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ANNEX C

Project document template for DDE Bridge funding

The DDE objectives for the Result Area Good Practices and Robust Infrastructure are described in the DDE draft
proposal dated July 2015. This template should be followed for each GP or RI projects with high strategic value,
urgency and priority, e.g. projects that cannot be postponed to July 2016 once DDE funding starts.
The proposal should clearly motivate the reasons for priority funding in the period january 2016-june 30 2016.

As the DDE Bridge Find is a grant with a limited duration, all projects proposed under this fund should start
before 1 July 2016, and the allocated grant should be fully utilized before 1 July 2016, with a maximum no cost
extension until 31 December 2016. The programmes may become part of the DDE 2016-2020 programming.

Enhancing the potential of the Sustainable Trade Platform

Colombia
Palm oil, coffee, sugarcane and bananas
REC SAM
FINAL DRAFT PROPOSAL
3rd December 2015

Contents
1. Context Analysis – Max 2 pages......................................................................................................2
1.1 Problem Analysis.......................................................................................................................2
1.2 Actor Analysis............................................................................................................................2
1.3 Motivation for implementation in Jan-June 2016.....................................................................3
2. Programme Theory of Change – Max 2 pages.................................................................................4
2.1 Objectives.................................................................................................................................4
2.2 Theory of Change......................................................................................................................4
3. Gender Strategy..............................................................................................................................6
4. Inclusive approach..........................................................................................................................6
5. Partners...........................................................................................................................................6
6. Measurement Plan..........................................................................................................................7
6.1 Plan for baseline and evaluation...............................................................................................9
7. Detailed Work Plan January – July 2016..........................................................................................9
8. Overall Work plan 2016-2020.......................................................................................................10
9. Detailed Budget 2016....................................................................................................................11
9.1 Co- and match-funding...............................................................................................................11
10. The innovative agenda of the STP.................................................................................................12

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1. Context Analysis – Max 2 pages

1.1 Problem Analysis
Colombia is one of the countries in the world that has managed to continuously export products despite its
internal conflict. Furthermore, some sectors have achieved a high degree of specialisation through added value
exports. Coffee and bananas are two representative value chains in Colombia which have consistently
complied with high sustainability standards. Other sectors such as palm oil and sugarcane are looking upon the
more established sectors to define their path towards sustainability. Despite these efforts, sustainability in
Colombia was not reaching full potential as value chain actors were tackling issues in isolation, duplicating
efforts and encouraging inefficiencies such as:

- Proliferation of multi-certified value chains affecting investment and performance. Subsequently with
low impact on farmers and workers livelihoods.
- Weak support to producers and workers. Greater focus is needed on strengthening existing producer
support programmes and extension services. More effective tools and methods needed to ensure that
sustainability practices are adopted at the bottom of the chain.
- Limited existence of cross-sector and intra-sector coordination of programmes, avoiding competition
and preventing fragmentation on sustainability goals.
- Limited impact of climate change initiatives. Although, Colombia has successful pilots supporting
producers on climate adaptation, these pilots are not delivering impact at sector level.
- Limited knowledge about the role played by women in the ingredients we consumed. This often leads
to a female exclusion on technical assistance and ultimately limiting their access to income and decision-
making.

Solidaridad launched the Sustainable Trade Platform (STP) in 2012 as an innovative initiative to reduce industry
fragmentation and provide coherent responses to non-competitive issues affecting the performance of three
Colombian agricultural sectors. By creating a neutral space where stakeholders get together to agree on
strategies to address sustainability issues such as higher production costs or climate change, we have managed
to avoid duplication of initiatives, create investment efficiencies and reduce stakeholders isolation in
sustainability matters. The STP in Colombia is starting to deliver sectorial change. Nevertheless, for this change
to become systemic the STP needs to be proactively lead and implemented until at least 2020.

1.2 Actor Analysis

Key stakeholders in the field of sustainability in Colombia for coffee, palm oil, bananas and sugarcane are:

Producer and worker organisations – Ultimately responsible for the adoption of good practices. They are main
beneficiaries and deliverables of change. They receive different good practice messages from service providers
and have to balance these messages with their every day work. Their characterisation varies per commodity.
Coffee is mainly produced by smallholder farmers (560,000). Palm oil and sugarcane impacts both small and
medium size producers (8,000 palm oil and 2,800 sugarcane) and workers at plantations (150,000 palm oil and
35,000 sugarcane). Bananas operate through both small producers and large plantations with workers
(30,000).

