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REPORT ON
STAKEHOLDERS WORKSHOP ON PILOT CLUSTER
PROJECTS FOR SMMEs IN THE GARMENT
SECTOR
HELD
FROM 11 th -12 th JUNE 2007
AT BNPC CONFERENCE CENTRE
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THEME: CLUSTER DEVELOPMENT, A WAY OF
ENHANCING THE FIRMS PRODUCTIVE CAPACITIES AND
COMPETITIVENESS
TABLE OF CONTENTS
Executive Summary
Acknowledgement
1.0 Introduction
2.0 Workshop Preliminaries, Methodology and Focus
3.0 Welcome Remarks by the Permanent Secretary of
Ministry of Trade and Industry
4.0 Opening address by the director of Industrial
Affairs, Ms V Mosele
5.0 Vote of thanks by the Director of Industrial Affairs,
Ms V Mosele
6.0 SUMMARIES OF WORKSHOP PRESENTATIONS
6.1 Overview of the project by Mr. S Obuseng,
UNDP
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6.2 Review of the Project Strategy
Implementation and Update by Ms Banusi
Jallow, Project Manager UNDP/DIA
6.3 Project Update by Ms Yvonne Thebe,Production Manager, UNDP/DIA
6.4 Company Governance issues by Mr. A. Lanor
of AMSCO
6.5 Presentation of the Business Plan by Dr
Sheik, Business Promoter Consultant
6.6 Introduction of cluster representative andgeneral view by Dr Nelly Tlhomelang, Cluster
Representative
6.7 Project Governance Issues by Mr. S Obuseng,
UNDP
6.8 Policies and Programmes by Mr. Mogorosi,
DIA
6.9 Industrialization Support Services by Mrs.
Kgotlele
6.10 Secondary Education Uniform Procurement
by Mr. Tambula
6.11 Primary Schools uniform procurement by Ms
Kelebemang
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6.12 Fabric Manufacturing and procurement
process by Dagama
6.13 Tendering Requirements by Ms Pauline Pule,Dept of Supplies
6.14 Support to local firms; particularly to SMMEs
clusters by Mr Joseph Ramotshabi of
Debswana
6.15 Institutional support to cluster development
by Barclays Bank
6.16 Advice on market penetration by A. Hilligas of
AGOA
6.17 Entrepreneurial capacity development by Ms
Margaret Mokgethe of LEA
6.18 Sharing experience on Group dynamics and
funding womens groups by Womens Affairs
Department
7.0 Questions Comments and Discussions
8.0 Annexes
8.1 Programme of Activities
8.2 List of delegates
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ACRONYMS
AGOA African Growth Opportunities Act
PEC Project Executive Committee
BEDIA Botswana Export Development
Investment Authority
UNDP United Nations Development
Programmes
DIA Department of Industrial Affairs
MTI Ministry of Trade and Industry
SMME Small Micro and Medium Enterprises
MoE Ministry of Education
BOBS Botswana Bureau of Standards
CEDA Citizen Entrepreneurial Development
Agency
LEA Local Enterprise Authority
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EXECUTIVE SUMMARY
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Ms T, V Mosele Director, DIAMr G. Kombani Permanent Secretary, MTI
Workshop Resource Persons
Name OrganizationMr Obuseng UNDPMs Banusi Jallow UNDP/DIAMs Yvonne Thebe UNDPMr A. Lanor AMSCODr. Sheik Business Promoter Dr. Nelly Radiotlane Clusters RepresentativeMr Mogorosi DIAMrs. Kgotlele DIAMr S Tambula Director, Dept of Secondary
EducationMs Kelebemang Dept of Primary EducationMs Pauline Pule Dept of SuppliesMr Joseph Ramotshabi DebswanaMs Itumeleng Ngwako Barclays Bank
INTRODUCTION
The Stakeholders Workshop on Pilot cluster projects for SMMEs in the
Garment sector took place in Gaborone from the 11 th-12 th June 2007 under
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the theme Cluster Development, a way of Enhancing Firms Productive
Capacities and Competitiveness.
This was the over-arching factor that \was captured in all the presentations
of the workshop. The Stakeholders Workshop was precipitated by the need
for continuous consultations to advocate for clusters in their plight to find a
market for their goods and services in this country.
The workshop was structured in three parts; the first part was an in-house
discussions among project advisory and implementation members whose
objectives were to:
Restate and clarify project objectives to re-align stakeholders
perceptions and expectations
Redefine the project strategy
Outline governance mechanisms and processes at the oversight and
project implementation levels.
