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NamibiaFishConsump/on
Promo/onTrust(NFCPT)
STRATEGICPLAN2016/17–2020/21
VictorPeaChiefExecu/veOfficerNamibiaFishConsump/onPromo/onTrust
POBox568WalvisBay
RepublicofNamibiaTel:[email protected]
Bringing fish to the nation
STRATEGICPLAN2016/17–2020/21
Foreword 2 Execu-veSummary 3 1. NFCPTFishStrategyMap 42. TheNFCPTHighLevelStatements 5-63.Na/onalStrategicAlignment 7-104.SWOTMatrix 11 5. NFCPT“Fishbone” 12 6. TheNFCPTStrategicImpera/ves 13-14 7. Conclusion 15 AnnexureA:StrategicScorecard 16
TableofContents
2
Bringing fish to the nation
STRATEGICPLAN2016/17–2020/21
Foreword 2 Execu-veSummary 3 1. NFCPTFishStrategyMap 42. TheNFCPTHighLevelStatements 5-63.Na/onalStrategicAlignment 7-104.SWOTMatrix 11 5. NFCPT“Fishbone” 12 6. TheNFCPTStrategicImpera/ves 13-14 7. Conclusion 15 AnnexureA:StrategicScorecard 16
TableofContents
2
1
STRATEGICPLAN2016/17–2020/21
TheachievementsoftheNFCPTduringthepastfi]een(15)yearssinceitsincep/onin2001byCabinetdecision;includesubstan/alinfrastructuredevelopmentandhumancapitalinvestmentinordertodeliverquality,cost-effec/vefishproductstothena/on.TheNFCPTisawardedanannualquotafromtheMinistryofFisheriesandMarineResourcestocatchhorsemackerelandhakeinNamibianwaterstoenablethetrusttosellthefishtothepublicatadiscountedpricetoensureaffordability.ItisofstrategicimportancethattheNFCPTengagesrelevantandappropriatestakeholderstocontractuallysecurethequotaonanannualbasisseeingthatthecurrentscenariowherebythequotaisnotguaranteed,posesasignificantrisktothefuturesustainabilityoftheorganisa/on.TheNFCPTcurrentlyownsandoperatesfourteen(14)fishshopsinten(10)regionsofNamibia,employingclosetotwo-hundredemployees,todeliveronitsmandateofmakingfishmoreaccessibleandaffordabletotheNamibianpopula/on.Wearehowevercommifedtoourresolvetoestablishfishshopsinallfourteen(14)NamibianregionsoverthenextfiveyearstoensurethatwecontributetotheHarambeeProsperityPlan2016/16–2019/20,inensuringthatzerodeathsoccurduetohunger.Hence,theNFCPTcontributesdirectlytothestrategicpillarof“SocialProgression:HungerPoverty”eradica/on.Wearehoweverconsciousthatwehavearesponsibilitytocontainouropera/onalcoststoenableacost-effec/vepricingstrategywhileensuringthatweremainfinanciallysustainablegoingforward.Hence,acost-recoveryfinancialmodeliskeytotheNFCPT’sfuturesustainability.TheNFCPTisonajourneyofcon/nuousimprovementtosecureanddeliverqualityproductstosa/sfytheneedsofourcustomers.Therefore,weacknowledgethatacri/calsuccessfactorindeliveringonourmandateistocon/nuetocollaboratewithallrelevantandappropriatestakeholderstoensurethatourtrustissustainabletoenableustocon/nuetoservethena/onfordecadestocome.
