SeedsGROW Progress Report: Harvesting Global Food Security and Justice in The Face of Climate Change
SeedsGROW Progress Report: Harvesting Global Food Security and Justice in The Face of Climate Change
SeedsGROW Progress Report: Harvesting Global Food Security and Justice in The Face of Climate Change
PROGRESS REPORT:
1st October 2013 31st March 2015
GUA DE PROCESOS
OBLIGATORIOS
DE OXFAM
CONTENTS
ACRONYMS
EXECUTIVE SUMMARY
SDHS
SIDAGROW
7
10
1 CHANGING CONTEXTS
12
13
14
14
2 FINDING SYNERGIES
16
18
PREPARATORY PHASE
SDHS OVERARCHING ACTIVITIES
SDHS PILLAR 1
SDHS PILLAR 2
SDHS PILLAR 3
SDHS PILLAR 4
20
20
22
27
29
34
39
41
45
53
57
59
60
61
61
62
6 SEEDSGROW FINANCES
63
SDHS FINANCES
SIDAGROW FINANCES
CASH FLOW AND FOREIGN EXCHANGE GAINS AND LOSSES
BALANCE OF INCOME VERSUS EXPENDITURES
65
67
68
69
ANNEX 1
70
SEEDSGROW
Acronyms
ANDES
ARIPO
ASEAN
ASPSP
BtB
CAO
CAWR
CBD
CCA
CFS
CGN
CLRA
COFERSA
COP
CSA
CSM
CSR
CSO
CTDT
DDS
DRR
EP
ETC group
EU
FAO
FBC
FCJ
FFS
FSE
FQD
GIZ
GPC
HDDS
HR
IFAD
IFC
ILC
IPSHF
ISO
ITPGRFA
MFS
MoU
NGO
NPL
NUS
OI
ON
PGR
PGRFA
SEEDSGROW
PPP
PRA
PRC
RED
RPO
RRI
RSPO
SAARC
SADC
SDHS
SEARICE
Sida
SPM
SRD
SWOT
TOA
ToT
TWN
UMP
UN
UNFCCC
UPOV
VGGT
WBG
WIPO
Public-private partnerships
Participatory rural appraisal
Plant Genetic Resource Center
Renewable Energy Directive
Regional programme officer
Rights and Resources Initiative
Roundtable on Sustainable Palm Oil
South Asian Association for Regional Cooperation
Southern African Development Community
Sowing Diversity = Harvesting Security
Southeast Asia Regional Initiatives for Community Empowerment
Swedish International Development Cooperation Agency
SDHSs Senior Programme Manager
Center for Sustainable Rural Development of the Can Tho University
Strengths, weaknesses, opportunities and threats
SDHSs Technical and Operations Advisor
Training of trainers
Third World Network
Uzumba-Maramba-Pfungwe district, Zimbabwe
United Nations
UN Framework on Climate Change Convention
Union for the Protection of Plant Variety
Voluntary Guidelines on the Governance of Land Tenure
The World Bank Group
World Intellectual Property Organization
SEEDSGROW
Executive
summary
SEEDSGROW
FIGURE 1. SEEDSGROW
SeedsGROW
GROW
GROW campaign
SDHS Programme
SeedsGROWthanks to the invaluable support of
its partners Sida, International Fund for Agricultural
Development (IFAD), the Dutch Ministry of Foreign Affairs
(through its MFS funding programme) and the Dutch
National Postcode Lottery (NPL)is tackling the issues
of unequal and unsustainable global seeds and food
systems. It will also demonstrate how to make changes,
and identify how effective methods can be replicated
and sustained. Oxfam and its partners are proud of the
programmes considerable achievements over its first
year, which include: developing and testing baseline
and farmer field school tools with smallholder farmers;
allowing farmers to meet high-level global stakeholders
including the World Bank; and influencing several national
and global policy-making processes, including on EU
biofuels and the FAOs Commission on Genetic Resources
for Food and Agriculture seed policy guideline.
This first progress report for the five-year Sida programme
SeedsGROW: Harvesting Global Food Security and Justice
in the Face of Climate Change (Contribution ID: 61050063)
provides a comprehensive review of programme activities,
progress towards outcomes, risks encountered and lessons
learned in the first 18 monthsfrom 1 October 2013 to 31
March 2015.3 It also discusses adjustments required to Year
2 implementation as a result of these findings.4 We start
with a brief reintroduction of the programme:
SeedsGROW overall objective: Harvesting greater food
security and food justice by supporting the genderjust transformation of the global governance of food
systems, and strengthening affected citizens access
Funded by:
Funded by:
SidaGROW
MFS
IFAD
Sida
NPL
MFS
Oxfam
Other donors
SDHS
SDHS aim: to uphold, strengthen and maintain the
rights and technical capacity of indigenous peoples
and smallholder farmers, and to influence local to
global policies and institutions on the access toand
sustainable use ofplant genetic resources for food and
nutrition security under conditions of climate change.
NOTE
1
TFAO, WFP, IFAD (2013). The State of Food Insecurity in the World 2013.
The multiple dimensions of food security.
http://www.fao.org/docrep/018/i3434e/i3434e.pdf.
4
It should be noted that an interim report was submitted to Sida in
September 2014. While the current report reflects the whole implementation
period, it may refer to the interim report for additional details.
5
Funded by Dutch Ministry of Foreign Affairs (MFS), IFAD, Sida and NPL.
SEEDSGROW
SDHS countries:
India
Laos
Mali
Myanmar
Peru
Senegal
Vietnam
Zimbabwe
In Year 1, progress has been made on all four pillars of SDHS:
Pillar 1 (Scaling up Models): Strengthen the adaptive
capacities of IPSHF in seed conservation, access
and sustainable use by scaling up innovation and
engendered models of biodiversity management.
Pillar 2 (FSEs): Enhancing the livelihoods and seed
security of IPSHF by producing and marketing goodquality and diverse seeds through public-private
partnerships.
Pillar 3 (Women, Seeds and Nutrition): Empower
women to reclaim their role in food security through
strengthening their capacity in seed management,
nutrition and global policy engagement enabling them
to claim their right to food..
Pillar 4 (Governance and knowledge systems):
Strengthen the capacities and knowledge base
of developing countries and their IPSHF to secure
national and global legislation and policies for the full
implementation of farmers rights and the right to food.
In this inception year, partner organisations6 commenced
implementation of SDHS in eight countries, beginning
with community and national-level consultations. As this
is a global programme that involves about 60 partners
and allies with many stakeholders, the agreement of
expectations, the definition of joint-programme interventions, the pooling of expertise and resources, and the
NOTE
6
Partner organisations are sometimes referred to as consortium
partners or counterparts. A list can be found at the start of Chapter 3.
SEEDSGROW
NOTE
7
SEEDSGROW
SIDAGROW
SidaGROW builds upon and strengthens Oxfam
Internationals Economic Justice campaign (referred to
hereafter as GROW).10 In this report, reference is made to
both Oxfam International (OI) and Oxfam Novib. This is to
differentiate between Sida support for a number of GROW
campaign activities that are led by other Oxfam offices,
and those components that are led by Oxfam Novib.
SidaGROW aims: To contribute to building a more
gender-just, equitable and sustainable global food
system by empowering people living in rural poverty,
particularly women, to increase their resilience and
to claim their rights and opportunities to fairly access
food, livelihood resources and public goods.
SidaGROW focuses on policies from the local to the global
level regarding climate change, land rights and biofuels.
