2020

ANNUAL
REPORT
Strengthening Engagement Programs

to Journey with Leaders and

Communities toward Food Security

 CONTENTS
Executive Notes 3

Agriculture Leadership and

Governance Program (ALGP)

Background and Overview 6

Systems Development 8

Training Development 28

Pilar Experience 31

GenSan Experience 38

Sarangani Experience 39

Next Steps for 2021 40

SPI-SFI Interface
43
Accomplishments
EXECUTIVE NOTES
This year SEAOIL Foundation, Inc.'s (SFI) continuing journey in Food Security focuses

on systems that create arrangements on the ground that improves Food Access.

SFI’s journey in Food Security began in 2017 by studying the best practices of 25

LGUs. We framed the best practices within an Agriculture-Food Security perspective

and practice into an engagement program and worked with 10 LGUs on a year-to-

year development runway. We have had positive gains and short-term outcomes as

reported in previous annual reports. But we also saw that the strategy was not easily

scalable.

From our LGU experience, we saw that best practices are not easily scalable

because: 1. There are no structures in the barangays that operate agri-food security.

And because of this, 2. There are no clear handles in operating perspectives and

building capacities toward improving Food Availability and Food Access.

However, there are health structures and practices we can build on. The Philippine

Plan of Action for Nutrition has been present in communities and is well accepted

and understood. The knowledge and skills of assigned community workers are clear.

This can be very useful in further promoting Food Utility within the family. Our target

or priority families for our program was determined by the database of nutrition risk

families which is part of the scope of the PPAN. The data may sometimes be

fragmented and needs harmonization between M/CSWD, DepEd, and

City/Municipal Health Office. But the measures and outcomes for nutrition are

clear and well understood.

Another note we found is the lack of clear measures to consistently operate a

strategy to establish a clearer perspective and handles towards Food Security.

Most of the perspectives in hunger have income as an underlying reason. This

narrow perspective does not see the other complexities of food security that need

to be addressed.

Seaoil Foundation moves forward with the food security agenda having these in

mind.

In 2019, SFI started focusing solely on Food Security under the direction of the

board. We closed our other portfolios and began moving some of the depot

development relations into government relations functions. At the same time, as the

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year ended, we also prepared to ground the co-owned agenda in Gensan to develop

Food Security in selected barangays. In Sarangani, we also prepared to engage

municipalities and barangays as well. But during that year, we also decided to re-ground

the Sustainable Family Farm thru direct engagement in Pilar. The purpose of the re-

grounding then was to 1. Validate the Family Farm as a product or program that can be

digested at the family level. 2. At the same time pilot better metrics in developing Agri-

Food Security related measures that improve Food Access. 3. We wanted to shorten the

development runway of a year-to-year as indicated in the AELGP LGU Engagement.

The direct implementation of the Family Farm in Pilar started November 2019 and covered

half the year of 2020 until June. As it happens, the COVID-19 pandemic struck and our

program was punctuated by this context. The crisis brought about by the pandemic

increased the demand for the family farm.

The Family Farm outcome from a 6-month engagement clearly contributed to the family

Food Security by providing better access. The details are enclosed in this report. The

family farm platform also has clear measures. The first is Income & Savings contribution

which strengthens the ownership of the family and improve the purchasing power. The

second is the HFIAS or Household Food Insecurity Access Score which is clearly aligned

with Food Security measures. As expected, the increase in Income & Savings contribution

paved for easy acceptance. This makes the program easily promoted. The COVID-19

context heightened the demand as our target families became food resilient in spite of

the lockdown which resulted to food supply and access disruptions. The HFIAS provide a

clear measure of hunger risk both to the family and the community. However, we need to

increase the appreciation of this measure with future engagements. The improved HFIAS

appreciation brings with it the capacity both for the family and the community to adopt

and understand Food Security.

As a last note on the Family Farm for this year, We

saw the HFIAS food insecurity risk score go up after

June 2020 even as the lockdowns were relaxed.

We found out the need to sustain the Family Farms

with the involvement of both the barangay and

LGU.

This revised our Food Security agenda as we note

these learnings. We developed the Family Farm as

a core product to engage the family and barangay towards developing perspectives and

building the capacity to address hunger and food security. The tools we crafted establish

ad-hoc arrangements that form a Food Security team/council that will move the agenda

on the ground. The tools we created also scope the knowledge and skills of the barangay

food security team for us to align the capacity building initiative.

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This year became a challenge for the team in terms of mobility. The strict travel

restrictions prevented from continuing our plans in Gensan to operate the Agri-Food

Security advocacy in barangays. But in spite of this, Gensan City continued to implement

initiatives the improve Food Availability. They also established other programs like

community gardens and cold storage facilities to pursue this. They expressed the need to

continue with our program and appreciate the partnership with SFI.

This report also frames our direction for 2021. Our visit to Pilar late this year to pilot the

orientation provided a glimpse of the demand and the tweaks we need to make. We also

anticipate the tools we need to further develop to improve the onboarding of the

community.

At the same time, we found out that we need to look at Food Security risk mitigation

capacity for the LGUs as well. At the onset, we expected food utilization and nutrition at

the family level would be a natural progression of the development initiative. But the

Food Availability at times of calamities is becoming a great priority.

This year, we hope to develop tools at the LGU level to enable the Agri and Food Security

teams to scope commodity prices and flow within the communities. This capacity will

enable the local chief executives (LCEs) to be able to create short term policies and

programs to alleviate food supply and ensure availability to anticipate recurring

calamities due to seasonal storms. This is very apparent in Pilar.

We plan to expand our areas of coverage in line with the Seaoil Depot areas. But there is

also a need to be able to partner with other organizations to deploy the Food Security

strategy in areas of high demand.

