers that are worthy because their IRRs are above 20%, the opportunity cost of capital. CONCLUSION AND RECOMMENDATIONS The under mentioned points will underpin the success of the proposed plan: 1. From the analysis, the enterprises require seed money to the tune of Ushs5,387,709,600 (Five billion three hundred and eighty seven millions, seven hundred and nine thousand six hundred shillings only) ($ 1,924,182) to implement the proposed business plan. This will ensure smooth production and timely provision of the relevant inputs. 2. Since profit is a function of output, cost of production and price (which in most cases is exogenously influenced), the emphasis of the next plan is to increase production at a reduced cost of production. Timely availability of inputs is a crucial pre-requisite to attaining the potential revenue magnitudes forecasted. 3. The plan will be subjected to regular review to identify and rectify the diversions due to unforeseen constraints. 4. The business will follow the business entity accounting concept and accounting conventions like conservatism, consistency and objectivity will also be adhered to. This will require properly kept records at all stages of implementation, and to ease management reporting and accountability. 84

85 8.2.2 Makerere University Biological Field Station (MUBFS) Introduction Makerere University Biological Field Station (MUBS) is located in Kibale National Park, Fort Portal. It has training and research programmes that have been developed over 30 years and have attained achieved international recognition, especially for research on forest primates, notably chimpanzees and other aspects of forest ecology. The station also offers facilities for holding field courses, seminars and workshops. The MUBFS is committed to undertaking and providing opportunities for high quality, multi-disciplinary research and education in tropical ecosystems, with the underlying objective of contributing to the conservation and development needs of Kibale National Park and its surrounding ecological and human communities. Currently the major activity at MUBFS is research. However, the station is increasingly hosting more field courses for under- and postgraduate students from Makerere and outside universities. This is indicated, for example, by the almost full-booking of facilities for the summers of the last decade for tropical ecology field courses. The station has a potential growing into a research station of world class, comparable, for example, to those in Costa Rica. Research Activities From its inception, MUBFS had a very active research programme. Initially research centred on primatology, but research activities have since then expanded to include other fields, such as general forest ecology, plant ecology, mammalogy, hydrobiology, agro-forestry, socioeconomics of conservation, ecological monitoring and ornithology. In collaboration with UWA, a list of research priorities to be followed while considering research applications from both local and foreign applicants has already been approved. An important ingredient of MUBFS research is the training of Ugandan students, academic staff and practicing natural resource managers, for higher degrees. At the moment though, most of the research is foreigndominated. Current and Planned Research Outline (a) Current Research Outline. (i) Monitoring Programmes. Tree falls and forest gap dynamics. Tree growth rates and biomass productivity. Forest tree phenology (ii) Ecological and behavioural research Tropical forest insect herbivory Primate ecology and behaviour Wild coffee ecology Crop raiding Elephant ecology Soil surveys 85

86 Seed dispersal and forest regeneration (b) Future Research Plans (i) Continue expanded monitoring programmes e.g. to include water quality monitoring (ii) (iii) (iv) Visiting Scientists Socio-economic studies Reafforestation/Restoration Ecology Silvicultural research relative to selectively logged forests. The station has continued to attract national and international scientists. For example in the last two years the station hosted; Professor Richard Wrangham from Harvard University, USA Professor David Watts from Yale University, USA Professor John Mitani from Michigan University, USA Professor Colin Chapman from McGill University, Canada Professor Lauren Chapman from McGill University, Canada Professor Tonny Goldberg from University of Wisconsin, Madison, USA Professor Jessica Rothman from Hunter College of the City University of New York, USA Professor Joana Lambert from University of Texas, USA Professor Heikki Roininen from University Joensu, Finland Professor Kiremire, Makerere University, Uganda Assoc. Prof. Philip Nyeko from Makerere University, Uganda Dr. Freerk Molleman, from University Eastonia, Eastonia Training Courses The field station has facilities and expertise for training in the field of Zoology, botany, Forestry and natural Sciences. Training occurs at two levels, Undergraduate students for periods of up to 10 days, and Graduate students mostly at MSC level who conduct their field studies there leading to the award of MSc and PhD degrees. The Station also conducts short term training for government officials in the fields of natural resources management. A number of national and international field training courses have been conducted at the field station. The national ones include field courses from Makerere University; the Department of Environmental Management (CAES); Department of Biology (CONAS) Centre for Continuing Education (CEES) and Wildlife Clubs of Uganda. Internationally, courses included those from the Tropical Biology Association, University of Liverpool, Imperial College London, UK; and, McGill University, Canada. Conservation Some of the information gained form the research is being used in conservation and management of the forest where the Station is resident. The Station has provided information that has been used to support zoning of the forest, management of timber harvesting and ecotourism. MUBFS has also been engaged in extension work which was aimed at increasing public awareness about environmental issues teach them to raise trees for their own needs and to cope with problems associated with living in proximity of Forests reserves. Management and Governance The field station is governed by a management committee whose composition is as follows: Chairman- University vice chancellor University secretary The Academic Registrar Dean School of Forestry and Environmental Sciences 86