These are reflected in the three objectives of the GROW
component of the SeedsGROW programme:
NOTE
8
10 SEEDSGROW
Key Achievements
NOTE
12
13
SEEDSGROW
11
Chapter 1
Changing
contexts
12 SEEDSGROW
NOTE
14
15
16
17
SEEDSGROW
13
NOTE
18
Goals 4 and 5, respectively, of Oxfams Strategic Plan 201319. Oxfam
(2012) The Power of People Against Poverty: Oxfam Strategic Plan,
20132019, https://www.oxfam.org/sites/www.oxfam.org/files/oxfamstrategic-plan-2013-2019.pdf
14 SEEDSGROW
Oxfam International
The SeedsGROW programme is embedded within
Oxfams governance structure. It links particularly to the
organisations strategy goals for sustainable food and
fair sharing of natural resources.18
As SDHS involves a global consortium, aligning and
synergising with existing Oxfam country programmes
in Mali, Senegal, Zimbabwe, Myanmar, Vietnam, Laos,
Peru, and India is an essential process. This requires
continuous action to ensure proper coordination, sign-off
and risk management. This has been impacted by Oxfam
Internationals change process, named Oxfam 2020,
as described below. Initial workincluding establishing
effective relationships, a review of current country
Oxfam 2020
In order for Oxfam to effectively tackle the root causes
of poverty and inequality, and still be able to influence
on behalf of those without a voice, Oxfam needs to
change. To this end, the confederation is implementing
a significant change process, called Oxfam 2020.
This will further align the 17 Oxfam affiliates and the
secretariat, and also create new affiliates with observer
status. Oxfams purpose will remain the same, and the
confederation will continue to work in three key areas:
campaigns, development and humanitarianism. The
changes are a response to the shifting loci of poverty
and power, as well as changes in the way that aid is
distributed. Effective poverty reduction is no longer
about transferring money from North to South, but about
addressing the root causes of poverty and inequality.
Oxfam will focus more of its resources in those countries
where it can make the most difference to those living in
poverty. The changes will occur at national, regional and
global levels and include programme governance and
management, shared services (HR, IT and finance) and
the architecture of the global confederation.
Oxfam Novib
Oxfam Novib is in the last year of its current strategic
plan (201115), and has been planning for the period
201620. Food security remains a central theme, in
which agro-biodiversity and global campaigning will form
important elements. Oxfam Novib was recently awarded
a grant for a new phase of strategic partnership with the
Dutch Government. This will contribute to Oxfam Novibs
work on food, land and water over the next five years.
Changes to the funding environment and the Oxfam 2020
changes have necessitated changes for Oxfam Novib.
The management of a world-wide influencing network,
fundraising and knowledge-building and sharing will be
central elements to the changed organisation. In this
process, the focus will be on the quality of programmes,
effective collaboration within the confederation, as
well as intensive fundraising. Multi-country and global
SEEDSGROW
15
Chapter 2
Finding
synergies
16 SEEDSGROW
SEEDSGROW
17
Chapter 3
Progress
report on
SDHS
October 2013March 2015
18 SEEDSGROW
NOTE
19
http://w2.vatican.va/content/francesco/en/encyclicals/documents/
papa-francesco_20150524_enciclica-laudato-si.html
20
SEEDSGROW
19
PREPARATORY PHASE
The preparatory phase put in place the core elements
needed to launch the programme and its inception phase.
OctoberDecember 2013
Activity
Actions
Oxfam Novib recruitment
process
Outputs
SDHS programme partners
recruitment processes
Desk study
Programme Leader, Contract
Manager, Senior Programme
Manager, Thematic Specialist,
Researchers, (Regional) Programme
Officers, Financial Officer and Team
Administrator recruited
Workshop to be organised in The
Meeting minutes
Hague with private sector actors
Country needs analysis
Oxfam Novib and SDHS partners
met in Laos, 3 December 2013
Toolbox discussions with
partners, and Oxfam country
offices where relevant
Country needs analysis report and
toolbox documents finalised for
eight countries
Agreement on the date and agenda
for the directors, inception and
methodological meetings
Activity
Q1
JanMar 14
Q2
AprJun 14
Internal
communications
(Cloud project)
Visibility and
validation of
framework and
approaches
Q3
JulSep 14
Q4
OctDec 14
Q5
JanMar 15
Designed and
created the Cloud
Populated the
Cloud with
FFS modules,
literature
Populated the
Cloud with
participatory
tools, literature
GIZ conference:
Farmers Seeds
System
Capacity building
of consortium
partners
Financial
capacity-building
assessment
incorporated with
toolbox processes
Global partner
meetings
Global partner
methodological
meeting
Monitoring
IFAD financial
monitoring visit
to Peru
20 SEEDSGROW
Global
consultation
(review and
planning)
Pillar specialist
review meeting
Pillar specialist
review meeting;
financial
monitoring visit to
the Philippines
NOTE
21
GIZ (ed.) (2014) Framers Seed Systems: The challenge of linking formal
and informal seed systems, documentation of the Expert Talk, 4 June
2014 in Bonn, http://www.giz.de/expertise/downloads/giz2015-en-dokum-expert-talks-farmers-seed-syst.pdf
SEEDSGROW
21
SDHS PILLAR 1
Objective: To strengthen the adaptive capacities of IPSHF in seed conservation, access and sustainable
use by scaling up innovative and engendered models of biodiversity management
Activity
Q1
JanMar 14
Q2
AprJun 14
Q4
OctDec 14
Q5
JanMar 15
Baseline surveys
(Laos, S Vietnam,
Zimbabwe)
Baseline survey
(Laos, S Vietnam,
Zimbabwe)
Technical
support to
partners
Review partners
survey plans
Coaching
partners in
baseline survey
Framework
curriculum for
FFS
Develop FFS
Joint review of
review framework FFS curriculum,
using training
of trainers
approach, and
participatory
varietal selection
and participatory
plant breeding
Community,
national
and global
consultations
Q3
JulSep 14
Laos, Vietnam,
Myanmar
(SEARICE),
Zimbabwe (CTDT)
Baseline surveys
Review and
refine IFAD-ON
baseline tool
Coaching
partners on
baseline survey
Guidelines for
FFS curriculum
and manual
finalised
Improve PGRFA
framework at
three levels (PGR,
ecosystem, farm)
and systematise
pathways for
three countries
Partners provided
inputs
Gender
framework
Review of gender
data
22 SEEDSGROW
SEEDSGROW
23
24 SEEDSGROW
NOTE
22
SEEDSGROW
25
Due to the dominance of commercial rice production, much of the diversity in the rice fields of Vietnam has been
lost. The estimated rice land in the north is up to 1.5 million hectares, of which around 600,000ha is planted with
hybrids, and up to 900,000ha with inbred.23 One inbred rice variety, BC15, is cultivated in up to 60 percent of the
latter land. BC15 is a modern variety, with good eating quality and tolerance to pest and diseases. However, like
any other variety, it will deteriorate over timedue to introgression, mutation, or decreased resistance to pests
and diseases, etc. Eventually there will be a need to rehabilitate or develop new and more diverse varieties, and
the current dependence on a very narrow set of varieties could make rice production very vulnerable. This context
has been relevant in shaping the FFS objectives of the programme, and will continue to be relevant for scaling up.
Despite the dominance of hybrid and modern rice varieties, famers still maintain some traditional varieties for their
eating qualities and/or cultural importance. This is especially true for sticky rice varieties, of which there are very
few if any being introduced by breeding and research organisations.
Nep Lech is a traditional sticky rice variety that is very popular for consumption by farmers on special occasions.
Through the diversity wheel exercise,24 the programme in Vietnam discovered that most farmers in Bao Ai commune
normally grow Nep Lech in small plots of land to make rice wine and cakes, especially for traditional festivities,
including the Tet Holiday. The communities grow Nep Lech because of its good eating traits; it is aromatic, tastes
good, and is soft and glutinous in texture. However, due to market incentives for higher and more stable yields, a lot
of traditional rice varieties are lost, or not easily accessible in the local market. This was not the case for Nep Lech,
given its niche value. Additionally, the communities reported that they needed to improve the quality of the Nep
Lech variety, to improve its productivity, taste, and aroma, and increase tolerance to pests and diseases. Through
the FFS, the communities in Bao Ai commune, particularly the women, were supported to assess the strengths and
weaknesses of Nep Lech, which resulted in the setting of the womens breeding and selection objectives. Through
this process, the women were able to identify their preferred traits. After three seasons of systematic selection, the
Bao Ais communities were able to enhance the quality of their Nep Lech variety, with a reported 30 percent increase
in productivity, and greater pest resistance. This result is a good example of conservation through use, where the
women conserved their local cultivar by enhancing the cultivars traits.
