2018-2021 DEVELOPMENT COOPERATION PROGRAMME OF THE SIEMENPUU FOUNDATION - PROGRAMME DOCUMENT
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DEVELOPMENT COOPERATION PROGRAMME OF
THE SIEMENPUU FOUNDATION
2018-2021
PROGRAMME DOCUMENT
24 April 2018TABLE OF CONTENTS
Table of contents
A. Introduction 3
B. Summary 3
1. Development Cooperation of the Siemenpuu Foundation 4
1.1. Foundation 4
1.2. Modalities of Work 5
1.3. Results Based Management 6
Strategic programme management 6
Grant/project cycle management 6
Monitoring and evaluation 9
Risk assessment and mitigation 10
Reporting 10
Responsibilities 10
1.4. Administration 10
1.5. Results & Lessons Learnt from the earlier work 11
Main results within the eight sub-programmes 2010-2016 12
Lessons learnt 14
2. Plan of the programme 2018-2021 14
2.1. Theory of Change 14
2.2. Results framework 17
2.3. Development plan for the results-based management 24
2.4. Partners and Beneficiaries 24
2.5. Relevance to the Agenda 2030 and Finland's Development Policy 25
2.6. Funding Schemes 2018-2021 26
A. A Just Transition to Ecological Democracy 28
B. Forests and Coastal Ecosystems 30
C. Biocultural Rights of Indigenous Forest Communities 33
D. Rural Women and Food Sovereignty 37
E. Climate and Energy Justice 39
2.7. Communications and Information Work 41
Objectives, anticipated results and indicators 41
1Communicating programme Results and Lessons Learnt 42
Development Communications and Education 43
Advocacy Work 44
2.8. Developing Programme Management 45
Project cycle management 45
Exit Strategies 45
Monitoring and Evaluation 45
2.9. Finances 46
Annexes
1. Founding organisations
2. Guidelines for monitoring and monitoring visits
3. Guidelines for risk assessment and mitigation
4. Risk Matrix
5. Key Partners and Allies
6. Key Country Contexts
7. Biocultural Rights – additional information
2A. INTRODUCTION
This programme document has been prepared for the Ministry of Foreign Affairs of Finland (MFA) as
a guiding document for the programme based support received from MFA for years 2018-2021.
First section outlines the principles and background of Siemenpuu’s work. It describes Siemenpuu’s
results based management system and administrative policies. It also gives a short overview of the
results and lessons learnt from the activities in 2010-2017.
Second section describes the planned activities in 2018-2021, including the Theory of Change and
results framework.
B. SUMMARY
Siemenpuu is among the most experienced and significant actors in the Finnish developing
cooperation on environmental issues and participatory ecological governance.
The programme of the Siemenpuu Foundation in 2018-2021 is a continuation of the activities that
Siemenpuu has carried out since 2002 as a funder of environmental and democracy initiatives of civil
society organisations in the global south and as a communicator of development issues in Finland.
This new phase makes powerful use of the unique expertise of the Foundation in identifying and
funding exceptional civil society groups in the global South that at the same time improve living
conditions of marginalised communities and take care of the natural environment. Main funding for
the activities in 2018-2021 comes from the programme-based support for CSOs received from the
Ministry for Foreign Affairs of Finland (MFA).
Siemenpuu’s activities contribute to the realization of Finland’s development policy goals. The
projects supported by Siemenpuu in developing countries alleviate poverty and inequality, and
decrease biodiversity loss and climate emissions. The projects are initiated, planned and
implemented by local civil society organizations (CSOs) in the South.
During this programme period, Siemenpuu will call for proposals through five funding schemes:
- A Just Transition to Ecological Democracy
- Forests and Coastal Ecosystems
- Biocultural Rights of Indigenous Forest Communities
- Rural Women and Food Sovereignty
- Climate and Energy Justice
The support for the strengthening of civil societies is a cross-cutting goal of the programme. Human
rights based approach, improving women’s rights and position, as well as mitigation of and
adaptation to climate change are also included in all five funding schemes.
During the programme period 2018-2021 main focus countries are Brazil, Indonesia, India, Mali,
Myanmar and Nepal. In these countries Siemenpuu has long-term experience, expertise and strong
3cooperation networks to other actors working with similar advocacy and donor activities nationally
and internationally. In India Siemenpuu's support with the MFA's programme based funding will be
discontinued by the end of 2019. Siemenpuu may seek approval for further use of MFA's funds in
2020-2021 in India if such use would enable mobilization of other sources of funding, for example as
a required co-financing element.
During 2018-2021, Siemenpuu will fund approximately 25-40 new projects, and 30 projects that
have started before 2018. The goal is, among others, to strengthen the environmental rights of more
than 50 000 beneficiaries and to contribute to processes leading to the inclusion of at least an
additional 110 000 hectares of land under conservation and sustainable use.
Siemenpuu’s communications work in Finland supports reaching the programme goals. The
communications activities will contribute in Finland to an understanding of the value and
importance of development cooperation and policy. Siemenpuu plans to reach at least 30 000
people through its communications work annually.
www.siemenpuu.org
1. DEVELOPMENT COOPERATION OF THE SIEMENPUU FOUNDATION
1.1. FOUNDATION
Siemenpuu - Foundation for Social Movements’ Cooperation sr (The Siemenpuu Foundation) is a
registered Finnish foundation, founded in 1998 by 15 Finnish NGOs and foundations working on
environment and development issues (see the list of founders in Annex 1).
