antigua and barbuda - assessment of agricultural information needs

8/6/2019 Antigua and Barbuda - Assessment of Agricultural Information Needs

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ASSESSMENT OF AGRICULTURAL INFORMATION NEEDS IN

AFRICAN, CARIBBEAN & PACIFIC (ACP) STATES FOR CTAS

PRODUCTS AND SERVICES

Phase 1: Caribbean

Country Study: Antigua and Barbuda

Final Report

Prepared by: Roberta Williams and Sue Evan-Wong

on behalf of the

Technical Centre for Agricultural and Rural Cooperation (CTA)

Project: 4-7-41-204-4/c

August 2005


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Disclaimer

This report has been commissioned by the CTA to enhance its monitoring of information needs in ACPcountries. CTA does not guarantee the accuracy of data included in this report, nor does it acceptresponsibility for any use made thereof. The views and opinions expressed in this report are those ofthe author alone and do not necessarily reflect the views of CTA. CTA reserves the right to selectprojects and recommendations that fall within its mandate.


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ASSESSMENT OF AGRICULTURAL INFORMATION NEEDS IN

AFRICAN, CARIBBEAN & PACIFIC (ACP) STATES FOR CTAS

PRODUCTS AND SERVICES

Phase 1: Caribbean

Country Study: Antigua and Barbuda

Final Report

Prepared by: Roberta Williams and Sue Evan-Wong

on behalf of the

Technical Centre for Agricultural and Rural Cooperation (CTA)

Project: 4-7-41-204-4/c

August 2005


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Table of Contents

List of Acronyms ............................................................................................................................ iiExecutive Summary ........................................................................................................................ v

1. INTRODUCTION .................................................................................................................. 12. COUNTRY PROFILE ........................................................................................................ 2

2.1 Agriculture, Fisheries and Forestry................................................................................. 32.1.1 Agriculture .............................................................................................................. 32.1.2 Fisheries ................................................................................................................. 42.1.3 Forestry ................................................................................................................... 5

2.2 Information and Communication Management Capacity ............................................... 52.3 Agricultural Information Services .................................................................................. 7

3. NEEDS ANALYSIS ........................................................................................................... 93.1 Information Needs .......................................................................................................... 93.2 Capacity-building needs ................................................................................................ 11

4 CONCLUSIONS AND RECOMMENDATIONS ................................................................. 144.1 Conclusions .................................................................................................................... 14

4.1.1 Extent of Key Problems in the Field .......................................................................... 144.1.2 Information Needs ................................................................................................ 154.1.3 Capacity-building Needs ....................................................................................... 154.1.4 Potential Partners and Beneficiaries ..................................................................... 16

4.2 Recommendations ......................................................................................................... 17ANNEXES .................................................................................................................................... 20ANNEX I. TERMS OF REFERENCE ........................................................................................ 21ANNEX II. COUNTRY PROFILE ANTIGUA AND BARBUDA .......................................... 26

II.1 General Agricultural Profile ......................................................................................... 26

II.2 Socio-economic Profile ................................................................................................. 31II.3 Media and Telecommunications ................................................................................... 33

ANNEX III. PROFILE OF INSTITIONS .................................................................................... 36Annex III.1 List of Institutions Involved in Agriculture and Rural Development ............... 36Annex III.2 Select List of Key Institutions ........................................................................... 44

ANNEX IV. LIST OF PERSONS INTERVIEWED .................................................................. 54ANNEX V. REFERENCES.......................................................................................................... 55


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List of Acronyms

ABAFY Antigua Barbuda Agricultural Forum for YouthABS Antigua Broadcasting ServicesACP African Caribbean Pacific StatesACT Antigua Computer Technology Co. LtdAED Agricultural Extension DivisionAPUA Antigua Public Utilities AuthorityAT&T American Telephone and Telegraph CompanyCAGRIS Caribbean Agricultural Information SystemCAIS Caribbean Agricultural Information ServiceCARDI Caribbean Agricultural Research and Development InstituteCARICOM Caribbean CommunityCARIFIS CARICOM Fisheries Information SystemsCARISPLAN Caribbean Information System for Economic and Social PlanningCBO Community Based OrganisationCCSD Communication Channels and Services DepartmentCFNI Caribbean Food and Nutrition Institute

CIDA Canadian International Development AgencyCITIES Convention on International Trade in Endangered SpeciesCMC Central Marketing CorporationCSME CARICOM Single Market and EconomyCRFM Caribbean Regional Fisheries MechanismCTA Technical Centre for Agricultural and Rural CooperationCTU Caribbean Telecommunications UnitDCA Development Control AuthorityEAG Environmental Awareness GroupEC$ Eastern Caribbean DollarECCB Eastern Caribbean Central BankED Environment DivisionEDU Environment Development Unit

EEZ Exclusive Economic ZoneEU European UnionFAO Food and Agricultural Organisation of the United NationsFTAA Free Trade Area of the AmericasGATS General Agreement on Trade in ServicesGDP Gross Domestic ProductGIS Geographical Information SystemsGPS Geographic Positioning SystemsICAT International Commission for the Conservation of Atlantic TunasICMSSD Information and Communication Management Skills and Systems

DepartmentICT Information Communication TechnologyIDRC International Development Research CentreIICA Inter-American Institute for Cooperation on AgricultureILO International Labour OfficeIOCARIBE Inter-governmental Oceanographic Commission for the Caribbean

and Adjacent AreasIPSD Information Products and Services DepartmentITU International Telecommunications UnionIWC International Whaling CommissionLAN Local Area NetworkLRS Licensing and Registration System


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MOA Ministry of AgricultureMOE Ministry of EducationMRS Montgomery Radio Station, BarbudaNGO Non Governmental OrganisationOAS Organisation of American StatesOECS Organisation of Eastern Caribbean States

PCS Personal Communications ServicesP&CS Planning and Corporate ServicesPROMIS Production Marketing Intelligence ServiceQAS Question and Answer ServiceROE Rate of exchangeSPAW Special Protected Areas on Wildlife (Protocol)TIP Trip Interview ProgramUK United KingdomUNCCD United Nations Convention to Combat DesertificationUNDP United Nations Development ProgrammeUNEP United Nations Environment ProgrammeUS$ United States DollarUSA United States of America

USAID United States Agency for International DevelopmentUSVI United States Virgin IslandsUWI University of the West IndiesUWI/SEDU University of the West Indies/Sustainable Economic Development

UnitWECAFC Western Central Atlantic Fisheries CommissionWTO World Trade Organisation

Rate of exchange

ROE 1.00 = US$1.29636 (May 13, 2005)ROE US$1.00 = EC$2.70


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List of Tables Page

Table 1. Information management capabilities 6

Table 2. ICT capability 6

Table 3. Sources of information consulted by the key institutions 8

Table 4. Employed persons by sex and economic activity 26

Table 5. Contribution of agriculture to the economy 27

Table 6. Main and secondary agricultural products 27

Table 7. Main export markets 27

Table 8. Male/Female/Total Population 29

Table 9. Literacy level 29

Table 10. Access to health services 30

Table 11. Children enrolled in primary and secondary schools 30

Table 12. Urban population as percentage of total population 31

Table 13. Newspapers published 31

Table 14. Periodicals published regularly 32

Table 15. Local radio stations 33

Table 16. Local television stations 35

Table 17. Telecommunication companies 36

Table 18. Telephone subscribers 36

Table 19. Internet service providers 37

Table 20. Internet subscribers/users 37


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Executive Summary

Introduction

The Technical Centre for Agricultural and Rural Cooperation (CTA) works primarilythrough intermediary organizations and partners to promote agriculture and ruraldevelopment. Through these partnerships CTA hopes to increase the number of African,Pacific and Caribbean (ACP) organizations capable of generating and managinginformation, and developing their own information and communication managementstrategies. The identification and selection of appropriate partners is therefore of greatimportance, and the improved targeting of partnerships and beneficiaries is one of theissues identified in CTAs current strategic plan. The CTA has also noted that theCaribbean could benefit further from their programs and activities.

Objectives of the study

The objectives of the study are to: identify agricultural information needs of key actors/beneficiaries for CTA

products and services; identify needs of potential actors/beneficiaries of CTA activities and services in

terms of building capacity for information and communication management; identify potential partners/beneficiaries for CTA activities and services; develop some baseline data to facilitate subsequent monitoring activities.