Another best practice in Vietnam for scaling up is illustrated by the partnership model between farmers and plant
breeding institutions on Participatory Plant Breeding. Through this programme, the Field Crop Research Institute
provided two fourth-filial generations (F4) for each FFS in Son La. The FFS in Son La successfully applied the bulk
selection techniques for three seasons, which resulted in well performing F8 cultivars, better than the strongest
inbred lines that survived the massive drought caused by El Nio at the beginning of 2015.
NOTE
23
GN.L. Nguyen (2013) Rice production in Vietnam and future orientation, presentation at the South-East Asian Agribenchmark Rice Network, Bangkok, 1922 March 2013, http://www.unapcaem.org/Activities%20Files/A1112sanya/vn.pdf
26 SEEDSGROW
24
The diversity wheel is one example of the PRA tools used in the IFAD-ON programme. This tool was initially developed
by a Nepalese NGO, Local Initiatives for Biodiversity, Research and Development (LI-BIRD), and Bioversity International.
It is useful to monitor the level of genetic erosion of traditional crops and prevent their possible loss.
SDHS PILLAR 2
Objective: To enhance the livelihoods and seeds security of IPSHF by producing and marketing good
quality and diverse seeds through public-private partnerships
Activity
Scoping studies
Q1
JanMar 14
Q2
AprJun 14
Q3
JulSep 14
Developed
scoping
framework
Scoping study in
Zimbabwe
Q4
OctDec 14
Q5
JanMar 15
Scoping study in
Vietnam
Tested and
conducted
scoping study in
Myanmar
Study of Dutch
seed sector
Study of Dutch
Study continued
seed sector,
including
dialogue with
seeds companies
Study continued
Study continued
NOTE
25
26
SEEDSGROW
27
Market Demand
Responding to and/or creating
demand
Volume, peaks of demand,
marketing approaches,
market chains
Instituntional Support
Institutional linkages
building capacity for
entrepreneurship & management
access to capital, credit, cash
flow
Infastructure
Business management readiness
Source: Extracted from the document Towards a Business Model, updated with findings from scoping studies
NOTE
27
28
See: http://www.eastwestseed.com/international/en/index.php
In terms of seed production.
29
28 SEEDSGROW
SDHS PILLAR 3
Objective: To empower women to reclaim their role in food security through strengthening their capacity
in seeds management and nutrition and global policy engagement to claim their right to food
Activity
Q1
JanMar 14
Q2
AprJun 14
Q3
JulSep 14
Q4
OctDec 14
Q5
JanMar 15
Country
consultation
workshops
Vietnam and
Myanmar (by
SEARICE), and in
Zimbabwe (by CTDT)
Community
consultations
Vietnam and
Myanmar (by
SEARICE), and
Zimbabwe (by CTDT)
Nutrition
baseline
survey
Developed nutrition
component of the
programme and
common framework
for baseline survey
Developed nutrition
component and
common framework
for baseline survey
Nutrition baseline
surveys in Myanmar
and Vietnam
(sufficient period)
Nutrition baseline
surveys in
Zimbabwe
(hunger period)
SEEDSGROW
29
NOTE
30
31
33
34
35
30 SEEDSGROW
SEEDSGROW
31
Figure 3. NUS flow map for Masawi Village, Ward 11, Goromonzi district
32 SEEDSGROW
being the most severe month. It was noted too that the
communities of Ha Giang province have faced the hunger
periods over the past five years. Gathering wild food
was listed as one coping strategy, the next being to rely
on less preferred and less expensive food, followed by
borrowing food or taking credit to buy food.
This is an important initial finding to analyse in the final
report. Triangulation with data gathered from the NUS
resource flow maps could help us to understand what
types of plants are actually gathered by the communities,
and hence important during the hunger and sufficient
periods. With this information, a community plan could be
developed focusing on those NUS identified through this
baseline exercise.
Nutrition baseline survey: Myanmar
In Myanmar, pre-testing was carried out by Metta at the
Naung Kham Learning Center in the Taungyi district of
Southern Shan.
The PRA sessions for the sufficient period were conducted
in villages across four provinces/regions: Northern Shan,
NOTE
36
Center for Sustainable Rural Development of the Can Tho University and
the Plant Resources Center, respectively.
SEEDSGROW
33
SDHS PILLAR 4
Objective: To strengthen the capacities and knowledge base of developing countries and their IPSHF to
secure national and global legislation and policies for the full implementation of farmers rights and the
right to food
Activity
Q1
JanMar 14
Q2
AprJun 14
Analysis of
national policy
reflections (Seeds
Laws) of Peru,
Vietnam and
Zimbabwe for a
global overview
Q3
JulSep 14
Q4
OctDec 14
Q5
JanMar 15
Oxfam Novib
proposed
framework and
consolidates
Seeds Laws
analysis in three
countries by
partners
Oxfam Novib
consolidated
report
Advocacy
strategy and plan
Side event at
CGRFA
Pillar 4 baseline
on seed-related
policies and
legislations
Partners policy
engagement:
high-level
meetings,
training,
workshops,
publications and
websites
Policy
engagement
Policy
engagement
34 SEEDSGROW
Developed a
framework for
seed-related
polices
Partners
developed draft
key global trend
analysis on seedrelated policies,
legislation,
engagement
policies and issues
for global plan
actions
Consolidated
policy
engagement
baseline and
SDHS global plan
of action
Policy
engagement
Policy
engagement
Policy
engagement
(3)
(4)
partners research into global and national seedsrelated policies and trends; and
partners policy engagement experiences.
NOTE
37
38
39
SEEDSGROW
35
NOTE
40
E. Hammond (2015) Sabara: An African anti-cancer medicinal plant
claimed by French universities, 17 March, TWN, http://twn.my/title2/
biotk/2015/btk150301.htm
E. Hammond (2014a) Mardi Gras Misappropriation: Sri Lankan Purple Rice
Served up at Louisiana Celebration, 8 October, TWN, http://www.twn.my/
title2/intellectual_property/info.service/2014/ip141005.htm
E. Hammond (2014b) Japanese Universities Patent Potent Painkilling
Drugs Based on Southeast Asian Traditional Knowledge and Plants, 24
September, TWN, http://www.twn.my/title2/intellectual_property/info.
service/2014/ip140902.htm
E. Hammond (2014c) African Genes Protect Syngentas Seedless
Watermelon Business, 6 July, TWN, http://www.twn.my/title2/
susagri/2014/sa342/FINAL_Syngenta%20and%20seedless%20
watermelon_6%20July%202014.pdf
E. Hammond (2014d) US company patents Organic Roundup, an extract
of the Asian long pepper plant, 25 February 2014, TWN, http://www.twn.
my/title2/intellectual_property/info.service/2014/ip140216.htm
E. Hammond (2014e) US cosmetics firm claims skin cream from China and
Vietnams xianmu tree, 24 February, TWN, http://www.twn.my/title2/
intellectual_property/info.service/2014/ip140213.htm
E. Hammond (2014f) Biopiracy of Turkeys purple carrot, 24 February,
TWN, http://www.twn.my/title2/intellectual_property/info.service/2014/
ip140212.htm
E. Hammond (2014g) Better Beer Biopiracy: Indian Farmers Barley
Patented by Japanese Brewer, TWN briefing paper for WIPO IGC 26th
Session, 37 February, http://www.twn.my/title2/intellectual_property/
info.service/2014/ip140204/34350738252f0ab2a64de7.pdf
E. Hammond (2014h) The African Cancer Drug Claimed by Bristol Myers,
Novartis, and Bayer, TWN briefing paper for WIPO IGC 26th Session,
37 February, http://www.twn.my/title2/intellectual_property/info.
service/2014/ip140204/62920801052f0ab7265188.pdf
41
GRAIN and AFSA (2015) Land and seed laws under attack: who is pushing
changes in Africa?, 21 January, https://www.grain.org/e/5121
42
GRAIN (2014) How does the Gates Foundation spend its money to feed
the world?, 4 November, https://www.grain.org/e/5064
43
GRAIN and LVC (2015) Seed laws that criminalise farmers: Resistance
and fightback, 7 April, https://www.grain.org/e/5175
44
South Centre (2015) The Nagoya Protocol: Main Characteristics,
Challenges and Opportunities, policy brief, http://www.southcentre.int/
policy-brief-18-may-2015/
45
South Centre (2014) Patent Protection for Plants: Legal Options for
Developing Countries, http://www.southcentre.int/research-paper-55november-2014/
46
T. Braunschweig et al (2014) Owning Seeds, Accessing Food: A human
rights impact assessment of UPOV 1991 based on case studies in Kenya,
Peru and the Philippines, The Berne Declaration, https://www.grain.
