CCAK Strategic Pillars
The market needs information standards and a strong advocate. CCAK Members need services that make their efforts easier and more effective. In order to respond to these needs, CCAK needs to build its capacity, institutional structures and resourcing channels. Hence the new CCAK strategic pillars:
Pillar 1 – Representation And Advocacy
Pillar 2 – Membership And Member-Oriented Services
Pillar 3 – Standards And Technical Issues
Pillar 4 – Knowledge And Information Management
Pillar 5 – Institutional Strengthening And Resourcing
Representation and Advocacy
The Kenyan clean cookstove sector cannot grow and flourish without an adequate framework of economic policies. CCAK members, in particular, may not be able to realize their full economic potential due to market imperfections and distortions, some the result of Government policy. As an intermediary, CCAK can articulate the aspirations and demands of its Members, and influence decisions by exerting the power and legitimacy of an authentic business advocate.
Membership and Member-oriented Services
CCAK exists to serve its Members; as its main priority. It intends to be the preferred organization through which players in the clean cooking sector will engage. Hence recruiting new members and retaining them is of fundamental importance to CCAK.
Standards and Technical Issues
Setting standards, technical specifications and guidelines is one way of ensuring origination, production and supply of cooking fuels and cookstoves improves livelihoods.
CCAK will help Members to differentiate their products in the marketplace based on quality and adherence to set standards. CCAK will play a proactive role in the development of standards for the clean cooking sector.
Knowledge and Information Management
Access to quality information remains one of the most significant and inherent challenges in the clean cooking sector. There are major barriers in all stages: from generation, collection, corroboration to analysis and dissemination. CCAK plans to be the knowledge powerhouse in the clean cooking sector in Kenya.
Institutional Strengthening and Resourcing
CCAK lacks sufficient secretariat staff. There is “need to build the capacity of the Secretariat, especially in terms of staffing and competencies.” CCAK will assign clear tasks and responsibilities, especially regarding separation of the roles of the Secretariat and Executive Board. CCAK will make several changes to its governance and management structures. The aim of CCAK’s new governance structure is to:
- Align governance and delivery to the new strategic plan; new Thematic Teams will be custodians of the 5 Pillars and will focus on realising the mission and vision of CCAK by helping the Secretariat interpret and implement the Strategic Plan and Business Plan;
- Rally together all sector stakeholders in order to have a unified voice and strength in expressing sector positions.
- Gain more authority and credibility in order to better influence the operating environment of CCAK Members.
- Increase collaborations and partnerships so as to enhance CCAK’s long term sustainability.
- Ensure inclusivity by recognising and taking into account the views of all stakeholders, and particularly the sub-sector groups that make up the clean cooking sector.
- Work more closely with both the National Government and County Governments.
- Establish a solid base for public-private dialogues (PPDs), through the Sector-wide Advisory Committee on Clean Cooking and the CCAK Patron.