87 Representatives of associated departments with Makerere University, Government departments, Game and Uganda National Parks, Environmental and Uganda Institute of Ecology, Relevant Project Managers and Co-directors on MUBFS. The Station is managed by two co-directors. Two senior research fellows are also stationed at MUBFS and provide additional administrative support. The Station has a small but expanding library, computer facilities and a lecture theater that is equipped with visual aids and a field laboratory. Expanding Scope and Scale of Operations Over the last five years the Field station has undergone rapid expansion in its scope and scale of activities. The station is attracting both local and international training and research activities and the major strategic focus of the station currently is to expand its staffing levels to meet these challenges. 8.3 CAES Research Centers Plant Breeding, Biotechnology and Seed systems research center STRATEGIC FOCUS Makerere University is among the prominent academic institutions in sub-saharan Africa. Its College of Agricultural and Environmental Sciences, located in the main campus with the research arm, the Makerere University Agricultural Research Institute (MUARIK) and Makerere University Biological Field Station- Kibale have been engaged in research and training over the last 40 years. The College has fronted Plant breeding, biotechnology and seed systems as new frontiers and important development thrusts for upgrading academic and research for development excellence in bio-sciences to address national and regional developmental constraints. At the National level, the College has been selected to identify, develop and produce enmass for various agro-ecological needs tree species for growing commercial forest industry and conservation. The College was identified through an independent RUFORUM assessment to serve as a focal node for training in Plant Breeding, Seed systems and Biotechnology for the region. The College was also identified for piloting the IUCEA quality assurance system for the region. The College currently provides all foundation seed for soybean production in Uganda and most of east and central Africa (Kenya, Tanzania, Malawi, and Rwanda). Currently in partnership with the World Vision, a seed system is being developed for up-scaling of new technologies within Uganda and the region. The seed system involves regional actors such as Mount Meru oil mills in Kenya. The Centre in partnership with a private biotechnology company (Agrotechnologies Uganda Limited) is developing and distributing disease-free tissue culture banana. The Centre is also participating in producing cassava materials for east and central Africa supporting ASARECA and the Catholic Relief services. VISION To be a leading centre in biotechnology and seed systems in Eastern Africa. MISSION To enhance training, research and outreach in biotechnology, seed systems and multiplication and conservation of food crops and commercial trees in Eastern Africa. 87