org/article/entries/5121-land-and-seed-laws-under-attack-who-ispushing-changes-in-africa
47
36 SEEDSGROW
Policy engagement
The eventual outcome sought in Pillar 4 is increased
capacity and knowledge among developing countries
and their IPSHF, resulting in new (or revised) national
and international policies and legislation that support
farmers rights and the right to food. Partners have been
closely involved in building stakeholders capacities
and influencing national and global policies, specifically
linking local realities to global policy debates through
their own participation or through the facilitation of local
farmers participation in global negotiations.
Supporting farmers movements
GRAIN supported and provided speakers to regional
seeds movements in Latin America and Africa, and
worked closely with farmers networks at regional and
national levels, particularly through the Alliance for Food
Sovereignty in Africa and the Latin American Coordination
of Farmers Organisations.47
NOTE
48
These analyses have been submitted to the ITPGRFA, and are published
on their website (under Interrelations with UPOV and WIPO): http://www.
planttreaty.org/content/farmers-rights-submissions
49
SEEDSGROW
37
NOTE
50
Pope Francis (2015) Encyclical Lettter Laudato Si of the Holy Father
Francis on Care for Our Common Home, http://w2.vatican.va/content/
francesco/en/encyclicals/documents/papa-francesco_20150524_
enciclica-laudato-si.html
38 SEEDSGROW
Chapter 4
Progress
report on
SidaGROW
October 2013March 2015
SEEDSGROW
39
Objective 1
Outcome 1.1
Objective 2
Result 2.1
Result 2.2
Outcome 1.2
UNFCCC COP:
Objective 3
Result 2.3
Outcome 3.1
Outcome 3.2
Road to Paris
Global land
advocacy
EU biofuels
X
X
National
campaigns
Multi-country
campaigns
in the South
Private sector
development
in Asia
NOTE
51
http://www.whitehouse.gov/the-press-office/2014/09/23/remarkspresident-un-climate-change-summit
52
Note, that only those activities and accomplishments of the GROW
campaign during the reporting period to which Sida made a direct
contribution are reported here.
40 SEEDSGROW
Activity
Q1
JanMar 14
Q2
AprJun 14
Q3
JulSep 14
Q4
OctDec 14
Q5
JanMar 15
Leading the
development,
launch and
implementation
of the Oxfam
global GROW
priority plan
Public launch of
FCJ, 25 March
BtB public
campaign on
mitigation, 20
May
Ban Ki-moon
Summit, 23
September
BtB Valentines
Day action, 14
February
#Makethe
RightMove,
6 November
UNFCCC COP20
Lima, 112
December
Regular FCJ
strategy
meetings
Develop social
media activities
for the global
priority plan
Develop digital
communication
material (web
text, widget,
webpage, social
media posts
and online
advertisements)
for FCJ
Regular FCJ
strategy
meetings
Develop web
text and
communication
materials for BtB
campaign on
mitigation
Regular FCJ
strategy
meetings
Regular FCJ
strategy
meetings
Meeting OI GROW
management on
GROW post-2015
Meeting GROW
country teams on
(a) country and
regional planning
in 2015/16; (b)
global strategy
on UNFCCC COP20
Develop web
text and
communication
materials for Ban
Ki- moon Summit
Develop digital
communication
materials for
#MaketheRightMove and UNFCCC
COP20 work
Improve GROW
Facebook page
Female Food
heroes International Womens
Day, 8 March
BtB Scorecard
update, 31 March
Regular FCJ
strategy
meetings
Develop digital
communication
materials for
BtB Scorecard
update and
International
Womens Day
NOTE
53
SEEDSGROW
41
NOTE
54
Oxfam America (2015) Behind the Brands,
http://www.behindthebrands.org/en-us/scorecard
55
For the full report, please see:
https://partos.nl/content/mfsii-eindversies-evaluatie-rapporten
42 SEEDSGROW
Repeated floods and disturbed rain patterns were depriving us of food. Even when there were no floods, early or
late rain spells became a permanent threat to our crops, which are the source of our livelihoods. I had not heard
of the climate change phenomenon. I only later found out that this is the result of climate change Our district
is bearing the brunt of the worst impacts of climate change at present I was part of a poor community, facing
persistent threats to our livelihoods from the effects of climate change. But then I decided to make a difference,
and I am happy with the results of my efforts. I can see how it has improved life for my family and my community.
Activity
Q1
JanMar 14
Q2
AprJun 14
Q3
JulSep 14
Q4
OctDec 14
Q5
JanMar 15
Co-developing
and
implementing
Oxfam allies
strategies on
land
Establishing
Community Land
Rights Alliance
(CLRA) with the
ILC and RRI
CLRA coconveners
meeting
CLRA strategic
review
CLRA coconvenors
meeting and RRI
Programme
Co-convenors
meeting and ILC
Global Assembly
meeting (London)
Allies meeting on
70th anniversary
of World Bank56
Global allies
meeting with the
Bretton Woods
Project, related
to Bretton Woods
70th anniversary
Review of joint
strategy with
Southern allies
on World Bank
investments
Joint strategy
setting with
Southern allies
on World Bank
investments
Joint advocacy
on biofuels
Monthly meeting
with Brusselsbased allies on
biofuels
Monthly meeting
with Brusselsbased allies on
biofuels
Monthly meeting
with Brusselsbased allies on
biofuels
Meeting of
European NGOs
on bio fuels
(3031 Jan)
Joint advocacy
related to FCJ57
N/A
Meeting of
European NGOs
on biofuels (67
Oct)
N/A
NOTE
56
Monthly meeting
with Brusselsbased allies on
biofuels
The 70th anniversary of the World Bank was in July 2014, but officially
celebrated at their Annual Meeting of October 2014.
N/A
N/A
Monthly meeting
with Brusselsbased allies
based on
biofuels
Meeting of
European NGOs
on biofuels (23
Feb)
N/A
57
SidaGROW staff were not involved in global alliance work in the FCJ
advocacy trajectory in the run-up to COP20 Lima, but did work with and
within national and regional alliances.
SEEDSGROW
43
44 SEEDSGROW
Biofuels advocacy
In the interim report, Oxfam described its three-tiered
approach to alliance buildingwithin Oxfam, at the
European level and globallyto build a critical mass
in favour of changing EU biofuels policy. OIs Brussels
office continues to organise monthly meetings with an
alliance that includes Action Aid, Birdlife, Client Earth, the
European Environmental Bureau, Friends of the Earth and
Transport & Environment. During the reporting period, three
meetings were organised in Brussels with the European
affiliates of these organisations. Organisations from 20
European member states were present, as well as partner
organisations from the USA and Indonesia. These meetings
were combined with joint advocacy towards the newly
elected European Parliament (EP).
Oxfam has also forged a looser and informal alliance
with leading European food companies that are opposed
to biofuel mandates because of their impact on global
agricultural commodity markets. Informal meetings were
held to share information in the run up to important EU
decisions: the June 2014 Energy Council, the February 2015
EP Environment Committee vote and the final trilogue
negotiating sessions between the Parliament, the Council
and the Commission on 9 and 15 March 2015.
