The consortium’s governance model will be different to that of largest sustainability platforms which bring together diverse stakeholders. It comprises a board, an innovation fund, committees, a management team and implementing partners, each with a clear role. This helps to reduce the risk of conflicts of interest. On-the-ground sustainability interests drive the platform rather than competition over funding, mandates and influence. The management team coordinates the execution of the action plan and monitors impact. Regular meetings take place to ensure alignment among partners and that workstreams make progress towards overarching goals and vision.
A key element of the consortium’s success is that the while the strategy is designed by the members of the board, who safeguard the long-term interest in the future and prosperity of the region, implementation will be done by specialists and coordinated by a management team.
In order to replicate and expand the actions of the platform it is important to have a governance structure with board members who are not directly responsible for implementation to avoid conflict of interest.
When actions on the ground are coordinated by a professional management team rather than isolated organisations, this team can learn, replicate the work and communicate results more effectively during the platform’s expansion.
The consortium’s vision has been transformed into a clear action plan outlining specific workstreams, accompanied by a detailed budget:
Connected landscapes
Climate-intelligent farming practices
Ensured water resources
Stakeholder engagement
Fundraising
The action plan is built on an extensive assessment based on satellite images and interviews with each land owner or producer in the area. Broad consultation took place with all those involved and potentially impacted by the interventions (farmers, members, government agencies and donors). The plan includes details of who will do what by when which is key to monitoring progress against overall objectives. All of this is reassuring for donors and investors who can see that their funding is being effectively targeted.
Clarity about the group’s vision and the objectives of each workstream.
A long and in-depth preparation phase gathering detailed knowledge of each property.
As a pioneer initiative that is expanding, adjustments are needed to ensure a smooth implementation phase and concrete results which the group can learn from. To date, the consortium has focused on short-term actions and immediate goals.
In order to engage further donors and partners, the consortium has developed an action plan with concrete objectives while addressing the costs and potential partners for each activity.
Matching international expertise with on-the-ground knowledge
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.
Product Innovation and Development Using Applied Technology
Pondok Lada's product on IMT-GT & BIMP Trade Expo 2018, held by Thailand customer
Pondok Lada 2018
The continuation of organizing every group of the village is to hold a training and development of post farm production such as improving quality of raw materials, packaging, marketing, and research and development. Applicable technology (i.e. fish farming intensification (biofloc), fish food production using pepper and rice farm waste supported mechanical processing, organic fertilizer using processed waste of fish farming, etc) is required and it has to be simple technology so that the people can operate, maintain, and even build the machine itself. Widening the range of market and technology information can be obtained from training events and various exhibitions. Up until the final stage that the local people are fully capable to execute and develop themselves. The future evolving technology that is going to be applied in the village has to be controlled so it doesn't exceed its biocapacity(an estimation of capacity given to an ecosystem/biological productive area to absorbs waste and produce natural resources).
Executing initial research of post farm product development and application of applied technology
Widening the distribution of those products to big cities nearby.
Product development with various practical and modern packaging
Green packaging development to eco-friendly material/plastic subtitute material (i.e using plastic subtitute package, such as, plastic from sea weed, maizena, etc).
Product innovation (i.e. powder, essential oil, etc) to create more variety of products and increasing brand value
Network expansion to export market
Understand which local companies we're going to collaborate with and regional distribution line.
Discover various organic community and product innovation, green packaging innovation, and applied technology to support these.
Enriching product and market knowledge and its legal barrier so we can improve human capacity to overcome those challenges.
Using up to date media as marketing strategies (online marketing) so increasing information tech savviness is mandatory for villagers.
