FAIRTRADE AFRICA STRATEGIC PLAN 2021-2025 - At a glance
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FAIRTRADE AFRICA
STRATEGIC PLAN
2021-2025 At a glance
Transformative, Resilient, Impact
Introduction
T
he Fairtrade Africa’s 2021-2025 Strategic Plan is a
culmination of extensive consultations with producers, partners within and
without Africa as well as with staff. Producers identified numerous challenges
they face which we need to address in this. This strategy is built in the backdrop
of the formidable pressures such as climate change, trade imbalances slowing growth in
a number of key markets, the rise in the number of competing corporate schemes and
certification bodies and global changes that put decent living income and living wage at
the centre of everything.
The Fairtrade Africa’s strategic plan promises to invest in transformation and resilience
to impact on farmers’ and workers’ livelihoods. This promise is anchored in four mutually-
inclusive strategic pillars namely 1) Product and Market Development, 2) Policy &
Advocacy, 3) Sustainable Farming Systems and 4) Transformed & Strengthened Producer
Organizations. These pillars not only cherish the aspirations of the Fairtrade International’s
Strategic Plan, but align to its philosophy.
The primary focus of championing decent livelihoods and living incomes and wages for
farmers and workers has directed the choice of these strategic pillars. Interventions in
products and market development will not only grow the volumes of products sold on
Fairtrade terms, but will also ensure better the value proposition to various actors along the
supply chain. Improved leadership at producer organizations and worker unions, as well as
revitalized product and country networks will increase the voice that champions for decent
livelihoods. Producer resilience to climate change will be built through the sustainable
farming systems. In sum, all these strategic pillars will fulfil the mission - Transformative,
resilient and impact.
Transformative, Resilient, Impact
FAIRTRADE AFRICA 2021-2025
STRATEGIC INVESTMENTS
VISION
A world in which all producers can enjoy secure and
sustainable livelihoods, fulfill their potential and decide on their future.
Transformative Resilient Impact
Strategic Objective Strategic Objective Strategic Objective Strategic Objective
1 2 3 4
Product and Market Policy and advocacy sustainable transformed and
Development farming strengthened
systems producer
THE STRATEGIC PILLARS
1 2
Strategic Pillar 1 Strategic Pillar 2
Product and Market Policy and Advocacy
Development
Fairtrade Africa will develop and Fairtrade Africa will engage in
implement a commercial model to grow producer-driven advocacy and policy
demand for Fairtrade products in the work to amplify the producers’ ability
South and existing North markets, while to increase Fairtrade’s influence at
improving producer’s ability to access national, regional and continental
markets with a diverse base of quality level on trade, while advancing decent
and value-added products livelihoods.
3 4
Strategic Pillar 4
Strategic Pillar 3 Transformed and
Sustainable Farming Strengthened Producer
Systems Organisations
Fairtrade Africa will use a Fairtrade Africa will deliver
disruptive support services transformative services to strengthen
model to strengthen producer organisations to be inlusive,
sustainable farming systems reslient independent and sustainable
and climate resilience. organisations.
FOUNDATONAL A
lignment to the Fairtrade Global Strategy: The global strategy’s
mission is to connect disadvantaged producers and consumers,
promote fairer trading conditions and empower these producers
to combat poverty, strengthen their position and take more control over
their lives. Putting everything in the interest of the farmer and worker,
TENETS
the strategy is built upon five pillars. The Fairtrade Africa’s strategy is
diametrically aligned with the global strategy as illustrated below;
OF THE Pillar 1: Product and Market Development
is aligned to Fairtrade International pillars:-
1. Empowerment of Farmers and Workers
2. Growth and Innovation
STRATEGY
3. Advocacy and Citizen Engagement
Pillar 2: Policy & Advocacy is aligned to
Fairtrade International’s pillar
3. Advocacy and Citizen Engagement
Fairtrade Pillar 3: Sustainable Farming Systems
Africa’s
is aligned to Fairtrade International’s pillars:
1. Empowerment of Farmers and Workers
2. Growth and Innovation
Strategic
4. Digitalization for Fairer Supply Chains
Pillars Pillar 4: Transformed & Strengthened
Producer Organisations is aligned to
Fairtrade International’s pillars:
1. Empowerment of Farmers and Workers
4. Digitalization for Fairer Supply Chains
Foundational Tenets & Enablers are
aligned to Fairtrade International’s pillars
5. A Launchpad for the Future
F
irstly, the strategy speaks to the aspirations of African Union’s Agenda 2063 of environmentally sustainable and climate resilient
economies and communities. It is in line with and advances a number of UN Social Development Goals, including 02 (End hunger,
achieve food security and improved nutrition and promote sustainable agriculture), 05 (Gender equality and the empowerment of
women and girls), 08 (decent work for all), 12 (Sustainable consumption and production patterns), 13 (Combat climate change and its
impacts), 16(Building effective, accountable and inclusive institutions) and 17(Global partnerships for sustainable development).
There is a strategic focus on Climate Change. The sustainable farming systems’ objective will drive a model to address the effects of
climate change. This model will strengthen farmers and workers’ resilience to climate shocks, price shocks, crop diseases, food insecurity
and natural disasters. Its focus on sustainable farming systems targets the provision of a basket of social, economic and environmental
benefits to producers.
The strategic planning has had Women and Youth in mind, and indeed this strategy acknowledges their role in agricultural production
and commerce. Chosen interventions, including strengthening governance and accountability will be inclusive of the roles that these
demographic constituencies are capable of and will play in the next strategic frontier.
Going forward, Fairtrade Africa will pursue a number of Impact Pathways to demonstrate success. Using a robust data management,
impact measurement and reporting framework, will position to demonstrate impact on the influence exerted on policy and stakeholders
to champion the fair price dialogue, access to markets under Fairtrade terms backed by supply chain traceability, capacity of producer
organizations and workers to build resilience and organizational viability of strengthened producer organizations.
The Country and Product Focus will increase efficiency in the use of resources during implementation of the strategy. The priority
list is based on sales growth and premium contribution, number of POs and production, and system-wide considerations that include
opportunities supported by south-to-south model, potential for income diversification and value addition. The priority countries of focus
have been selected using a range of variables including the production of a core product and strategic importance to Fairtrade Africa.
Fairtrade Africa’s programs have not been spared by the devastating effects of COVID-19. These include restrictions to field travels
and gatherings and disruption of local and international market logistics and restriction of movement has resulted in smallholder farmers
struggling to transport their goods to larger traders or central collection points; and also restrictions of movement for migrant workers.
The social distancing provisions will continue affect labour availability for agricultural supply chains. The design of the strategy plan has
employed a complete re-thinking on how business is executed, going forward- pointing to innovative and disruptive producer support.
STRATEGY The delivery of the strategic pillars will be enabled by a number of
drivers that include but are not limited to;
a Digitalization and use of technology to create
DRIVERS
efficiency in producers, use of big data, market
linkages, digital payments of premium and other
forms of transactional security
&
b Forging external partnerships (public funding) on the
market end, beyond those acquired through NFOs
to support supply side value chain efficiencies;
ENABLERS
c Overarching quality and value for money and
knowledge management focus;
d Innovations such as Human Rights Due Diligence
and co-creation culture with like-minded
organizations.
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