Analysis and risk management
Public campaigns that support direct engagement with
stakeholders are, at this time, unique to Oxfam. The
accomplishments of BtB and #MaketheRightMove among
others, are on par with expectations. More than 240,000
people supported the spikes, as compared to the annual
target of 250,000. The SidaGROW programme framework has
a target of one million actions over four years.
Activity
Q1
JanMar 14
Q2
AprJun 14
Conducting
research for FCJ,
and producing a
strategy
Finalised FCJ
strategic plan
and operational
plan
Regular FCJ
strategy
meetings
Advocacy with
regional and
global actors
Q3
JulSep 14
UNFCCC
intersessional in
Bonn (415 June)
Ban Ki-moon
Summit
(23 September)
Q4
OctDec 14
Q5
JanMar 15
Right to food
policy paper on
two south Asian
and two Latin
American
countries
published
Oxfam
Regional meeting
on pan-Africa
campaign
CFS meeting in
Rome
UNFCCC COP20 in
Lima (December)
EU Energy Council
(2627 June)
Meetings of
ASEAN, SAARC
and SADCC
NOTE
58
See: http://peoplesclimate.org/about-us/
59
SEEDSGROW
45
NOTE
60
S. Cousins (2014) Cant Afford to Wait: Why Disaster Risk Reduction
and Climate Change Adaptation plans in Asia are still failing millions of
people, Oxfam International briefing note, https://www.oxfam.org/en/
research/asia-climate-change-cant-afford-wait
61
T. Escueta (2014) The Right to Adequate Food: Progress, Challenges
and Opportunities, Oxfam International discussion paper, https://www.
oxfam.org/sites/www.oxfam.org/files/file_attachments/oxfam-dp-theright-to-adequate-food-20141014.pdf. This paper contains case studies
from Bangladesh, Pakistan, El Salvador and Mexico.
46 SEEDSGROW
Activity
Q1
JanMar 14
Developing and
implementing
Oxfams annual
land advocacy
operational plan
Q2
AprJun 14
Q4
OctDec 14
Oxfam strategy
meeting
Coordinating
policy advocacy
toward World
Bank board
and IFC staff,
focusing on key
milestones/
moments
IMF/World Bank
Spring Meetings
(1113 April)
Coordinating
policy advocacy
towards CFS in
alliance with
members of the
CSM
Advocacy with
CFS key staff
CFS meeting
Rome
Co-convened
workshop on
land governance
indicators
Capacity building
with CSM
members on
monitoring
Implementing
policy advocacy
inside the RSPO,
participating in
strategic standing committees
and working
groups, and
influencing the
agenda setting
at annual global
RSPO conference.
Q3
JulSep 14
Oxfam strategy
meeting
Follow-up on
audit of IFC land
case in Honduras
Response to new
version of World
Bank Safeguard
Policies
World Bank
Safeguards
consultation in
Brussels
World Bank
Annual Meetings
UN CFS meeting
Rome
(13-18 October)
Continued
advocacy around
Voluntary
Guidelines
RSPO European
Roundtable
(4 June)
Q5
JanMar 15
RSPO Annual
Roundtable
meeting (1720
November).
Included meeting
with Human
Rights Working
Group, and follow
up on Sime Darby
land case
Appraisal of
quality social
issues auditing
ready
NOTE
62
World Bank (n.d.) Protecting the Poor and the Environment in Investment
Projects, http://go.worldbank.org/WTA1ODE7T0
SEEDSGROW
47
Box 13. What do evaluation tell us: World Bank Group advocacy
Oxfams land campaign, together with BtB (see Box 11), was included in a wider evaluation of lobbying and advocacy
programmes of alliances financed by the Dutch government (MFS co-financing). The evaluators were positive about the
campaigns relevance and its contribution to changes in policies and practices.
Oxfam seized on the endorsement of the progressive VGGTs by the UN CFS as an opportunity to obtain public commitments
from the World Bank Group (WBG) and FBCs to integrate these guidelines into their own policies and practices.
The World Bank has included land and tenure rights in the first draft of its Environmental and Social Safeguards, and the
IFC has introduced new guidelines and practices that enable it to better understand how its investmentsincluding those
conducted through Financial Intermediaries (FIs)that are affecting the livelihoods of local communities, in particular
with regard to large-scale land acquisitions. The efforts of the CAO, and the collaborative advocacy of a number of NGOs
including Oxfam, contributed to the IFCs board of executive directors asking the IFC to review its responses.
Further CAO reports, ongoing dialogue and press coverage organised by the NGOsand the resultant increased attention
on these issues by WBG staff and executive directorsall contributed to further policy and practice changes within the
IFC. Critical elements of such development included:
the land freeze campaign that raised awareness of the WBGs possible involvement in land acquisitions affecting livelihoods;
the work of NGOs researching IFC standards and practices for FIs since 2009; and
the alignment of views within the Board of Executive Directors, in particular when the Bank was being associated with
human rights violations in Honduras.
OI played a key role in these changes. The evaluators stated that, in comparison with the other NGOs, it excelled in direct
engagement with the WBG, in mobilising media coverage when necessary, and in ensuring allies published relevant
statements in a timely fashion.
Lastly, thanks to the work of Oxfam and its allies, a number of land cases were (partially) solved (Uganda, Indonesia,
Honduras, Guatemala, South Sudan), and others were addressed but not yet solved (Brazil, Cambodia). Those cases that
involved the IFC were also fed back to this global institution in support of OIs policy demands.
48 SEEDSGROW
NOTE
63
68
71
72
B. Zagema (2011) Land and Power: The growing scandal surrounding the
new wave of investments in land, Oxfam briefing paper, https://www.
oxfam.org/en/research/land-and-power
SEEDSGROW
49
Photo: Musa from Sanggau met RSPO officers in a visit to his hamlet
facilitated by Oxfam Novib and TuK in order that they could hear the
case directly from the community. After these officers were greeted
with a Dayak customary ceremony for resolving disputes in good faith,
14 documented community demands were handed over. When Musa
came to one of the international RSPO conferences earlier to express
his grievance to corporate executives, he said: My family are worried
about me coming here. But if anything bad happened to me, I know
they will be proud of me because I stood up for our rights.
