Good Seed Initiative phase 2 Project Initiation Document

Good Seed Initiative phase 2 Project Initiation Document Project Executive: Elizabeth Dodsworth Senior Users: Matthew Cock and Ashraf Poswal Senior Suppliers: Sean Murphy and Roger Day Project Manager: Sam Page

Introduction ● CABI Business Owner/Project Executive: Elizabeth Dodsworth ● Stakeholders (donor, end-user, partners, etc): Donor: SDC ● End-users: Food insecure farmers in Bangladesh, Tanzania, Uganda ● Partners: NARES, government extension, CIMMYT, WARDA, international/local NGOs

Project Objectives: ● To improve the quality (health, purity, viability and freedom from contaminants) and value of farmer-saved and farmertraded seed (i. e. seed as a resource) ● To build farmer-centred seed systems, enabling the poor to access and benefit from seed from sources external to the community (i. e. seed as a commodity) and ● To take forward learning from these experiences into regional and national seed systems and policies. Project Duration: 3 years

Key Business Benefits - Strategic: ● Core project demonstrating key principles of KFD Theme ● Ongoing, interactive relationship with one of CABI’s key customers ● High impact project that will enable CABI to raise profile with more donors and leverage further support ● Opportunity to get centres working together on a common problem and to institutionalise knowledge sharing ● High replicability, in discussion with Gates Foundation and AGRA

Key Business Benefits – Financial (1) Financial – Summary Paragraph: Strengthening relationship with one of CABI’s major donors which will lead to continuing funding in the future Delivers 34% Net Project Contribution to CABI

Key Business Benefits – Financial (2) Financial – Detail ● Donor Currency: CHF Include the following information (£): ● Contract Value/Total Revenue: £ 312, 509 ● Overhead Rate Applicable: 80% ● Costs ● CABI Staff Costs: £ 89, 700 ● Direct Costs (travel, etc): £ 31, 033 ● Payments to External Collaborators: £ 120 k ● Net Project Contribution: £ 66, 286 and 34. 43%

Resource Requirements Staff (eg Editor, Scientist, etc) Sam Page, scientist Daniel Karanja Days required on Project 240 days over 3 years 180 days over 3 years

Project Exclusions & Interfaces Exclusions ● Nothing specific identified Interfaces ● None currently, but future GSI projects if secured, e. g. Gates Foundation, AGRA/PASS programme, will interface.

Key Constraints & Assumptions Constraints ● Flat budget – no increase in total budget from previous contract Assumptions ● Effective financial reporting management in place to manage and coordinate multi-centre expenditure ● Two staff will be able to deliver this high profile project within the KFD Theme

Customer Acceptance Criteria ● Objectives are met ● Reporting schedules are met, with financial reports presented according to the donor’s expectations ● Clear impact of the activities demonstrated to SDC at the end of the project ● Project delivered within time and budget

Key Risks Risk Owner Likelihood Impact Unavailability of staff RDs mediumhigh Endorsement of project by RDs Political upheaval in target countries Exec medium high Consult with sponsor and transfer to another priority country Expertise for this RDs project and approach is centred on only two staff high RDs ensure that knowledge, skills and expertise is developed amongst other staff Ensure documentation of all methods, processes and outputs is stored centrally Staff costs not controlled, i. e. , more staff time spent than funds available Medium medium Close monitoring of workplans Exec Total Management Strategy

Proposed Organisation Structure ● Corporate Management = PMG ● Project Board: ● ● Executive = E Dodsworth Senior Users = M Cock and A Poswal Senior Supplier = S Murphy and R Day Project Assurance = E Dodsworth ● Project Manager = S Page ● Team Managers = S Page and D Karanja

Project Plan – key stages ● A detailed project plan will be developed in the negotiation phase ● Train first 2, 500 farmers – by end of first year ● Train second group of 2, 500 farmers by end of second year ● Train third group of 2, 500 farmers by end of third year

Reporting Annual reports will be submitted to SDC, documenting the GSI activities and outcomes for each year, in the first two years with progress reports and in the last year with a briefing paper Corporate Management Key stage reports, frequency to be confirmed Project Board End stage reports, Stage Plans and Highlight Reports, frequency to be defined Project Team At least quarterly progress reports per email

Supporting Documentation ● Project Financial Analysis ● Donor documentation (if externally funded), please list: SDC credit proposal Logframe of proposed implementation plan Report of Phase 1

Authorisation to Implement Project PID Sign Off……………………… Date……………………………. (use for final PID approval)