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The Zimbabwe Cotton-to-Clothing Strategy
Transcript of The Zimbabwe Cotton-to-Clothing Strategy
Why the cotton value chain?
The value addition:
A century of cotton cultivation has driven the birth of numerous industries: ginning, oil pressing, textile and clothing. And there is a high potential to further climb the value added ladder.
The socioeconomic and developmental importance:
At its peak, cotton was grown by some 250,000 to 300,000 smallholder farmers in Zimbabwe, providing livelihood to 1.2 million people.
Zimbabwe's C2C sector is internationally competitive
due to a high commitment to quality and a qualified workforce supported by a high level of social responsibility.
Why is a strategy needed?
Zimbabwe’s period of economic volatility resulted in significant fluctuations in the performance of key operators and
disrupted the cohesion of actors along the value chain
. A strategy was needed to:
Establish an inventory and a comprehensive analysis of the issues and opportunities
Capitalize on the lessons learned and knowledge at national and regional level
Strengthen the public / private dialogue based on the needs and priorities for the sector’s development
Develop an integrated response, recognized by all stakeholders and common to the entire sector
An improved balance between resources and priorities thru consensus building and integration of public and private efforts towards the same goal
A stronger ability to influence and negotiate for the country
An optimized framework for implementation management, facilitating the harmonization of regional and national initiatives
An operational mechanism for strategy coordination
The overall aim of Zimbabwe’s C2C sector strategy is to realize the sector's potential to re-emerge as a significant driver of economic growth, wealth creation and national development.
Snapshot of the sector's constraints and opportunities:
Inadequate extension support to farmers, especially those in remote areas
Ginners operate under-capacity and are unable to achieve cost efficiency
Disjointed policy that hinders collaboration and streamlined reform
Limited transparency discourages investment in certain subsectors such as textiles and spinning
Stakeholders suffer from inadequate knowledge of markets and trends
It seeks to address constraints in a comprehensive manner and define concrete opportunities that can be realized through specific steps.
How was the strategy developed?
WHAT CAN BE EXPECTED FROM THE STRATEGY?
An increase of 71% in yields up to 1,200 kg/hectare;
Yearly seed-cotton production to reach 450,000 tons, from the current 145,000 tons;
250,000 of smallholder farmers benefit from revenues from cotton.
At the farming level:
At the ginning level:
Usage of available ginning capacities to attain 69.5%, up from 20% currently;
Volumes of cotton fibre processed locally to increase to 25%, from the current 3-5%;
Zimbabwe’s annual lint exports to reach 90,000 from current 55,000 tonnes.
• Exports of textile and garment to increase 390% to US$110 million;
• More than 40,000 new jobs in the textile and clothing sector;
• 100% of companies complying with international standards related to working conditions, quality management and sustainability.
At the textile and clothing levels:
Involving a high level of analysis
2 wide stakeholders' consultations and a set of bilateral meetings
involving representatives of the entire value chain, the supporting institutions, academia as well as regional and international development partners.
A national public and private Core Team
coordinating the design process, under the leadership of the Ministry.
Detailed value chain mapping
Identification of constraints and their root causes - Problem tree analysis
Identifications of adjustments and opportunities in the value chain
An initiative lead by the Ministry of Industry and Commerce of Zimbabwe
With the financial support and collaboration of:
With the technical support of:
THE STRATEGY DESIGN PROCESS (March-August 2014)
Highly participatory and inclusive
The nearly inexhaustible international demand:
cotton and cotton-based products will continue benefit from high demand in world markets thanks to their intrinsic characteristics and qualities.
The potential for regional integration:
a regional approach to refine the production, processing and marketing of cotton would allow countries in the subregion to develop economies of scale and provide scope to overcome national limitations.
Cotton labeling and branding could be a way promote cotton "made in Zimbabwe" and regain its international reputation
The integration of clothing design into clothing companies will add to the national identity of Zimbabwe clothing products
Diversify cotton by-products base produced in Zimbabwe and increase the level of value added (Margarine, paper etc.)
Encourage development of local textile process houses and a printer segment that will be able to do small runs and respond quickly
Corporate wear is a growing market and lends itself to small-run, individually styled, quality garments
The Strategy is therefore not only an issue solving plan but also a forward-looking roadmap that leverages opportunities.
The strategy is articulated around a unifying vision and four strategic objectives:
What is the strategy about?
To create a competitive and sustainable cotton value chain that maximizes the linkages and elevates socioeconomic development in Zimbabwe, based on quality and value
Strategic objective 1
policy environment and framework
to support the development of the C2C value chain
Strategic objective 2
Improve the capacity and cohesion of the
trade support network
to enhance the effectiveness of the C2C Value chain
Strategic objective 3
Increase farmers’ and firms’ capacity and productivity, and in turn their
Strategic objective 4
Improve the capacity of businesses to
integrate into domestic, COMESA/SADC, EU and international markets
The Strategy culminates in a detailed Plan of Action
And in order to achieve this...
The Strategy was designed based on an analysis and understanding of domestic, regional and international markets’ characteristics and buyers’ requirements
Integrates in the existing development framework
The Strategy was aligned with existing national and regional policies and development frameworks (e.g. IDP, ZIMASSET, COMESA C2C Strategy), as well as with existing development initiatives.
The implementation of the Strategy
Implementation matters were addressed since the early stages of the design process
An implementation management framework is needed to coordinate and monitor the initiatives based on the Strategy's Plan of Action...
Key success factors for implementation
of the strategy to mobilize the national and international support required to effectively structure and enable sector’s development
Establish and operationalize a
to coordinate activities, monitor progress and mobilize resources
Sensitize national implementing institutions
to build ownership and optimize resources towards common goals
private sector support
and participation for effective implementation
Mobilize national resources
through direct budget support and
increase development partners’ interventions
aligned with the strategy
Operational procedures: workplan 2014-2019
Liaising with partners to spur action
Seeking out synergies between projects
Ensuring implementation is on track
Mobilizing partners from public and private sectors
Reporting on progress
Defining a resource mobilization plan & drafting of comprehensive donor fact-sheets
Producing project proposals to implement the strategy
Enabling donor roundtables
Setting up budgets
Spearheading fundraising (missions etc.)
Promoting the sector’s agenda at various levels
Develop and convey policy recommendations to support the strategy implementation and raising export performance
Effective high-level guidance to development partners engaged in strategy implementation
Improve the visibility of the strategy and the coordination committee in national and regional planning frameworks so they receive adequate support
This will also increase the use of the Plan of Action of the Strategy as a reference and as a roadmap
The implementation management framework
Successful strategies worldwide share a “champion”
High-level and over-arching coordinating body
Public/Private sectors platform
Responsible for spearheading the implementation
Clear mandate and accountability
"Without action now, the strategy becomes a dead text"
The Technical Secretariat
Competitive intelligence is the organizational function responsible for the early identification of risks and opportunities before they become obvious.
It is about making institutions, companies, more competitive relative to their environment and stakeholders: customers, competitors, distributors, technologies.
In the context of the Strategy, the activity will aim at:
helping a better coordination for the strategy implementation by monitoring topics such as foreign markets, standards, donors or technological issues in priority sectors
detecting early signals, trends, in order to support companies in their decision-making process for export
helping in accessing information to support resource mobilization and policy advocacy
The Strategy Coordination Committee
Filling the day-to-day work and preparing the strategy coordination committee's sessions.
The scope of the work involves the four following areas: