Assisting with Restructuring Plan for theNational Development Foundation of Jamaica Maurice Williams PMC, MIMC
NDFJ Background SINCE 1982 the National Development Foundation of Jamaica (NDFJ) has loaned approximately $141 million to farmers for agricultural purposes and of the amount the farmers have repaid $90 million to date. According to a release from the Jamaica Information Service, most farmers tended to organise their enterprise so they could maximise on earnings from the production of specific crops. This, has helped borrowers to plan and budget for the repayment of loans. In general farmers are earnest in repaying their loans, and that small farmers took pride in owning and operating agricultural enterprises. The NDFJ was established in 1981 to offer a variety of low cost loans to meet the borrowing needs of the small and micro-business sectors at interest rates that are lower than most other financial institutions. All loan programmes are enhanced with a comprehensive training programme in record keeping, time management, book-keeping and supervisory management. This is aimed at helping borrowers to develop sound business practices.
NDFJ BackgroundTypes of Financial Institutions Total Assets by Type of Financial Institution, 2006 -2008 2006 2007 2008 Assets % of Assets % of Assets % of Total Fin. Total Fin. Total Fin. Sys Sys Sys FSC-Regulated Inst. Life Ins. Co. 94 718.6 8.2 108 051.6 8.4 127 007.9 8.9 Gen. Ins. Co. 35 195.2 3.1 40 495.8 3.2 43 565.5 3.0 Securities Fir. 393 075.3 34.1 415 861.3 32.4 480 937.9 33.6 Sub-Total 522 989.1 49.4 564 408.7 44.0 651 511.3 45.5 Deposit-Taking Inst. Banks 438 438.6 38.0 504 293.4 39.3 556 650.2 38.9 Building Soc. 105 617.4 9.2 122 905.8 9.6 135 611.8 9.7 Merc. Banks 46 732.9 4.1 47 332.1 3.7 33 891.8 2.4 Credit Union 38 549.6 3.3 44 223.1 3.4 50 618.0 3.5 Sub-Total 629 336.4 54.6 718 754.4 56.0 779 771.8 54.5 Total 1 152 325.5 100.0 1 283 163.1 100.0 1 431 283.1 100.0The Number of Commercial Lending Institutions and Volume Continues to Grow
5 Building Blocks for The Change NDFJ Programme Delivery Plan Leading this change will be structured from two distinct dimensions; Grassroots Innovations and Crisis or Galvanizing events This would subsequently lead into identification of Change Strategists and Strategic Decisions From here will arise the installation of Individual Implementers and Change Champions Leading into Action Vehicles for Change Recipients
5 Building Blocks for The Change NDFJ Programme Delivery Plan • In country consul. And dissemination of strat. plan with Action Vehicles NDFJ For Change 3rd Phase • Finalisation of strat. plan Recipients Oct - Dec • Trg. And dev. prog • Submission draft strat. plan Individual • Submission draft staff trg. Plan Implementers & 2nd Phase • Feedback on draft strat. And staff Change Champions plans July - Sep Change Strategist & • Consultation with NDFJ Strategic 1st Phase • Consultation with stakeholders Decisions June - Jul Change Driver
8 Elements in Planning The Change NDFJ Programme Delivery Plan The elements that are key to formalizing the change will include: - Backers & Supporters - Symbols, Signals & Rewards - Standards, Measures & Feedback - Local Participation & Innovation - Policy & Systems Review - Communication, Education & Training - Guidance Structure & Process - Shared Vision
8 Elements in Planning The Change NDFJ Programme Delivery Plan Backers & Supporters Symbols, Signals & Shared Vision Rewards Guidance Structure & Process Change Standards, Measure s & Feedback Effect Communication, E Local Participation ducation & & Innovations Training Policy & Systems Review
Adding Metrics To The Elements NDFJ Programme Delivery Plan (responsibility) Developing standards, measures and feedback mechanisms will be key to keeping the programme on track. Useful measures for employ will be: - Results Measures for Target Achievements - Process Measures along Change Journey - Routine Data Collection for Progress Monitoring & Midcourse Adjustments (surveys, quantitative data, focus groups, etc.)
