table of contents - caricom

__________________________________________________________________________________ Developing an Action Plan for Promotion of a Regional Agribusiness Sector and Targeted Commodity

Enterprises – EuropeAid/1267806/D/SER/GY – Final Report – February 2011 Page: i

Table of Contents

3.3. OPPORTUNITIES AND CONSTRAINTS TO AGRIBUSINESS DEVELOPMENT AND

COMPETITIVENESS .......................................................................................................... 214 3.4. COMMODITY CHAIN ASSESSMENTS – COMMODITY ENTERPRISE VALUE CHAINS .......... 285

SECTION 4. STRATEGY – IMPLEMENTATION THROUGH ACTION PLANS ........... 322

4.1. STRATEGIC GOAL AND OBJECTIVES ........................................................................ 322 4.2. STRATEGIC PATHWAY ............................................................................................ 324 4.3. STRATEGIC PROGRAMMING (MANAGEMENT, MARKETING AND FINANCE) ................... 330 4.4. IMPLEMENTING THE AGRIBUSINESS STRATEGY USING THE ACTION PLANS ................. 338

SECTION 5. CONCLUSIONS ...................................................................................... 450

SECTION 6. REFERENCES ........................................................................................ 454

SECTION 7. APPENDICES .......................................................................................... 458


Enterprises – EuropeAid/1267806/D/SER/GY – Final Report – February 2011 Page: 214

3.3. Opportunities and constraints to agribusiness development and competitiveness

In this section the major constraints and opportunities that have strategic impact on Agribusiness development and the overall regions competitiveness in the targeted commodities are discussed1. The approach used is that of assessing what exists, what the major findings are; what are the bottlenecks and opportunities; what are the practical solutions required in implementing activities to advance the sector. The areas of coverage are as follows:

Country Summaries - Status

Country Status as Per the Key Binding Constraints (JI-KBC)

Strengths, Weaknesses -Gaps, Challenges and Opportunities, Threats (SWOTs)

Status of Agriculture - Business Practices and Commercial Policies

Status of Business Development Services (BDS)

Regulatory and Administrative Cost Burden and Impact on Business Competitiveness in the Region

Institutional Capacities - Evaluation of the institutional and Infrastructural support for the Sector

Barriers to Intra- and Extra-Regional Trade versus International Trade

Prioritization of the Barriers for CARICOM Countries Country Summaries - Status of the Agricultural Sector ANTIGUA & BARBUDA Like all the other territories Antigua & Barbuda is conscious of the need to provide for food security/safety. In this regard the Ministry of Agriculture has identified a number of potential crops which it intends to promote, viz., tomatoes, carrots, cabbage, sweet potatoes, yams corn, onions, hot peppers, mango, pineapples, and melons, small ruminants (sheep/goat), pigs, cattle and eggs as a possibility of export. They are working with CARDI/IICA on sweet potato and corn. Water availability is a challenge as most farmers are dependent on irrigation. Like their counterparts in other territories the farmer population is over 55 years and there is a need to promote youth, who must be engaged in a more business oriented type of agriculture and with a greater level of technology. There is need for improved infrastructure –drying (onion) and storage facilities (onions/carrots) --, provision of micro-financing, greater emphasis on productivity and scheduling, development of clusters and reduction in the level of praedial larceny. There is a heavy dependence on food imports from Dominica where the huckster trade is critical. It is estimated that Dominica exports EC$30 million annually to Antigua. There are proposals to expand livestock production but a number of obstacles exist.

High cost of feed (imported) –Jamaica, St. Vincent.

High overheads – labor wage rate EC$100 to EC$120/day

need for improved slaughtering facilities (abattoir)

Deforestation caused by goats

Access to finance

1 We will focus on presenting the major highlights as there are volumes of special reports on these territories

from numerous sources, some of which will be presented in the reference section of the report.



Need for greater government support. The ADB has been facilitating the Sector with loans particularly in the area of livestock and fisheries. They are involved in a Pineapple Export project – (35 acres) with Norway – 4 acres already planted (fenced, irrigated) with twenty (20) farmers registered for the Scheme. It is also proposed to have greater involvement in onions and Sea Island cotton. Fisheries: The Japanese Government has assisted in the establishment of a processing plant and it is envisaged to produce smoked, salted, pickled products in a joint Public/Private Sector effort. The island faces competition from Guyanese and Trinidadian imports. A number of areas have been identified for attention towards more competitive operations:

high fuel costs

need for testing requirements to satisfy EU regulations, while there is a demand from Martinique, Guadeloupe and St. Martin

praedial larceny -- there are reported incidents in respect of lobsterpots and illegal fishing by Guadeloupe.

Agro – Processing: There is an Agro-Processing Association with twelve (12) registered operators engaged mainly in production of condiments, dried fruits and wines. There is need for the provision of an incubator – building/equipment. The Venezuelan Embassy is interested in purchasing processed goods, however, volumes proposed are high and processors are dependent on imported raw materials- tamarind from Dominica. BAHAMAS This country is mainly tourism oriented but there are still pockets of opportunities for the development of agriculture through protected production – plastic covering and greenhouses, primarily on the main land. In addition, there are a number of productive areas available on the outer islands, where sugar cane lands have been idle for years and there is an abundance of water. In all there is approximately 20,000 acres (mainly in Abaco, Andros) and this is seen as producing commodities mainly for import replacement, e.g., tomatoes, cucumbers, lettuce, sweet peppers (hotels and restaurants) white potatoes and onions. On Long Island and Eleuthera, which are dry, there is increased production of sheep/goats. The country will continue to be an importer of food items, but emphasis will be on replacement of imports and foreign exchange savings wherever possible. BARBADOS This country has limited land space and will continue to emphasize production of a variety of fruits and vegetables and root crops, all aimed at food security and import replacement. It is fairly self – sufficient in livestock production and seeks to further develop and promote Black belly sheep and is seeking export markets, particularly in LDCs. for its poultry. It is also a producer of Sea Island cotton, has quantities of raw cotton in storage and is pursuing opportunities to develop the final product. Onions are another commodity that is being promoted, but there is need for the development of infrastructure facilities e.g.: drying, storage and grading to minimise losses. BELIZE



This country along with Haiti, Guyana, Suriname, and Trinidad and Tobago provides the best opportunities for increased agricultural production. With its blend of local farms and Mennonite Cooperative operations the country is self-sufficient in a number of commodities and has opportunities for export. Given its location and the existing road-links, there are opportunities and potential markets in Mexico, Guatemala and mainland USA. However, this does not prevent Belize from looking at the Caribbean, the main barrier being the lack of sea transportation. The introduction of a weekly Zim vessel to Jamaica has opened new possibilities. The country presently exports Red Kidney beans and Black eye peas to Jamaica, Guyana and extra regionally as far as the Middle East. It is seeking to expand production but there are limitations in Belize and thus joint ventures in other regional countries are under consideration. Corn is another commodity which it exports to Guyana and one company is in the process of putting in equipment to produce corn meal. With corn and other additives available locally the livestock industry is fully developed and in fact, they are in the process of exporting live cattle and beef products to Mexico and Guatemala and would be looking to develop exports of beef products to CARICOM. The Belizean dairy industry is also well developed and it is forced to throw away 30% of milk production as the local market is saturated (population 300,000). As a producer of Cheddar and mozzarella as well as yoghurts and other dairy products the country is seeking export markets. Pinehill Dairy of Barbados is a Joint-Venture partner with the Belize Citrus Growers Company and uses its concentrate to produce fruit juices and drinks. In the area of food security the country produces rice, root crops and fruits and vegetables and is in the process of developing onion production. DOMINICA The island is the most active in regional trade in primary agricultural commodities. It is a major supplier of fresh agricultural produce to Antigua, St. Kitts and Nevis, Montserrat, Guadeloupe, Martinique, Anguilla, St. Marteen, British Virgin Islands and US Virgin Islands (St. Croix). One of the major undertakings is the rehabilitation of citrus – grapefruit, oranges, limes. Other developments include increased production of root crops – Dasheen, yams, tannias, and sweet potatoes – for export to Guadeloupe, Martinique and the Eastern Caribbean. Recent interest and investment by French company in the Cocoa/Coffee sub-sector has led to rehabilitation of estates. Other crops under consideration are

Plantains for food security

Bananas

Passion fruit

Breadfruit Processing

Coconuts Livestock: The main livestock are: Small ruminants – sheep/goat/rabbits (possible exports) Eggs – self – sufficient



Beef – low local consumption Poultry – production for local consumption – 147 lbs per capita Lack of a feed mill and dependence on imports has prevented development of broiler production. Like other countries the age of farmers coupled with labor shortage are concerns. The concern has been partially addressed by engaging Haitian immigrant workers and encouraging youths into agriculture. There is renewed interest in the production of bay leaf, honey, cinnamon (export) GRENADA There is a new impetus in agriculture with greater private sector involvement. Recent initiatives being worked on include: a joint venture proposal for chocolate processing; increased poultry production; establishment of a Spice Processing Plant (private sector); establishment of the Winfresh (La Sagesse) food processing plant. Also there is a proposal for further development of agro-tourism at Belmont Estate and the Spice Garden Cooperative. In order to expand its diversification programme, emphasis would be placed on large scale commercial farms with the priority commodities being small ruminants (sheep/goats); poultry; root crops (yams, cassava, sweet potatoes and dasheen for export); horticulture (anthuriums); fruits (soursop, golden apple, passion fruit for concentrate); lettuce, tomato, cucumber (for tourism); spices (hot pepper, nutmeg, clove and cinnamon); fish (yellow fin tuna for export; marlin, dolphin, snapper, grouper for the local market). There is need for technical assistance as a general lack of production/marketing information has resulted in a gap in the linkage between market information on supply and demand. Like the majority of territories, Grenada suffers from high freight and port charges, inconsistency of supply and a shortage of labour. The island is a net importer to food. The Grenada Marketing and National Importing Board (GMNIB) is seen as an overall integrator and should be encouraged to provide leading assistance within the sector as a result of its involvement in the diversification process and its responsibility and experience in export. However, in October it will become a part of the Winfresh network, through an acquisition agreement, and its outlet will be involved in distributing juices from the newly acquired processing plant in La Sagesse. GUYANA Guyana, as a result of its available land resources, has the potential to become the bread basket of the Region and is well on the way to achieving this objective. It is a major producer of a wide range of products, whether root crops, vegetables or fruits, and in this capacity is almost self-sufficient. The Government is vigorously proceeding on a course of agricultural diversification and development with increased resources targeting infrastructure and a number of feasibility programmes. There is a small export trade in non-traditional products, mainly carried out by individuals targeting Barbados. A number of small and medium–sized processors manufacture a wide range of products for the local market. Their products are promoted through the New Guyana Marketing Corporation (NGMC) which has as its new mandate the promotion of these products and to act as the facilitator to the agricultural and processing sector.



One of the commodities which lends itself to backward integration is coconuts. The country presently exports 60 plus containers of dried coconuts monthly to the Dominican Republic. With the present market for coconut by-products e.g., water, milk etc., the local production of these products should be expanded, even if this involves seeking a joint-venture partner to establish the industry locally. With the interest in this product efforts are presently underway to rehabilitate coconut estates throughout the country. The country is self-sufficient in commodities like, rice livestock and fish. Also it is a large exporter of marine products – fish, (trout, snapper, grouper and bangamary) as well as shrimp to USA and the Caribbean. HAITI The earthquake in January, 2010 exacerbated the problems facing this economically strapped country. There has been little progress in restoring the platform for economic development following the earthquake. The World Bank has received just over 10% of the over US$5.3 billion post-earthquake pledges and has approved some US$37 million to support the Government in its operations and planning its recovery efforts. Haiti has strong potential in agriculture production with a large supply of agricultural labor. The country has a population of approximately 10 million, over 1.03 million farms cultivating 1.5 million hectares. There is a high level of unemployment. Stakeholders have reported that the major gap is that of knowledge which is as result of the isolation of Haiti and the preponderance of illiteracy and ignorance among farmers and the general populace. This knowledge gap manifests itself in the low level of structured entrepreneurship in agriculture, not knowing where the marketing opportunities are except for the case of mango and marine fish exports. While efforts are made to rehabilitate the research and development facilities through support from the IDB, the supporting areas of extension and business development for enterprise development continue to be poor The main commodities produced are coffee, mangoes, sugar, rice, corn, and sorghum. The production of cocoa is on the increase so too is that of legume production, in response to seed development and distribution programmes. A wide range of vegetables (plantains, sweet potatoes, yams, cassava, pumpkin, tomatoes, okra, egg plant, red beans and black beans) are produced for domestic consumption. The main exports are cocoa, coffee, essential oils and mangoes. Its Import partners are US – 60% - EU – 12% and Export Partners – US -86% - EU 11%. Most of Haiti’s agricultural products like pigeon pea and coffee, even goats that are grown wild are marketed in the Dominican Republic as organic products as Haitian farmers cannot afford chemical fertilizer There are a number of constraints to the development of the agribusiness sector, which include:

Small size of holdings

A large underground and informal economy in trade in all sectors

Deforestation (arable land 20%, mountain – 80%) –this is readily visible in mountainous and sloping areas due to slash and burn agricultural practices

Import liberalisation

Dependence on food imports

Small number of SMEs



Lack of general infrastructure, lack of storage and other agri-related

Weak productive base

High cost and lack of access to credit

Outdated legal framework JAMAICA Like its other Caribbean neighbors, the Government of Jamaica is actively pursuing a policy of food security that would at the same time lead to some import replacement. The country is implementing a number of initiatives for cultivating rice with several joint venture partners – ADM of the USA, as well as Indian and Chinese investors -- with the intention of replacing 25% of imports (and so a target of 25,000 tons production) within three (3) years. In addition, there are several other programmes (in policy and production2) to further the food security objective. The policy environment is being reshaped through a number of projects, such as the Agricultural Support Services Project, the Rural Competitiveness Project, and a programme for Value Chain Analysis with the emphasis on competitiveness, which is under the Agricultural Investment Corporation (AIC). On the production side, emphasis is on import substitution – sheep and goat (where almost 99% is imported), peppers, coffee, cocoa and ginger. The private sector is actively involved with Grace Kennedy and the AIC involved in pepper production, and Jamaica Broilers involved in the production of sorghum for the beer and feed industry. Jamaica has traditionally been a major exporter of root crops (yams and sweet potatoes), ackee, sauces and condiments in their primary form. However, the country is responding to demands of its target markets by developing new value-added products, such as frozen sweet potato, yams and cassava, as well as prepared dinners. This shift from production and marketing of fresh producers to production and marketing of value-added products also reflected in the transformation of companies, such as Jamaica Producers into major producers of banana chips and other by-products. This company also is involved in aquaculture and marine fish development and marketing. MONTSERRAT Montserrat has been grappling with problems involved in existing with an active volcano that still has intermittent visible activity and more so recovering from the volcanic eruptions in the 1990’s. The island has a population of approximately 5000. Land space is limited and further affected by restrictions due to the volcano. In spite of the best efforts of the Government land tenure is a problem for since the volcano, the major portion of arable land is in private lands. The island is attempting to reduce its dependence on imports. Some of the major challenges are:

Lack of infrastructure

Susceptibility to acid rain

Praedial larceny (crops, livestock)

Shortage of labour

No abattoir

2 Portfolio of Projects and Programs of the Ministry of Agriculture and Fisheries - 2010. There are over

US$260 million. However a significant portion is in technical assistance and not productivity or competitive enhancement activities at the producers and supporting intuitional levels.