The second part of the workshop was the stakeholders consultative forum
whose initial objectives were to:
Update stakeholders on work undertaken this far on the project
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Address what appears to be a vicious circle of constraints hampering
the growth and competitiveness of SMMEs in the garment sector. The
constraints include; Poor quality of local products
Uncompetitive pricing
Unreliable supply of goods
Lack of capacity to deliver bulk orders
Poor or none existence of after sale service
Lack of promotion of goods
Lack of competitive sources of supply of fabrics and trimmings
Lack of working capital and a wide variety of school uniform
colors that hinders procurement processes
Share experiences on Cluster Development Model adopted on a pilot
base as a way forward towards addressing effectively the above-cited
constraints. The cluster development model is being implemented
from a local perspective and would be discussed and compared to best
practices on cluster development from a Regional or International
perspective.
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The third part was training of the clusters in priority areas which a
resource private company, On Spot Media was identified to undertake
the responsibility on specific areas of Business Management Training.
WORKSHOP PRELIMINARIES, METHODOLOGY AND FOCUS
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The Stakeholders Workshop on pilot cluster projects for SMMEs in the
Garment Sector was held on 11 th-12 th June 2007 at BNPC Conference room
in Gaborone to share ideas on coming up with incentives that will help
hinder the constraints hampering the growth and competitiveness of SMMEs
in the Garment sector.
This workshop sought to identify bottlenecks in the procurement process of
large retail chain stores, wholesalers so as to come-up with strategies to
empower the SMMEs. It also centered on the issues that impede the capacity
of SMMES to meet the needs of the buyers and thus the need for cluster
development.
The workshop was a culmination of interactions between the Ministry of
Trade and Industry and the United Nations Development Programme for the
need for cluster development as an initiative to empower SMMEs and to
help the eradication of poverty. It was structured in such a way that the
resource persons presented their experiences and information sharing and
then questions and clarifications on what the resource persons have
delivered followed. The output of the discussions formed basis for
formulating resolutions and the way forward.
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In order to get this workshop viable, the organizers invited a number of
institutions like those offering advice on market penetration ,
entrepreneurial capacity development, buyers from government, big bulk
purchasers from Parastatals, to come to the workshop to exchange views,
share ideas and map the way forward.
OPENING REMARKS AND INTRODUCTIOM BY THE DIRECTOR
OF THE DEPARTMENT OF INDUSTRIAL AFFAIRS MS T. V.
MOSELE
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WELCOME REMARKS BY THE PERMANENT SECRETARY IN
THE MINISTRY OF TRADE AND INDUSTRY MR G. KOMBANI
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VOTE OF THANKS BY THE DIRECTOR OF DEPARTMENT OF
INDUSTRIAL AFFAIRS, MS T. V MOSELE
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The director of Department of Industrial Affairs appreciated the presence of
the Permanent Secretary for having made time to officiate at the workshop.
Ms Mosele acknowledged the effort made by her department and UNDP in
making the workshop possible. She reminded the delegates that the goal of
the workshop was to find solutions that will assist the growth of clusters to
propel empowerment of SMMEs which will in turn propel economic growth
and diversification for Botswana and thus help in the eradication of poverty.
The director also thanked all the presenters for their well prepared
presentations. She also apologized for the delay in the program because of
starting late and thanked the chairman for managing the schedule well which
enabled the completion of the program despite having started late.
In conclusion, Ms Mosele assured the participants that the resolutions of the
workshop will be implemented.
SUMMARIES OF THE WORKSHOP PRESENTATIONS
OVERVIEW OF THE PROJECT BY MR S OBUSENG, UNDP
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Mr Obuseng indicated that the project is a component of a larger
UNDP/GoB project on poverty reduction. The project is piloting on an idea
of Joint production with a conceptual base of increasing returns to scale. The
Business Case for the project is both developmental and entrepreneurial.
Mr Obuseng highlighted that the garment sector has a strong rural presence
and is arguably the main manufacturing activity in rural Botswana and
women are by far the dominant players as their participation rates are high.
At the moment there are two pilot sites, Thamaga and Molepolole. The
project pursues a visible potential since a niche market exists, that is the
uniform and institutional market and the women also have basic equipment
acquired through the assistance of FAP. Cluster development will assist in
the transition from subsistence to commercial viability which is possible
with an attainable production model of joint production.
