标题：UP-SCALING FARMER FIELD SCHOOLS AND RAINFOREST ALLIANCE CERTIFICATION AMONG SMALLHOLDER TEA PRODUCERS IN KENYA: OPTIONS, OPPORTUNITIES AND EMERGING LESSONS
摘要：The Kenya Tea Development Agency (KTDA) has been encouraging small-scale tea (Camellia sinensis) producers through Farmer Field Schools (FFS) to adopt good agricultural practices since 2006. The up-scaling of FFS and Rainforest Alliance (RA) certification to 560,000 tea producers remains a big challenge. Hence the need to learn about options, opportunities and emerging lessons for up-scaling FFS and RA certification among smallholder tea producers in Kenya. This study sought to improve tea stakeholders’ understanding on how successful innovations such as FFSs and RA certification can be up-scaled to more stakeholders and how to produce tea sustainably. It also sought to describe the options, opportunities and emerging lessons related to up-scaling. The study used a Cross-Sectional design to collect data from a two-stage random sample of 514 small-scale tea growers drawn from KTDA factories. A semi-structured questionnaire validated by extension experts, whose 0.92α reliability was above the 0.70 acceptable was used to collect data. Face-to-Face interviews, document analysis, record reviews, site visits, observations, living the system and a stakeholders’ workshop were carried out to ensure triangulation. Data were analyzed using Chi-square at 0.05α set a priori. The results indicated that maintaining the current system with some improvements was the best option for up-scaling FFS and RA certification. The researchers concluded that FFSs and RA certification can be up-scaled by increasing resources, improving communication, training and educating non-FFS members using different methods. They showed that up-scaling training for certification and FFS come with a need for additional investments and eventually will alter KTDA’s cost and revenue model of the sustainable tea production. To sustain this system, the true costs and benefits of sustainable tea are incorporated in the KTDA business model, which implies that donors strategically move from subsidizing costs to strategic investments in human resource development, capacity building and extension technologies.