Adding Metrics To The Elements NDFJ Programme Delivery Plan (responsibility) Continuous • Results Measures (to Assessment • Routine Data know how we have Collection ( achieved targets) • Process Measures surveys, quantitative (to know that we are data, focus doing all right along groups, etc.) the way) Programme Random Targets Sampling
The Basis forThe Organizational Change NDFJ Programme Delivery Plan The three criteria the programme for change will be: Beginning with use-direction, action oriented information from all stakeholders - Improving the quality of information about customers’ and employees’ situations; suppliers, regulator’s concerns - Key: market shifts often caused by changing nature of value as defined by clients
The Basis forThe Organizational Change NDFJ Programme Delivery Plan Building on platforms already in place Encourage problem-solving and incremental experimentation that departs from tradition without destroying the current form Logical incrementalism is used as an interactive process in which the we will collectively probe the future, experiment and learn from a series of incremental commitments rather than through a global total strategy
The Basis forThe Organisational Change NDFJ Programme Delivery Plan Reason For Change Use of Existing Platforms Encouragement Use Direction for Problem and Action Solving and Orientation Experimentation
The Levers to ControlThe Organisational Change NDFJ Programme Delivery Plan (role)The Levers of Control to be exercised will be hinged to:- Motivate through mission-vision-values; concise-broad inspiration; making managers walk the talk, reaffirming beliefs with peer pressure- Negative biased limits will be set to foster creativity. Fortifying trust in the organisation- Supervision will monitor critical performance variables within the limits; monitoring goals and profitability, revenue growth, market share; whilst maintaining efficiency, guarding against surprises- Learning through formal informational systems will be encouraged to managers so as to garner involvement with their peers, subordinates and superiors in a climate of dialogue and learning
The Levers to ControlThe Organisational Change NDFJ Programme Delivery Plan (role) Helps the The Specific The Specific Leverage Employees Process Outcome Communicate Uncertainty Beliefs To Contribute Core Values about Purpose and Mission Specify and To Do Things Pressure or Boundaries Right Enforce Rules of Temptation the Game Diagnostic To Achieve Builds and Supports Clear Lack of Focus Objectives or Resources Control Targets Open Interactive To Create New Organizational Lack of Opportunity or Dialogue to Control Create Learning Fear of Risk
The New NDFJ Business StrategyMoving Forward NDFJ Programme Delivery Plan (role) The framework for the delivery plan is bound by 4 key areas of work. These are the formalisation of what construes NDFJ’s Beliefs, Boundary of Work, Extent of Interactivity and Level of Diagnostic Control achievable The establishment of these 4 sections will consequently set the framework for creation of the New NDFJ Business Strategy moving forward
The New NDFJ Business StrategyMoving Forward NDFJ Programme Delivery Plan (role) • Belief • Boundary Systems Systems Risk to be Core Values Avoided NDFJ Business Strategy Critical Strategic Performance Uncertainties Variables • Interactive • Diagnostic Control Control Systems Systems
Key Infrastructure Stakeholders towork with Moving Forward NDFJ Programme Delivery PlanMinistry of Finance & PublicService Ministry of AgricultureAccountant General 4H ClubsBank of Jamaica Agricultural Credit BoardBetting, Gaming and Lotteries CommissionCaymanas Track Limited Agricultural Development Corporation Agricultural Marketing CorporationContainer Stripping Station Commodity Boards (incl. Banana, Coffee and Coconut IndustryCultural, Health, Arts. Sports and Education(CHASE) Boards and Tobacco Industry Control Authority)Customs Forestry DepartmentDevelopment Bank of Jamaica Hope Botanical GardensFinancial Services CommissionFiscal Services National Irrigation Commission LimitedInland Revenue National Land Agency (NLA)Jamaica Racing Commission Rural Agricultural Development Authority (RADA)National Investment Bank of Jamaica Sugar Industry AuthorityPlanning Institute of Jamaica Veterinary BoardProjectsPublic Accountancy ActRevenue Protection DepartmentSelf-Start FundSocial Investment FundStatistical Institute of JamaicaSugar Company of JamaicaTax Administration Services DepartmentTaxpayer Audit and Assessment DepartmentTaxpayers� Appeals Department*Bold denotes key associations required
