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Business Plan LLP Tilapia Cage Fish Farm
Business Plan LLP Tilapia Cage Fish Farm
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1.0 PURPOSE OF THE DOCUMENT
1.1 Overview
The objective of this Business Plan for LAKE LAND PROPERTIES is primarily
to inform potential project financiers and facilitators about the project
development concept and investment plan for the proposed aquaculture
project. The thrust of the document is essentially to articulate to the
prospective project funder on how resources will be used to set up the
project infrastructure, manage the enterprise, use the financial proceeds to
support its intended beneficiaries (the school and the students), and
eventually sustain and grow it in the medium- to long-term. The project
Business Plan may thus form the bases of an important investment-support
decision and in order to serve this objective; the document/plan covers
various aspects of project concept development, start-up, production, and
finance and business management.
The impact of the proposed activity will be to contribute to food security, and
create and sustain employment opportunities. In addition, the LAKE LAND
PROPERTIES Tilapia cage fish farm will increase much needed protein for
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consumption by the communities living and working around Lake Kachira.
Critically, a portion of the profit generated from the commercial farm will
support and sustain the LAKE LAND PROPERTIES enterprise development
programs, pay workers’ salaries and defray Tilapia fish farm running costs
thus improving the internal cash flow position and boosting commercial
returns, profitability and sustainable growth of the enterprise.
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Types of fish products that can be derived from the LAKE LAND
PROPERTIES aquaculture project
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With its good quality growth characteristics, easy production of fish seed and
good taste the Nile tilapia (Oreochromis niloticus) has been the most farmed
species to date in Uganda. It is popular among rural farmers and there is a
growing regional market for it.
2.4 Partnerships
Production from fish farming in Uganda has grown from 285 metric tonnes in
1999 to over 50,000 tonnes by the end of 2007. “The increase in tilapia and
African cat fish production has been due to the 14,000 subsistence fish
farmers and 100 emerging commercial farmers.
The new entrants, mostly from the middle and working class as well as a few
businessmen, target specific and established markets. They have adopted
improved production systems including inputs from technical experts for
better planning and management. Pond surface is in the range of 5 000 m²
to 50 000 m² numbering 500, an estimated 20 percent to 30 percent of
which are active. This category includes commercial hatchery operators and
a number of grow-out farmers who are already exporting to markets in the
Democratic Republic of Congo, Kenya and Rwanda. Industrial and more
intensified fish culture is only beginning to be established, largely through
foreign direct investment or as joint ventures between local firms and foreign
companies. Most farms/companies at this level are only in the process of
putting their infrastructure in place or are at the initial stages of the
production process. The majority of such companies is targeting production
at the regional markets and plans to enter international markets by
activating the currently non-utilized fish processing capacity in the country.
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The initial expected supply in Year 2 (Project Year 1) is 240,000 Tilapia fish
(120 metric tonnes). After the first year, supply is projected to increase by
10% per annum until it reaches 319,440 Tilapia fish (159.72 metric
tonnes) in Year 5 (Project Year 4). The average price received for live Tilapia
fish will be UShs. 6,000 per kg at Entebbe ex-factory price which will be
increasing at a rate of 10% per annum.
Wholesalers
Restaurants
Fish Processors and Exporters
Supply of fingerlings to other fish farming enterprises in South-Western
Uganda
Supermarkets
Individuals
Government of Uganda for fish-restocking purposes
Initially, all the farmed fish will be sold directly to GREENFIELDS FISH
FACTORY in Entebbe straight out from the Tilapia cage fish farm site near
Lake Mburo until we reach such a size and capacity to process the farmed
fish and transport it to the other fish consumption markets in Kampala and
Entebbe.
The short-term marketing method that we shall use to good effect however is
to design ponds or tanks to such a size (not too big and not too small either)
that will make it possible for all the fish produced to be marketed in one day.
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Also, as the fish-farming enterprise grows its market and output, LAKE
LAND PROPERTIES will also seek to reach out to the neighbouring fish
export markets – especially those of Eastern DR Congo and the Republic of
South Sudan which offer higher premium prices for value-added fish
products.
With the current competitive prices for farmed Tilapia fish, LAKE LAND
PROPERTIES will be able to develop as a profitably sustainable commercial
enterprise that will support the related growth of goods and service providers
to this aquaculture enterprise. Besides, other budding entrepreneurs will be
able to draw inspiration from the success and growth of the LAKE LAND
PROPERTIES Tilapia fish farming enterprise to embark on their own
identical fish farming enterprises within the Lake Kachira bounds and
neighborhoods. This will stimulate the local economy and increase cash flow
in the rural areas.
After review of the business plans of the proposed Tilapia fish farming
venture, it was determined that the enterprise can provide a positive rate of
return and can create significant wealth to the investors throughout the life
of the investment. Most importantly, the studies show that the projected
future demand base for frozen, chilled and dried Tilapia fish has a strong
foundation and will grow into the future. Based on this assessment, the
decision is to proceed with the investment.
The first step is to begin sourcing equity from each investor for the down
payment, and secure financing with -------- Grant/Loan funding. The next
step is to seek out individuals to fill crucial labor positions including the
marketing representative, and a general manager for the Tilapia fish farm
enterprise. Once the marketing representative is hired, that person will
immediately begin the process of seeking out new customers and working
with the customers who have already committed to purchasing. After those
positions are filled, then trading operations can begin and other labor
positions can be filled.
Project Cost
UG Shs 709,800,000
Table 1.1: Total Capital Requirements
Capital Investment UG Shs In USD In Actual
Actual
Land (30 hectares) – available 100,000,000 40,000
Fish Farm Infrastructure 87,000,000 34,800
Fish Farm Equipment & Tools 116,300,000 46,250
Fish Farm Start-up Costs 301,500,000 120,600
Cash Investment 5,000,000 2,000
Furniture and fixtures 3,000,000 1,200
Office equipment 10,000,000 4,000
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Pre-Operating Cost 12,000,000 4,800
Total Capital Costs 634,800,000 253,920
Financials
Net Present Value @ 17% UG Shs
577,077,520
Internal Rate of Return 77.69%
Return on investment 13.48% in Year 1 (PY 2)
Break-Even Point (Kgs of Fish) 42,744
Break-Even Point (Value) UG Shs.
341,952,000
Break-Even Point (percentage) 26.76%
Payback Period 3.65 Years
Medium – term Agricultural Development Loan:
Interest rate 15%
Term 5 years
Grace period 1 year
Currency Uganda Shillings
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Exchange rate: UG Shs 2,500 to 1 USD (October 2012
rate)
LAKE LAND PROPERTIES predicts growth of 10% per annum in Tilapia fish
production and sales. In Year 5 (Project Year 4) the Tilapia fish farm expects a
sales output of 319,440 Tilapia fish (159.72 metric tonnes) and based
on the current price of UG Shs. 6,000 per kg (increasing at 10% per annum)
of Tilapia we expect excellent profits. We have positive indicators from
current Ugandan domestic industry players that all our Tilapia fish production
will be bought.
Highlights
1,400,000,000
1,200,000,000
1,000,000,000
800,000,000
600,000,000 Sales
UShs 400,000,000 Gross Margin
200,000,000 Net Profit
0
Year
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Model fish farm. Use the fish farm as a model project to demonstrate
and train other fish farmers on modern aquaculture practices and
management aspects while also using it to inspire shifts in fish farming
culture from subsistence fish farming to commercial fish farming
leading to increased income levels for the fish farmers such that they
can then be able to improve their livelihoods and cater for their day-to-
day basic needs like payment of school fees, medical care and so on
for their nuclear families.
