The Kenya case 1. Background 1.1
Kenya’s coffee situation
Coffee is one of the most important agricultural commodities in Kenya. It contributes to foreign exchange earnings, farm incomes and employment and is a source of livelihood to over 700,000 farm households. It has been a main foreign exchange earner over the past decade accounting for about 25 percent of total export earnings. Of the 70 percent labour employed in agriculture, coffee engages approximately 30 percent. The important role played by coffee in the economy has, however, declined over the last decade. This decline has been due to a downward trend in production, which has fallen from a peak of 128,926 metric tonnes in 1987/88 to 48,000 metric tonnes in 2003/04 - a drop of well over 50%. Over the past 10 years there has also been a steady decline in coffee quality, especially in the smallholder co-operative sub-sector, which accounts for over 60% of Kenya’s total coffee production. As a result, Kenyan coffee has lost its marketing edge and the returns to small-scale coffee growers have continued to fall, rendering coffee farming unprofitable. The main factors attributed to the fall in production and low quality coffee include escalating cost of production and processing; inadequate extension and training; sub-optimal crop husbandry practices; fluctuating world market prices; poor management of coffee processing factories; and adverse weather conditions. Kenya produces mainly arabica coffee from which the country has in the past established a reputation for the production of some of the finest mild coffee in the world. This reputation is the result of a number of factors, notably favourable climatic conditions and cultivation of varieties with proven genetic constitution, good agronomic practices, precise harvesting and post-harvest handling practices, and appropriate processing and storage conditions. 1.2
The overall programme for coffee quality improvement
The Kenyan Ministry of Agriculture has resolved that one strategy for tackling the coffee crisis is to address the observed decline in coffee production and quality. Together with other stakeholders within the industry they have elaborated a national coffee policy focused on increasing production of quality coffee for high returns to coffee farmers. The policy also seeks to address the emerging issues of consumer concerns particularly those that relate to quality and safety assurance. The Kenyan government’s emphasis on quality improvement is in line with the International Coffee Organization (ICO) programmes on quality improvement, in particular ICO Resolution 407. The Coffee Research Foundation (CRF) is charged with role of technical support to the national coffee sector and has a major role in the implementation of Page 1 of 13 ‘Good Hygiene Practices along the coffee chain’
programmes aimed at improving the quality of Kenyan coffee. The activities of the CRF in this regard include: 1.2.1 • • • • 1.2.2 • • • • •
1.3
Production Selection of high yielding, quality arabica coffee varieties such as K7, SL28, SL 34 and Blue Mountain Development and production of disease resistant arabica hybrid cultivars Development of fertilizer regimes for various coffee farming systems across agro-ecological zones Development of disease and insect pest management strategies for various coffee growing regions Post-production Development of coffee establishment protocols Development of coffee processing, quality and safety protocols Establishment of a credible and responsive training/information dissemination system as well as field advisory services Mainstreaming studies on socio-economic issues in the research programmes Networking and collaboration with national and international organizations (e.g. ICO, FAO, CIRAD, EU) in information sharing, funding research and training and other projects related to coffee Education and communication strategies
The FAO-executed project on “Improving coffee quality through prevention of mould formation” has placed emphasis on training and information dissemination on hygiene practices along the coffee chain. A training of trainers’ course on this subject was held and resources have been provided to strengthen existing national training programmes. This project has provided the impetus to improve and update selected CRF training programmes incorporating all food hygiene concerns integrated with broader quality issues that must be addressed if Kenyan coffee is to regain its position in the international market. The following sections relate to the improvement of CRF training of coffee factory managers who play a major role in assuring coffee quality and hygiene from coffee production through to the stage of milling. Factory managers are an important link between farmers/producers and processors, and in this way can influence on-farm practices. They are also directly responsible for handling of coffee from harvest until it is received by millers. It has been established that 70% of quality defects observed by coffee cuppers from good coffee grades are a result of poor handling of coffee by factory managers. Kenya has 4,000 cherry pulping units, each managed by a factory manager, in both the co-operative and estate sectors. For these reasons high priority has been placed on the development of effective training programmes for factory managers.