Proposed crops, livestock, seafood and value-added activities identified for attention are:

Mango, Guava, Breadfruit, coconut, tamarind

Blackberry, gooseberry, cashew and golden apple

Sweet potatoes, yams, dasheen (leaf) cassava, carrots, tomatoes, cucumber,

lettuce, cabbage, broccoli, pumpkins, string beans

Pigs – feral

Sheep/goat

Poultry – high cost of feed (Barbados, St. Vincent)

Seafood: (Snapper, gar, cavalla using long-line fishing)

Agro-Processing ;Recent Technical Assistance from CDB – Rehabilitation of

existing Agro-Processing Facility – identified the need for a multi purpose facility

where members of the Agro Processors Coop Society could operate. Acreages available for cultivation are targeted for the following crops: Tamarind – 10 acres; Mangoes – 4 acres; and Guava – 4 acres. These raw materials could then be used to produce jams, jellies, fruit cheese, and sauces. Areas of vulnerability include: lack of and high cost of packaging material, processing equipment, cold storage facilities and supply of raw material. There is also insufficient capacity of technical expertise and poor quality control. Although protected agriculture (greenhouse) has been introduced, utilization has been poor due to limited training. ST. KITTS/NEVIS The Island has expanded its tourism capacity and thus increased the need for expanded agricultural production. The demise of sugar has made available large acreage but the proposal is to divide the land between housing/hotel development and agriculture. On the agriculture side, there is a proposal for larger farms of 50 acres and it is envisaged that there will be allocations of 2-5 acres to displaced sugar workers. Commodity priorities are: onions, white potatoes, pumpkins, water melons, lettuce, tomato, cucumbers, and pineapples; livestock – ground beef, eggs, pork. Fisheries: while the number of fisher folks have increased there is the need for larger boats, regulations to reduce over fishing, and increased training. St. Kitts and Nevis exports conch to Martinique, Guadeloupe, and St. Thomas and lobster to St Maarten. It has a fledgling aquaculture (tilapia) interest that requires significant investments. Agro-Processing: There is support from the Taiwanese providing training in areas such as dried fruits, juices, and the production of cassava bread. Areas of vulnerabilities: The major challenges have been identified as: training for sugar workers; week market Information;, poor Infrastructure – drying/storage facilities (onions, S/Potatoes); poor transportation linkages to external markets; threat from Monkeys; institutional strengthening (Farmers Association and Coop); irregularity of supply of inputs for producers; praedial larceny; high degrees of competition from imports; limited accessibility to funding; hindrance to farming by administration – lack of support; and irrigation issues with respect to water use. ST. LUCIA



The Government has identifies a number of commodities as priorities in a process of agricultural diversification and as a substitutes for bananas. In order to realize this ambition they have embarked on a Youth Agricultural Programme with technical assistance and funding through the Caribbean Development Fund. This project will cover 1500 acres with youths 18-35 years of age and will be located in areas of: Mabayo Valley – 185 acres; Beausejour – 200 acres; and River Doree Estate – 1000 acres. This project will include protected agriculture and the Ministry’s marketing unit will work with Winfresh to market produce.

Work is progressing in Value Chain Analysis with IICA and the Belle Vue Farmers Group on salad fruits (papaya, melon, mango, pineapples) and the Black Bay Farmers Coop on pineapples. There is a push into agro-processing through the training of rural women (Babanoeau)3 but the sub-sector faces the challenges of high cost of imported packaging materials, and the lack of a Produce Chemist and Laboratory to assist in product quality control. Other issues affecting the agribusiness sector are a lack of proper production planning, shortage of labour, absence of chill/packing houses4, limited access to credit and to land, high levels of spoilage of fresh produce, high cost of inputs and limited inter-regional transportation. The existing port facilities are not geared to handle non-traditional perishables and while there are a number of groups and associations in existence, there is need for training in quality and institution strengthening. Succession planning and institutional development are issues for the Ministry of Agriculture as there will be a serious exodus of senior officers (18 retiring within the next 6 - 36 months). This could have an adverse effect on the developmental process. Private sector involvement in agribusiness is represented by Winfresh (marketing of fresh non-traditional produce) through partnership with Government in a restructured Marketing Board, Consolidated Foods Ltd. a food distribution company. It is a primary purchaser of local fresh and processed produce (EC$1 million per week). There is an adequate supply of air/sea transportation available – Geest, Tropical, Seafreight, Bernuth, Amerijet, American Airlines, Virgin Airlines and BEA. ST. VINCENT This island has historically been a major supplier of root crops – dasheen, eddoes and sweet potatoes to the Southern Caribbean especially to Trinidad. It has history of strong small farmer organization and associations. It currently has a leading farmer’s association (Eastern Caribbean Trading Agriculture and Development Organisation- (ECTAD)) which is the headquarters for the Caribbean Farmers Network (CAFAN). Through ECTAD there are programmes to improve production, planning and expand production with a view to maintaining consistency of supply by focusing on the export market for root crops. Winfresh is presently operating an agro-processing facility (Lauders Agro- Processing) – frozen root crops and fruit concentrates. Under Fair Trading Label, Winfresh has a number of farmers producing fresh produce for shipment to the U.K. Unfortunately there is no relationship between WINFRESH and CAFAN. There is a regular inter island trade as huskers move produce Monday through Thursday (mainly to Barbados and Trinidad).

3 The EC$ 1.8 million facilities was as result of EU funded technical assistance

4 In the design phase for construction in the spring of 2011



St. Vincent is the main supplier of fresh root crops to TTABA and NAMDEVCO for conversion into frozen soup packs and packages. There are a number of farmers’ groups established in addition to ECTAD, such as the Pineapple Growers Association, Organic Farmers Association, Poultry Producers Association and Fisheries Cooperatives. The agro-processing sub-sector is small and lacks a Produce Chemist Laboratory and specific factory space. Agro-processors suffer from the high cost of bottles, labels and other packaging materials which are all imported. There is potential for supply of fresh produce to hotels –select greens, fruit plates and concentrates/juices. However the problem is reliability of supply. There is need for some post-harvest training to hotel chefs The fisheries sub-sector exports yellow fin tuna and red snapper to Martinique and the USA. Air freight is a challenge since the main island and production point in St. Vincent and the Grenadines is only serviced by LIAT airline which flies turbo-prop plans to St. Lucia, Barbados and Trinidad and Tobago. There are no direct flights to the USA and hence there is a challenge regarding air transportation into the US. There is reliance on Amerijet for movement of cargo, however there are no scheduled times for the Tuesday weekly arrival of this service. SURINAME Suriname has a large supply of land available for agricultural production. The country is divided into four (4) regions: (a) West Region bordering Guyana which is mainly in rice production; (b) the middle region with vegetables and livestock (Cattle, pigs, sheep/goat, poultry) production; (c) East region, which is dominated by vegetable production; and (d) Interior (Hinterland) with a large expanse of land, limited access and slash and burn cultivation methods, this area. Suriname also has vibrant marine fisheries operations. Suriname is in the unique position of Europe association through its former ties to Holland. This allows it to have access to European markets, as transportation is available. Their focus over the next five (5) years will be on European markets supplying seafoods and bananas. In order to expand production they will move to organize farmers into groups, while their programme will emphasize the following: Fruits mangoes, citrus (processing), West Indian cherry and pineapples Vegetables for Europe, long beans, egg plant, tomatoes, cucumbers, hot peppers, pumpkin, okra Root Crops cassava, sweet potatoes, yams, dasheen, ginger Tree Crops breadfruit Cereals/Pulses/Nuts rice, corn (feed) groundnuts, soyabean Horticulture heliconias, ginger lilies They are actively seeking joint ventures in sheep and pig production. There is limited agri-processing. Recently a number of vegetable exporters formed an association to process bora beans, sweet peppers and blanched/frozen root crops for export to Holland. They will be supplied by their own production. Marine product exports to Holland is estimated at 50 - 60 tons/weekly. There is some production of coconut water. Like most other territories there are challenges of high



freight charges, non-tariff barriers, import taxes (VAT), availability and cost of packaging materials. Hotels purchase local produce such as pineapples, bora, broccoli, papaya, root crops, mangoes, melons, strawberries, concentrates of passion fruit, and West Indian cherry, and seafood. TRINIDAD AND TOBAGO Trinidad and Tobago is a major producer of many commodities and it has the advantage of being a source of cheap energy, which in consequence makes it an ideal location for the production of agro-processed value added items. Both the National Agricultural Marketing Development Corporations (NAMDEVCO) and the Trinidad and Tobago Agribusiness Association (TTABA) have begun this process producing a range of frozen/packaged root crops, and soup packs based on imported raw materials from Guyana and St. Vincent. These products are widely available in all retail markets. The closure of the sugar industry has allowed the former acreage to be made available for diverse agriculture production and the Government has made some allocations of this acreage for small holdings as well as a programme of large farms. These farms are expected to become a major supplier for both the fresh and processed sector and export markets. In the area of research and development, in addition to CARDI and UWI, there are agencies such as the Sugar Cane Feed Centre (SFC) and the Seafood Industry Development Company (SIDC) which are experimenting in livestock and seafood respectively. These organizations have done considerable work on cattle, goats, pigs, tilapia, ducks, rabbits and associated areas such as feed regimes and breeding. The Agricultural Development Bank has developed a Crop Protection Insurance Plan to assist farmers suffering from flood damage, but it has not been given government approval for implementation. NANDEVCO has initiated a market information system which has been applauded by farmers, traders and the public at large, its success has been recognized regionally and a number of countries have requested assistance to develop a similar system. Much work is now being undertaken in the area of Value Chain Analysis and Mapping by CARDI, IICA and FAO and it is hoped that the end result of these undertakings regionally would go a far way in the process of improving the competitiveness of commodities. As production planning improves and when there is greater coordination in production, Trinidad has the facility to develop into the agro-processing centre for the Region.

3.3.1 Country and regional status as per the key binding constraints

As stated in Sections I and 2, the Jagdeo Initiative (JI) forms the framework for the overall assessments of the key binding constraints (KBC) to be addressed in order to unlock the doors for economic growths development and overall prosperity for the agribusiness sector to contribute to the various territories and the region as a whole. During the investigation the consulting group evaluated the platforms (means and procedures) and the status of each territory in addressing these KBCs. The results have



been mixed, with some countries advancing on implementing procedures to mitigate these constraints while others were slow in adapting or developing procedures to reduce these constraints. There were some constraints that were structurally difficult to be addressed due to significant resources and investments that would be required to ameliorate them, for example, transportation. While other constraints could not be addressed satisfactorily, as there were significant gaps and the lack of entrepreneurial acumens to implement the measures required, e.g. market failures due to unsustainable market arrangements. Equally there were casual associations and dependencies that made some of the KBCs appear unsolvable, e.g. is it securing markets before transportation or transportation before markets, or land distribution to drive the others, etc. The following highlights the current status of the various countries and the verifiable measures implemented to reduce the KBCs.