Methodology

The methodology used involved qualitative and quantitative rapid appraisal techniquesincorporating a desk review to collect background data from available literature and other

information sources. A country profile was prepared including a list with contactinformation, type and the roles of institutions involved in agriculture and ruraldevelopment. A field study was conducted with relevant stakeholders and partners usingone on one interviews based on a questionnaire. Potential CTA partners were identifiedand relevant data and information on the institutions was collected including the reasonsfor their selection as key actors.

Expected results

It is expected that the current study would serve to update earlier studies done between1995 -1997 and thereby allow CTA and its existing and potential partners to providemore targeted assistance to beneficiaries in the Caribbean Region.

Findings

Since the last CTA/Caribbean Agricultural Research Development Institute (CARDI),Agricultural Needs Assessment Survey in 1998, little has changed in the accessibility,exchange and management of information in the agricultural sector. The main broker ofagricultural information, the Ministry of Agriculture (MOA) and its divisions have failedfor a number of reasons to maintain this role. No longer do they have an activedocumentation unit and trained information personnel. The Agricultural Extension


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Divisions (AED) communication support unit, which was responsible for the productionand dissemination of information materials, is virtually non-existent. Organizationsinterviewed have demonstrated a need for varying types of information to carry out theirwork programs efficiently and effectively. However, the lack of current, accurate andlocal information continues to impact negatively on decision making and planning

exercises. The capacity of institutions to cope with the profusion of information isrestricted by limited human, physical and financial resources.

It was also found that little is known of CTAs products and services in Antigua andBarbuda among the potential partners and their stakeholders. Only a limited number ofpersons have been in the position to take advantage of the opportunities available.

Conclusions

There are still major constraints in the provision of agricultural information:

Lack of information policies and strategies to address the need for resources

required for effective information management. Lack of trained staff in ICM, and finances to hire additional staff Lack of space and equipment. Poor dissemination infrastructure. Limited availability of local information. Limited availability of current national data and statistics. Inadequate use of conventional communication tools, i.e. television, radio, press

and theatre.

Recommendations

It was recommended that CTAs resources be provided for information policyformulation, training of staff in ICM, organizational management and networking,information assessments, and development of materials that meet special informationneeds of stakeholders. Specialized training was identified to meet selected institutionsneeds in capacity and environmental assessments, relational databases and methodologiesin conducting surveys. Innovative forms of collaboration were recommended forconsideration in light of the serious financial restraints to hire additional staff.

Recommendations for local implementation, advised that the MOA create a position foran Information Manager who should have information and library management training.It was also recommended that an Information and Communication Support Unit beestablished in the MOA that would include the registry to facilitate comprehensivemanagement of all the MOAs information sources.

Four potential partners who met the CTAs criteria for selecting partners wererecommended. These criteria considered the relevance of the institutions work to CTAsbeneficiaries i.e. small farmers, women, youth; ability to deliver programmes andservices efficiently and effectively; sustainability after CTAs exit; financial andtechnical capabilities. The Environmental Awareness Group (EAG), AED/MOA, theFisheries Division of the MOA, and the Environment Division (ED) of the Ministry of


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Public Works, Telecommunications and Environment fit this criteria.. Some beneficiariessuggested were: the Antigua Barbuda Agricultural Forum for Youth (ABAFY), theCentral Marketing Corporation (CMC) and the Agricultural Science Department of theMinistry of Education (MOE).


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1. INTRODUCTION

1.1 Under the Cotonou Framework Agreement, which came into effect in June 2000,CTA has the task of improving access to information on agricultural and rural

development as well as strengthening the capacity of ACP countries forproducing, acquiring, exchanging and utilizing this type of information. This taskis guided by the results of a number of impact assessments, workshops andseminars on priority themes for ACP agriculture, and methodologicaldevelopments in cross cutting issues, i.e. gender, youth, social capital and ICTs.

1.2 In 2002 CTAs Strategic Plan 2001-2005 was implemented. The CTA structurenow includes three operational program areas/departments: Information Productsand Services, Communication Channels and Services, and Information andCommunication Management Skills and Systems. As a part of the modifiedstructure of CTA, the Planning and Corporate Services (P&CS) was established

with responsibilities for the methodological underpinning of the work of theoperational Departments and for monitoring the ACP environment in order toidentify emerging issues and trends that would then inform the work programmesof the operational departments (CTA Strategic Plan and Framework for Action2001-2005). Consequently the objectives of this study are to:

Identify agricultural information needs of key actors/beneficiaries forCTA products and services.

Identify needs of potential actors/beneficiaries of CTA activities andservices in terms of building capacity for information and communicationmanagement.

Identify potential partners/beneficiaries for CTA activities and services.

Develop some baseline data to facilitate subsequent monitoring activities.

1.3 A combination of qualitative and quantitative rapid appraisal methods were usedwhich included: a desk review of available literature and information sources,program evaluations, face to face interviews and questionnaire. In analyzing thisinformation, four potential partners and four beneficiaries were selected. Thepotential partners selected were: EAG, the ED, the Fisheries Division/ MOA, andthe AED/ MOA.The beneficiaries selected are the ABAFY, the CMC and the AgriculturalScience/MOE.


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2. COUNTRY PROFILE

2.01 Antigua and Barbuda is situated in the northeastern portion of the LeewardIslands of the Lesser Antilles. Its coordinates are 17.1N: 61.5W and 17.4N:

61.9W respectively. The total land mass is 440.3 sq. km and is divided into threegeological and topographic regions, distinguished by different soil patterns andelevations. Approximately 31% of the total land area is considered arable.Roughly 1,863 hectares is presently being cultivated (FAO, 2004)

Antigua and Barbuda has an estimated population of 78,581 (Statistics Division,2003), with 1,325 living in Barbuda. 15.2% are under 15 years of age and 31.9%between the ages of 15 to 64 years. The largest portion of the population isemployed in the tourist sector (hotel and restaurant), followed by commerce andtrade and construction (Statistic Division, 2005). However, relative to its smallpercentage contribution to the GDP of 4.0%, agriculture continues to provide 8%

of the total labour force of 30,000 (ILO, 2004). It is estimated that there areapproximately 2000 agricultural producers, the majority being part-time and over900 fishers with approximately half being full-time (see annex II.1.1).Unfortunately, there are no available statistics on the number of youths in thesector, however, the AED/MOA based on their experiences have seen an increasein young men and women entering different agricultural disciplines, i.e. agro-processing, handicraft and service-related ventures such as landscaping/ groundsmaintenance, land preparation, and nursery production. Some of this can beattributed to the work of a Non Governmental Organization (NGO), the GilbertAgricultural and Rural Development Center (GARD Center) which targets youthand women in enterprise development. The Inter-American Institute for

Cooperation in Agriculture (IICA) has also made a significant contribution inencouraging youth into this sector by establishing a regional network ofagricultural youths.

2.02 The Antigua and Barbuda economy has experienced a relatively steady increasein GDP over the past fifteen years with the exception of two years in 1995 and2001 when hurricanes and serious tropical storms, along with the repercussionsfrom September 11th resulted in a sharp decline to -4.4 % and 1.5% respectfully.With an average increase of 7.5% in the GDP over this period, the provisionalfigure for 2003 was 5.75% (Statistics Division, 2004). This increase however wasovershadowed by significant internal and external debt. The national debt before

the change of government in March 2004 was approximately EC$ 2.97 billion (0.85 billion)1. (Radio interview with Minister of Finance and the Economy,2005). After a 28 year political reign of the Antigua Labour Party, a newgovernment under the direction of the United Progressive Party has the challengeof managing a country that has been impacted by a number of socio-economicpressures which in turn has had serious implications on the environment.

1 1.00 = US$ 1.29636, US$ 1.00 = EC$2.70 (May 13, 2005)


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Unrestricted development, unsustainable development of the tourism, agricultureand manufacturing sectors, income disparity, poverty, and increasing competitionover lands for housing and tourism have created many challenges (Antigua &Barbuda Environmental Management Strategy and Action Plan, 2004-2009).

