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STRATEGIC PLAN

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Title: STRATEGIC PLAN


1
STRATEGIC PLAN 2011/12 2015/16 NCERA FARMS
(PTY) LTD
2
TABLE OF CONTENTS
  • Background
  • Mandate
  • Alignment of NCERA Farms to National Priorities
  • Challenges facing the entity
  • Response to challenges
  • The NCERA Farms strategy
  • The Training and Development Academy
  • Key Deliverables of the Academy
  • Finance mechanisms

3
BACKGROUND
  • In terms of location the entity is situated at
    the Amathole District Municipality in the Eastern
    Cape Province.
  • The entity is made up of a Service Centre which
    is situated at Welcome Home Farm, Rocklands Cash
    Store, Farms at Silverdale, Yellowood, Hilltop,
    Rocklands, Springvale, Flintham, Ferndale and
    Lillyvale.
  • The total hectarage for the area is 3135,2806 of
    which 2214 has been allocated to black farmers
    with an intention to lease.

4
MANDATE OF NCERA FARMS (PTY) LTD
  • NCERA Farms (Pty) Ltd is a public company listed
    in schedule 3B of the Public Finance Management
    Act, 1999 with the Department of Agriculture,
    Forestry and Fisheries as the sole shareholder.
  • In terms of the mandate granted by the
    shareholder the objective of NCERA Farms (Pty)
    Ltd is to provide
  • Industry focussed farm management training
  • Provision of farmer support services
  • Design of franchise type agricultural business
    models.

5
ALIGNMENT OF NCERA FARMS TO NATIONAL PRIORITIES
  • The entity draws its strategic focus is informed
    by
  • The Integrated Growth and Development Plan (IGDP)
    2011 2031.
  • Comprehensive Rural Development Programme (CRDP).
  • National Skills Development Strategy (NSDS)
    2011/12 2015/16.
  • The entity aims to contribute to key National
    outcomes mainly
  • Outcome (4) Decent employment through inclusive
    economic growth.
  • Outcome (5) Skilled and capable workforce to
    support an inclusive growth path.
  • Outcome (7) Vibrant, equitable, sustainable
    rural communities contributing towards food
    security for all.

6
CHALLENGES FACING THE ENTITY
NON COMPLIANCE POOR FOCUS ON NATIONAL PRIORITIES INTERNAL CHALLENGES
Absence of permanent CEO Absence of the Board Lack of well defined governance and policy framework(s) Delays in the finalization of lease agreements. Unaccredited and irrelevant training programmes Skewed and undefined technical and advisory services Lack of programmes directed at supporting local and regional economic growth. Development of informal settlements (shack dwellers) Poor farm infrastructure Lack of mutual respect between stakeholders Some of the enterprises under operation are not cost effective to run Shortage of water.
7
RESPONSE TO CHALLENGES
  • Challenges related to non compliance with
    relevant legislation(s)
  • interviews for the appointment of a Chief
    Executive Officer have been concluded.
  • The Department have secured the services of legal
    firm to assist with the development of framework
    for the appointment of the Board in consultation
    with all the relevant stakeholders.
  • A framework for the establishment of a
    stakeholder council has been finalized and agreed
    with all relevant stakeholders.
  • A submission recommending to Public Works to
    approve lease agreements has been finalized.
  • The target is to finalize governance related
    issues by the end of quarter one (30 June 2011)
    of the new financial year.

8
RESPONSE TO CHALLENGES CONT.
Challenges related to poor focus on national
priorities
  • The proposed Training and Development Academy for
    Innovation is a response to this challenges.

Internal challenges
  • The creation of a stakeholder council which
    include all spheres of government, traditional
    leadership, civil society and business is an
    attempt to resolve internal challenges.
  • Relevant DAFF directorate responsible for state
    land administration will provide funding for
    NCERA Farms infrastructure.
  • The creation of an agri village as agreed with
    stakeholders will avert the spread of shacks in
    the area.
  • Substitution of enterprises and aggressive
    investment in water harvesting and saving
    technologies will avert the challenge of water
    shortage.

9
THE NCERA FARMS STRATEGY
  • The Vision A pace setter in the provision of
    farm management training as a trade and the
    creation of smallholder farmer support and
    development models.

Mission Statement NCERA Farms (Pty) Ltd is a
training and development academy focusses on
innovation and inclusive farm management
training with an intention to contribute to
rural wealth creation.
  • The strategic objectives of the entity are as
    follows
  • Provision of industry focussed and occupation
    directed training.
  • Creation of one stop shop farmer support centre
    through partnerships and resource mobilization.
  • Development of Franchise models in support of
    entrepreneurs in the sector.
  • Pioneering sustainable agri villages.
  • Organizational growth and sustainability.

10
THE TRAINING AND DEVELOPMENT ACADEMY
  • The purpose of the Academy is to develop industry
    focussed and occupation directed programmes and
    creation of one stop shop farmer support centre
    through partnerships.