Table 3.3.1.1 Antigua and Barbuda

Country mitigation measures in ameliorating KBCs in agribusiness subsector in the CARICOM region – Jagdeo Initiative

Key :

IFI = Inadequate financing and investment IOAHFSR = Inefficient and outdated agricultural health and food safety regulations ILWRD = Inadequate land and water resource distribution DUDRM = Deficient and uncoordinated disaster risk management WNMIIS = Weak and non-integrated market information and intelligence WLPPGMS = Weak linkages and participation of producers in growth market segments IRDE = Ineffective research and development (extension) LSHR = Lack of skilled human resources DUCPS = Disorganised, uncoordinated private sector ITSP = Inadequate transportation system, particularly for perishables/postharvest infrastructure

Mitigation measures IFI Programme through Antigua Development Bank (ADB) re-lending of ECCB EXIM

Bank funding used in financing the Pineapple Project with 20 farmers of 35 acres for exports to Norway Small Business loans to farmers (livestock and fisheries) at 6.75% loan of limit of USD30,000

IOAHFSR Signatory to the CAHFSA ILWRD No action DUDRM No action, except housing of the coordinate responses and the conference in June

2010 WNMIIS No action – non-existent, not even an Agriculture Statistics Division WLPPGMS No action

No farmer association Poorly organised marketing cooperation

IRDE CARDI Station conduct research on island No programme in the ministry Seeking to restructure the extension service currently only four extension officers covering six agriculture zones

LSHR USDA for training in extension, two persons in extension No Information on the number of students in the undergraduate, and post graduate programmes

DUCPS Strong credit union system Weak sector – exports from Dominica and Guyana estimates at USD10 million per annum No agricultural association Strong private sector Importers Dormant agro-processors’ association with 12 members

ITSP New Abattoir – needs upgrading One private packing facility Participation in the OTDC (OECS Trade and Distribution Company) Presence of air cargo facility exits with – Amerijet, Virgin, BEA Ocean – served by Tropical, Sea freight, GEEST

Source: Summary data and information from stake holders during investigation April–August, 2010 – CSIP/CARICOM Investigation, September 2010



Table 3.3.1.2 Bahamas


Key :


Key Binding Constraints

Mitigation measures or lack thereof

IFI Bahamas Development Bank make loan available up to USD200,000. Serving the needs in agriculture and fisheries, and other non-agricultural areas like services, transportation, tourism and light manufacturing

IOAHFSR Signatory to the CAHFSA Need to upgrade internal system

ILWRD Land lease programme on the islands of Andros and Abaco where there are over 20,000 acres available

DUDRM Recognised by no action to date WNMIIS Bahamas Agricultural and Industrial Corporation and the Planning Unit of the

Ministry of Agriculture collects production data and provides marketing information - improvements are needed Agriculture Statistics Division present in the Ministry but needs to be upgraded

WLPPGMS Bahamas Livestock Farmers Association Bahamas Agricultural Producers Association Bahamas Cooperative Credit League Bahamas Sponge Exporters

IRDE Both research and extension service weak and needs upgrading LSHR College of the Bahamas has student training in the areas of applied research,

applied technology transfer and enterprise development No hard Information on the number of students in the undergraduate, and post graduate programmes locally or overseas

DUCPS Strong private sector Importers Weak private sector participation in domestic and export food operation Strong private sector participation in the areas of marine fish exports

ITSP Seven small produce handling facilities which also serves as buying points (Andros – 1, Eluthera -3, Exuma -1, Cat Island – 1, Long Island – 1) Presence of Air cargo facility exits with – American Airline, and Continental Airlines Ocean – served by Tropical




Table 3.3.1.3 Barbados


Key :




IFI Barbados Agency for Micro-enterprise Development (BAMD) provide USD250– 50,000 loans and Business Development Services Enterprise Growth Fund Limited ( EGFL) provides loans to farmers loan of USD25,000–50,000 and Business Development Services Barbados Industrial Development Corporation created two agro-processing industrial estates

IOAHFSR Rigorous programmes by the Plant Quarantine Unit especially pest risk assessment (PRA) Signatory to the CAHFSA Training programme by COSQ

ILWRD Land lease programme by the government DUDRM Recognised the need but no action WNMIIS BAMDC collects production data and provides marketing information

Agriculture Statistics Division and Planning Unit of Ministry of Agriculture WLPPGMS Barbados Industrial Development Corporation support to exporters, agro-

processors linking them to companies in the US, Canada and UK for products ranging from sauces, condiments and maubi

IRDE CARDI Station on island Extension service currently upgrading

LSHR No Information on the number of students in the undergraduate, and post graduate programmes

DUCPS Barbados National Union of Fisher Folk Organisation (BARNUFO) Barbados Poultry Association (BPA) – exploring exporting eggs and poultry Barbados Condiments Producers Association Commodity associations (livestock – sheep), needs to be strengthened Strong private sector importers Strong agro-processors’ association

ITSP Exploring vessel for inter-island trade Presence of air cargo facility exits with – Amerijet Ocean – serve by all the major lines including by Tropical and Geest




Table 3.3.1.4 Belize Country mitigation measures in ameliorating KBCs in agribusiness

subsector in the CARICOM region – Jagdeo Initiative Key :




IFI Project Finance mainly form donors especially the EU Funding through the Social Security Guaranteed Finance through the Development Banks Various microfinance programmes to include Credit Unions, NGOs and Belize Small Farmers and Business Bank EU funded Roads and Infrastructure - USD32

IOAHFSR Signatory to the CAHFSA Bahamas Agricultural Health Authority implementing programmes to improve this areas, for example to clean sweep programme on animal health for exportation of livestock products to neighbouring countries of Mexico, and Guatemala

ILWRD No action the Ministry of Agriculture Ministry of Natural Resources – currently implement land lease for small farmers

DUDRM No Action – only studies WNMIIS Rudimentary in its current form

Agriculture Statistics Division WLPPGMS Cereals and grain legumes programme

Beef cattle programme Small ruminants programme

IRDE CARDI Station on island Extension service weak currently upgrading - problems in the delivery and financing of extension services Scattered ineffective research – see policy document proposal to develop the Belize Institute for Agricultural Research and Development (BIARD)

LSHR No Information on the number of students in the undergraduate, and post graduate programmes Belize College of Agriculture moved from the Ministry of Agriculture to the University of Belize Some students in agriculture trained in Cuba and the US

DUCPS Moderately to strong organised producers associations in the form of: Belize Livestock Producers Association (BLPA) Belize Marketing and Development Corporation (BMDC) BELTRAIDE and the private sector Clients Strong private sector Importers - Belize Chamber of Commerce (BCC) Strong agro-processors’ association , strong Mennonite community Belize Organic Crop Producers (BOCP), Belize Poultry Association (BPA) Pig Council, Marie Sharp, Circle C, Hot Mama and Chilly Willy – Hot Pepper Sauce Producers, Citrus Products of Belize Company Ltd (CPBL) Chunox Plantain Group, Pitahaya Growers Association, Fruta Bomba, Little Belize Exporters Ltd., Triple J and Maya – Papaya producers and exporters, Toledo Cacao Grain Association (TCGA)

ITSP Air cargo - served by American Airlines and TACA Ocean Cargo – served by La Parkan, Caribbean Shipping, Hyde Shipping Development of Feeder Roads and infrastructure – USD32 million




Table 3.3.1.5 Dominica Country mitigation measures in ameliorating KBCs in agribusiness





IFI AID Bank and NDFD5 provides small loans to farmers loan up to USD4,000

Fertiliser Input Scheme finance through the EU closing in 2010 IOAHFSR Signatory to the CAHFSA

DEXIA to conduct certification of exports ILWRD No Action DUDRM Recognised but no action WNMIIS DEXIA collects production data and provides marketing information

No Agriculture Statistics Division WLPPGMS Pineapple Farmer Association

Dominica Huckster Association Dominica Organic Produce Association DEXIA does direct exporting

IRDE CARDI Station on island Extension service weak currently upgrading

LSHR No Information on the number of students in the undergraduate, and post- graduate programmes Some students in agriculture trained in Cuba and the US

DUCPS Dominica Hucksters Association in inter-island trade in Martinique, Guadeloupe, Antigua, St. Kitts, Montserrat, Anguilla, St. Maarten and USVI - Strong private sector importers Strong agro-processors’ association

ITSP Exploring purchasing own vessel for inter-island trade Three packing house with two just newly built Participation in the OTDC (OECS Trade and Distribution Company) Presence of – Amerijet Ocean – by Tropical and Geest


5 NDFD – National Development Foundation of Dominica



Table 3.3.1.6 Grenada Country mitigation measures in ameliorating KBCs in agribusiness





IFI Grenada Cooperative Bank provides funding for agriculture IOAHFSR Signatory to the CAHFSA

Testing and Certification done by the Produce Chemist Lab , this requires funding for upgrade and capacity

ILWRD No Action. However, has significant amounts of government estates DUDRM Recognised but no action WNMIIS Information is collected by the Grenada Marketing and National Import Board

(GMNIB) collects production data and provides some marketing information No Agriculture Statistics Division Market intelligence system weak

WLPPGMS GMNIB does direct Exporting Grenada Nutmeg Association (GNA) De la Grenade Industries Noelville Industries

IRDE CARDI Station on island – does most of the research Extension service weak currently upgrading

LSHR No Information on the number of students in the undergraduate, and post graduate programmes Some students in agriculture trained in Cuba and the US

DUCPS Strong private sector Importers Strong agro-processors

ITSP Participating in the OTDC (OECS Trade and Distribution Company) Presence of Air cargo facility exits with – Amerijet, BEA, American Ocean – served by Tropical and Geest




Table 3.3.1.7 Guyana Country mitigation measures in ameliorating KBCs in agribusiness





IFI GUYANA has implemented a US $6.9 million from IFAD for Rural Enterprise and Agricultural Development Programme

Guyana also has a World Bank USD5 million Conservancy Adaptation Project Financing (USD469,635.52) has also been made available from the

Government of Spain for a project to be implemented in the hinterland Rupununi District where indigenous peoples will be encouraged and supported in the production of rice and beans

The ASSP is designed to rehabilitate drainage and irrigation structures, organise farmers to manage the Operation and Maintenance [O&M] of rehabilitated structures and support rice research and agricultural diversification. This is an IDB funded project worth USD20 million

IOAHFSR Signatory to the CAHFSA IDB funded Agricultural Export Diversification Project has an Agricultural

Health and Food Safety Component ILWRD Lands have been leased on a long term basis (up to 99 years) for between

USD1.00–2.50 per acre per year renewable. Investors have been provided with investment incentives, mainly in the form of a waiver of duties and taxes on all farm machinery and other items

4,500 acres committed to farmers in the Pameroon River Areas

DUDRM World Bank mission undertook pre-feasibility study in March 2010. Guyana participated in the Regional Symposium on Agricultural Insurance

setting up of the network of Doppler radars Excessive Rain Insurance by end of 2010 through the Caribbean Catastrophe

Risk Insurance Facility (CCRIF) WNMIIS GUYANA is expected to benefit from associating with NAMDEVCO of Trinidad

and Tobago in developing an appropriate Market information System

WLPPGMS Some activities to deal with this constraint include Identification of Rural Groups and needs assessment in Regions 2, 3, 4, 5, 6 and 10;training of Service Providers and Stakeholders in Market and Rural Enterprise Development; Establishment of Business Facilitation Centres in Regions 2,3, 5,6 and 10; launching of the Agriculture Marketing Information System (AMIS); launching of the Guyana Agriculture Producers Association (GAPA); formation of the Guyana Non-traditional Agriculture Exporters’ Association

IRDE An enhanced extension service has been developed and is being implemented

The Livestock Development Authority which will soon be created is expected to continue recent efforts in improving the genetic material of livestock such as cattle, pigs, small ruminants, duck etc.

NARI to be engaged in sheep production reach, germplasm research

LSHR The Guyana School of Agriculture has introduced a fisheries programme and also taken its classrooms into the rural districts. The Ministry of Agriculture signed A

Memorandum of Understanding (MoU) with the University of Guyana (UG) and



McGill University was signed, which will pave the way for engineers to read for a Post graduate Certificate in Water Resource Management. A batch of 24 engineers has commenced training with 15 persons being drawn from National Drainage and Irrigation Authority, the Guyana Sugar Corporation (GuySuCo) and Mahaica Mahaicony Abary/Agri Development Authority

CUBA,-students were sent on Scholarships do pursue studies in Agronomy, Veterinary Science, Engineering and Livestock production

DUCPS Guyana Agricultural Producers Association has been resuscitated

ITSP USD10 million) will be spent on developing road access in the hinterland

USD 38 million will be spent on roads and bridges to foster a more efficient transport system

Modification and extension of the Parika and Supernaam stellings at a costing excess of USD700,000 will see a more efficient ferry service which will facilitate a more efficient river transport system which will see reduce losses on perishables

A refrigerated trucking service for farmers/exporters was launched in 2009 together with five refrigerated containers, the first cold chain support system to rural farmers., A pack house with cold storage facilities is slated to be constructed at the International Airport. Another airport closer to the city will soon facilitate regional flights which would create more options for transport.

Presence of air cargo Facility exits with – LaParkan and Ameriject Ocean – by Tropical and LaParkan




Table 3.3.1.8 Haiti Country mitigation measures in ameliorating KBCs in agribusiness





IFI Funding for agriculture done mainly by donor agencies. Present seed programme funded by USAID, and the Resuscitation of Research Labs by IADB

IOAHFSR Recognised as an issue but no infrastructure or resources to address this issue certification of exports of mango by donor agencies in collaboration of the exporting association

ILWRD No action – recognised but not resources or capacity to address this issue DUDRM No action – recognised but not resources or capacity to address this issue WNMIIS This area is extremely week and was made worst after the Hurricane

production data and provides marketing information FAO has conducted initial based line and is now conducting a full Census Agriculture Statistics Division currently upgraded and supported by FAO

WLPPGMS Mango Association [(ANEM) Association Nationale des Exportateurs de Mangues] does direct Exporting Agriculture Cluster consist of over 30 NGOs

IRDE Research supported by IDB funding and ministry personnel Extension service weak currently upgraded

LSHR No Information on the number of students in the undergraduate, and post graduate programmes Some students in agriculture trained at the national university, in Europe and the US

DUCPS Strong private sector importers Strong Mango Exporter Association Numerous NGOs with limited capacity and resources

ITSP Need packing Houses and postharvest infrastructure Presence of air cargo facility exits with – American Airlines, Spirit Ocean – served by Seafreight




Table 3.3.1.9 Jamaica Country mitigation measures in ameliorating KBCs in agribusiness

subsector in the CARICOM region – Jagdeo Initiative

Key :




IFI The Caribbean Development Bank Special loan facility The Ministry of Agriculture and Fisheries Financial Access for Responsible (F.A.R.M.) which seeks to assist farmers in accessing financial resources from participating Approved Financial Institutions (AFIs). These include: Jamaica National Small Business Loans Limited, Nation Growth Microfinance Limited, and National People's Cooperative Bank of Jamaica, Bank of Nova Scotia and National Commercial Bank. These rates are being offered at a rate of between 7,895 and 13%.