2.03 In addition to these problems is Antigua and Barbudas vulnerability to naturaldisasters. As previously stated the economy has been retarded by a number ofhurricanes. Within a ten-year period Antigua and Barbuda has had five majorhurricanes and several tropical storms. Of particular interest is the significantdamage to crops, trees, livestock, agricultural buildings and loss of topsoil. Thefisheries sector also experienced major losses in fishing equipment, boats anddamage to reefs and coastal areas.

2.1 Agriculture, Fisheries and Forestry

2.1.1 Agriculture

2.1.1.1 Antigua and Barbuda historically pursued sugar and cotton mono-croppingsystems. As a result of falling prices, erratic rainfall patterns and a number ofother external factors, hundreds of hectares were left fallow and as a resultbecame wastelands covered with shrub. Much of these lands was used for opengrazing by livestock and some paddocks. With the construction of a number ofmini dams and an increase in the use of irrigation in the early 1970s, the sectorbegan to shift from traditional to commercial, more intensive farming ofvegetable and fruit crops on average plot sizes of 1.1 hectares per producer. Witha 3.95% contribution to the GDP against a backdrop of a growing import bill ashigh as Euros 52.11 million (2003), the sector faces many challenges in its role as a

food provider in areas of production, marketing, processing, quality control andsafety.. A number of constraints affects the ability of the sector to contribute moresignificantly to the economy these are: lack of an agricultural policy frameworkwhich has hindered development and effective programming and planning, lackof information and access to data pertinent for proper planning and decisionmaking; inadequate support services in credit, investment programmes andmarketing; poor linkages with other sectors, mainly tourism, and the negativeperception that farming is all physical and not a business requiring technicalskills. The MOA foresees future development in the sector to be affected byincreased competition as a result of e.g. Global Trading Agreements, increasecompetition for labour, land and water and the vulnerability of the country to

disasters.

2.1.1.2 The recently restructured MOA remains the leading institution that is the drivingforce for the agricultural sector. This ministry has changed portfolios severaltimes, twice since the new government took charge. Its major function is theimplementation of supportive policies and provision of technical and regulatorysupport services. The MOA will continue to be involved in some production, andmarketing activities through its statutory bodies and agricultural stations.


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2.1.1.3The technical disciplines for which it is responsible are the following: agricultural

extension, crops, veterinary and livestock, food safety, plant protection, research,cotton, horticulture, agricultural engineering, marine resources, chemistry andtechnology, surveys, lands, forestry and special projects. The statutory bodies

include, the Agricultural Development Corporation, Antigua Fisheries Limited,Pesticide Board, Veterinary Board and the Central Marketing Corporation.Agricultural stations participate in production, research, demonstration andtraining activities.

2.1.1.4 There are several institutions and bodies which are involved in this sector throughtheir contribution to areas such as research, rural education, training, financialservices, information services and marketing. These include organizations such asCARDI, IICA, Plant Protection Unit and the Agricultural Research Department ofthe MOA, in research and development; St. Johns Cooperative Credit Union,Antigua and Barbuda Development Bank and the National Development

Foundation in financial services; the Agricultural Extension Division (AED) ofthe MOA and the Gilbert Agricultural and Rural Development Center in trainingand rural education.

2.1.1.5 The sector has a farming population of approximately 2000 producers (FAOAquastat website and interview). No data is presently available concerning genderor number of youth in the sector. The last agricultural census was conducted in1991. These producers have formed over eleven (11) agricultural groups andcooperatives, however, although many have constitutions with some beingregistered, they meet very irregularly and lack the necessary leadership skills andcommitment to organize and maintain a strong membership. Most often thesegroups respond to a crisis and then collapse and do not function until the nextcrisis. The AED has for many years tried to encourage group formation, however,these groups develop a dependency on the very persons who are assisting them intheir development.

2.1.2 Fisheries

2.1.2.1 It is estimated by the Fisheries Division of the MOA, that there are approximately900 fishers with less than half of these being fulltime, and with over 90% beingmale fishers (ILO Caribbean website). The Fisheries Division is responsible formanaging the fishery in Antigua and Barbuda which has a shelf area of 3,568kilometers (Agriculture Sector Plan 2001-2005). This management includeslicensing of fishing vessels, registration of fishers, monitoring of beaches,mangroves and coral reefs and training.

2.1.2.2 Antigua and Barbuda claimed an Exclusive Economic Zone (EEZ) in 1982,however the defined boundaries are still not known. Negotiations continue withneighboring states of St. Kitts and Nevis, Montserrat, Guadeloupe, St. Barthelmyand St. Martin. It is estimated from the most current data in 2000, the fisheries of


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Antigua and Barbuda contribute 1.6% to the GDP (Caribbean Regional FisheriesMechanism (CRFM, 2004).The Division is managed by a Chief Fisheries Officerand twenty-eight staff members.

2.1.3 Forestry

2.1.3.1 The Forestry Division of the MOA is responsible for the conservation andmanagement of all forested areas, and the establishment of green spots incommunities in collaboration with community groups and non- governmentalorganizations (NGOs). The forested areas in Antigua and Barbuda, which isestimated at 9000 hectares (United Nations Environment Programme (UNEP,2004) provides an environment for the preservation of wildlife habitats andcontributes to soil and water conservation. In addition, there is some economicvalue to be found in the woodlands, since they provide a resource for charcoalproduction, wattle harvesting for fish pots and eco-tourism.

2.1.3.2 The Forestry Division is drastically understaffed and poorly financed. It ispresently being managed by an Acting Senior Forestry Officer, one ForestryTechnician, 2 tour guides and 4 labourers.

2.2 Information and Communication Management Capacity

2.2.1 As the following research shows, since the CTA/Caribbean Agriculture ResearchInstitute (CARDI) Agricultural Information Needs Survey conducted in 1998,very little has changed, and in some instances conditions have deteriorated, interms of the capacity of institutions and various bodies to manage information andcommunication.

2.2.2 The MOA Documentation Unit which was the largest broker of agriculturalinformation, established two branches, one at the Department of Agriculture atDunbars, the other at the MOA headquarters. This unit unfortunately has not beenmaintained and as a result a significant number of publications have disappeared,particularly at Dunbars. This unit was managed by one trained staff and anassistant. The unit received funding which provided some capacity fororganization and management functions. However, the trained staff member lefta number of years ago and to date there has been no replacement. The unit atDunbars has since greatly deteriorated. Some attempts are presently being madeto assist the branch at the MOA headquarters in classifying materials according tosubject areas. The Communication Support Unit of the AED is presently notfunctioning. This situation has had a serious negative impact on the availability ofinformation for producers and for the officers themselves. The AED no longerpublishes its newsletter, nor has it maintained its supply of various types ofpublications. According to the 1998 survey, 50% of farmers depended on MOAbulletins for information, followed by 44% on CARDI booklets (CARDI/CTA


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Agric. Survey, 1998). The AED has continued a radio program which is virtuallybeing organized and conducted by one officer with no assistance from this unit.

2.2.3 None of the institutions have any trained individuals to manage information.However, the ED, EAG and Fisheries Division each have documentation

collections. EAGs collection is more organized with approximately 1700publications which have been classified, catalogued and indexed. A computerizeddatabase has been established using UNESCOs WinISIS the Windows versionof the Computerized Information Service/Integrated Scientific InformationSystem (CDS/ISIS). Volunteers are the backbone of this organization: a PeaceCorp volunteer was trained to set up the database, and another volunteer, who is aqualified information specialist, is responsible for entering new data.

2.2.4 Three of the four key institutions, EAG, ED and Fisheries have relatively stronginformation management bases. As Table 1 displays, they do have some capacityto collect, store, analyze and consolidate information, in databases, documents

and reports. In the cases of Fisheries and ED both have responsibilities forreporting and maintaining databases for international bodies such as theInternational Whaling Committee (IWC), the Convention on International Tradein Endangered Species of Wild Fauna and Flora (CITES), the United NationsConvention to Combat Desertification (UNCCD), Persistent Organic Pollutants(POPs) and several others The EAG and ED both have websites, the FisheriesDivision is presently making plans to design one. The EAG produces a newsletterentitled the EAGer. A very innovative television show for youth produced by theED, entitled Eco Zone has recently been released on national television.AED/MOA produces a weekly radio program for producers. Photographs, maps,audio-visuals, reports and research papers are some of the other items that aregenerated by these institutions.