We continue to sharpen the engagement plans this year as we work on the barangays we

have adopted. At the same time, we are also incubating instruments at the LGU level

that enable the leaders to address food availability within a short to medium term

resilience perspective.

As the Seaoil Foundation navigates this complex issue, we also hope to share much of

our knowledge in form of tools and instruments with a bias towards local governance.

This perspective remains consistent with SFI in prior years. Through this, we move to

create genuine and meaningful relationships with the leaders and communities we work

with.

JESS LORENZO
Executive Director
SEAOIL Foundation, Inc.

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Agriculture Leadership
and Governance Program
Background and Overview

Agriculture Enterprise Leadership and Governance

Program (AELGP) was conceptualized in 2016 with a

focus on journeying with Local Government Units (LGUs),

community members, and other agriculture champions in

promoting good local agri-governance which will bring

about convergence in the different disciplines involved

in the sector.

The program envisions agricultural LGUs and

communities to produce sufficient, accessible, and

affordable food for every Filipino and a decent income

for all by ensuring principles of ownership, co-ownership,

and co-creation of agricultural development programs

among all stakeholders. This program deploys technical

development of a framework that will help LGUs in

developing agriculture interventions towards elimination

of hunger, strengthening food security and ultimately,

reducing poverty.

In the following year, SFI partnered with the League of

Organic Agriculture and Cities (LOAMC) in the

development of the AELGP Change Model and Road

maps which helped the program in identifying potential

areas of collaboration and implementation strategies

that are aligned at the Provincial/Municipal level

following a top to bottom approach. In the same year,

the first cohort was initiated using Sustainable Family

Farms as a program.

The first phase of the program was completed in 2018,

resulting in an 80-90% Food Security and 80% food

diversity among family farmers.

Given this result the second phase was initiated in 2019,

the focus is on the local policy integration process and

initiative through Municipal-wide Investment Master Plan

(MIMP).

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 Outcomes of these were LGU’s being able to generate a draft MIMP after the

training. Participating LGU’s went through stakeholders’ consultation and peer

validation, after which outputs were presented to their respective mayors in the

hopes that the LGU’s can include the MIMP in their Annual Investment Plans.

Transforming leadership and strengthening governance was indeed achieved in 2019

when the inclusion of MIMP to Annual Investment Plans was clearly presented by the

NAIS (Nutrition Agriculture Integrated System) of General Santos City which was also

launched in the same year.

In the latter part of 2019, the Family Farm Toolkit was refined by deepening social

indicators - hunger, economic, and acceptability measures. This was re-integrated

among selected families to determine improvement in food accessibility.

In retrospect, the program was able to realize its vision and mission. The challenge

remains on how to translate these MIMP’s drafted by the LGU’s and to start

cascading at the barangay-level through community-based agriculture leadership

and governance planning and programming. This would encourage participation,

deliver vital program support, and ensure program sustainability.

For that reason, in 2020, SFI revisited and reviewed its program goals, objectives,

and strategies on how it can convey its vision and mission at the barangay-level, now

following a bottom-top approach.

SFI was able to identify four crucial pillars in establishing a barangay-led Agriculture

Leadership and Governance program; a need for family buy-in towards the family

farm intervention, establishing sustainable systems and structures at the community

level, community involvement and ideal environment setting, lastly, barangay local

governance for the development of policies, resources, and institutionalization. These

pillars served as guides in refining its change model, scorecards, and road map. From

there the Food Security Orientation 101 was framed.

Agriculture Leadership and Governance Program (ALGP):

FOCUS ON ACHIEVING FOOD SECURITY
THROUGH FAMILY FARM AND ENTERPRISE

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 Change Model
Emulated from its original 2016 AELGP Change Model, SFI identified the current and

preferred food security realities of these areas that we aim to achieve as an overall

community development goal. This refinement of goals led to a more fitting design

and focus, thus the Agriculture Leadership and Governance Program: Focus on

Achieving Food Security through Family Farm and Enterprise was brought about.

Promoting food security and hunger resiliency in communities by establishing family

and community farms, and community markets that develop the role of the family and

community towards sustainable Agriculture-Food Security Development.

The current reality in the barangays mainly reflects the existing structure, process, or

thinking that contribute to the food security problem. After identifying this reality, SFI

proceeded on targeting preferred reality that reflects the development goal of food

security. These are the following:

Current Reality Preferred Reality

Preferred Reality
Lack of food access due to COVID pandemic
Community-based agriculture-nutrition
Lack of purchasing power
aligned program
Poor food choices that lead to malnutrition
Establish a local food security team that will
Preferred other livelihoods (e.g. fishing) rather
address food security
than farming
Capacitate the local food security team and
Natural disasters that curtail food access and
families to address the food security issues in
availability
the community focusing on access, availability,
Barangay plans and programs hardly focus on
and behavior change
agriculture and food security
New technologies that will suit the needs of
Lack of structure and roles that address
the barangay
agriculture and food security

SYSTEMS
With the community development goal and this

narrative of change, SFI distinguished the priority and

critical outcomes. These outcomes lead to the impact

of the change that needs to happen - for the families

to be food secured and hunger resilient.

The change model defines the change that needs to

happen in detail. From one outcome to another builds

a building block (KRAs) that provides procedural steps

in achieving a certain outcome. Per building block

represents sets of steps to be undertaken to reach the

following building block. These sets of steps are called

scorecards.

By first identifying the priority outcome after the

impact can the corresponding division of building

blocks be assigned. With the main priority outcome -

to improve Barangay Food Security and Nutrition

situation, SFI pinned the determinants as: committed

Local Food Security Council, productive family

participation, and improved nutrition indicators among

targeted families.