IOAHFSR Jamaica is not a signatory to the CAHFSA Bureau of Standards, Plant Quarantine Division Certification of Farms is done by the Jamaica Bureau of Standards, Packinghouse (RADA) and Exports (JEA)

ILWRD The Agriculture Land Use Policy (ALUP) is a new policy that is being developed by the Ministry of Agriculture and Fisheries to: - Create a single, viable and sustainable approach to develop agricultural lands, and - Consider the rationalisation of several pieces of legislation and regulations that currently govern the industry. The Arable Lands Irrigated and Growing for the Nation (ALIGN) programme aims to put the most arable land with access to water back into productive use. The programme will be spearheaded by National Irrigation Commission (NIC).

DUDRM The Ministry of Agriculture and Fisheries has instituted a National Agricultural Disaster Risk Management Programme in response to significant damages sustained by the agricultural sector over a four year period. The programme, managed by a special Disaster Management Committee, has established a structure and mechanisms for adequately preparing and responding to natural disasters. The Disaster Committee is comprised of representatives from the Office of Disaster Preparedness and Emergency Management (ODPEM), the army, Non-Governmental Organisations (NGOs), agricultural input providers, the Fisheries Division, the Jamaica Agricultural Society (JAS) and other interest groups. Sub-committees headed by the Rural Agricultural Development Authority (RADA) Parish Advisory Boards, has been established in every parish. In addition, the Government of Jamaica has requested support from the World Bank to design and implement a country strategy for managing weather risks in the agricultural sector. The Bank engaged a consultant who examined the physical infrastructure that is required to develop a parametric agricultural insurance scheme in Jamaica. In addition to that there was the IDB grant funded study which assessed the legal and regulatory framework for the introduction of agricultural insurance in Jamaica.



The World Bank also carried out a pre-feasibility study (pilot study) in the parishes of Portland and St Elizabeth of which various options were developed. These options will be presented to the Ministry of Agriculture soon. The World Bank is also working with the Coffee Industry Board (CIB) to institute a parametric insurance model for the Coffee subsector.

WNMIIS The Ministry, through the Agribusiness Co-ordination Unit has sought to improve marketing intelligence through the collection of weekly farm gate, municipal markets, retail and wholesale prices of 14 crops. These prices are distributed via email to approximately 1900 persons and published weekly on the Ministry’s and the RADA website. RADA extension officers also share this information with farmers in their extension area. This is a short term measure being taken by the ministry to reduce information asymmetries in the fresh food market to enable farmers to negotiate higher prices for their commodities and consumers to be aware of average prices of these crops in the markets to enable them to make informed choices. This is a short term measure as the ministry is currently upgrading of the software of the current marketing information system, Agribusiness Information System (ABIS) that will provide a suite of services to farmers and end users with the aim of reducing information asymmetries between both groups, and maximising the revenue earned by farmers for their produce. There is also the MAJIC project.

WLPPGMS Organisation of farmers in groups to encourage clustering of activities to take advantage of shared knowledge, technology on production methods, and marketing for crops or livestock. This requires farmers and farms to be registered and community based farmers’ organisations to be established and serviced by extension support. Over 30,000 farmers have been organised into 826 production marketing organisations to coordinate production and marketing among small groups of farmers. The government is promoting a value chain approach to agricultural development in order to forge greater linkages among farmers and other actors along this chain. In this regard, the Ministry of Agriculture and Fisheries under the ALL ACP-EU Commodities Programme received assistance from the International Trade Centre (ITC) to develop a subsector strategy for roots and tubers, fruit and vegetables and herbs and spices. The strategy was developed through consultations with all stakeholders in the agricultural sector and especially those along the value chain. This process was private sector driven and has led to the forging of greater linkages between farmers and buyers of agricultural produce (such as supermarkets, hotels, restaurants and agro-processors). These groups have gained a greater understanding of the nature of each other’s perspective operations and challenges that faced at each point of the value chain. Discussions facilitated by ITC enabled farmers to better understand the requirements of the various market segments and the need for them to focus on producing for the market, as opposed to tradition and personal preference. This exercise has resulted in the identification of 6 pilot projects which links farmer to processors to create value-added products. The Food and Agricultural Organisation is implementing the Italian government funded “Promoting CARICOM/CARIFORUM Food Security” project over a three- year period. The project has a value chain component which will support the establishment of institutional at the regional and national levels for increasing overall value of food products produced, traded and consumed. The project will develop action plans on the value chain for selected commodities. Jamaica will benefit from a value chain analysis on ackee, a popular export. In recognition of the challenges associated with weak linkages between farmers and other actors along the value chain, the ministry created an Agri-business Co-ordination Unit to strengthen the synergies between farmers and end users of



agricultural produce and to enhance its marketing capacity. This Unit has conducted demand studies of local produce for varying market segments in the domestic market and has explored the market potential of main crops in the traditional Diaspora market in North America. The Unit has also been actively working to link farmers to end users of agricultural produce such as established processors, fast food stores, and exporters. Processors are being encouraged to use local produce as a substitute for imports in their operations. In addition, major food processors and fast food stores are being encouraged to use local tubers in their packaged snack and fast food operations, respectively. This collaboration has resulted in the production and marketing of cassava chips in two flavours (for local and export markets), sweet potato chips, dasheen chips, and packed peanuts. Local juice processors fruits have also increased the use of local fruits and vegetables in their operations for the local juices and beverage market. Fruits utilised include carrots, mangoes, melon, cucumber, sorrel, of Otaheite apple and June plum.

IRDE The Research and Development Division within the Ministry of Agriculture and Fisheries operates five major programmes namely livestock research and improvement, crop research and development, plant protection, apiculture research, extension and regulation and post-entry quarantine. The ministry also collaborates with other research and development agencies such as the CARDI, Universities and SRC

LSHR The Ministries of Agriculture and Education have been in dialogue with regards to the restructuring of agricultural education programmes. These include: Knoclava Programme will be restructured to produce agricultural technicians at the level equivalent to the output of Heart Ebony Park. Discussions with University of the West Indies Mona, the Ministry of Education and the Ministry of Agriculture and Fisheries to develop a School of Agriculture appropriately resourced and offering the mix of programmes consistent with the demands of a modern agricultural sector. Extension – doubling of cadre of extension staff Marketing – Agribusiness Coordination Unit created in Ministry of Agriculture and Fisheries to integrate production and marketing chains Business Support Services – Investment Unit created to provide business support services to farmers, including the preparation of business plans

DUCPS The Ministry of Agriculture and Fisheries has been in dialogue with the private sector to operate postharvest facilities on a lease basis that have been constructed by government. The ministry is seeking to establish cold storage, ripening houses, postharvest processing and packaging facilities, including pepper mash facilities and a yam packaging house for lease to private sector interests. Ministry of Agriculture and Fisheries, primarily through its agency, the Jamaica Dairy Development Board (JDDB), has provided logistical support and has been engaged with the Beef and Dairy Producers’ Association of Jamaica (BDPAJ) in the development of a programme for the Revitalisation of the Cattle Sector. The CIB collaborates with NGO’s in issues relating to environmental protection and in promoting sustainable agricultural development in critical watershed areas The Export Division of the Ministry of Agriculture and Fisheries works with community based spice associations to implement its spice industry development programme.

ITSP The Government of Jamaica recognises that public/private sector partnerships are



critical to the development of the agricultural sector. The Ministry of Agriculture and Fisheries has been in dialogue with the private sector to operate postharvest facilities on a lease basis that have been constructed by government. This is in recognition of the role of government as a facilitator of economic development. Government however recognises that the private sector may not have the capital or perceive the need to construct critical infrastructure such as postharvest facilities which are necessary to foster the development of trade-production linkages in the agricultural sector. In this regard, the ministry is seeking to establish cold storage, ripening houses, postharvest processing and packaging facilities, including pepper mash facilities and a yam packaging house for lease to private sector interests. The country is well serviced by the major air and sea carriers.


Table 3.3.1.10 Montserrat Country mitigation measures in ameliorating KBCs in agribusiness


Key :


Key Binding Constraints Mitigation measures or lack thereof IFI NDFD provides small loans to farmers at 8%

DFID formerly had a revolving fund IOAHFSR No action ILWRD No action DUDRM No action WNMIIS No central marketing operations

No farming cooperatives Statistics on fish production collected

WLPPGMS No action IRDE No action LSHR No Information on the number of students in the

undergraduate, and post graduate programmes CARDI on island

DUCPS Agro-processors co-op society

ITSP Dependent on irregular ferry Source: Summary data and information from stake holders during investigation April–August, 2010 – CSIP/CARICOM Investigation, September 2010



Table 3.3.1.11 St. Kitts and Nevis Country mitigation measures in ameliorating KBCs in agribusiness


Key :


Key Binding Constraints Mitigation measures or lack thereof IFI NDFD provides small loans to farmers at

15%

Development Bank 12-14%

Credit Union IOAHFSR No action ILWRD Farms on idle sugar lands

Water collection DUDRM No Action WNMIIS No central marketing operations

Farming cooperatives

Statistics on fish production collected WLPPGMS Agro-processors’ association

Fishermen cooperatives IRDE CARDI on island

Extension Services to sugar workers LSHR No Information on the number of students in

the undergraduate, and post graduate programmes

DUCPS Agro-processors’ co-op society ITSP Participation in the OTDC (OECS Trade and

Distribution Company)

Presence of Virgin, BA, Icelandic

Ocean – by Tropical Source: Summary data and information from stake holders during investigation April–August, 2010 – CSIP/CARICOM Investigation, September 2010



Table 3.3.1.12 St. Lucia Country mitigation measures in ameliorating KBCs in agribusiness





IFI Finance for banana farmers through the Bank of St. Lucia Finance for fertiliser through WINFRESH and Bank of St. Lucia Finance for non-banana enterprise difficult Renew interest by the Development Bank but it lacks the capital

IOAHFSR Signatory to the CAHFSA Bureau of Standards, Plant Protection and Quarantine (PPQ) Division Certification of farms, packinghouse the Ministry of Agriculture

ILWRD Land use policy currently reviewed with emphasis on youth in agriculture and the allocation of over 1,500 acres under the ministry’s programme

DUDRM Banana – Wincrop Insurance. No programme for non-banana crops WNMIIS Marketing information collected by the Ministry of Agriculture. Production

information also collected by the Ministry Strong Agricultural Statistical Unit and Central Statistical Office

WLPPGMS WINFRESH initiative in exporting non-traditional export products Exporter Association and Cut Flowers Association require support to build their capacity Private agro-processors especially for sauces, condiments and chips SLMB exports directly to US and Canada Farming groups linked to hotel markets, e.g, Blackbay Farmers, and Bellvue, and Salibus

IRDE CARDI Station on island with strong research programme Research Unit at the Ministry of Agriculture moderately strong Extension service weak needs upgrading

LSHR No Information on the number of students in the undergraduate, and post graduate programmes Students in agriculture trained in the Caribbean, US, Canada and UK

DUCPS Strong private sector Importers Major super market operator working with local farming groups

ITSP Participating in the OECS Distribution and Transportation Company project Three Inland receiving centres for banana No central packing house for other produce, but plans are place to expand rural; servicing centres in Blackbay, Anse Ger, Babbonneau, and the development of the Agricultural Mall at Cul de Sac air cargo facility exits serviced by Amerijet, BEA, Virgin, American Airlines Ocean service by Tropical, Geest, Seafreight and La Parkan




Table 3.3.1.13 St. Vincent and Grenadines Country mitigation measures in ameliorating KBCs in agribusiness





IFI Finance for Agriculture through NCB and the NDF for small scale agricultural operation. Availability of finance and access continue to be major constraints

IOAHFSR Signatory to the CAHFSA Bureau of Standards, PPQ Division of Ministry of Agriculture Certification of farms, packinghouse are done by the Ministry

ILWRD Land use policy under reviewed to determine allocation of land. Some government estates have been allocated in the 1990’s with others in the planning and initial implementation stages

DUDRM Recognised but there is no-action for non-banana crops WNMIIS Production and marketing information collected by the Ministry of Agriculture

and Agricultural Statistical Unit in the ministry WLPPGMS Effort by the ministry in support programme developed by the Lauder Agro-

processors ECTAD initiative for exportation of root crops

IRDE CARDI Station on island conducting research Extension service moderate but still needs upgrading

LSHR No Information available on the number of students in the undergraduate, and post graduate programmes Students in agriculture trained in Caribbean, US, UK and Canada

DUCPS There is strong participation in inter-island trade in to Trinidad and Barbados. Also strong export programme of marine fish to the French islands Well developed private sector Importers Strong programme of exporters exporting non-traditional products to UK, US and Canada

ITSP Participating in the OECS Distribution and Transportation Programme Currently has two major Central packing house and three inland receiving centres Air cargo serviced by Amerijet Ocean cargo serviced by Tropical and Geest




Table 3.3.1.14 Suriname Country mitigation measures in ameliorating KBCs in agribusiness





IFI Farmers are able to secure financing from two main sources. There is a microfinance programme offered by the Credit Union where farmers can receive up to USD3,000. The other source is from the agriculture bank. Its portfolio is 60% agriculture with 1000 loans amounting to USD18 million. Most of the loans are for industrial agriculture e.g. rice (40%) banana (40%). The other 20% for vegetables

IOAHFSR Signatory to the CAHFSA Initiative to set up a Standards Bureau and Food Safety programme in six months

ILWRD There is a significant amount of abandoned estates which are the old sugar lands, but there is the need for a comprehensive Land Use Policy

DUDRM Recognised the need but there is no initiative currently WNMIIS Production and marketing information is collected by the Ministry of

Agriculture. There is an Agriculture Statistical Unit WLPPGMS Exporters’ association (8 main exporters)

Association of Poultry Farmers in Suriname Foundation for Women in Agriculture Suriname Business Centre Vegetable Growers Association