Table 1. Information Management Capabilities

Information Management Capabilities AED EAG Fisheries ED

Selection/Collection of data X X X X

Storage/analysis/consolidation X X X

Public Education/Awareness Programs X X X

Publish Newsletter X

Produce Radio program X

Produce TV program X

Preparation audio-visuals, fact sheets, bulletins X X XDocumentation unit X X X

Produce reports X X X X

Collection of photographs/maps X X X X

Manage databases X X X

Source: Interviews


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Table 2. ICT Capability

ICT Use AED EAG Fisheries ED

Computers (quantity) (3)* (3) (8) (13)

Access to internet X X X X

Software X X X XLAN X

Website X ** X

GIS capability

GPS capability X

Conference calls X X

e-group X X X*One operating, 2 in repair

**currently developing a website

2.2.5 Table 2 indicates that the institutions who were interviewed, all are in procession

of several computers with access to the internet and are equipped with softwaresuch as, Access, Quick Books, Excel, Powerpoint, Adobe Acrobat, MicrosoftPublisher. The Fisheries Division in addition, has the ARC View MappingProgram, Licensing and Registration Systems (LRS) and Trip Interview Program(TIP) which they use for collecting data from fisher folk. EAG has GeographicPositioning System (GPS) capacity which is managed by one of their Boardmembers.

2.3 Agricultural Information Services

2.3.1 The key institutions seek information from a wide variety of sources. Table 3below, displays some of the major sources that are consulted. It should be notedthat CTAs bulletins and booklets are not included in the range of informationsources for the two environmental organizations, the EAG and the ED. This isbecause CTA was not recognized for its focus on environmental subject matter.ED and EAG source information from other types of organizations such as theCaribbean Natural Resource Institute (CANARI), University of the West Indies/Sustainable Economic Development Unit (SEDU) and the CaribbeanConservation Association (CCA). The AED/MOA on the other hand, greatlyutilizes the information sources of CARDI, IICA and CTA, particularly on cropand livestock production, marketing, pest management, good agricultural

practices, animal housing and organic farming. Spore is a popular magazineamongst the extension officers. CARDIs agricultural bulletins and fact sheets arewidely used for training and advising agricultural producers.

2.3.2 These four institutions have very strong linkages with regional and internationalorganizations such as the Flora and Fauna International, Eastern CaribbeanCoalition for Environmental Awareness, Caribbean Regional FisheriesMechanism (CRFM), the United Nations Food and Agriculture Organisation


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(FAO), and the UWI. Information from these types of organizations is in theform of technical advice, computer databases, reports and e-groups.

2.3.3 Conferences and workshops (national, regional and international) are some of thebest sources of information for these institutions which provide the opportunities

to access documents, research papers and brochures as well as an opportunity forsharing information and experiences. Unfortunately, not all of this documentationcollected is processed and stored properly to allow equal advantage for other staffmembers and stakeholders to access this information

Table 3. Sources of Information Consulted by the Key Institutions

Sources consulted EAG ED MOA/AED Fisheries

Division

Organizations

Universities X X X X

NGOs X X XMOA X X X X

IICA X X

CARDI X X

International ResearchInstitutions

X X X

Regional Research Institutions X X X X

Publications

CARDI booklets/bulletins X X

CTA booklets/bulletins X X

University books, bulletins X X XIICA booklets X

Newspapers X X X X

Other X X X X

Electronic media

Radio programs X X

TV programs X X

Videos X X X X

Electronic information services X X X X

Other

Networks X X X

Fairs/exhibitions X XTechnical advice X X X X

Conferences/Workshops X X X X

*Source: Interviews


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3. NEEDS ANALYSIS

3.1 Information Needs

3.1.1 The following sub-groups are used to discuss information needs:

1. Types of information required to execute work programs;2. Types of information difficult or readily available to different user groups.

3.1.2 Types of information required to execute work programsInterviews with the selected key institutions indicated that there was a wide rangeof information required to execute their work programs. The ED is the only one ofthe four institutions which had a five year plan. The EAG is in the process ofcompleting a two year plan. The following types of information are thereforebased on current work plans:

Technical agricultural data on crops, livestock, pest and diseases, equipment,production systems, post-harvesting, forest varieties and fish species were ofimportance to all the MOA divisions.

Natural resource data on soils, management of biodiversity/ecosystems andspecies identification, coral reefs and mangroves was required by the twoenvironment organizations, as well as the Fisheries and Forestry Divisions.

Data on production costs, food imports and consumption, marketing data,standards, quality control and production intelligence, is of special interest to

the MOA divisions. This information is required for productivity analysis, theissuing of import licenses, developing tech packs for producers,identification of products with competitive advantage and other areas.

Updates on trade issues and implications of international conventions wasextremely important for the ED and Fisheries Division since these twoorganizations were responsible for collecting data and reporting to a numberofthese international conventions.

Demographic data on farming and fishery population, gender and size ofenterprises is critical for future planning and project development in the

agricultural sector.

Technical information on project design and management, methodologies inconducting surveys, capacity assessments, environmental assessments,legislation, and financial management is of particular interest to the EAG intheir monitoring and evaluation programs of offshore islands and wetlands.

Inventory of consulting services in the Region and funding agencies wasidentified by three of the four institutions. This type of information would


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greatly improve the efficiency and effectiveness of the ED and EAG who areinvolved in a number of projects that require the hiring and funding ofconsultants with expertise not available in the country.

3.1.3 Types ofinformation difficult or readily available to different user groups

The above information particularly demographic data on the agricultural sector,marketing intelligence, and current data on crop and livestock production costsare key areas cited by the AED/MOA which are often difficult to source reducingtheir productivity and efficiency in the execution of current work programs. Forexample, to date the 2001 Census has not been published and the last agriculturalcensus was in 1984.The Production Marketing Intelligence Service (PROMIS) Unit of the MOA islimited in the types and quantity of data it is capable of collecting. Data on somemajor crops such as hot peppers, lettuce, herbs and pineapples are still notcollected and recorded.

3.1.4 All of the institutions indicated that most of the difficulty lies with access tonational data which is often not current or available for dissemination. TheCTA/CARDI Agricultural Needs Assessment: Antigua and Barbuda (1998) hadsimilar findings. Accessing information on training programs/ courses andavailable consulting services in the Region were also identified as being difficultto locate by the EAG and the AED/MOA. The Fisheries Division found problemsin sourcing current data on fish imports and consumption statistics. Thisinformation is extremely important to the unit in determining consumerconsumption patterns. In their production planning for a new fish processingplant, this information would aid them in determining the types and quantities ofproducts necessary for import substitution.

3.1.5 It is evident that there is a critical need for better storage, dissemination andsharing of information internally and externally throughout the variousgovernment departments and between government ministries and otherorganizations such as NGOs. An excellent example can be seen with the EAG, anNGO and a government department, the ED. Both have a major focus on theenvironment and environmental issues. The EAG conducts a number of researchactivities which generates valuable data. Both institutions serve on jointcommittees which lends to some degree of information sharing. However, therehave been some cases of duplication of efforts and resources. As a result, there isa need for better information exchange and communication specifically in thesharing of activity plans.

3.1.6 The format for information that is available for the stakeholders of EAG, ED,Fisheries Division/MOA and the AED/MOA was examined. It is recognized thatpersons in the private sector such as farmers, handicraft artisans or agro-processors who do not have much time to leave their businesses to findinformation, would prefer fact sheet and flyers that are precise and contain easy toread points. On the other hand, researchers and other types of professional staff


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could require more detailed information for example from a journal article, orinformation from a report. There is a need for more information that is readilyavailable from these institutions in formats that cater to the needs of the differentstakeholders.

3.1.7 In addition, key institutions do not fully utilize the opportunities available throughthe different communication channels. For example, there are four major radiostations and presently, only one agricultural radio program. There are no regularnewspaper columns on agriculture and only three local agriculture/environmentrelated websites between all the agricultural departments and organizations.

3.1.8 Stakeholders related to these key institutions are: farmers and farmer associations,NGOs, donor partners, youth and women groups, community based groups,fishers and fisher groups, professional and technical staff, private enterprises,researchers, trainers and educators, administrators, regional and internationalorganizations.