Credit: Oxfam
Activity
Q1
JanMar 14
Q2
AprJun 14
Q3
JulSep 14
Q4
OctDec 14
Q5
JanMar 15
Research and
advocacy on EU
biofuels policies
Meeting of
European Oxfam
affiliates on
biofuels
ENER ministers
meeting to
review RED and
FQD (13 June)
EP sessions
(second reading
of RED and FQD)
Meeting of
European Oxfam
affiliates on
biofuels
Meeting of
European Oxfam
affiliates on
biofuels
Engagement
with EU policy
and decisionmakers on
climate change,
food security and
biofuels
European summit
on 2030 climate
and energy
package
(2627 June)
Trilogues
between the
EP, Council and
Commission on
second reading
December
European Summit of RED and FQD
on 2030 climate
Focus on EC
and energy
legislative
package
proposal for 2030
climate and
energy package
EP sessions
(second reading
of RED and FQDa)
Research
completed
on biofuel
supply chain
for European
producers
Leading Dutch
delegation in
negotiations of
the ISO biofuels
standard, serving
as Working
Group III expert
and supporting
negotiators from
developing
countries
Berlin ISO
workgroup,
1821 Feb
2014
50 SEEDSGROW
Final meeting
on ISO 13065 in
Berlin
NOTE
73
SEEDSGROW
51
NOTE
74
52 SEEDSGROW
Activity
Q1
JanMar 14
Q2
AprJun 14
Q3
JulSep 14
Q4
OctDec 14
Q5
JanMar 15
Capacity building
workshop on
research and
advocacy for CSOs
Participation in
UNFCCC COP20 in
Lima
Studies
completed on:
Niger
Campaign
development
Strategic review
of GROW plan,
201317
MoU signed
with 28 CSOs on
involvement with
GROW
Public events
Agriculture,
Livestock and
Hydraulic Saloon
(SAHEL)
- Status report on
land ownership
Review of food
reserve project and
Economic Partnership Agreement75
with members and
allies of GROW
campaign in Niger
National Womens
Day
- Agro-pastoralist
processing units (in
agro industries)
International Rural
Womens Day (15
October)
Niger Youth
Parliament
International
Womens Day (8
March)
GROWs one-year
anniversary in
Niger76
Pakistan
Campaign
development
Start of
consultation
process on national
GROW campaign
National GROW
campaign plan
completed in consultation with allies
Forging Alliances
for national GROW
campaign
- 24 awareness
building sessions,
mobilising 4,400
volunteers at community level
- District Forums
Established
- Two Provincial
Steering Committees established
Public events
Launch of report
on climate change
in Asia
Launch of national
GROW campaign in
two provinces
Pakistan land
tribunal
World Environment
Day (5 June)
GROW Festival,
Islamabad
Ozon Protection
Day (18 September)
CFS paper on
Pakistans
perspective
Participation in
UNFCCC COP20 Lima
Began process of
defining District
Local Adaptation
Plans
World Food Day (16
October)
NOTE
75
76
SEEDSGROW
53
Outcome 3.2 Linking national GROW campaigns with the global GROW campaign
Activity
Q1
JanMar 14
Q2
AprJun 14
Q3
JulSep 14
Cambodia,
Mozambique and
Vietnam selected
Review of GROW
strategy in
Cambodia and
Vietnam
Strategies defined
for local to global
events
Sharing lessons
from the 16 countries and regions in
which OXFAM NOVIB
supports GROW
Cambodia selected
for CFS and BtB;
Vietnam for
climate-smart
agriculture
Global learning
event on land
Q4
OctDec 14
Q5
JanMar 15
Capacity building
on public campaigning in
Cambodia
Linking trajectory
on private-sector
engagement in
climate change
Learning event on
regional
campaigning in
southern Africa
NOTE
77
78
Indus Consortium and Pakistan Fisherfolk Forum, for Sindh and Punjab,
respectively.
79
54 SEEDSGROW
80
Refers to the Agricultural Orientation Law, the Right to Food Legal
Framework and the Welfare Act, respectively.
81
82
Tribunals highlight a case (e.g. flaws in land distribution) for the public
and media, and allow experts to be consulted for recommendations
on how to respond. These recommendations are then used by GROW
campaign staff in their engagement, and inform policy makers and media
about important land issues.
By 2016, the GROW campaignin alliance with partners in the Sida-funded GRAISEA86 programmewill bolster the
influencing work of a national CSR platform in Cambodia, which was launched in March 2015 by 17 companies (mainly
agricultural) and seven CSOs (including Oxfam). The private sector will also be targeted in GROWs first online campaign in
Cambodia, called Voices of Rural Women in Cambodia. This campaign aims to raise awareness of the impacts of climate
change on rural women while showcasing positive stories of womens responses.
NOTE
83
84
85
86
SEEDSGROW
55
56 SEEDSGROW
Q1
JanMar 14
Q2
AprJun 14
Q3
JulSep 14
Q4
OctDec 14
Q5
JanMar 15
System for
quarterly and
annual planning
and monitoring
finalised
Monitoring report
for Q0
Monitoring report
for Q1
Monitoring report
for Q2
Monitoring report
for Q3
Interim progress
report for Sida
OI GROW monitoring
Annual plan
(including success
benchmarks) for
201516 ready
report for
AprSep 14
Qualitative impact
study on Cambodia
ready
Evaluation of
#MaketheRightMove
MEL Advisor
recruited
OI GROW monitoring
report for Oct
13Mar 14
Internal evaluation
of the FCJ
campaign launch
Evaluation of BtB
201314 and land
advocacy (MFS)
NOTE
87
SEEDSGROW
57
58 SEEDSGROW
chapter 5
SeedsGROW
programme
management
SEEDSGROW
59
Activites
Q1
JanMar 14
Human resources
Recruitment of
SDHS and SidaGROW
teams
Q2
AprJun 14
2)
3)
4)
5)
6)
7)
Outcome monitoring
Activity/budget monitoring
Risk management
Impact tracking
Learning agenda
Social accountability
Q3
JulSep 14
Q4
OctDec 14
Recruitment of
RPOs
Recruitment of
senior finance
officer and
researcher
Q5
JanMar 15
Governance
Draft SDHS
governance
structure and ToR
Review with
partners, finalised
governance
structure
Finalised SDHS
governance
agreement
Programme
reporting
Reporting to IFAD
GPC, and Oxfam
Novib Balanced
scorecard
Reporting to IFAD
Annual report for
GPC, Sida GPC and
IFAD
Oxfam Novib
Interim report for
Balanced scorecard
Sida and Oxfam
Novib Balanced
scorecard
Reporting to IFAD
GPC, Sida GPC and
Oxfam Novib
Balanced scorecard
IFAD midterm
monitoring in
Zimbabwe
SDHS and IFAD GPC
External
communications
Partnership
opportunity and
risk assessments,
and contracting
Draft
Communication
Strategy outlining
internal (knowledge
management)
and external
communications
Partners inception
year project
proposals
Six contracts
One partner intake
for CAWR
Develop a draft
brochure used for
external
communication
One contract to
CAWR
Partners submit
four-year
logframes and
budgets
Inventory of all
Oxfam livelihood
work in SHDS
countries
Three MoUs
Programme
development
Fundraising
Submission to NPL
Initial discussions on
SDHS funding plan
Award of NPL
funding
NOTE
88
60 SEEDSGROW
FAO (n.d.) The State of the Worlds Plant Genetic Resources for Food and Agriculture, http://www.fao.org/agriculture/
crops/thematic-sitemap/theme/seeds-pgr/sow/en/
HUMAN RESOURCES
In the first 18 months of the SeedsGROW programme, a
highly qualified team was brought together, and most key
positions were filled with experienced staff. Some of these
positions were a natural extension or expansion of existing
roles, while others were new and required internal and
external recruitment processes. Recruitment was extensively
discussed between Sida and Oxfam Novib in June 2014, and
reported in the interim report submitted on 20 November 2014,
and the Year 2 Annual Plan submitted to Sida on 27 February
2015. An update on progress in recruitment and changes in
human resources since the submission of the latter follows.
SEEDSGROW
61
PROGRAMME IMPLEMENTATION
AND DEVELOPMENT
Opportunity and risk appraisals
The opportunity and risk assessments of seven SDHS
partners and one partner organisational assessment
of CAWR were completed after the SDHS inception and
methodological meetings in March 2014. The planned
opportunity and risk assessment for Years 25 and
approval of the Year 2 contracts with both the SDHS
consortium partners are being finalised. These are
mostly expected to be completed by September 2015.
The Oxfam Novib team is in regular contact with partners
regarding their financial situations, and makes an effort
to schedule such work to fit around their work and other
commitments and to ensure sufficient cash flow for the
continuity of activities.