From here, the critical outcomes were identified and

divided according to two groups of key stakeholders:

Established Local Food Security Leaders and Increased

Family Participation. These critical outcomes contain

building blocks that are associated with a certain

priority outcome based on whose stakeholder it should

be owned and focused.

The building blocks are aligned to the preferred food

security reality of the areas. To illustrate, strengthening

barangay ownership commences the review and

refocus of barangay plans and programs regarding

food security, agriculture, and nutrition; along with the

actors that have ownership in it.

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On the lowest part of the model are the sustainability indicators. These are certain

building blocks that lead to the program being handled sustainably after its duration.

Sustainability indicators are to be accomplished along with the present sets of KRAs

to maximize the ownership of the program by the key stakeholders. These are

targeted to be finalized by the end of 2021.

ALGP CHANGE MODEL

Continued targeting and

engagement of at risk
families

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Stakeholder Mapping and Analysis
Based on the revisited strategic framing, community organization is critical in the

implementation of barangay led-ALGP. Identifying key stakeholders for the program

will define structures, functions, facilitate shared understanding in addressing food

security issues, and generate among community members new ideas and initiatives.

The program team of SFI conducted several workshops and was able to identify

potential stakeholders. The team defined each stakeholder's interest in the issue,

resources they can provide, their contribution to the success of the program, and

what support can SFI provide to ensure engagement.

As a result, the team was able to design a barangay led-ALGP organizational

structure. Moving forward this structure will be validated alongside the barangay

officials and community leaders to maximize their contribution and create regular

dialogues and conversation.

ALGP STAKEHOLDER MAPPING AND ANALYSIS TABLE

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12
Stakeholder Knowledge and Skills Identified
With the key stakeholders identified, it is important to target their specific knowledge

and skills, as well as their roles and functions to make them own the program and be

accountable to the overall impact of the change model. They are classified into

three groups: Barangay Food Security Council Team, Barangay Agri-Nutrition Team,

and Families who were identified to operate the program.

The Barangay Food Security Council Team consists of the barangay captain and

council members on agriculture and nutrition. As the leaders of their barangay and

Local Food Security Council, they serve as the main enabler and motivator of the

program. They are expected to align their current programs, plans, activities (PPAs),

and budget with the SFI Tugon sa Gutom program.

The Barangay Agri-Nutrition Team includes Barangay Fisheries and Agriculture Worker

(BFAW), Barangay Nutrition Scholar (BNS), and Barangay Health Worker (BHW). They

are responsible to transfer knowledge to families in relation to their expertise on

agriculture and nutrition practices and provide data for targeting families (e.g.

barangay profile masterlist, school-weigh, Operation Timbang plus, daycare children,

barangay vicinity map, agriculture-fisherfolk and other related reports). They are also

expected to lead the targeting of families and conduct household baselining and

monitoring. In the long run, they will guide the families to create community dialogues

that will tackle feeding practices, food budgeting, and food management for

disaster preparedness.

Lastly, the targeted families are the key players who will undergo capacity building,

monitoring, and will participate in community dialogues. Being the main partners of

the program, they are expected to apply the knowledge and skills gained from the

series of training conducted by the barangay agri-nutrition team. Aside from that,

they are required to establish, maintain, and sustain their family farms to show self-

sufficiency in food accessibility - being the main goal of the program.

These knowledge and skills, and roles and functions of the key stakeholders are

identified and validated by conducting baseline interviews through the improved

baseline questionnaire.

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 Team Learnings:

Stakeholder Engagement

One of our priorities is to map and categorize the stakeholders based on

their influence and interest on the problem and the program. As the primary

motivators of the program, the targeted stakeholders are needed to be

oriented well on the newly developed systems and tools of the program.

We assumed that the stakeholders already know the problem of hunger and

its consequences, hence we need them to understand the program as an

enabler to respond to the problem. We can achieve this not only through

proper orientation, but also through validating our assumptions on their

priorities, capacities, and KSAs. From this, we can improve our baseline

materials particularly to align their priority on livelihood programs and

available programs, plans, and activities (PPAs) for intervention.

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Hunger Causal Model
The Hunger Causal Model was developed sometime in the third to the

fourth quarter of 2020. It is the collated output derived from the workshop

given to the team. Participants were given choices of videos that they

need to work on and identify what causes hunger.

Food secure families are those who have enough available food and

resources to access and consume appropriate food that has a positive

nutritional impact for every individual in the family. But if the opposite is

experienced by a family, one manifestation can be the lack of purchasing

power due to unemployment, no livelihood as a source of income, or less

earning capacity. Even if they are employed, the prices of commodities

can affect how the person spends. And since there is a shortfall in the

purchasing power, the accessibility of appropriate food for the family is

beyond reach.

Another factor is the inconsistency of food distribution and demand due to

lack of access roads or farm-to-market roads (FMRs). Seeing that food is

not always available and accessible, the family will settle for what they

can afford even if it does not contain nutritional value. A proper diet that

will provide sufficient energy and nutrients is compensated as long as they

can feed the hungry stomachs in the family. As a negative result, it will

make them less productive with limited education opportunities for the

schoolchildren that will eventually give them low economic value when

they look for jobs.

As a consequence, since the family will resort to poor food quality and

reduce food quantity in every meal to survive (and sometimes nothing at

all), they go hungry. In the long run, if not addressed, this will result in

malnutrition, morbidity and mortality, and impaired cognitive ability that

will lead to poor productivity.

What SFI has to contribute to food security is its “Tugon sa Gutom”

Program. This program is divided into three components as aligned to the

three pillars of Food Security: Family Farm for Food Accessibility,

Community Farm & Market for Food Availability, and Community Dialogue

for Food Utilization.