Foreword
KatrinaSikeniChairperson
3z
STRATEGICPLAN2016/17–2020/21
TheNamibiaFishConsump/onPromo/onTrust(NFCPT)engagedapar/cipatorystrategicplanningprocessduringthesecondquarterof2016,facilitatedbyDrRudiKoekemoerfromVisionsConsul/ng,todefineitsfive(5)yearStrategicPlan2016/17–2020/21alignedtoitsstatutorymandateandalignmenttotheRepublicofNamibia’sstrategicimpera/vesasdefinedinVision2030,theFourthNa/onalDevelopmentPlan(NDP4)andtheHarambeeProsperityPlan2016/17–2019/20,interalia.TheNFCPTdefineditsvisionas:“TobethepreferredfishdistributorinNamibia”.ThemannerinwhichthisshouldbeachievedwillbethroughtheNFCPT’smission:“Topromotetheconsump9onoffish,makingitaccessibleandaffordableinNamibia”.However,theNFCPTalsoacknowledgedthatitwouldneedtoachieveitsmissionbyworkingwithinanacceptablebehaviourframeworkwhichisexpressedthoughtheNFCPT’sfive(5)founda/onalvaluesof(i)Integrity,(ii)Quality,(iii)Accountability,(iv)Responsibilityand(v)Teamwork.TheNFCPTadoptedtheBalancedScorecardStrategicPlanningMethodologytocra]thestrategicplan.TheNFCPTshallfocusonfive(5)strategicobjec/vesdefinedwithinfour(4)StrategicThemes:(i)FinancialSustainability,(ii)CustomerSa-sfac-on,(iii)Opera-onalEfficiencyand(iv)Organisa-onalCapacity.TheNFCPTStrategy2016/17–2020/21containsfourteen(14)PerformanceIndicators/Measureswithinthefive(5)StrategicObjec/ves;seventeen(17)StrategicIni/a/ves/Projects,whichshouldbesufficientlyresourced.Theprojectedmonetaryresourcerequirementstoimplementthevariousstrategicini/a/vesoverthefullstrategicperiodoffiveyears,asreflectedintheNFCPTScorecard(refertoAnnexureA),arees/matedatN$8,528,594-25.TheNFCPTFishbone(StrategyMap)hereundervisuallydepictsthehighlevelstatements,strategicobjec/vesandperformanceindicators/measures:
ExecuDveSummary
3
Bringing fish to the nation
2
STRATEGICPLAN2016/17–2020/21
TheachievementsoftheNFCPTduringthepastfi]een(15)yearssinceitsincep/onin2001byCabinetdecision;includesubstan/alinfrastructuredevelopmentandhumancapitalinvestmentinordertodeliverquality,cost-effec/vefishproductstothena/on.TheNFCPTisawardedanannualquotafromtheMinistryofFisheriesandMarineResourcestocatchhorsemackerelandhakeinNamibianwaterstoenablethetrusttosellthefishtothepublicatadiscountedpricetoensureaffordability.ItisofstrategicimportancethattheNFCPTengagesrelevantandappropriatestakeholderstocontractuallysecurethequotaonanannualbasisseeingthatthecurrentscenariowherebythequotaisnotguaranteed,posesasignificantrisktothefuturesustainabilityoftheorganisa/on.TheNFCPTcurrentlyownsandoperatesfourteen(14)fishshopsinten(10)regionsofNamibia,employingclosetotwo-hundredemployees,todeliveronitsmandateofmakingfishmoreaccessibleandaffordabletotheNamibianpopula/on.Wearehowevercommifedtoourresolvetoestablishfishshopsinallfourteen(14)NamibianregionsoverthenextfiveyearstoensurethatwecontributetotheHarambeeProsperityPlan2016/16–2019/20,inensuringthatzerodeathsoccurduetohunger.Hence,theNFCPTcontributesdirectlytothestrategicpillarof“SocialProgression:HungerPoverty”eradica/on.Wearehoweverconsciousthatwehavearesponsibilitytocontainouropera/onalcoststoenableacost-effec/vepricingstrategywhileensuringthatweremainfinanciallysustainablegoingforward.Hence,acost-recoveryfinancialmodeliskeytotheNFCPT’sfuturesustainability.TheNFCPTisonajourneyofcon/nuousimprovementtosecureanddeliverqualityproductstosa/sfytheneedsofourcustomers.Therefore,weacknowledgethatacri/calsuccessfactorindeliveringonourmandateistocon/nuetocollaboratewithallrelevantandappropriatestakeholderstoensurethatourtrustissustainabletoenableustocon/nuetoservethena/onfordecadestocome.