Sector associations – Organisations that represent commodity sectors and are responsible for influencing
policy. These associations often have research centres and develop curricula on agricultural practices but this
knowledge or services are only available to their members. Their engagement is important as they are a source
of knowledge and determine trends in each sector. Some of these organisations (FNC, Augura, Asoexport and
Procaña) are already working with the STP.

Processor, buyers and exporters – Key decision makers at the market place and at field level. They promote or
hinder market transformation. They often disseminate good agricultural and labour practices, which are not
always aligned with those disseminated by sector associations. They have sustainability programmes, which
are implemented in an independent way and often duplicate efforts.

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International companies/brands – International brands such as Johnsons & Johnsons, Unilever, Nestlé, Tchibo,
DE Master Blenders, Fyffes, SAB Miller amongst others which have specific sustainability agendas, determine
sustainability trends for the entire value chain and make or mandate respective investment. The STP is already
working with some of these actors in order to deliver systemic change.

Governments and donors – Including Ministry of Agriculture, the Embassy of the Netherlands in Colombia,
NORAD and SECO. Their role in relation to change is twofold: providing resources to implement project
activities and determining policy that enables sector development.

Certification schemes- Independent schemes that provide credible guidance in the field of sustainability
including UTZ, Café Practices, Fairtrade, Rainforest Alliance, 4C amongst others.

Non-for-profit organisations – Responsible for facilitating sustainable production process and trade.

Key changes already delivered by the STP and its partners include:

- Generating trust by different stakeholders involved. Positioning the sustainability agenda as a non-
competitive element with consensus.
- Defining non-competitive objectives in each sector leading to “sector agreements” recognised by key
stakeholders at national level.
- Converting these objectives on work plans with specific roles and responsibilities for STP members.
- Delivering industry projects in the field

1.3 Motivation for implementation in Jan-June 2016

This proposal is centred on enhancing the sustainability of four agricultural commodity sectors (coffee, palm oil,
sugarcane and bananas) and bringing lasting impact on the livelihoods of thousands of farmers and workers in
Colombia. This proposal is about enabling Solidaridad to continue bringing together key stakeholders in a
convening platform in order to establish sustainable production and trade in Colombia. The commodities
involved are of significant importance for the Colombian economy, high potential for sustainable trade with the
Netherlands and high importance for Solidaridad. Three of these commodities already have an established
programme within the STP. Sugarcane will be included as new commodity of focus.

Through the STP, Solidaridad has managed to position itself as a facilitator and supporter of sustainable trade
in Colombia. It has introduced in an innovative way the concept of cross learning amongst sectors, establishing
joint approaches and preventing competition amongst programmes and standards. The STP is a fantastic
example of industry collaboration to reach sustainability in value chains. This is “former” REC Andes flagship
initiative and the approach is starting to be replicated at continental level. If there is one project to be funded
by DDE resources managed by Solidaridad, this should be the STP in Colombia. These are our reasons:

High strategic value- The majority of the work of the STP contributes to the areas of good practices and robust
infrastructure prioritised by DDE. For instance, the STP is currently working at industry level with the FNC and
private coffee exporters to agree on a national curriculum for soil management but also is coordinating with
stakeholders the dissemination and sector uptake of this curriculum.

High priority – REC SAM has identified the STP as a priority initiative for the region as a result of the impact
that is already delivering and its potential for replication in other countries/RECs. This strategic decision is also
coherent to the human and financial resources invested in the Colombian office between 2012 and 2015.

Urgent – Unfortunately, core funding that enables the STP to operate is coming to an end in 2016. However,
the vision of the STP is at least until 2020. We believe that Solidaridad´s role and funding is critical in order to
establish industry collaboration as everyday practice in the long term. In the short term, the STP has new
exciting opportunities, such as new partnerships with SAB Miller in sugarcane or Unilever in palm oil that will
lose momentum if additional resources are not secured. In addition, Solidaridad has salary commitments that
will not be able to fulfil from 2016. DDE funding will enable us to continue operations in Colombia whilst finding

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new sources of project income. Solidaridad Colombia is already in conversations with other potential donors
such as SECO and NORAD to secure new funds for the second phase of the STP and leverage funds from this
potential DDE investment.

