land bank presentation to parliament standing committee 9 november 1999
TRANSCRIPT
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LAND BANKPresentation to Parliament standing committee
9 November 1999
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Content Outline
• Introduction
– Introduction of Members
– Purpose of the Presentation
– Development commitment
– Presentation outline
• Yesterday - background
– Strauss Commission
– Government Mandate
– Legal Framework
– Inheritance since 1997
– Ministerial Relationships
• Today
– Achievements
– Challenges
• Future
– National Strategic Intent
– Strategic Intent
– Principles
– Strategic Initiatives
• Discussion & Way Forward
• Conclusion
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Introduction
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Introduction
• Members of the team
• Purpose of the Presentation
• Development Commitment
• Presentation Outline
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IntroductionMembers of the Team
• Ms. Sharon February Non Executive Director
• Mr. Ted Kekana Manager
• Mr. Masipula Mbongwa Non Executive Director
• Ms. Totsie Memela Executive Director
• Mr. Brendan Pearce Executive Assistant
• Mr. Adrian Toms Executive Director
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IntroductionPurpose Of the Presentation
• To share the history of the Land Bank with the committee
• To develop a common understanding of the role of the bank between the Committee and us
• To understand what the committees goals are for Agriculture and the Land Bank
• To develop approaches and programmes for the mutual support of the Land Bank strategy
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IntroductionDevelopment Commitment
Development Commitment
AgriculturalDevelopment
Bank
Sustainable People First
Competitiveness&
Inclusiveness
SociallyResponsible
Enhance Environment
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IntroductionPresentation Outline
Yesterday
Tomorrow Today
Development Commitment
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Yesterday
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Yesterday - Background
• Strauss Commission
• Government Mandate
• Ministerial Relationships
• Legal Framework
• Inheritance From 1997
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Yesterday - BackgroundStrauss Commission
• Appointed By President Mr. N R Mandela from January 1995 to September 1996
• The Brief Was:
“To investigate the provision of Rural Financial Services, within the context of the Rural Development objectives of the RDP, and make recommendations for policy, legislative and institutional measures to improve Financial Services for Rural Households, Farmers, and other entrepreneurs.”
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Yesterday - BackgroundStrauss Commission Recommendations
•Maintain existing clients while providing support to new clients, especially previously disadvantaged
• Improve outreach
•Change financial mechanisms to create access
•Focus on core mandate
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Yesterday - BackgroundGovernment Mandate
•Continue to provide support to commercial Farming
•Deliver appropriate services or products to new mandate clients
•Achieve efficiency and cost effectiveness of service delivery
•Benchmark with other similar institutions
Therefore
Fulfill a wider development mandate to stability, job creation and best practice
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Yesterday - BackgroundMinisterial Relationships
Ministry of
Land
And
Agriculture
Land redistributionRestitutionTenure reformLand Development Support
Agricultural Financial Services
Facilitate Agricultural Marketing
Departmental Statutory Bodies
Department of Agriculture
PolicyFacilitatePromote
Department Of Land Affairs
Land Bank
National Agricultural Marketing Council
Agricultural Research Council
Provide research services
to Agriculture
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Yesterday - BackgroundLegal Framework
•Governed By the Land Bank Act of 1944
•Act has become outdated, restrictive, and out of step with current and future realities
Adhoc Amendments
•Permit women in customary marriages to borrow in own right
•Lend to all legal persons, including– Companies– Common property associations– Co-operatives
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Yesterday - BackgroundLegal Framework - Continued
•Permit wider range of lending
– Agriculture
– Agri-related business
•Alignment of the act with the other related legislation
– Constitution
– Governance act
– Human Resources legislation
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Yesterday - BackgroundInheritance in 1997
•Bloated Bureaucracy
•Exclusively white male management
•None or little services to previously disadvantaged
•Inefficient and outdated banking management systems
•Over staffed by about 35%
•Low levels of productivity
•Rigid product range
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Yesterday - BackgroundInheritance in 1997 - continued
•New and Transformed board of directors
•New governance structures
•New management
•A need to service new mandate clients
•Administration factory
•Non-aligned pricing
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Today
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TodayAchievements - Outline
• Transformation
• Product Portfolio
• Branch Redesign and outreach
• Systems Modernization
• Alignment
• Financial Performance
• Update the act
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Today – AchievementsProduct Portfolio
Step Up
Bronze
Silver
Gold
Gold Platinum
Platinum
Poorly Resourced
Securely Resourced
Promote&
Demote
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Today – AchievementsBranch Redesign
• Decentralization to improve turn around
• Unbundling to achieve
– Sustainability
– Access to clients
• Human resources development to improve skills
• Consultative forums
– Provincial Advisory Forums
• Outreach
– Appointment of agencies
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Today - Achievements Systems Modernization
• Information Technology– Peoplesoft Integrated software to replace old system
– Real-time processing to improve customer service
– Automation of manual processes
• Human Resources
– Attract scarce skills from commercial market
– Preferred employer status
– Address salary anomalies
– Align Compensation with the market
– Staff Development
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Today - Achievements Alignment
• Focus on value adding core business activities
• Customer service orientation
• Team processes
• Compensation alignment to market rates
• Interest rates to market rate and fluctuations
• Right sizing of head office – From 300 in 1997
– To 130 in 1999
• Credit policies
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Today - Achievements Financial performance
• Retail Expense Ration– From 1997 105% to 1998 at 54%
• Retail performance – Containment of costs
– Branch Positive Contribution to surplus
– 1997 3 out of 25
– 1998 13 out 0f 25
• Growth
• Capital Adequacy
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Today - Achievements Financial performance Growth
10000
10500
11000
11500
12000
12500
1996 1997 1998
Loans R m
Loan Book
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Today - Achievements Financial performance Growth
NET Surplus
0
50
100
150
200
250
300
350
400
1996 1997 1998
Surplus Rm
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Today - Achievements Financial performance Growth
Capital Adequacy Ratio
14.80%
15.00%
15.20%
15.40%
15.60%
15.80%
16.00%
16.20%
16.40%
16.60%
1996 1997 1998
Capital AdequacyRatio
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TodayChallenges
• Sustainability
• The right Price
• Reaching Mazondo
• Visibility
• Impact Delivery
• Representative Employee Profile
• Market Confidence
• Promoting Subsistence Farmers to Commercial Status
• Efficient Service Delivery
• Relevance of Land Bank Act
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Future
•National Strategic
•Strategic Direction
•Strategic Principles
•Strategic Initiatives
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Future
• National Strategic
– Vision
– Goals
• Strategic Direction
– Vision
– Mission
– Values
– Services or Products
– Goals of Land Bank
• Strategic Principles
– Pricing
– Sustainability
– Intermediary Strategy
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National Strategic IntentVision
BetterQualityof Life
Q.O.L.