The business case of the project rests on a number of key observations about
beneficiaries . He said that the beneficiaries are small atomistic operators and
that at the moment there is home based production in which one person
performs the majority of tasks related to the production of a garment, but the
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formation of clusters will result in more areas of specialization which will
result in efficiency, improved production and improvement in the quality of
the products, thus increase their competitiveness.
The clusters are facing unfavourable market conditions at current levels of
operation as they face stiff competition from inexpensive imports and the
uniform market is not regulated since colours are not standardised and thus
the need for assistance
Mr Obuseng informed the participants that organising producers into bigger
business units will help in building potential to realise economies of scale
since at the moment producers are trapped in low volume, low quality, low
value production on account of their size which cuts them from the market.
He also reported that both Thamaga and Molepolole are incorporated
businesses whose main aim is targeting high levels of operation.
In his final word he said that there is a need to provide essential services
to the clusters like training, marketing to build capacity and also a need to
address regulatory services like the school uniform colours and the public
procurement to make the market easier to work for the small producers.
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He said that the procurement issues should be addressed to get the
government to use their procurement to empower the clusters.
REVIEW OF THE PROJECT STRATEGY IMPLEMENTATION
AND UPDATE BY MS BANUSI JALLOW, UNDP/DIA
Ms Jallow, the Project Manager started her presentation by outlining the
objectives of the stakeholders workshop on pilot cluster projects for
SMMEs in the garment sector as follows;
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To Restate and clarify project objectives to re-align stakeholders
perceptions and expectations.
To Redefine the project strategy and project implementation levels. To outline governance mechanisms and processes at the oversight.
She reported that the project is precipitated by problems faced by the
clusters like poor quality of local products, uncompetitive pricing, unreliable
supply, lack of capacity to deliver bulk orders, poor or none existent after
sale service and lack of promotion of goods, lack of product development,
lack of employing new technological functions, etc.
Cluster development in the garment sector presents ideally a practical
approach to on sole proprietorship that benefited from social capital intended
to create employment and to reduce poverty and as result, were unable to
due to the sectors emanate challenges that include the supply-side
constraints among the SMMEs.
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She explained the meaning of cluster as below, first giving the international
meaning and then the definition from a local perspective
For example Malls or Business Districts are often referred to as a
cluster. Michael Porter in his Competitive Advantage of Nations
(1990) described a Cluster as geographically proximate group of
interconnected companies and associated institutions in a particular
field linked by commonalities and complementariness. Clusters
encompass an array of linked industries and other entities important to
competition, including government and other institutions such as
universities, standard setting agencies, the think tanks, vocational
training providers and trade associations.
She highlighted that it has come to our realization that clusters can operate
with a higher level of efficiency, drawing on more specialized assets and
suppliers with short reaction times than they could in isolation. There is
knowledge/skill transfer among members and high level of innovation and
business formation attracted to invest in their location and also studies
already made show a positive correlation that seem to strongly suggest that
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the development of strong clusters is one aspect of achieving overall
economic development.
Explaining the concept of clustering from a local perspective she said that
the cluster business model suggests the formation of a production entity or
company through pooling of already existing resources from households
who are sole proprietors to grow together and share risks and rewards under
a single facility with sufficient economies of scale achieved through
specialization, to improve quality and firms competitiveness towards
urbanization or industrialization of a district or area; interlinked through a
privileged performance contractual agreement or relationship to a Design,
Sales and Marketing Company (SALESCO), surrounded and supported by a
conducive business environment.
She also elaborated on the business sense of the pilot project as follows
The business model will enable a quicker learning curve in
improved production operational efficiencies through reduced
turnaround time in skills development, Factory organizational
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structures, Improved production methods, sewing techniques,
standards and certification of products and processes
Improved service delivery and supply quantities.
The business model would boost financial gains of the clusters
through a bankable realistic business plan agreed between
SALESCO and the Clusters.
Mitigate Occupational Health and Safety standards in and
HIV/AIDS intervention in the work place;
Business model would allow job creation and poverty reduction
in the rural areas thus curb migration into town.
In conclusion she indicated it has been realized that the country loses the
much needed foreign currency to imports annually when this could be
avoided through purchasing locally produced goods. SMMEs have been
urged to take advantage of citizen empowerment and incentive schemes that
are in place
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The chairperson thanked the Project Manager for her presentation. He said
that all the presentations show that there are a lot of challenges on cluster
development and participants should look into how to make the cluster
development a success.