As per its Charter and by-laws, the purpose of Siemenpuu is to:
- Promote environmental protection and defend human rights,
- Advance people's possibilities for political participation and make political decision making
more democratic and transparent in the whole world,
- Advocate intercontinental cooperation between civil movements, in particular
environmental and alter-globalist ones,
- Deepen the public understanding of the possibilities and limits of civic participation, of
building civil society in different parts of the world, and of the impact of institutional funding
to the inner dynamics of civil movements, and
- Provide support in particular to social movements, NGOs and research institutes which
operate in the Third World and which promote environmental protection, human rights,
social justice, the preservation of biological and cultural diversity and/or the
democratisation of society, or which help communities in surviving and resisting the
negative impacts of globalisation.
To achieve its purpose the Foundation may
- Support foreign NGOs, social movements and research institutes, which work towards
similar objectives as the Foundation,
- Conduct information, training, research and publication activities,
- Seek also to achieve its purpose through any activities likely to further it in this pursuit.
41.2. MODALITIES OF WORK
Siemenpuu was founded in close cooperation with the Ministry for the Foreign Affairs of Finland
(MFA). The cooperation agreement with the MFA has given Siemenpuu a firm and sustainable basis
for its operations since 2001. The current cooperation agreement was signed in 2005.
Two other similar type of foundations were established at the same time with related backgrounds,
aims and cooperation with the MFA. The three foundations were formed to enhance the support for
civil societies in the global south concerning the cross-cutting issues of Finnish development
cooperation: environment, human rights and disabled people’s rights. Abilis Foundation for disabled
people’s rights, KIOS Foundation for human rights, and Siemenpuu for environment. These three
foundations are named ‘special foundations’ in the communications related to the MFA and the
programme based support. This term will be used also in this document.
Siemenpuu’s modality of work is to grant funds for local initiatives, namely projects planned and
implemented by different civil society actors in developing countries. In addition to funding,
Siemenpuu provides support to capacity building of the grantees, and enables networking with other
actors in the global south and north.
Projects proposals are identified through thematic and geographic funding windows. Siemenpuu has
valued geographic and thematic diversity, as well as a variety of the approaches and working
methods of its partners. Previous focus areas are described in chapter 1.5, and those for 2018-2021
in chapter 2.5.
All supported projects must also meet Siemenpuu’s general criteria for project funding. These
criteria will be used to assess the appropriateness of funding the projects and the prerequisites for
their success. Partners can be encouraged in developing their plans and activities in the direction of
the criteria.
General funding criteria:
− activities aim at improving the state of the environment
− activities aim to strengthen the position of vulnerable groups of people and communities in
an environmentally, culturally, economically and politically sustainable manner;
− communities are involved in the definition, design and implementation of activities
− priority will be given to the most needy organizations, networks and movements that
operate on and support the grassroots level
− activities aim to improve citizens' opportunities for social participation and to make political
decision-making more democratic and transparent
− activities aim to foster the networking and cooperation of civil society actors
− the activity is non-violent
− the activities promote gender equality and the rights of marginalized groups (people with
disabilities, indigenous peoples, ethnic, religious and sexual minorities)
− activities and results should be replicable, as far as possible, after the end of the project,
with local resources and expertise
− the activities involve, where possible, new and innovative approaches
− the recipient organization is formally registered, it has the capacity to manage project
support and its internal decision-making should be democratic and equal
− minimum criterion: the project does not particularly accelerate climate change
− minimum criterion: human rights are taken into account in the project design (human rights
5sensitive level) Local ownership is in the core of the activities. However, the applicant organisations are helped, if needed, by questions and comments in developing a strong and effective project plan. Applications are assessed also from a point of view how effectively project promotes cooperation and networking among civil society actors and how well the local communities have participated in setting the objectives, planning and implementation. 1.3. RESULTS BASED MANAGEMENT Siemenpuu’s results based management system includes several interlinking elements: strategic programme management, grant/project cycle management, monitoring & evaluation, reporting and risk assessment & mitigation. Siemenpuu uses in its RBM a combination of different methods (LFA, Theory of Change, Results Chain and Outcome Mapping). Results data are presented in the reporting at project, funding scheme and programme levels. M&E findings are used for the improvement of the project cycle management and guidance, calls for proposals as well as for substance-related developments at scheme level. As challenges in developing the RBM system remain e.g.: ▪ How to apply RBM effectively to work with complex political objectives and contexts, ▪ Still to be developed understanding on the RBM for societal change, ▪ How to aggregate the project information into the funding scheme and programme level, ▪ How to encourage partners to communicate early needs and signals on concerns. STRATEGIC PROGRAMME MANAGEMENT Strategic programme management is steered by Siemenpuu’s Charter and by-laws. Programmatic objectives are defined in the Long-term Action Plan (LTAP, present 2016-2021). The LTAP is operationalised in the multi-year plans (this present document 2018-2021) with aggregated result targets. Activities are further refined and updated in the annual plans and budgets. Programme level planning has also been supported lately by formal context outlines of the main focus countries. Strategic planning and target setting is also done on the level of the funding schemes (previously named cooperation programmes/clusters). GRANT/PROJECT CYCLE MANAGEMENT Siemenpuu’s project cycle management process: 6
•Call for proposal (identification through networks or focused call)
•Local CSO drafts a project proposal on standard form
•Analysis and summary at the Foundation
Funding
decision •Siemenpuu Board's funding decision forwarded to MFA for approval
•Standard form
•Includes responsibilities, finanacial info, reporting obligations
Agreement •Drafted immediately after the approved funding decision
•Standard 50% of the total grant, in longer projects can be 30 %
•Paid after signing the agreement
1. funding
•For instance in 2018
instalment
•Implementing CSO writes according to the Foundation's guidelines
•Includes narrative and financial report, and self-financing
Progress •Reviewed at the Foundation, guided by project management practices
reports
•Standard 40% of the total grant, in longer projects varies according to
number of the progress reports demanded
•Paid after approving the progress report
2. + x. funding
•For instance in 2019
instalment
•Implementing CSO writes according to the Foundation's guidelines
•Includes narrative and financial report, and self-financing
Final •Reviewed at the Foundation, guided by project management practices
•Results reported in Siemenpuu's reports
report
•Standard 10% of the total grant, in bigger grants can be smaller
•Paid after approving the final report
3. funding •For instance in 2020
instalment
7List of project cycle management tools:
○ Concept paper for applicants
○ Application form for applicants
○ Internal template for summary and assessment of the application
○ Project Management and Financial Reporting Manual for partners
○ Financial Agreement between Siemenpuu and project partner
○ Progress report forms: narrative and financial for partners
○ Internal template for summary and assessment of the progress report
○ Final report forms: narrative and financial for partners
○ Internal template for summary and assessment of the final report
The projects are selected through focused calls for proposals, using the key objectives and criteria as
selection tools. The application process has two stages for new applicants: first Concept Papers are
submitted, and based on their review, relevant projects are asked to submit the more detailed
applications. Previous project grantees are mainly submitting directly a full proposal.
