FORESTRY INDABA 2010

SOCIO-ECONOMIC DEVELOPMENT
FORESTRY
INDABA
2010
Passionary
Believing is
seeing
PRESENTER : HAZEL BANDA
PHILOSOPHY
1. “Successful corporations need a healthy
society” at the same time, “a healthy society
needs successful companies”.
2. “Ultimately, a healthy society creates
expanding demand for business, as more
human needs are met and aspirations grow.
Any business that pursues its ends at the
expense of the society in which it operates
will find its success to be illusory and
ultimately temporary”
“Strategy & Society” by M.P. Porter & M.R. Kramer, Harvard Business
Review, December 2006
VISION: SAFCOL
A world class, global business engaged
in multi-functional forestry,
revolutionising the integration of forests
and communities.
APPROACH:
SOCIAL COMPACTS (MOU)
PARTNERSHIPS
SUSTAINABLE INVESTMENTS (PROJECTS)
BBBEE AND FORESTRY CHARTER (REAL TRANSFORMATION)
MONITORING AND IMPACT EVALUATION
SOCIAL COMPACT
Accord or memorandum of understanding between
the parties focusing on establishment of mutual
beneficial formalized relationships and partnerships.
Provides for structures (joint community forums) and
mechanisms for facilitation, planning, implementation
and monitoring of programs, interventions and/or
projects in terms of separate binding agreements
(special social compact vehicle) as well as address and
resolve issues of mutual interest.
“SETS OUT THE BOND BETWEEN PARTIES – RULES,
ROLES, STRUCTURES, COMMITMENT,
RESPONSIBILITIES AND DURATION AS WELL AS
CREATE CAPACITY TO DRIVE DEVELOPMENT”
STRATEGIC IMPERATIVES
Stakeholder: Development of adjacent communities
•
•
•
•
LOCALITY OF OPERATIONS AND PROXIMITY TO NEEDY COMMUNITIES.
Assist with reduction of poverty, high levels of unemployment and
social ills - restore human dignity.
ENSURING CONTINUATION OF SUSTAINABLE FORESTRY - LAND SITUATION
AND AVAILABILITY OF RAW MATERIAL.
RISK AND CONFLICT MANAGEMENT – MUTUAL CARE, PROTECTION AND
SAFETY.
SHARED VALUES (NB)
LABOUR SOURCES (SKILLED AND UNSKILLED) – FAMILY BASED
SOCIETY.
SUSTAINABLE SAWLOG SUPPLY (PREFERED AGENTS) – PROFITABLE
FORESTS.
OPTIMISING FOREST RESOURCES AND ENTREPRENEURSHIP –
ENTERPRISE DEVELOPMENT IN MULTIFUNCTIONAL FORESTRY.
ADVANTAGE OF ACCORD (MoU)
CLUSTERS AND STAKEHOLDERS
1. RECOGNITION OF ALL RELEVANT STAKEHOLDERS
2. FORMALISED RELATIONSHIPS
3. STRUCTURED INTERACTION AND COMMUNICATION
4. OPTIMISATION OF SHARED VALUES
5. BUY-IN, OWNERSHIP; JOINT/RECIPROCAL RESPONSIBILITIES
6. ESTABLISHMENT OF DEVELOPMENT AGENDA
7. NEEDS DRIVEN PRIORITIES AND SUSTAINABLE INVESTMENTS
8. LEVERAGING OF FUNDING
9. INTEGRATION WITH IDP’S AND OTHER DEVELOPMENT PLANS
10. PARTNERSHIPS AND SYNERGY
11. EMPOWERMENT, SKILLS AND KNOWLEDGE DEVELOPMENT
PROCESS
Progress Social Compacts - Clusters
SIGNED:
• REDHILL
• BLAIRMORE
• ROBURNIA
• TSHIVHASE
• MPHEPHU ENTABENI
• MANTJOLO
• NGOME
• PALM RIDGE
PLANNED AND IN PROCESS:
• BERLIN/ELANDSHOEK
• WILGEBOOM/BLYDE
• TWEEFONTEIN/SABIE
Note: Another five to seven
clusters and Social Compacts
need to be developed to cover
all communities within the
company’s footprint areas.
CLUSTERS: CONSIDERATIONS
1.
2.
3.
4.
5.
6.
7.
GEOGRAPHICAL AREA – COMMUNITIES
GEOGRAPHICAL AREA – PLANTATION
MUNICIPALITY BOUNDARIES/WARDS
SAME INTEREST GROUPS
TRADITIONAL AUTHORITIES/LEADERSHIP
LAND CLAIMS/CLAIMANTS
MANAGEABILITY (MANAGEMENT
CONSIDERATIONS)
8. OTHER UNIQUE FEATURES (OPERATIONS AND
COMMUNITIES)
9. INPUTS STAKEHOLDERS (CONSULTATION)
Milestones/Objectives
1. Representative functional Joint Community
Forums
2. Needs driven, sustainable, integrated projects –
SED, ED and FED
3. Strategic partnerships
4. Improved relationships entrenched
5. Improved Socio-economic Development in
terms of selected criteria – measurable impact.
PROGRAMS AND PROJECTS
TYPE:
Forest Enterprise
Development
Enterprise Development
Corporate Social
Investment
CONSIDERATIONS:
Resources
Capacity and skills
Cost
Inputs and complexity
Funding - internal/external
Partnerships
Beneficiaries profile
Beneficiary group/area
Outcomes/Deliverables
Feasibility – Fin./Tech.
Sustainability
NEEDS SURVEYS; PRIORITIES IDENTIFIED BY COMMUNITIES
CONCLUSION AND CLOSURE
• INTEGRATION AND PARTNERSHIPS WITH
COMMUNITIES CRITICAL IMPERATIVE
• PARTNERSHIP SHOULD EVEN INVOLVE
CONSULTATION REGARDING “SOME”
MANAGEMENT PREROGATIVES
• PARTNERSHIP SHOULD NOT ONLY FOCUS ON
PROJECTS AND CONTRIBUTIONS BY BUSINESS
• ALL THE DIFFERENT TYPES OF INTERVENTIONS
(ORIENTATION, BUSINESS SKILLS, CSI, ED AND
MULTIFUNCTIONAL FORESTRY) SHOULD BE
FOCUS AREAS.
THANK YOU