Feed Production For Ideal Layers Hen Productivity

Feed Production For Ideal Layers Hen Productivity

The advent of self-milling in layers poultry production is one of utmost importance and great potential for maximizing profit for egg farmers. Feed production beyond reasonable doubt is one of the most profitable venture one can engage in, to multiply cash and reap benefits on monetary investment, but this should not just spur you into making a speedy investment in the poultry egg business without being abreast of the fact and knowledgeable of the secret know-how in the business.

Among many secrets in this egg business, is the knowledge of feed formulation. A sound knowledge of feed formulation can either yield you great profit or cost you huge loss when you invest in the layers business, for the simple reason that feed cost constitutes 70-75% on the average of total running (maintenance) cost of a layers farm after the initial cost of setting up the farm with the initial Capital cost.

Layers hen feed production method in terms of energy requirement, protein intake, minerals, and vitamins requirements varies from bird to bird, and at different life cycle (stages) of the laying bird too.

Feed group-type required for the layers pullet ideal growth and efficiency in egg production include; chick mash (popularly called starter), growers feed, and the final layers mash. When layers feed is ideally formulated and fed to birds at the right stage, and continued over their life time, production has ALWAYS gotten to as high as 93% and a minimum of 75% less than two months after the first egg drop is observed.

The candid fact is that when ideally fed and management practices are rightly carried out over a particular stock of laying hen, and the breed is also rightly sourced and well vaccinated from day old to the point of lay stage, they are bound to lay actively with a progressive increase in egg size for 18 months. This may sound too good to be true, but hold your chills, and let me do a run down on the expected performance right from the first egg you would ever pick from your bird flock. Early “droppers” start around 17th weeks of age, and late starters between 21-22 weeks of age. On the average, 18th weeks old layers that commence lay is still perfectly inline, and should be a bench mark or basis for our analysis. Get nothing twisted here, layers don’t just commence lay because they are of age, they actually commence lay of eggs as a result of their body weight.

Only one thing is ideally responsible for this NECESSARY weight gain, which is simply, digested and utilized feed consumed by the laying hen. For this same reason, even laying hens at peak can go into a process of moulting if feed is withdrawn from them over a period of time and this is ALWAYS seen in their stoppage of lay, even though they are at their prime as at the time the feed was withdrawn. You may ask why? The simple reason is that stored energy is being used up for other body metabolic activities, hence the energy required to raise or maintain an adequate body weight for efficient laying, is utilized to keep body operations running.

It is also worthy to note that, body weight gain requirement for laying efficiently varies from one breed of bird to another, and is also temperature dependent at certain time of the year, and region that birds find themselves per time. For instance, laying birds require a little more energy during lower temperature days/seasons than they do on warmer days, for the fact that more energy is required to buffer for the cold to provide warmth for the laying flocks for a smooth continuous metabolic system operation.

Now back to our discussion on period/duration of lay to be expected from a well raised, vaccinated, and well-fed pullet, in other to benefit the farmer profitably.

When the first egg is seen, a record should be taken of the date, as this is crucial to the entire stock/flock assessment of lay, as the record become their new bench mark. After the first egg is seen, they are still advised to be fed with the same growers feed, as is being used until the EGG-PRODUCTION level of the flock hits/reaches 5% of the total stock. For example, if your flock capacity is 2,000 laying hen, keep at your growers feed until your daily collection of eggs reaches two crates and ten pieces; 100 pieces of egg. At this point, you can completely switch to the layers mash. However, immediately the first egg is picked from your flock, your growers mash, should be mixed with a layers mash in the ratio of 75% growers and 25% layers, and then administered to the flock; the reason being that layers are susceptible to feed change, and if a change is absolutely necessary, its introduction should be done gradually, in other not to distort the progression of the laying hens digestive body system.

Once the layers feed has been introduced, it is then gradually increased to 50% and then 100% as the days go by; a time period of about a 3-4 days on each mixed new percentage is tolerant enough, before a new mixture is done until the 100% layers is achieved, for continuous administration.