88 GOVERNANCE AND ORGANISATIONAL STRUCTURE (i) Relevant organs The Centre is governed within the College of Agricultural and Environmental Sciences which was established legally Makerere University Council. The Centre management is at two levels: a) Host Institutions. A management committee comprised of the vice chancellor or his representative, College Principal, Schools Deans and Department Chairs/Head. This is the top governing body of the Centre. b) Centre Leadership. This managed by the director, supported by technical committee appointed by departments. The technical committee is composed of six experts including thematic leader. The will committee meets quarterly to review progress and align research thrusts. (ii) Functionality The functions and activities of the Centre are executed within the college administration framework. The college is headed by the Principal and assisted by the Deputy Principal. These two ensure that the college runs smoothly while maintaining high academic and research standards Centre Administration: The Director manages the Centre using a coordinating office. The focus of this coordinating office is to enhance institutional development, resource mobilisation, advocacy and marketing of the programmes within the Centre both locally and internationally. The Centre performs the following functions: Ensuring that research and development thrusts and activities are implemented costeffectively and sustainably. Supervise the work of lecturers and assure quality. Manage and facilitate monitoring, evaluation and learning at the institutional level regional level and recommend remedial actions when necessary, to maintain quality and timeliness of services provided. Accounts for funds received report on overall progress of the projects to College Administration (iii) Legal Framework The Centre is governed by the legal framework (Tertiary Institutions Act and the Makerere University Statute) that established the University Colleges. Planning The Centre works with the Central University Directorate of Planning and its activities are clearly stipulated in the College Strategic plan (Available with College Administration). CENTRE RESOURCES FOR LEARNING (i) Staffing The college of Agricultural and Environmental Sciences has multi-disciplinary staff and currently stands at about 189 Members of Academic Staff. The members involved in the Centre 88

89 of Excellence for Biotechnology and Seed systems are about 150 and their qualifications (Appendix 1). viii) Environment The Centre has adequate sanitary facilities and security personnel that comply with the University s health and safety standards (see Table 3). (ix) Cross cutting issues All programmes and activities of the Centre are engendered. The Centre works closely with the School of Gender Mainstreaming at Makerere University to address gender and special needs issues. (x) Infrastructure adequacy The college has adequate space for conducting the activities of the Centre for Biotechnology and Seed Systems (see Tables 4 and 5). In addition to the learning facilities and infrastructure, the Centre has modern Biotechnology Laboratories, with Tissue Culture capacity, Genomics (RNA and DNA), Proteomics capacities, Quarantine labs, and Green houses, Gene bank, ex-situ conservation facilities in Kampala, Land for field research and seed multiplication. Currently the Centre is in process of developing a seed stand to supply seedling and manage forest seed for the Forest industry. The Centre is involved in several regional and international research and training programmes involving both North-South and south-south linkages. PROVIDING HIGH QUALITY LEARNING (i) Training programmes The Centre is implementing several programmes briefly summarized in table 2. All our programmes are accredited by NCHE. TABLE 2. Programmes Implemented in the Schools of Agricultural Sciences, and Forestry and Environmental Sciences Relevant to the Centre of Biotechnology and Seed Systems Academic Area Programme Nature of programme Agriculture Forestry BSc Agric, Horticulture, Land use, Agribusiness MSc Crop Science, Animal Science, Plant Breeding and Seed systems and PhD in Plant breeding and Seed systems BSc-Forestry, Social and Entrepreneurial Forestry, Conservation Forestry and products Technologies, Community Forestry, MSc AgroForestry National Regional National Design of Programmes Multi-stake holder involvement and accredited with National Council for higher education- Uganda and conform to IUCEA Quality assurance standards Multi-stake holder involvement and accredited with National Council for higher education- Uganda conform to IUCEA Quality assurance standards 89

