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Ncera Annual Report

Ncera Annual Report. 2011/2012. Ncera Farms (Pty)Ltd. Vision A pace setter in the provision of farm management training as trade and the creation of smallholder farmer support and development model Mission

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Ncera Annual Report

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  1. Ncera Annual Report 2011/2012

  2. Ncera Farms (Pty)Ltd • Vision • A pace setter in the provision of farm management training as trade and the creation of smallholder farmer support and development model • Mission • Ncera (Pty)Ltd is a training and development academy that focuses on innovation and inclusive farm management within the context of commodity based agriculture

  3. Ncera Farms(Pty Ltd) Background • 3200ha • 2200ha=10 Farmers leasing.18000people,80% unemployment. • 1000 ha,Centre,Tunnels,Workshop. • Dairy,Beef,Mechanization,Vegetables,Training • 30-40km to East London • -+700mm per annum • Deep Soils • Vegetation Encroachment

  4. Staff composition • 6 Staff members,CEO,Extension Officer, Tractor Mechanic, Farm Manager, Accounts Officer, and Personal Assistant. • Vacant Posts-CFO,HR manager,Tranning Officer,Receptionist. • 26 workers,Dairy,Workshop,Lands,Tunnells, Beef Animals.

  5. Performance overview NGUNI COWS STATISTICS

  6. Finance, Human Resource and Admin - Achievements • The entity maintained the record of the clean audit report • The entity closed down the dairy which was continuously operating at a loss

  7. Finance, Human Resource and Admin – Achievements –Cont. • The entity manage to appoint the CEO in 2011/12 financial year • Two Administration(Accounts Assistant and Personnel Assistant) • Human Resource, Remuneration, Supply Chain Management, Fraud Prevention and Asset Management Policies were developed during the year • Improved relationship with the stakeholders of Ncera Farms

  8. FinancIAL REPORT • During 2011/12 financial year the entity incurred losses & profit in the following areas: *The total cost incurred of R91,890 includes an amount of R14 000 which was for casuals appointed for bush clearing/ and preparation. Please note that this is not a direct cost rather a capital input #Operating loss incurred at the dairy section supports the decision taken by the entity to close it down. • In the allocation of R4,291 000 million as at 2011/12 financial year the entity spent R4,204 432,the R86,568 relates to accruals.

  9. Highlights 2011/2012

  10. CHALLENGES • Entity operated without the Board in the 2011/2012 financial year(audit committee) • No Financial procedure manual, policy, risk strategy and risk register in place • Bush Encroachment • Dairy making a net-loss • No lease agreements for farmers Butternut Plantation Challenges

  11. Challenges continue • No proper fencing • Nguni Cross Breeds • In Breeded Animals • Low Calving rate • Training • Unaccredited training, and material • Low productivity,7L per cow/day • Mixed Jersey, Frieslands • Aged Animals • Old Dairy Structure • Poorly managed pastures • No sustainable water source Beef Animals Dairy Animals

  12. Conclusion • Non viable enterprises, Dairy net loss • Turn the situation around • Close the Dairy, and Introduce Beef breeds, Goats and add more tunnels. • Provide accredited training, Agri-Seta • Strong Farmer, community Support, through mechanization and Extension Program • Job Creation • Require Funding to execute the plan

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