S
A
F
E
T
Y
FOOD
SHELTER
INFRASTRUCT
HEALTH
EDUCATION
SOCIAL &ECONOMICACTIVITY
HOUSING
SMME
LOCAL
GOVM
RURAL
DEV1.
AGRIC
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National Strategic IntentGoals
Good Governance Through• Stakeholder Consultation• Accountability• Ethical Behaviour• Transparency
Accelerated Service delivery that results in job
creation Deliver social Impact in the
following aspects• Groups - PDI, Gender, Youth,
etc.• Areas - Informal sector, Rural,
etc.
Transformation through• Equity in the workplace• Affirmative Procurement• Batho Pele • Human Resource
Development
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Land Bank Strategic IntentVision
A provider of world-class, quality finance for sustainable agriculture and agribusiness through creative flair and compassion for
agricultural entrepreneurial development by wealth-creation for social upliftment in
South Africa
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Land Bank Strategic IntentMission
To provide world-class, quality finance services for sustainable agriculture and agribusiness for all South Africans.
This will be achieved by Being transparent Act with integrity Being visible Recognizing performance Meeting Client Expectations Stakeholder involvement
This will be implemented with flair for entrepreneurial development by wealth-creation for social upliftment through competent people, intermediaries or partnerships using appropriate tools.
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Land Bank Strategic IntentValues
• Transparency
• Integrity
• Visibility
• Recognize Performance
• Meet Client Expectations
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Land Bank Strategic IntentServices or Products
• Agricultural and Agri-business Loans through
– Retail Network
– Wholesale
– Equity finance for BEE or Development projects
– Agri-business
• Insurance
– Short Term Through third Parties
– Long Term Through SAVVEM - a LB Subsidiary
• Capacity Building Through Third Parties
• Information
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Land Bank Strategic IntentGoals
• To be a financially sustainability agricultural development bank
• To deliver services that result in social impact
• To achieve results through competent People
• To deliver services in an efficient manner
• To meet our client expectations
• To meet Stakeholder expectations
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Future – Strategic PrinciplesPricing
• Sources of Funding– Land Bank raises money on Money & Capital Markets which
influence its Interest Rates
– Land Bank receives no government funding
– Own reserves
• Pricing
– Land Bank prime interest rates are consistently lower than that of The Commercial Banks.
– Land Bank category of Prime Gold clients is much broader than that of the Commercial Banks.
– Land Bank does not load clients with transaction charges
– Leverage pricing to support social impact
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Future – Strategic Principles Sustainability and Leverage
Step Up
Bronze
Silver
Gold
Gold Premium
Platinum
Growth in Loan Book Value and Selective ClientsSustainable Profitable Business ObjectiveResource Generation
Profitable and Sustainable Loan Book Growth & Tax/ Dividend Benefit
SurplusOperational expenses and
financing of growth and efficiency initiatives
‘Resource Battery’
Produ
ct/ C
lient
Por
tfolio
Partial Agricultural Market Segments
Commercial Agricultural Segments
Resource Generation
Flow
Black Economic Empowerment Fund
Social Accountability Fund
Training & Capacity Building Fund
Organisational Capacity Fund
Facilitate a positive credit rating to
leverage borrowing of funds with lower cost of capital, e.g. tax/ dividend pool
Gold
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Wholesaler
FinancialIntermediary
Beneficiary
Supply Intermediary
BENCHMARKPERFORMANCE
Sector focused
CapacityBuildingthrough
Intermediaries
Producer ofProducts
DIRECT
INDIRECTProduct 1
Product 1
Product 2
Product 2
Future – Strategic PrinciplesIntermediary
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Land Bank Strategic IntentGoals
• To be a financially sustainability agricultural development bank
• To deliver services that result in social impact
• To achieve results through competent People
• To deliver services in an efficient manner
• To meet our client expectations
• To meet Stakeholder expectations
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FutureStrategic Initiatives
• Implement Social accountability strategy and measurement
• Development of new products
• Review of The Land Bank Act
• Accelerate the implementation of Intermediary Strategy
• Implementation of Human Resource Legislation
• Leverage Technology to achieve efficiency & effectiveness
• Continue with Transformation
• Accelerate service delivery to new mandate clients & create jobs
• Human resources development
• Accelerate the implementation of development programmes Black Economic Empowerment
• Improve Stakeholder relations
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Discussion & Way Forward
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Conclusion
Yesterday
Tomorrow Today
Development Commitment
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Conclusion
•National Strategic
•Strategic Direction
•Strategic Principles
•Strategic Initiatives