After the complete layers feed administration has commenced, they are expected to stay on it up to what is called the end period, and then another adjustment is made in the used feed formula; this new adjusted layers mash would take them through that end period, which usually is between the last 3-4 months of their active 18months laying period. At this period, production can get as low as between 60-72% and in some rear positive cases even 75% for a well-managed laying flock.

Like I would always say, management is EVERYTHING as to the performance of an ideal stock, as your layers hen egg productivity is only as good as the management they get from WHOEVER has them in his/her care; be it an experienced professional or a quack manager as many wrongly use, thinking that the cheap services of inexperience is worth the pay of an experienced touch.

The right feed coupled with sound management would help boost and sustain production at a profitable percentage. Poultry feed formulation ingredients abound locally and when rightly sourced, stored and properly used would produce great result when ideally combined in the right proportions. If you can formulate your feed yourself with an ideal formula, you can increase your profit margin by as high as an extra 20-25%, depending on your farms/feed mill location, in proximity to your source of raw materials, and their prices in your very location.

What makes one feed different from another feed brand is their application and proportional feed inclusion level of the feeding materials being used in making the feed.

Should you need our farm management services/ strategic partnership, or interested in our comprehensively drafted out feed formulas for your day old layers pullet (chick mash), Growers Mash and the Layers mash, it would be sent to you on demand. Your are just ONE PHONE CALL AWAY.

Contact:- Kelchez

+2347038833415.

Financial Markets In Ghana

FINANCIAL MARKETS IN GHANA

E. Asiedu-Mante
INTRODUCTION
The banking systems has developed systematically over the years and presently consist of 17 banks engaged variously in commercial, development and merchant banking and 130 rural/community banks.
financial market ghana
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Bank Distress in Liberia

BANK DISTRESS IN LIBERIA

C. Kaba
INTRODUCTION

This paper explains developments in the financial sector immediately after the cessation of hostilities and the restoration of near normalcy, at least in Monrovia and its environs in 1991. The focus is on economic and political developments that relate to financial distress of banks.

There are twelve (12) licensed banks operating in Liberia, comprising two (2) government-owned banks and ten (10) locally incorporated private banks. Eight (8) of these banks are considered distressed, while four (4) are actively operating. The two government-owned banks are specialized in housing and agricultural financing services. Since 1981, six (6) banks have been placed in liquidation, while one of the distressed banks has been seized pending court ruling for liquidation or reorganization. Details of their state are given in Table 1

 

Table 1 BANKS UNDER SEIZURE OR LIQUIDATION

NAME
TYPE OF BANKING
MEASURE
CAUSES
EFFECTS
Bank of Liberia
Commercial
Compulsory liquidation
Unsecured loans and advances civil unrest
Eroded public confidence
Chase Manhattan
Commercial
Voluntary liquidation
Scaled down by Head Office

Bank of Commerce and Credit Int’l (BCCI)
Commercial
Compulsory liquidation
Collapse of BCCI worldwide
Financial burden on customers due to non-payment of deposits
First Int’l Merchant Bank (FIMB)
Commercial
Compulsory liquidation
Abandonment due to civil war
Eroded public confidence
Meridien BIAO Bank Liberia, Ltd
Commercial
Seizure; liquidation filed
Worldwide collapse of Meridien Int’l & BIAO
Same as BCCI above
CITIBANK, N.A.
Corporate
Voluntary liquidation
Scaled down by Head Office
Eroded public confidence
The Author is a Senior Bank Examiner II, National Bank of Liberia

Banking supervision is one of the many functions of Central Banks. This responsibility was assumed by the National Bank of Liberia (NBL) in 1974 by the enactment of the Acts of the National Bank of Liberia and Financial Institutions and subsequent amendments. Before then, the Ministry of Finance and a branch of the a foreign-owned commercial bank functioned as a central bank in Liberia.