Seed capital – STP is implemented as a public private partnership. Currently, for every Euro invested by
Solidaridad through the Embassy grant, STP partners contribute 1.5 Euros. During this Bridge Fund period, STP
partners will provide a combine match- funding and co-funding of 120,500 EUR (80% additional investment to
funds requested to DDE).

2. Programme Theory of Change – Max 2 pages

2.1 Objectives
Overall Objective:
By 2020, 90 organisations collaborate through the STP to resolve sustainability challenges in coffee, palm oil,
bananas and sugarcane. 

The STP will continue to be central to Solidaridad Colombia and REC SAM strategy between 2016 and 2020.
The majority of the commodity programme activities are developed under the STP umbrella and complying to
STP principles (equal representation, transparency, focus on non-competitive activities and private sector
match-funding). As mentioned above, Solidaridad has developed work plans with each commodity in order to
deliver sectorial change. Currently, these work plans are the basis of our “everyday work” in Colombia, which
is ultimately translated into adoption of good practices at farm level or robust infrastructure delivered by the
industry. By 2020 most of the budget of the Technical Secretariat will not depend on grants.

2.2 Theory of Change

The pathway for change identified by Solidaridad and its partners to ensure that market transformation is
reached in four agricultural commodities in Colombia is presented in the diagram below. The STP will carry out
key activities to be rolled out at field level and that in turn will deliver changes in the provision of technical
assistance, services and investments. This will ultimately induce the adoption of good practices by farmers and
workers as well as the establishment of robust infrastructures at sector level.

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Diagram 1: STP Theory of Change

2.3 Assumptions and Risks

Project assumptions include:
- Farmers are willing to adopt coherent good agricultural practices and national curriculum identified.
This will be done through innovative methodologies already tested by Solidaridad in the field.
- Service providers of technical assistance are open to share their best practices and academic research
to develop national curriculum
- Standards are open to create alliances that promote efficiencies
- Companies will continue to provide match-funding for STP activities
- The STP is able to continue with same level of operations and keep momentum

Risks and mitigation strategies are listed below:

Risks Level Mitigation strategy

Credibility of the platforms
Peace talks are not completed and insecurity
increases in areas of implementation.
Insufficient market demand for certified
sustainable commodities
Political will to address sustainability issue will
change with government administration changes
Medium Clearly articulate work and impact of STP in first phase of
implementation. Strengthen monitoring and evaluation systems and
ensure that outcomes are informing STP programmes. Continue
bilateral initiatives with STP members
Low Establish close ties with local government, security forces and
producer organisations in order to identify, manage and avoid risks at
early stage of projects. Selection of alternative areas with lower risks
to implement projects
Medium Work with certification standards to make them more cost effective
vehicles. Increase the recognition of sustainable products among
buyers. Build business case at early stage. Identify and communicate
value created by STP approach at industry level.
Low Increase participation of private partner in public-private
partnerships. Make long-term commitments with government.

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3. Gender Strategy
The four sectors included in this proposal as well as Solidaridad as a civil society organisation have limited
knowledge about the role played by women in the commodities that are exported. No matter the progress
achieved by sector in terms of sustainability, stakeholders rarely know about contributions made by women
and if this role is directly affecting the production and quality of the commodities they source. This is often
resulted in an exclusion of female farmers and workers needs, limited involvement in decision making and
other value chain inefficiencies such as a reduction of productivity as women are often excluded from
extensions services or training despite being responsible for agricultural or processing work. When female
work is recognised, it is always categorised as “support” and therefore unpaid.

The STP will be working with its members to better understand the role played by women in each value chain,
mapping out their contribution from seed to trading. This will be achieved through carrying out gender
assessment of each commodity whilst identifying needs and best practices already implemented. The ultimate
goal of the STP is to raise awareness about best gender practices across the sectors and internally through our
REC.