The applicant CSOs, are responsible for project planning, based on the guidelines given in the
application form. Ownership of the projects lays with the CSOs applying for funding from Siemenpuu
and the applicants/project partners use their own systems for planning and project management.
Siemenpuu does not require any specific planning tool or RBM method/system to be applied, but
the Siemenpuu’s application and reporting forms requires the presentation of planned and achieved
results, along with short-term and long-term objectives. Siemenpuu gives guidance to the partners in
setting the result targets if needed. These targets are followed and monitored by Siemenpuu
throughout the project cycle.
After the funding decision a project agreement is signed, setting responsibilities of the grantee and
Siemenpuu, respectively.
Reporting to Siemenpuu is conducted with the standard forms. Usually Siemenpuu releases funds in
three instalments, and project partners are required to submit two main reports. These are the
progress report and the final report.
The progress reporting includes:
○ progress report form with annexes
○ financial report form with annexes
○ copies of receipts and a categorised list of receipts OR an auditor's report
The final reporting includes:
○ final report form with annexes
○ financial report form with annexes
○ auditor’s report (original hard copy must be sent to Siemenpuu)
○ copies of all the materials produced in the project (posters, leaflets, books, videos,
etc.)
The project must have a minimum of 10 % self-financing share counted from the Siemenpuu grant.
The self-financing can be cash contributions, voluntary work and donated materials and services.
Other donor funding or local public funding may not be included in self-financing. The origin of the
self-financing needs to be reported to Siemenpuu. Auditor should be able to include a statement
8about the self-financing in the auditor’s report. The interest gains of Siemenpuu grant need to be
used for the current project activities. The final instalment is a refund. The final instalment is paid
after the final reporting (including audit report with the verification of project expenses) is approved
by Siemenpuu.
In Siemenpuu, the reports are reviewed based on internal assessment templates. Siemenpuu
combines the info and data collected during the whole project cycle (from the grantee, during the
monitoring visits by Siemenpuu, and information received through the networks) in the process of
assessing the results of the projects.
Most of the data is collected also into Siemenpuu’s project database.
MONITORING AND EVALUATION
Apart from the standard reports, Siemenpuu’s monitoring includes informal communication and
monitoring visits. Extensive guidelines for monitoring and monitoring visits are in use (see Annex 2),
which set also the following objectives for the monitoring:
− Helping and supporting. Monitoring the implementation of the project and supporting the
partner CSO in the implementation of the project, e.g. identifying potential problems.
Support may be informative or functional (e.g. helping with reporting and financial
monitoring or information and advocacy/communication in Finland).
− Checking and monitoring. Finding out if the project management and functions went as
planned and reported. Prevention of abuse.
− Knowledge acquisition, learning and communication. Deeper understanding of project
implementation and impacts. Also, the impact of project financing on the implementing
organization and the operating environment. Communicating projects and, more generally,
lessons of cooperation, especially to Finnish society.
− Evaluation of the project. Were the goals met? Would there have been room for
improvement in implementation? What are the results (compare indicators, if set for the
project)? What are the longer-term effects that can be observed or expected? What are the
project's lessons for Siemenpuu?
− Risks and their management. A more in-depth understanding of the various threats that may
affect the implementation of the project, or the disadvantages potentially following from
the implementation of the project. How the CSO implementing the project is prepared for
different risks? Have unexpected / undesirable effects followed, or could these follow, from
the activities? How can Siemenpuu support mitigating these risks?
− Developing the cooperation. Identifying potential opportunities for further co-operation
between the project implementer and the Siemenpuu.
− Networking. Improving networking with other organizations and actors who work on similar
themes. Bringing different parties to cooperate with each other.
Siemenpuu conducts external evaluations and self-assessment processes, especially on funding
scheme level. All conducted evaluations are published on Siemenpuu’s website. In addition, grantees
are encouraged to carry out their own self-assessments and external evaluations.