IRDE Research carried out by the Ministry of Agriculture Extension service provided by the Ministry of Agriculture

LSHR No Information on the number of students in the undergraduate, and post- graduate programmes Agricultural students trained in Holland

DUCPS Strong private sector Importers ITSP Air cargo facility exits with KLM, La Parkan, Amerijet

Ocean - Seafreight and La Parkan Source: Summary data and information from stake holders during investigation April–August, 2010 – CSIP/CARICOM Investigation, September 2010



Table 3.3.1.15 Trinidad and Tobago Country mitigation measures in ameliorating KBCs in agribusiness





IFI Agricultural Development Bank with portfolio of USD30 million Ranging from microfinance (USD1,500) to large farm loans

IOAHFSR Signatory to the CAHFSA Bureau of Standards, PPQ Division Certification of farms, packinghouse – by NEMDEVCO

ILWRD Aggressive land use policy providing land under the large/mega farm programme (over 100 acres)

DUDRM Agricultural Development Bank has a risk management programme to cover flood insurance from US1, 000–20,000. However, with change of government this is on hold

WNMIIS Production marketing information is done by NAMDEVCO a model that is being adopted across the region

WLPPGMS TTABA work in developing farmers and community groups and organise production and market

IRDE Research and extension service done by the ministry Research work done at the Sugarcane Feed Centre (livestock, aquaculture, feed stock, gremplasm on cassava and sweet potato)

LSHR No Information on the number of students in the undergraduate, and post- graduate programmes Agricultural students trained in local university

DUCPS Strong private importer sector Strong and emerging exporter sector

ITSP Central Packing facilities under the management NAMDEVCO and TTABA air cargo facility exits with – La Parkan, BEA, Ameriject, American Airline, Caribbean Airways and Virgin Airlines Ocean – by all the major carriers




3.3.2 Strengths, weaknesses, opportunities and threats (SWOTs)

Regional SWOTs Table 3.3.2.1 provides the regional SWOT with specific issues as these relate to trade and commercial issues, organisational capacities and institution arrangements. The country SWOTs provide information on agribusiness sector in each country and the relevant factors that continue and will in the future affect the sector if these are not sufficiently addressed. We start out by providing a regional SWOT summary and then provide individual country SWOTs.

Table 3.3.2.1 Regional SWOTs Strengths

Availability of agricultural land – Guyana, Trinidad and Tobago

Acceptance of the policy for food and nutrition security

Self sufficiency in larger territories – poultry, root crops, vegetables

Threats

Praedial larceny and need for greater enforcement of existing legislation

Incidence of floods and drought – effect on production

Low human capital base of trained agriculturalist e.g. training for agronomists and funding for research

Dependence on food imports particularly in territories that are dependent on tourism

Age of existing groups of farmers

Pest and diseases

Adapting to external regulations, e.g. global GAP, fair trade etc

Weaknesses

Poor performance and postharvest capability leading to high level of wastage/spoilage, poor irrigation/drainage

Weak research and Innovation

Poor extension services

Major market failures – severe periods of glut/shortages

Lack of adequate transportation – intra/extra-regional – limiting development of trade

Shortage of agricultural labour

Age of existing farmer pool

Lack of policy to encourage youth in agriculture

Low level of technology

High percentage of small scale farmers

Limited R&D, both in agriculture and processing

Supply limitations affecting development of agro-processing

Outdated legislative guidelines and administrative rules regarding agriculture

Opportunities

Import replacements to reduce foreign exchange expenditure – root crops for white potatoes, onions, salad vegetables etc.

Processing of fish waste for animal feed – Guyana, Suriname etc

Utilisation of fruit/vegetable waste, cultivation of corn to expand animal feed production, increase livestock and reduce costs

Expansion of intra-regional trade by providing transport

Greater production of pulses

Increased agro-processing to satisfy demand locally, Diaspora

Improved infrastructure – abattoirs, packing houses etc. to satisfy tourist trade and reduce imports

Policy improvement by governments to provide enabling environment for increased private sector investment

Establish policy for private sector involvement in large scale farming

Establish regional market information system to facilitate production planning /scheduling

Governments to invest in financing agriculture – improvements in infrastructure, research facilities etc

Introduction and establishment of overseas trading houses to facilitate export development and market stabilisation for



agrarian agriculture commodity enterprises

Provision of accessible and cheaper funding for agriculture

Establish planned policies to encourage youths and qualified individuals to enter agriculture

Enhance productivity and production through the introduction of new technologies

Development of business orientation to agriculture

Improve productivity by opening of the agricultural labour markets by introducing migrant labours from labour surplus country like Haiti

Poor on-farm infrastructure to include but not limited to irrigation and storage

The following shows the country SWOTs BAHAMAS

Strengths

Availability of cultivable area – outer islands with abandoned estates with water (Abaco and Andros)

Captive local market – influence of tourist trade

Box. Agriculture and Climate Change – Future Threat or Opportunity Planners and policy for the agriculture sector also must be cognizant of the changing global and regional positions in respect of agriculture and climate change. It is generally recognised that climate change generally will pose challenges (droughts, floods) for farmers and cause substantial expenditure by Governments in areas such as water and soil management and protected agriculture. What is less recognised is the role of the agriculture sector in the carbon cycle and the challenges and opportunities that this pose for the sector. The agriculture sector is an emitter of greenhouse gases largely through activities consequent on disturbing the soil, the application of fertilizer, rearing of livestock, and use of transportation systems. For example in the United States of America, it is estimated that agriculture contributes 7% of the country’s greenhouse gas emissions. However, the agriculture sector also has the potential to reduce greenhouse gas emissions through the effects of increased trapping of CO2 in plants (agro-forestry and improved cropping systems) and use in bio-energy systems. These areas provide opportunities for the regional agriculture sector with efforts of the sugarcane industry for ethanol production and forestry in Guyana for carbon entrapment being worthy examples The growing global interest and debate in carbon mitigation measures has spawned interest in the issue of carbon mapping or the lifecycle carbon emissions of food. It is possible that exports from the region to Europe and North America may in the future have to contend with requirements and assessment and censure in respect of carbon emissions.



Vibrant fin fish export industry Weaknesses

Limited land space for agriculture in the Southern islands

Lack of water for irrigation on the Southern islands

Little emphasis on agriculture, more on tourism

Shortage of labour

High dependence on food imports Opportunities

Possibilities of vegetable production for import replacement on Northern islands

Expansion of small ruminants on the Southern islands

Development of agro-processing – pepper sauce and condiments Threats

Hurricanes

Dependence on food imports BARBADOS

Strengths

Existing tourist market provides opportunity for import replacement

Recognition of black belly sheep Weaknesses

Limited cultivable land area

No planning for export development

Lack of market information

Disconnect between framers and research

Lack of legislative reform

Lack of irrigation/drainage

Transportation

Labour shortage Opportunities

Possibilities for export to OECS – poultry

Development of livestock – black belly sheep

Import replacement – onions, carrots, salad greens

Direct marketing of fruit/vegetables – supermarket/school feeding

Protected agriculture

Rainwater harvesting Threats

Pests (snails)

Hurricanes BELIZE

Strengths

Readymade home market

Available arable acreages – approx. 25-30000 acres ((incl. 17,000 unused sugar lands)

Proximity to Central American market (Guatemala, Mexico) and the USA Weaknesses

Lack of clear agricultural policy

Poor postharvest facilities

Lack of domestic distribution system

Lack of agro-processing capability

Proximity to the USA encourages imports



Dependence on Mennonites

Lack of transportation – limiting export trade to CARICOM Opportunities

Improved postharvest facilities would create better production

Production of fruits and salad greens

Reduction of postharvest losses and improved distribution to increase production

Development of agro-processing industry

Expansion of exports to Central America/CARICOM

Possibility of joint ventures (JVs) (pulses, dairy) Threats

Diseases/pests

Floods

Hurricanes DOMINICA Strengths

Traditional agricultural background

Main supplier of fruits and vegetables to neighbouring countries

Close relationship with neighbouring French territories Weaknesses

Topography of country inhibits cultivable area

Weak infrastructure – farm roads etc.

Low quality of postharvest

Shortage of labour

Age of farmers

Lack of transport – external

Lack of production statistics

Weak extension services – need for restructuring Opportunities

Rehabilitation of cocoa – possibility of joint ventures

Expansion of exports to Venezuela, Martinique, Guadeloupe, Anguilla, St. Maarten etc.

Promotion of herb/spices – bay leaf, cinnamon

Agro- processing – bananas, fruits (passion fruit)

Improved quality through introduction of new pack houses be DEXIA

Greater involvement with WINFRESH Threats

Diseases (pests)

Praedial larceny

Hurricanes

GRENADA

Strengths

Available supplies of fruit – golden apples, mangoes, Soursop

Private sector involvement – Baron (peppers) o Cocoa – sector – JV o Poultry – JV o Spice Processing Plant o WINFRESH – Processing Plant o Beekeepers Association o Exports of yellow fin tuna – USA



Weaknesses

Poor allocation of Land – as most of the land are in holdings as government estates

Gaps in linkage between market information – supply and demand

Lack of standards (GAP, HACCP)

Poor marketing arrangements

Land use policy non-existent

Net food importer

Transportation problems


Security at airport

No Agricultural Statistical Unit in ministry – unable to provide production information

Opportunities

Move to value-added rather than concentration on fresh produce

Learn lessons from existing industries

Processing of herbs and medicinal plant products

Pilot plant – development of new value-added products Threats

Net food importer

Praedial larceny

Lack of risk management – flood, drought, disease, hurricane GUYANA

Strengths

Availability of cultivable land area

Restructuring of Ministry of Agriculture – more client friendly and information friendly

Rehabilitation of existing abandoned estates

Development of structured agricultural diversification

Infrastructure development (irrigation etc.)

Availability of finance for bankable projects Weaknesses

Lack of R&D and high cost of innovation

Weak extension services provided

Low level of education and low level of technology of farmers

Poor culture of workers if intention is to expand production in agriculture

Deficiency in the legal system

Marketing capability lacking

Disconnect between NARI and farmers

Lack of communication with respect to available research

Lack of financial institutions dedicated to agriculture

Lack of adequate foreign services for intra-regional trade

Existing farmers are old and no formal provision to introduce programmes for young

Inconsistency of supply of produce

Cost of material for processing (packaging material, bottles)

Institutional strengthening (GABA, farmers’ groups etc.)

Lack of financial resources for education (UG/GSA)

Underdevelopment of agro-processing sector

Lack of cold chain – effecting expansion of fresh produce export



Opportunities

Existence of Diaspora – provision of export market and possible source of new investment

Promotion and expansion of organic production

Development of vibrant agro –processing subsector as import replacement: o Coconut o Aquaculture (tilapia) o Fruit juices /concentrates o Vegetable chips o Joint Ventures – Trinidad (fresh vegetables) o Fish meal (shrimp/fish waste)

Development of savannah, (cattle, corn etc.)

Expansion of trade/investment with Brazil

Possible expansion of pulses Threats

Praedial larceny

Regional restrictions (Barbados – import tariffs)

Cheap imported raw materials/ semi-processed for use in agro-processing

Shortage of labour – affecting agricultural expansion

Flooding

Contamination of exports – narcotics

HAITI

Strengths

Large number of farmers

Fertile land in the central plateau and the costal plains

Abundant labour and low wage rate

Close proximity to US market

Language capabilities to be used for EU platform

Shelter harbour with potential trans-shipment infrastructure

Excellent marine resource base

Excellent raw material base for processing e.g. plantains Weaknesses

Small size of holding

Lack of irrigation

Lack of support to small farmers

Low level of technology

Access to credit

Limited transportation/infrastructure

Lack of storage

Insurance land tenure Opportunities

Vast labour resources

Untapped export opportunities for fruits and vegetables Threats

Deforestation

Migration from rural to urban areas

Soil erosion

Pests and diseases

Droughts/flooding

Dependence on foreign aid/food imports



Effects of import liberalisation

Low tariffs JAMAICA

Strengths

Well-defined agricultural programme by the government

Cocoa rehabilitation

Coffee rehabilitation

Reintroduction of rice cultivation – 8000 acres, 25,000 tons in 3 years

Expansion of corn/sorghum cultivation

Historical cultural history of agriculture

High level of self sufficiency in poultry, vegetables and fruits

International recognition of Jamaica as a high quality producer of speciality products

High level of informal branding of certain products Weaknesses

Development of housing construction on agricultural lands

Market failures due to severe period and gluts and shortages


Age of existing farmer pool

High percentage of small scale farmers

Limited R&D in agriculture

Supply limitations affecting development of agro-processing Opportunities

Diversification – transition from bananas to other products

Development of agro-processing – condiments, root crops


Establish policy for private sector involvement in large scale framing

Establish regional market information system to facilitate production planning /scheduling




Enhance productivity and production through the introduction of new technologies Threats

Praedial larceny

Flooding/hurricanes

Contamination of export – narcotics

MONSERRAT

Strengths

Availability of supply of fruits – 80 acres

Low population Weaknesses

Land tenure – most land owned by private sector

No abattoir for livestock slaughter

High cost of inputs for livestock

Poor or non-existent transportation



Need for training (long-line) to fishermen to increase catch

Age of farmer

Need to treat agriculture as a business

Lack of processing facilities

High cost of packaging material

Shortage of labour

Cultural behaviour of farmers Opportunities

Improved technology – greenhouses – promotion of vegetables

Agro-processing to utilise existing fruit supply

Increase production of honey – ready a market - local/regional Threats

Risk of volcanoes

Susceptibility to acid rain – crops

Praedial larceny – crops, livestock

Increase in wild animals – agouti, pigs, goats (destruction of crops) ST.KITTS/NEVIS

Strengths

Availability of discontinued sugar lands Weaknesses

Lack of marketing in formation

Cultural attitudes – individuality of farmers etc

Irregularity of supply of inputs

Lack of transportation

Poor infrastructure for agriculture (storage/drying/irrigation)