Foreword
KatrinaSikeniChairperson
3z
STRATEGICPLAN2016/17–2020/21
TheNamibiaFishConsump/onPromo/onTrust(NFCPT)engagedapar/cipatorystrategicplanningprocessduringthesecondquarterof2016,facilitatedbyDrRudiKoekemoerfromVisionsConsul/ng,todefineitsfive(5)yearStrategicPlan2016/17–2020/21alignedtoitsstatutorymandateandalignmenttotheRepublicofNamibia’sstrategicimpera/vesasdefinedinVision2030,theFourthNa/onalDevelopmentPlan(NDP4)andtheHarambeeProsperityPlan2016/17–2019/20,interalia.TheNFCPTdefineditsvisionas:“TobethepreferredfishdistributorinNamibia”.ThemannerinwhichthisshouldbeachievedwillbethroughtheNFCPT’smission:“Topromotetheconsump9onoffish,makingitaccessibleandaffordableinNamibia”.However,theNFCPTalsoacknowledgedthatitwouldneedtoachieveitsmissionbyworkingwithinanacceptablebehaviourframeworkwhichisexpressedthoughtheNFCPT’sfive(5)founda/onalvaluesof(i)Integrity,(ii)Quality,(iii)Accountability,(iv)Responsibilityand(v)Teamwork.TheNFCPTadoptedtheBalancedScorecardStrategicPlanningMethodologytocra]thestrategicplan.TheNFCPTshallfocusonfive(5)strategicobjec/vesdefinedwithinfour(4)StrategicThemes:(i)FinancialSustainability,(ii)CustomerSa-sfac-on,(iii)Opera-onalEfficiencyand(iv)Organisa-onalCapacity.TheNFCPTStrategy2016/17–2020/21containsfourteen(14)PerformanceIndicators/Measureswithinthefive(5)StrategicObjec/ves;seventeen(17)StrategicIni/a/ves/Projects,whichshouldbesufficientlyresourced.Theprojectedmonetaryresourcerequirementstoimplementthevariousstrategicini/a/vesoverthefullstrategicperiodoffiveyears,asreflectedintheNFCPTScorecard(refertoAnnexureA),arees/matedatN$8,528,594-25.TheNFCPTFishbone(StrategyMap)hereundervisuallydepictsthehighlevelstatements,strategicobjec/vesandperformanceindicators/measures:
ExecuDveSummary
3
3
STRATEGICPLAN2016/17–2020/21
TheNFCPTshallfocusonenhancingsales,marke/ngandbrandingstrategiesoverthenextfive(5)years.
4
1.NFCPTFishStrategyMap
1.1MandateTheNFCPTwasestablishedinMarch2001asperCabinetresolu/on38th/0512:00/0.00.Intermsofthisresolu/on,theNFCPTaimsatpromo/ngfishconsump/onwithinNamibiabymakingfishmoreaccessibleandaffordable.Furthermore,teachingthepublichowtoprepareandcookfishandinsodoing,afainingthemostnutri/onalvaluefromit.1.2TheNFCPTMissionStatementTopromotetheconsump/onoffish,makingitaccessibleandaffordableinNamibia.1.3TheNFCPTVisionTobethepreferredfishdistributorinNamibia.1.3TheNFCPTVisionTheNFCPTdefinedfive(5)corevaluesareillustratedhereunder:
2.TheNFCPTHighLevelStatements
5
Bringing fish to the nation
4
STRATEGICPLAN2016/17–2020/21
TheNFCPTshallfocusonenhancingsales,marke/ngandbrandingstrategiesoverthenextfive(5)years.
4
1.NFCPTFishStrategyMap
1.1MandateTheNFCPTwasestablishedinMarch2001asperCabinetresolu/on38th/0512:00/0.00.Intermsofthisresolu/on,theNFCPTaimsatpromo/ngfishconsump/onwithinNamibiabymakingfishmoreaccessibleandaffordable.Furthermore,teachingthepublichowtoprepareandcookfishandinsodoing,afainingthemostnutri/onalvaluefromit.1.2TheNFCPTMissionStatementTopromotetheconsump/onoffish,makingitaccessibleandaffordableinNamibia.1.3TheNFCPTVisionTobethepreferredfishdistributorinNamibia.1.3TheNFCPTVisionTheNFCPTdefinedfive(5)corevaluesareillustratedhereunder:
2.TheNFCPTHighLevelStatements
5
5
6
3.NaDonalStrategicAlignmentNamibia’sVision2030providesthelongtermdevelopmentframeworkforthecountry:“Tobeaprosperousandindustrialisedna-on,developedbyherhumanresources,enjoyingpeace,harmonyandpoli-calstability.
TheFourthNa9onalDevelopmentPlan(NDP4)
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3.NaDonalStrategicAlignmentNamibia’sVision2030providesthelongtermdevelopmentframeworkforthecountry:“Tobeaprosperousandindustrialisedna-on,developedbyherhumanresources,enjoyingpeace,harmonyandpoli-calstability.