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Tugon sa Gutom program will help the families provide access to nutritious

food within their reach at any time through Family Farm. The Family Farm

will teach the identified families to produce their own food that will, later

on, provide income and savings. The program will also help in making food

available particularly to at-risk families through community farms and

markets, trading posts, and rolling markets. More importantly, “Tugon sa

Gutom” will promote community dialogue that will include the involvement

of families in the discussions of food budgeting, feeding practices and

food security in times of emergencies.

ALGP HUNGER CAUSAL MODEL

Morbidity / Mortality

Consequences Impaired Cognitive Ability / Poor Productivity

Stunting / Wasting

Outcome Hunger

Immediate Food Quality (Tama) Food Quantity (Sapat)

Determinants Eat less or undesired foods Reduced food portion/meals

Proper Food Allocation, Food Source, Food

Underlying Purchasing Power / Knowledge, Behavior, Affordability, Adequate

Food Access and Practices on Food Supply / Food

Determinants Utilization Availability

Feeding Practices
Food Budgeting Rolling Market
Sample
Family Farm Improved Disaster Community Markets

Interventions Preparedness for Community Farms

Families

Basic Social Services

Basic Social Protection Program

Determinants Peace and Order

Disaster Preparedness

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 Team Learnings:
Hunger Causal Model
Persistent poverty in the family resulted in hunger. Interventions and

programs to the community were given, however, they do not address

the root cause of the issue. It is one of the reasons why the issue

continues to prevail up to the present. Another is there are LGUs that

are not well-grounded because they do not reflect the real issues at

the grassroots level.

Hunger is indeed a complex issue that is rooted in multiple causes

wherein there is no one size fits all solution. More than the lack of food,

hunger is also related to food production and distribution, and the

socio-economic status of the individual.

Knowing the context of hunger will also mean knowing the applicable

interventions to mitigate hunger. And the interventions should tend to

one aspect to provide a contribution to the bigger impact.

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Food accessibility responds to the lack of food source of the family. This is

where the Family Farm intervenes by providing not only food source but

also financial means to save up food budget. This part of the roadmap will

undergo families to strengthen their ownership, capacity development,

and establish their own farms. This is supplemented by helping them

understand their own food accessibility status in terms of (a) vegetable

production, savings, and income gained from the family farm and; (b)

assessing their food quality and quantity through the Household Food

Insecurity Access Scale or HFIAS.

Food utilization mainly focuses on information dissemination through

community dialogue. This targets the goal of behavioral change of the

families to not only be aware but also practice being food secured. The

dialogues will root from their farming experience and centered on their

food accessibility. It will also contain conversations and demonstrations on

food budgeting, feeding practices, and food management for disaster

preparedness.

Food availability responds to create a more stable food supply chain for

the community. As the family farms are established, excess harvests will be

brought to trading posts to be managed for distribution, primarily to

targeted at-risk families. Various vegetable products are also a source for

these community markets once community/school gardens are set up. In

the long-haul, potential community partners are to be identified (e.g.

NGOs, CSOs, etc.) as well as local cooperatives and people’s

organizations.

With the roadmap established, sets of steps per parts were listed down to

form scorecards. One phase of the roadmap is accomplished when

certain KRAs are reached. The KRAs (e.g. barangay & family ownership,

trained cluster farmers/schools, developed and produced agri-nutrition

community materials, etc.) are measured through specific steps which are

assessed using a scoring index for the performance. Red indicates null or

failed objectives reached; Orange indicates median objectives reached;

and Green indicates perfect completion of objectives. The measures are

successive which emphasizes the procedural phase of every objective.

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Roadmap & Scorecard Development

ALGP TUGON SA GUTOM ROADMAP

To establish ownership among the local food security leaders as overseers

of the agriculture leadership and governance program, a roadmap was

developed. This was built based on the change model and hunger causal

model. Alongside scorecard indicators that correspond to each roadmap

were enumerated, this will serve as a monitoring and evaluation tool for

the program.

The program roadmap is divided into four phases: Leadership and

Governance, Food Accessibility, Food Utilization, and Food Availability.

Leadership and Governance pertain to the Brgy Food Security and

Nutrition Council’s KRAs. From here, the ownership of the barangay team

will be established and undergo capacity development and alignment in

their programs, plans, and data regarding food security, agriculture, and

nutrition. One major part of this roadmap is being able to effectively

target and engage families through the program.

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ALGP LEADERSHIP & GOVERNANCE SCORECARD

ALGP FOOD ACCESSIBILITY SCORECARD

20
ALGP FOOD AVAILABILITY SCORECARD

ALGP FOOD AVAILABILITY SCORECARD

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Improved Monitoring and Evaluation Questionnaire

Monitoring and Evaluation serves as a vital element of the program. This is

to secure the quality assurance of the whole process of implementation by

tracking key stages and knowledge throughout the program. This helps to

ensure its sustainability by tracing the knowledge, skills, and attitude

developed by the key stakeholders.

Based on the developed roadmap and scorecard, and aligned with the

improved training development and materials, modifying monitoring and

evaluation tools of the program was followed. The baselining tools were

the first to be modified since these are used at the start of grounding the

program. These tools were based on the developed scorecard, as they

serve as alignment tools to the current realities of barangay governance

and families in terms of food security, agriculture, and nutrition.

There are two types of baselining tools: Barangay Roadmap Baseline and

Household Baseline.

Barangay Roadmap Baseline was newly created to assess their current

food security leadership and governance situation. This targets the

potential barangay committee members who have positions in their local

government. It is divided into two: Barangay Committee Questionnaire

and Individual KS Questionnaire.

Barangay Committee Baseline is used to see the current barangay

programs and plan regarding food security, agriculture, and nutrition. This

is rooted from the leadership and governance part of the roadmap.