4. Inclusive approach
The STP represents the aspirations of sectors as a whole on sustainability. Its ultimately goal is to improve
farmers and workers lives. The STP objectives and work plans were jointly identified and developed by key
members of the sector including producer and workers representatives, sector associations, private companies,
standard representatives and other civil society associations. One of the principles of the STP is the equal
participation and weight of its members regardless the representation that they have in the sector. This
approach has been crucial to generate trust in the initiative and is also relevant to any resources invested in
specific STP projects.

5. Partners
Today, the STP has more than 90 value chain actors with specific roles:

Farmer and workers: Responsible for adoption of good practices identified by STP. Producer organisations are
fully represented in the STP and contribute to the development of sector objectives.

Processors/buyers/exporters/sector associations: Responsible for implementation of STP pilots and initiatives.

STP has specific bilateral agreements with them for project implementation. They are also responsible for
collecting specific monitoring data from their activities and share it with the Technical Secretariat.

International companies/brands: Provide financial support for sustainability initiatives identified within their
value chains.

STP Steering Committee: Involving the Colombian Ministry of Agriculture, the Embassy of the Netherlands in
Colombia, IDH through its Sustainable Coffee Programme, Sector Associations (FNC, Asoexport, Augura) and
Solidaridad. The STP steering committee is responsible for defining the strategy of the initiative and following
the performance of the Technical Secretariat. The Ambassador of Netherlands in Colombia, is the chairman of
the STP steering.

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6. Measurement Plan
Results Indicators
Outcome 1: Producers and workers Number of producers or
have adopted good agricultural or workers implemented good
industrial practices in 4 commodities agricultural or industrial
practices
Extent of implementation of
GAP curricula at farm,
plantation or mill level
Outcome 2: Four agricultural sectors Number of sustainability
have addressed sustainability initiatives implemented by
challenges in a coherent and the STP at sector level
coordinated way
Partners feedback on the
nature of sustainability
initiatives delivered by STP
(qualitative)
Output 1: Climate resilience strategies Number of climate resilient
are identified, piloted and rolled out initiatives implemented by
at producer level STP members
Number of producers who
maintained or increased
productivity
Output 2: Role of female producers Gender assessment
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Baseline 2016 Targets values by Data collection method, Data collection frequency and
2020 sources responsibilities
21,328 producers and 38,000 producers Technical Secretariat records Annually collected by Technical
28,647 workers and 54,000 workers based on STP members data Secretariat
across 4 commodities across 4
commodities
To be determined At least 60% of Adoption surveys in 4 2016, 2018 and 2020 to be
adoption of commodities collected by Technical
practices Secretariat
recommended.
1 4 Technical Secretariat records Annually collected by Technical
Secretariat
To be determined Partners considered Interviews with STP partners Evaluations (externally
that STP initiatives commissioned): April 2016 and
provide added Sep 2020
value and facilitate
implementation of
their sustainability
programmes
1 3 Technical Secretariat records Annually collected by Technical
Secretariat
To be determined 8,000 farmers Productivity surveys at farm Annually collected by Technical
level Secretariat
0 4 Gender assessment including 2016 and 2017 to be lead by

and workers are identified in each completed and disseminated
value chain and communicated for each value chain
amongst the sector
Description about the role
played by women in STP
value chains
Number of gender initiatives
lead by STP and its members
by 2020
Output 3: National sustainability Number of national curricula
curricula providing coherent guidance developed
to producers are developed by service
providers
Adoption rate by producers
Extend to which the contents
of the curricula include STP
recommendations
(qualitative)
Output 4: Sustainability programmes Number of agreements
and standards working in alignment implemented by standard
to improve efficiency schemes in Colombia
Output 5: STP is established as Number of STP members who
convening initiative that provides are implementing STP
collaborative and sectorial responses initiatives
to sustainability challenges
Testimonies regarding added
value of STP at sector level
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interviews, focus groups and Technical secretariat with
literature review. support from external
consultant
Limited knowledge in At least 2 sectors Gender assessment 1 value chain by June 2016.
sectors about female increase their Second value chain to be
farmers contribution awareness about Industry awareness event confirmed.
role of female
farmers in value
chains
0 1 Technical Secretariat records Annually collected by Technical
Secretariat
0 3 National curricula guidance Annually collected by Technical
completed, dissemination Secretariat
pilots and adoption surveys
No existence of At least 60% of Adoption surveys at farms To be collected from year 2 of
national curricula adoption where curricula are implementation by Technical
disseminated Secretariat
NA National curricula Programme implementation On-going collection
include STP
recommendations
1 3 Technical Secretariat records Annually collected by Technical
Secretariat
90 95 Technical Secretariat records Annually collected by Technical
Secretariat
To be determined STP members have Case studies, STP first phase Evaluations (externally
practically and final evaluation commissioned): March 2016
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(qualitative) experienced STP and Sep 2020