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Utilization of land which otherwise would have remained
unexploited. The LAKE LAND PROPERTIES fish farm project will be
able to put idle land that would have otherwise lost its value as a result
of under- or lack of productive utilization.
3.1 Mission
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our customers and the country of Uganda will be reflected through honest
and responsible business.
3.2 Vision
LAKE LAND PROPERTIES will strive to stimulate and support long term
economic growth and increased cashflow within the local areas of its Tilapia
fish farming and trading operations.
The project is about establishing a tilapia cage fish farm enterprise on Lake
Kachira in South-Western Uganda by LAKE LAND PROPERTIES that
provides the desired suitable environment for its successive growth and
expansion. The project would serve as a facility that utilizes agricultural,
industrial, and domestic outputs in the form of feed for an inland fish farm
that usually ends up as agricultural or municipal waste. Apart from
supporting LAKELAND PROPERTIES with a regular income stream to
support its recurrent and development requirements, it would also
significantly improve on the operation and management of the fish farm
enterprise as a profitably sustainable commercial enterprise.
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The proposed project is primarily focused on the domestic fish consumption
market due to the prevailing high demand and taste preferences. The main
feature of the project would include naturally grown fisheries in a clean
environment in keeping with the stipulated quality standards and principles.
This Business Plan explores the viability of setting up the inland fish farm
based on economic and technology trends and available local strengths,
weaknesses, opportunities and threats.
4.2 Background
Fish farming is an ancient practice that had been used for food purposes for
centuries. Australian, African and Asian regions were the historical fish
breeding centers since 6000 BC. The concept of inland aquaculture away
from the seacoast and big rivers was widely practiced in Central Europe
during the middle ages. Inland fish farming was started on commercial basis
in 18th Century. Seth Green was the first to practice commercial inland fish
farming in 1864 at Caledonia (USA). It laid down the foundation of
commercial fish farming and people has started practicing it in other
countries like UK and Canada. During 19th century improvement in
transportation made fish farming more convenient and profitable business by
targeting the adjoining market of the inland fish farming zone.
Fish is an animal which lives and breathes in water. All fish are vertebrates
(have a backbone) and most breathe through gills and have fins and scales.
Fish make up about half of all known vertebrate species.
Fish is a high protein, low fattening food that provides high range of health
benefits. The white fleshed fish is lower in fat than any other source of
protein and enrich in omega 3 fatty acids.
Fish meat is medically recommended as a diet for human body, it produced
essential nutrients insignificant amount which is required for healthy body.
Moreover, fishes are low in the bad fats commonly found in red meat, called
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omega 6 fatty acids that make it even more favorable product as compare to
red meat.
The primary raw materials used for fish farming are cow dung and other
types of agricultural organic wastes, in addition urea is added to enhance the
water quality and enhance productivity for better growth. Globally some
artificial feeds such as fish meal are used for feeding purpose but these are
very expensive and are not recommended as economical in Uganda.
However, it is the choice of entrepreneur or feed specialist to use or decide
the amount of daily feed requirement.
b) Intensive technique
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Fish are nutrient product and wildly consumed around the world in a variety
of food items. They are used in various traditional dishes such as Fish meal
and a wide variety of traditional African cuisines and also consumed in
modern dishes like burgers, pizzas and canned products. In addition, fish are
also used in medicine industry. Such factors contribute to making fish
farming a viable project for investment.
Market entry timing is very critical in inland fish farming and can result in
high loss if not considered accordingly. The harvesting of fish should be
initiated before March so that the fish are matured enough for market till
November.
The proposed physical location for the establishment of the Tilapia cage fish
farm will primarily be in a warm area that provide suitable environment and
particularly water temperature range between 5-30 degrees centigrade. The
proposed LAKE LAND PROPERTIES fish farm will thenceforth be
established at Lake Kachira that straddle across Rakai and Kiruhura districts
in South Western Uganda where the company has its own 30-Acre plot of
land to develop a project of this magnitude. The project site is situated at
Twenshekye, Nyanga village which is approximately 5 km from Lake Mburo
National Park on the Western axis and approximately 40 km from Lyantonde
district headquarters.
5.2 Opportunities
Substitute’s availability.
Price fluctuations and macroeconomic instability.
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Lake Kachira in dimension is 12.5 by 2.2 miles (20x3.5 km) situated Latitude-
0.551944, Longitude 31.094444 and Antipode 0.551944-148.905556. It has a
mean area of 1,190Ha at high water. It has a mean depth of 4.1m. The lake
also acts as a watering point for over 20,000 heads of cattle from the
surrounding pastures on the southern axis during the dry seasons.
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Knowledge of its hydrological and water quality characteristics is limited.
Other than run-off water catchment during the rainy seasons the lake’s main
tributary is River Rwizi.
Table 3: The table below shows the parameters average readings for
assessments carried out in November and December 2011 on the
five selected sites.
Site Site 1 Site 1 Site 1 Site 1 Site 1 Ave.
Values
Parameter
Temperature (0C) 26 25 26 25 25 25.5
PH 6.5-7.5 6.5-7.5 7.5-8.5 7.5-8.5 7.5-8.5 7.5
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DO (ppm) NA
Salinity (ppm) NA
Substrate Sand Sand Sand Sand Sand
Depth (m) 2 4.5 6 6 7.3 5.2
There is a constant water exchange by the river flow at all the five sites whose
access is by boat. There is available shelter and the distance from the main road to
the site is approximately 35 kilometers.
The above results show that the lake is suitable for cage farming.
The major human activities are full-time fishing and animal watering. Fish
species that are indigenous include Clarias Mozambicus, Haplochlomis
species, Protopterus aethiopicus, Oreochromis esculentus, Oreochromis
niloticus, Oreochromis variabilis but catches started declinig from 1971 due
to population pressure; presently there are more than 1,000 canoes imposing
undue pressure on this lake, compared to its size. This greatly affects
productivity of the lake. It would have been worse if the landing sites on the
Western shores were not closed under the National parks Statutory Gazette
of 1983 for Lake Mburo National Park.
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The target customers for fish are households, hotels, restaurants and large
scale fish-processing and exporting companies in Uganda. Initially the project
will focus on local market, depending upon its successful operation it would
be market in other customer groups of the country at national level.
Fish production, trade and utilization in the world has been increasing
dramatically fast due to the prevalence of huge demand. In 2007 the world’s
total fish output i.e. both inland and marine production was 140.4 million
tons that is double as compare to the production of 1980. The statistics
further reveals that there is gradual increase in production and consumption
since 1980.
Table 4 describes the statistics on world fish production, trade and
utilization as below:
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Out of total world production the Chinese production in terms of Quantity and Value
is at top as per data provided by FAO. China is contributing 31.42 million tons of fish
while India and Vietnam are other large producers by contributing 3.35 and 2.15
million tons of fish respectively. Table 5 describes the world leading producers of
fish in term of quantity and value as below.
China is the biggest exporter of fish in world in year 2007; China has exported US$
9,250,710 million of fish. Norway ranks second in world exports while Thailand is
third largest exporter of fish. Table 6 describes the major exporters as follows.
USA is biggest consumer of fish in 2007, it’s imported worth US$ 13,631,511
million, Japan is the second major importer with imports of US$ 11,384,490
million and Spain stood at third position with imports of US$ 6,980,372
million. Table 7 further describes the world major importers of fish.
The most common production systems at all these locations are extensive
and semi-intensive pond based aquaculture systems.