TheFourthNa9onalDevelopmentPlan(NDP4)
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NDP4havethreeoverarchinggoals,namely(i)fasterandsustainableeconomicgrowth,(ii)thecrea/onofemploymentopportuni/es,(iii)andenhancedincomeequality.TheNFCPTstrategicimpera/vesalignstothe“BasicEnablers”componentofNDP4:“Priority1istoputinplacebasiceconomicdevelopmentenablers,andthuscreateanenablingenvironment,improveeduca-onandskillsmanagement,andestablishaqualityhealthsystem.Theseenablerswillassistinaddressingextremepoverty,andwillupgradethepublicinfrastructureweneedforourindustriestoperformattherequiredlevelofoutputtoreachVision2030.Basicenablersaretheessen-alalbeitnotsufficientcondi-onsforeconomicdevelopment.TheNFCPTshallspecificallycontributetowards(i)publicinfrastructure(byexpandingthefootprinttoallregionsinNamibia),(ii)reducingextremepoverty(bydistribu9ngaffordablefishproducts,belowthatofotherretailers),(iii)health(bydistribu9ngqualityfishproducts),and(iv)educa/onandskills(bytrainingthena9ononhowtopreparefishtoderivemaximumnutri9onalvaluefromtheproducts)duringthefive-yearstrategicperiod2016/17-2020/21.
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TheHarambeeProsperityPlan2016/17–2019/20wascra]edandlaunchedduringApril2016andisalignedtoVision2030andtheNDP4
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NDP4havethreeoverarchinggoals,namely(i)fasterandsustainableeconomicgrowth,(ii)thecrea/onofemploymentopportuni/es,(iii)andenhancedincomeequality.TheNFCPTstrategicimpera/vesalignstothe“BasicEnablers”componentofNDP4:“Priority1istoputinplacebasiceconomicdevelopmentenablers,andthuscreateanenablingenvironment,improveeduca-onandskillsmanagement,andestablishaqualityhealthsystem.Theseenablerswillassistinaddressingextremepoverty,andwillupgradethepublicinfrastructureweneedforourindustriestoperformattherequiredlevelofoutputtoreachVision2030.Basicenablersaretheessen-alalbeitnotsufficientcondi-onsforeconomicdevelopment.TheNFCPTshallspecificallycontributetowards(i)publicinfrastructure(byexpandingthefootprinttoallregionsinNamibia),(ii)reducingextremepoverty(bydistribu9ngaffordablefishproducts,belowthatofotherretailers),(iii)health(bydistribu9ngqualityfishproducts),and(iv)educa/onandskills(bytrainingthena9ononhowtopreparefishtoderivemaximumnutri9onalvaluefromtheproducts)duringthefive-yearstrategicperiod2016/17-2020/21.
8
TheHarambeeProsperityPlan2016/17–2019/20wascra]edandlaunchedduringApril2016andisalignedtoVision2030andtheNDP4
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TheHarambeeProsperityPlandefinesanoveralltargetpertainingtothestrategicgoalofSocialProgression,whichisrelevanttotheNFCPT,as:“Ourdevelopmentshouldtherefore,bepeoplecenteredandinclusive.Inotherwords,reformsinEffec-veGovernanceandEconomicTransforma-onshouldresultinfavorablesocialimprovements.Thisgoalisstructuredaroundfoursub-pillars:• HungerPoverty;• LandServicing,HousingandSanita9on;• InfantandMaternalMortality;and• Voca9onalEduca9onTraining.WithregardtoHungerPoverty,thePlansetstheambi-oustargetthatnoNamibianshoulddieofhungerduringandaTertheHarambeeperiod;thisissimplytosay“oneNamibianwhodiesofhunger,isoneNamibiantoomany”.• Anumberofac9onswillbeimplementedtoensurethisessen9alambi9onisachieved:• Emergencyreliefasandwhenrequired;• Measurestoimproveagriculturalproduc9vity;• Introduc9onoffoodsbanksamongtheurbanpoor;• Raisingagriculturalproduc9vitytoaddresshungerpovertyinrural/communalareas;and• Con9nua9onoftargetedsocialsafetynets.”TheNFCPTcertainlycontributestowardssocialprogressionandespeciallytowardseradicaDonofhungeraselaboratedaboveduetoprovidingquality,affordableproductstotheNamibianna/on.TheprimarymarketoftheNFCPT’sproductsisthelow-incomemarketinNamibia.NFCPTshallalsoexploresynergieswiththeMinistryofPovertyEradicaDonandSocialWelfareintermsofcontribu/ngtowardstheFoodBanksini/a/ve,interalia.