Key Infrastructure Stakeholders towork with Moving Forward NDFJ Programme Delivery Plan Ministry ofMinistry of Education Industry, Commerce &College of Agriculture, Science and Education (CASE) Investment Anti�Dumping and Subsidies Commission Bureau of StandardsCommunity Colleges Central Information and Technology Office (CITO) Companies Office of Jamaica (Office of the Registrar of Companies)Edna Manley School of the Visual Arts Consumer Affairs CommissionEducational Institutions Electricity Authority Factories CorporationG. C. Foster College of Physical Education Fair Trading Commission Food Storage and Prevention of Infestation DepartmentHuman Employment and Resource Training (HEART) Free ZoneInstitute of Folk Culture Jamaica Commodity Trading Company (JCTC) Jamaica Business Development CentreInstitute of Jamaica Jamaica Exotic Flavours and Essences Company Limited Jamaica Export Trading Company (JETCO)Jamaica Cultural Development Commission (JCDC) Jamaica Intellectual Property Jamaica Trade and Invest (JTI) formerly JAMPROJamaica Foundation for Life Long Learning Micro Investment Development Agency (MIDA)Jamaica Library Service Office of the Registrar of Companies Petrojam LimitedJamaica National Commission on UNESCO Petrojam/Ethanol Company Limited Petroleum Company of JamaicaJamaica National Heritage Trust Petroleum Corporation of JamaicaNational Council on Education Post and Telecommunications Department Registrar of Co-operatives and Friendly SocietiesNational Library of Jamaica Rural Electrification Programme Scientific Research CouncilNational Youth Service (NYS) Self-Start Fund Spectrum Management AuthorityTeacher Training Colleges Trade Board LimitedUniversity Council of JamaicaUniversity of TechnologyUniversity of the West Indies
MSME & GovernmentDevelopment Bodies Relevant Work Experiences Singapore Economic Branding Taskforce Ministry of Trade & Industry, Singapore 2003 – 2008 Integrated Resort Selection Committee Ministry of Trade & Industry, Singapore 2006 – 2007 Practicing Management Consultant Board PMC 2010 – Present Institute of Management Consultants MIMC 2010 – Present
Regional DevelopmentWork & Organisations Relevant Work Experiences DominePress Singapore / Australia / China DominiePress had built its reputation on Service + Expertise + Fidelity + Excellence They were intent on creating high-desirability products delivering high fidelity, high precision, high-quality lithographic printing to clients internationally. Their award winning work was not effective testimony amidst a growing competitive print production landscape internationally. Profit margins were being squeezed, technology (www) was redefining pre-press systems and procedures. 24-Hour Print was dictating that larger geographic and time zone foot-prints needed to be applied to capture greater economies of scale.
Dominie PressRegional Development Work New Management Strategies Initiate a plan of action to create a better working atmosphere Reduce cost and increase profits Through new formats and procedures, increase profitability Strengthen present customer base and expand customer base to outside areas (Melbourne, New York) Update DTP equipment to expand into more specialized areas of the printing market Increase employee benefits
Dominie PressRegional Development Work New Operation Strategy Cost Contain Establish costing/ production reporting process at Storage/ Pre- Press/ Press/ Post-Press Extend QC processes across all aspects of production and storage Examine costs/ expenditure on a regular basis during quarterly financial review New Production / Efficiency Strategies Install employee suggestion box with cash incentives for suggestion that result in cost savings on increased productivity. This will lead to a team based presentation program through TQM in the long-run.
