Costed Action Plan for SADC Industrialization Strategy and Roadmap (x) Clear delineation of the requisite development responsibilities between the national and regional domains of action for fast catching up. (xi) The necessity of establishing a strong enabling environment for the private and public sectors. Business decisions, especially for regional value chain development and linking with global value chains critically depend on the quality of and, indeed, perceptions about the conduciveness of that environment. The key enablers would need to be put in place. (xii) Sequencing of interventions is governed by technical, geographical and the necessity of levelling the development field for national and regional industrial development factors that imply a high measure of objectivity and qualified discretion. The programmes that require immediate attention are those that: – Have cross-cutting impact across the economy but with special bearing on industrialization – Have the biggest potential to generate “multiplier effects” – Are pre-conditions for other interventions – Are by themselves new initiatives or geared towards impacting existing ones – Indicate commitment to collective industrialization (xiii) The imperative that costing of the Action Plan should pay due cognisance to the long-term nature of the interventions of the Strategy. (xiv) The recognition of member country heterogeneity – size, stage of development and technological and transformation readiness. There should be built-in adaptability/flexibility mechanisms to ensure that the industrial development process is fully inclusive and that programmes and projects may not start at the same time in all the countries. (xv) The vital importance of both a stable macroeconomic environment and strong microeconomic foundation for the development and growth of the private enterprises. (xvi) The necessity of establishing a coherent and effective industrial development governance structure to accelerate the implementation of the Strategy. (xvii) The viability of the Action Plan will primarily hinge on its coherence and technical and financial feasibility as well as on the individual and collective political will of Member States to its implementation and succeeding related sovereignty. 4. (i) (ii) (iii) (iv) (v) (vi) (vii) Assumptions Availability of resources; Commitment of Member States; Capacitation of SADC Secretariat; Peace and political stability in the region; Growth in SADC region per capita incomes of at least 6% yearly; (some) Mitigation of climate change risks; Gross fixed capital formation (GFCF) of $50 billion in industry in 2016 increasing annually at 6%. 71