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Aquaculture has been practised in Uganda since 1950s but has always
remained at a subsistence scale with negligible production volumes and
extensive production systems (Balarin 1985). With production volumes of
less than 5000 tonnes annually, it hardly contributed to national fisheries
production figures up to the year 2004 (Figure 2). Since 2005, the
decreasing wild fish catches and exports prompted an alternative to bridge
the deficit. To improve the self-sufficiency in fish supplies for close to 75% of
the population located close to major towns along the lakes with a tradition
of eating fish, considerable efforts have been made to increase aquaculture
production. There was need to transform the sector into a self-sustaining
commercial aquaculture industry (USAID-FISH 2009). Aquaculture has now
attracted interest and investment from both the private sector and public
institutions in the country (UIA 2005). It has grown in the past 10 years from
less than 5000 tonnes a year in 2002 to over 50,000 tonnes in 2008 with
African catfish (Clarias gariepinus) accounting for two thirds of the
production.
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installed with extrusion facilities for floating pellets (USAID-FISH 2009).
Another driver is the ready local market for the cultured species although
prices have been reported to be low. It should also be noted that Uganda’s
aquaculture sector suffers from an uncoordinated marketing system. With
increased government commitment to develop aquaculture, the industry has
good prospects for further development. For example, Uganda Investment
Authority encourages large commercial scale investment in the sector by
providing a tax holiday and an aquaculture development strategy that will be
furthered into a policy has already been drafted. The government target is a
yearly production volume of 100,000 tonnes by 2017 (NEMA/UNEP 2004).
Private sector commercial aquaculture is probably the only option if this sub-
sector is going to contribute significantly to national fish production in the
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next ten years. Commercial aquaculture enterprises exist in Uganda but their
production operations, in contrast to other sub-Saharan African countries
(Zambia, Zimbabwe, Republic of South Africa), are not functioning
successfully. These countries have facilities that produce in large cages,
where annual production figures range between 1,000 - 5,000 metric tonnes
per operation.
Preliminary cage culture trials using LVHD have been carried out at Jinja by
the USAID-supported FISH project with promising results. Yields of 180 kg per
cubic meter have been obtained in pilot trials (FISH-USAID 2008). There are
currently pilot-scale cage sites on Lake Victoria, in Entebbe and Jinja areas.
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These are SON (Source of Nile), Fish Farm Limited and United Fish Packers
Limited.
Large cages have been widely used for grow-out of tilapia world-wide. Large
plastic circle cages have become the industry standard for many commercial
aquaculture operations. They are robust, relatively cheap (in terms of cost
per cubic metre) and easy to manage. However, they do require vessels to
service them, usually equipped with cranes, fish pumps and other equipment
to make fish handling easier.
In Africa, large cages have since been piloted in Cote d’Ivoire, Ghana, Kenya,
Malawi, Rwanda, South Africa, Zambia and Zimbabwe. Perhaps the most
appropriate example is the Lake Harvest fish farm in Zimbabwe which was
established in 1996/1997 and is still operating as a profitable business
supplying tilapia, this year (2011) building up to 20,000t/Yr over the next few
years (Patrick Blow1 and Shivaun Leonard 2007).
In Uganda SON will establish large cage farming starting in 2012 with a
target of 5,000 tons annually (SON BUSINESS PLAN 2011-13).
Cages are less expensive than building ponds, dams and other
infrastructure.
Cages can make use of existing water bodies (such as lakes, dams or
the sea) that have good water quality.
Cages do not require land-ownership and can be moved to the most
suitable area.
Cages protect fish from predators and theft.
Cages are versatile in that they can be small and easily maintained for
low volumes of fish such as ornamental species, where many different
individual species are kept by one producer in groups of cages.
Fish can easily be harvested from cages by simply pulling up the
netting to crowd the fish, and then dip-netting out the required
number.
Cages can be kept in groups which facilitates the size-sorting of fish.
Cages prevent unwanted reproduction of some species (such as tilapia)
as the fish are unable to establish nesting territories in the confines of
a cage.
Value (profit) is created when the price the customer is willing to pay for a
product in excess of the costs incurred by the producer. Tilapia and catfish
species produced in Uganda are low value species and the margins
experiences by farmers are usually small with reports of losses in some cases
(USAID-FISH 2009). A large part of a product’s value addition is made outside
the firm, by its suppliers and customers, who therefore have a large impact
on the total cost of the production and margin in the value chain. Even with
best management practices, profitability of aquaculture in Uganda gets
crippled by rising feed prices (about 60-70% of production costs) without a
proportionate improvement in FCR performance and low fish prices at the
end of the chain. However, some sectors like hatchery production have had
been considered more profitable than grow-out. Cages also perform better
than ponds in tilapia production. To improve aquaculture fish price, solutions
like live fish sales, processing and establishing niche markets; are being
used. Cost-benefit ratios depend on the species being cultured and currently
it is not possible to predict probable profit margins for all production systems.
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When they decide to sell, most rural farmers sell their fish at the pond site. A
few have established stalls by the roadside or within the nearest trading
centre where they sell their 'catch' from the pond on a regular basis. In a
number of districts farmers have formed associations through which they
have arranged for synchronized harvesting and collective marketing. In some
instances, the fish is processed by sun drying, salting or smoking and is
transported in bulk to more lucrative markets such as urban centres or
border points for regional trade. At the regional level the main importing
countries are the Democratic Republic of Congo, Kenya and Rwanda in
diminishing order of importance.
Fish is also being processed for shipping to the border market points by
individual farmers and by traders who are not directly involved in fish
production. The two major species traded are North African catfish projected
at about 70 percent for the regional market and Nile tilapia, most of which is
traded locally with some also processed for export. The only known
international export of farmed fish from Africa consists of 1.5 tonnes per
week of cold-smoked catfish which comes from a firm in Entebbe.
All fish sold by the ponds is fresh, while that sold to markets further away is
processed as described above. There are size limits to aquaculture products,
but to differentiate between farmed and capture fish a fish movement permit
is required indicating origin and destination of the fish. The authority
responsible for issuing movement permits is the Department of Fisheries
Resources or designated officers in the local governments. Another item now
being traded regionally is the fish seed of both North African catfish and Nile
tilapia which is being transported live to Rwanda, Tanzania and the
Democratic Republic of Congo for grow-out production, and to Kenya and
Tanzania as bait for the Nile perch fishery on Lake Victoria.
7.8 Marketing
There are three types of aquaculture practiced in Uganda and they differ
according to the market and type of farmer and their contribution to overall
fish production. The first category is that of rural aquaculture which is
practiced basically for subsistence. It is a low or no input system largely
dependent on the public sector and friendly farmers for fish seed and advice.
From this segment, has emerged the small-scale aquaculture. This category
is carried out by what the Department terms as small-scale progressive fish
farmers. Their aim is to produce fish for income generation and some for
household animal protein requirements. The third category is that of
'emerging commercial fish farmers' who, though not operating fully as
commercial modern production enterprises, are aspiring to turn their farms
into business ventures through production and trade in farmed fish. Their
motive is solely profit through marketing of aquaculture products to high
paying markets. The Department, through the support of DFID (Department
for International Development, UK) established that rural aquaculture is vital
in the provision of animal protein to the rural communities, but makes a
limited contribution to overall fish production and the national economy. The
second category of progressive small-scale fish farmers, driven by the quest
for income and profit, has a more significant bearing on fish production, and
contributes directly to the rural economy through trade in farmed fish. The
farmed fish from the third category, the emerging commercial fish farmers,
makes a very significant and visible contribution to fish production and the
national economy.
