The Strategic Plan was developed through a process that spanned most of 2009. Although the strategic planning process was facilitated by  external  consultants,  its  content  is  entirely  based  upon  the  ideas  and  material  generated  during  the  highly  participatory  and  broadly-based strategic planning process. AU-IBAR’s Strategic Plan 2010-2014,  therefore,  both  belongs  to  and  was  co-created  by  its  managers, staff, key clients and stakeholders.

Trends, drivers, challenges and opportunities for the African animal resources sector

AU-IBAR’s Strategic Plan must be responsive to changes both in the African  landscape  and  on  the  international  scene.  Key  trends  and  drivers  were  therefore  identified  that  are  relevant  to  the  African  animal resources sector and provide the background and rationale for the identification of AU-IBAR’s strategic programmes.

The  key  trends  and  drivers  identified  included:  the  threats  and  opportunities  represented  by  globalization;  the  latent  potential  of  the Livestock Revolution for African livestock producers; hurdles to greater market access; the potential role of livestock in a generally hotter, drier continent balanced against their contribution to climate change through greenhouse gas production; the changing dynamics of animal diseases and the emergence and re-emergence of diseases, especially  zoonoses;  renewed  interest  in  agriculture  as  a  tool  for  poverty  reduction  and  economic  development;  the  emergence  of  new players and institutional arrangements relevant to the sector; a shift in policy making to increasingly place poverty reduction at the centre  of  the  development  agenda;  recognition  of  the  constraints  women  face  in  livestock  production;  rapid  developments  in  the  fields  of  information  and  communication  technologies,  especially  massively  increased  access  to  mobile  phones,  and  the  potential  of  biotechnology;  and  the  vulnerability  of  the  poor  to  instability,  natural disasters, diseases, conflicts and uncertainty about access to both  resources  and  markets,  often  without  recourse  to  adequate  means to manage these risks.

vision, mission, mandate, core values and strategic niche

As  part  of  the  strategic  planning  process,  AU-IBAR  revisited  its  vision, mission and mandate. From this process emerged a new set of statements that better frame and serve the new paradigm:

Vision: An Africa in which animal resources contribute significantly to the reduction of poverty and hunger.

Mission:  To  provide  leadership  in  the  development  of  animal  resources  for  Africa  through  supporting  and  empowering  AU  Member States and Regional Economic Communities.

Mandate:  To  support  and  coordinate  the  utilization  of  animals  (livestock, fisheries and wildlife) as a resource for human wellbeing in  the  Member  States  of  the  African  Union  and  to  contribute  to  economic development. The specific areas of the mandate are to:

1. Improve  public  and  animal  health  through  the  control  and  possible  eradication  of  transboundary  animal  diseases  and  zoonoses;Improve the management of animal resources and the natural
2. resource bases on which they depend;
3. Explore  investment  options  and  enhance  competitiveness  of  3. African animal products;
4. Contribute  to  the  development  of  relevant  standards  and  4. regulations and enhance compliance by Member States
5. Strengthen institutional capacity and support policy development 5. and harmonization;
6. Disseminate  information  and  knowledge  on  animal  resources  6. to Member States, Regional Economic Communities and other relevant institutions; and
7. Provide essential support to Member States with special needs 7. or in emergency situations.