There is genuine concern being raised by these stakeholders in conferences,meetings, radio/television talk shows and other forums addressing the difficultiesin sourcing information and data in Antigua and Barbuda. It is a well knownconcern and has negatively impacted on decision making, market development,licensing, production and strategic planning exercises. An example of this is withthe MOAs preparation of their Agriculture Sector Plan 2001-2005. It wasindicated that it was a difficult exercise due to problems in sourcing informationand data. As a result the document was not as comprehensive as planned.(Telephone interview, May 2005). The required information, such asdemographics on the farming community, production, marketing records andother data was either not available or current.

3.1.9 Interviews with the key institutions as well as personal observations andexperiences also indicates that in many cases information does exists, however itis scattered between different ministries and organizations and it is often in aformat that is not very user-friendly.

3.2 Capacity-building needs

3.2.1 There is a common thread that is intertwined within the capacity needs of thekey stakeholders in the agricultural sector. All the institutions were adamant that

there is a critical need for human, physical and financial resources. None of theinstitutions had sufficient staffing or trained personnel that could manage theinformation needs of their institutions and their stakeholders. All the institutionsrequire more spacious facilities in order to accommodate staff, equipment andspace to house information in various forms while none of the institutions hadbudgets designed to meet their information needs.


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3.2.2 Staffing and training needsAll of the institutions require additional staff to handle the volumes of informationthat need to be collected, processed and disseminated. Both the ED and theFisheries Division have the important responsibility for collecting and managingspecified information for implementation of Antigua and Barbudas commitment

to international conventions. Both Divisions are stretched to their limits inmeeting the challenges of timely and comprehensive reporting, maintaining up-to-date databases and ensuring efficient dissemination of this information to theproper authorities. In addition to increasing the number of staff, these individualsrequire training in areas of planning, collection development, and organizinginformation. More specialized training is also needed by individuals of two of theinstitutions in the areas of film production, the use of relational databases andGIS. Training in organizational management, ICT, marketing and promotion andnetworking were other critical areas mentioned.

3.2.3 What became evident in these interviews is that there was limited understanding

of the concept of information management and what it entails. It was alsoidentified that there were staff members within some of these institutions that didnot fully appreciate the value of information and the role it plays in all facets ofdevelopment.

3.2.4 Financial needsThere is a need to budget for information and communication management.Interestingly, most documentation: books, journals, newsletters, catalogues, CDs,video-tapes, and reports, are donated to these institutions. Very rarely are theseitems expressly selected and purchased to meet the information needs ofstakeholders. However, in some instances, selected project funds have been usedfor this purpose. As a result, shelves are filled with materials that are eitheroutdated or irrelevant in both content and approach to the organizations workprogram. In all cases, institutions want to source funding to build their capacity tomeet the informationneeds of their stakeholders. Lack of funds particularly in thecase of the AED has drastically limited their effectiveness to carry out some oftheir major activities in the production and dissemination of technicalinformation, marketing data and other pertinent information to farmers.

3.2.5 Infrastructural needsWith the exception of the Fisheries Division, who will be moving into newfacilities built by the Japanese Government, all of the institutions interviewedfound their buildings totally inadequate for their activities. The EnvironmentDivision was just recently relocated into smaller facilities than what theypreviously occupied. The EAG basically operates out of two small rooms nolarger than 4.5m x 6m. The AED occupies two floors of a building, however, thepresent layout of the offices cannot facilitate a documentation unit or propertraining facilities. The current room that housed the Communication Support Unitis totally inappropriate for storing equipment and documentation. As statedpreviously, the AED has three computers but only one is currently operating and


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is being used in the administration unit for the whole office. This Division ispoorly equipped for the duties carried out by Extension Officers. These dutiesinclude registration of farmers, monitoring of crop and livestock production,rentals of farm plots, reporting, production and dissemination of technicalinformation for producers, training and demonstrations.

3.2.6 The ED is relatively well equipped with computers and hardware, while both EAGand Fisheries are in need of additional computers based on the number ofemployees or volunteers attached to work programs. However, EAGs limitedspace makes expansion difficult. There is a need for more software by all theinstitutions, particularly, GIS software.


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4 CONCLUSIONS AND RECOMMENDATIONS

4.1 Conclusions

4.1.1 Extent of Key Problems in the Field

The key problems identified by CTA and addressed in their operationalprograms were in sync with the findings of this study. The four potential partnersand a number of their stakeholders identified the following areas:

4.1.1.1 Information Products and Services

limited access to national data and statistics which are often outdated; poor dissemination capabilities as a result of inadequate infrastructure; inability of key institutions to provide current information in a timely fashion;

shortage of local information on a wide range of agricultural and ruraldevelopment subject matter;

limited locally published information that is available and packaged in a user-friendly format and that meets the needs of the different stakeholders.

CTAs products and services are not well known by many of the groups andinstitutions interviewed and are therefore not being utilized.

4.1.1.2 Communication Channels and Services

limited awareness and appreciation for information and communicationmanagement systems;

lack of information flow and exchange within the government ministries andbetween the ministries and civil society;

failure to better utilize available communication sources for dissemination ofagricultural and rural development information;

limited access to information or national and regional consulting agencies ordirectories of national and regional professionals.

4.1.1.3 ICM Skills and Systems

lack of information policies and strategies amongst all the key institutions; inadequate human resources to cope with the work load of managing

information; lack of trained staff in information and communication management.

4.1.1.4 Other key problems

limited finances to hire additional trained staff, to purchase equipment or topay any other costs involved in the management of information andcommunication.


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.4.1.2 Information Needs

Based on the problems identified, information needs are as follows:

The updating of national data and information to facilitate the execution ofcurrent and 2-5 year planning exercises of the key institutions and theirstakeholders.

Collection of relevant local information to be re-packaged with availableinformation in a form that is user friendly for the stakeholders of the keyinstitutions.

Improvement in networking within and between government ministries andcivil society organizations.

Better use of the television, radio and websites as available communicationresources to disseminate, educate and exchange information.

Strengthening of the existing national networks to increase bettercommunication and collaborative efforts between institutions and theirstakeholders.

Better exposure and promotion of CTAs products and services to potentialpartners and beneficiaries.

4.1.3 Capacity-building Needs

The following capacity needs were identified in this study: Skills training. Training in organizational management, information

management, communication and networking was identified as priority byall the institutions.. There is a need for individuals of these institutions tobetter understand how organizations function and recognize the

importance of networking and the advantages of the exchange and theinterpersonal relationships that evolve. Persons must also be trained inhow to effectively manage the institutions information resources andunderstand the role of communication and the effectiveness of thedifferent types of communication tools.

Training in specialized areas is needed by three of the institutions in theuse of relational databases, film production, GIS, capacity andenvironmental assessments, biodiversity and natural resourcemanagement.

Human resources. Additional staff was another priority stated by allinstitutions interviewed in this study. It is a requirement even if the presentmembers all become trained. There just is not enough personnel to carryout the work activities of these institutions.

Equipment. Additional computers, computer software, audio-visualequipment, printers and copiers have hampered the efficiency and the


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effectiveness of most institutions in carrying out their current workprograms as well as any future planning efforts.

Funding. Financial assistance was also sited as a priority in meeting theneeds by all the institutions from both internal as well as external sources

for additional staff, equipment, infrastructure, training and education ofstaff members. Storage. More appropriate facilities are needed for proper storage and

security for information and equipment. Information policies. Development of information policies and strategies

is critical to the success of these organizations in providing the mostappropriate services and practices that meet the needs of theirstakeholders. A policy will enable these organizations to determine whatresources are really necessary and justifiable.

Infrastructural needs. The majority of the institutions required additionalspace to accommodate staff, equipment and information resources.

4.1.4 Potential Partners and Beneficiaries

Four institutions were selected as potential partners with CTA, the AgriculturalExtension Division of the Ministry of Agriculture, Environment Division of theMinistry of Public Works, Telecommunications and the Environment, theFisheries Division of the Ministry of Agriculture and an NGO, the EnvironmentAwareness Group. These institutions meet CTAs criteria for selecting partners asis specified in the CTA Strategic Plan and Framework for Action 2001 - 2005.

4.1.5 All four institutions share some of the same beneficiaries as CTA with strongrepresentation of farmers organizations, fisher organizations, youth and womengroups, as well as processors, policy-makers and researchers. There will be somelevel of financial contribution, mostly in-kind and technical support and theywould have the capabilities to maintain these programs and services once CTAssupport comes to an end. Each institution has a relatively good performancerecord, managing a number of projects and programs with other regional andinternational partners.

