1. Group 1: Continuing professional development
Skills, knowledge and capability needed to maximize use of best practices
Strengthening gender and diversity analysis
Market research methods (visioning)
IP/seed distribution management
Entrepreneur skills to start breeding orgs 1
Developing methodology to create compelling investment cases and grant proposals for business, government and donor investment and collaboration
Development of business plans
How to do a business proposal 2
Instutionalization of DLB
Curriculum tailoring,
Content provision
Dissemination of content 4

2. Stanley, Clare, Steven, JC, Siddique
Group 2: Continuing professional development Prioritization of activities for Phase 2
Stanley, Clare, Steven, JC, Siddique

3. Strategic priority I. Skills, Knowledge and capability needed to maximize use of best practices
Follow up alumni to help in moving forward the concept
Identify the gaps and limiting factors to conduct DLB
Strengthen the capacity of existing alumni
Adapt the training based on gaps identified by alumni and new (re-design course based on need)

4. Strategic priority 2. Identification of gaps and issues
Greater emphasis in entrepreneurial skills development
Emphasis on project development and management skills
Creation of tailored courses with a bias on private sector
Emphasis on IP and start up seed businesses

5. Strategic priority 3. Strengthening gender and diversity in training module
Ensure that trainees are gender responsive (redesign current module to be gender responsive)
Gender balance (diversity, equity and inclusiveness) in selection of trainers
Invest in people with gender skills to help in having gender responsive Demand led breeding

6. Strategic priority 4. Methodology to create compelling investment cases and grant proposal for business
Project management
Fundraising

7. Operational priority: Tailored curriculum and Dissemination of content
Operational priority: Cross cutting and should go and in hand with the priority

8. Additional Strategic Priority: Institutionalization of DLB
Buy-in from key institutions
Communication of DLB to institution heads (NARS) so it is mainstreamed
Engagement with government and key players

9. Group 3: DLB continuing professional development
Ideas for activities in Phase 2
Market research to build very effective breeding program
Mainstreaming Gender concept in DLB module and training
More evidence base materials (like case studies.. ) needed and share among multi-institution
Develop innovative variety licensing guidelines
Develop tailored curriculum and content provision-Continue to improve capacity of DLB team members and transfer the knowledge and experience to target researcher and also to future breeders
Continue in implementing DLB based on the identified products (variety development)
Developing methodologies to create compelling investment cases and grant proposals

10. GROUP 4: Ideas for continuing professional development Activities in Phase 2
Building leadership of the DLB initiative from individual DLB alumni
Linking relevant institutions to individual DLB alumni
Research and development managers of institutions/companies to be trained/exposed to DLB
Building the business case using local expertise
Build on local entrepreneurship
Build commodities based breeding consortium with interdisciplinary team (Bean, Tomato, Maize etc…)
Sustainability:
Institutionalization, inclusion of a DLB module in the curriculum, interest/convinced private sectors to support DLB, demonstrate evidence of the DLB success story (through case studies), Policy support: develop the private-public partnership, Identify project that can support DLB initiative, define and track the DLB alumini