PRODUCTION UPDATE BY MS YVONNE THEBE, PRODUCTION
MANAGER
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The Production manager reported that at the moment there are 35 women in
the two pilot clusters of Molepolole and Thamaga. The clusters are facing a
lot of challenges some of the highlighted as below;
Inadequate Machinery
No suitable workshop layout
Do not have adequate training
Lack of working capital
Not guided by standards
She said that in an effort to make production much easier the Thamaga
cluster had to move from their old premises to more suitable premises which
are more work conducive. This move came after Dr Mothibi indicated in his
report that the old premises were not work conducive and therefore could
hinder effective production.
Ms Thebe also reported that she has devised a monitoring system that will
focus on staff attendance, lead time to complete garments, workshop layout
which will assist in more production
COMPANY GOVERNANCE ISSUES BY MR A LANOR
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Mr Lanor from AMSCO started his presentation by outlining what his
company operates on, and he said that their main aim is to assist African
companies in becoming globally competitive, profitable and sustainable. He
said that AMSCOs mission is to build management capacity within the
African private sector by providing management and training support,
primarily to African SMMEs.
The services provided by AMSCO are those of senior management
assistance, training and management development, and grant funding.
In relation to the Botswana Garment & Textiles Industry in context he
indicated that the sector is an important driver of the economic activity and
that the garment and textile industry is a regionally competitive industry.
He also said that Botswana has comparative advantages because of the
follows factors:
Good governance and economic management
Low levels of corruption
Good Labor and Industry relations
Relatively low water and electricity costs
Reasonable property rentals
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Even though Botswana still enjoys the benefits of good governance there are
some challenges faced by the Botswana garment producers and these are
Low Productivity Reputation for poor quality & inability to deliver on time
No supporting services and Industries
Difficulties in obtaining work permits for skilled expatriates
Containing threat of HIV/AIDS
These challenges therefore calls for the need of cluster development because
clustering helps the SMMEs to be able to negotiate preferential procurement
contracts, to expand customer base and product range and expand through
the development of new cut, trim and make companies. He said clusters are
able to establish business locally through import substitution, which can
enable them to grow through regional export drive, Reduce costs through
economies of scale, Achieve collective efficiency
The presenter highlighted the determinants of Cluster Growth &
Development being the Size of Market abundance of customers, proximity
to source of raw materials, nature of products and that the product quality is
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determined by its durability, reliability and the adherence to the set standards
of the producers .
He said that for proper project management and good Governance there is a
need to develop common vision amongst cluster stakeholders, promote
communications, leverage core competences, promote cooperation and align
the strategies and role of stakeholders with cluster goals and therefore
concluded that workshops like this one are very essential in those regards.
The presenter said that Corporate Governance, which is a governing
structure that protects and balances the interests of a company and its
shareholders, is very essential and it has good implications for companies.
This includes independent leadership (board), transparency, advisory and the
balance of powers.
Concluding his presentation Mr Lanor said that the garment and textiles
industry is a major player in development of economies of Asian tigers like
China, Korea, Taiwan, India and Pakistan and therefore could also develop
our economies. He said since SMMEs are resource constrained, cluster
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development programmes are an ideal strategy for SMMEs to overcome
handicaps and overcome challenges of globalization. He emphasized on the
need for Unity among clusters and proper management of the clusters by
taking into considerations the individual objectives and ideas.
PRESENTATION OF THE BUSINESS PLAN OVERVIEW BY DR
SHEIK
Dr Sheik described the objectives of the work plan as below
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To re-organise state supported individual garments
entrepreneurs into sustainable and profitable make and trim
garment manufacturing cluster (MT Company).
To cluster and consolidate existing independent garment
producers into functional business entity with sufficient
economies of scale and scope by pooling their resources
together.
To sustain and grow the garments production unit (MTco)
through on-the-job training, skills development and production
of quality garments.
To concentrate on make and trim production of simple but
stylish import substitution garments, such as uniforms that have
sufficient local market in Botswana and SADC.
To create sustainable employment and alleviate poverty at rural
household level in Botswana.
To produce garments efficiently to achieve profitability level
within 3 years.
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He said that the project needs capital amounting to P1, 400,000. The
shareholders equity contribution in the form of machines amounts P475,
000.00 and therefore loans amounting to P925, 000 will be required in order
to sustain the project.