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Factory managers are responsible to a farmer-elected co-operative society management committee that formulates operational policies and are in charge of overall factory management and resources, including funds. Effective training of coffee factory managers can only occur when the co-operative society management committees are supportive of coffee quality and safety programmes. To this end, raising the awareness of this group about coffee quality and safety issues is also an essential part of a national programme on coffee quality improvement and OTA prevention. Awareness-raising seminars must be arranged for this target group. There are 400 co-operatives societies, each with five executive committee members, and 3,000 estate farm owners with a factory who also require seminars on quality enhancement and coffee safety. 2. Rationale for developing training programme for factory managers The small-scale coffee farmers of Kenya collectively process and market their coffee through co-operative societies. Each society has between 3 and 13 coffee factories depending on the size and number of coffee farmers. The coffee factory is headed by a factory manager whose main role is: a) To receive coffee cherry from farmers, carry out processing/standard operating procedures as recommended by CRF, store beans temporarily and transport coffee parchment to the millers. The factory manager is thus responsible for ensuring that quality assurance programmes are followed and hygiene measures are correctly applied (e.g. adequate drying yard management; cleaning and maintenance of physical facilities and equipment to ensure product quality and safety); b) To undertake record-keeping and documentation for his factory; c) To advise farmers on the various agricultural practices as recommended by CRF as most of the agricultural inputs are channelled through the factories by the society management. Thus co-operative factory managers have a pre-eminent role to play in assuring consistently high quality Kenyan coffee. For years CRF has recognized this important role and has emphasised the need to update/train coffee factory managers from both co-operatives and estate sectors on emerging issues that are geared towards improving coffee quality and hence returns to coffee farmers. However the training programme lapsed in the last few years, mainly due to financial constraints resulting from the coffee crisis. 3. Components of the training programme for factory managers It is proposed to develop a comprehensive initial training course for factory managers in all aspects of factory management, including hygiene issues and quality assurance. This will be followed, as need arises, by refresher courses on specific topics such as cleaning and machine adjustment. Training will be Page 3 of 13 ‘Good Hygiene Practices along the coffee chain’
supported by monitoring visits by CRF staff to ensure that standard procedures are being followed. In the meantime, in-service training for existing factory managers will be organized focusing specifically on quality assurance, with particular emphasis on prevention of mould and mycotoxin contamination. Learning materials and feedback from this training will eventually be incorporated in the comprehensive initial training course. The following section refers to the development of this in-service training. 4. Development of in-service quality assurance training for factory managers 4.1
Goals of the training
As a result of this training, it is hoped that:
4.2
Standards of processing hygiene in factories will steadily improve, with a resulting rise in the quality of the factory end-product; Through contact with trained factory managers, primary producers will become more aware of quality practices and will put them into effect. The main stakeholders and other interested parties
A number of stakeholders have interests in the training and should be involved in some way: a) The Coffee Research Foundation remains the main link organization for the coffee community and their main contact and information point for national food processing standards and the international regulatory framework. The CRF is responsible for developing and mounting the workshops, providing trainers and facilitators, following up and carrying out quality assurance evaluations. In this role it has a particular interest in strategies for facilitating future training and making it more effective, sustainable and less costly (see the ‘trainers’ objectives’ below). It should also be able to profit from the opportunity afforded by these workshops to receive and absorb feedback on the use and value of the national processing guidelines which it promulgates. b) The farming co-operatives have a vested interest in the proper conduct of the factory, its economic viability, the transparency of its processes and the probity of its managers; at the same time it is hoped that the training will have a knock-on effect on co-operative farming practices. The relationship between factory and co-operative is therefore crucial to the effectiveness and sustainability of the training. Invitations to join the training should be extended to co-operative management committee and members.