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8.1 Grow-Out
We plan to sell live fish and deliver to customers preserved in ice to maintain
the quality of our product. Our main target customer is Greenfields Fish
Factory in Entebbe. We project to supply 10 tons of fish monthly, delivering
2.5 tons weekly in fish transport containers on customized vehicle. Projected
sale price including delivery is at 6,000,000/- per ton of fish.
LAKE LAND PROPERTIES will aim to market its cage-cultured and Tilapia
products on the following market segments: -
Wholesalers
Restaurants
Fish Processors and Exporters
Supply of fingerlings to other fish farming enterprises in South-Western
Uganda
Supermarkets
Individuals
Government of Uganda for fish-restocking purposes
We will first focus on the large Catfish and Tilapia markets in the large towns
of Uganda most notably Mbarara and Kampala – Uganda’s capital city. As the
operation grows, we will begin establishing a presence in other areas of the
country.
As the fish farming enterprise grows and expands its output and operations,
LAKE LAND PROPERTIES proposes to enter the more lucrative direct fish
export market starting off with the neighbouring regional markets where
fresh and smoked fish fetch premium prices.
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Basically, three different techniques are used for inland fish farming as
described earlier. However, keeping in view the economical, technical and
managerial factors, semi-intensive fish farming technique is suggested for
the proposed project.
In semi-intensive fish farming feeding is carried out at least once per day and
fertilizing once per week. In addition, natural sources of feeding are used
simultaneously with artificial feed sources for maximizing output. Feeding
and fertilizing were chosen as indicators of the intensity level as these
parameters are more operational than others. Semi intensive fish farming
uses higher densities (e.g., 50,000-100,000 larvae/ha/crop) and use
supplementary feeding. Semi intensive culture system is managed by the
application of inputs (mainly feeds and fertilizers) and the manipulation of
the environment primarily by way of water and fresh air management
through the use of pumps. Feeding of the stock is done at regular intervals
during the day.
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The site for proposed fish farm will require proper surveying to determine the
slope, bed of pond should be kept slight in slope to take advantage by
allowing the water to flow as much as possible by gravity. This slope will
provide water to move easily hence increase the natural oxygenation process
and reduce the soil excavation due to water strike which ultimately results in
the lowering of operational costs.
Water distribution channels should be placed on top of the pond dikes and
the drainage channels from the ponds should be kept at the lowest point of
the land. Effort should be made to utilize the natural attributes of the land to
minimize capital costs and to facilitate the operational efficiency.
Soil samples should be taken in account of the proposed site for analysis.
These samples should be collected from the surface, middle and depth. The
required lab tests are pH, soil composition (the ratio of sand to silt to clay),
total dissolved salts, calcium and magnesium etc. Clay is most desirable for
water retention in the fish ponds. If the soil is sandy at the surface but
contains sufficient clay at an accessible depth, the sandy soil should be
excavated completely, and the clay will be used for the final layers of the
pond bottom and pond banks to minimize water losses.
Fish farms must be furnished with proper electricity facilitation for daily
routine operations and particularly for the management of water and air. In
addition, for quality inland farming machinery like filter, water pumps and
blower must be installed.
9.6 Pond
9.7 Fertilizers
Water is the most essential component of inland fish farming. Normally two
sources of water are preferred i.e. tube well and Irrigation canal water.
Irrigation water comes from the entire catchments area of the drainage, thus
it carries high loads of silt, and is subject to change in environmental
conditions and water quality (temperature changes, rainfall silt loadings,
alkali salt runoff, etc.) it may also carry a large number of trash/ carnivorous
fish. In case of selecting irrigation water, proper filtration method must be
used for obtaining the desire quality.
The water quality of the tube well should be analyzed, oxygenation is main
problem with the tube well-water, and arrangements must be made for
oxygenation of water that can be accomplished by installing air blowers.
Thus, temperature and dissolved oxygen should be tested at the site. A
sample should be taken in one liter bottle capable of being sealed and
transported immediately to a lab for further examination analysis, tests of
the total alkalinity, pH, nitrogen, salinity, and total dissolved solids are
required.
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Water color is a good indicator of its quality. A good robust green color is
most desirable, maintainable by the addition of feed (Cow dung) when the
green starts to fade to a light brown.
Selection of the water source i.e. Tube well or Irrigation is totally dependent
on the choice of entrepreneur however keeping in view the economical
factor, irrigation water is proposed.
With its good quality growth characteristics, easy production of fish seed and
good taste across the country, Nile tilapia (Oreochromis niloticus) was until
recently the most farmed species. Nile tilapia was transplanted from Lake
Albert to restock Lakes Victoria and Kyoga and several of their surrounding
minor lakes and adjoining river systems. Through restocking programmes
and aquaculture, it has been planted in virtually all Uganda waters including
shared/transboundary water bodies. The only drawback is its prolific
reproduction and the seemingly resultant stuntedness.
North African catfish (Clarias gariepinus) has recently overtaken Nile tilapia
as the most popular species for aquaculture in Uganda. Rural farmers have
grown fond of it, and there is a growing regional market for this species. Its
main characteristics are its fast growth and ability to literally feed on
anything organic available at household level. This species is found in all
waters of Uganda, especially those linked to swamps, and it has traditionally
been a primary target for a good segment of the fishing community. North
African catfish currently contributes an estimated 60 percent of aquaculture
production in Uganda. The most limiting aspect of the culture of the catfish in
Uganda is the availability of good quality and sufficient fish seed as when
required by the grow-out farmers. This has been largely overcome with
support from FAO. Fish seed for North African catfish can easily be produced
in quantities demanded by grow-out farmers.
The third most frequent species is the common carp (Cyprinuscarpio) which
was first introduced from Israel in 1941 with the aim of stocking the
fingerlings in the relatively colder waters of Lake Bunyonyi in southwestern
Uganda. However, propagation of this species was only successful in the late
1940s and was first tried out with farmers in the early 1950s in the Buganda
region in central Uganda followed by Kigezi in southwestern Uganda. The
common carp did much better than tilapia and was preferred by farmers, but
inability to produce sufficient quantity of fish seed, poor extension and
change of focus of the post-independence governments did not favour the
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expansion of carp aquaculture in Uganda. It is currently abundant in some
parts of the country, but only as a minor component.
Tilapia zilli and Oreochromis leucostictus were transplanted from Lake Albert
along with Nile tilapia and Nile perch from the 1940s in an attempt to
augment the fisheries of Lakes Kyoga and Victoria. Although the two species
were successfully propagated and distributed, they have not been as
successful as Nile tilapia in either natural waters or in fishponds. The other
species used in aquaculture but introduced from outside the country are
Tilapia rendalli, black bass and trout. These three were initially very
successful, but only Tilapia rendalli can still be found in the natural waters as
it easily reproduces in the wild while black bass and trout need artificial
propagation for recruitment.
Other species that have been introduced and cultured in Uganda waters
have been the giant river prawn (Macrobrochium rosenbergii) and the red
swamp crawfish (Procambarus clarkii). The former is only maintained in the
country by regular importation of larvae for culture, while the latter has
established reasonable populations in Lake Bunyonyi and at Kajjansi
Aquaculture Research and Development Center. However, the red swamp
crawfish at Kajjansi has become a menace as it bores through the earthen
ponds causing leakage and cross-pond fish mixing.
Growth is defined as weight gain during a specific period of time. Fish are
cold blooded animals, and as such, their metabolic rate is governed directly
by the ambient water temperature. Every specie has an optimum
temperature for growth, a temperature at which all of its physiological
functions are optimized, including growth rate and resistance to disease.
