2. TABLE OF CONTENTS
ITEM PAGE
INTRODUCTION…………………………………………………………………………………2
NAME OF ORGANIZATION…………………………………………………………………2
VISION, MISSION, GOAL, OBJECTIVES, CORE VALUES……………………………..2
THE COPPERBELT LEATHER INDUSTRY CLUSTER SITUATIONAL ANALYSIS…..4
COPPERBELT LEATHER INDUSTRY CLUSTER STRATEGY………………………..5
2014/ 2015 COPPERBELT LEATHER INDUSTRY CLUSTER STRATEGY ………….5
CLUSTER GOVERNANCE STRUCTURE…………………………………………….. …8
CLUSTER SUSTANABILITY……………………………………………………………….11
1. INTRODUCTION
The Copperbelt Leather Industry Cluster Ltd (by guarantee) registration no.115402 is
non for profit organization established in September, 2013 and is located at Suite 10C,
David Mwila House, and President Avenue, Kitwe.
2
3. The Copperbelt Leather Industry Cluster was formed in order to support the leather
industry Cluster formation and management including implementing activities of training,
research and development for the Leather sector in Collaboration with Common Market
for Eastern and Southern Africa - Leather and Leather Products Institute
(COMESA/LLPI).
COMESA Leather & Leather Products Institute (COMESA/ LLPI) a sector of COMESA
has taken the initiative to develop its members states’ Leather Industries through the
Cluster Concept.
In recent years a large number of communities around the world have adopted cluster-
based economic development as a strategy to propel their economies to new levels of
economic competitiveness. The government of the republic of Zambia is also on record
supporting the introduction of the cluster concept popularly known as the Economic
Zones.
2.0 NAME OF ORGANIZATION
The organization shall be called Copperbelt Leather Industry Cluster ltd (by
guarantee) abbreviated (CLIC) registration no.115402, currently situated at Suite 10C,
David Mwila House, and President Avenue, Kitwe.
2.1 VISION
To be the national’s hub and reference point for best practice in development and
management of leather Footwear cottage industry clusters.
2.2 MISSION
Promoting the establishment of cottage industries in the leather sector in order to
create sustainable self- employment opportunities especially for the youth and
women.
2.3 GOAL
Sustainable self-employment for poverty reduction through Leather cottage industry
clusters.
2.4 OBJECTIVES
Develop Leather Footwear Clusters and business incubation facilities for the leather
sector artisans.
3
4. To foster creativity, innovation, cooperation and internationalization in the leather
sector in order to enhance MSMEs competiveness on the global market.
To address the technical and business skills needs for the existing and upcoming
leather industry artisans through training in appropriate technologies and
entrepreneurship.
To provide a resource center for information communication technologies (ICT) for
exchange, collaboration, and sharing of information in the continuum of the global
leather industry.
To spearhead training, research and development for the Leather sector.
2.5 CORE VALUES
Integrity: A good name is better than riches. We therefore believe in promoting
accountability and trust in the conduct of all our affairs.
Quality Products/ Services: We will endeavor to provide overall superior
products/services and good value for money in every market segment in which we
compete. We will strive for continual improvement in the quality of delivery for all our
products/services and will consistently satisfy our customer’s needs.
THE COPPERBELT LEATHER INDUSTRY CLUSTER SITUATIONAL ANALYSIS.
The copperbelt Leather industry Cluster comprises of the shoe cobblers, Shoe makers,
Leatherworkers and tanners with different levels of artisanal skills and education
backgrounds who are working together to maximize on their co- efficiencies since as
Individual SMEs they are bound to experience difficulties in achieving economies of scale
in the purchase of Inputs, equipment, raw materials including access to finance and
consulting services.
The following are some of the challenges being faced by the SMEs.
4
5. Lack of suitable equipment for shoe making and leather work.
The use of old and obsolete un appropriate machines
The lack of design expertise and supporting shoe making technologies to
produce good quality leather products.
Lack of business management skills
Lack of proper working space
Lack of working capital.
3.0 COPPERBELT LEATHER INDUSTRY CLUSTER STRATEGY
The copperbelt Leather industry Cluster Strategy is adopted from UNIDO’s vast
experience of working with clusters in many parts of the world and is developed on the
premise that Individual SMEs experience difficulties in achieving economies of scale in
the purchase of such inputs as equipment, raw materials, finance and consulting
services and are often unable to take advantage of market opportunities that require
large production quantities, homogenous standards and regular supply.
To preserve their narrow profit margins, small-scale entrepreneurs are often unable to
introduce innovative improvements to products and processes and this limits the scope
of SMEs to take advantage of new market opportunities.