CHALLENGES:
Perception of producing 8 suits per day - as opposed to 1 line of 24
machinists + 10 helpers can produce between 70 to 95 shirts or 40 to
60 trousers i.e. between maximum 3 shirts or 2 trousers per day per
person.
Minimum Wage Order P3.55 per hour for unskilled worker i.e. 625
per month salary. Skilled workers i.e. machinists get P800 1,000 per
month.
P6 per suit labour charges are ridiculously low - CMT Companies are
charging P12 to P20 per shirt and P30 to P40 per trouser and crying
for making loss because of improper costing.
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In MT process Ironing is a big component as each step in
production process demands ironing to produce quality shirt and
trouser.
Valuation of shareholders machines and assets as most of them are
older than six years.
Marriage of Salesco and MTCo business plans.
INTRODUCTION OF CLUSTER REPRESENTATIVE AND
GENERAL VIEW BY DR N. RADIOTLANE
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PROJECT GOVERNANCE ISSUES by MR S OBUSENG, UNDP
Mr Obuseng highlighted the key governance issues governing the clusters.
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He highlighted the key governance roles as below;
The Project Executive Committee (PEC)-
He said that the PEC is responsible for ensuring that the package in the
project document is delivered in time, the quality specified and within
budget. The PEC functions like a board except that it doesnt have the
legalities of a board. They are the decision makers of the project. The PEC
cannot assume the responsibilities of the Project Manager and vice-versa.
The Project Manager (PM )
All operational responsibilities rest with the PM. The Project Manager is the
does not make decisions but is the implements decisions of the PEC. She is
guided by the project document which indicates what has to be done, when
and within budget. The Project Manager reports to PEC on updates on what
has been achieved. The Inception report is used by the Project Manager to
indicate the issues in the project and the exception report highlights the
problems in case of a breach from the project document. The Project
Manager is responsible for managing the production team which comprises
of the production manager and the clusters.
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PROJECT ASSURANCE
The role of the project assurance team which consists of UNDP is to
provide quality assurance that is to ensure that the products produced are of
the required standards as stated in the project document. The technical
committee that existed before the current being used model provides the
project assurance.
POLICIES AND PROGRAMMES BY MR MOGOROSI
Mr Mogorosi reported that the Industrial Development Policy was approved
by Parliament in Dec 1997, and was adopted through Government paper
No.1 of 1998.
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He said that the industrial development policy originated from the need to
diversify the economy away from its dependence on mining and agriculture,
the need to foster growth of the private sector and the need to support
growth of employment in the smaller town and villages.
The principles of the current industrial policy are to promote the expansion
of highly competitive and efficient industries in response to globalization
and increased competitiveness of industry through the introduction of more
productive technology and improved operating procedures. The policy also
assists with facilitating the creation of services industries and small scale
manufacturing industries to support competitive export sector, support for
service sectors which are export-oriented and generate employment, creation
of employment and income opportunities in rural areas. He said that the
Policy also focuses into meeting international competition, through the
reduction of trade barriers.
He mentioned that in the past investors were enticed to locate in special
designated areas, e.g in Selibe-Phikwe but the current strategies calls for
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local authorities to provide conjucive conditions such as serviced land and
factory shells and thus the need for projects like this one.
In conclusion he said that as an effort to address the problems of rural
industrial development and employment creation, the policy advocates for
the following;
Basic Infrastructure Provision
Cost Sharing in Training
The Use of Locally Manufactured Goods and services (LPP)
Financial Assistance (CEDA)
Promotion of SMMEs
Privatization
INDUSTRIALISATION SUPPORT SERVICES BY MS KGOTLELE
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SECONDARY SCHOOL EDUCATION UNIFORM PROCUREMENT
BY MR S TAMBULA, DIRECTOR DEPT OF SECONDARY
EDUCATION
The Director, Mr Tambula highlighted that School heads are the ones who
determine the dress code for the students. The school uniform improves
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She said there are challenges when it comes to the quality of the materials
since some of them are not of good quality and therefore the colors of the
uniform fade as time goes on. The other challenge is on the unavailability of
the materials.
The other huge challenge affecting school uniforms is that the ministry
encourages school uniform but does not enforce and therefore some students
do not wear school uniforms and cannot be expelled from school or be
forced to wear it.