Although the optimum temperature for growth has not been precisely
determined, the available empirical growth data suggests that their optimum
growth occurs at approximately temperature between 25 to 30 degree
centigrade. At higher temperature than this, a thermal stress occurs,
resulting in an excessive metabolic rate, reduced growth, increased oxygen
consumption, and greater susceptibility to diseases. If temperature is
significantly high than 30 degree centigrade then recommended
management strategy should be add fresh water to the pond to reduce water
temperature.
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Growth monitoring of all species are required at intervals of thirty days
before final harvest. The desired final product for all species is a minimum of
1.5 kg at harvest.
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tanks or cages
Restocking with fingerlings
Clean and dry nets used in harvesting
Yearly Building of new structures, additional ponds, tanks or
cages
Make improvements to storage or processing facilities
Accounting and annual record-keeping
Plan for improvements
Replace brood-stock
Replacement of equipment such as nets, buckets,
vehicles
Maintenance of serviceable equipment (pumps,
plumbing, etc.)
Maintenance and upgrade of anti-theft and predator
protection.
Supplementary feeds and feed mixtures must be fresh, since the materials
quickly disperse and become unavailable to the fish. Instead, the feed should
be mixed with enough water to form a sticky ball. Balls of feed measuring 2-4
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inches in diameter may be carefully placed in the pond at the designated
feeding areas, where they will be readily located and consumed by the fish.
The fish should be fed slowly, and the farmer must stop feeding when there
is no feeding activity especially in cloudy/ rainy days.
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A few reasons why fish may stop feeding. The exact reasons should be
determined immediately and the appropriate steps taken to correct them.
1. The Market: The farmer should know his market first and foremost.
2. Inputs: Quality and Quantity: Without these, the farmer’s production will
be low.
Water Quality - Successful fish farming requires good, year-round water
quality.
Fish Stock - High quality fish stocks of known origins are essential for
successful growth.
Fish Feeds - The best quality fish feeds manufactured to the highest
standards is needed for fast growth at low cost Feed Conversion Ratios (FCR).
3. Farm Management: The fish farm manager and his team of staff must apply
best management principles to achieve the maximum fish productions.
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9.13 Harvesting
One of the benefits of fish cage farming is the ease of harvesting the fish.
Fish may be removed with a hand-held net and processed or transported as
they are removed. If the cage is large, nets may be used to move the fish
toward one corner, where they may be more easily hand netted.
• Seine nets
• Large dip nets
• Small dip nets
• Throw net, fishing rods, bait, hooks, etc.
• Drums (several)
• Buckets (several, small and large)
• Tanks or porta-pools (2 or more), or
• Large keep-net that can float in dam
• Air blower or pipe with flowing water
• Airline, airstones, air-line valves, gang-valve for pipes
• Crocodile-clips or cigarette-lighter battery connection
• Nets to cover tanks (to stop fish jumping out)
• Shade cloth
• Bakkie with canopy
• Rope or strapping to secure drums in bakkie
• Some short lengths of piping (2 m x 20 mm pipe)
• Long lengths of piping (40-50 mm diameter) for through-flow of fresh water.
Table 14: Methods to harvest fish from ponds:
• Assemble equipment
• Set up holding tanks for the catch
• Seine net the pond and sort the catch
• As water level drops, clear catching basin of sludge
• Catch remaining fish from basin
• Once purged in holding tanks, pack into drums.
9.14 Problems
With the high density of fish used in cage fish farming, diseases and
parasites spread quickly among the fish. Constant monitoring is required.
Reduced food consumption by the fish is frequently a sign of disease or
water-quality problems. Oxygen levels in the water are influenced by water
temperature, algae, plankton, sunlight and decomposition of plants, excess
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fish food and normal fish body waste. Artificial oxygenation is frequently
required to maintain a healthy oxygen level.
10.1 Overview
Diseases control,
Housing and equipment,
Feeding,
Genetic improvement,
Marketing.
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Consequent upon the medium size of the farm, the management structure
will not be too elaborate. Since a promoter will source for the financing the
farm, the composition of a board of directors may not be necessary, although
it is advisable that this be put in place. The overall management functions,
which will include broad policy formulation, approval of budgets and strategic
plans, will fall on the promoter who will also function as the Managing
Director and Chief Executive Officer of the fish farm, although a lot of
assistance and value can be derived from the constitution of a Board of
Directors.
The LAKE LAND PROPERTIES fish farming project will be stewarded and
driven by a team with varied background with experiences in a variety of
industries and across different functions. The Managing Director of LAKE
LAND PROPERTIES – MR. DAUDI MUSIIME who is spearheading and
promoting this project is a man with extensive experiences and interests in
educational and vocational training projects, agriculture and rural community
development and industry start-up and propagation and will put this core
background experience to good use in establishing and growing the fish
farming project. The other members of the team also have extensive
experience in marketing, logistics and transportation, education and training,
operations, technology, consulting, accounting and management. Members
of the team have held key leadership positions at work, school and in
community organizations.
We are in the process of putting together an advisory board that will advise
us on various aspects of running our business.
1. Micro and Macro Economy.
To get help from local organizations that might be engaged in similar pursuits
LAKE LAND PROPERTIES is reaching out to the Ministry of Agriculture,
Animal Industry and Fisheries (MAAIF). LAKE LAND PROPERTIES plans to
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obtain raw materials and other accessories for the fish farm locally that will
help it to reduce the costs of production.
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The farm will need to be a fully automated and integrated farm. Hence, there
would not be need for too many staff. In this sense, the farm will require the
following personnel:
The total estimated annual salary and allowance for the seven staff and the
Managing Director is UG. Shs. 69,700,000.00. If it is assumed that the salary
would increase by 10% per annum, then the salary for the next 4 years is as
follows:
Initially, the LAKE LAND PROPERTIES fish farm will maintain a lean
structure in the first five years of its operation, during which it would enjoy
full automation and the services of six staff. However, as the LAKE LAND
PROPERTIES fish farm expands, in the nearest future, it will be imperative
to put in place, a very good structure. Hence, the following structure is
recommended.
The Managing Director will be responsible for the marketing and public
relations for the first 3 years of project inception and early development in
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order to keep a minimal payroll. The Farm Manager will be responsible for
all the recruitment and other Human Resource management matters on the
farm.
The LAKE LAND PROPERTIES fish farm will be structured into two
departments (i.e. Hatchery and Grow Out). The heads of these departments
will report to the General Manager, who will serve as the overall Farm
Manager of the integrated fish farm. He will report to the Chairman /
Managing Director.
Production Supervisor – Grow Out Unit will supervise the grow out
operations at the farm; will head the Grow Out Unit. The Production
Supervisor will head a field team of four Cage Attendants.
There will be a Farm Accountant who will be directly responsible for the
farm’s accounts and financial matters regarding purchases, sales receipts,
banking and accounts, and financial administrative procedures.
Farm Manager
(FM)
Production
Accountant
Production Supervisor –
Supervisor - Grow Out
Hatchery
Production
Assistants (2)
Cage Attendants
Hatchery
Driver (1) Security (1) (4)
Attendants (6)
10.7 Brief Profiles and Responsibilities of Top Farm Management
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(a) MR. DAVID MUSIIME TEL NO. +256776744922
OTHERS ARE:
Details of manpower together with monthly wages and annual payments are
shown in Table 15 below.
