Project Title: A Fair Cup: ensuring the rights of smallholder tea farmers in Kenya
Project summary
Measurable indicators
Means of verification
GOAL: To reduce poverty &
improve livelihoods among tea
farmers in Kenya
PURPOSE: To empower
30,000 smallholder tea farmers
working with 5 tea factories
across 3 rural districts to
demand more responsive tea
factory management and
achieve their rights under the
revised Kenyan Tea Act by
2015.
OUTPUTS:
1) Smallholder tea farmers,
tea factory management &
directors & KTDA have
increased awareness of
farmers rights under the
revised Tea Act by the end
of year 2
 80% of farmers identify benefits from
responsive tea factory management
 50% increase in alternative tea market
outlets for all five tea factories by project end
 Free and fair factory official elections held in
all five tea factories on an annual basis by
the end of the project
 20% increase in income from baseline for tea
farmers in target districts by project end
1.1) 90% of farmers groups can clearly state
their rights under the revised Tea Act
(freely & fairly elected officials, access to
information, services, inputs, and choice of
where to market their tea) by the end of
year 2
1.2) All 5 tea factory directors and
management committees can clearly state
the rights of smallholder tea farmers under
the revised tea act
2) Increased organisation and 2.1) 100% of farmers groups trained to
lobbying skills amongst
collectively represent the interests of
smallholder tea farmers to
smallholder tea farmers by year 3
take action to demand their 2.2) 80% of farmers groups leaders are
rights by year 3
effectively representing their group
members in various forums from year 3
2.3) Farmers groups share learning and
experience with farmers groups beyond
the 5 tea factories by the end of the project
2.4) All 5 tea factory directors & management
committees effectively supporting /
advocating farmers rights by year 4
Baseline study
Project progress reports
Annual and final reports
Tea factory elections
registration
Farmer survey
Tea factory wage & price
records
Project reports
Farmer group meeting
notes
Factory directors meeting
minutes
KTDA management
meeting minutes
Annual and final evaluations
Tea factory records
Elections results
Minutes of factory/ Farmers
meetings
Interviews and case studies
Project reports
Annual and final evaluations
Training records and
materials
Important assumptions
The GoK continues to support
the MDGs, uphold its
constitution & other human
rights treaties.
The GoK continues to support
implementation of the revised
Tea Act.
Management of the five tea
factories continue to support the
project.
Strong export market for tea
continues and prices do not
collapse on the world market.
Continued demand from
farmers groups for improved
rights and livelihoods.
New tea act acted upon by KTB
and KTDA.
Continued project support from
tea factory directors and
management.
Farmers groups continue to
communicate the needs and
interests of their members.
Farmers groups able to
communicate with smallholders
from other tea factories.
Continued project support from
tea factory directors and
management.
3) Improved governance and 3.1) All 5 tea factory directors and
management of 5 tea
management trained to improve
factories ensuring greater
governance and accountability
accountability of their
3.2) Improvements made to all 5 tea factory
management committees to
contracts with KTDA (compared to
smallholder farmers
baseline) which benefit the factories and
tea farmers by end of project
3.3) Democratic factory director & management
committee elections in all 5 factories by
the end of year 2
3.4) All 5 factory management committees meet
with Farmers groups on a regular basis by
the end of year 2
4) Increased access to value 4.1) 25% increase from baseline in access to
added markets other than
Fairtrade & other alternative tea buyers
KTDA for 5 tea factories
4.2) 25% increase from baseline in direct links
and farmers by the end of
with fruit and honey processing factories
year 4
and urban wholesalers
4.3) 15% increase from baseline of tea yields by
end of project
4.4) 15% increase from baseline in prices
received for tea by end of project
4.5) 40% increase from baseline in income from
tea and other cash crops (horticulture,
beekeeping) by end of project
5) Key stakeholders in the UK 5.1) At least 40,000 people reached through
have increased awareness
awareness raising materials (online
about the problems facing
resources, articles etc) by end of year 5.
tea growers in Kenya and
5.2) Personnel from at least 5 UK supermarkets
what action they can take to
reached through direct information
improve the situation
dissemination (e.g. group/individual
meetings) by end of the project.