Supervisory policies and practices are enshrined in the 1074 Acts of NBL and Financial Institutions. These two instruments provide governance on regulatory requirements such as license, fractional reserve on deposits, liquidity, minimum capital, interest rates, as well as other reports that may be requested by law.

Problems such as maintenance of liquidity, capital and reserve shortfalls etc., were unalarming during the pre-crisis period, compared to the post-crisis period, which now features acute illiquidity, capital and reserve shortfalls coupled with financial mismanagement and misconduct. Despite the many interventions by the NBL, a large number of banks still remain in the country.

The civil crisis in Liberia has been prolonged for nearly eight (8) years now. The persistent crisis has devastated all sectors as houses, electricity and water plants, communication equipment etc. Most of these were either looted and/or destroyed. These political and economic developments have incapacitated banks, thus contributing to a large extent of their distress.

Within its limited scope, the paper is organized in three (3) parts, beginning with the introduction, which gives the background of the paper. The second part presents distressed bank, giving number of banks involved, factors leading to their distress and NBL’s assistance to revitalizing them. The conclusion, which is in Part III, summarizes the problems of distressed banks as outlined in the text and solicits views and assistance from other central banks.

MANAGEMNET OF BANK DISTRESS

Financial distress of banks in Liberia is indued by internal and external factors. External factors are those that led to the world wide closure of Bank of Commerce and Credit International (BCCI) and Meridien BIAO Bank, both institutions having had large influence on the Liberian financial system; while the former includes the unresolved civil conflict, mis-planned and mis-directed monetary policies; over exposure of government improprieties of bank executives, etc. This crisis devastated both public and private sectors of the economy and continues to show very poor economic output. Besides the destruction of trained human resources, infrastructural facilities, such as water, power and communication, public buildings, bridges, roads, business ventures, etc. were either looted, severely damaged and/or completely destroyed. These destructions have severely distorted both micro and macroeconomic inputs and outputs.

The effect on bank is illiquidity, occasioned by the sluggish performance of their lending portfolio, inadequate earning, massive withdrawal of funds, continuous rise in the rate of exchange and a large extent, poor performance of the overall economy. The management teams of most banks have not performed well. Insider dealings and non-adherence to policies and procedures are rampant in most banking institutions. General level of supervision by the board of directors of banking action respectively, while the other eight banks conduct general commercial banking institutions seems to be ineffective and measures to remove apparent deficiencies are hardly even addressed at board meetings. Problems are allowed to persist for a long period before attempts are made to resolve them. Accountability is doubtful in most of these institutions. These factors among others have given rise to the present deteriorating condition of commercial banks in Liberia. Eight (8) of the twelve licensed banks have long since qualified as distressed. Even though each of the eight banks started with one or a combination of the factors of distressed banks, all of them are now experiencing the above factors.

The causes of bank distress in Liberia may be summarized as follows:

The looting of vault cash of banks totaling L$ 15 million and assets which are yet to be quantified.
The prevalence of a reduction/shortfall in liquidity, capital and reserves.
Problems associated with external factors, such as global price reductions in export commodities, liquidation of foreign banks with branches in Liberia, as well as internal factors, which include managerial imprudence, financial misconduct, lack of trained manpower, insider dealings etc.
NBL’s exposure to central government and its parastatals in the form of excessive unsecured advances and loans, thereby eroding the liquidity base and rending the NBL impotent to extend further credits to distressed banks.
Inability of NBL to rigorously enforce the Financial Institution Act, even where there are gross violations due to bottlenecks in court proceedings.
Inefficient supervision of the financial affairs of financial institutions by their board of directors.
Difficulties in formulating and implementing overall monetary policies due to the absence of concrete GDP data as well as lack of fiscal and monetary discipline.
Overvalued currency, i.e. the Liberian dollar exchange rate to the United States dollar is officially pegged at 1:1, which has led to the disappearance of the latter and putting into motion an inflationary spiral. The current parallel market rate of exchange stands at L$60: US$ 1, selling and L$61: US$1 buying.
Inability of the financial sectors to operate beyond Monrovia, thus preventing banks from mobilizing deposits and extending credits.
Money supply and exchange rate continues to show greater growth while real rate of interest shows negative trend, thereby acting a disincentive to long term lending by banks.
Non-performance of the export-oriented productive sector, of the economy (principally iron ore and rubber), thereby jeopardizing foreign exchange earnings and off-balance sheet income of banks.
Huge capital flight that has dissipated domestic and foreign investment, characterized by excessive demand for foreign exchange, thereby inducing a rise in the rate of exchange vis-à-vis inflation.
Narrowness of credit outlet coupled with the partitioning of the domestic market, thereby inhibiting the growth of the banking system.
The difficulties in harmonizing the existence of two (2) domestic currencies.
Distorted fiscal policy and incapacity of the Liberian Government to liquidate its outstanding balances to the banking system and NBL.
Indeed, as a “bank of last resort”, the NBL has played and continues to play its part in helping to salvage the banks since the beginning of the crisis. As at the moment, the total exposure of NBL to these banks stands at L$50 million. The NBL has increased its exposure painstakingly and at the risk of rocking the very foundation that the commercial banks depend on the for continuity. Much needed resources have dried up thereby threatening the ability of the NBL to operate as a “bank of last resort”. The situation is also compromising the effectiveness of the Bank not only as the monetary agent of the government, but also as institution poised to make any meaningful impact on the conduct of monetary management.

The economy has not functioned as a unit since early 1990. Because of this situation, the Liberian Government has continuously found it difficult to finance its operations and has had to resort to internal borrowing from the NBL. As of March 31, 1995, Government’s Medium-term Loan with the NBL stood at L$700, 649,650. This amount is about 59.3% of overall money supply and 1.6 times Liberian central bank notes and in circulation.

CONCLUSION

Ailing banks have not recovered from financial distress despite the assistance extended to them by the NBL. So far the total exposure of NBL to distressed banks stands at L$50 million in addition to drawdown of all 22% statutory reserves held at the NBL. The situation has reached a point where NBL can no longer assist in terms of credit extensions. The only remedy is liquidate, but again, NBL lacks the financial capability to do so.

Considering its financial constraints, the NBL has resorted in seeking external assistance for ailing banks by way of proposals to foreign and international financial institutions. Distressed banks have been requested to submit proposals for revitalization. Banks involved have submitted their proposals and their revitalization are estimated to cost a total of US$6.9 million and L$316.6 million. A committee has been set up to prepare a consolidated proposal incorporating the requirements of all the distressed banks for forwarding to foreign and international financial institutions for funding. The committee is assiduously working on the proposal.

In the light of the precarious situation, NBL will appreciate  advice and/or assistance (material and financial) from African central banks which will help in alleviating the problems of ailing banks in Liberia.

Bank Distress in Gambia

BANK DISTRESS IN GAMBIA

INTRODUCTION

The Gambia currently has four commercial banks and one Islamic bank with the former having branches in the rural areas. In addition to these banks, a number of non-bank financial institutions (NBFI) were established. The bulk of their operations are concentrated in the rural areas. The emergence and quick expansion of the NBFI made it prudent for the government to initiate a policy that would ensure that they are properly registered under savings and credit associations as finance companies.Continue Reading

Banking Supervision In WAMU Countries

BANKING SUPERVISION IN WAMU COUNTRIES

KPODAR EKUE

1  INTRODUCTION

The West African Monetary Union (UEMOA) comprises eight countries, namely Benin, Burkina, Cote d’lvoire, Mali, Niger, Senegal, Togo, and Guinea-Bissau. These countries form a monetary zone characterized by the use of a common currency, the CFA Franc, issued by a common central bank, the BCEAO; the pooling of international reserves, the free transferabity within the zone, and a unified monetary policy.Continue Reading

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