Programmes of the Academy
The Starter Finisher Cost Centre
Farmer Support Centre
Franchise Development Cost Centre
The Cadet Programme
Apprenticeship Programme
Promote high value commodities
Technical and Advisory Services
Mentorship
Facilitate partnerships in line Industrial
Development Zones
Mobilization of input suppliers and buyers
Vocational training programme
Design agri village models
Assist with business plans etc.
11
KEY DELIVERABLES OF ACADEMY
  • The Starter Finisher Cost Centre

CADET PROGRAMME Contributing to skilled and
capable workforce to support an inclusive
growth path
STRATEGIC OBJECTIVE STRATEGIC OUTCOME OUTCOME INDICATOR BASELINE TARGETS 2011/12 2015/16 TARGETS 2011/12 2015/16
Provision of industry focussed and occupation directed training. Enhance agrarian reform. Development of accredited and cadet programme. No. of cadets completed the training. 0 National Skills Development Strategy III. An approved cadet scheme by the Board. 200
12
KEY DELIVERABLES OF ACADEMY (CONT.)
The Apprenticeship programme Contributing to
skilled and capable workforce to support an
inclusive growth path
STRATEGIC OBJECTIVE STRATEGIC OUTCOME OUTCOME INDICATOR TARGETS 2011/12 2015/16 TARGETS 2011/12 2015/16
Provision of industry focussed and occupation directed training. Enhance agrarian reform Adaptation of an industry focussed apprenticeship certificate. No. of apprentice registered Accredited as an apprenticeship provider. 0 100
13
KEY DELIVERABLES OF ACADEMY (CONT.)
  • Vocational Training Programme Contribution to
    skilled and capable workforce to support and
    inclusive growth path

STRATEGIC OBJECTIVE STRATEGIC OUTCOME OUTCOME INDICATOR TARGETS 2011/12 - 2015/16 TARGETS 2011/12 - 2015/16
Provision of industry focussed and occupation directed training. Increase access to training by community members. Enhance agrarian reform Approved training programmes for community development. Secure approval to offer NQF level 2 and 4 certificate in farming from Agri SETA. Secure approval as a centre offering International Computers Licence Certificate ICDL for the for the benefit of community members. Offer accredited NQF aligned modules and certificates to 50 community members a year. Offer ICDL modules to 25 community member per year.
14
KEY DELIVERABLES OF ACADEMY (CONT.)
  • Farm support cost centre contributing to vibrant,
    equitable, sustainable rural communities
    contributing towards food security for all

STRATEGIC OBJECTIVE STRATEGIC OUTCOME OUTCOME INDICATOR TARGETS 2011/12 - 2015/16 TARGETS 2011/12 - 2015/16
Creation of one stop shop farmer support centre through partnerships and resource mobilisation. Improved support mechanism for food production at subsistence and smallholder level. Coordinated support mechanism for food production at subsistence and smallholder level. A comprehensive support package developed for farmers leasing land. 50 farmers owning land through the land reform supported a year.
15
KEY DELIVERABLES OF ACADEMY (CONT.)
  • The Franchise Development Cost Centre contributes
    to three outcomes Outcome 4, 7, 8

STRATEGIC OBJECTIVE STRATEGIC OUTCOME OUTCOME INDICATOR TARGETS 2011/12 - 2015/16 TARGETS 2011/12 - 2015/16
Increase the level of public and private investment for agricultural products and contribute to the organisational growth and sustainability. Pioneering sustainable agri villeges Local economic growth. Decent employment. Cohesive, caring and sustainable communities. Increase income levels of households within 30 km radius of NCERA farms. Reduction in unemployment. An established Agri Village. Increase no. of hydroponics structures from 2-4 within the centre. Develop a business plan in support of the franchise model. Develop an Agri Village Settlement plan Establish 2 hydroponic plants per villages per year. Implement the franchise model. Implement the Agri Village Development Plan.
16
FINANCE MECHANISMS
  • The budget is based on the Medium Term
    Expenditure Framework whereby a detailed budget
    is provided for the first year 2011/12 and
    indicative figures are outlined for the outer two
    years. The allocated budget for 2011/12 is R2968
    000 for 2012/13 is R3116 000 and R3267 000
    respectively.
  • The budget seek to respond to the identified
    challenges as outlined in the strategic plan as
    well as the need to maintain the entity.

17
FINANCE MECHANISM CONT.
  • R000
  • Transfer DAFF 2968
  • Plus own Revenue 781
  • Total Amount Available 3749
  • Budget Expenditure in terms of cost centre R000
  • Administration 2665
  • Livestock 58
  • Dairy 1078
  • Vegetables 56
  • 3852

18
FINANCE MECHANISM CONT.
  • In order to implement the proposed deliverables
    in the strategic plan the following interventions
    are proposed for implementation
  • Close the dairy enterprise and expand the
    production of vegetables under hydroponics.
  • Eastern Cape Department of Rural Development and
    Agrarian Reform second officials to NCERA for the
    rendering of commodity driven extension in the
    area thus cutting down personnel cost.
  • Fast track the process of accreditation of
    programmes in order to access funds from SETAs
    and the National Skills Fund.
  • DAFF component responsible for state land
    administration re capitalise the farms.
  • Forge partnership with Federal Republic of
    Germany to second personnel to assist in the
    design of the academy.
  • DAFF component responsible for Sector Capacity to
    avail human and financial resources to support
    the creation of the academy.
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