9RISK ASSESSMENT AND MITIGATION The risks associated with the programme relate in particular to project funding: the operating environments, activities, or to the implementing organisations. All projects supported by Siemenpuu have potential risks, and also high-risk projects can be funded, if seen important. Siemenpuu has developed internal guidelines for risk assessment and mitigation (see Annex 3) and a matrix of risk factors and responses (Annex 4 Risk Matrix). In short, the risk management system for funding schemes and project funding is based on the project management system of the entire project cycle. When assessing the application and preparing the funding decision, different risks and their likelihood and severity is assessed. At this point it is assessed if additional measures, in addition to normal project monitoring, are required to minimize the likelihood of risk being realized. When taking the funding decisions, the Siemenpuu Board decides which risks are acceptable and whether the monitoring plan is sufficient. Some of the countries where Siemenpuu operates are very risky for CSOs, either due to political unrest (e.g. Mali) or shrinking space for the civil society (e.g. India). On the other hand, continuing funding for civil society in these countries is important in order to avoid the threatening scenarios. REPORTING In Siemenpuu’s annual reports, data from approved final reports of projects in that year are reported and aggregated in the funding scheme and programme levels. More extensive aggregations of results of the finalised projects are done after each programme period when results are assessed against the set targets for the period. Results data is supplemented with case stories that are used especially in Siemenpuu’s communications. RESPONSIBILITIES The Board of Directors provides strategic guidance and approves the strategies and key documents, the annual and long-term targets and provides management guidance. The Office is responsible for implementation, including M&E and reporting. Working groups give guidance on thematic issues and projects. See following chapter 1.4 for more details. 1.4. ADMINISTRATION The Board of Directors manages and represents Siemenpuu. It directs strategic planning and activities, sets guidelines, oversees the implementation of the annual action plans and budget, makes project-funding decisions and bears employer responsibilities and recruits permanent staff. Members of the board are selected by the Siemenpuu Council. The board's term of office is one calendar year, and it has approximately ten meetings during a year. 10
The Council monitors and supports the work of the Foundation. Each of the 15 founding organisations of Siemenpuu (see Annex 1 for list of the founders) has the right to appoint one member to the council. The council's term of office is two calendar years. An annual meeting is held in October-December. The main responsibility of the council is to select the board of directors, chairperson and the auditors. When electing the members of the board, it is pursued that both of the genders are represented. The Siemenpuu office has currently five permanent full or part-time employees: a director, two programme coordinators, a programme and communications coordinator and a financial officer. The Siemenpuu office administers projects funded by the Foundation. It implements annual action plans within budgetary limits, is in charge of organisational development of Siemenpuu and represents Siemenpuu towards the public together with representatives of the executive board. The current staff of Siemenpuu has a strong experience in the fields of environment, development and in CSOs. The work of the office and the executive board is supported by several working groups involving board and council members and other voluntary experts and activists mainly from the founding organisations. The board-appointed working groups act as guidance and action groups for the funding schemes. They prepare country and scheme-specific issues to be decided upon by the Foundation board and have an active role in monitoring and developing the funding schemes, as well as in communications, in support of the office and the board. The groups have limited decision- making power. Each group convenes approximately 4 to 10 times per year, according to its own schedule. Apart from the board-appointed members, the groups have other members who receive information on the activities of the Foundation and take part to the group activities, but they are formally not responsible in the decision making of the group. Siemenpuu organises yearly joint weekend planning retreats for board, council, working group members and staff. The role of the volunteers is remarkable in Siemenpuu. Siemenpuu has detailed administrative and financial management guidelines including staff policies. 1.5. RESULTS & LESSONS LEARNT FROM THE EARLIER WORK Since Siemenpuu started funding CSOs’ work in Asia, Africa and Latin America in 2002, it has granted funding to almost 600 projects. Until 2006 there were no sub-programmes, but a general application window for environmental proposals. The fully open application window resulted in an unmanageable number of proposals and heavy workload for both the Foundation and the CSOs drafting the proposals. In order to restrict the number of project proposals received, and to better focus Siemenpuu’s support, eight cooperation programmes, or funding windows, were established between 2006 and 2013. Occasionally, focused application windows have also been opened outside the programmes. Siemenpuu’s founding organisations have had the opportunity to suggest projects to be funded too. 11
MAIN RESULTS WITHIN THE EIGHT SUB-PROGRAMMES 2010-2016 Global Dialogue for Good Living Several distinct dialogue processes have been fostered within the sub-programme. The Global Forest Coalition has gathered forest communities’ experiences and views on community-based conservation on different continents and relayed these views to the international fora on biodiversity, climate and forestry. The involved communities' ability to face threats and present their community-based alternatives has grown, leading to local and national level advocacy on their rights. In Zimbabwe and Mozambique the small-scale farmers’ movement has exchanged experiences on biodiverse agroecological farming and managed to hinder some threats related to peasant seed rights. Among the Focus on the Global South network in Asia dialogue on community traditions and values has taken place and the outcomes have inspired advocacy work in favour of more sustainable development models. In Cambodia Siemenpuu’s support played a crucial role as Mother Nature and the local communities succeeded in stopping the hydropower dam project in the Areng Valley, which would have destroyed unique ecosystems and displaced the local communities. Indonesia: Forest Conservation and Sustainable Use Grantees, such as the Jikalahari network in Sumatra, have campaigned for community land rights and against illegal land grabbing and logging. As a result, local communities have gained formal recognition over their forest rights and possibilities for sustainable livelihoods related to non-timber forest products have been improved. Corruption cases affecting the forest conservation measures have been brought up by the CSOs. Between 2010 and 2015, with Siemenpuu’s direct support, over 10,000 hectares of forest land was protected with community based arrangements. Logging and clear-cutting was avoided in even larger areas. In Riau, Siemenpuu’s partners have played a key role in the political process that has led to over a million hectares of avoided deforestation over the past years. In 2016 nearly 1,000 hectares of traditional lands of the Dayak people were mapped in order to clarify land tenure relations and advance