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Table 15: Manpower Requirement and Labour Cost
S. Job Title Requir Monthly Annual
No. ed No. Salary Salary
(USHS) (USHS)
A. Managerial/Skilled
1 Managing Director 1 1,500,000 18,000,000
2 Farm Manager 1 1,000,000 12,000,000
3 Production Supervisor – 1
Hatchery 800,000 9,600,000
4 Production Supervisor – 1
Grow Out 800,000 9,600,000
5 Accountant 1 708,000 8,496,000
6 Production Assistants 2 500,000 12,000,000
Sub-Total 7 5,808,000 69,696,000
B. Labour/Semi-
Skilled
7 Hatchery Attendants 6 200,000 14,400,000
8 Cage Attendants 4 200,000 9,600,000
10 Driver 1 300,000 3,600,000
11 Security 1 200,000 2,400,000
Sub-Total 12 2,500,000 30,000,000
TOTAL 19 99,696,000
The farm employees will operate as a team headed and supervised by the
Farm Manager under the overall supervision and management of guided by
the Managing Director to draw work schedules for hatchery and grow-out. All
salaries to all employees will be on monthly basis. The salary for all
employees will remain unchanged for the first 3 years and the Board would
decide on the relevant increments thereafter.
Accommodation, medical care on job and lunch are some of the employment
benefits the farm will be offering to its staff.
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11.1 Overview
The LAKE LAND PROPERTIES fish farming project proposes to use the
following operational plan for a successful and productive output of the
enterprise:
1. Establish a Hatchery to produce enough fry seeds in the first year and
surplus for sale starting in the second year.
2. Stock fry seed in cages, raise them to market size of 500gm.
11.2.1 Hatchery
Second Phase: raise the sex reversed fry from 0.5gm in ponds ready for
cage stocking (secondary nursing): The number required is 10,000 fry per
stocking.
In the first year, there will be a monthly production of 2,500 fry from 166
parents. The survival from primary to secondary nursing is expected to be at
40%.
Total number of broodstock (parents) required will be 1,200 for the 3-year
start-up and planning horizon.
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The parents will be sexed in the ratio of 1:3 male to female to make a pair.
Stocking and production will be based on pairs. The stocking density will be 1
pair/3m² with an expected production of 600 fry/pair.
Parents will be collected from the wild and reputable farms to have quality
off–springs. Ponds will be used for fry production and secondary nursing
while happas will be used for primary nursing. Ponds required are twelve of
average size 500m² with a harvesting basin.
Happas required are ten of 6m² and the stocking density of fry will be
400/m³.
MT hormone will be used for sex reversal, mixed in feeds and administered
orally. Best management practices for water management, fish handling,
harvesting, feeding and record keeping will be adhered to in both grow out
and hatchery to meet the planned targets.
In the first year of production, no fry sales are planned as all resources and
management will be concentrated on grow-out.
Starting from the second year, monthly production of 100,000 fry of 1gm is
targeted for the market. The success of our marketing strategy for fish fry in
the second year will determine the extent of our expansion in the
subsequent years.
11.2.2 Grow-Out
The production objective of market size fish is to stock and raise fry from 50g
to market size of 500g to achieve annual production of 120 tonnes of tilapia
in cages. The size and carrying capacity of the cages will be 20m³
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Fish is expected to be fed 3% of their body weight per day in cages while
B/Stock and fry will depend on natural feed generated by use of TSP
Fertilizer. Only 40% of compound feed will be supplemented.
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spades. Wheelbarrows, etc.)
Happas 1,800,000
Waders 1,800,000
Fish grades 400,000
Scoop nets & castnets 600,000
Generator 1 600,000 600,000
On-farm feed processing 1 50,000,000 50,000,000
machine
Total 116,300,000
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The financial projections for LAKE LAND PROPERTIES are presented in the
table and charts of the following sub-topics:
14.1 Key Assumptions
The LAKE LAND PROPERTIES Break-even Analysis figures are linked to the
main financial analysis spreadsheets (i.e. Schedules 01-14) that are
appended to this Business Plan.
To determine the Break – even point for this Tilapia fish farm, we use the
formula:
BEP = p (f/p - v)
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Where, p = average unit sales price in the highest year of sales (i.e. Project
Year 5).
14.3 Introduction
For the purposes of this Business Plan we have assumed a loan of UG. Shs
600,000,000 is made available to the business.
The loan will cover the cost of purchasing and installing fish farm
infrastructure, acquisition of a range of fish farm tools and equipment,
purchase of a farm transportation vehicle, acquisition of office furniture and
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fixture, financing fish farm start-up costs and pre-operational expenses and
working capital plus other incidental expenses on account.
An exchange rate of UG Shs. 2,500 to USD 1 has been used for purposes of
this document.
The cost of goods sold (COGS) for this Tilapia fish farm enterprise include the
direct variable expenses like the recurrent purchase of fish feeds and
hormones, purchase brood stock for restocking and regular payments for
field labour and security of the farm. These are calculated as part of working
capital estimation and are reflected in Schedule 04/2.
14.7 Financial Performance
Income for the LAKE LAND PROPERTIES is realized from the direct
marketing and sales of fresh Tilapia fish on the market. Net Income has been
calculated by taking into account all the operational cost and gross income
for the sample units.
Summarised income and expenditure forecasts have been compiled and are
set out in Schedules 04, 09, 10 and 11 respectively. These projected
financial figures are based on the assumption that the Tilapia fish production
farm is established and operating effectively.
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The generation of cash is crucial in sustaining any business, but for the
purposes of this Business Plan the forecast profit and loss account have been
prepared on the cash basis of accounting.
For the purposes of illustration all receipts and payments have been reflected
on a “cash” basis.
A small but efficient Board of Directors be instituted to guide and control the
company. Only people who have the necessary time to devote to the
business should be considered.
Sound accounting and internal controls to be followed.
By running a business through a company the most efficient tax mechanism
can be planned and staff can be remunerated and employed on an
incentives-driven basis.
14.11 Security
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In order to safeguard the assets of the LAKE LAND PROPERTIES security
measures shall include: -
Security (perimeter) fencing around the Tilapia fish production farm.
Security guards will be hired.
Stock taking of assets will be carried out on a regular basis.
Equipment will be insured.
Research indicates that the potential market for fresh farmed Tilapia fish in
Uganda and EU is substantial; especially in the urban areas where there are
large populations of people employed in the services and trade sectors in
need of constant supplies of fresh water animal protein that is less toxic than
beef – and this is where the major focus and drive of LAKE LAND
PROPERTIES will be: to consistently produce a diverse range and volume of
Tilapia fish products for supply to Ugandan fish processors and exporters who
have quite a high market demand for fresh water fish products in European
and other overseas markets.
14.12.2 Profitability
On a yearly basis, the Tilapia fish production enterprise is profitable from the
first year. Although the investment outlay is relatively high (USHS
709,800,000) for a farm holding of its size, it is profitable. This is shown by:
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(Project Year 5). The operating effectiveness of the enterprise is reflected in
the four-year operational period operating margin that averages at 56.20%
- Schedule 11 refers.
14.12.3 Liquidity
The Tilapia fish production project will require a medium-term credit financial
injection in the year of investment (i.e. First Year of Project) to procure capital
equipment and other essential fish farm operational inputs that the company
cannot currently finance out of its cash flows.
14.12.4 Leverage
The project has a sound capital structure with a debt to net worth ratio in
the first year (i.e. Project Year 2) of the project of 0.745 that steadily reduces
to 0.121 by the fourth year (i.e. Project Year 5) of the project when
practically all the principal debt and interests shall have been fully
discharged. The loan is therefore adequately secured and there shall be no
recourse to additional collateral or security provisions – Schedule 13
refers.
The assumptions on which the financial projections are based reflect current
conditions. A Sensitivity Analysis of the project has, however, been carried
out to examine the impact of possible changes in critical variables on the
company’s performance. The results of the sensitivity analysis are presented
in Table 19 below.
