Hidden talents: mapping innovations and knowledge management competencies in the sunflower value chain in Lira District, Uganda

A study was undertaken on the sunflower value chain in Lira district of Uganda. The objective of the study was twofold: First to catalogue innovations that have been developed or introduced in the value chain over a 10 year trajectory (1998-2007). The second objective was to map the knowledge management capabilities of the stakeholders involved in the chain. The study adopted a qualitative approach in which primary data was gathered through group discussion with the largely subsistence sunflower farmers in the district. Eight farmer groups were selected for the study. Key informant interviews were also conducted for the respondents selected from amongst the Millers, Input Stockist, NGOs, Produce Buyers as well as Private and Public Extension Workers. A preset interview /discussion check list was used to guide the data collection processes. Collected data was analyzed through discussion along major themes such source/origin of innovation, networking/linkages and flow of communication and information amongst different stakeholders. The result of the study showed a number of stakeholders involved in a complex relation in the value chain. The stakeholders were identified to include Farmers as producers, Millers as private entrepreneurs, Produce buyers, Input Stockist and Agents, Government agency, NGOs and Extension Workers. The actions of each stakeholder were found to directly affect or indirectly influence the actions of another. There was low rate and level of innovation amongst the stakeholders. Developed innovations were dotted among the stakeholders with only minimal spread to others in the chain. The innovations identified were categorised into four groups namely: Product innovations, Management/Organizational Innovations, Process innovations and Service innovation defined by the form in which such innovation were found. Local innovations generated from the national research programme was lacking as the only case was an improved seed released into the production system in 1991. Since then no other technologies or innovations was release into the value chain from the national research system. Product innovations were mainly developed by Millers and imported. The Management/organizational forms varied across all stakeholders but more strongly exhibited with farmers. Extension providers however, showed no new form of organizations /Management. Communication and knowledge sharing amongst stakeholders were found incomplete, sporadic and near absent in some cases. However, internal communication was strong and informal amongst farmers and enhanced by formation of clusters of mobilized groups. In conclusion I recommend the establishment of platform for coordination amongst extension workers, and this should be guided by management of the various providers of extension services. The noble innovations should be up scaled by extension workers and should be used as bench mark for building the social network to develop an innovation system appropriate for the oilseed subsector under a Joint coordination by the Vegetable Oil development project and the recently formed Uganda Oilseed subsector Plat form. The recently formed oilseed subsector platform to link up with VODP and Districts in consultation with Millers and other stakeholder for capacity building programmes for all stakeholders to stimulate the innovation system. There district as an authority should initiate dialogue amongst Millers to strengthen the already initiated association to be responsive to needs of all.