Individual KS Baseline is used to see the Knowledge and Skills of the

respective committee members regarding food security, agriculture, and

nutrition. This is rooted from the identified Knowledge and Skills of the

stakeholders based on their current position in government.

After conducting the interviews using these questionnaire, SFI will proceed

to process the necessary intervention to capacitate both key stakeholders

in owning and running the program.

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 ALGP BARANGAY ROADMAP BASELINE QUESTIONNAIRE

Household Baseline is modified based on the pre-test results as to what

data should be closely monitored for the duration of the program

intervention. This is also used to assess the farmer-partner’s knowledge,

skills, and current situation regarding food security. The questionnaire

inquires about the farmer-partner's primary information, livelihood and

income, food budget, farming skills, and HFIAS. After conducting baseline

interviews with the households, they are interviewed bi-monthly to monitor

their performance in the whole family farm program.

ALGP HOUSEHOLD BASELINE QUESTIONNAIRE

Operating HFIAS, tracking family food budget, and conduct monitoring by

the community remain a challenge. In 2021, we hope to focus on these by

simplifying baseline questionnaire and its key concepts, as well as

integrating family expenditure data.

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Storification of Hunger
Hunger as defined in the humanitarian aid context is

a condition in which a person cannot eat sufficient

food to meet its basic nutritional need for a

sustained period. For years, the reason still remains

that hunger exists because of poverty. If you are

poor, you cannot afford nutritious food. This makes it

difficult to work or earn a living and often means that

people remain in a poverty trap. Access to food due

to geographical location, conflicts, and extreme

weather conditions makes it more complex to

address hunger, thus, everyone needs to take action

in eradicating the problem.

The solution requires actions that involve the

government/political leaders, private sector, and

communities. SFI designed several series of programs

to help reduce hunger. To enable it to be translated

and grounded to the barangay level, several series

of workshops were done. The team proceeded to the

discussion of how to simplify the technicalities of the

systems development. As an output of the systems

development, storification of hunger was then

developed and an infographic was prepared in a

language and context that the barangay level can

easily understand.

This is accomplished by converting the language into

a colloquial language for easy understanding and

conversation. As an output of the systems

development, storification of hunger was then

developed and an infographic was prepared in a

language and context that the barangay level can

easily understand.

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ALGP STORIFICATION OF HUNGER

25
 CONCEPTUAL TIMELINE
OF SYSTEMS DEVELOPMENT
October weeks 1-2

Change

Model October weeks 3-4

Stakeholder

Mapping
November week 1
and Analysis

Hunger Causal

Model
November week 2

Roadmap &

Scorecard
November week 3
Development

Stakeholder

Knowledge

and Skills

Identified November week 4

Improved
December week 1
Monitoring and

Evaluation

Questionnaire

Storification

of Hunger

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 Team Learnings:
Systems Development & Grounding
Two of the most beneficial tools for us are the roadmap and scorecard. These

provide a sense of direction when implementing the program. These are beneficial

not only to the internal team, but also to the external stakeholders (i.e. BLGUs and

Families); which is the main reason why the team took the rigor in developing it.

Complementary to those are the storified hunger and baselining tools. Storifying

hunger helped us by strengthening bridges with the communities in understanding

their current realities. As this was simplified into infographics, community leaders

appreciated the ease of understanding the causes and effects of hunger. On the

other hand, the baselining tools go along with the roadmap and scorecard since

these serve as the standard measure for the progression of minute objectives

towards the desirable impact. Sharpening these tools for future deployment will

provide a clearer view in monitoring the program.

One of the risks identified in grounding was the limited mobilization due to the

pandemic protocols of the respective areas. The team is adapting to the new

normal while commencing systems grounding. We see webinars and other online

platforms as alternative interventions to continue engaging our stakeholders.

However, this does not apply to all due to limited telecommunication resources

which brings the necessity of deploying to the area.

Communication then becomes a challenge to establish initial rapport with the

community and barangay leaders.

Levelling off on the program is important to ensure stakeholders are on the same

page with SFI. With these risks, the team values community organizing being the

hand that works on the ground. With the travel restrictions due to the pandemic,

SFI prioritized on strengthening the capacities of its area officers. They

contributed the most in actualizing the systems grounding and implementation.

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 Family Farm Training and Direct Implementation and Review

One of the interventions of SFI’s Tugon sa Gutom Program is the Family Farm. It aims

to promote food accessibility by engaging families to participate in household food

production. This is achieved through sustainable agriculture embedded in the

training, Family Farm Toolkit, providing farming inputs, and conducting monitoring.

The Family Farm Training is conducted in the community to capacitate families in

establishing and sustaining their own home gardens or family farm. An agricultural

specialist or someone with knowledge of sustainable agriculture conducts the

training for the selected families. The training takes 2-3 days, in which the lecturer

prepares classroom setup lessons and also hands-on activities. This will result in the

participants turned farmer-partners having an actual experience of what is taught so

they can easily apply it to their family farms.

In November 2019, a pre-test of the training (together with the toolkit) was

conducted on 19 selected farmer-partners in Barangay San Antonio (Sapa), Pilar,

Sorsogon. Lectures were arranged based on the monthly activities from the toolkit

and aligned with the 7 sustainable agriculture principles.

After 6 months of monitoring and evaluation of the pre-test, it was concluded that a

refinement of training is needed. Notably, due to the current pandemic and limit in

mobilization, it was suggested that the training can be conducted by barangay

workers through Training of Trainers.