62 SEEDSGROW
chapter 6
SeedsGROW
finances
SEEDSGROW
63
Actual expenditure
Variance
to Budget
% Actuals
to Budget
477
417
60
87%
1. Scaling Up Models
478
362
116
76%
377
313
64
83%
635
478
158
75%
668
574
94
86%
2,158
1,726
432
80%
382
263
119
69%
352
332
21
94%
1,145
761
384
66%
1,879
1,356
523
72%
4,514
3,499
1,015
78%
316
245
71
78%
4,830
3,744
1,087
78%
64 SEEDSGROW
SDHS FINANCES
Annual
Budget
Budget 1)
Actuals
Variance
to Budget
% Spent
to Budget
29,592
29,592
100%
29,592
29,592
100%
24,326
499
98%
A2
64,800
24,825
A3
41,800
3,176
3,176
100%
500
1,261
-761
252%
106,600
28,502
28,764
-262
101%
Preparatory phase
106,600
58,094
58,356
-262
100%
A1a
82,247
103,118
107,619
-4,501
104%
A1b
104,136
146,293
146,751
-458
100%
0.1
186,383
249,411
254,370
-4,959
102%
A1c
ON 0.8 SPM, 3 FTEs Thematic exp 4 Pillars + 0.67 MEL &KM Staff for 12 mths
292,971
250,668
259,401
-8,732
103%
A1f
206,214
142,497
126,566
15,931
89%
A1d1
A1d2
50,000
27,500
27,500
0%
100,000
126,470
113,275
13,195
90%
A1g
International Travel for 2 Expert FTEs to visit 8 countries 1trip per year
36,000
7,000
4,206
2,794
60%
0.2
685,185
554,136
503,448
50,687
91%
871,569
803,546
757,818
45,728
94%
102,300
73,969
69,508
4,461
94%
2.1
339,150
94,297
76,441
17,856
81%
2.2
160,000
120,679
32,432
88,247
27%
A1e
660,000
530,636
392,084
138,553
74%
3.1
75,000
148,905
115,234
33,671
77%
1,234,150
894,517
616,190
278,327
69%
85,000
60,000
63,181
-3,181
105%
49,300
13,185
8,627
4,558
65%
70,000
50,000
50,000
0%
3.3.2
3.3.3
new
new
Identify new partner Nutrition & Develop Framework for NUS, Pillar 3
new
19,500
440,000
416,622
394,701
21,920
95%
7,250
3,048
4,202
42%
15,500
3,674
11,826
24%
15,000
5,557
9,443
37%
Total Activities
2,000,250
1,546,043
1,164,487
381,556
75%
Inception Yr1
2,871,819
2,349,589
1,922,305
427,284
82%
2,978,419
2,407,683
1,980,661
427,022
82%
55,150
19,314
9,344
9,970
48%
62,500
62,500
62,500
0%
3,096,069
2,489,497
1,990,005
499,492
80%
216,725
174,265
139,300
34,964
80%
3,312,793
2,663,762
2,129,306
534,456
80%
7%
NOTE
89
Note: these results are not presented per pillar. The presentation corresponds with the Year 1 inception budget,
as presented in the SeedsGROW programme document (September 2013). For Years 25 a budget versus actual
expenditures will be reported per pillar.
SEEDSGROW
65
NOTE
90
66 SEEDSGROW
Other
The work on the training of trainers manual is well
underway, but the main expenditures will be incurred in
Year 2, resulting in an absorption rate of just 42 percent.
Upon securing the NPL funding last February 2015, it
was decided to recruit a full-time nutritionist, instead of
seeking a partnership with a research institute, so the
remaining 76 percent of the Year 1 budget for identifying
a nutrition partner will be used to pay this new staff
member.
The communication budget for the CGRFA side event
in Rome was used in part to cover accommodation and
travel expenses. Actual expenses for this side event
appeared to be significantly less than planned, with
absorption of 37 percent. The remaining budget will be
used for developing the communication strategy and
plan, an activity that is delayed to Year 2.
The audit of Year 1 will be conducted in Year 2, so its
62,500 euro budget will be spent next year, therefore
absorption is zero.
SIDAGROW FINANCES
Table 3 summarises the revised budget, as submitted in the
midterm report in November 2014, and actual expenditures
between 1 January 2014 and 31 March 2015.
Actual
expenditure
Budget 1)
Variance to
Budget
% Actuals to
Budget
120,002
146,373
26,372-
122%
5,903
6,780
877-
115%
20,000
20,000
0%
145,905
153,153
7,249-
105%
152,538
146,403
6,135
96%
21,132
7,135
13,998
34%
192,874
100,237
92,637
52%
10,003
7,471
2,532
75%
5,000
1,277
3,723
26%
381,547
262,523
119,025
69%
193,709
230,578
36,869-
119%
19,185
20,979
1,795-
109%
8,429
9,920
1,490-
118%
6,000
6,000
0%
120,103
69,123
50,981
58%
5,000
1,266
3,734
25%
352,427
331,867
20,560
94%
320,277
299,593
20,684
94%
65,106
37,468
27,638
58%
Publications
10,492
4,098
6,394
39%
Studies, research
37,861
38,940
1,078-
103%
3 Improving National Level Policies and Interlinking with Global level policies
Human Resources implementing the activities
Translation, interpreters
Project activities
Contribution to the Nat Network of alliances
Grant to partners
1/3 of project MEL and Evaluation Expenses
1,929
396
1,532
21%
239,059
91,317
147,742
38%
43,332
18,608
24,724
43%
421,806
261,262
160,544
62%
5,000
9,434
4,434-
189%
Subtotal Sub-programme
1,144,861
761,116
383,745
66%
2,024,740
1,508,659
516,081
75%
141,732
105,606
36,126
75%
2,166,472
1,614,265
552,207
75%
SEEDSGROW
67
Contract management
Contract management had an absorption rate of 105
percent. This over-expenditure was mostly caused by HR,
with more capacity required for the team assistant than
anticipated. This is offset by the audit costs for Year 1,
which will take place in Year 2.
Objective 1
With a total of 262,523 euro spent, the overall absorption
rate for Objective 1 was 69 percent. This is mostly because
the global spikes and campaigning related to the UNFCCC
process were funded by other sources.
Objective 2
With a total of 331,867 euro spent, the overall absorption
rate for Objective 2 was 94 percent. However, there are
variances between its budget lines. For instance, HR had an
over-expenditure of 36,869 euro (119 percent absorption)
caused by the costs of the FCJ policy advisor and global
land policy lead being higher than anticipated. The 50,981
euro under spend on research (58 percent absorption) is
explained by the delay of planned research on BtB and
biofuels. These two activities will take place in Year 2.
Objective 3
With a total of 761,116 euro spent, the overall absorption
SIDA
Grants
received until
31-03-2015
SEK
Euro
Grants
received until
31-03-2015
FX gains
Losses on
donor grants
SEK
Euro
Balance
2013
SDHS
3,330,396
30,436,486
3,473,871
30,436,486
143,475
-0
GROW
1,921,820
17,563,510
1,993,099
17,563,510
71,280
2014
SDHS
2,517,859
23,010,715
2,430,032
23,010,715
-87,827
-0
GROW
983,619
8,989,290
939,985
8,989,290
-43,633
Totals
8,753,693
80,000,001
8,836,988
80,000,001
83,295
-0
FX rate
9.14
68 SEEDSGROW
9.05
euro
10-2013 03-2015
8,836,988
18,532
Expected income
8,855,520
3,743,571
Balance
5,111,950
SEEDSGROW
69
Annex 1
Governance
and Management
structure SDHS
This document serves as a guideline to our cooperation and joint decision
making processes within the SDHS Consortium in the context of the wider
SeedsGROW programme which it is a component of.
70 SEEDSGROW
Preamble
Realizing the long history of partnership and cooperation
of the 9 SDHS organizations1 in various activities related to
strengthening and mainstreaming the rights and technical
capacities of indigenous peoples and smallholder farmers,
AND
Realizing the need to work tirelessly to influence local
to global policies and institutions on the access to and
sustainable use of plant genetic resources for food and
nutrition security under conditions of changing climate;
AND
Realizing the importance of cooperation among consortium
members based on shared accountability in the
implementation of SDHS programmes in order to achieve our
collective goals, obligations and outcomes
AND
Respecting the principle of equality and autonomy of SDHS
members as well as our collective responsibility to the
overall SDHS programme
Now therefore these Guidelines outline the Governance and
management structures of the SDHS Consortium members
in the context of the Seeds Grow programme.
THE SEEDS GROW PROGRAMME IS CURRENTLY FUNDED BY SIDA, IFAD AND OXFAM NOVIB 2
The OVERALL programme goal is: To harvest greater food
security and food justice by supporting the gender-just
transformation of the global governance of food systems
and strengthening affected citizens access to knowledge,
livelihood resources and public goods in the context of
climate change and increased competition over resources.