4.0 2014/ 2018 COPPERBELT LEATHER INDUSTRY CLUSTER STRATEGY
5
6. 6
OBJECTIVES STRATEGIES ACTIONS
Develop Vegetable Tanning and
leather Footwear Clusters including
business incubation facilities for the
leather sector covering, the
Copperbelt, Northern and
Northwestern Provinces.
Spearhead collection and
preservation or the establishment of
small vegetable tanneries in places
where there is availability of skins and
hides which are going to waste.
Create a footwear infrastructure
system that will enhance a
stronger footwear manufacturing
base which can effectively compete
with imports and develop products
and supply for export.
Conduct awareness campaigns for
hides and skins value addition to
small scale farmers and butchers
and ensure that no single skin
goes to waste.
Work in collaboration with the
Department of agriculture
extension officers.
-In the next 5years establish over
300 empowered entrepreneurs in
a net- work of footwear factories
and outlets creating approximately
over 2000 direct and indirect jobs.
-Make available to the emerging
entrepreneurs all the necessary
equipment, machinery and
material supplies required to
produce high quality Footwear(i.e.
Skiving machines, stitching
machines, sole press machines,
Lasts for different models and
matching soles , Various Hand
tools, sheeting materials/grindery
materials etc.)
There has to be an assertive effort
to bring more suppliers in, as well
as establish suppliers, to cater for
the footwear Clusters.
- Establish a state of art CAD
design facility and a think tank of
designers, developers and model
makers.
- Attract investment in the
establishment of a Last and Sole
manufacturing plants.
Hold stake holders meetings to
share information on leather
sector value chain addition.
To foster creativity, innovation,
cooperation and internationalization in
the leather sector in order to enhance
MSMEs competiveness on the global
Foster linkages and networks
among Cluster SMEs and their key
business partners (suppliers,
wholesalers and retailers as well
as support institutions, public and
private).
Participate in trade shows,
workshops, Seminars and forums
etc.
7. COPPERBELT LEATHER INDUSTRY CLUSTER TARGETED COLLABORATIVE
STAKEHOLDERS
INSTITUTION AREA OF COLLABORATION
COMESA/LLPI Technical support/ Funding
UNIDO Technical support / Funding
ILO Technical support / Funding
Zambia Development Agency Technical support / Funding
Ministry of Comerce Trade &
Industry
Networking/Technical support
Ministry of Agriculture & Fisheries Networking
Leather Association of Zambia Networking
Zambia Chamber of Commerce
and Industry
networking
Kitwe Chambers of Commerce
and Industry
Networking
Zambia Association of
Manufacturers
Networking
Export board of Zambia International marketing
Cross Boarder Association of
Zambia
International marketing
Banks Funding
Kitwe City Council Land Acquisition
Small Scale Enterprises
Association of Zambia
Networking
Copperbelt Development
Foundation
Funding
5.0 GOVERNANCE STRUCTURE
The Copperbelt Leather Industry Cluster Executive Committee is responsible of
managing the affairs of the cluster and is comprised of respected and mature leaders
with various expertise in the Leather industry sector and holding positions as follows:
Chairperson
Vice Chairperson
Secretary
Vice Secretary
Treasurer
7
8. Vice Treasurer
Committee members (2)
Cluster Coordinator.
5.1 FUNCTIONS OF THE EXECUTIVE COMMITTEE
To develop and sustain the vision of CLIC in line with the Memorandum of
Association.
To develop and approve organizational policies to guide in the execution of the
organization’s programmes to achieve set objectives and goals in a changing
environment, and as the organization grows.
To guide strategic planning of the organisation, and formulate strategic goals;
approve work plans; guide budgeting and approve financial plans and budgets;
evaluate and review programmes.
Oversee accountability and good stewardship of organisational resources and
receive reports from the Cluster Coordinator.
Create linkages of key outsiders in government, the private sector and the donor
community.
Raise funds and other resources.
Provide legitimacy to the organisation.
Report to the Annual General Meeting.
Shall appoint engage employees and other attendants upon such terms as it may
determine.
5.2 DUTIES / ROLES OF EXECUTIVE COMMITTEE MEMBERS
(a) Chairperson
Provides leadership to the Executive Committee.
Plans and conducts Executive Committee meetings, prepares agenda ahead of
time, arranges definite proposals for discussion of action.
Presides at Annual General Meetings and extra ordinary General Meetings.
In liaison with the Cluster Coordinator, the Chairperson is responsible of the
overall administration and operations of the Cluster to ensure efficient and
effective attainment of goals and objectives.
8
9. (b) Vice Chairperson.