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c) ‘Downstream’ operators such as millers, exporters and the Nairobi Coffee Exchange, whose business centres on coffee quality, are de facto evaluators of factory output; they should be called on to make a significant contribution to the training, and as far as possible in person. d) Extension workers. Much of the training will be directly relevant to extension workers, who should be working side by side with factory managers to ensure good practice in primary production. By the same token, a representative of the Ministry of Agriculture should be invited to take part. 4.3
Target population
The training is aimed mainly at coffee factory managers employed by the coffee co-operatives. Though they have hands-on experience, their formal training for the job varies greatly, and many have little or none. Their role (outlined above) is to receive coffee cherry from farmers, carry out processing, store beans temporarily and transport coffee parchment to the millers. They are also responsible for record-keeping and documentation and for advising farmers on recommended agricultural practices. A number of novice managers with little or no experience can be included among the participants but should not predominate, and should be distributed evenly through the working groups so that they can learn from experienced managers as well as from course content. Extension workers are also expected to benefit from and contribute to the training. 4.4
Specific learning objectives
The training aims to ensure that factory managers: i) ii) iii) iv) v) vi) vii) viii) ix)
Appreciate Kenya’s position in the international coffee market and the importance of coffee in the national economy (and for the livelihoods of many, including their own) Are aware of how quality improvement fits into the national plan for rehabilitating the national coffee sector and improving international competitivity of Kenyan coffee Recognize the opportunities for improving quality in Kenya, with emphasis on better handling and processing throughout the marketing chain Understand their own role in assuring Kenyan coffee quality and how their role fits with other stakeholders’ roles Are motivated to fulfil this role Are well acquainted with the quality attributes of coffee at each stage of processing from harvest to factory output Understand the factors that influence quality and safety of coffee Understand and carry out moisture testing Understand the functioning and the important roles of all components of the factory, including equipment, facilities and staff
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x) xi) xii) xiii) xiv) xv) xvi)
Recognize all quality and safety risk points in the handling and processing of coffee from harvest to when it leaves the processing factory Are aware of national regulations relevant to their areas of responsibility Have the necessary tools to ensure uniform application of routine quality assurance and hygiene programmes designed by CRF Are prepared to devise and carry out standard operating procedures in a thorough and timely way, including keeping records and documentation Are adequately prepared to satisfactorily implement quality and safety assurance programmes in their facility Remain up-to-date with new information that is relevant for the consistently high performance of their jobs Identify priority practices necessary to improve quality among farmers and advise farmers and transporters on harvest and post-harvest quality and safety procedures
These objectives have been operationalized in various ways in the session objectives (see detailed course outline). 4.5
Trainers’ objectives
At present little is known about the target group as a whole, their capacities and motivations, and their common problems in implementing the target tasks: a) One of the ‘trainers’ objectives’ should therefore be to explore the attributes, attitudes and actions of the participants throughout the training activities and to produce as outputs an elaborated target population description and task analysis which will give better focus to future workshops and assist other trainers; b) A second trainers’ objective is to field-test the learning materials so that they can be revised and improved for further training exercises. This might also embrace clarifying, extending or amending the operating guidelines, at present in draft form; c) A third aim might be to identify experienced managers or extension workers who could contribute to future workshops as facilitators or as sources of information; d) At all points in the training one of the training managers should be free from administrative or facilitation duties in order to observe and take notes for these purposes. 4.6
Course description and training format
The training, as outlined in the detailed course outline, is designed as a workshop lasting approximately 10 days, depending on the number of field trips organized and the amount of in-course practice allowed to participants. It can also be adapted to presentation in a number of whole days or half days over a longer period.