community forest conservation. Forest conservation in general, and avoidance of peat swamp forest draining in particular, has contributed to climate change mitigation. With Siemenpuu’s support, some Indonesian CSOs have founded a national network of organisations working on mangrove conservation. India: Adivasi Peoples’ Rights Through community level work by National Adivasi Alliance (NAA) member organisations, the tenure rights and forest conservation schemes of the indigenous communities, the Adivasi, have been strengthened. The grantees’, such as the Adivasi Samta Manch in Chattisgarh and the Devote Trust in Odisha, work relies on the Adivasis’ traditional, forest dependent livelihoods and cultures. With Siemenpuu’s support, tens of thousands of Adivasi families have gained recognition of their rights to their traditional areas. In 2016 alone, at least 27,000 hectares of forest and farmland was registered to the Adivasi families and communities with the facilitation and other support from NAA network members. Simultaneously, their awareness on the Forest Rights Act based rights, self-determination and community governance of land and natural resources have strengthened through capacity- building. In addition, the Adivasi leadership and sense of shared Adivasi identity has been vitalised. India and Nepal: South Asian Dialogues on Ecological Democracy In India, the SADED network has developed an ecological democracy model, in which the foundations for decision-making and governance related to community environments are 12
strengthened in an ecologically and socially sustainable way – taking into account also the most excluded people. Many actors within and outside of India have adopted the model and developed it further. For instance the Harit Swaraj action groups have advanced local democracy in India. SADED has also contributed with inputs to important national networks on climate, sustainable agriculture and health. In Nepal strengthening of democracy from local to national level has taken place through national dialogues, and ecological sustainability of post-earthquake reconstruction has been enhanced. India: Food Sovereignty in Tamil Nadu A network of organic farmers and local NGOs, JASuL (Joint Action for Sustainable Livelihoods), was founded by Siemenpuu’s support in the state of Tamil Nadu. Conservation of water resources, use of organic pest control and soil improvement methods, as well as native seed varieties has increased in climate change affected areas in Tamil Nadu due to Siemenpuu’s support. Small-scale farmers’ crops have improved and farming costs have decreased. Small-scale fishermen have been re-granted their traditional tenure rights to some fishing areas. The Food Sovereignty in Tamil Nadu sub-programme ended in 2016. Between 2003 and 2016 the 86 projects supported by Siemenpuu in Tamil Nadu reached at least 180,000 beneficiaries and the activities gained vast publicity in local media. Latin America: Community Based Forest Conservation and Agricultural Biodiversity In the Brazilian Amazon region the gatherer and indigenous peoples’ movements, CNS and COIAB, have defended their traditional areas extending currently to approximately 60 million hectares of gatherer conservation units and 115 million hectares of indigenous reserves. During 2010-2014 one new federal gatherer reserve was established in the Amazon region, whereas in 2016 gatherers received 2.6 million hectares of new gatherer unit titles. During 2010-2016 46 existing gatherer reserves received their user permits. Alianza Biodiversidad has, together with the small-scale farmers’ movement, brought to discussion environmental impacts of the industrial agriculture and demonstrated the benefits of diverse small- scale farming. Increased knowledge and dialogue have strengthened the women led small farmers' movement striving for food sovereignty in nine Latin American countries. For instance the biodiversidadla.org website has reached approximately 400,000 annual visitors. Mali: Environmental Protection and Awareness in the Sikasso Region Along with Mali Folkecenter Nyetaa’s work, a hopeful atmosphere has arisen in the Sikasso Region, and causes of environmental pollution, such as large-scale logging, chemical based cotton farming and gold mining have been identified and CBOs empowered to address these problems. Simultaneously, environmentally friendlier livelihoods and more sustainable management of commons have been developed. Siemenpuu’s support has led to the establishment of a regional decision-makers’ network to tackle local problems caused by mining activities. Three capacity- building centres gather and relay best practices of rural environmental work and enable peer learning related to sustainable livelihoods. The Mekong Region: Sustainable Energy Policies Siemenpuu’s support has led to the establishment of the Mekong Energy and Ecology Network, which focuses on energy issues in the region. It has increased the debate on energy issues and brought along new actors to promote sustainable energy production and consumption patterns. Local CSOs aim to prevent conflicts of interest and abuse related to energy investments by 13
demanding transparency. Recently the network has increased its focus on Myanmar, where for instance the inhabitants of 40 villages along the River Salween have become empowered through a community based environmental impact assessment process, and have started advocating on local energy decision-making. LESSONS LEARNT Through the experiences gained by supporting projects of the African, Asian and Latin American CSOs, Siemenpuu has deepened its understanding on how complex and intertwined the development and environmental challenges are, let alone their interconnected nature on local, national and global levels. Consequently, it is important to tackle the problems from various angles simultaneously to reach the root causes. These angles include the protection of climate and environment, community and human rights, gender equality, sustainable economy and ecological democracy. The wide-ranging interests and expertise provided by Siemenpuu’s founding organisations also support this view, as well as the need to provide the Finnish society with insights from a truly global perspective. Experiences from the funded projects feed to planning processes, especially to processes of partner identification, which leads to improved efficiency. 2. PLAN OF THE PROGRAMME 2018-2021 2.1. THEORY OF CHANGE Previously, most of the elements of Siemenpuu’s theory of change have been visible in the planning documents, but not explicitly as a comprehensive visualisation and narrative. In preparation of the programme 2018-2021 Siemenpuu has developed a more formal Theory of Change, to track the pathways to desired change. It (as the overall results framework) will be tested and further refined with the evidence and experiences gained by end of 2018 (see chapter 2.3). 14
Siemenpuu contributes to the aim of the Finland’s development policy to support developing
countries’ efforts to eradicate poverty and inequality and promote sustainable development. The
overall goal of Siemenpuu's programme is to make a contribution to a transition whereby
biodiversity is protected and everybody has their basic needs met by ecologically sustainable
livelihoods and ways of life. In order to reach this impact, Siemenpuu has identified four long-term
outcomes it aims to contribute to:
1. Environmental improvements: Mass extinction of species, growing concentration of
greenhouse gases and pollution of the environment have slowed down through decisive
multi-stakeholder action.
2. Strengthened community rights: Displacement and dispossession of indigenous and other
rural communities has slowed down or been prevented through the recognition of
international and nationally legislated rights to sustainable living.