5.3) Kenyan tea stakeholder exchange visit to
key UK stakeholder meetings
6) Increase in capacity of local 6.1) 6 staff trained in project management
partner CPDA by the end of
within first year
year 3
6.2) 6 staff trained in M&E, reporting, impact
assessments within first year
Baseline study
Election records
Minutes of Factory
management / farmer group
meetings
KTDA management
contracts
Continued support from tea
factory management
Baseline study
Quarterly project reports
Annual and final project
reports
KTDA management
contracts
Factory production records
Sales reports
Supply contracts
Tea factory volume and
price records
Continued support from KTB
for increased competition in the
market place
Media/online articles
Activity reports
Promotional materials
UK consumers remain
interested in development
issues around tea.
UK tea companies continue to
engage on ethical issues in the
tea supply chain.
Training records
CPDA project reports
Annual & final project
reports
Salary incentives adequate to
discourage trained staff from
migrating to other NGOs.
Continuing market competition
with KTDA
Alternative crop markets
remain consistently available
6.3) 6 staff trained in Training of Trainers,
Fairtrade methodology by year 3
ACTIVITIES:
Staff costs; transport & travel costs; office equipment & furniture; district stakeholder meetings (venue &
Project set-up & ongoing
equipment hire, materials, refreshments etc); recruitment costs (adverts, training costs etc), preparatory
research (baseline survey, needs & market assessment), establishing M&E systems. Activity cost:£80,030
management
1.Raise awareness amongst Staff costs; transport & travel costs: workshop costs (venue & equipment hire, materials, refreshments etc);
key stakeholders of farmers information preparation and dissemination costs (printing and publication); tea consultant costs.
Activity 1 cost: £66,813
rights
1.1 Advocacy review meetings
with government & KTDA
1.2 Advocacy review meetings
with farmers groups
1.3 Advocacy review meetings
with tea factory management
1.4 Revised Tea Act
Information dissemination
1.5 Annual feedback to
beneficiaries on improvements
to their rights
1.6 Ongoing follow-up/support
2. Build the capacity of tea
Staff costs; transport & travel costs; workshop costs (venue & equipment hire, materials, refreshments etc);
farmer groups
farmer groups formed for each targeted tea factory.
Activity 2 cost:£63,348
2.1 Group selection &
mobilisation
2.2 Establish 2 umbrella
associations for farmers
groups
2.3 Training in lobbying and
advocacy skills
2.4 Training in governance,
leadership
2.5 Training in financial
management and resource
mobilisation
2.6 Ongoing follow-up/support
3. Build the capacity of tea
Staff costs; transport & travel costs; workshop costs (venue & equipment hire, materials, refreshments etc); tea
factory management
consultant costs.
3.1 Training factory managers, Activity 3 cost: £60,969
directors, KTDA directors
3.2 Training in contract renegotiation with KTDA
3.2 Development of annual
benchmarks and performance
reviews
3.3 Exchange visits between
factories
3.4 Ongoing follow-up/support
4. Encourage better access
to markets and services
4.1 Training to identify
alternative/additional buyers
4.2 Training to market
alternative cash crops
4.3 Training local service
providers
4.4 Training for youth and
women in crop diversification
4.5 Ongoing follow-up/support
5. Awareness Raising in UK
5.1 Research information
gathering
5.2 Information dissemination
to UK tea companies/
supermarkets
5.3 KTB visit to UK
5.4 Establish online resources
for consumers
6. Increase capacity of CPDA
6.1 Training in project
management
6.2 Training in M&E, reporting,
impact assessments
6.3 Training in ToT, Fairtrade
6.4 Ongoing follow-up/support
Staff costs; transport & travel costs; needs assessment of 5 tea estates (consultant costs); training workshop
costs (venue & equipment hire, materials, refreshments etc.).
Activity 4 cost: £63,494
Staff costs; transport & travel costs; case studies collected & developed; research on tea companies and
estates; promotional material developed; project learning disseminated via mailing & online; exchange visit of
Kenyan stakeholder (travel and accommodation costs).
Activity 5 cost:£19,072
Staff costs, transport & travel costs, regular trainings, 8 days for each training activity, organised during years
1, 2 and 3 to improve project management skills, development M&E skills, development impact assessments,
build ability to train trainers and understand fair-trade methodology
Activity 6 cost:£42,344