TRAINING
From the current training outline, it was improved into 8 modules to have a more

structured training approach, in which a step-by-step process was followed: from

establishing the farm, to maintaining, and sustaining it. Each module includes

objectives, module plan, suggested guidelines, and alignment to the 7 sustainable

agriculture so that the trainers can easily learn the lectures and transfer the

knowledge and skills to the targeted farmer-partners. Furthermore, the improved

family farm modules also highlight sustainability. This is proven as a demand from the

farmer-partners of the previous training who requested seeds to sustain their

farming. Unfortunately, the seeds from their LGU were limited at the moment. To

compensate, techniques on how to produce own seeds from the family farm were

added and emphasized on the modules. Photos and videos were also added for the

classroom setup lectures so that farmer-partners can easily visualize the lessons.

ALGP FAMILY FARM TRAINING MODULES

Day Modules

Module 1 Introduction to Family Farm

DAY 1 Module 2 Paghahanda ng Taniman

Module 3 Paghahanda ng Binhi at Pagtatanim

Module 4.1 Pangangalaga sa Tanim

Module 4.2 Pangangalaga sa Tanim: Composting

DAY 2
Module 4.3 Pangangalaga sa Tanim: Pest and

Diseases Management

Module 5 Pag-aani

Module 6 Pagbibinhi at pag-iimbak ng buto

DAY 1
Module 7 Pagtatanim Muli

Module 8 Pag-Monitor

29
Family Farm Toolkit Improvement

Aside from the training, the 19 farmer-partners were also provided with Family Farm

Toolkit as supplementary information material. The toolkit was developed by SFI

together with Fennel Strategic Communications & Media Co., which serves as a

guide for families to establish and maintain the family farm. It consists of sustainable

farming practices and techniques, and monitoring sheets for six months. The

sustainable farming practices and techniques were aligned with the 7 Sustainable

Agriculture Principles which was developed by LOAMC, while the monitoring sheets

include the monthly savings and income from the family farm and the HFIAS.

The farmer-partners were monitored for six months to see if there are changes in

their food access through the family farm. During the monitoring and evaluation of

the pre-test, it was seen that there was a need for further improvements and

refinements in the toolkit.

In the latter part of 2020, the toolkit was refined by deepening social indicators -

hunger, economic, and acceptability measures. Graphics and images were improved

to further give the farmer-partners more interest and visual guide in reading the

toolkit. Monitoring sheets were improved to highlight the important data which needs

to be fulfilled and monitored monthly. And lastly, the toolkit was translated to

Bicolano and Bisaya dialects for effective and empathic communication to the

farmer-partners.

ALGP IMPROVED AND TRANSLATED FAMILY FARM TOOLKIT

30
Pilar Pre-test Results

One of the major revisions in the Family Farm strategy

was the adaptation of the Household Food Insecurity

Access Score (HFIAS) combined with economic status

using savings and income indicators. During the re-

grounding of the family farm strategy, a total of 16

women farmers were selected. All of them are classified

as families below the food threshold - minimum income

required to meet basic food needs.

After the 6-months program implementation, results

showed that families were able to generate average

savings and income combined amounting to Php 768.12; a

19.42% average contribution based on their average

monthly income of P 3,953.85.

ILAR

31
Significant outcomes were also observed. Baseline data revealed that prior to

intervention and community lockdown, 12 out of 16 family farmers were moderately

food insecure - sacrifices food quality and sometimes cut-back on the quantity of

food; while the remaining 4 family farmers were classified as mildly food insecure -

worries about food and rarely with goes the quality of food.

After the first-cycle and community lockdown eased, 2 out of the 16 family farmers

were severely food insecure - cuts-back on the quality and quantity of food. This was

due to increased anxiety in accessing food during the lockdown, while the other

reason was the family farm was affected by bad weather conditions. 8 family

farmers remained moderately food insecure; 5 family farmers became mildly food

insecure as this was correlated to the availability of produce and food choices

increased. 1 family farmer reported to be food secure - did not experience worrying

about food, and did not limit quality and quantity of food. This was associated with

the family feeling that they have enough variety and amount of food despite the

conditions.

32
 Another critical outcome of the program

despite community lockdowns was an

improvement in the Average Household

Food Insecurity Access Scale Scores - the

higher the score, the more food insecure a

household becomes. Results showed that

families have been able to be food

resilient in the face of COVID-19

pandemic.

The intervention was proven effective,

hence this year’s plans of scaling-up to

depot communities and developing

program tools such as training modules

and community guides are in accord to

adapt to the demand of new norms and

ensure the desired quality outcomes that

are aligned with SFI social return of

investment indicators.

33
Social Return of Investment Framework

Due to the positive results of the Family Farm redeployment, SFI aligned its

program and project indicators to have a Social Return of Investment.

These indicators are not traditionally reflected in financial statements.

Inclusion of economic (income and savings), social (Household Food

Insecurity Access Scale) factors and quality of life (resiliency) were given

consideration, which helped in identifying how effectively SFI uses its

capital and other resources to create value for the community.

In collaboration with the Analytics and Performance Management

Department (APMD), SFI conducted a series of hands-on training sessions

on how to design and measure resulting in the development of the SFI-

SROI Framework. For pre-work, a model mapping based on the Family

Farm Pilar experience was used as a baseline. The team listed all

variables, factors, drivers, direct and indirect costs related to program

implementation. Afterwhich, assumptions, durations, and targets were

enumerated.

34
On this account, SFI spends about Php 3,814 pesos per family; these

include capacity-building and family farm starter kits. After its first-

harvest, families were able to generate combined earnings and savings of

Php 768.12, hence in 5 months, these families were able to recover the

cost invested by the organization.

It was also noted that there have been observed improvements in their

household food insecurity access scales (HFIAS) which revealed that

families enrolled in the program are more likely to have greater access to

better food quality and quantity, making them more resilient to hunger.