Deputizes the Chairperson
(c) Secretary
Takes minutes at meetings: is the custodian of the’ Executives Committee
records; calls for Executive meetings.
Deals with all matters of correspondence for the Executive Committee.
Responsible for all administrative affairs of the Executive committee.
Spokesperson for the Executive Committee.
Liaison with the Cluster Coordinator, the Secretary is responsible of the overall
programming to ensure effective attainment of goals and objectives.
(d) Vice Secretary
Deputizes the Secretary.
(d) Treasurer
Is the accounting officer at the Annual General meeting.
In-charge of all finance and accounting procedures
Responsible for management of all receipts and disbursements of funds and
logistical support the organization.
Initiates business plans that will enhance income generation for the organization.
Responsible for preparation, implementation and monitoring the income generating
activities annual plan.
In liaison with the Cluster Coordinator, the Treasure is responsible for
implementing of the financial policies and procedures in a timely and on-going
manner. Monitoring, controlling, analyzing and reporting on the financial statistics.
In liaison with the Cluster Coordinator, the Treasure is responsible for preparation
of Annual Budgets, financial reports including income statements and balance
sheets and explaining variances between budgets and actuals. Translates long
term plans and annual work plans and annual budgets and cash flow projections.
(e) Vice Treasurer
9
10. Deputizes the Treasurer
(f) 2 Committee members.
Takes up specific delegated duties and authorities within the
Organization.
(g) Cluster Coordinator
The Coordinator is the chief executive officer for the Cluster.
Responsible of the overall administration and operations of the Cluster major
responsibility for leading, planning, organizing and controlling all activities of the
Cluster to ensure efficient and effective attainment of goals and objectives.
She/he is responsible for the full realization of the institutional capacity
development. She/he is also responsible for the internal and external narrative
reports and ensures tracking of compliance and impart.
Reports to the Chairperson and is answerable to the Executive Committee.
Provide direction from Project conceptualization to implementation and
evaluation.
Advise and assist the Executive Committee in policy formulation and decision
making. Respect and implement systems and procedures with regard to
Executive Committee policies and guidelines.
Plan Organize, Coordinate, and Supervise and implement programs and projects
based on approved work plans and budgets.
Monitor and evaluate program performances, Review and submit periodic
operational and financial performance reports to the Executive Committee,
Partners and funding agencies according to requirements.
To source for funds, negotiate and maintain relationships with Partners, funding
organizations and promote linkages with government and Non- Governmental
agencies in conjunction with the Executive Committee.
Responsible for public relations and be the official spokesperson for the Cluster.
6.0 CLUSTER SUSTANABILITY
Sustainability of CLIC and continuous realization of impact is dependent on sustainable
resource mobilization. Resource mobilization initiatives shall include partnerships,
solicited and un solicited grants and commercial ventures member subscriptions (in line
10
11. with section 5 and 6 of the Memorandum of Association of Copperbelt Leather Industry
Cluster ltd by guarantee) and cost sharing arrangements.
However resource mobilization alone is not enough to achieve organization
sustainability, comprehensive sustainability strategy is important to ensure the
organization is able to reproduce itself and achieve its vision.
In order to achieve comprehensive sustainability, CLIC will up hold the following:
Technical staff;
Technical Staffs who are qualified for the job shall be recruited, retained and motivated
in order to remain in production. Staffs also need to uphold the vision, sacrifice, be self-
motivated, accountable. There must be high level of compliance to the constitution,
policies guidelines and manuals of procedures. Importance of personnel and corporate
integrity for credibility, relevance and sustainability are crucial.
Executive committee/ management;
Executive management competencies and integrity are paramount. Quality leadership is
critical as this team has to focus on results, put science technology and data to work,
expand and optimize partnerships and networks, mobilize greater resources and
increase sustainability and impact. At transformational stage, hard strategic and
operational decisions have to be constantly made if the organization has to remain
relevant, credible and sustainable. Systems must be adequate, functional and have a
balance between production and capacity for production to enable the organization to
achieve long term results.
Directors/ Guarantors or Founding members;
They are the brains behind the formation of the organization and as such must maintain
and continuously renew the vision of the organization. They are expected to uphold their
vision and constitution, policies and guidelines that govern the running of the
organization. They must have a quality of “Let go” to allow others to contribute to the
same common destiny, including compliance where they act in a subordinate position.
On the other hand, the organization must recognize the existence of the directors,
Guarantors and allow visibility and contribution to continue within and outside the
organization, including consulting them, giving them special tasks, inviting them at
special annual events, offering them employment that match their qualifications. This
11
12. harmonious approach (win/win situation is vital for conflict management and to ensure
organizational relevance.
12