4.1.6 All of these institutions cater to a large number of beneficiaries allowing for ahigh multiplier effect. Their programs and projects for the past five years (refer tocapture forms at Annex III.2) have demonstrated a high degree ofcomplementarily with CTA priority themes.

4.1.7 Some other groups and institutions that do not meet the partner criteria at this timecould serve as good beneficiaries of CTAs programs. These are:

Antigua and Barbuda Agricultural Forum for Youth (ABAFY), is adynamic group of young persons with an interest in agriculture. This is theonly agricultural youth group in the country who need support tostrengthen their group development and individuals skills through training


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and networking. Recognizing the importance of having youth inagriculture and with CTAs focus on youth, the ABAFY makes anexcellent beneficiary.

The Central Marketing Corporation (CMC) is a statutory body under the

MOA. Its mandate is to assist in the development of the agricultural sectorthrough providing markets both internal and external, provision of inputs,statistics and the monitoring of production. The PROMIS unit which wasmentioned earlier in this report was recently moved to the CMC. Thisorganization is therefore responsible for some very critical informationthat needs to be collected, analysed, stored and disseminated. Thisorganization is undergoing a restructuring process with a new GeneralManager at its helm and support from CTA would be very timely in termsof training in information management, information policy planning,technical training in post harvest, handling and storage.

The Agricultural Science Department of the Ministry of Education (ME)has seventeen agricultural science teachers at six secondary and twoprimary schools. The schools are the breeding grounds for many of theupcoming agriculturists and agri-business persons. It is where youth are orshould be given a positive image of agriculture as a business and not thetraditional image as a way of life. It is important that these teachers keepabreast of all the latest technologies and methodologies. They can benefitgreatly from CTAs products and services as well as the studentsthemselves.

4.1.8 In conclusion, it is very evident that one of the major drawbacks with all theexisting and potential partners is the lack of information management skills.These skills are critical in order to manage the profusion of information beinggenerated in this rapidly changing global environment and more specificallyplacing Antigua and Barbuda on the cutting edge of information. In addition,according to Peter Walton (2000), having the skills in all these areas will havelittle value without an appreciation for and the capacity to formulate andimplement information policies. It is only with the commitment to develop soundinformation policies and strategies in place by government and private sectororganizations that a culture for information sharing will evolve.

4.2 Recommendations

The following recommendations are made within the framework of CTAs threeprograms the IPSP, CCSP and the ICMSSP.

4.2.1 Information Products and Services Program

Resources should be provided to:


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fund development, production and circulation of a pamphlet explaining

exactly what it means/entails to manage information and provide aninformation service;

assist partners in developing information materials that are not availablethat will meet expressed information needs of stakeholders (i.e. factsheets,flyers, videos and other sources);

assist partners in the initial selection and purchasing of a core collectionto meet information needs of stakeholders. A budget item should also beestablished by the partners to maintain and update this collection;

promote CTAs products and services to all potential partners andbeneficiaries (i.e. Selective Dissemination of Information, CD-ROM/Internet databases);

Information needs assessments must be carried out by the partners in orderto fulfill these needs and bridge the existing information gaps.

4.2.2 Communication Channels and Services Program

Develop effective networking between CTA partners within and betweencountries to ensure that systems/services are compatible and informationcan be easily exchanged. Development of regional networking was part ofthe International Development Research Centres (IDRC's) funding duringthe 1980s to facilitated the setting up of regional sectoral informationsystems in the Caribbean such as the Caribbean Information System forEconomic and Social Planning (CARISPLAN), the Caribbean AgriculturalInformation System (CAGRIS), and the Organisation of EasternCaribbean States Information Network (OECS.INFONET).

Provide information on the Seminar Support Program.

4.2.3 ICM Skills and Systems Program

Partners should be provided with resources to:

facilitate the formulation of information policies and strategies for theirorganizations;

train selected staff in ICM;

train staff members at different levels in organizational management andnetworking;


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ANNEXES


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ANNEX I. TERMS OF REFERENCE

ASSESSMENT OF AGRICULTURAL INFORMATION NEEDS INAFRICAN, CARIBBEAN & PACIFIC (ACP) STATES

Phase 1: Caribbean

1. Introduction

The Technical Centre for Agricultural and Rural Cooperation (CTA) was established in 1983 underthe Lom Convention between the ACP (African, Caribbean and Pacific) Group of States and theEuropean Union Member States. Since 2000, it has operated within the framework of the ACP-ECCotonou Agreement.

CTAs tasks are to develop and provide services that improve access to information for agriculturaland rural development, and to strengthen the capacity of ACP countries to produce, acquire,

exchange and utilise information in this area. CTAs programmes are organised around threeprincipal activities: providing an increasing range and quantity of information products and servicesand enhancing awareness of relevant information sources; supporting the integrated use ofappropriate communication channels and intensifying contacts and information exchange(particularly intra-ACP); and developing ACP capacity to generate and manage agriculturalinformation and to formulate information and communication management (ICM) strategies,including those relevant to science and technology. These activities take account of methodologicaldevelopments in cross-cutting issues (gender, youth, information & communication technologies ICTs, and social capital), findings from impact assessments and evaluations of ongoing programmesas well as priority information themes for ACP agriculture2.

In January 2002, CTAs Strategic Plan (2001-2005) was implemented and CTAs activities were

distributed among three operational programme areas / departments:

Information Products and Services Communication Channels and Services Information and Communication Management Skills and Systems

These operational departments are supported by Planning Corporate Services (P&CS) which ischarged with the methodological underpinning of their work and monitoring the ACP environmentin order to identify emerging issues and trends and make proposals for their translation intoprogrammes and activities. This current exercise, therefore, falls within the mandate of P&CS.

2. BackgroundA comprehensive regional information needs assessment was undertaken in the Caribbean region,by CTA and the Caribbean Agricultural Research and Development Institute (CARDI), over theperiod 1995-1997. This study detailed the information needs, habits and priorities, of eleven sub-groups of users relevant to the agricultural and rural development sector, presented in sixteennational reports and a regional overview. The results of the studies were followed by a series of

2 Priority information themes for ACP agriculture have formed the basis of various several studies, workshops and seminarsbringing together various stakeholders, organisations and institutions active in the field of agriculture and rural

development. The documents (or extracts thereof) will be provided to the consultants.


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national consultations, missions and regional meetings, as well as pilot studies in information andcommunications management all aimed at arriving at or designing a strategy to meet informationneeds within the sector. The strategy proposed the development of a Caribbean AgriculturalInformation Service (CAIS) with a two pronged approach to improving access to information withinthe Caribbean region:

Working with institutions at the national level to improve capacity in various aspects ofinformation and communication management (e.g. network development, training,sensitisation).

Developing information products and services to meet specific information needs identified.

The CAIS strategy has been implemented since 2001. A number of capacity building exercises wereexecuted including workshops and training courses; provision of technical assistance; networkdevelopment, policies and systems. Since the implementation of this strategy in 2001, there have alsobeen a number of changes within institutions in the region with respect to their awareness and use ofinformation and communications tools and technologies.

2. Main issuesCTA works primarily through intermediary organisations and partners (non-governmentalorganisations, farmers organisations, regional organisations, ) to promote agriculture and ruraldevelopment. Through partnerships, CTA hopes to increase the number of ACP organisationscapable of generating and managing information and developing their own information andcommunication management strategies. The identification of appropriate partners is therefore ofprimordial importance.

The Evaluation of the Implementation of the Mid-Term Plan (1997 2000) emphasised the needfor CTA to develop a more pro-active approach and elaborate criteria for decision-making withregard to the choice of partner organisations and beneficiaries. Based on this evaluation, theStrategic Plan and Framework for Action 2001 2005 identifies strategic issues for CTA being:

improved targeting (including partnerships and beneficiaries), geographical coverage, decentralisation,regionalisation and thematic orientation. The Plan also expresses concern about: the extent to whichCTAs activities are relevant to and reach the poor, gender awareness and how to identify potentialpartners especially in the independent sectors.

Besides partner identification and selection issues, the observation has also been made that, theCaribbean region could benefit further from CTAs programme and activities.Finally, various national and regional partners with whom CTA has had a long-standing relationshiphave requested the current study which would serve to update the earlier studies done and allowthem to provide more targeted assistance to their beneficiaries.