By doing this, SFI was able to prepare a mid-term SROI plan, For the first

two years, the focus is on building capacity among target families to

generate income, savings, and food accessibility. Towards the third and

fourth year, the focus is on well-being and food security. Finally, the fifth

year generates positive local economic development.

35
Grounding of Systems
Development in
Brgy. San Antonio-Sapa
SFI re-introduced the ALGP

Program at Barangay Sapa-

San Antonio and Barangay

Calongay through Tugon sa

Gutom Program. The

orientation was focused on

collective ways of responding

to hunger at the grassroot

level.

Reasons on how and why

families experience hunger,

its irreversible effects and

how the SFI program can

reduce hunger, improve food

accessibility and provide

sustainable livelihood through

its family and community

farms, establishing

community markets and

effective leadership and

governance were

highlighted.

The orientation was attended

by the barangay council, the

highest governing body at

the community level. The

endeavor was supported by

the Municipal Agriculture

Office and local government

unit representative. Plans of

scaling-up the program to

more vulnerable families are

set to be done by 2021.

36
Grounding of Training Development
in Calongay Elementary School

The re-grounding of the Family Farm Training

with the improved training modules was

conducted in Calongay Elementary School,

Pilar, Sorsogon. The teachers and parents of

students were the participants. Due to the

current pandemic situation, the training was

done in 4 batches. For 2020, only 2 batches

were conducted due to time constraints,

while the remaining 2 batches are planned to

be conducted in 2021.

Aside from the training conducted in

Calongay Elementary School, SFI also

donated school plant nursery and

vermiculture house to ensure continuous and

steady supply of vegetables for school and

community consumption. This is a part of the

program’s commitment in achieving food

security at the community level.

In December 2020, the SFI team went to

Calongay Elementary School to formally turn

over the donations. It was attended by the

barangay captain, Parent-Teacher

Association (PTA) president, school head and

teachers. A re-introduction of the SFI’s Tugon

sa Gutom Program was presented based on

the systems development. Scale-up of the

program and other plans were made. School

head and the barangay captain showed their

appreciation which resulted in their full

support and commitment to the program.

37
In 2019, a series of workshops were GenSan through its City Agriculturist Office

conducted in General Santos City and (CAO) intensified its distribution of

Sarangani Province. The first two workshops vegetable seeds to almost all of the

were the Results Mapping and Agri-Nutri families in the city for them to have access

Systems Grounding, wherein participants to food that was within their reach at any

identified their agriculture and nutrition given time, even in the middle of a

programs and interventions and align them pandemic. Currently, the Organic Trading

with food security addressing hunger and Post of CAO is now nearing its completion.

malnutrition. From there, the NAIS (Nutrition This will serve as the market of the organic

and Agriculture Integrated System) ng produce from the farmers including the

GenSan Framework was created along products of their Integrated Community

with the identification of the NAIS TWG Food Production Program, community

Members. farms, and even the surplus from the

harvest of family farms.

The NAIS TWG then went through the

Situational Analysis Workshop to look into The implementation of the NAIS Program

the current city nutrition and agriculture was indeed a testimony of strong

situation then they designed a food-based leadership and governance between SFI

approach to mitigate hunger. This was then and GenSan. The grounding of Tugon sa

followed by the NAIS Strategic Planning. A Gutom became a challenge in 2020

few of the targets of NAIS were the because of CoViD-19, but this will not

establishment of family and community hamper the partnership initiated, aiming to

farms, and market facilitation of produce improve food production to mitigate

through the Central Kitchen and Organic hunger, malnutrition, and poverty through

Trading Post. family and community farms will continue in

2021.

GENSAN
League of Corporate Foundation Partnership
Through SFI, a Partners’ Forum was conducted last January 22, 2020 together with

the Provincial Local Government of Sarangani and the Enterprise Development

Committee of LCF. The activity was aimed at exploring possible collaborative

initiatives addressing food insecurity and malnutrition in the context of agriculture for

the province of Sarangani. As presented by the Provincial Health Office during the

forum, in the 2018 OPT result, Sarangani Province ranked third in SOCCSKSARGEN

with a prevalence rate of 5.15% for underweight children.

From there emanated the proposal submitted by Sarangani Province to the LCF in

the fourth quarter of 2020. The proposal was submitted by the Provincial Health

Office seeking support for the establishment of fruit and vegetable dehydration

facilities, particularly the machineries for dehydrating fruits and vegetables, Freeze

Dryer and Vacuum Dryer.

Aiming at improving food security through Family Farm and Enterprising, the project

is expected to alleviate food insecurities and increase income per capita of families

of malnourished children. The target municipality for pilots is in Alabel. Based on its

July 2020 OPT result with more than 80% completion, the total number of

malnourished children in Sarangani is 7,318 and the highest record is in Alabel having

2,534 undernourished children. Surplus vegetables from the family farms, and

harvests from the community farm and identified small-scale farmers will be supplied

to the facility. The vegetables will undergo post-harvest processes through the freeze

dryer and vacuum dryer. Products will be mainly used for school feedings, snack items

for LGU meetings and emergency response. Other market outlets would be the

pasalubong centers, convenience stores and supermarkets.

The status as to the funding of LCF for the machineries is still undecided. But the

Family Farm in the same municipality will be pursued by 2021.

SARANGANI
Next Steps for 2021
For the year 2021, SFI initiatives will head towards Agriculture Leadership and

Governance Program with a Focus on Achieving Food Security through Family Farm

and Enterprise and Community Donations giving priority to SPI Depot Communities.

For this year ALGP will be divided into four enabling mechanisms:

Systems Development. Some of the tools developed were

already pre-tested in Pilar in the last quarter of 2020. The

following tools are at the priority for completion by the team:

Orientation, booklets, and manuals; pre-work baselining tools;

Planning workshop outlines, and slides; and M&E, Program

Implementation Review Outlines and Workshop Guides.