The overall objective for the Sowing Diversity=Harvesting
Security (SDHS) programme is: To uphold, strengthen
and mainstream the rights and technical capacities of
indigenous peoples and smallholder farmers, and to
influence local to global policies and institutions on the
access to and sustainable use of plant genetic resources
for food and nutrition security under conditions of
climate change. SDHS is implemented in a consortium of
9 international partner organisations who will implement
activities in at least 8 countries, complemented by
activities on a global level. Overall coordination and
implementation of the programme lies with Oxfam Novib.
SDHS is envisioned to integrate other projects such as the
IFAD funded project: Putting Lessons into Practise: Scaling
up peoples biodiversity management for food security.
This includes consistency in concepts (e.g. Scaling up
Framework), approaches (e.g. Farmer Field Schools),
methods (e.g. Participatory Plant Breeding, Baseline
surveys) and indicators (number of household reached with
NOTE
1
Searice, Third World Network, GRAIN, ETC Group, The South Centre,
Community Technology Development Trust (CTDT), ANDES, CAWR, Oxfam
Novib
SEEDSGROW
71
National level
National Steering Committee
Local structures
The structures have a matrix character and respect the line
management arrangements from each of the Consortium
members.
Details per body:
The Seeds GROW Steering Committee (SC).
The SeedsGROW SC was put in place in ON to create a
governance structure within the organisation that can
keep the overview of the two elements in the programme;
being the GROW campaign and the SDHS programme. Within
ON both elements fall under different departments. In
addition SIDA as a donor had requested that a programme
of this size should be placed directly under the ON Board of
Directors. These combined reasons fed into the decision
to create a Steering Committee consisting of the directors
of the two involved departments: the Director Campaigns
and the Director International Department (the department
overseeing all the programming work on regional and
country level). The Steering Committee has a role towards
the overall programme (SDHS and GROW).
Ensuring strategic coherence on SeedsGROW level, ensuring that implementation remains on course, final
responsibility towards back donors
Composition
Tasks
Ensure that strategic direction and guidance for GROW and SDHS are complementary and that synergies
are sought
Ensure programmes are aligned with Oxfams organisational strategy and planning
Assist with resolving strategic level issues and risks
Approve or reject changes to the programme with a high impact on timelines and budget (reallocation of
resources or actions)
Review and approve final programme deliverables as consolidated by the programme management and
implementation team based on inputs from SDHS partners and GROW teams, confirming accountability to
donor agency(s)
A final say in cases of security risks to staff members, breaches of the law and breaches of donor
requirements and on overall financial management. Decisions will be well explained and documented.
Is Decision making
Consensus
Choice of Chair
Director Campaigns
Relation to other
governance and
management bodies
72 SEEDSGROW
Meeting frequency
Quarterly on basis of Balanced Score Cards (BSC i.e. monitoring based on key performance indicators)
When different from shared donor reports, BSCs will be shared with GPC, taking out the confidential parts
relating to HR etc)
Costs
Not budgeted
Considerations
Responsible for strategic programme direction and policy and PME of the SDHS component
Composition
The 9 consortium partner organisation(s) (ON represented by Senior Programme Manager as voting
member)
Tasks
The main and core task will be the strategic and technical direction of SDHS programme and providing a
space for the consortium partners to reach out to each other on a strategic level.
Safeguard the quality of SDHS interventions (ensure the programme is relevant, feasible, sustainable and
effective and efficient)
Ensure programme is embedded in and supported by the organisations of the consortium partners
Co-read and comment on consolidated programme (narrative and financial) planning documents, reports
and publications
Take go/no go decisions on development, fundraising and implementation moments of new components
to the programme relating to content and budgets of these new components
For ongoing contracted programme elements, if deemed necessary, GPC can propose substantive
changes to programme objectives / budgets to SC
Formulate SDHS strategies for communication / fundraising / representation
Coordination with the campaigns of the permanent organisations (in particular, as a contractual
commitment with Sida, with the OI GROW Campaign) for the moment to be overseen by the ON Senior
Programme Manager
Decide on composition of GPC
Set the agenda of the GPC meetings
Actively seek advice and input from independent outsiders and/or seek extended peer reviews across
knowledge systems by making use of existing mechanisms of the consortium partners
Decision making
Consensus based
If consensus cannot be reached, the SC is asked for a deadline for a decision. If by the deadline consensus
is still not possible, majority vote will be used.
Choice of Chair
GPC to appoint 2 of its members to be co-facilitators , rotating on annual basis. [Complemented by Senior
Programme Manager ON who will represent ON]
(they will be available as sparring partners for the consortium partners and the ON SeedsGROW
Management and Implementation Team, and play a mediation role in case of conflicts/disagreement
within the consortium)
SEEDSGROW
73
Relation to other
governance and
management bodies
Advises the Steering Committee of high level strategic decisions. The Steering Committee will decide
whether or not these changes have implications for its legal and contractual obligations to the funder.
Seeds GROW Programme Management and Implementation Team organises and coordinates agenda and
logistics for meetings, minutes, informs GPC of main developments and shares reports with GPC
Programme Leader will represent the SeedsGROW Programme Management and Implementation Team in
GPC as non-voting participant.
Relevant decisions are shared with all partners who will ensure implementation of decisions in their
organisations
Relevant partners are responsible for setting up National Steering Committees and bring their
experiences back to GPC and Programme Management levels (can be in any chosen form).
Conflict resolution: issues between consortium partners can be raised with the GPC (through its cofacilitators) and the GPC can mediate. If the outcome is not satisfactory, the GPC may decide to raise the
same issues with the SC
Meeting frequency
Costs
Budget available to allow for at least 1 face to face meeting per year
Considerations
GPC will focus on strategy and management of SDHS, ON Steering Committee will focus on overall
SeedsGROW management and the relation to the GROW component and Oxfam policy directions and on
financial and contractual commitments to back donors.
Advise on programme and policy PME coordination and joint decision making for activities between
actors
Composition
Composed of national stakeholders (taking into account pluralism and gender balance). It could include:
Relevant global level partner(s)
Country partner(s)
Consortium partners country team representative(s) on invitation basis
Government representative(s)
Farmers organisation representative(s)
Universities
National gene bank (where possible)
Traditional leadership
Indigenous local communities
Tasks
Advice/decide on programme policy and PME - within the frame of agreed upon/contracted project
activities
Coordinate messaging to other stakeholders/lobby targets
Decision making
Choice of Chair
Relationship to other
Governance and
Management bodies
The link to the wider SDHS programme (programme team and GPC) to be guaranteed by the SDHS Partner
responsible in the country
The national steering committee will relate to possible local structures that are set up in the country
(differs per situation).
Meeting frequency
Costs
74 SEEDSGROW
Considerations
Meetings can range from high level strategic to very operational, the composition will vary accordingly
Ensure contribution to supra-national synergy, cross fertilization and higher level learning
Ensure autonomy of consortium partners while coordinating with consortium national offices
Day-to-day management and implementation. Ensure planning, progress monitoring, timely reporting
to the donor, flow of information, evaluation and learning between involved stakeholders and auditing
process
Composition
Tasks
Coordination
Day-to-day management, coordination and logistics and related management level decision making
Manage donor relationship: preparing consolidated reports, conduct progress meetings, etc
PMEL1 and accountability between consortium members: overall progress monitoring (technical
andfinancial) of the programme and report to Steering Committee on quarterly basis (reports are also
shared with GPC).
Ensure learning within and between project components
Contract management & operational issues: contracting with all implementing bodies in the project
(INGOs and Oxfam affiliates and Oxfam country offices), clear eligibility criteria in procurement and
(financial) management
Documentation: ensure that relevant project files are available at one central point and accessible to
involved stakeholders.
Choice of Chair
N.A.
SEEDSGROW
75
Relation to
governance bodies
Meeting frequency
N.A.
Costs
As in budget
Considerations
NOTE
5
76 SEEDSGROW