3. Sustainable economy: Unsustainable extractivist practices have been replaced, especially in
key sectors, such as food and energy by economic systems that are based on solidarity and
ecologically sustainable governance of the commons, especially in key sectors such as food
and energy provisioning.
4. Comprehensive ecological democracy: The undesirable trend of increasingly authoritarian
governance has been reversed to flourishing, comprehensive and participatory democracy
respecting environmental limits by broad popular movement efforts.
During the programme period 2018-2021 Siemenpuu aims at enabling change, in the communities
and environments where its grantees are working, as steps towards the long-term outcomes. The
intended short-term outcomes are in four categories: communities’ rights over natural resources,
conservation and sustainable use of the areas, capacity of the civil society to protect, defend and
advance rights for sustainable living and policy level changes advancing sustainable alternatives.
Intended outputs are produced by the activities of the Siemenpuu’s grantees supported through
funding, capacity building, networking and communication work.
There are a number of assumptions underlying the connections.
From short term outcomes to long term outcomes:
− Civil society is a key driver of social change in all societies.
− Governments are accountable to the civil society.
− Strengthened rights of the marginalized communities over the natural resources contribute
to the environmental improvements.
− Human rights based approach is essential in solving complex development and
environmental problems.
− Local communities have a shared interest to sustainable use of the local natural resources
− Leaving planetary well-being to the market and financial instruments has shown to produce
ambiguous outcomes. Sustainable solutions are after all locally based.
From outputs to short term outcomes:
− The interests and aims of the intended beneficiaries (communities and their members) and
the CSOs supported by Siemenpuu coincide. Therefore both contribute their time and
energy into the joint efforts.
− Operating environment is favourable to the interventions, i.e. there is at least some
alignment in the stated objectives for rights to sustainable living and environmental
protection among the powers-to-be that have influence on the communities at stake.From inputs to outputs:
− Civil societies in developing countries require strengthening with global solidarity and
external support.
− Siemenpuu receives through its networks sufficient high-quality applications from
competent organisations.
− Siemenpuu's grant making process (including criteria and decision making) leads to projects
with high relevance, efficiency and impacts.
2.2. RESULTS FRAMEWORK
The overall results framework below presents the aggregated indicators developed to measure the
success of the programme and the result targets up to the end of 2021.
The aggregated indicators are still more inclined towards measuring the outputs than really
measuring the change created at the outcome level. They measure and highlight more the possibility
of change. As such, these indicators should be interpreted as a measure indicating on which
direction the programme is going, and final results should be accompanied with an analysis to
interpret the results.
Some of these aggregated indicators were tested in the Siemenpuu programme reporting of 2016,
and it highlighted also some of the limits involved. Results rising from the projects in 2016 include a
remarkable amount (over 4 million hectares) of land areas brought under conservation and
sustainable use. It is worth noting that Siemenpuu’s grantees did not do this only by themselves, as
this kind of decisions involve many stakeholders and usually years of advocacy. However, the
grantees contributed intensively to this. The exact role of Siemenpuu’s support of this result is
impossible to establish in precise numbers. In the 2016 case, also the sustainability of the results is
out of the direct influence of Siemenpuu’s partners. For example, the current government in Brazil
has weakened many environmental policies and related public institutions, and therefore has
created a very challenging environment for the indigenous and gatherer peoples to achieve further
improvements towards their objectives or even to maintain these areas protected. In addition,
forest conservation contexts vary between regions and countries. Using a simple number of hectares
under conservation as a programme indicator makes it very difficult to describe the unique
characteristics of each conserved hectare.
Siemenpuu aims in 2018-2021 to fund between 25-40 new projects and 30 projects that have
started before 2018. These projects are initiated, planned and implemented by the CSOs in global
south. Project proposals will be received through the five thematic funding schemes, and assessed
against the funding schemes priorities and the general funding criteria. However, funding decisions
should not be guided by the easiness of reporting by the selected indicators, but the potential of
long-lasting results.
Also to be noted that the outcome level is not in the direct sphere of influence for Siemenpuu, but
property of the grantees.
Siemenpuu's results frame is built on four overall goals with several sub-goals that aim at
improvements in the global South and are shared by all five funding schemes. First of them targets
at positive impacts on the lives of the people whom the Siemenpuu supported CSOs interact with.
Second one deals with the natural environment where the CSOs supported by Siemenpuu contribute
17to improvements in biodiversity and climate protection. Third one relates to the capacity of the local CBOs and other CSOs that grow due to the support of Siemenpuu. Fourth one addresses policy level where Siemenpuu's support enable NGOs and other CSOs to make initiatives and demands that have positive impact on policies and practices of states and other formal actors. Lastly, fifth overall goal is set for the information advocacy work where the primary audiences are the Finnish public and policy makers. Results framework (and the Theory of Change) will be tested and further refined with the evidence and experiences gained during the first years of the programme period 2018-2021 (see chapter 2.3). 18
RESULTS FRAMEWORK FOR SIEMENPUU 2018-2021
Baseline
Indicators and result targets are presented here without explicit baselines because Siemenpuu's modality as a funder for initiatives from south does not
reasonably allow numeric baseline studies to be made. In some project applications baseline information may be included, but they will come only in the
course of the programme implementation.
Means of verification
Data to measure the results is collected in goals 1-4 from the standard reports the projects, backed with other communication and monitoring, including
occasional visits to the project areas and evaluations.