90 National and Regional Entrepreneurship and skills enhancement The Centre will be supported by two entrepreneurial course in Forestry and Agribusiness. The Centre partners with its Continuing Agricultural education Centre (CAEC) Continuing Agricultural Education Center (CAEC) Background Information The Continuing Agricultural Education Center (CAEC) is one of the eight departments of the Faculty of Agriculture. The center was conceived in 1993 as a project with joint funding from The World Bank and Government of Uganda under the Agricultural Research and Training Project (ARTP) through the National Agricultural Research Organization (NARO). As a project, it offered short courses for NARO Scientists and Makerere University s Faculty of Agriculture teaching/research staff. In 1997, a public- private sector linked training in Applied Tropical Floriculture (ATF) for the Uganda Flower Exporters Association (UFEA) was introduced. Originally Agribusiness Development Centre/Investment for Development in Export Agriculture (ADC/IDEA) funded the training but this programme wound up, however, a new partnership with the Agricultural Productivity Enhancement Programme (APEP) has enabled the continuation of the training. Construction of the CAEC facilities commenced in 1998 at Makerere University Agricultural Research Institute Kabanyolo (MUARIK) and was completed in In February 2002, Makerere University Council institutionalized CAEC as a University unit. The first coordinator of the centre, Dr. Guy Denton, was an expatriate placed in the Dept. of Agricultural Extension, Faculty of Agriculture and being paid by the World Bank Agricultural Research and Training Project (ARTP). He was succeeded in 1995 by Dr. Margaret Mangheni a member of staff of the Dept. of Agricultural Extension. During her term, Dr. Mangheni was deputized by Dr. P. Tibezinda (RIP). In June 1999, Dr. Paul Kibwika took over as coordinator; he was succeeded by Mr. Richard Miiro in August 2002 who managed the centre till June Dr. Kabi Fred took over the management of the centre since July 2005 up to date. Vision To be the leading center providing client-responsive, training and services for development of agriculture and agro-industry. Mission of CAEC To enhance the capacity of professionals and practitioners; disseminate knowledge and technologies for sustainable development of agricultural and agro-industrial sectors. Objectives The broad objective is to facilitate demand-driven training and outreach services to the farming community, other organizations and institutions involved in the agricultural and agroindustrial development. The specific objectives are to: 1. Mobilize and co-ordinate the Human Resource expertise especially on the critical needs for capacity and human resource development for agricultural modernization and development. 90

91 2. Design and implement short and medium term demand driven training programs for the public and private sector employees in agricultural related organization/businesses, as well as farmers. 3. Enhance the technical capacity and leadership of public and private sector Agricultural related organization/businesses through mid-career professional training programs, seminars, conferences workshops among other activities. 4. Appropriately package and produce information needed by extension staff, mid-career professionals and farmers to enhance their performance in delivery of services. 5. Be the inter-face between Makerere University, the local governments, private sector including Non-Government Organizations (NGOs), Community Based Organizations (CBOs) and the farming communities at large through collaborative implementation of training programs and development of resource materials for various stakeholders in the Agricultural sector. CAEC Mandate 1. To conduct in-service demand-driven retooling for professionals/practitioners/ managers of Agriculture, natural resources and their products, in the public and private sector 2. Conduct outreach activities for profitable and sustainable management of the natural resource base and its products while considering issues of gender, equity & HIV/AIDS. 3. To provide a platform for learning alliances MANAGEMENT STRUCTURE AND STAFF MEMBERS CAEC is under the office of the Dean of the Faculty of Agriculture (FA) housed at Makerere University Agricultural Research Institute, Kabanyolo (MUARIK) and links with MUARIK, Faculty of agriculture (FA) departments and other related institutions. Policy matters of the centre are handled by the CAEC policy committee on behalf of the Faculty board and the University. Presently the CAEC is managed by a coordinator who is answerable to the Dean Faculty of Agriculture. The coordinator works with an assistant coordinator/training-out-reach officer, Administrative secretary, administrative assistant/marketing officer and the accountant. There are other staff working with the CAEC who include the catering staff, custodia-housekeeping staff, cleaners, a driver, technician and security guards. The above staff assist with the day to day management of the centre, however, the CAEC main staff are those who conduct the trainings. These resource persons are mainly drawn from the staff of the Faculty of Agriculture and MUARIK depending on the specialization of the training taking place. For this reason all Faculty of Agriculture staff are potential resource persons at CAEC. The CAEC also draws staff from other institutions both international and nationally as resource persons depending on the speciality of the course and the arrangement/ collaboration in place. INFRASTRUCTURAL ESTABLISHMENT Through the Agricultural Research and Training Program (ARTP) of The National Agricultural Research Institute (NARO), the following CAEC structures were completed at MUARIK: Administrative offices (6 offices) including one for the Coordinator of CAEC, another for the Deputy Coordinator, one for the accountant, one for the Communications/outreach officer, one for the cashier and office space for the administrative secretaries. Computer laboratory with a capacity of 30 computers plus their accessories and a 24 h internet connectivity An air conditioned conference hall with a capacity of up to 100 people equipped with the state of-the-art communication and audio visual aid tools. 91