10
4.SWOT-Matrix
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Bringing fish to the nation
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TheHarambeeProsperityPlandefinesanoveralltargetpertainingtothestrategicgoalofSocialProgression,whichisrelevanttotheNFCPT,as:“Ourdevelopmentshouldtherefore,bepeoplecenteredandinclusive.Inotherwords,reformsinEffec-veGovernanceandEconomicTransforma-onshouldresultinfavorablesocialimprovements.Thisgoalisstructuredaroundfoursub-pillars:• HungerPoverty;• LandServicing,HousingandSanita9on;• InfantandMaternalMortality;and• Voca9onalEduca9onTraining.WithregardtoHungerPoverty,thePlansetstheambi-oustargetthatnoNamibianshoulddieofhungerduringandaTertheHarambeeperiod;thisissimplytosay“oneNamibianwhodiesofhunger,isoneNamibiantoomany”.• Anumberofac9onswillbeimplementedtoensurethisessen9alambi9onisachieved:• Emergencyreliefasandwhenrequired;• Measurestoimproveagriculturalproduc9vity;• Introduc9onoffoodsbanksamongtheurbanpoor;• Raisingagriculturalproduc9vitytoaddresshungerpovertyinrural/communalareas;and• Con9nua9onoftargetedsocialsafetynets.”TheNFCPTcertainlycontributestowardssocialprogressionandespeciallytowardseradicaDonofhungeraselaboratedaboveduetoprovidingquality,affordableproductstotheNamibianna/on.TheprimarymarketoftheNFCPT’sproductsisthelow-incomemarketinNamibia.NFCPTshallalsoexploresynergieswiththeMinistryofPovertyEradicaDonandSocialWelfareintermsofcontribu/ngtowardstheFoodBanksini/a/ve,interalia.
10
4.SWOT-Matrix
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5.NFCPT“Fishbone”(StrategyMap)
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6.TheNFCPTStrategicImperaDves(refertoAnnexureA)6.1TheNFCPTStrategicMeasuresandTargetslinkedtothefive(5)StrategicObjecDvesare:• Toensurethattheopera/onalbudgetismanagedwithina10percentvariance.• Tomaximisetheu/lisa/onofthecapitalbudgettoensureavarianceof20%underbudgetby2020/21.• Toensureprudentfinancialmanagementbymaintaininga‘currentra/o’of4.5andadebt-to-equityra/oof30:70by2020/21.
• Toachieveacustomersa/sfac/onlevelof80percentby2020/21.• Toeffec/velyandefficientlyimplementtheannualmarke/ngbudgetbyensuringanexecu/onrateof95percent.
• Toincreasetheregionalrepresenta/onbyestablishingatleastonefishshopineachofthefourteen(14)regionsby2020/21.
• Toimplementacost-recoverypricingstrategybyincreasingthepriceperkilogramtoN$15bythe2018/19financialyearandthentocontainthepriceatthislevelovertheremainingstrategicperiod.
• Toensurethatfitnesscer/ficatesaresecuredasrequiredatanygiven/me(100%compliance).• Toachievebreak-even(costvsincome)bythe2018/19financialyearandtomaintainfinancialsustainabilitytherea]er.
• TocapacitatetheNFCPTbyrecrui/ngandretainingatleast80percentcompetentstaffmembersaspertheapprovedorganisa/onalcomplement.
• Toimplementrelevantandappropriatestrategiestoachieveastaffsa/sfac/onlevelof85percent.• Toenhancethephysicalandsystemsecuritytoensurezero(0)securitybreachesoverthestrategicperiodtoreducelosses.
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Bringing fish to the nation
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5.NFCPT“Fishbone”(StrategyMap)
12
6.TheNFCPTStrategicImperaDves(refertoAnnexureA)6.1TheNFCPTStrategicMeasuresandTargetslinkedtothefive(5)StrategicObjecDvesare:• Toensurethattheopera/onalbudgetismanagedwithina10percentvariance.• Tomaximisetheu/lisa/onofthecapitalbudgettoensureavarianceof20%underbudgetby2020/21.• Toensureprudentfinancialmanagementbymaintaininga‘currentra/o’of4.5andadebt-to-equityra/oof30:70by2020/21.