3. Objectives and scope of the studyThe objectives of the study are as follows:

to identify agricultural information needs of key actors / beneficiaries for CTA products andservices;

to identify needs of potential actors / beneficiaries of CTA activities and services in terms ofbuilding capacity for information and communication management;

to identify potential partners / beneficiaries for CTA activities and services; to develop some baseline data to facilitate subsequent monitoring activities.


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The study should assist the three operational departments of the CTA as well as its localrepresentatives to improve and better target interventions and activities aimed at potential partnersand beneficiaries (including women, youth, private sector and civil society organisations); to have amore informed picture of their needs and aid in the elaboration of a strategy and framework ofaction. The study should also highlight where there are specific needs for CTAs products andservices thereby enabling improvement in the delivery of the same.

4. Methodology The consultant will use a combination of qualitative and quantitative rapid appraisal methodsincluding:

the desk review of available literature and information sources including the findings ofprogramme evaluations;

the conduct of face-to-face interviews with relevant stakeholders / concerned parties; the limited use of questionnaires.

The rapid appraisal approach will allow a general overview of the key issues and company /organisational profiles on a per country3 basis and may give rise to more in-depth studies as andwhen needed in the future.

5. Expected outcomes / outputOne main report per country not exceeding 20 pages according to the following table of contents:

Main report1. Executive summary2. Introduction3. Country profile summary structure and economic characteristics with particular attentionto

agricultural sector (includes fisheries and forestry): Summary of how agriculture, fisheries and forestry is organised in the country Summary of the information and communication management capacity The current source of agricultural information and services (synthesise Annex 3)

4. Needs analysis Information needs Capacity building needs (skills, training, media, ICT, equipment)

5. Conclusions and recommendations6. References

Annexes1. Terms of reference

2. Country profile

2.1 General agricultural profile (from available documentation)

Size of agricultural population (male / female / youth)

Farmed land, forests, fishing areas Agricultural systems

3 Out of 16 countries comprising the Caribbean ACP, only selected number will initially be the subjects of studies, withdomestic consultants conducting country-specific assessments. Country selection will be done by CTA on the basis ofspecific criteria.


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Agriculture in the economy (percentage GDP) Main agricultural produce and secondary products Main export markets Trade agreements that include agriculture Sectoral policy related to agriculture, fisheries and forests

2.2 Socio-economic profile (from available documentation)

Total active population, demographic breakdown Literacy level and languages Access to services (health, schools, electricity) Rural urban drift

2.3 Media and telecommunications (update / check)

Newspapers, periodicals, magazines, radio stations, television channels, Telecommunication services (fixed, mobile, etc.) Computers and Internet access

3. Profile of institutions

List of all institutions involved in agriculture and rural development activities, including

private sector and civil society organisations, with name, contact details, type and role ofinstitution Select list of key institutions involved in agriculture and rural development, with

extensive data and information on the institution, the problems faced and why it isconsidered a key actor

It is also expected that the results of this study will lead to identification / update of some priorityagricultural information themes which will feed into a possible priority-setting exercise in the regionin 2004.

6. ReportingThe country reports will not exceed 20 pages (excluding annexes). The annexes should include a listof acronyms, of persons/institutions interviewed with addresses, phone, fax numbers, e-mail

addresses (if any) as well as bibliography.

7. Timing Draft final report is to be submitted within three months after contract signature by CTA Final report due two weeks after receipt of comments from CTA.

8. Expertise neededThe expert should have a university degree or equivalent by experience. In addition, he/she shouldhave at least 10 years experience in field of agriculture, rural development or social / economicsciences. He/she must have in-depth knowledge of the agricultural sector in his/her country and beable to identify key players and institutions / organisations active in this area. The ability tocommunicate and write clearly in English is essential, while knowledge of at least one of the local

languages for communication / interview purposes is an added advantage.

The overall coordination will be carried out by Ms Christine Webster, Deputy Head, Planning andCorporate Services CTA, assisted by Mrs. Lola Visser-Mabogunje, Project Assistant.

9. Implementation schedule (CTA) Preparation/Finalisation of ToR; Identification/ short-listing of (potential) consultants; Call

for offers: February June 2004 Selection of consultants & contractual arrangements: July/August 2004


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Briefing: August 2004 Start date of contract: 1 September 2004 Implementation period 1 September February 2005 End date of contract: 28 February 2005

10. Key documents to be made available to consultants

Documents include: Cotonou Framework Agreement Excerpts of relevant sections of CTAs Strategic Plan and Plan of Action (2001-2005) Annual Reports Documents on priority information themes identified for the Caribbean region Documents on products & services provided by CTA Information Needs Relevant Country and Regional Reports 1997 CAIS Stakeholders Meeting Reports

_________________________________


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ANNEX II: COUNTRY PROFILE ANTIGUA AND BARBUDA

Source: British Broadcasting Corporation (BBC) website.http://news.bbc.co.uk/

II.1 General Agricultural Profile

Information included in the following agricultural profile is largely based on the Antigua andBarbuda Agriculture Sector Plan 2001-2005 entitled Food Security, Natural Resources and RuralDevelopment in Antigua and Barbuda prepared by the Ministry of Agriculture, Lands andFisheries in consultation with the Ministry of Planning, Implementation and Public ServiceAffairs, and the Inter-American Institute for Cooperation on Agriculture (IICA) (Antigua andBarbuda. Ministry of Agriculture, Lands and Fisheries, 2001). This is the most recent agriculturalpolicy document available. There is little local documentation of current agricultural statisticaldata: the most recent Census of Agriculture was completed in 1984 (Antigua and Barbuda.Ministry of Agriculture, Lands and Fisheries, 1984), and IICAs Agricultural Sector Analysisonly contains data up to 1996 (IICA, 1999). Current data was therefore sourced throughinterviews with Ministry of Agriculture and Statistics Division Information Systems Section staffmembers, and from online data provided by United Nations organizations and the World Bank.

The sectors role within the overall economy is primarily concerned with all aspects of food: itsproduction, processing, marketing, nutritional quality, and safety. The sector is also concerned

with the sustainable use and development of other natural resources. These encompasswatersheds, forest, agricultural land, and coastal resources, including fisheries, wetlands, beaches,sea grass, and reef systems. The conservation and sustainable use of natural biological diversity,as well as crop and livestock biodiversity are also important concerns. The sectors activities areprimarily carried out in rural communities. Rural development is therefore an important andnatural concern in efforts to maximize the potential of rural communities in food production,processing, marketing, and natural resource management.


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The food import bill is high: between 2001 and 2003 the value of food and live animal importsgrew from East Caribbean Dollar (EC$) 130.65 million (Euros 37.33 million) to EC$ 182.36million (Euros 52.11 million). Local food habits and the demands of the tourism industry dictatethe need for many food products, such as wheat and rice products, white potatoes and manytemperate fruits, that cannot be grown successfully in Antigua and Barbuda. In addition, smallmarket size and subsidized production in developed countries make the production of

commodities such as cows milk and animal feed uneconomic. Nevertheless, there is great scopefor reducing the importation of tropical fruits, fresh vegetables, salad crops, herbs and spices, andseveral meats and meat products.

Exports of food products are low: total food and live animal exports for 2001 totaled only EC$1.62 million (Euros 0.466 million). In 2002 the total was only EC$ 0.99 million (Euros 0.28million) while 2003 saw an increase: EC$ 2.89 million (Euros 0.82 million).

The Ministry of Agriculture identifies the following constraints to the sector increasing itscontribution to the national economy:

Limited, unclear and inconsistent policy framework to guide development. Ineffective institutional framework for planning, programming and management.

Inadequate water resources for irrigation. Inadequately developed marketing systems. An increased incidence and severity of tropical storms and hurricanes. Ineffective credit and investment programmes and facilities. Inadequate technology development, transfer facilities and mechanisms. Inadequate agricultural health support services mechanism Ineffective linkages between agriculture and other sectors. Inadequate technical and non-technical production assistance. Lack of adequate information and access to data of all types. High cost of production. The perception that agriculture is an occupation restricted to hard physical labour and

involving little technical or business skill.

The Ministry of Agriculture considers that the following trends will impact on the futuredevelopment of the agriculture sector in Antigua and Barbuda:

Threats

As World Trade Organisation (WTO) related requirements come into force, increasedcompetition from food imports.