92 Residential units including: one block with 10 double self-contained rooms and another block of 16 single rooms with shared bathrooms and toilets. In total, 26 rooms are available for accommodating trainees on a full board basis. The storeyed block can accommodate up to 21 single room occupants but up to 42 if considered as double occupancy. Dinning hall with cafeteria system with a sitting capacity of 80 people. Laundry and store rooms FURNISHING AT CAEC The CAEC boasts of state of the art furniture and accommodation facilities. This, however, has been developed over the past years. Before, the premises mentioned above did not have any furniture until 2001, when the Sasakawa Africa Association, under the Sasakawa Fund for Education (SAFE) Programme provided start up furniture for 3 offices, computer laboratory and conference. The programme also provided six computers, and overhead projector, a flip chart stand and a photocopier among other items. This furniture was provided on condition that the students of the Bachelor of Agricultural Extension/Education who are supported by SAFE would utilize the conference and computer rooms when in need. The rest of the furniture and equipment at CAEC was obtained with funding from the NORAD/MUARIK/CAEC project under the NORAD MAK Programme support. Under the NORAD/MUARIK/CAEC Project the following major items have been obtained: 1. Furniture for the conference room, the dining hall, the computer laboratory, the residential units, the storeyed block and the office block. 2. Water storage facilities/tanks and the stands 3. Beddings, bathroom materials 4. Kitchen utensils and cooking equipment 5. Curtaining and carpeting 6. Computers, printers, multimedia projectors, TV screen and VCR 7. An outreach vehicle 8. Power point projectors 9. Dst services 10. Internet connectivity 11. Standby generator 12. Floor carpet The centre has lost revenue due to the limited number of self contained rooms and lack of warm water and TV services in the individual rooms. In addition, persistent power failure (hydro-electric power) has resulted in the centre spending overwhelmingly on fuel for the standby generator in order to attract and maintain customers to the centre. Given the above scenario, the following services and implement are 92

93 needed at the centre to reduce on the expenses. However, some of them can be implemented on long term basis while others should be urgently implemented on a short term basis Long term goal for improved service delivery at CAEC An architectural impression of a modern CAEC (including more 100 self contained rooms) A swimming pool 30 seater field van to effectively help CAEC take Makerere University to the communities Major activities of CAEC with private sector The major activities of CAEC between 2004 up to date have been centred on linking CAEC and Makerere university (MU) as a whole to the private sector. The relevance of private Sector- Academia Linkages and experience of Makerere University in Floriculture industry of Uganda Food Technology and Business Incubation Centre (FTIBC) Introduction The Food Technology and Business Incubation Center is the first University based technology and business incubator in the East and Central African Region. The Centre was commissioned by H.E. President Y.K. Museveni, in The core function of the FTBIC is technology transfer and development scientific knowledge for food processing and nutrition. The Center focuses newly graduates students, the youths and other entrepreneur groups with viable technological business ideas with commercial orientation The center is well equipped with a Food processing pilot plant which provides as excellent food product research and teaching facilities. The primary goal of the center is to provide teaching, research and services for the school, and to provide students with the ability to work and conduct research while reflecting on industrial and market demands. The Center s program thrust includes: Nurturing new technology driven food and related enterprises; Promoting entrepreneurship among students and university staff; Offering technical support to the food industry; Technology transfer; Commissioned research; Process and product development; Quality management and troubleshooting; Nutrition clinic; Nutrition education and outreach The center provides support services for improvement of processing technologies and product development. Working in partnership with upcoming food companies we evaluate start-up food business, the new processes and product lines. The industry partnership provides opportunities to students for future employment, working together and financial support for research, maintenance and acquisition of additional equipment for the centre. Vision To be a leading center for transforming ideas and technologies into vibrant food and allied enterprise Mission 93