• Toachieveacustomersa/sfac/onlevelof80percentby2020/21.• Toeffec/velyandefficientlyimplementtheannualmarke/ngbudgetbyensuringanexecu/onrateof95percent.
• Toincreasetheregionalrepresenta/onbyestablishingatleastonefishshopineachofthefourteen(14)regionsby2020/21.
• Toimplementacost-recoverypricingstrategybyincreasingthepriceperkilogramtoN$15bythe2018/19financialyearandthentocontainthepriceatthislevelovertheremainingstrategicperiod.
• Toensurethatfitnesscer/ficatesaresecuredasrequiredatanygiven/me(100%compliance).• Toachievebreak-even(costvsincome)bythe2018/19financialyearandtomaintainfinancialsustainabilitytherea]er.
• TocapacitatetheNFCPTbyrecrui/ngandretainingatleast80percentcompetentstaffmembersaspertheapprovedorganisa/onalcomplement.
• Toimplementrelevantandappropriatestrategiestoachieveastaffsa/sfac/onlevelof85percent.• Toenhancethephysicalandsystemsecuritytoensurezero(0)securitybreachesoverthestrategicperiodtoreducelosses.
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# Strategic Initiatives / Projects
F1.1 Review Pricing Model. F1.2 Develop a strategy to secure quota allocation. F1.3 Develop a strategy to secure funding for capital projects. S1.1 Facilitate Customer Satisfaction / Behaviour Survey and implement improvement
plans based on outcomes. S1.2 Develop and implement a comprehensive Sales and Marketing Strategy. S1.3 Develop and implement product diversification strategy. S1.4 Implement Customer Service Capacity Building / Training I1.1 Establish Fish Shops in Oshikoto- and Kavango West Regions (2016/17);
Otjozondjupa (2018/19); Zambezi (2020/21) - Investigate Smart Partnership I1.2 Develop Cost-Recovery Business Model I1.3 Review fleet requirements and acquire relevant fit-for-purpose vehicles. Acquire
one truck in 2016/17, another truck with trailor in 2017/18, smaller vehicle in
2018/19 I2.1 Conduct Processes Efficiency Study to reduce costs. I2.2 Ensure that all departments are audited during the 2016/17 financial year. I2.3 Develop Legal- and Risk Registers and Board Charters C1.1 Implement Reward and Recognition Strategy C1.2 Implement Performance Management System until BA Level
C1.3 Develop Human Capital Strategy (satisfaction survey, career path, succession, competency
based training) C1.4 Review Physical Security and ICT function as per gap analysis and implement robust
strategies to minimise losses / breaches.
14
6.2TheNFCPTshallengagethefollowingseventeen(17)keystrategicprojectsaspertheStrategicScorecard(refertoAnnexureA):
16
7.ConclusionThe Namibian fishing sector generated N$10 billion in export revenue during the 2015/2016 season, asignificant43percentincreasefromthepreviousfinancialyearof2014/2015thatgeneratedN$7billion.This was revealed by theMinister of Fisheries andMarine Resources Bernard Esau when he spoke tostakeholdersinthefishingindustryatWalvisBayduringFebruary2016.Thiscanbeafributedtoimprovedrevenueduetothesizeofthefisheries,thefavourableexchangerates,increasedvalueaddi/onandbeferpricesinsomemarkets.ItisagainstthiscontextthattheNamibianfishingsectorhasthemoralobliga/ontoreinvestsomeoftherevenue generated back into the na/on via relevant vehicles such as theNFCPTwhichwas specificallycreated with the purpose of distribu/ng quality, affordable fish products to less privileged people insociety.TheNFCPTshallcon/nuetoengagestrategicpartnerstoensurethatthetrustexpands itsfootprintandstrengthens its posi/on to con/nue to provide an excep/onal service to the Namibian na/on therebyhonouringitsmandate.
