Phase 2Executive SummaryIn its first four-year phase, the CBDC conducted research and development related experiments to understand, describe, and strengthen farmers’ systems of agricultural biodiversity conservation and innovation in order to improve community food security and ecosystem stability. This objective remains constant in the current second phase. As such, the CBDC programme represents a significant contribution to the implementation of the Leipzig Global Plan of Action on Plant Genetic Resources.
The CBDC Programme began as an entirely unique and unorthodox experiment. The experiment hypothesised that decentralised, locally-focused conservation and research by farming communities would prove to be efficient and effective. It also theorised that the farmers’ role could best be supported by an unlikely combination of institutional and community actors engaged in research and policy in the South and North. Based upon the partners’ analysis of the experimental first phase, the CBDC has developed a new and innovative programme model for the second phase; a reduced and refined administrative system, a revised communication network, a sharpened technical component; and a more participatory planning and operating agenda. This document describes the implementation of Phase Two of the CBDC Programme over the coming four years. Farmers’ management systems have not been replaced on difficult or marginal lands where even the cultivars of the most researched crops - such as rice, wheat, and maize - can’t match the varieties bred by farmers. Although, under favourable conditions, varieties from research institutions may replace local cultivars, even in these situations, farmers continue to select from the introduced varieties, thereby creating new lines blending local and exotic cultivars. The combination widens the genetic base of crops and improves local food security. The specific contribution of the CBDC Programme is to facilitate innovative alternatives that strengthen farmers’ opportunities and tools for this work. The CBDC Programme develops ways of widening the contribution of diverse agricultural actors. The CBDC’s development objectives are and have been:
However, the experiences gained from Phase One have led to a number of programme changes including adjustments to the research and development focus and a streamlining of the administrative and communications arrangements. The national projects will be linked by thematic activities called "transversal lines". Four years of implementation have shown that local needs, possible questions and even possible solutions have much in common within and across continents. A stronger co-ordination is now seen not only as a possiblility, but as a central demand for the effectiveness of any future effort. The six transversal lines reflect major areas of interest among partners, and they are summarised as follows: Development (basic) activities
A focal point for the remaining transversal line will be established at one of the partner organisations to co-ordinate activities and promote discussions related to each of the 6 areas of work . The National Projects will still be the basis for the implementation of the CBDC Programme. Each National project will develop a coherent and comprehensive work at the national level and simultaneously privilege co-operation links among partners by organising most of their contents along the contents of what we have called transversal lines. The National projects remain responsible for overall project management, including financial management. The Regional Coordinating Units (RCU) for Africa, Latin America and Southeast Asia, shall remain. Most of its activities shall be to ensure that the national projects are developed and operated taking into consideration social, political and institutional limitations and potentials found in each country. The coordination at the global level will be undertaken by three different components: focal points of the transversal lines, an administrative unit (AU) and the Programme Coordinating Committee (PCC) As in the first phase, the role of the PCC will be to regularly supervise the development of programme activities, make policy decisions, and guide relationship with the donors. The PCC will again be the final decision-maker in case conflict arises. The administrative tasks will be the responsibility of an Administrative Unit. They will include contractual agreements, financial and narrative reporting to the donors, communication with the donors on administrative issues, support for RCUs and national projects to facilitate administrative management.
Participation of partners in t-lines
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