Dominie PressRegional Development Work New Business Strategies Sales Targets & Projections Install and establish an end of month forecasting format for the upcoming quarter Install and establish an annual setting of sales targets by industry and key accounts New Marketing Strategies Establish and implement plan to address business projections based on long run/ short run/ agency and direct client business
Dominie PressRegional Development Work New Human Resource Strategies Establish a regular HR audit to determine company and staff KPI, directly impacting bonus and salary pay-outs on a quarterly and bi-annual basis (Ex. Total Remuneration = Monthly Salary + Allowances (as applicable) + Company Performance (max. 1 mth) + Individual Staff Performance (max. 1 mth)
New Internal Charge Model toMaximize Efficiency & Minimize Wastage Database QUOTATIONS Information Sources Consumer/ Customer Originals Plate, Etc Printing Pages Printed Product Sales Dept Post Press/ Customer Pre-Press Printing Press Distributor Finishing Agency Publisher Dat Dat Dat Dat a a a a Film, Plate, Etc Paper, Ink, Etc. Storage Consumables Supplier
Regional DevelopmentWork & Organisations Relevant Work Experiences etg Shanghai / Beijing / Guangzhou / Singapore ET Graphics Pte Ltd was founded in 1985 by Mr. Michael ET Yap providing event support services. In 2005, the company was restructured and renamed ETG Pte Ltd (ETG) with capabilities in sound and lighting systems, AV production and staging. This was predominantly targeting the Meetings, Incentives, Conferences & Events (MICE) industry. Their services encompass the range from providing technical consultancy to production and staging and rental of equipment inclusive. Primarily, the 4 areas of specialization are in Sound, Lights, Video and Staging. ETG’s business has been reasonably stable over the last two decades however moving ahead the company is looking to position themselves better in the industry and more efficiently through more formalized business models. Currently ETG is primarily a supplier to the Event Companies, Exhibition Organizers, Advertising and PR firms and other creative resource driven organizations. Specific to the two IR’s in Singapore and with governmental encouragement for the tourism and travel trade industry they intently want to work this sector staving off entry of international competition. Such as Acoustic Art, LB Production Center and other overseas staging facilities that may be intending to impact this market. The competitive framework of this industry appears to be in its adolescent stage in Asia Pacific which currently mostly competes on hardware and price. ETG has to establish a position as partner of choice not only with the organizers but also with program owners themselves.
etg Regional Development Work 3. Proposed Project 3.1 Approach & Methodology Involving the interviews with ETG client and suppliers and internal discussion to formalize a business landscape to chart. The advisor advocates working with the Sales and Business aspects of the business. This will illuminate the path ahead in the coming months giving clearer dimension for decisions to be made. Fundamentally, this is to confirm the workable segmentation of clients by: - Creative services providers including, advertising agencies, public relations companies, etc. - Show organizers and venue owners who primary role is focused on the softer business aspects of the event. - Direct clients who own or intend to put out programs. 3.2 Statement of Work 3.2.1 Precedence Study Perform an analysis of production services companies with a pre emptive view of new industry developments in leading staging environments. Research the overseas markets that can be identified as potential competitive targets, threats or alliances for ETG. Meet with existing clients to properly categorize business segments to pursue. Item One. Development of a sales plan and strategy for the coming year. Item Two. Draw up a sales projection format for coming and subsequent quarters. Item Three. Draw up and formalize a sales target. 3.2.2 Markets Research To develop and implement a feedback mechanism with existing client base. This is to ascertain current expectation and satisfaction levels. Additionally, investigation into new interest and feasibility of specialist lighting architecture solutions in Asia. Investigations will be carried out by way of direct contact with leading service providers in more developed markets. Item One. To draw up a potentials actionable program. 3.2.3 Market Collateral Generation Help develop the required sales specific marketing collaterals to assist ETG’s sales unit to make explicit their products to prospective Clients. Item One. Sales ppt (generic) Item Two. Sales collateral existing (tidy up)