Need for retraining of displaced sugar workers

Need for institutional strengthening

Accessibility to funding – FND – rate of interest 15%

Limited agro-processing Opportunities

Expansion of agricultural production (commercial farming) using sugar lands and provision of irrigation

Aquaculture – possibility to expand to exports with infusion of capital and/or Joint Venture (tilapia)

Improved infrastructure – drying/storage for onions

Production of pepper mash for export

Expansion of production using improved technology – example of Nevis (lettuce hydroponics)

Threats

Monkey nuisance – destruction of crops

Lack of water for irrigation

Pests, drought, hurricanes

Dependence on imported food from Dominica etc ST. LUCIA

Strengths

WINFRESH – pivotal in agricultural purchases

Promotion of youth in agriculture- youth Agripreneurship Programme – 1500 acres

Tissue Culture Lab

Agribusiness incubator



Weaknesses

Shortage of labour

Limited access to credit

Access to land

High cost of inputs, packaging materials

Limited transportation

Unavailability of supplies on consistent basis

Lack of production planning

Weak infrastructure

High level of spoilage – no chilling, cold chain – HACCP

Sourcing of equipment food processors

Limited factory space available

No produce chemist laboratory Opportunities

Expansion of dasheen, breadfruit – fresh and processed for export

Greater utilisation of WINFRESH to market produce

Development of horticulture – anthuriums, orchids, ginger lilies – local tourism industry

Processing of fruits (mango) – cassava (farina) – plantain (chips) Threats

Praedial larceny

Lack of succession planning at Ministry of Agriculture – 18 senior officers retiring March 2011

Risk management – floods, drought, hurricane, disease ST.VINCENT

Strengths

Strong Fish industry – exports of tuna

ECTAD – strong farmers association

WINFRESH/Lauders Agro-processing – agro-processing (root crops) fruits

Accessible land for cultivation – existence of irrigable acreages

Strong small ruminant group – goat production Weaknesses

Weak supply of raw materials to processors

No produce chemist laboratory

Lack of factory space

Limited processing of seafood

Limited transportation

Relationship between CAFAN and WINFRESH lacking

Cost of energy

Lack of finance

Strengthening of marketing/clusters

Need for improved irrigation infrastructure

Need for infrastructure – farm roads

More support to farmers’ organisations

High cost of packaging materials Opportunities

Procession of fruits and vegetables

Expansion of sweet potatoes

Joint Regional Marketing – Caribbean Small Farmers Exchange in UK

Dasheen – promoting increased production



Processing of seafood Threats

Praedial larceny

Risk management – flood, drought, hurricane, disease

SURINAME

Strengths

Available land area for cultivation of fruits and vegetables

Close ties to Holland provide access to export market

Large number of Surinamese in Holland provides ready market

Availability of land/sea transportation to Europe Weaknesses

Inadequate planning leads to periods of glut/shortages of vegetable/fruit production with commensurate price fluctuations

Large land area but lack of infrastructure results in inaccessibility of hinterland. Abandoned sugar plantations not utilised for cultivation of non-traditional crops

Land tenure system inadequate making it difficult to acquire land, thus inhibiting production

Weak investment code (now being developed) disincentive to local/foreign investment

Non-existent cold chain re vegetables – lack of postharvest facilities (no cooling trucks, no packing houses). Existing cool shortage at airport resulting in losses and restricting expansion of exports

Lack of air/sea transport to CARICOM region inhibits intra-regional trade

Restrictive trade practices (import duties on local chicken production)

Lack of relevant infrastructure for testing of products

Inability to export livestock products

Reduced fisheries supply (over fishing) limits the ability of this subsector to expand

Weak/non-existent agro-processing subsector

Weak farmer associations

Seasonality of fruit production Opportunities

Huge Surinamese Diaspora (Holland) provides ready market for exports (fruits/vegetables)

Diaspora could create possible investment in bankable projects

New hotels (Hilton, Wyndham) could provide demand for locally grown fruit/ vegetables

Development of viable agro-processing subsector as import replacement on the local market:

o Vegetable chips – plantain, cassava, sweet potatoes o Pepper sauce/condiments o Pepper – value-added (oils, pepper spray) o Coconut water o Fruit juices/concentrates – cherry, passion fruit o Frozen tubers/vegetables o Semi-processed fish, shrimp, (some export of shrimp) o Fish meal (shrimp/fish waste) o Development of aquaculture (tilapia) o Pelagic fish

Development of intra-regional trade (CARICOM) with improved air/sea transportation



Organic production in hinterland Threats

Depletion of fish/shrimp supply resulting from over fishing

Trade regulations/requirements enforced (Holland)

End of Dutch financial aid TRINDAD AND TOBAGO

Strengths

Availability of lands – closure of sugar industry

Availability of lower cost energy supplies

Developed Market Information System – reproduced in region Weaknesses

Greater emphasis on industry vs. agriculture

Limited supplies of raw materials for processing

Development of housing construction on agricultural lands

Weak extension services Opportunities

Possibility of becoming agro-processing centre in the Region – root crops and vegetables

Major hub for transportation of exports


Establish policy for private sector involvement in large scale framing

Establish regional market information system to facilitate production planning/ scheduling




Enhance productivity and production through the introduction of new technologies Threats

Praedial larceny

Shortage of labour – affecting agricultural expansion

Flooding

3.3.3 Status of agriculture – business practices and commercial policies

The status of agriculture with respect to business practices and commercial polices are well documented in various reports over the last decade. These include various country annual reports; reports developed by donor and technical assistance agencies; and reports developed by the WTO. To discuss these practices and polices the frameworks that will be used are that of the targeted policy options.

In this section the various business practices and commercial policies are summarised with a view of providing an overall analysis with the intent of providing solutions via recommendations that a public/private partnership (PPP) can develop and implement strategic programmes and projects to satisfy the above policy options. We start out with a definition of what are business practices and what are commercial polices.



Business practices are firm level (in this case the farmers and supporting organisations) methods, processes, procedures and rules that are executed by the firm or supporting business organisations to enhance the production, flow and marketing of a given commodity towards the ultimate object of profit maximisation. Commercial polices are international trade and policies that are imposed by governments to regulate and administrate trade and commerce within a country. These include licensing, special permits, duty waivers, trade subsidies, tariff, import quotas, voluntary export restraints (VER), voluntary import restraints (VIE), and investments policies (government and private investment [local and foreign]). Business practices: The World Bank Group dealing with doing business has developed a group of business practices that are used ranking the efficiency in developing and operating businesses within a country. These are:

(1) Ease and cost in doing business (business formation and operation) (2) Ease and cost in starting a business and the requisite resources (3) Ease and cost of dealing with licensing (4) Ease and costs of hiring and firing employees (5) Ease and cost of registering property (6) Ease and cost of getting credit/finance (7) Ease of paying taxes, various firms and tax rates (8) Ease and cost of enforcing contracts (9) Ease and cost of closing business (10) Ease in receiving protection of investments (11) Ease in trading across borders Attempts were made to verify these by using the most relevant parameters in each country. The observation is that given the four levels of producers in any one country ranging from marginal (land less) producers, small producers, medium producers and large scale producers, the application of these criteria are not applicable among some groups. For example most small and marginal farms are not incorporated as a business and these criteria are not applicable to these farmers. Among the medium-sized and large farmers some are incorporated as business entities, and do experience some of the categories outlined, for example, licensing and certifications. In all the territories we did not observe any tax polices affecting farm income. While there were incentives to support the development of agribusiness especially among the larger farmers in the more developed territories. Producers that are engaged in export agriculture experience issues of certification for example compliance to global GAP and implementation of system of compliance. The most limiting business practices are (1), (6), and (11). The ranked results are shown in Tables 3.3.3.1 – 3. Table 3.3.3.1 Ranking in the ease of doing and starting a business

Ease of doing

business Starting a business

Economy RANK Percentile

Procedures (number)

Time (days)

Cost (% of income per capita)

Min. capital (% of income per capita)

Ease of starting a business

(percentile)

Ease of starting RANK

Antigua and Barbuda 4 0.43 8 21 9.6 0.0 0.29 7

Bahamas, The 2 0.40 7 31 8.5 0.0 0.25 5

Belize 9 0.51 9 44 50.6 0.0 0.79 11

Dominica 8 0.49 5 14 22.6 0.0 0.19 3

Grenada 11 0.53 6 20 24.6 0.0 0.29 6

Guyana 10 0.51 8 34 32.8 0.0 0.46 10



Haiti 12 0.67 13 195 227.9 22.4 0.96 13

Jamaica 6 0.47 6 8 5.3 0.0 0.06 1

St. Kitts and Nevis 7 0.48 8 45 11.9 0.0 0.42 9

St. Lucia 1 0.37 5 14 21.8 0.0 0.17 2

St. Vincent and the Grenadines 5 0.44 7 11 21.0 0.0 0.21 4

Suriname 13 0.69 13 694 112.8 0.7 0.94 12

Trinidad and Tobago 3 0.42 9 43 0.7 0.0 0.35 8

Source: Data from World Bank/IFC, Doing Businesses: Measuring Business Regulations, 2010 The countries in the region are benchmarked intra-regionally and worldwide. Intra-regionally St. Lucia is ranked as # 1 ease in doing business; while Barbados was not included in the survey, it is estimated that its ranking would be in the top five. These are followed by the economies of the Bahamas, Trinidad and Tobago, Antigua and Barbuda, and Jamaica. The lower tier includes Haiti, Guyana, Grenada and Belize and Dominica. The ease in starting a business shows Jamaica, St. Lucia, Dominica, and St. Vincent and Grenadines leading. In the Haiti, Guyana and Belize lag in developing the business environment to enhance the starting of business. Perhaps one of the most limiting business practices affecting agriculture is that of the availability of credit/finance. In fact, during the investigation in some countries the impression given is that there is an abundance of credit for agriculture. However, in digging a little deeper one would recognise that there is the perceived risk factor that makes lenders extremely sceptical in offering commercial credit in agriculture. The point is that in order to achieve the strategic goal identified of achieving significant increase in the contribution to the GDP of the region, credit and finance for production and marketing must be improved. Table 3.3.3.2 shows the ranking of the ease and availability of credit. As shown the countries with the highest level of non-credit/finance availability are Suriname and Haiti, Guyana, Antigua and Barbuda. The mid-rank countries are Jamaica and the OECS. The best options in terms of credit/finance availability are in Trinidad and Tobago and the Bahamas. This was supported in the investigation in the portfolio amounts and the cost of capital as offered by the development banks. Table 3.3.3.2 Ranking in the ease and availability of credit

Getting credit

Economy

Credit information

index

Private bureau

coverage (% of

adults)

Public bureau

coverage (% of

adults)

Legal rights Index

Sum getting credit

Ease of getting credit

(percentile)

Ease of credit RANK

Antigua and Barbuda

0 0.0 0.0 7 7 0.75 10

Bahamas, The 0 0.0 0.0 9 9 0.17 2

Belize 0 0.0 0.0 8 8 0.67 4

Dominica 0 0.0 0.0 9 9 0.17 2

Grenada 0 0.0 0.0 8 8 0.67 4

Guyana 0 0.0 0.0 4 4 1.00 13

Haiti 2 0.0 0.7 3 5 0.92 11

Jamaica 0 0.0 0.0 8 8 0.67 4

St. Kitts and Nevis 0 0.0 0.0 8 8 0.67 4

St. Lucia 0 0.0 0.0 8 8 0.67 4



St. Vincent and the Grenadines

0 0.0 0.0 8 8 0.67 4

Suriname 0 0.0 0.0 5 5 0.92 11

Trinidad and Tobago

4 41.7 0.0 8 12 0.00 1

Source: Data from World Bank/IFC, Doing Businesses: Measuring Business Regulations, 2010

Table 3.3.3.2 shows the ranking in the ease in trading across borders using, length of time for preparation of documents, the time for importing and export, cost of importing and exporting. The Bahamas, St. Vincent and the Grenadines, St. Kitts and Nevis, Trinidad and Tobago are ranked as the easiest countries in trading across borders. The middle level countries are Grenada, Guyana, Dominica, and St. Lucia. The countries ranked as difficult in the regions in exporting are Haiti, Belize, Suriname and Jamaica. However, all four countries are leaders in exports to third countries e.g. in mangos, marine products, and non-traditional specialty products, respectively. It is very likely that the custom cost and container cost may well contribute to these lower ranking.