Bringing fish to the nation
14
# Strategic Initiatives / Projects
F1.1 Review Pricing Model. F1.2 Develop a strategy to secure quota allocation. F1.3 Develop a strategy to secure funding for capital projects. S1.1 Facilitate Customer Satisfaction / Behaviour Survey and implement improvement
plans based on outcomes. S1.2 Develop and implement a comprehensive Sales and Marketing Strategy. S1.3 Develop and implement product diversification strategy. S1.4 Implement Customer Service Capacity Building / Training I1.1 Establish Fish Shops in Oshikoto- and Kavango West Regions (2016/17);
Otjozondjupa (2018/19); Zambezi (2020/21) - Investigate Smart Partnership I1.2 Develop Cost-Recovery Business Model I1.3 Review fleet requirements and acquire relevant fit-for-purpose vehicles. Acquire
one truck in 2016/17, another truck with trailor in 2017/18, smaller vehicle in
2018/19 I2.1 Conduct Processes Efficiency Study to reduce costs. I2.2 Ensure that all departments are audited during the 2016/17 financial year. I2.3 Develop Legal- and Risk Registers and Board Charters C1.1 Implement Reward and Recognition Strategy C1.2 Implement Performance Management System until BA Level
C1.3 Develop Human Capital Strategy (satisfaction survey, career path, succession, competency
based training) C1.4 Review Physical Security and ICT function as per gap analysis and implement robust
strategies to minimise losses / breaches.
14
6.2TheNFCPTshallengagethefollowingseventeen(17)keystrategicprojectsaspertheStrategicScorecard(refertoAnnexureA):
16
7.ConclusionThe Namibian fishing sector generated N$10 billion in export revenue during the 2015/2016 season, asignificant43percentincreasefromthepreviousfinancialyearof2014/2015thatgeneratedN$7billion.This was revealed by theMinister of Fisheries andMarine Resources Bernard Esau when he spoke tostakeholdersinthefishingindustryatWalvisBayduringFebruary2016.Thiscanbeafributedtoimprovedrevenueduetothesizeofthefisheries,thefavourableexchangerates,increasedvalueaddi/onandbeferpricesinsomemarkets.ItisagainstthiscontextthattheNamibianfishingsectorhasthemoralobliga/ontoreinvestsomeoftherevenue generated back into the na/on via relevant vehicles such as theNFCPTwhichwas specificallycreated with the purpose of distribu/ng quality, affordable fish products to less privileged people insociety.TheNFCPTshallcon/nuetoengagestrategicpartnerstoensurethatthetrustexpands itsfootprintandstrengthens its posi/on to con/nue to provide an excep/onal service to the Namibian na/on therebyhonouringitsmandate.
15
Themes
2015/2016 Baseline
2016/20172017/2018
2018/20192019/2020
2020/2021#
ResponsibleCom
pletion Date
Budget 2016/2017
Budget 2017/2018
Budget 2018/2019
Budget 2019/2020
Budget 2020/2021
Assumptions / Risks
O: 15%
C: 87%
underO
: 10%
C: 50%
underO
: 10%
C: 40%
underO
: 10%
C: 30%
underO
: 10%
C: 20%
underO
: 10%
C: 20%
underF1.1
Finance M
anagerS
ep-160.00
0.000.00
0.000.00
Model is A
pproved
5.94
4.54.5
4.54.5
F1.2CEO
Mar-17
0.000.00
0.000.00
0.00S
takeholder Support
25:7530:70
30:7030:70
30:7030:70
F1.3Finance M
anagerM
ar-170.00
0.000.00
0.000.00
Effective strategy
S1.1
Marketing
Manager
June, every 2nd Y
ear150,000.00
0.00165,000.00
0.00181,500.00
Participation R
ate and H
onest Feedback
S1.2
Marketing
Manager
Nov-16
50,000.000.00
0.000.00
0.00R
elevant Strategy
aligned to consumer
behaviour and needs.
S1.3
Operations M
anagerN
ov-160.00
0.000.00
0.000.00
Availability of
guaranteed suppliers
S1.4
HR Manager
August
Annually
67,500.0074,250.00
81,675.0089,842.50
98,826.75E
ffective, quality training that changes behaviour.
10 Regions12 R
egions12 R
egions13 R
egions13 R
egions14 R
egionsI1.1
Operations M
anagerA
s per Target
200,000.000.00
120,000.000.00
130,000.00
Availability of funds;
land and ability to establish sm
art-partnerships.
913
1415
1515
I1.2Finance & O
perations M
anagersN
ov-1680,000.00
0.000.00
0.000.00
Sustainable m
odel
100%100%
100%100%
100%100%
I1.3O
perations M
anagerJul-16
1,500,000.002,000,000.00
700,000.001,000,000.00
1,000,000.00A
vailability of funds
3.62 (-)1.44 (-)
0.44 (-)B
reak-evenB
reak-evenB
reak-evenI2.1
HR Manager
Nov-17
0.00150,000.00
0.000.00
0.00C
ost Reduction due
to harmonisation of
processes.