Key for the funding schemes
A = Just Transition to Ecological Democracy, B = Forests and Coastal Ecosystems, C = Biocultural Rights of Indigenous Forest Communities, D = Rural Women
and Food Sovereignty, E = Climate and Energy Justice
Overall Goal 1: Poverty and inequality have decreased in the supported communities due to improved realization of rights over bio-cultural heritage,
natural resources, food security and sustainable energy
Sub- Short-term outcome Means/activities Targeted result Indicator Funding
goal schemes
1.1 Members of low-income rural Support to activities that provide At least 170 000 Number of people who have A, B, C, D, E
communities have received information to poor women and men people reached. received useful information
information about their rights to bio- and their supporters through meetings, because of the supported
cultural heritage, natural resources, rallies, printed and digital publications activities.
food security and sustainable energy. and other means.
1.2 Members of low-income rural Support to consultation, legal advice and 35 000 have got direct Number of women and men who B, C, D
communities have defended or other interactions. Includes defending land related rights. have benefited from the acquired
obtained ownership or users' rights to areas against land grabbing and making individual and community land
land and made ecologically sustainable use of provisions in national legislation and tenure rights.
use of them. for land and users' rights.1.3 Indigenous communities have Support to production and use of bio- 20 000 direct Number of women and men who C
documented and obtained rights to cultural community protocols and forest beneficiaries. are members of the communities
their bio-cultural heritage. rights claims where biocultural rights have
been documented.
1.4. Low-income female and male farmers Support to advice to and organising of 3 000 direct Number of women and men who D
have got improved access to farmers on agroecology and food beneficiaries. have benefited from the
indigenous seed systems, organic sovereignty supported activities.
fertilizers and other means of
agroecological production.
1.5 Low-income households have obtained Support to solar electricity installations 15 000 direct Number of women and men who E
access to ecologically sustainable and other sources of clean energy beneficiaries. have benefited from the
energy supported activities.
1.6 Members of low income communities Combination of the activities presented Most of the Qualitative change that can be A, B, C, D, E
have improved their well-being by above. beneficiaries above get observed in people’s lives.
improved access to socially and the related additional
ecologically sustainable livelihood co-benefits.
sources, income generating activities,
public services and commons.
Overall Goal 2: Biodiversity loss and climate emissions have reduced in the supported localities due to maintenance and increase of land areas under
conservation and sustainable use
Sub- Short term outcome Means/activities Targeted result Indicator Funding
goal schemes
2.1 Land areas that are currently Support to community 50 000 ha Hectares of land that have been A, B, C
designated for conservation or are conservation initiatives and to maintained under ecologically
under ecologically sustainable use are activities that defend existing sustainable regimes with the help of
maintained and not converted to sustainable usage and tenure the supported activities.
20monocultures or infrastructure systems of communities.
2.2 New forest areas and other important Support to conservation efforts 65 000 ha Hectares of forest land that have been B, C
ecosystems are formally included in that emphasise on community brought under ecologically sustainable
regimes that maintain or improve their benefits and responsibilities. regimes with the help of the supported
biological diversity and positive carbon activities.
balance.
Overall Goal 3: Capacity of supported civil society organizations and community groups to advance rights to ecologically sustainable living for all has
been improved
Sub- Short term outcome Means/activities Targeted result Indicator Funding
goal schemes
3.1 Community based groups and local civil Support to training, mapping, 60 CSOs and thousands Number of CBOs, informal A, B, C, D, E
society organisations develop their information sharing, exchange- of community groups. community and movement groups
knowledge and skills relating the rights- visits, and analysis. and civil society organisations that
based approach to ecologically have taken actively part in the
sustainable well-being and organisational project activities and
management. management.
3.2 Women's role in all aspects, including Support to women-focused Share of Siemenpuu's Number of supported projects A, B, C, D, E
leadership, is increased among the CSOs. approaches and activities. support is directed to that are women-focused and/or
women-lead or women- women-lead.
focused initiatives.
21Overall Goal 4: Democracy, gender equality and sustainable development alternatives are advanced by civil society policy initiatives and popular
demands
Sub- Short term outcome Means/activities Targeted result Indicator Funding
goal schemes
4.1 Popular movements and civil society Support to CBOs and CSO to At least 150 policy Number of initiatives made at any A, B, C, D, E
organisations formulate popular formulate and make demands initiatives and level (local, national, global).
demands and policy initiatives to advance and initiatives (dialogues, formulations of popular
the rights to sustainable living. workshops, gatherings) demands.
4.2 CSO demands and initiatives have an Support to advocacy and Tens of the demands lead Number of initiatives that have an A, B, C, D, E
impact on policies and practices of campaigning to pursue the to at least partially to the impact on policies and practices.
institutions that have impact on people's articulated demands and policy desired changes.
lives (governments, companies etc.) initiatives.
4.3 Issues and perspectives regarding rights Support to the development of Qualitative Expanded debates that bring A, B, C, D, E
to sustainable living are expanded by the new ideas and discourses. forward new and innovative
CSO discourses, including bio-cultural life perspectives as well as forgotten
heritage, systemic alternatives, ecological perennial aspect.
democracy etc.
22Overall Goal 5: Awareness of Finnish decision makers and public on overconsumption, global environmental challenges and the rights of the poor has
increased through Siemenpuu's communication and advocacy efforts.
