A road map for transforming the CGA-GDC into a true “centre of excellence” that delivers tangible results and creates “wealth for farmers at the farm gate” rather than just good intentions. This was the core message from Andrew Mbedzi, Production and Technical Manager at the CGA Grower Development Company (CGA-GDC). He was a speaker the Citrus Growers’ Association of Southern Africa’s (CGA’s) recent Grower Indaba in Boksburg.
By Maile Matsimela, Digital Editor at African Farming
Mbedzi said the industry must abandon working in silos, reduce reliance on consultants and instead prioritise data-driven decision-making and genuine collaboration across CGA entities. He delivered a call for fundamental transformation in how the South African citrus industry approaches black grower empowerment.
Mbedzi challenged delegates to move beyond fragmented support systems that often result in resource wastage and citing examples such as farms with “double fences” funded by different programmes. He said the industry must rather embrace a strategic, collaborative framework centred on practical farm-level impact.
“Together we can make an impact,” he said, urging stakeholders not to limit their ambitions regarding ambitious targets such as Vision 50, asking “Why do you have to limit yourself to say I can’t reach there, whereas you have not tried?” At its core, his address outlined a road map for transforming the CGA-GDC into a true “centre of excellence” that delivers tangible results and creates “wealth for farmers at the farm gate” rather than just good intentions.
Drawing from discussions spanning from the January 2023 City Lodge gathering at OR Tambo to the current Birchwood Indaba, Mbedzi painted a picture of an industry at a crossroads. His frustration with inefficiency was palpable as he described visiting farms where resources had been duplicated: “It’s very embarrassing at times [when] you go to a farm [and] you find that the farm has got a double fence. Then you ask: What is this for? You find that this was funded by so-and-so, and this was funded by something else. That doesn’t add value.”
Also read: Khula CEO Karidas Tshintsholo delivers game-changing vision at Citrus Indaba
The Vision and Mission Imperative
Mbedzi talked about the CGA-GDC’s vision of it being “a centre of excellence, empowering and advancing black citrus growers in South Africa”, with a mission “to facilitate and support the establishment, growth and empowerment of profitable and sustainable black citrus growers, thereby creating wealth for farmers at the farm gate”. But he made it clear that achieving this vision requires more than good intentions. “It demands operational excellence and strategic focus.”
The Denmark transformation guidelines, he explained, provide a framework where 60% of financial resources should go to enterprise development funding, 18% to skills development and 17% to management control. However, Mbedzi stressed that adherence to guidelines alone isn’t sufficient. “I maintain that the engagements should not only be during the times when we are having challenges. We should, from time to time, consult to see if we are staying in line with what we are doing.”
Operational Realities and Resource Constraints
Speaking about operational challenges, Mbedzi highlighted the practical difficulties of serving farmers across vast geographical areas. “For us to service our farmers, we really need to be there. You can’t make decisions or assist farmers when you are far away,” he said, noting that high travelling costs for extension officers strain already limited budgets.
These constraints have forced difficult decisions about resource allocation between the northern and southern regions, but Mbedzi argued that physical presence remains non-negotiable for effective farmer support. The solution, he suggested, lies not in cutting back on farmer visits but in working more efficiently through collaboration and avoiding duplication.
A Framework for Change
Mbedzi’s presentation wasn’t just about identifying problems. He offered a comprehensive framework for change. The industry needs to stop relying heavily on consultants, stop over-involving itself in farm-level social issues, stop underreporting activities and achievements, and most importantly, stop working in isolation.
Instead, the focus should shift towards projects that “will make a difference at the farm level”, developing individualised development plans and funding frameworks, and aligning projects with technical realities through what he called a “show-and-tell” approach.
Communication emerged as a central theme throughout his address. “Communication is key, and without it, everything will not be right,” he emphasised, warning that ignoring communication challenges would be counterproductive: “We can try to ignore it, but it will come back and haunt us if we ignore it.”
Also read: ‘One of the jewels in our agricultural economy’ – Steenhuisen on citrus industry
Data-driven decision-making
Throughout his presentation, Mbedzi repeatedly returned to the importance of data in guiding strategic decisions. “Data must play a major role in guiding us forward,” he said, arguing that the industry has too often relied on assumptions rather than evidence-based planning.
This data-driven approach extends to the ambitious Vision 50, which aims for 50% of all citrus exports to come from black commercial growers by 2032, with other long-term goals including 260 million cartons in total exports and the creation of 100 000 new jobs.
Rather than accepting scepticism about these targets, Mbedzi challenged delegates to embrace ambition. “Why do you have to limit yourself to say I can’t reach there, whereas you haven’t tried?”
His call was for stakeholder engagement around these targets: “We need to engage key stakeholders on the targets and agree on measurements. This should [take priority over continued discussions] about how unrealistic it is.”
Flexibility within a Framework
Importantly, Mbedzi clarified that the CGA-GDC guidelines provide flexibility to support diverse market needs. “The guidelines don’t specify support solely for export growers but aim to enable the growers to meet their market requirements,” he explained, emphasising that the approach should be responsive to individual farmer circumstances while maintaining strategic coherence.
This flexibility, however, must be balanced with accountability and measurable impact. “The goal is to provide support without taking over farmers’ responsibilities, building long-term capacity rather than creating dependency.”
Also read: Ambitious vision to transform citrus industry through new funding initiative unveiled