TENDERING REQUIREMENTS BY MS PAULINE PULE, DEPT OF
SUPPLIES
Ms Pule also agreed with the concept of clustering as it brings in with
different expertise. She said that the department of supply buys the fabrics
and supplies it to the tenderors as they want standard materials used for the
uniforms they supply.
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Their tender is called the Cut-Make and Trim and the requirements of the
tender are a trading license, tax clearance of the tenderors. The specifications
of the tender are always specified in the tender document. She said that the
tender is divided into three stages when evaluating which are compliance to
the tender, the technical stage which looks into the compliance to the
specifications and the cost effective price.
SUPPORT TO LOCAL FIRMS; PARTICULARLY TO SMMES
CLUSTERS BY MR J RAMOTSHABI OF DEBSWANA
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PLENARY DISCUSSIONS, QUESTIONS AND COMMENTS
C- Comments
Q-Questions
A- Answers
Q. How has AMSCO performed in the element of cluster development?
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A. AMSCO is doing well in cluster development because they encourage
unity among the cluster members. There has to be structures developed that
will deliver returns to the individuals and proper management by taking into
consideration the individuals ideas and objectives is very essential to ensure
cluster development.
C. BOBS approved the national school uniform standards on the 5 th of June
2007
Q. Is BOBS considering the translating the standards into Setswana?
A . BOBS will assist with translation when there is an issue like the one of
the clusters.
Q. What approach has LEA adopted to ensure that what they teach is in the
language understandable by many e.g. Setswana?
A. All materials are going to be translated into Setswana. They are yet to
take all their materials to UB to be assisted with translation.
Q. If a company complies with all the set BOBS standards is there any
certification of excellence awarded to such a company?
A. Yes, a BOBS compliance certificate will be awarded.
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Q. How do you balance the interests, objectives and goals of the clusters so
that they do not clash?
A. Try to separate ownership from the managers by appointing individuals
from the community to be one of the trustees to form a balance.
Q . Why are schools and Institutions considered as a niche?
A. Because they are an easy market
Q. How long is the pilot project intended for
A . The original plan was for the pilot project to end in 2007 but the initial
expected life has been exhausted. Therefore an extension to 2009 is expected
and since the project is getting into a more disciplined phase where all the
inputs are in place the idea is that it be complete by 2009.
Q. How will the cluster model be replicated?
A. A lot rests in the outcomes of the present clusters
Q . What is the proper and efficient allocation of equity method being used
for the clusters?
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A. There are many forms of capital e.g. financial capital etc, if someone
brings in equipment as their capital then a professional has to value it
upfront to establish the value of the contribution in monetary terms. Sweat
capital also has to be analyzed.
Q . How does AMSCO address the issue of globalization?
A . Globalization is always there and whether we like it or not there will
always be cheaper imports and therefore the challenge is to produce
competitive products which cannot be replaced by cheap imports.
Q. How does LEA address globalization?
A. LEA will come up with programs in place which will ensure that the
clusters will compete with other very competitive clusters. They will also
run a program with BNPC for the clusters to ensure that issues of quality and
productivity are analyzed.
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Q . In his presentation of the Business Plan, Dr Sheik has indicated that the
clusters board be chaired by the Project Manager, and therefore the question
is whether the clusters decided that their board be chaired by the PM?
A . The clusters need guidance so that a holistic approach is undertaken and
hence the example of the PM chairing the BoD.
C . The choice of membership of the BoD should be left to the clusters. The
clusters need to be well informed and be made to understand that they are
accountable for their actions.
Q . Will the project make profit?
A . The first 2 years the project will make losses but after that profits will be
made.
C. Ministries should support each and also the small industries. Laws should
be enforced so that government procurement is done from small industries.
There should also be grading of companies and there should be a program in
place to safe guard the quality of the materials being used.
On the procurement of school uniform there should be specifications on to
the type of uniform required so that there is a lot of competition rather than
awarding the tenderor who submitted the required specifications during
tendering.
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Q. How are entrepreneurs assisted to benefit from policies and services?
A. Entrepreneurs are assisted by networking, by arranging fairs locally and
internationally for them to compete with other entrepreneurs. There are also
reference centers at BEDIA, SA HUB and UB which entrepreneurs can use
to acquire more information.
Q. How does LEA assist people hit by natural disasters?
A. At the moment there are no programs to assist in such situations
Q. As data is collected, how reliable is it to be used by the business?
A . Baseline data is important as it is information that is already there and
may be updated as the need arises.