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DSCR
Chan IRR ROE PY 1 PY 2 PY 3 PY 4
ge
Sensitivity Case
The sensitivity analysis above shows that the Tilapia fish farm project is
most sensitive to changes in unit selling prices (decline by 10%). However,
given the high demand for fresh water fish supplies both within the domestic
and international markets and the declining supply from the natural water
bodies that is now being increasingly supplemented by pond farmed fresh
water fish products, it is expected that prices will continue on an upward
incremental curve for quite some time in the foreseeable future without any
unexpected contractions caused by market shocks. The predicted stability
(and the even possible increase) in fish market prices should be able to
guarantee the commercial viability of this Tilapia fish farm project enabling it
to meet its financial commitments and continuing to provide an acceptable
return to the investors.
It is expected that it will take approximately 12 months from the day funds
are secured for project implementation to enable this aquaculture project by
LAKE LAND PROPERTIES complete its establishment processes, grow
Tilapia fish to marketable size and put them out to market for sale. Figure 5
below summarizes the Project Implementation schedule over a 1 year
timeline.
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Figure 5: PROJECT IMPLEMENTATION SCHEDULE
ACTIVITY Duratio Period in Months
n
Months 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2
0 1 2 3 4 5 6 7 8 9 0 1 2 3 4
Acquisition of Project Funds
Site clearance and
development
Pond Construction and
Infrastructure Development
Acquisition of Farm
Equipment/Tools
Arrangements for Fish Farm
Supplies
Build-up of administration,
recruitment and training of
staff/labour
Arrangements for marketing
Commissioning of Fish Farm
Commencement of S H I S
Commercial Operations
Legend:
S Stocking
H Harvesting
Production Interval
I
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16.0 ENVIRONMENTAL CONSIDERATIONS
Threats to biodiversity
Contamination of aquatic systems
Hazardous Materials
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Risk assessments have already been mentioned in this business plan and the
following table summarizes the important challenges and our mitigation
approaches.
Table 20: Risk Assessment and Mitigation
RISK MITIGATING FACTORS
Organic fish Thoroughly tested organic fish production methods and systems
production fails Expert technical assistance available
through pests, To anticipate losses, yield assumptions are conservative
natural causes,
Ongoing research experiments to ensure new learning
and or other
unforeseen
circumstances
Low Sales Regular customer feedback.
Diversified product mix.
Proven demand for products.
Diversity of markets.
Options to reduce expenses, if necessary.
High operating Diversity of markets increase direct sales and improve margins.
costs, low margins Source lower cost local supplies, e.g., food-waste-based fish
feeds.
Difficulty in Grow committed farm workers from within the LAKE LAND
attracting suitable PROPERTIES system and expose early to other benefits – trips
staff to conferences, site visits.
Seen at the moment as doing cutting edge work so we are in
high demand.
Operational Thoroughly tested system.
problems, poor Technical assistance available to investigate unforeseen fish
fish quality, farm failures.
delivery time LAKE LAND PROPERTIES system reinforces importance of
product quality, assessment and feedback given to fish farm
staff three days per week.
Marketing Diversity of end markets
problems, Strive and aspire to achieve certified organic production status
regulatory Conduct special classes to teach safe fish harvest and handling
barriers and costs strategies
Departure of key Inherent to LAKE LAND PROPERTIES system is the training,
project employees empowerment and employment of company staff.
LAKE LAND PROPERTIES Board will create a succession plan.
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109,800,00
TOTAL EQUITY FUNDING 0
B. Loan Finance
600,000,00
TOTAL LOAN FUNDING 0
Ite Amount
m Pre-Investment Studies (USHS)
1 Pre-investment studies 3,625,000
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2 Preparatory investigations 338,000
3 Management of project implementation 2,375,000
4 Detailed planning & tendering 662,000
Supervision, co-ordination, field test-
5 management
& commencement of farming operations 600,000
6 Build-up of administration, recruitment
training of staff and labour 2,000,000
7 Arrangements for Fish Farm Supplies 400,000
8 Arrangements for marketing 662,000
9 Build-up of connections 400,000
10 Preliminary and capital issue expenditure 938,000
Total 12,000,000
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(a) Accounts receivable: 30 days at production costs minus depreciation
and interest
(b) Inventory:
Field Inputs: 30 days
Labour Costs: 90 days
Fish Farm Operations: 60 days
Equipment & vehicle maintenance: 180 days
Work in progress: 9 days at fish farm field costs (variable costs) +
labour + depreciation + insurance + farm
overheads (part of operating expenses).
Finished products: 45 days at fish farm field costs (variable costs)
+ labour + depreciation + insurance + farm
overheads (part of operating expenses).
© Cash-in-hand: 15 days, see separate calculations at the
bottom of this schedule
(d) Accounts payable: 30 days of fish farm field costs and utilities.
Farm Set
Period Up Full Capacity
Year PY 1 PY 2 PY 3 PY 4
145.20 1
Production Programme 0 120 MT/ 132 MT/ MT/
(Total Fish Output) annum annum annum
Variable/Direct Costs (USHS.)
120,000,0 145,200,00 175,692,00 21
1. Fish Feeds and Hormones 00 0 0
10
2. Broodstock 6,000,000 7,260,000 8,784,600
3. Field labour: pre-harvest 2,000,000 2,420,000 2,928,200 3,
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4. Field Labour: post-harvest 800,000 968,000 1,171,280 1,
5. Security 4,800,000 5,280,000 5,808,000 6,
133,600,0 161,128,0 194,384,0 23
Sub-Total 00 00 80
Operating Expenses/Fixed Costs
(USHS.)
12,000,00 15
1. Utilities 0 13,200,000 14,520,000
69,700,00 92
2. Salaries and Wages 0 76,670,000 84,337,000
12,600,00 16
3. Professional & Insurance Fees 0 13,860,000 15,246,000
4. License Fees 550,000 605,000 665,500
5. Maintenance & Repair 3,000,000 3,300,000 3,630,000 3,
62,400,00 83
6. Marketing 0 68,640,000 75,504,000
7. Pump & Genset Fuel 3,500,000 3,850,000 4,235,000 4,
34,000,00 45
8. Administration expenses 0 37,400,000 41,140,000
12,000,00 15
9. Miscellaneous 0 13,200,000 14,520,000
209,750,0 230,725,0 253,797,5 27
Sub-Total 00 00 00
343,350,0 391,853,0 448,181,5 51
TOTAL OPERATING COSTS 00 00 80
Financial Costs (USHS.)
90,000,00 22
1. Interest 0 67,500,000 45,000,000
12,000,00
2. Bank charges (2% of Loan) 0 0 0
20,130,00 20
3. Annual Depreciation 0 20,130,000 20,130,000
TOTAL FISH FARM
465,480,0 479,483,0 513,311,5 55
PRODUCTION COSTS 00 00 80
Schedule 04/3. CALCULATION OF WORKING CAPITAL: WORKING CAPITAL REQUIR
X Y Requirements (USHS.
Minimum Coefficient
days of Full Capacity
Item of coverage turn-over 2 3 4
I. Current assets
28,612,5 32,654,4 37,348,4
A. Accounts receivable 30 12 00 17 65
B. Inventory
a) Field Inputs 30 12 0 0 0
1,024,87
b) Labour Costs 90 4 700,000 847,000 0
34,458,3 37,904,1 41,694,5
c) Farm Operations 60 6 33 67 83
d) Maintenance & Repair 180 2 1,500,00 1,650,00 1,815,00
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0 0 0
4,158,25 4,877,95 5,744,00
e) Work-in-progress 9 40 0 0 2
20,791,2 24,389,7 28,720,0
f) Finished products 45 8 50 50 10
Year 1 2 3 4
Initial Dep Dep Dep Dep
Allowanc Allowanc Allowanc Allowanc
Asset Value e e e e
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30,000,0 6,000,00 6,000,00 6,000,00 6,000,00
Vehicle 00 0 0 0 0
3,000,00
Furniture and Fixtures 0 150,000 150,000 150,000 150,000
Farm
Period Set Up Full Capacity
Year 1 2 3 4 5
Currency (USHS.)