Table 3.3.3.3 Ranking in the ease in trading across borders

Trading across borders

Economy

Documents for export (number)

Time for

export (days)

Cost to export

(USD per container)

Documents for import (number)

Time for

import (days)

Cost to import

(USD per container)

Ease of trading across

borders (percentile)

Ease of trading RANK

Antigua and Barbuda 5 15 1133 5 15 1633 0.32 5

Bahamas, The 5 16 930 5 13 1380 0.22 1

Belize 7 21 1710 6 21 1870 0.65 12

Dominica 7 13 1297 8 15 1310 0.49 8

Grenada 6 14 1226 5 19 2479 0.43 6

Guyana 7 20 730 8 24 730 0.47 7

Haiti 8 35 1005 10 33 1545 0.82 13

Jamaica 6 21 1750 6 22 1420 0.58 10

St. Kitts and Nevis 6 12 850 6 13 2138 0.26 3

St. Lucia 5 14 1600 8 18 2645 0.54 9

St. Vincent and the Grenadines 6 12 1290 6 11 1290 0.25 2

Suriname 8 25 975 7 25 885 0.62 11

Trinidad and Tobago 5 14 866 6 26 1100 0.29 4

Source: Data from World Bank/IFC, Doing Businesses: Measuring Business Regulations, 2010

Commercial policies: In general most CARICOM countries operate a Common External Tariff (CET) along with other trading partners of the Caribbean Community (CARICOM). Goods imported from third countries are subject to the duties listed in the CET but goods imported from CARICOM countries and are certified to be of CARICOM origin do not generally attract these import duties. These CARICOM origin goods enjoy duty-free status: that is, they are not subject to Customs import duty, but local taxes, General Consumption Tax, and Special Consumption Tax are payable. Duties on most agricultural inputs are normally waived or reduced. In some countries, for example, in some of the OECS territories (St. Lucia) the wholesale and retail prices for fertiliser are regulated by the Ministry of Agriculture. Detailed treatment of individual countries commercial policies can be examined at the following site: http://www.wto.org/english/tratop_e/tpr_e/tpr_e.htm#trdev. These are documented in the Trade Policy Review Mechanism (TPRM). Following from the investigation there were a few countries commercial policies that worth highlighting, these are as follows6: Antigua and Barbuda: Antigua and Barbuda applies the CARICOM Common External Tariff (CET). Customs service tax (CST) of up to 10% is applied on all imports, including those from other CARICOM countries The average tariff for agricultural products is 16.2%; rates in the sector range from 0-40%. The average bound rate for agricultural products is 105.7%. The 40% rate applies to fruit and vegetables; fish and fish products; animals and products thereof; tobacco; beverages and spirits; coffee, tea, sugar and cocoa; and oils and fats. Some of Antigua and Barbuda's lowest tariffs, by WTO category, are applied on other agricultural products, including dairy products and cut flowers and plants. Antigua and Barbuda has notified its import licensing regime to the WTO. Imports of some agricultural

6 Material in italics is adopted directly from the WTO TPRM articles



products may require licences; non-automatic licences may be required in respect of poultry, livestock and poultry products, plants and plant products. Bahamas: Bahamas does not use the CET. Duties rates are set which include a custom surcharge and ad valorem tax. These rates are set by government. There is a quota system in use for the exportation of marine fish into US, Canada and EU. In general rates and schedules are currently examined by the Ministry of Finance for accession to the WTO. Barbados: Barbados operates an import licence requirement under the Miscellaneous Controls (General Open Licence) Regulations for certain products. These products which are mainly agricultural goods include live poultry, ham, bacon, milk and cream, tomatoes, biscuits and ice cream. It also implements the agreed duties in the Customs Union (CARICOM), which are currently set at 40% on agricultural goods and 20% on industrial goods imported from outside the region and with the permission of CARICOM, imposes WTO bound rates on a number of sensitive products, particularly agriculture. There is consumption tax on coconut and ginger and environmental tax. Belize: Belize maintains import licensing for certain selected agricultural products primarily as a monitoring mechanism. Most tariffs are bound but at levels largely exceeding applied rates, It applies ad valorem tariffs on a small number of items exceed their bound rates; specific applied rates could also exceed their respective ad valorem bound levels if prices fell. Most imports originating in CARICOM enter Belize duty-free. Dominica: Dominica grants “most favoured nation” (MFN) treatment to all its trading partners. It has applied the CARICOM Common External Tariff (CET) since 1991. The highest rate applied on agricultural products is 150%, which corresponds to the final rate bound in the WTO. The only product subject to seasonal tariffs is potatoes. Tariff quotas are not used. Grenada: Grenada uses the rules of origin introduced by CARICOM in 1998. Duty-free treatment is accorded to CARICOM goods satisfying origin requirements only if they are shipped from other member States. Grenada grants MFN treatment to all its trading partners. The application of tariffs is governed by the CARICOM Common External Tariff, Statutory Rules and Orders No. 37 of 1999. All rates are ad valorem, except on two sugar products. Grenada does not apply seasonal duties, or tariff quotas. A customs service charge (CSC) of 5% is applied on the c.i.f. value of all imports. Guyana: Guyana applies the CARICOM Common External Tariff, with exceptions. Guyana only uses ad valorem tariffs and does not apply tariff quotas. The overall simple average applied MFN tariff in 2008 was 12.0%, marginally down from 2003. Agricultural products attract a significantly higher average tariff (22.5%), than non-agricultural products (10%). Haiti: The simple arithmetic average of the Haitian tariff is 2.9%, with broad dispersion. The modal rate is zero and applies to around 67% of tariff headings in the eight-digit Harmonised System. With the exception of the modal rate, the 5% rate is the most frequently used and applies to around 14% of tariff headings. Overall, tariffs decline from the first to the second stage of processing and then rise from semi-finished products (second stage of processing) to finished products. Agriculture is the sector that enjoys the



highest tariff protection, with a simple average tariff of 4.5%, followed by manufacturing industry, in which the simple average tariff is 2.8%. The mining and quarrying industry is the least protected sector with a simple average tariff of 2.1%. Inspection fees of 4% of the c.i.f. value of goods are levied, bringing the average rate of import duty up to 6%. A tax of 2% is levied on the import duties and taxes paid, together with a turnover tax of 10% and excise duty on both imports and domestic products. During the Uruguay Round, Haiti bound its import tariffs on all agricultural products (WTO definition) and on some non-agricultural products. The tariffs on non-agricultural products have been bound at rates ranging from zero to a ceiling of 30%. Tariffs on agricultural goods have been bound at rates ranging from zero to a ceiling of 50%. Other duties and levies on all these products (agricultural and non-agricultural) have been bound at 16% , except for certain edible products of animal origin (20%) and some types of grape must and cider, as well as vinegar (21%). Jamaica: In addition to the Common External Tariff, other payable fees include the Customs User Fee and the Standards Compliance Fee (SCF). The SCF is 0.3% of the CIF value of the import and is collected on behalf of the Jamaica Bureau of Standards. Many items (such as motor vehicles) also attract additional special taxes. However, most producers once they can prove that they are legitimate farmers receive farm incentive vehicles where the duties are waived. The General Consumption Tax (GCT) is also usually payable upon entry. The GCT is a sales tax, which is recoverable from the final consumer. Montserrat: All imports from other CARICOM members enter the country is duty-free if they meet rules of origin criteria. Duties rates are set by the government. St. Kitts and Nevis: In addition to import tariffs, several levies and charges are applied to trade. St. Kitts and Nevis' 2007 applied tariff is based on Phase III of CARICOM Common External Tariff (CET), 64. St. Kitts and Nevis last notified its applied tariff to the WTO in 2002. It comprises 6,340 tariff lines at the seven-digit level. Rates range from 0 to 25% for industrial goods for which the CET is used; an additional rate of 40% applies only to agricultural products subject to the CET. For products included in List A of CET exceptions, mainly agricultural products, packaging material, which may be subject to a maximum Customs duty of 40%. A customs service charge (CSC) of 6% is applied on all imports, (including from other OECS and CARICOM countries). The charge is applied on the c.i.f. value of the Customs declaration. Exemptions from the CSC are granted to imports by governmental institutions, enclave manufacturers, as well as for imports of foodstuffs less than 30 kg. A drawback is available for manufacturing enterprises that paid the CSC on imported inputs and subsequently export the processed goods. Tariff rate quotas are not used. St. Lucia: Since 1991, St. Lucia has applied the CARICOM Common External Tariff (CET) which subjects competing capital goods to a 15% tariff, competing intermediate inputs to a tariff of 20%, and non-competing final goods, agri-industry products Customs duties of 25-30%. The import licensing regime of St. Lucia is regulated principally by the Customs (Management and Control) Act No. 23 of 1990. The import licensing regime was adopted to facilitate the regulating and monitoring of imports for national security, public. “Other charges and duties” levied on imports include: consumption tax, excise tax, environmental levy and stamp duty. St. Vincent and Grenadines:



St. Vincent and the Grenadines has applied the CARICOM CET since 1991, and implemented Phase IV of the CET on 1 January 1998. CET tariff changes occur at CARICOM level, but ultimate authority for the determination of tariff rates rests with Parliament. Temporary reductions of the CET and the imposition of import charges are made by the Ministry of Finance, Planning and Development. St. Vincent and the Grenadines grants at least MFN treatment to all its trading partners. The vast majority of tariff rates are ad valorem. There are no seasonal tariffs, or tariff quotas. The tariff, as applied in 2006, is based on the Harmonised Commodity Description and Coding System. Almost one third of agricultural tariff lines are subject to a rate of 40%, while the maximum applied rate on non-agricultural goods is 20%. Among the highest average MFN tariffs in agriculture are on fish and fishery products (29%), tobacco (26%), and fruit and vegetables (25.7%). St. Vincent and the Grenadine has a partially inverted tariff structure, insofar as tariffs are highest on the first stage of processing, and lowest on semi-processed products. St. Vincent and the Grenadines imposes a 4% customs service charge. Suriname: In 2007 became signature to the CARICOM CET. In general, for imports there is (a) Statistics (Stamp duty) of 1.5% of the Custom Value; (b) a Consent Reche, a tax for the transfer of currency which is 0.5% of custom value based on WTO/GATT code (Since 1996 move from the Brussels value to GATT Code); (c) sales tax of 10% of a+b+c. There is an excise tax on specific products e.g. beverages, tobacco products, liquor, beers and wines. Each of these has specific schedules. For exports there is a statistics tax of 0.5% on the FOB value of product, a Concent Reche of 0.001% of the FOB value. For wood products there is s specific schedule. Non–tariff barriers include labelling procedure in that all product information must be in English and Dutch. Also for certain products like imported milk these must be certified by the Ministry of Health. In terms of port and transit security it can conduct scanning containers and packages, conducts drug testing, has a K-9 detection unit, and has the capacity to scan and search personnel. It has no x-ray systems and has no facility for product testing. There is a 20% import duty on whole chicken and some poultry products except neck and backs. There is also a 10% VAT on feeds and for other inputs and components for the industry duty of 10–40%. Trinidad and Tobago: All imports from other CARICOM members enter Trinidad and Tobago duty-free if they meet rules of origin criteria. As in 1998, the average applied MFN tariff was 9.1% in 2004 (excluding specific duties); including tariff surcharges the average increases to 9.2%. Tariff protection for agricultural products (17.1% or 17.9% including surcharges) is significantly higher than for non-agricultural products (7.6%). An important step during the period under review has been the elimination or reduction of most import surcharges. However, at mid-2005 remaining surcharges on poultry (40% and 86%) and sugar (60% and 75%), exceed Trinidad and Tobago's bound rate for other duties and charges (15%). Except for a small number of tariff lines, Customs duties are all ad valorem. 11. Trinidad and Tobago has bound its entire tariff in the WTO. This increases the predictability of the trade regime, although the gap between applied and bound rates is wide. The bound rate for almost all agricultural goods is 100%, while most industrial products have been bound at 50%, with certain exceptions at 70%. A number of products are subject to automatic or non-automatic import licensing requirements, mainly for sanitary, health or safety reasons. For some goods, non-



automatic licensing is applied to MFN imports while automatic licensing applies to imports from CARICOM countries. Standards may be declared voluntary or compulsory (technical regulations) by the Trinidad and Tobago Bureau of Standards after recommendations by technical committees. A limited number of products require export licences, including goods benefiting from domestic support measures. A tax credit granted to export firms was eliminated in 2000. However, other forms of support to extra-CARICOM exports remain, including assistance to enter new markets and for industries producing exclusively for export to countries outside the CARICOM region. A free-trade zone regime is in place to attract export-oriented investment.

3.3.4 Status of Business Development Services (BDS)

The following tables (3.3.4.1–3) show the status of business development services available and are provided through private sectors, executive agencies, the ministries, and others services through donor funding. For any of these services not one country could receive a ranking of (2) and above based on the ease in availability and the costs for such services. As well during the verification process even in event of ease of availability the cost could become prohibitive as well as the beneficiaries not willing to pay for these services. In the case of record keeping, costing and pricing, cash flow management these were extremely poor at most levels. While some initiatives have been introduced in the areas of risk management in some countries overall this is extremely poor among producers (practicing non-insurance based risk mitigation measures) and offered by various agencies (insurance based risk management products). Similarly, in terms of the impact of regulatory and administrative costs on productivity and competitiveness, it appears there are a lack of awareness at all levels in understanding these aspects of the business process.

