Bamboo Industry Development Plan (BIDP)

Daan LouwDaan Louw

Optimal Agricultural Business Systems (OABS) and Lecturer Extraordinary, Dept. of Agricultural Economics, University of Stellenbosch

18 September 2012

Contents

� Background

� Rationale

� Vision?? What is our Vision?

� Context

� Mission

� Strategies and sub-strategies

� Budget

Background

� IDC completed high level bamboo value chain opportunities study in 2012 – main objective to establish the potential and key success elements for the development of a industry in SA

� One of the key conclusions and recommendations of the study was to establish recommendations of the study was to establish a Bamboo industry body and the development of a Bamboo Industry Development Plan

� First South African Bamboo Symposium in East London in August 2011

� A Bamboo Interim Steering Committee appointed at the Symposium with a mandate to steer the establishment of a Bamboo industry body and the development of a BIDP

What is the rationale for a BIDP?

� History shows that most of the successful agricultural and agri-processing industries organised themselves in an industry organisation to attend to issues which is important for most or all of the role-players which cannot efficiently be addressed by individual role-players in the value chain (e.g. information, research, negotiations with chain (e.g. information, research, negotiations with government, etc.)

� HOWEVER, having a industry body without a roadmap / strategy / plan to take the industry forward does not make sense – what do we want to do – what is our common vision for a South African Bamboo Industry? – How do we achieve this?

� Therefore the need for BIDP for the proposed organization - National Bamboo Association of South Africa (NBASA)

Bamboo vision and mission??

Vision???

“A stable, cohesive and internationally competitive South African

Bamboo industry that will ensure future sustainability to the

benefit of all stakeholders” - ??????

Mission???Mission???

“ It aims to achieve this by coordinating and investing in core

activities, including the generic marketing of Bamboo through a

market development team, managing a research and development

programme, implementing a sustainable natural resource

management strategy, and by creating a supportive structure that

improves communication within the industry and cooperation

amongst its members”

ContextWhere to – Strategic Agric Sector Plan?

Enhance equitable

access and

participation

United, non-racial and prosperous Bamboo industry for South Africa

Improve global

competitiveness &

profitability

Ensure sustainable

resource management

Link between SASP and the Vision?? of Bamboo

� Contribute towards enhanced stability (although no industry can be absolutely stable)

� Support cohesiveness

� Support competitiveness� Support competitiveness

� Improve sustainability

� Benefit all stakeholders

� Support a united (less fragmented) industry

Planning process

� What should be done? = Strategic planning (Strategies and sub-strategies).

� How, by whom and when? = Operational planning (Actions)

� What do we do if something does not go � What do we do if something does not go according to plan? = Tactical planning

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Bamboo MissionBamboo Mission•• Why �BASA? Define the roleWhy �BASA? Define the role

•• What to do to achieve vision?What to do to achieve vision? VISIO�VISIO�

Strategies / Actions

12

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For each Sub-strategy: several activities to implement

ACCESS, SUSTAINABILITY, COMPETITIVENESS

AND PROFITABILITY – CROSS CUTTING OVER ALL

OTHER STRATEGIES

NOT A STAND ALONE

STRATEGY

All stakeholders must concentrate on the things that we can influence or change

NBASA must concentrate on the issues which cannot efficiently issues which cannot efficiently be influenced / executed as individual stakeholders

Proposed implementation phases

� Phase 1 – NBASA before meaningful funding 2012/2013 – main objective to establish a funding base to execute key functions in the proposed BIDP

� Phase 2 – First year after funding 2013/2014 –� Phase 2 – First year after funding 2013/2014 –establishment of secretariat and refined BDIP –start with implementation of first priorities and in line with available funding

� Phase 3 – Second to fifth year 2014/2015 –2016/2017

Proposed key Strategies

1. Research and Development and Technology Transfer

2. Information

3. Generic market development and promotion

4. Natural resource management

5. Relationships with Government

6. Broad-based Black Economic Empowerment and 6. Broad-based Black Economic Empowerment and Land Reform

7. Human Resource Development

8. Logistics and Infrastructure

9. Rural Development

10. Positioning and capacity of the NBASA

Research and development, technology transfer

� The proposed strategy supports the overall strategic objective of the BAMBOO industry in that it should lead to the maintenance, generation and application of research and its communication (transfer), to ensure sustained development, growth, sustained development, growth, competitiveness and profitability.