added value
Case studies (internal): 3 over 5
years

Output 6: Financial stability of the STP Cash or in-kind contribution €0.50 per every €1 €0.50 per every €1 Technical secretariat records Annually collected by Technical
is secured through private and secured for STP activities over invested by STP invested by STP from STP agreements Secretariat
institutional investment 5 years over 5 years

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6.1
6.1 Plan for baseline and evaluation
The nature of the STP where sector stakeholders determine their own sustainability objectives meant that
there was not a single baseline study carried out at the beginning of the initiative but various stages of data
collection. Nevertheless, the aim of the STP is to commission an external evaluation in April 2016 to assess the
first phase of implementation of the STP (2012-2016). This evaluation will specifically assess:

 The extend to which the STP has been able to reach the objectives and targets determined by each
sector
 The extend to which the STP has been able to reach the objectives agreed by the Embassy of the
Netherlands and Solidaridad (project objectives)
 If Solidaridad has been able to delivered the “convening platform” model in an effective way. Lessons
for a second phase implementation
 The added value provided to STP partners through the implementation of the initiative

The results from this evaluation will be used to inform the second phase of implementation of the STP(2016-
2020). We are requesting 5,000 EUR from DDE to co-fund the STP first phase evaluation (please see budget
notes under section 9.1).

In addition to this, a mid term internal evaluation will be carried out in 2018 and final external evaluation will
be commissioned in September 2020. Stakeholder across four sectors – from farmers to companies – will be
invited to take part of evaluations.

On-going monitoring and learning of the STP is lead by the Technical Secretariat with inputs from sector
stakeholders including sustainability department in companies, sector association, farmer organisations and
representatives from certifications schemes in Colombia. The second phase of the STP will have a greater focus
on cross industry and internal REC learning events.

7. Detailed Work Plan January – July 2016

Output
Climate resilience strategies are
identified, piloted and rolled out
at producer level
Female producers and workers
contributions are recognised in
each value chain
National sustainability curricula
providing coherent guidance to
producers are developed by
service providers
Sustainability programmes and
standards working in alignment
to improve efficiency.
Activities When? Role of partners
- Continuation of climate smart agricultural From January Implementation of CSA projects
(CSA) initiative in coffee in two regions 2016
- First gender assessment carried out in 1 July 2016 Jointly develop ToR, definition of
(coffee) out of 4 value chains sample group and selection of areas
to be assessed. Participation in focus
groups and interviews.
- Development of national curriculum for soil From January Agreement on key best practices.
management in coffee and initial dissemination 2016 Making extension staff available
workshops
- Development of national guidance for TR4 in Identifying content of materials.
bananas and initial dissemination workshops Responsible for capacity building
workshops
- RSPO certification projects focusing in From Jan 2016 Lead implementation partner
smallholder producers
- Adapting Rural Horizons tool to the sugarcane Content contribution for adapting
in Colombia the tool. Lead on test and
implementation of pilots

- Continuing national interpretation of RSPO Key leading partners in content

STP is established as convening
initiative that provides
collaborative and sectorial
responses to sustainability
challenges
standard in Colombia interpretation
- Continuing with bilateral STP projects cross 4 From January Lead implementation partner
commodities focusing on improved good 2016 (on-going)
practices and efficiency as well as better services
offered to producers.
Definition of issues and solutions to

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- Six monthly STP meetings to identify be implemented

Financial stability of the STP is
secured through private and
institutional investment
Monitoring, Evaluation and
Learning
sustainability issues and agree solutions
- Submitting institutional proposal to scale up May 2016 Steering committee to support
STP development of proposal
- STP first phase external evaluation April 2016 Participation in interviews and focus
groups
- Communicating impact STP