Sub- Short term outcome Means/activities Targeted result Indicator
goal
5.1 Siemenpuu’s work, its results and the Updated information on 30 000 Finnish citizens Number of visitors on Siemenpuu Communicati
issues advocated by its Southern Siemenpuu’s work and results on reached yearly website; followers in facebook ons &
partners have gained publicity and more website; active use of social media; and twitter; visibility in media and information
support for Siemenpuu’s work in Finland publishing and circulating brochures in publications of founding work
and other printed material; organisations; participants in
organising discussions and other Siemenpuu discussions and other
events; using the media channels of events
Siemenpuu’s founding organisations
5.2 Finnish people's awareness on Publishing books/materials on Thousands of Finnish Reach of Siemenpuu’s books; Communicati
environmental problems in the South alternative development models citizens reached with a feedback on Siemenpuu’s books; ons &
and negative effects of overconsumption and successful grassroots initiatives; personal impact number of seminar and other information
have been increased and they are facilitating field visits for Finnish event participants work
motivated to act for a sustainable future. students and volunteers; supporting
the development information and
education work of Siemenpuu’s
founding organisations
5.3 Finnish decision and policy makers Participating the Finnish CSOs joint Key Finnish decision Number of advocacy activities Communicati
directly or indirectly influencing the advocacy work (statements, makers have been (statements, comments, ons &
Southern communities and partners comments on development policy influenced campaigns); number of meetings information
have been influenced by Siemenpuu and country programmes, with decision makers work
campaigns); direct communication
with politicians, civil servants and
corporate representatives
232.3. DEVELOPMENT PLAN FOR THE RESULTS-BASED MANAGEMENT
The Theory of Change and the results framework introduced in the previous chapters will be tested
in the first half of 2018 and further developed on the basis of the experiences gathered and
comments received. Development of the Theory of Change and the results framework is done in
connection with Siemenpuu's continuous development work of the overall results-based
management system. In accordance with the terms set in the funding decision of MFA, the
relationship between the Theory of Change, the results framework and the funding schemes will be
clarified.
In the process the performance of the entire result-based management system will be assessed in
relation to the role of Siemenpuu as a funder, the operational strategy and the volume of the
activities (number of projects to be funded and resources in the project management). Developing a
results framework appropriate for a funder role will be done in cooperation with other special
foundations Abilis and KIOS.
In addition, the following questions will be assessed in particular:
− long-term outcomes in the Theory of Change and their link to the results framework
− result-chains of the funding schemes and their link to the results framework
− description of the overall objective of the programme
− impacts, and their assessment, of regional and international networking
Timeframe for this development plan:
− The target values of the results framework have been updated according to the level of the
guaranteed funding (Jan-Apr)
− Update of the project management guidelines and forms, part 1: selection criteria and
project management forms (Jan-June)
− Adjusting the result targets and plans of the funding schemes according to the level of the
guaranteed funding (Feb - Sep)
− Update of the project management guidelines and forms, part 2: guidelines to the project
implementers and risk management guidelines (June - Nov)
− Collecting comments from the Siemenpuu-network to the development of the Theory of
Change and the results framework (partners, government, working groups, MFA, special
foundations, other partners) (Feb )
− In cooperation with the special foundations (Abilis and KIOS) workshop on result-based
management (Sep)
− Internal workshop on result-based management (Oct)
− Approval of the updated Theory of Change and results framework by the Siemenpuu Board
of Directors and Council in connection with the approval of the Annual Plan 2019 (Nov)
2.4. PARTNERS AND BENEFICIARIES
Siemenpuu’s grantees, the partners, are expected to vary also in the programme period from small
community organisations to professional NGOs and international networks. Siemenpuu has lately
focused project funding on larger and longer-term partnerships with well-established organisations
which have strong connections to the grassroots. Smaller, administratively demanding community-
based organisations are supported directly, if it is assessed that the use of administrative resources
is justifiable.In the application process, the capacity of the applicant to implement human rights approach and to adhere to the project management requirements of Siemenpuu is assessed. Beneficiaries of the project funding are expected to be especially the disadvantaged and most marginalized rural communities, and especially women, in the developing countries. Key beneficiaries of funded projects should be communities that are directly dependent on their living environment as a source of their livelihoods and the continuity of their life form. Particular groups of beneficiaries include indigenous peoples and other forest communities in India, Nepal, Indonesia, and the Mekong region, Brazil, and East and West Africa. Many of these groups are threatened by external political and economic interests and environmental change. Climate change, prolonged droughts, abnormal rainfall, increased forest and peat fires, and rising floods caused by rising seas and saltwater have forced communities to explore alternative and complementary sources of income. It is essential to strengthen local people's ability to face these external pressures. Local communities are empowered to claim their right to participate in democratic decision making processes related to their lives. Principal duty-bearers to be addressed are states. Long-term partnerships are important for lasting results and for managing risks. Thus previous Siemenpuu partners will be considered in the funding decisions, but the continuation of each partnership will be based on the assessment of the results of the previous funding periods, as well as the quality of the new application. Siemenpuu together with its founding organisations has built strong thematic networks with the environmental movement and other environmental funders. These networks will be used in identification of new partners and proposals for funding, dissemination of the calls for applications, as well as in monitoring. Founding organisations play also an important part as partners in communications activities. In the project management and especially in monitoring and evaluations, collaboration will take place with the other Finnish special foundations, and the programme based organisations. With regards to fundraising deeper cooperation in the program period is foreseen at least with The Christensen Fund and Emmaus Helsinki and with the Climate Fund of the EKOenergy network. All these are also allies in the development of the thematic understanding and communications work. The most important of these partners and allies are introduced in the presentation of the thematic funding schemes and other activities in the following chapters, and are presented alphabetically in Annex 5. 2.5. RELEVANCE TO THE AGENDA 2030 AND FINLAND'S DEVELOPMENT POLICY Siemenpuu's goals and practices strongly support the Agenda 2030 and are directly linked to many of the sustainable development goals (SDGs). The realization of the SDGs requires the full implementation of the UN Conventions on Biological Diversity and Climate Change as well as the Convention on Economic, Social and Cultural Rights. The activities of the Siemenpuu support in particular the implementation of these agreements and the SDGs 1, 2, 5, 7, 10, 12, 13, 15 and 17. These goals are an important part of Siemenpuu's project selection criteria. All of the five funding schemes are based on the objectives of: (1) ending poverty in all its forms everywhere; (5) achieving 25
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