Information

� The proposed strategy supports the overall strategic objective of the BAMBOO industry in that it should lead to the development, maintenance and improvement of data and information systems to improve efficient decision-making that will enhance access decision-making that will enhance access and sustain development, growth, competitiveness and profitability.

Generic marketing and promotion

� The proposed strategy should create sustainable and efficient mechanisms by means of proactive actions that will address inefficiencies that exist in the marketing chain, enhance competitiveness, improve and sustain profitability and improve the industry’s ability to take advantage of new industry’s ability to take advantage of new market opportunities on the domestic and international frontiers. In short, strategies and interventions will be proposed to convert bold ideas into bankable equity for all partners.

Natural resources management

� Natural resource management refers to the management of natural resources such as land, water, soil, plants and animals, with a particular focus on how management affects the quality of life for both present and future generations (stewardship). This proposed key strategy main objective is in support of the strategy main objective is in support of the overall BAMBOO industry strategy to enhance the sustainability of the industry (both in terms of production and market access)

Relationship with government

� Such a strategy for government relationship-building would serve a number of objectives, including:

� Ensuring that specific issues and requirements of the BAMBOO industry and its constituent groupings are effectively brought to the attention of Government;

� Creating a climate of cooperation in which the BAMBOO industry can contribute towards policy formulation and other government initiatives such as the negotiation of trade agreements;

� Creating a climate in which the BAMBOO industry can become an effective partner in the implementation of government policy.

Broad-based Black Economic Empowerment and Land Reform

� The achievement of this objectives is directly related to one of the main pillars of the overall strategy, i.e. equitable access.

� It is furthermore regarded as being vital for � It is furthermore regarded as being vital for industry growth and prosperity.

Human resources development

� The objective of this key strategy is to propose sub-strategies that will enhance the overarching objectives of the BAMBOO Industry Development Plan by recommending sub-strategies to address the development and management of human development and management of human resources in the industry.

� It should be noted that virtually all the other strategies require the further development of human resources (including high-level resources at technical and managerial level).

Logistics and infrastructure

� The proposed strategy supports the overall strategic objective of the BAMBOO industry in that it should lead to the maintenance and improvement of logistical systems and infrastructure, to ensure sustained development, growth, competitiveness and development, growth, competitiveness and profitability.

Rural Development

� Rural development strategies have a direct bearing on the social and natural components of sustainability, and consequently bear directly on the overall pillars of strategy.

� The development of sound rural communities will have a significant long-term impact on most of the strategies

Positioning and capacity of NBASA

� The proposed strategy supports the efficient implementation of the overall BAMBOO Industry Development Plan both in terms of the National Bamboo Association of South Africa (NBASA) positioning, human and financial resources.financial resources.

In addition

� Refinement of the cluster approach

� Sort of a roadmap for implementation – how do we implement a bamboo cluster?

Strategy before structure –

the catch 22?

NBASA capacity and positioning

NBASANew representative umbrella body of the bamboo industry

(Management Committee)

CEO – NBASA• Secretary

• Technical Extension Capacity

• JMF Management Capacity

• BEE and Land Reform Capacity

Service providers:ARC, Universities, PPECB, Consultants etc.

>roducers�ommitteeRepresent Bamboo producers

(eyfunctions:• Production issues / research

• Plantation census

• Input for crop estimates

• Input – industry survey’s – production norms

• Recordkeeping

• Production research priorities

• ??????

8ar9etingForumRepresentatives of bamboo supply

chain stakeholders

(eyfunctions:• Production estimates and actual local intakes

• Export of bamboo products per category

• Stocks of bamboo raw material

• Imports of bamboo products

• Local Market Sales

• Price trends

• Marketing and promotion

• Logistical issues

• ????????????

• BEE and Land Reform Capacity

• Research Management Capacity

• Information Management Capacity

What now?� We need to get the mandate from Bamboo stakeholders to continue to develop the strategy

� Not a theoretical exercise – we need a tangible plan to go ahead

� The management of NBASA must be in a position tot start implementing the BIDP as soon as funding is available

� Communication with stakeholders to develop common vision and mission

� Communication with stakeholders to develop common vision and mission

� We first need to prioritise key strategies based on importance for now – see hand-out in your bags

� Development of sub-strategies and actions – communicate with stakeholders

� Finally we need more prioritisation of sub-strategies and actions depending on the availability of funding – the BIDP can also be used to source funding from several potential funders