94 To nurture and sustain new and existing food and allied business by providing innovative research, practical solutions, linkages, entrepreneurship development and outreach leading to wealth creation and nutritional enhancement. RESOURCES The centre stands on operates in a 500m2 space well serviced with water, single and 3 phase power supply, hot and chilled water and back up power supply. Incubatees can use a sales outlet (food parlour) where all products of the pilot plant are on sale at the department of food science and technology. Services Access to food processing equipment for use while testing and developing products for the market Business concept development Product design Technical support in product development and refinement Nutritional analysis of products for nutritional labelling Support to set up quality assurance procedures Sensory and acceptability analysis of foods Brand development Development of market strategy Market studies Business plan development Support for sourcing financing Staff recruiting Skills development in production, market and management Food safety analysis Support with developing equipment specification Equipment, ingredient and packaging sourcing Intellectual property benefit and sharing negotiations Machinery, Equipment and Vehicles At present, clients have access to a variety of state of art small scale food processing equipment. They can also make use of food chemistry, Food microbiology and the sensory evaluation laboratories in the School of Technology, Nutrition & Bio-Engineering. The center has acquired machinery and equipment to support its service delivery both in-house and community outreach. Some of the newly procured equipment include: Mobile fruit processor to be utilized for collection and processing of fruit to juice concentrates in the communities and Twin screw extruder for processing of starchy staples to ready-to-use products. The high value laboratory equipments at the centre, which are used to analyze the nutritive value and sensory properties of the value added products before they enter the market included: Infrared grain analyzer for moisture content, Fibretec analyzer for rapid analysis of fiber content, Atomic Absorption Spectrometer (AAS) for a range of quality tests, Gas Chromatography mass spectrometer (GCMS) and High performance Liquid Chromatography (HPLC) for testing flavor compounds. To boost meat and milk processing, meat processing and dairy line have been procured. 94

95 To support the centre community outreach activities and engagements, the centre has acquired a 30 seater mini bus, a Utility double cabin pickup and a Refrigerated truck to maintain a cold chain during distribution Human Resources FTBIC is supported by staff of the school of Food Technology, Nutrition and Bioengineering, College of Business & Management Sciences, the Entrepreneurship Development Center of Makerere University Business School, Uganda Manufacturer s Association Members and entrepreneurs from the private sector. Clients also benefit from students that work on assigned tasks under supervision Other centers under development These include following centers that have been proposed to development into fully fledged research and development units of various departments of the College. They are listed below Geographic and Biodiversity Information Centre Department of Forestry Sciences, Biodiversity Conservation and Tourism Management Centre for Waste Management - Department of Plant and Animal Science Centre for Mountain Resources and Disaster Management - Department of Geography, Geo-Informatics and Climate Sciences Rangeland Resources Centre - Department of Plant and Animal Science Agricultural Policy Analysis Centre - Department of Agribusiness and Natural Resource Economics Centre for strengthening resilience and climate change adaptation capacity The Development Challenge a. Reduced rainfall and its monumental consequences: Sub-Saharan Africa is already severely and disproportionately affected by climate change and vulnerable to future variability, and yet has the least capacity to respond. 10 By 2050, some areas in sub-saharan Africa (SSA) will have up to 10% less annual rainfall. 11 Reduced rain all will affect the up to 75% of rainfall fed agriculture. Reduced precipitation will occasion crop failure, increased food security and vulnerability and slow down economic growth. Most of the farmlands in Uganda are highly productivity but extensification of agriculture will not be possible, given the high population growth rates of 2.7% per annum, diminishing land availability for agriculture and competition form non agricultural enterprises. Thus climate change will only exacerbate an already strained sector 10 M. Boko, I. Niang, A. Nyong, C. Vogel, A. Githeko, M. Medany, B. Osman-Elasha, R. Tabo and P. Yanda, Africa Climate change: Impacts, Adaptation and Vulnerability. In: M. L. Parry, O. F. Canziani, J. P. Palutikof, P. J. van der Linden and C. E. Hanson, eds., Climate change 2007: Impacts, adaptation and vulnerability. Contribution of Working Group II to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change (Cambridge: Cambridge University Press, 2007), pp A. Nyong, Impacts of climate change in the tropics: the African experience, keynote presentation to symposium on Avoiding dangerous climate change, London, Met Office, Feb