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Inputs take the form of lectures, discussions, reading, pictures and field trips; the workshop calls on a range of human resources including technical experts, experienced factory managers and other players in the coffee chain. Working with this input participants are expected to complete a number of tasks leading to practical outputs applicable to their own situation. The main purpose of this format is to inform and motivate factory managers by engaging them fully in the quality assurance process; hence the tasks and outputs are as central as the inputs. a) Main course tasks and outputs. In the course of the workshop participants are expected to produce:
A personal list of areas for attention in their own facilities; Standard operating procedures for operations carried out in their facilities; A quality assurance programme for their own facility, including checks, controls and measures for reducing the risk of mould contamination; A list of records and documents kept in their own factories, with recommended changes.
b) Operating guidelines. National operating guidelines exist in draft form. One of the main tasks of the participants is to work through these guidelines, understand and clarify them, discuss difficulties and solutions etc. The results of this exercise will feed into individual managers’ quality assurance programmes. Since checking through the guidelines is quite a lengthy task, they should be covered in separate segments, in three or four separate sessions. At present the operating guidelines are in draft form and have still to be fully reconciled with the Codex General Principles of Food Safety (see: Presentations under Section 3 of this CD-Rom). The CRF is interested in using the workshop to test the clarity and applicability of the guidelines so as to finalize the first draft. c) Group tasks. In addition to these, a number of group tasks, either assigned or undertaken voluntarily, prepare for or recapitulate the content of sessions. The tasks are done by groups in their free time and presented to the following day’s plenary session. They are an important part of the process of review and reflection on course content. Participants should also be able to suggest clarifications, rewordings or adaptations of the operating guidelines in discussion with the editorial staff responsible for updating them. 4.7
Training resources
Training resources should be comprehensive, re-usable and accessible to participants at all times. a) Course file. Learning materials will consist mainly of a set of documents designed to act as:
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A fully self-explanatory reference support to participants during and after the workshop; A minimum briefing for managers who are unable to attend; An introduction to quality assurance for novice managers.
These documents should cover all the main points of the workshop, and will include national guidelines for coffee production, handling and processing, a copy of the draft standard operating procedures and some recommended forms for record-keeping or reporting. Documents should be clearly titled, coherent, as short as possible, illustrated if possible, divided into subtitled sections and collected into a file with hard covers, an index and page numbers. Each participant should have his/her own copy of the file from the start of the training so they can get ahead or catch up as necessary, or clarify points not understood. Some such documents are referred to, and examples given, in the detailed course outline. b) Displays. Important visuals and group outputs should be displayed and remain on display throughout the workshop, both for reference and as a simple, economical way of reviewing points. c) Field trips and other events. There should be several field trips, for example:
Walkabouts on farms at harvest time with farmers, extensionists, cooperative members and agricultural experts: looking at cherry gathering and noting factors affecting quality (e.g. bruising, non-ripe cherries, fallen cherries, contact with the ground, storage before transport, unwashed sacks etc.); Tours of factory sites, together with the factory manager, other experienced managers and possibly a health and safety inspector: looking at the arrival of raw material and at the parchment leaving the factory; inspecting and evaluating factory layout, equipment, the processing stages and quality control measures; talking to factory employees about coffee quality and quality precautions.
Other possibilities are:
A guest appearance by coffee equipment maintenance engineers to answer specific problems; A display of coffee processing equipment by manufacturers; A small exhibition of leaflets and books relating to coffee quality; A cupping session led by an expert from a major trading company.