8. Overall Work plan 2016-2020

Over the last 3 years the dynamic of implementation of the STP has been based on areas or issues that are
identified by stakeholders as priorities. These priorities are consequently developed into work plans per
commodity that are independently managed by the Technical Secretariat and often directly implemented by
partners. The Technical Secretariat currently has three commodity managers who are responsible for
facilitating the implementation of activities, monitoring progress and following budgets both provided by the
STP and contributed as match/co-funding. The Head of Technical Secretariat will manage activities related to
sugarcane. The majority of activities implemented during the first phase of the STP were categorised in three
building blocks: Climate change, market and certifications and adoption of good agricultural practices.
Monitoring and Evaluation was implemented as cross-cutting theme.

The second phase of implementation of the STP will be implemented through five building blocks including:

- Climate change
- Market and certifications
- Gender
- Development of national curricula
- Monitoring, evaluation, learning and exchange

Specific work plans will continue to be developed jointly with partners on an annual basis. The table below
shows the progress to date of the STP and the priority areas of future work. Sugarcane has not been included,
as programme work will start in 2016.

STP progress by sector Palm oil Coffee Bananas

Number of hectares under
sustainable management
Social and environmental
benefits of sustainability
practices vs. non attended
farms or plantations
Number of STP members
(companies or producer
organisations)
% of total volumes produced
by STP members
28,608 ha under sustainable
production (including 17,686
RSPO)
- Reduction of accidents
affecting workers
- Improvement on labour
conditions of workers
- Establishment of technical
capacity of farmers and
worker
28
39% of crude palm oil
produced in Colombia
146,000 ha under
sustainable production
- Improvement on
traceability
- Improvement on farm
infrastructure benefiting
families and workers
- Some certifications have
introduced better soil
management practices
33
70% of Colombian coffee
production. 60% of total
volumes are certified or
verified but not necessarily
sustainable
22,923 ha under
sustainable production
- Improvement on internal
control systems
- FT farmers benefits
include higher income
through premiums and
access to social schemes
- Rainforest Alliance
producers are
implementing practices
reducing their
environmental impact
4
70% of total production in
Colombia

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STP key priorities for 2016- -Increase yields in order to
2020 become more competitive in
the market
- Development of a national
technical assistance
programme reaching small
and medium size farmers
- Demonstrate that
sustainable production is a
viable business for
smallholder palm oil
producers in Colombia.
- Coffee sector becomes - Increase the productivity
more climate resilient of small-scale banana
resulting in increased producers
yields and improved - Increase farmers resilient
environmental footprint to climate change
- Development of national - Implementation of
curricula to improve national strategy to
effectiveness of GAP prevent the entrance of
disseminated by extension Panama disease
services - Promotion of Colombian
- Understanding the role bananas in the world
played in women in coffee based on sustainability
- Promote VSS credentials
coordination
- Promote marketing of
CSA coffee

9. Detailed Budget 2016

A detailed budget including both 6 months implementation activities and a 5 years budget overview has been
submitted in a separate file.

9.1 Co- and match-funding

Co-funding
The STP is co-funded by 3 sources. The Embassy of the Netherlands in Colombia is the main co-funder of this
initiative. In the same way, IDH Sustainable Coffee Programme operates through the STP in Colombia
generating and direct income for the implementation of activities with the private sector. The combined co-
funding already confirmed for 2016 from both organisations is 467,027 EUR. Although this co-funding cannot
be included as part of this application (partly Dutch Government contribution), it will be essential to deliver
public private initiatives across the sectors and to cover an important part of the STP operation costs. It is
important to bear in mind that the activities of the Sustainable Coffee Programme in Colombia are not entirely
funded by the Dutch Government. They are also funded by SECO and top coffee roasters in the world including
Nestle, Tchibo, DE Master Blenders and Mother Parkers.

In addition to this, around 50,000 EUR from NORAD will be co-funded to support with the implementation of
the STP climate change component during the January to June 2016 period. We have also submitted a 5-year
proposal to NORAD to continue our work on climate change in coffee that has been recently pre-approved.
This funding will bring around 2.1 million Euros to the Colombian Coffee Programme between 2016-2020.