I2.2CEO
Mar-17
100,000.000.00
0.000.00
0.00D
iligence
I2.3CEO
Sep-16
150,000.000.00
0.000.00
0.00D
iligence to close-out A
udit Findings
76%80%
85%90%
90%90%
C1.1
HR Manager
Feb-170.00
0.000.00
0.000.00
Relevant
New70%
75%80%
80%80%
C1.2
HR Manager
Jun-160.00
0.000.00
0.000.00
Com
mitm
ent, D
iligence
70%80%
85%C
1.3HR M
anagerD
ecember
Annually
0.000.00
0.000.00
0.00S
upport
10
00
00
C1.4
Finance M
anagerD
ec-1690,000.00
200,000.0050,000.00
50,000.0050,000.00
Fit-for-Purpose
Strategy that
enhances efficiencies.
2,387,500.002,424,250.00
1,116,675.001,139,842.50
1,460,326.758,528,594.25
75%
Ensure that all departm
ents are audited during the 2016/17 financial year.
2014/15: Zero
50%60%
65%70%
C1
Implem
ent Custom
er Service C
apacity B
uilding / Training
Develop H
uman C
apital Strategy
(satisfaction survey, career path, succession, com
petency based training)
70%90%
95%
% C
ustomer S
atisfaction (based on com
prehensive consum
er survey) D
evelop and implem
ent a comprehensive
Sales and M
arketing Strategy.
New55%
65%80%
Audit Findings C
losed Out
(%)
Review
Physical S
ecurity and ICT function
as per gap analysis and implem
ent robust strategies to m
inimise losses / breaches.
Strategic Initiatives / Projects
NFC
PT STRA
TEGY
CO
RPORATE SC
OREC
ARD
Fitness Certificates secured
for all Fish Shops (%
)
Operational Efficiency
Productivity Index (as per
Perform
ance Managem
ent S
ystem)
% S
taff Satisfaction
# Security B
reaches
Deliver A
ffordable Quality
Products
Cost vs Incom
e (N$)
95%95%
95%
Capacitate N
FCP
T (People and
System
s)
Current R
atio
Debt-to-E
quity Ratio
% A
chievement on A
nnual M
arketing Plan
CEO
Targets
Vision: To be the preferred fish distributor in Namibia.
Objectives: KRA
Measurem
ents: PI
Customer Satisfaction
High Level Statem
ents
5 Objectives
% C
omplem
ent FilledIm
plement R
eward and R
ecognition S
trategy
Implem
ent Perform
ance Managem
ent S
ystem until B
A Level
Develop Legal- and R
isk Registers and
Board C
harters
# Regional R
epresentation
Financial Sustainability
Review
Pricing M
odel.
Develop and im
plement product
diversification strategy.
Mission: To promote the consumption of fish, making it accessible and affordable in Namibia.
Core Values (Oshi-oyiwa): Integrity Quality Accountability Teamwork Responsibility
Price per K
g (N$ A
verage)D
evelop Cost-R
ecovery Business M
odel
Conduct P
rocesses Efficiency S
tudy to reduce costs.
Facilitate Custom
er Satisfaction /
Behaviour S
urvey and implem
ent im
provement plans based on outcom
es.
Establish Fish S
hops in Oshikoto- and
Kavango W
est Regions (2016/17);
Otjozondjupa (2018/19); Zam
bezi (2020/21) - Investigate S
mart P
artnership
Review
fleet requirements and acquire
relevant fit-for-purpose vehicles. Acquire
one truck in 2016/17, another truck with
trailor in 2017/18, smaller vehicle in
2018/19
Organisational Capacity
Enhance O
perational Efficiency
14 Indicators
% B
udget Variance (C
AP
EX,
OP
EX)
Develop a strategy to secure quota
allocation.
Develop a strategy to secure funding for
capital projects.
F1
Prom
ote Fish Consum
ption
S1I1I2
Ensure Financial S
ustainability
ANN
EXUREA–N
FCPTSTRATEGICSCO
RECARD
15
Br
ing
ing
fish to
the n
atio
n
16
End
Bringing fish to the nation