Field trips need not be scheduled to fit closely with the related workshop sessions, but there should be considerable cross-referencing between the two. Participants should embark on the trip primed with points to observe and questions to ask (preferably self-generated), but should not be weighed down with so much detail that they cannot observe freely. ‘Observation points’ can be discussed in the relevant session (if before the trip), or can provide input to the session (if after the trip). Page 8 of 13 ‘Good Hygiene Practices along the coffee chain’
d) Human resources. Human resources required (in descending order of importance) are:
Training manager/facilitators Coffee experts from CRF or elsewhere Experienced factory managers (who may also be participants) Agricultural extensionists Members of the co-operatives or a cooperative management committee Downstream operators such as millers, traders and exporters Health and safety inspectors Editor of the operating procedures manual Representatives of equipment manufacturers and/or manufacturers’ maintenance engineers Local water bailiffs1
Bringing in other stakeholders is very important to the success of the training. If some cannot be present every effort should be made to provide verbatim quotations, video clips or recorded interviews representing their points of view and experience. Meeting and interviewing other stakeholders can also be part of the pre-course tasks carried out by participants. 4.8
Evaluation and impact assessment
The training should be evaluated, whether internally or externally, by its several outputs: in particular the quality assurance plan each manager produces, or has started to produce, at the end of the training. This in turn can be evaluated in the workplace by checking how far the plan has been put into effect. Impact assessment is also in the hands of the managers, who should have made plans for a baseline survey against which to judge their factories’ improved performance. A quality assurance audit can serve as an external impact assessment, provided it can be compared with a previous audit so that progress can be measured. Sustainability is promoted in several ways:
Workshop learning is activated almost immediately in the workplace by carrying out the quality assurance plan devised in the workshop; Workshop learning is carried over into training for factory workers and communication with primary producers; Participants make plans for disseminating what they have learnt outside the workshop, for networking and for keeping up to date with information, technology and regulations; Trainers incorporate the experience of the seminar into improved training material; Future trainers and facilitators are identified among workshop participants.
1
Local water bailiffs are decentralized officers at district/divisional level who are responsible for inspection/regulation and control of water abstraction from surface water ways, surface wells, ground aquifers, rivers, etc. They also responsible for preventing water pollution. Page 9 of 13 ‘Good Hygiene Practices along the coffee chain’
5. Summary of course activities 5.1
Preliminary course activities
5.1.1 Start-up Who are we and what do we do? The workshop is officially opened, participants introduce themselves and the programme and main objectives of the seminar are outlined and discussed. Participants are familiarized with the course documents and learn of the major tasks, in particular the quality assurance programme, which they are expected to complete by the end of the workshop. 5.1.2 Job description The first group activity is to draw up a common job description for a coffee factory manager, tentatively indicate what his/her work priorities should be, and agree on the main difficulties of the job. 5.2
Overview of the Kenyan coffee sector
5.2.1 The question: What is coffee quality? With expert input, participants inspect samples and discuss the meaning of ‘coffee quality’ in both the start-product and the factory end-product. They initiate an experiment in growing mould on coffee beans and coffee waste. 5.2.2 The big picture: Why is coffee quality important in Kenya? Participants briefly discuss the state of the Kenyan coffee sector, and then hear a short talk explaining the critical situation and its causes and outlining the government policy which responds to it. This picture is reinforced by comments from downstream coffee operators well acquainted with the market (millers, exporters, traders). Referring back to session 5.1.2, course members re-evaluate the importance of quality assurance in their own jobs. They sum up by completing a diagram showing causes of and possible solutions to the coffee crisis, and rehearse their understanding by preparing to explain the situation to others. 5.2.3 Roles: Who does quality depend on? How far does it depend on us? Participants inspect the roles and functions of the different ‘stations’ of the coffee chain, including their own facilities and their contributory producers, and rate them for their contribution to coffee quality, potential and actual. They then consider motivations to improve quality – for producers, factory staff and themselves. Follow-up consists of preparing to convince others of the need for quality.