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SUMMARY KEY ISSUES
1. We are in agreement that cluster development is self evident
2. From the workshop the participants have realized that there are
opportunities in the market for clusters and that there will be no favors
for the clusters, they have to produce the products of good quality, set
standards and cost effective prices so as to win tenders.
3. The clusters have to be self dependable and not rely on the clusters
4. Conscious budget decisions have to be made to improve the
procurement systems
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5. The Presentations by Industrial Affairs, Education and Supplies show
that the departments are not yet in one unison and therefore there is
need for them to discuss it further to have one motion which is to
support government initiatives.
DISCUSSIONS, SUGGESTIONS AND THE WAY FORWARD
The following points were discussed as the way forward from the workshop.
a. Get the school uniform and corporate wear standards gazetted and get
people trained on them, and request BOBS to run a workshop to sensitize
about the standards on the garments sector.
b. Secure Institutional support to provide input on productivity training and
entrepreneurial support
c. The clusters need to be provided with mentoring and monitoring services
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d. The Business Plan (1 st Draft) has to be presented by the 22 nd of June
e. The Project Manager has to finalize the proposal on school uniform colors
for review by PEC on 11 th July
f. The Ministry of Trade and Industry has to engage Ministry of Education in
dialogue on color coordination and procurement of school uniform.
g. The clusters need capacity development to be able to produce.
h. Educate suppliers and stakeholders on the local Procurement Programme
(LPP)
i. Facilitate innovation and access to better technologies
j. Invitations to tender should incorporate sections on violation to non
compliance
k. Strengthen the governance capacity at the level of the clusters
l. fabric suppliers are required to provide technical specifications/ lab reports
of their fabrics
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PROGRAMME OF ACTIVITIES
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LIST OF DELEGATES
REGISTRATION FORM
STAKEHOLDERS WORKSHOP OF THE 11 TH 12 TH JUNE 2007 HELD ATUNDP CONFERENCE FACILITIES
N
O
NAME OF
PARTICIPA
NTS
NAME OF
ORGANIZA
TION
TITLE CONTACT DETAILS ADDRESS
(POSTAL & EMAIL) AND TELEPHONE
1
.
T.V. Mosele DIA Director P/bag 0014 Gaborone 3957406
2
.
D. Okullo DIA Chief Industrial
Officer
P/bag 0014 Gaborone 3957406
3
.
DR Elsie
Meintjies
BOBS Managing Director P/bag BO 48 Gaborone 3903200
.
Elliot
D.M.Odirile
UB Business
Clinic
Coordinator P/bag UB 00701 Gaborone 355511
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5
.
Abraham
Honor
AMSCO Regional Manager P 0 Box 41701 Craig hall 2024 Johannesburg
RSA. [email protected]
6
.
Gladys
Tlhomelang
GTM Business
Consultant
P 0 box 2438 Gaborone 3902515 [email protected]
7
.
Madram
Sheikh
Business
Promoter
Chief Executive P O Box 1461 Gaborone 3907280 email:
8
.
Victor Mong-
gae
LEA Director
(enterprise
Development)
P/Bag 191 Gaborone 3644000 email vmog-
9
.
C. Koketso MFDP/RDCD Chief food
strategy and
Policy Coordinator
1
0
.
Dr Mothobi Business
Consultant
Project Manager P/bag 0061 Gaborone 3554348 email
1
1
.
Dr Nelly
Radiotlane
1
2
.
S.Obuseng UNDP Programme
Manager
P. O. Box 54, Gaborone
1
3
.
Kabo Pule On Spot Media Business Director P. O. Box 4588 Gaborone Tel 3900215 Email; On
spot media @ yahoo.com
1
4
.
Margaret
Mokgethe
LEA Micro Business
Program Manager
P/Bag 191 Gaborone
1
5
.
Nthusang M.
Dibe
BNPC Consultant P/Bag 00392 Gaborone
1
6
.
Nkae D.Y
Molefe
On spot Media Coordinator P.O. Box 4588 Gaborone
Tel: 3900215
Email; or spot media @ yahoo.com
17
.
Y. Thebe UNDP ProductionManager
P/Bag 0014 GaboroneTel 3957406
1
8
.
C. Formson UNDP Programme
Associate
P. O Box 54, Gaborone
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1
9
.
Perekvander
Riet
BNPC Senior Consultant P/Bag 00392
Gaborone
2
0
.
B. Jallow UNDP/DIA Project Manager
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