etg RegionalDevelopment Work3.2.4 Market Projections & TargetingAs aboveTo work with the current business team to establish a sales projection system and format moving forward. This does not preclude the requirement for a formal monthly sales targeting format which needs to be developed and installed only after potential revenue streams and performance levels have been sorted out.3.2.5 ExecutionExecute a Business Development plan that will be able to safeguard existing clients for ETG.The execution should focus on achieving the following:a) A clear sales objective and strategy for the business department.b) Provide management a simple and clear dashboard for business activity and potential for the future.c) Sales organizational structure review that corrects any overlap.d) Specific to the market segmentation development of individual sub-sales strategy.Taking into consideration:a. Possible emerging markets by territory.b. Industry Shift amongst show owners, promoters, organizers and specialists.c. IR requirements.d. Singapore Exportability (or rising exchange rate may force a strategy refocus)3.2.6 Final Report & PresentationPrepare a final report and recommendation for the Sales Department.3.2.7 Start of Project < 0 week >3.2.8 Business / Sales Department Review < 3 weeks >3.2.9 Value Proposition & Business Models < 6 weeks >3.2.10 Structural Model Review and Recommendation < 3 weeks >3.2.11Sales Collateral (Website, Brochures as appl.) < 12 weeks >3.2.12 Final Report & Presentation < 2 weeks >3.2.13 End of Project Grand Total < 26 weeks >
etg Needs To EngageExpanding Markets "AV solutions are growing in all markets. The survey findings clearly indicate the upturn of mainstream awareness of AV technologies," ICIA Board Member Jim Smith International Communications Industries Association, Inc Beyond the top markets, such as business, education and government, ETG needs to make significant gains in other areas such as: Retail – fashion, financial, lifestyle, sports arenas museum exhibits meetings and conventions healthcare and the worship market
etg Needs To EngageSignage & Displays The market for large information displays is growing at a rate that ETG cannot ignore. There is increased use of digital signage, particularly in the retail sector, for delivering a message, selling products or simply providing information along our roads.
etg Needs To EngageAV Converging With IT AV/IT convergence is driving the introduction of technologies supporting a number of newer applications including streaming media, webcasting, wireless and software, all relative newcomers in the AV space. Currently these segments have low penetration rates but are expected to grow significantly as products continue to web-enable technologies. It will be prudent for ETG to take an early adopter lead in this regard.
BusAdsRegional Development Work Relevant Work Experiences BusAds Singapore / Kuala Lumpur / Mumbai / Seoul / Tokyo / Bangkok BusAds started operation as a one-man show in 1983. Then known as BusAds, its core business consisted of one-off bus advertisement projects, mainly bus panels advertising. The business grew tremendously and within five years, the company started its in-house production team. By 1995, BusAds was clearly the market leader in outdoor advertisement production. Today, BusAds is proud to operate a fleet of machine which is capable of satisfying the various graphic print requirements, such as banners, posters, fleet and MRT advertising, etc. BusAds maintains its position as a market leader with its commitment to provide the highest level of quality printing and service to our clients. It was Bus Ads intention to break into the Aircraft Graphic Laminates industry. The task ahead was to promote that BusAds obtained the Production Organization Approval (POA) from Civil Aviation Authorities for printing of interior and exterior aircraft decals and install this as the new reference standard across Asia Pacific countries. Specifically, the target was intended for military applications.
BusAds Air WarfareChallenge for Military Applications Split upper/lower color camouflage patterns reveal aircraft belly on banking Contrasting lower surface colors with backgrounds compromise aircraft’s position and maneuver
BusAds Air Warfare Case Study(Learning) F-105G Weasel Thud (Vietnam) Two Tone, Green & Sand (upper surface) with Light Green (belly) Aircraft flashed ‘White’ on low-level banking giving away position
BusAds PresentationAir Warfare Case Study (Applications) F-105 Weasel Thud Green & Sand Camouflage applied to belly F-4G Weasels and A-10’s Committed to wrap around camouflage Split upper grey and lower blue or black camouflage used as far back as 50’s by RAF There are many more examples
BusAds Recommendation forMilitary Aircraft Camouflage Considerations Mostly depends on aircraft operating environment Considerations could include: low level daylight operations bombardment maritime strikes reconnaissance roles air to air detection large aircraft concealment, etc.