Food Security and Leadership Governance. This aims to

develop the perspectives and capacities of participating

leaders toward handling measurable food security strategies.

The previous engagements with LOAMC and partner LGUs

helped the organization realize that the food security structure

is not present at the barangay level. And so the barangay

engagement is designed to develop the capacity and roles of

the food security team who will be involved in the families in the

Family Farm Program. Implementation of the program will also

include the alignment of the barangay’s existing initiatives,

policies, and budget towards the Family Farm initiative.

40
ALGP at the LGU level will focus on how the

services, support systems, and annual development

plans can be designed to strengthen the barangay

food security initiatives. Thus, shifting the direction

from previously top-down approach towards

bottom-up food security initiatives.

Family Farm Expansion. The Family Farm

initiative was already piloted from late 2019 to

mid-2020. And the initiative was proven effective

with the direct intervention to the identified at-risk

families. In the first quarter of 2021, the

organization targets to simplify the necessary tools

for the implementation of the program.

Agri-Social Enterprise. This initiative is expected

to complement the Family Farm aimed at

improving food stocks and prices, and providing

decent income, particularly to the identified at-risk

families.

In 2019, General Santos City, together with

Sarangani Province, underwent a series of

workshops and was able to create its Technical

Working Group named Nutrition and Agriculture

Integrated System (NAIS) Council. The NAIS will

oversee the implementation of Family and

Community Farm and ensure that the primary

market outlets from the integrated system will be

the Central/Community Kitchen, Day Care Center

Kitchen, and Organic Trading Post. However, The

COVID pandemic delayed the coaching and

implementation of the program but is hoped to

continue this year.

41
 A food security social enterprise was also considered for

Sarangani Province that is in partnership with the League of

Corporate Foundation. The target is to establish a fruit and

vegetable dehydration facility sourcing out its raw materials

from the family farms, community farms, and other small-scale

farmers. This is also hoped to be pursued this year.

The organization is looking into the same initiative as the

Sarangani Province for Pilar and Donsol to complement the

Family Farm.

Community Donations are more on creating the community arrangements as a

response to the Project Multiply commitments. The involvement is either sponsorship

or will be contracted out since the SFI team will work more on coordination but with

minimal visibility.

42
SPI-SFI INTERFACE
ACCOMPLISHMENTS
SEAOIL Foundation Inc., is the corporate

foundation of SEAOIL Philippines Inc., it

continues to give utmost priority to the

communities where our depots are situated

through the provision of sponsorships and

reliefs for our presence to be genuinely felt

by our stakeholders.

43
Taal Volcano Eruption Response

Last January 12, 2020, the Taal Volcano

eruption has affected thousands of families

and caused damage to businesses. The

ashfall reached Calabarzon and Metro

Manila. SFI initiated a relief response and

together with SPI Mabini Depot Team

distributed 400 hygiene kits and food packs

to the affected families in the Municipalities

of Mabini and San Luis, Batangas. With the

help of the SEAOIL Family through

Employee Engagement, 51 additional

hygiene kits were donated, catering to a

total of 2,255 individuals.

44
COVID-19 Response

In 2020, a lot of uncertainties brought by

the current COVID-19 pandemic. With this,

SFI has provided a COVID-19 Response, SFI

provided a total of 14,200 masks as

personal protective equipment to 12 depot

and prospective depot areas, PNP ( ℅

Pamilya Muna Pilipinas), and SPI Industrial

Sales team.

During the nationwide lockdown, work

operations stopped and people were

unable to work and provide for their

families. SFI saw the need to help respond

to the situation so as to augment the aid

provided by the LGUs. SFI gave fuel, food,

and financial assistance. A total of 2,455

sacks of rice were given to Mabini, Bangar,

Pilar, Sta. Cruz, Valenzuela, and Namayan

for food assistance. Php 10,984,491.00

worth of gas donations were given to

hospitals, non-profit organizations, logistics

partners, LGUs, DOTr, and fuel discount for

frontliners as part of SPI’s Fuelling Heroes

fuel assistance initiative. A Php 15,000.00

cash donation was given to Infanta,

Quezon as financial support. 200 pieces of

Rapid Test Kits were donated to Pasig City

LGU as part of the Project Ark initiative to

alleviate COVID-19.

45
Disaster Response

Approximately twenty tropical cyclones

enter the Philippine area of responsibility

yearly, an area which incorporates parts of

the Pacific Ocean, the West Philippine Sea,

and the Philippine Archipelago. In each year

10 cyclones are usually expected to be a

typhoon, with 5 having the most destructive

effects in the country.

In 2020, the Philippines experienced two

destructive typhoons: Typhoon Rolly and

Typhoon Ulysses. Both brought severe

destruction and flooding in Pilar, Sorsogon,

and to help the affected Pilarenos, SFI gave

1,300 relief packs to the municipality.

46
Christmas Baskets
As part of the launching of the Tugon sa Gutom

Program and Christmas Gift Packs Distribution in Pilar,

Sorsogon, SFI provided 660 Christmas gift packs to the

residents of Barangay San Antonio (Sapa) in

celebration of both the launching and the holiday

season.

Every year, SFI facilitates the Annual Depot Christmas

Baskets Distribution wherein stakeholders of the

different depot areas are given Christmas baskets as

tokens of gratitude for helping us throughout the year.

This 2020, SFI was able to provide a total of 1,909

Christmas baskets to all depot areas nationwide.

47
48
22nd Floor, The Taipan Place, F. Ortigas Road,

Ortigas Center, Pasig City

(632) 379-1010

foundation@[Link]

[Link]/seaoilfoundation