5.3
Threats to coffee quality
5.3.1 Basic principles of food hygiene: Why does food hygiene matter? In consultation with a food safety expert, course members identify the main contaminants (physical, chemical and biological) likely to affect coffee from harvest to factory output, and how they might contaminate the product. They activate this understanding with group exercises identifying on-site dangers, Page 10 of 13 ‘Good Hygiene Practices along the coffee chain’
explaining the reasons for sanitation measures and speculating on causes in real cases of contamination. 5.3.2 Mould and moisture: What threatens quality? Participants experience ‘clean’ and ‘mouldy’ coffee by tasting samples. They hear and read about the basic microbiology of yeasts, moulds and mould formation and their influence (negative and positive) on coffee processing, and come to appreciate the relationship of moisture content and mould growth and their importance in determining coffee quality. This understanding is reinforced by the results of the mould experiment initiated earlier. Managers learn to understand and operate different kinds of moisture meter and get technical advice on their own equipment and procedures. Finally they practise explaining the importance of drying in an arresting and memorable way to farmers and factory workers. 5.3.3 Review of operating guidelines (1): What’s the routine? Participants review the parts of the operating guidelines relating to, (a) establishment design and facilities and, (b) cleaning and maintenance. They clarify them and explain them. They check their own implementation of these procedures, note down areas for improvement, identify problems and brainstorm solutions. 5.4
Coffee handling and processing: primary production and on-farm handling
5.4.1 Quality on the farm: How can primary producers improve quality? From photographs, descriptions and anecdotes, participants recognize farming practices at harvest and post-harvest which may endanger coffee quality and identify those which are most widespread and risky. 5.4.2 Review of operating guidelines (2): What’s the routine? Managers review the parts of the operating guidelines relating to primary production and processing. They clarify the recommended procedures, explain the need for them, match them with normal farm practices in their own areas and prioritize practices which endanger coffee quality. Group activities centre on strategies for helping to change these practices.
5.5
Coffee handling and processing at the factory
5.5.1 Quality in the factory: How can factories improve quality? Participants use a general diagram of the factory process to identify the points where moisture or contamination may lead to mould growth and loss of quality. To highlight the importance of the issue they hear from traders and exporters ‘downstream’ who have seen or experienced the consequent losses or price reductions. Managers transfer this generalized understanding to their own facilities by marking danger points on their factory plans.
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5.5.2 Review of operating guidelines (3): What’s the routine? The third session of review of guidelines looks at operating processes in the factory and follows the same procedure as the first. Participants clarify the meaning, check their own procedures, discuss problems and note ideas for action. This session may be divided in two, with a fourth review session in 5.6.3. 5.6
Introduction to quality and safety assurance
5.6.1 Regulations: What’s the law? Through documents and reports from inspectors and factory managers, course members become conversant with the food safety regulations which apply to their work. They select those they feel to be most important and discuss how to encourage factory staff to implement them. 5.6.2
Setting up quality assurance programmes (preparation): What does QA mean? To appreciate the need for QA programmes, course members hear a short presentation from the CRF. To prepare for drawing up the quality assurance programme, they read an introduction to quality and safety assurance, extract the important messages, principles and procedures and display them for reference in the following session. 5.6.3 Review of operating guidelines (4): What’s the routine? If necessary, a fourth and final session on factory operations concludes the review of the guidelines, following the same procedure as the first and third. 5.7
Achieving quality
5.7.1 Forum on operating guidelines: How do we strengthen the routine? The review of operating procedures has been carried on throughout the workshop and by now course members should have identified the main points requiring attention in their own facilities. A panel of experts and experienced managers clarifies final queries. 5.7.2 Developing a quality assurance programme: What’s the plan? Participants discuss how to improve operating procedures to develop a comprehensive quality assurance programme for their own factories. They make a start on one or two important processes, discuss their proposals, and are encouraged to continue to complete the programme. 5.7.3
Records and documentation: What do we record? How do we use the information? Participants present and discuss the records they currently maintain with a view to improving, reducing or supplementing them. With reference to the quality assurance programme they have started to develop, they identify what records will be needed for the baseline survey.
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5.8
Winding up
5.8.1 Evaluation: What have we achieved? Participants inspect the workshop objectives, discuss how far they have been fulfilled and make recommendations for future workshops, then consider ways and means of fulfilling the goals beyond the workshop’s scope. 5.8.2 Planning for the future: What happens next? Groups debate what mechanisms can be established to enhance the sustainability of the workshop, and present their conclusions. The workshop adopts some proposals for action. 5.8.3 Envoi The workshop ends with a summary of the proceedings, a small celebration, thanks to guests and organizers, group photograph – and a cup of quality coffee.
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