Match-funding
Match-funding is provided by STP partners on a bilateral basis. At the moment, for every Euro invested by
Solidaridad through the Embassy grant, STP partners contribute 1.5 Euros. Our aim is to continue leveraging
funds from our partners on the basis over a 5-year period.

During this Bridge Fund period, STP partners will provide match funding of 70,500 EUR including 37,000 in cash
and 33,500 EUR in kind. The STP partners making this contribution are: Augura and Cenibanano as a
partnership in the banana sector, Unilever and Team foods working on palm oil, Cordeagropaz (palm oil),
Procaña (sugarcane), Expocafé, FNC and Cooperativa del Huila (coffee).

Other budget notes

Salary costs of Coffee Sugarcane Managers – During the Bridge Fund period, the salary costs of the Coffee
Manager will be covered by the NORAD I project which is due for completion on 30 th June 2016. You will also
find that these costs are not included in the 5-year overview as we expect that this will be covered by the Back
to REDD full proposal pre-approved by NORAD. Regarding sugarcane, activities will be coordinated and

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managed by the Head of the Technical Secretariat during 2016 as the work plan for this period is limited to the
work with Procaña and materialising the relationship with SAB Miller.

External evaluation of the STP – Resources to commission an external evaluation continue to be included in
the budget. The STP through its Embassy grant currently has a budget of 6,000 EUR to implement this activity.
This means that between the DDE funds requested (5,000 EUR) and the Embassy Funds we will have sufficient
resources to commissioned an external evaluation locally.

Staff costs July –December 2016 – Limited resources have been requested to cover staff costs during the
second part of 2016. This will be covered by the Embassy grant which is due to be completed in 2016. The
overlook from 2017-2020 includes staff costs requested to DDE.

10. The innovative agenda of the STP

The STP seeks sector transformation in the field of sustainability by working with “front runners”.
The STP approach is based on a combination of existing tools and principles, which have not been
tested together before. The STP has now been tested in three sectors both at farm and national level
(proof of concept). Nevertheless, the initiative needs to be implemented for a sustained period to
learn and improve its approach. We are commencing a dissemination phase where different groups -
internally such as the Platform for Sustainable Beef of Solidaridad in Paraguay or externally such as
SCAA as part of the Sustainable Coffee Challenge - are interested in the model and will test it in other
contexts or environments.

The STP is the umbrella for different examples of innovation as described in the DDE proposal
presented to the Dutch Government. Below is a table summarising the links between the STP and
Solidaridad innovative agenda for Good Practices and Robust Infrastructure:

Result Area Solidaridad Innovation Innovation at STP Commodity

agenda (critical issue)
Good practices Proactive social agenda:
inclusive economy based on
participation.
Good practices Climate smart agriculture
(CSA) and stress on water
resources
Good practices Bio-based agriculture:
moving away from the fossil
fuel-based agriculture.
Good practices Soil degradation
Robust infrastructure Scale of production
The STP is already supporting a pilot to 4 commodities,
recognise the role of women in coffee starting with coffee
production. A gender assessment will
be carried out across 4 commodities
using the Gender Action Learning
methodology (GALS).
For the last 3 years Solidaridad has Coffee
implemented a CSA initiative under
the STP umbrella to support
smallholder farmers to increase
productivity whilst reducing carbon
footprint and improve resilience.
The STP is working with major Palm oil and sugarcane
processing palm oil companies in
Colombia, which supply the dominant
bio-fuel national market, to make their
chains more sustainable.
National curriculum on soil Coffee
management involving both FNC and
private exporters currently under
development.
The STP works with small, medium and 4 commodities
large producers that are willing to

DDE Bridge Fund Programme Template –. Final version 04/08/15_IdB

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adopt sustainable practices

Robust infrastructure The next generation The STP recently undertook an Coffee and Palm oil
assessment in two sectors to identify
the reasons why young people leave
the countryside. The STP coffee
programme is currently working with
farmers’ sons and daughters to better
understand their aspirations and link
these aspirations to coffee production.

DDE Bridge Fund Programme Template –. Final version 04/08/15_IdB