ICO Vision 2020 Workshop (took place in 2016)

For a strategy to work the input from key stakeholders is essential. In line with our involvement in the development of Vision 2020, we supported GCP in the facilitation of a workshop with ICO and GCP members in September 2016. The workshop served the purpose of aligning stakeholders on the Vision 2020 content, and provided an opportunity to gather valuable input and engage stakeholders, and to energize them to take part in the realization of Vision 2020 for a truly sustainable coffee sector.

Vision 2020 Call for Collective Action and Workshop (took place in 2016)

Moving from strategy to implementation requires a comprehensive action plan and tools. We supported the 4C Association and IDH in developing the building blocks for further development of the Vision 2020 initiative – including a shared vision, approach, and reporting framework. We also facilitated the development of a Call for Collective Action, which was signed by over 30 leading organizations from the coffee sector. Both have strengthened the commitment of partners to Vision2020, and also encouraged other stakeholders to join the movement during the World Coffee Conference in Addis Ababa in March 2016.

Vision 2020 Stakeholder webinars (took place in 2015)

For a strategy to work the input from key stakeholders is essential. To involve all interested parties in the 4CA and SCP collaboration framework, we facilitated two webinar sessions in May 2015, enabling all stakeholders to participate by lowering the logistical barrier to join. The webinar introduced the wider coffee community to the objectives of the Vision 2020 campaign. The valuable input and broad engagement that resulted from these webinars strengthened engagement on a collaborative way of working that can structurally change the coffee sector.

4C Association Business Model Development (took place in 2011)

To improve the economic, social and environmental conditions of coffee production, all relevant coffee stakeholders must work together. To come to the stage of operationalizing a joint strategy, it is important to establish an organization that can implement such a strategy and ensure that it lasts over time. After having established its membership and operational procedures, we redefined the 4CA’s business model. The new model included some key changes, such as the separation of the 4C Standard and the 4C Association Platform, and also created the opportunity to move towards a fee-for-services model. With this, 4CA was well-equipped to become an impact-driven and financially sound association for the entire coffee sector.