BusAds Presentation onAir Warfare Concerns Today Perspective shift in air warfare strategy Concern is with air surveillance detection Reduction of radar emissions
Other Regional Projects Relevant Work Experiences Thang Long Hanoi Light-up of Long Bien Military Veterans and Ministry of Defense Vietnam and Singapore Hanoi, Vietnam Marketing & Organizational Skills Development Programme Asian Institute of Marketing Makati / Manila, Philippines MSME Development Programme Commonwealth Secretariat Jaipur, India MSME Development Programme Chandrigah, India Youth Entrepreneurship Development Programme Pacific Youth Commonwealth Port Vila, Vanuatu Youth Entrepreneurship Development Programme Ministry of Labour Port Moresby, Papua New Guinea Total: 12 Countries 16 Cities
Detailed Work Plan Phase 1 Project Launch, including Project Preparation, Preparation of Consultation Materials and Preliminary Research on Marketing Environment in Jamaica, including Financial Services industry Prelimirnary field mission for consultations with stake holders, field research and evaluation, including meeting with agribusiness sector’s Post-filed mission analysis, report to stakeholders and preparation of training plan
Detailed Work Plan Phase 2 Investigations and local research and analysis. Consultation with industry leads within Jamaican environment. Record local market norms Capacity building including marketing training for agro business with emphasis on MSME development bias One to One Counseling to companies in manufacture and packing sectors
Detailed Work Plan Phase 3 Finalize and deliver new organizational strategy including training and continued implementation plan Deliver capacity building training modules on product marketing design and development Final report preparation and submission to the Commonwealth Secretariat
Detailed Work Plan Activity Period Level of Effort Phase 1 3 weeks in Jamaica June – mid July 2011; report to be submitted within 2 weeks of completion of outputs Phase 2 3 weeks at Consultants Base or in Jamaica July - September Phase 3 4 weeks in Jamaica Oct – Nov 2011 (final project report to be submitted by 16 Dec 2011) Submission of a detailed project delivery report, along with outputs
The Project Team Leader MAURICE WILLIAMS PMC, MIMC Tel: (65) 96755719; (65) 6892-1978 Email: email@example.com Address: 35 Dairy Farm Road #01-04 Dairy Farm Estate Singapore 679052 With 20 years of marketing, advertising and sales expertise, in positions such as the Chief Marketing Officer of public-listed Singapore Post, Marketing Director of Sentosa, and a member of the Economic Branding Task Force and the Integrated Resort Selection Committee (Ministry of Trade & Industry), I am confident in contributing positively to the continued growth of your organisation. Possessing extensive experience in multi-dimensional programs required for consumer, corporate and stake-holder perspectives across geography, I have vast expertise in articulating unique propositions, channel management, event marketing, exhibitions, branding, market research and product development, coupled with a strong background in operations, strategic planning, resource acquisition and media analysis. Some of my career highlights include: Transformed Sentosa into a star attraction with 1m visitors monthly. Attained over 30 marketing awards. Attracted S$10.2b in investments and increased rental revenue 13-fold to S$15m annually. Staged world-class events such as Barclay’s S’pore Open, Forbes Global CEO Conferences, Volvo Ocean Race. Streamlined S’pore Post’s image in 122 properties. Introduced logistics, mail, retail & financial products - won a Direct Marketing Award, and increased a business unit’s revenue 400% to S$1m annually. Set up the world’s 1st Wired on Wireless digital broadcast application across 1800 buses, taxis & trains, and across 225 supermarkets, to enhance advertising impact. Managed up to 36 staff and annual budgets of up to S$15m. Collaborated with organisations such as DHL, China Post, banks, government bodies, MTV, SIA, and National Geographic. As a manager who attracts, retains and motivates staff to build sustainable teams, I believe in empowerment to question organisational assumptions in decision- making, resulting in higher performance. I possess boardroom experience in managing restructures and change management with investors and stakeholders, and have a nurturing, inspiring, open and objective leadership style. Analytical and creative, I have developed strong interpersonal, teamwork and problem-solving skills in fostering numerous partnerships and translating top management decisions into actionable programmes. With a keen attention to detail, I am perceptive in decision-making and am able to deliver under pressure. Currently, I am a CFTC Expert (Commonwealth Fund for Technical Co-operation) with the Commonwealth Secretariat where I provide on-the-job training and introduce new technologies and practices in CSAP (Commonwealth Service Abroad Programme) projects. I believe my background is a good match with your requirements, and look forward to further discussion regarding how I could help fulfil your organisation’s objectives. Thank you for your consideration.