2. Pre-operational 12,000,0
capital exp. 00 _ _ _ _
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Total Investment 328,300 96,809, 3,553,1 3,932,4 4,272,2
Costs ,000 083 08 00 83
Farm
Period Set Up Full Capacity
Year 1 2 3 4 5
Currency (USHS.
'000s)
2. Pre-operational 12,000,0
capital exp. 00 _ _ _ _
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Total 109,800,000
Total 600,000,000
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Total 0
709,800,00
Total, all items 0
Farm Set
Period Up Full Capacity S
Year PY 1 PY 2 PY 3 PY 4 PY 5 v
Production
Programme 0 120 MT/ 132 MT/ 145.20 MT/ 159.72 MT/ la
(Total Vegetable
Output) annum annum annum annum
Costs (USHS.)
328,300,00 720,000,0 871,200,0 1,059,960,0 1,277,760,0
A. Cash inflow 0 00 00 00 00
1. Financial resources 328,300,00
total 0 _ _ _ _
720,000,0 871,200,0 1,059,960,0 1,277,760,0
2. Sales revenue total _ 00 00 00 00
- - -
328,300,00 737,639,4 707,948,5 - - 3
B. Cash outflow 0 16 51 790,901,117 889,519,925
1. Total assets schedule
- - -
including 328,300,00 108,942,4 15,649,45 3
replacements 0 16 1 -18,294,011 -21,429,750
- -
343,350,0 391,853,0 - -
2. Operating Costs _ 00 00 448,181,580 513,743,107
3. Debt Service
- -
90,000,00 67,500,00
a) Interest _ 0 0 -45,000,000 -22,500,000
- -
150,000,0 150,000,0 - -
b) Repayments _ 00 00 150,000,000 150,000,000
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- -
40,955,00 78,554,10 - -
4. Corporate tax _ 0 0 125,033,526 177,455,068
5. Dividends 4% on
equity _ -4,392,000 -4,392,000 -4,392,000 -4,392,000
-
17,639,41 163,251,4 3
C. Surplus / deficit 0 6 49 269,058,883 388,240,075
D. Cumulative cash
-
17,639,41 145,612,0 3
balance 0 6 33 414,670,916 802,910,991
Salvage values. Land: 100,000,000; 3/4 of farm infrastructure: 65,250,000; Working Capit
143,437,473
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Schedule 10: PROJECTED CASHFLOW TABLE AND CALCULATION OF PRESENT VALUE (In
USHS.)
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Year PY 1 PY 2 PY 3 PY 4
720,000,00 1,059,960,0
Sales _ 0 871,200,000 00
133,600,00
Cost of Goods Sold _ 0 161,128,000 194,384,080
586,400,00
GROSS PROFIT _ 0 710,072,000 865,575,920
376,650,00
OPERATING PROFIT _ 0 479,347,000 611,778,420
EMPLOYMENT OF
CAPITAL: `
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102,133,33
CURRENT LIABILITIES: 3 82,027,333 62,408,673
Accounts Payable 12,133,333 14,527,333 17,408,673
Current Portion of Long-term
Liabilities 90,000,000 67,500,000 45,000,000
609,285,00
NET CURRENT ASSETS: 0 662,707,900 824,582,794
805,455,00
TOTAL CAPITAL 0 838,747,900 980,492,794
907,588,33 1,042,901,46
TOTAL ASSETS 3 920,775,233 7
Schedule 13: KEY BUSINESS
RATIOS
Farm Set
Period Up Full Capacity
Year 1 2 3 4 5
Sales Growth 10% 10%
Percent of Revenues
Revenues 100.00% 100.00% 100.00%
Gross Margin 81.40% 81.50% 81.70%
Management /
Administration 4.72% 4.29% 3.88%
Net Profit (after
Interest & Tax) 13.30% 21.00% 27.50%
Main Ratios
Current 6.97 9.08 14.21
Quick 6.24 8.05 12.67
Total Debt to Total
Assets 66.11% 48.87% 28.77%
Pre-tax Return on Net
Worth 16.97% 31.22% 42.51%
Pre-tax Return on
Assets 15.06% 28.44% 39.96%
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Activity Ratios
Accounts Receivable Turnover 2.52 2.67 2.84
Collection Days 30 30 30
Inventory Turnover 1.71 1.81 1.91
Accounts Payable Turnover 1.04 1.05 1.06
Payment Days 30 30 30
Total Assets Turnover 0.79 0.95 1.12
Fixed Assets Turnover 0.64 0.87 1.18
Debt Ratios
Debt to Net Worth 0.745 0.537 0.306
Current Liability to Liability 0.17 0.182 0.208
Debt-Service Coverage Ratio 0.857 1.246 1.83
Liquidity Ratios
95,175,75 108,242,2 123,441,5
Net Working Capital 0 01 82
Interest Coverage [Times
Inte-
rest Earned Ratio - TIE] 1.52 3.88 9.26
Additional Ratios
Assets to Revenue 1.26 1.06 0.98
Current Debt / Total Assets 9.92% 7.33% 4.31%
Acid Test 1.06 1.52 2.29
Sales/Net Worth 0.89 1.04 1.08
YEAR/ITEM 2 3 4 5
183,292,90 291,744,8
Net Profit 95,655,000 0 94
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45,000,00
Interest 90,000,000 67,500,000 0
20,130,00
Depreciation 20,130,000 20,130,000 0
205,785,00 270,922,90 356,874,8
"Profit" 0 0 94
Amount Balance
Year paid of
back from total
Investme
"profits" nt
- -
709,800,00 709,800,00
1 0 0
-
205,785,00 504,015,00
2 0 0
-
270,922,90 233,092,10
3 0 0
356,874,89 123,782,79
4 4 4
456,691,82 580,474,61
5 5 9
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Annex 1: Aquaculture Value Chain
The value chain for aquaculture provides employment opportunities in many ways as
shown below. Suppliers of
Fish Seed
Suppliers of
Fish Feeds
Technical
Suppliers of
Assistance
Gear-Nets,
Extension
etc. Holding of Fish and
Feeds for Transport
and Logistics
Smallholder Fish
Production Through
Clusters of Farmers for
Maximized
Competitiveness
Auto
Direct Sales to
Consumption
Consumers
Transport of
Live & Dead
Fish
Fish Processing,
Drying, Smoking
Consumers
Restaurants
Consumers
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Annex 2: 10-Year Harvesting Plan
Years 1 2 3 4 5 6 7 8 9 10 11 12
Januar Februa March April May June July Augus Septem Octob Novemb Decemb
y ry t ber er er er
2013 Stockin
g
2014 Harvestin Stockin Harvestin
g g g
2015 Stockin Harvestin Stocking
g g
2016 Harvestin Stockin
g g
2017 Harvestin Stockin Harvestin
g g g
2018 Stockin Harvestin Stocking
g g
2019 Harvestin Stockin
g g
2020 Harvestin Stockin Harvestin
g g g
2021 Stockin Harvestin Stocking
g g
2022 Harvestin Stockin
g g
2023 Harvestin Stockin Harvestin
g g g
Legend:
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Annex 3: Environmental, Health and Safety Guidelines for
Aquaculture
95