The review of KCPA’s vision, mission and core values in 2018, defines the Association’s strategic direction for the next five years. The strategic direction will position the Association to contribute to the social-economical welfare of coffee producers in Kenya while at the same time contributing to climate change mitigation and adaptation, youth and women empowerment, sustainable agriculture production and productivity among other critical areas in this day and age.
Strategic Objective 1 (SO 1):
Recruitment and member retention
Membership is paramount to the success of KCPA as a lobby and advocacy association as it gives the organization the legitimacy to raise issues affecting its membership. KCPA will endeavour to recruit members and retain existing members through continuous improved service delivery to ultimately grow and retain its membership.
Strategic Objective 2 (SO 2):
The Association, guided by her mission has put in place strategies aimed at delivering services to her members in policy dialogue, member capacity building and knowledge and information collection and dissemination.
The agricultural sector is the backbone of Kenya’s economy. Providing direct and indirect employment to almost ¾ of the country’s population. All the same economic benefits to farmers continue to be affected by unfavourable policy. Besides some of the existing policies lack strategy and action plans to guide their implementation and in some cases where action plans exist they are not implemented.
In the coffee subsector a number of policy issues affect production and productivity, marketing and research on coffee. These issues if not addressed will continue to cause an increase in the cost of production while at the same time creating an unsuitable business environment for coffee production. Some of these issues include: cost of fuel for coffee processing, transparency in the coffee marketing process, high cost of inputs, ineffective training, ineffective information gathering and dissemination of research and training material on coffee, coffee theft, restrictive grower marketer licensing among other issues. KCPA being mandated by its constitution as the coffee producers advocate will be at the forefront of policy dialogue.
Member capacity building
For Kenya Coffee Producers Association, the producers are at the centre of her activities. Deliberate efforts will be put in place to continuously enhance the capacity of members to address issues related to coffee production, processing and marketing for improved livelihoods of coffee producers.
Knowledge and information collection and dissemination
The Association has put in place strategies aimed at establishing a knowledge and information centre on coffee production, processing and marketing.
Strategic objective 3 (SO 3):
Financial resource mobilization and sustainability
In the past, KCPA has been leveraging on member subscriptions to finance her most recurrent and administrative expenditure. The association has also received donor funding from its partners i.e., Rainforest Alliance – UTZ, WE EFFECT, Business Advocacy Fund (BAF), Agriterra and HIVOS. Sustainability however remains a concern as the collections from subscriptions are not adequate to meet financial needs, donor funding is also not sustainable. In this regard, management has designed and will implement additional revenue generation strategies in the new strategic plan period.
Strategic Objective 4(SO 4):
Institutional capacity building and strengthening
Execution of the actions as proposed in the Association’s strategic plan are predicated upon the existence of an operational secretariat to carry the organization goal, mobilize resource and dispense its mandate as articulated in the association’s charter. The management board must fulfil its oversight position to ensure optimal use of financial resources whilst promoting KCPA’s value proportion at the grass root level. To achieve this KCPA will need to build her internal capacity to handle these responsibilities.