96 b) Increased poverty and vulnerability: Sub-Saharan Africa (SSA) is making slow progress towards the 2015 MDG targets, as well as the various national vision targets. If agriculture in Uganda grows at 6 % per annum, the national poverty headcount level is projected to fall from 31.1 percent in 2005 to 17.9 percent by However with a 2.7% population growth the absolute number of poor people is projected to increase, from 8.5 million in 2005 to 10.2 million in Reduced growth of te agricultural sector especially as impacted by climate change should thus be addressed by intensifying adaptive capacity for harnessing the environment sustainably within broader development contexts. c) Weak Institutional and infrastructural capacity: Adaptive capacity for climate change and strategies require institutional infrastructure frameworks characterized by interventions that are fast, scaled, focused, and integrated across sectoral divides 12. These adaptation interventions must enable people to define appropriate technical adaptive measures, build adaptive capacity, and support policy creation and adoption. These measures should also work together with sustainable development policies to influence social, economic, and environmental outcomes in communities. Ultimately, understanding the appropriate response to climate change informed by solid background of knowledge will allow for better early warning systems, which are generally lacking in the region. The current climate change-related policies are fragmented, not specific, and are supported by weak institutional capacity to handle climate change adaptation. In addition, climate change issues are often relegated to diverse ministries w minimal interdisciplinary engagement. STRATEGIC INVESTMENT AREAS The Philosophy Understanding specific agricultural development options focusing on their implications for growth and poverty reduction, requires a framework that links potentially rewarding strategic directions to opportunities and constraints in ECA agriculture. The Association for strengthening Agricultural Research in East and Central Africa (ASARECA) and partnership with International Food Policy Research Institute (IFPRI 13 have used this approach to identify eight investment areas for agricultural led growth of the region. The ASARECA/IFPRI study was guided by quantitative measures of 1) agricultural potential, 2) market access and 3) population density is a useful tool to target agricultural investments (Figure 1, Table 1). The study also show that up to 70% of the crop land in nearly 70%of ECA cropland is in the areas with high and medium agricultural potential. Thus stimulation of agricultural growth has the highest potential to address poverty and food and nutrition insecurity. Investments should be designed to prevent high productivity areas from becoming less productive. They should also prevent fragile environments from weakening even further. This way we shall ensure amore holistic growth and resilience of our agricultural system. Thus from a strategic point of view, the College of Agricultural and Environmental Sciences will pursue a multi pronged approach that ensures development results are delivered to farming communities in both marginal and high productivity areas. To do this, the College is thus has partnered with critical stakeholders in both private and public sectors as well as development partners. 12 Commission on Climate Change and Development Closing the Gaps. Final Report. Ministry for Foreign Affairs, SE Stockholm, Sweden

97 Strategic Investment Areas The College Climate Change Resilience Strategy focuses Investments in three portfolios that are mutually reinforcing. This approach is aimed at intensifying investments around targeted priority challenge to ensure that impact orientation, value for money and efficiency are developed and sustained. The three areas are 1. Curriculum review/reform: This aim is toundertake the critical capacity development activities necessary to help develop and support the climatic change adaptation agenda for the Uganda and the region. This investment portfolio seeks to bring researchers and scientists from the University and East Africa in general to collaboratively and locally address climate change, share information, and problem solve on adaptation technologies and research. In addition, the investment area will help to define Makerere s focus within climate change adaptation. 2. Knowledge generation, dissemination and partnerships: Currently, work on climate change adaptation in agriculture and environment occurs across the University and includes on-going postgraduate research addressing the effects of climate change on arable agriculture, livestock and pastoral communities as well as building local body on knowledge and skills in climate modelling and generation of diverse adaptation technologies. This research portfolio is cognizant of the gaps that need to be filled and seeks to intensify investments in critical areas identified. 97