The consortium has made concerted effort to build on rather than duplicate existing work. Some members have been active in this region for the last 15 years and have gained a wealth of experience. This is now being matched with the national and international expertise of other members to guide strategic coordination of activities.
New partnerships are being formed at all levels and information shared among diverse players. Those with technical or scientific expertise are teaming up with NGOs that have the will and capacity to generate change. One example is that IUCN will help local NGO Imaflora develop biodiversity indicators for the consortium’s handbook on conservation and best agricultural practices. IUCN has also mobilised key coffee brands (Lavazza, Illy and Nestlé) along with Nespresso to discuss a potential collaboration for expanding the consortium.
- Capacity to map all stakeholders present in the area and interested in participating, to build a platform that is legitimate, representative and capable of implementing change.
A number of valuable lessons have been harnessed. Among these it is important to:
- Understand all the interests and stakeholders of any given region;
- Have international sponsors that can bring expertise to the platform;
- Map local organisations working in the region that have an established and successful track record;
- Use co-creation as the main approach to defining strategy and action plans.
While the initial impetus came from one company – Nespresso – the consortium uses a sectoral approach, aiming to ultimately change the behaviour of the entire coffee supply chain. A sectoral approach promotes more powerful change, sends a strong signal to the market, as well as ensures the consortium’s sustainability.