Increased competition from biotechnological advances in many areas of foodproduction.

Increasing concerns and requirements regarding product safety and health risks. Increasing competition for land and water. Increasing competition for labour as availability and costs change. More frequent extreme weather events.

Opportunities Expanding markets for tropical products of all kinds. Increasing tourist interest in local foods and products. Increasing tourist interest in experiencing the natural environment. Expanding markets for safe and natural foods. Advances in information and telecommunications technology.


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II.1.1 Size of agricultural population

Relative to its small percentage contribution to GDP (see II.1.4 below), agriculturecontinues to provide a significant proportion of employment: 8% of the total labour forceof 30,000. According to the International Labour Office (ILO) for the Caribbean, thistranslates into the following figures (ILO, 2004). No data was found for the number orpercentage of youth employed in the agricultural sector:

Table 4. Employed Persons by Sex and Economic Activity

Agriculture, Hunting, Forestry and Fishery 1991 2000* 2001**

Both sexes 1,120 2,000 (estimate)

Male 820

Female 320

Fishers both sexes 985 (444 full time)

Sources: ILO Caribbean website. *FAO Aquastat website

**Caribbean Regional Fisheries Mechanism website

II.1.2 Farmed land, forests, fishing areas

II.1.2.1 Land

The total land area of Antigua and Barbuda is 440 square kilometers, Antigua being thelarger island with an area of 280 square kilometers, and Barbuda having an area of 160square kilometers. The Food and Agriculture Organisation of the United Nations (FAO)estimates that approximately 31% of the total land area (13,810 hectares) is consideredcultivable. Within this area there is production on 1,863 hectares. Eighty seven percentof the cultivated area (1,618 hectares) is under annual crops, while the remaining 13% isunder permanent crops (FAO, 2004).

II.1.2.2 Forests

The United Nations Environment Programme (UNEP) estimates that 20.5% of the land

area (9,000 hectares) is forested (UNEP, 2004). Existing estimates vary substantially in adifference of both classification systems and interpretation of forest versus scrub cover.Land under tree cover mostly small trees and scrub however, seems to have increasedsince the mid-sixties with the decline and ultimate closure of the sugar industry.Remaining tree growth is of little economic, but considerable environmental importance.

II.1.2.3 Fisheries

According to the Caribbean Regional Fisheries Mechanism (CRFM), fisheries in Antiguaand Barbuda contributed 1.6% to GDP in 2000 (CRFM, 2004). The shelf fishing area is3,568 square kilometers, while the full extent of the Exclusive Economic Zone (EEZ) isunknown: Antigua and Barbuda, including Redonda, is an archipelagic state.Negotiations with neighboring states: Montserrat, Guadeloupe, St. Kitts and Nevis,St.Barthelemy, and St. Martin with respect to the EEZ have not been completed.

II.1.3 Agricultural systemsAgriculture in Antigua and Barbuda is mainly open field extensive. There is someintensive agriculture, partly under shade: this mainly for herbs, spices, and lettuce.Livestock systems are open field and roaming, with some paddocks, but few feed lots.Poultry production focuses on egg production, and is done intensively using deep littersystems. (Antigua and Barbuda. Central Marketing Corporation, 2004)


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II.1.4 Agriculture in the economy (percentage GDP)

Over the past 20-25 years, agriculture has recorded a steady decline in growth from 15%of GDP in 1980 (FAO, 2000) to 4% in 2002. Available statistical data is as follows:

Table 5. Contribution of Agriculture to the Economy

Year % of TotalGDP

1980 15.001996 4.5 *

1999 3.5 **

2000 3.8

2001 4.0

2002 4.0

Sources: World Bank Development Indicators, 2002* FAO Aquastat, 2004

** Antigua and Barbuda Agriculture Sector Plan 2001-2005

II.1.5 Main agricultural produce and secondary products

Table 6. Main and Secondary Agricultural Products

Main products Onions, tomatoes, carrots, cucumbers, melons,sea island cotton, sweet potatoes, squash. Hotpeppers, lettuce, pineapple.

Secondary products Hot pepper sauce, jams and jellies, somevarieties of herbal teas

Source: Antigua and Barbuda. Central Marketing Corporation. Interview with staff member.

II.1.6 Main export markets

Main export markets and products exported for Antigua and Barbuda are as follows.Please note that the Production Marketing Intelligence Service (PROMIS) only recordsthe amount of produce planted, not the amount harvested and sold:

Table 7. Main Export Markets

Country Products

USA Cherry tomatoes, melons (Grown for exportonly, amount and value not available)

UK Cherry tomatoes, melons (Grown for exportonly, amount and value not available)

Japan Sea island cotton (2003, 5,854 lbs/2,655 kgs,

valued at EC$ 117,085/Euros 33,451Source: Antigua and Barbuda. Central Marketing Corporation, Gilberts Agricultural and Rural

Development Center. Interviews with staff members.

II.1.7 Trade agreements that include agriculture

Antigua and Barbuda is a member of various sub-regional, regional, andinternational trade organizations including the Organisation of Eastern Caribbean States(OECS), the Caribbean Community (CARICOM), the Association of Caribbean States


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(ACS), and the World Trade Organisation (WTO). The trade agreements to whichAntigua and Barbuda is a signatory, and which impact on the agricultural sector are:

The World Trade Organization (WTO) Agreement Antigua and Barbuda isa founding member and participates actively in the WTO.

The Free Trade Area of the Americas (FTAA) - As a member of theCARICOM, Antigua and Barbuda participates in FTAA negotiations throughthe Regional Negotiating Machinery, although human and financial resourceconstraints have prevented Antigua and Barbuda from attending any FTAAnegotiating meetings and therefore from gaining experience in the variousFTAA issues.

The African Caribbean Pacific (ACP) European Union (EU) CotonouAgreement - This ACP-EU Partnership Agreement replaces the LomeConventions and provides for WTO compatible trading arrangements,progressively removing the barriers to trade, and enhancing cooperation in allareas relevant to trade.

The CARICOM Single Market and Economy (CSME). This arrangement

will allow goods, services, people, and capital to move throughout themember states without tariffs and restrictions, and, by creating a regionaltrading block, enable the Caribbean to compete more effectively in the globaleconomy.

The greatest impact on Antigua and Barbuda resulting from implementation of a tradeagreement that includes agriculture may be the WTO negative ruling on the ACP-EUbanana regime, and the resulting implications for future output and prices that will impactnegatively not only on the balance of payments of the banana producing countries of theOECS, but also on those member states including Antigua and Barbuda that are notbanana producers. This is because of the fixed exchange rate regime (EC$ 2.70 to US$1.00) that is in place in all states that are full OECS members: the spillover effects will be

on the sub-regions holding of foreign reserves, and ultimately on the stability of theexchange rate system. (Antigua and Barbuda. Central Marketing Corporation, 2004;Antigua and Barbuda. Ministry of Foreign Affairs, 2003; IICA, 1999)

II.1.8 Sectoral policy related to agriculture, fisheries and forestsThe Ministry of Agriculture has in the past identified a lack of a clear and consistentpolicy framework to guide the development of the sector as one of the major factors thatimpact negatively on the ability of agriculture to contribute more significantly to thenational economy. The Agricultural Sector Plan 2001-2005, on which this agriculturalprofile is largely based, goes some way to correcting this situation. It is currently beingrevised to:

Reflect changes in policy brought about by the new government

administration: Antigua and Barbuda held elections in early 2004, whichresulted in a change of administration for the first time in nearly 30 years.

Incorporate more specific objectives to guide work plans and activities. Reflect the views and recommendations of civil society.


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II.2 Socio-economic ProfileThe economy of Antigua and Barbuda grew substantially during the 1990s, showing anincrease in GDP averaging approximately 7.5% over the period. According to theEastern Caribbean Central Bank (ECCB) growth was down in 2001 to 1.5% and thenincreased in 2002 to 2.1% (ECCB, 2003). The provisional figure for 2003 is 5.75%(Antigua and Barbuda. Statistics Division - Information Systems Section, 2004). Theweaker performance in 2001was largely the result both of the passage of hurricanes andstorms, and the fallout from September 11. These events impacted negatively on allsectors, especially on tourism - the main engine of growth. The expansion in 2002 and2003 was driven by a rebound