Table 3.3.4.1 Business development services – group/ranked

Country Types of business development services

Key: Ranking using category scale

7

1= Strong 2= Moderately strong 3= Fair 4= Weak 5= Very weak

Business diag-

nostics

Business planning

Business mentoring coaching

and counselling

Feasibilities and loan

proposals

Market planning

and product promotion

Risk management planning

(production, marketing/price,

occupational, financial, legal

and environment)

Antigua and Barbuda 3 3 4 3 3 4

Bahamas 3 3 4 3 3 4

Barbados 3 3 4 3 3 4

Belize 3 3 4 3 3 4

Dominica 3 3 4 3 3 4

Grenada 3 3 4 3 3 4

Guyana 3 3 4 3 3 3

Haiti 4 4 4 4 4 4

Jamaica 3 2 3 2 2 3

Montserrat 4 4 4 4 4 4

St. Kitts and Nevis 3 3 4 3 3 4

7 See William G. Zikmund, (1997), Business Research Methods, The Dryden Press, Harcourt Brace College

Publishers, Orlando, Florida, USA



St. Lucia 3 3 4 3 3 4

St. Vincent and Grenadines 3 3 4 3 3 4

Suriname 3 3 4 3 3 4

Trinidad and Tobago 3 2 3 2 2 3 Source: Caribbean Integrated Support Project, CARICOM Study, September 2010

Table 3.3.4.2 Business Development Services – Group 2 Ranked


Key: Ranking using category scale 1= Strong 2= Moderately Strong 3= Fair 4= Weak 5= Very Weak

Accounting and record

keeping services

Cash flow planning, costings

and pricing

On-farm and in-plant

technical assistance

and training

Enterprise development - loans and

microfinance

ICT integration

and website development

Understanding regulations

and administrative issues as per impact on the

business

Antigua and Barbuda 3.5 3.5 4 3 3 4

Bahamas 3.5 3.5 4 4 3 4


Belize 3 3 3 3 3 4


Grenada 3 3 3 3 3 4

Guyana 3 3 3 2 2 4

Haiti 4 4 4 2 4 4

Jamaica 3 2 3 2 2 4



St. Lucia 3 3 3 3 3 4



Trinidad and Tobago 3 2 3 2 2 4

Source: Caribbean Integrated Support Project, CARICOM Study, September 2010 Table 3.3.4.3 Business development services – Group 3 ranked


Key: Ranking using category scale 1= Strong 2= Moderately strong 3= Fair 4= Weak 5= Very weak

Access to capital for

development financing and

working capital

Research and development and training (technical inputs and knowledge

transfer)

Physical inputs (seeds,

chemical, fertiliser etc )

Plant equipment

Packing material

Utilities

Antigua and Barbuda 4 4 4 4 4 3

Bahamas 3 4 4 4 4 3


Belize 3 3 3 3 3 3


Grenada 4 3 4 3 3 3

Guyana 4 3 3 3 3 4

Haiti 5 5 4 5 3 5

Jamaica 3 3 3 2 2 3





St. Lucia 3 3 3 3 4 3



Trinidad and Tobago 3 3 3 2 2 1

Source: Caribbean Integrated Support Project, CARICOM Study, September 2010



3.3.5 Regulatory and administrative cost burden and impact on business competitiveness in the region

Two methodologies are normally used to assess the regulatory and administrative cost burden as these make an impact upon business competiveness. In Europe the Standard Cost Model (SCM)8 was developed where the cost of these measures are taken into account and are quantified. In the western hemisphere led by the US, the Competitiveness Impacts of Business Environment Reform (CIBER)9 are used. This approach views competitiveness in terms of productivity at each stage of the value chain. It measures the ratio of the value-added to the cost of all inputs (i.e., the total factor productivity). It focuses on quantifiable contribution of business environment reforms on the aggregated productivity in the value chain. In setting the backdrop for the analysis a few definitions will be stated as follows:

Where are business environment reforms? – “the business enabling environment involves all actions by the legislative, executive and judicial branches of government at the national and sub-nation levels, as well as international standards and obligations that shape the enterprise lifecycle and competitiveness performance.”10

What are financial costs? – “these are as a result of concrete and direct obligations to transfer a sum of money to the government and competent authority. It includes administrative, taxes, e.g. fees for applying for a permit.”

What are compliance costs? – “these are all the costs of complying with regulations, with the exception of direct financial costs and log term structural consequences. In the SCM, these are divided into substantive compliance costs and administrative costs. Example of compliance costs would include filters and scrubbers for environmental compliance, physical facilities to enhance working conditions. Example of administrative costs includes: 1) documentation of the installation of the filters and scrubbers, and 2) and annual report on working conditions.”11

What are administrative burdens? – “these are part of administrative costs that the business sustain simply because it is a regulator requirement and is subset of the administrative costs in that these costs also encompass the administrative activities that the business will continue to conduct if the regulations were removed.”12

In the light of the above definitions a pure approach of applying the SCM could not be applied as the data sufficiency was problematic. Instead using two examples one that followed the CIBER approaches were evaluated with methodologies adopted and were used in the CARICOM regional context where we were able to verify some of these costs within a value chain constructs13. The second methodology that followed the SCM model was noted.

8 See: Programs to reduce the Administrative Burden of Tax Regulations in Selected Countries (2008),

Center for Tax Policy and Administration, Organisation for Economic and Development 9 See: CIBER: Enhancing Competitiveness Impact of Business Environment Reforms – A Value-Chain

Approach for Analysis and Action (2008), Development Alternative Initiatives (DAI), Inc, USAID, Washington, D.C. 10

Ibid 11

See footnote above for reference 12

See footnote above for reference. For the 16 administrative activities in the SCM, these can be read in detail in the references. 13

The CIBER Model: Hugo Junior and Bryanna Millis (2009), Evaluating Competitiveness Impacts of Regulatory Reforms in the Brazil Cashew Industry, DAI, USAID, Washington D.C. and SCM: Harry Bremers,



Due to lack of data availability the best option that could be used for verification was that provided by surveys conducted by the World Bank Group (WBG).14 Here, the “doing business team” developed a model using data import and export regulations and administrative activities as well as business development activities for selected CARICOM countries for procedural requirements for domestic businesses in the region. This is strictly related to export and import of standardised cargo of goods as ocean cargo. We evaluate the data presented verify the results as well as assess the official procedures for exporting and importing goods, which were recorded along with the time and cost necessary for completion. In this project the WBG measured and compared regulations relevant to the life cycle of a small to medium-sized domestic business in various Caribbean economies (World Bank – 2009, 2010). These were not included for Barbados and Montserrat where we sought to develop comparisons independently from data collected from the importers, exporters and customs. Using the model, the tables below list the procedures necessary to import and export standardised cargo of goods. The documents required to export and import the goods are also shown and the time for the respective islands. The impact of administrative costs affects the competitiveness of the firm in agribusiness whether it imports material to manufacture or produce a good for export. Table 3.3.5.1 shows the time and costs for importation of material. It shows that the length of time for document preparation is highest in Jamaica, Haiti, Belize, Suriname, and Guyana. The highest costs are seen in Belize and Jamaica; the lowest in Antigua and Suriname. When benchmarked against the Dominican Republic, these show the CARICOM territories are less competitive when importing, from within the region, intermediate products or final finished goods. In terms of custom controls and port handling, Haiti, Guyana and St. Lucia scores the highest time for clearance and handling, with the other OECS countries, Barbados, and Antigua and Barbuda scoring the lowest. In general all CARICOM countries show less competitive positions when benchmarked against the Dominican Republic. In some cases it takes double and triple the time it takes to clear imports ranging from 33 days (Haiti) to 11 days (St. Vincent and Grenadines). Dominican Republic is 10 days, with cost of USD1,150 per container compared to the region ranging from Guyana (USD700) to Grenada (USD2,479).

et al (2008), Administrative Burdens and Dairy Industry Competitiveness, DG Enterprise, The European Commission 14

The World Bank Group, IFC Doing Business – Measuring Business Regulations (2009, 2010), Washington, D.C.



Table 3.3.5.1 Compliance and administrative costs impact on competitiveness – imports

Note: Data for Barbados and Montserrat was collected during investigations Source: Data from World Bank/IFC, Doing Businesses: Measuring Business Regulations, 2010

Table 3.3.5.2 shows the administrative costs, time and compliance for exports. In terms of exports, Haiti, Guyana and Suriname score the highest for documentation. The OECS countries score the lowest except for Dominica. For custom control Haiti, Jamaica, Belize and the OECS shows the lowest in documentation time. Port handing tends to be higher in OECS countries and Belize. Again, in general, the CARICOM countries average handing time is 18 days with average cost of USD1,183. When benchmarked against the Dominican Republic shows the region is less competitive in terms of time and costs (9 days and USD916).

County

Duration (Days) Costs (US$) Duration (Days) Costs (US$) Duration (Days) Costs (US$) Duration (Days) Costs (US$) Duration (Days) Costs (US$)

Antigua and Barbuda 5 240 4 636 4 87 2 670 15 1633

Bahamas, The 7 300 3 130 2 650 1 300 13 1380

Barbados 7 300 4 250 2 600 1 450 14 1600

Belize 10 570 4 350 4 550 3 400 21 1870

Dominica 7 150 3 150 4 410 1 600 15 1310

Grenada 7 386 4 1068 6 500 2 525 19 2479

Guyana 12 300 7 100 3 150 2 180 24 730

Haiti 18 350 5 285 7 700 3 210 33 1545

Jamaica 14 570 4 150 2 350 2 350 22 1420

Montserrat 6 200 4 137 3 350 1 450 14 1137

St. Kitts and Nevis 5 200 2 1300 5 188 1 450 13 2138

St. Lucia 9 250 1 1145 6 600 2 650 18 2645

St. Vincent and the

Grenadines 4 320 1 200 5 170 1 600 11 1290

Suriname 14 135 5 125 4 75 2 550 25 885

Trinidad and Tobago 7 300 5 300 5 300 9 200 26 1100

Regional Averages 9 305 4 422 4 379 2 439 19 1544

Benchmark against

Dominican Republic 5 240 2 150 2 460 1 300 10 1150

Compliance and Administrative Cost and Competitiveness - Import Procedures

TotalsDocuments preparation

Customs clearance and technical

control Ports and terminal handling Inland transportation and handling



Table 3.3.5.2 Compliance and administrative costs impact on competitiveness – export

Note: Data for Barbados and Montserrat was collected during investigations Source: Data from World Bank/IFC, Doing Business: Measuring Business Regulations, 2010

County

Duration (Days) Costs (US$) Duration (Days) Costs (US$) Duration (Days) Costs (US$) Duration (Days) Costs (US$) Duration (Days) Costs (US$)

Antigua and Barbuda 4 240 4 136 4 87 3 670 15 1133

Bahamas, The 7 300 4 130 3 200 2 300 16 930

Barbados 7 300 4 145 3 350 2 450 16 1245

Belize 9 510 4 350 5 450 3 400 21 1710

Dominica 6 150 2 137 4 410 1 600 13 1297

Grenada 5 134 2 68 6 500 1 524 14 1226

Guyana 11 300 5 100 2 150 2 180 20 730

Haiti 21 350 6 185 5 220 5 250 37 1005

Jamaica 10 800 4 250 3 350 4 350 21 1750

Montserrat 6 200 2 137 4 350 1 450 13 1137

St. Kitts and Nevis 4 200 2 100 5 100 1 450 12 850

St. Lucia 5 250 1 100 6 600 2 650 14 1600

St. Vincent and the

Grenadines 4 320 1 200 5 170 2 600 12 1290

Suriname 14 135 3 125 5 165 3 550 25 975

Trinidad and Tobago 7 273 2 100 2 160 3 333 14 866

Regional Averages 8 297 3 151 4 284 2 450 18 1183

Benchmark against

Dominican Republic 3 215 2 95 1 306 3 300 9 916

Compliance and Administrative Cost and Competitiveness - Export Procedures

TotalsDocuments preparation

Customs clearance and technical

control Ports and terminal handling Inland transportation and handling



3.3.6 Institutional capacities – evaluation of the institutional and Infrastructural support for the sector

BELTRAIDE - BELIZE

This is the agricultural and industrial development organisation of Belize involved in the promotion of handicraft, trade and investment promotion, entrepreneurial development, marketing, some development and providing relevant market information to stakeholders. Five sectors have been identified for priority treatment viz: tourism, agribusiness (value- added), information technology, aquaculture/fisheries and environment/goods and services. Special emphasis is put on SMEs in the areas of information, promotion and business facilitation, while the products being promoted are – pepper sauces, spices, jams/jellies, aquaculture (shrimp/tilapia), grains (corn, beans) and papayas. However, certain shortcomings have been identified and need improvement so as to ensure success:

Labelling design and product development

Fiscal Incentives

Duty exemption – equipment and raw materials

Financial resources to adequately service SME development

Improved policy direction

Technical expertise

Need to perform institutional building for SMEs

Better market information

Packaging material at a better cost

Certification laboratories

Access to finance and lower cost of finance

Improved Infrastructure (transportation and port facilities)

Opportunities

Creation of new industries

Establishment of offices – Miami, Caribbean – to promote trade

Increase in exports under Belize/Guatemala Agreement

With the establishment of Export Promotion Zones (EPZs) use could be made of JVs as a means of promoting trade with CARICOM

BAIC – BAHAMAS

The Bahamas Agriculture and Investment Corporation, is a unit of the Ministry of Agriculture providing services to the agriculture sector:

Provides rental equipment for land preparation – revenue to Ministry of Agriculture

Organises Farmers’ Associations – initial grant of $20,000 to purchase inputs to be resold to members of associations and revenue to the Association – Abaco (2) Eleuthera (3), and Exuma (1)

Business officers provide business development services: o Training in business (IT) o Craft training o Business advisory, business proposals, monitoring o Extension services o Marketing facilities – buyers to farms o Transportation of produce – 20ft reefers (shipment of onions)



o BAIC/IICA: this is partnership provides the following services to producers in Bahamas: pasture resuscitation project and provision of initial breeding stock

DEXIA - DOMINICA

This organisation provides one of the best examples of implementing market development support to agribusiness firms and engaged as an integrator as a key value chain operator in exporting primary products from Dominica. Given its experience in export market development, investment promotion and provision of business development services to farmers, and small manufactures it should be a likely candidate to facilitate this project in Dominica. JEA (Jamaica Exporters’ Association) – JAMAICA

JEA is the main body representing exporters and establishing dialogue with government on issues relating to trade and investment. Gaps/Challenges:

Supply side issues – inconsistent raw materials

Methods of production – weak links in value chain Cross cutting issues:

Financing, human capital availability

Product development, innovation and new technologies

Support from National Agencies, Universities and Science Research Council (SRC)

Inconsistent trade promotion and market development

Lack of integrated trade support network

Need for training and certification

Cost of energy – alternative energy sources

Access to trade information

Branding and intellectual property management Opportunities:

Condiments (sauces/spices), essential oils (R&D) – herbal products, processed foods (juices, canned products)

Development of existing markets (globally) – Canada, UK, US

Convenience food trade

Health/wellness promotion Programmes being undertaken:

Implementation of National Export Strategy

2000–2008 – analysis and performance (PSDP) cluster development

Development of 8 industries over five years – non-traditional exports o Agribusiness o Aquaculture o Entertainment o Coffee o Fashion o Mining o Information technology o Education



Vision 2030 Programme – Jamaica developed status National Export Strategy – focus programme to push selected industries

Ministry of Agriculture – agriculture export focus – all ACP Projects

How Universities and Institutes can work with Agencies which are implementing Activities – need for direct contact

Pricing of critical initiatives

Identification of champions JAMAICA AGRICULTURAL INDUSTRIAL CORPORATION – (AIC)

This agency is a successor to the Agriculture Development Corporation supervising the Agriculture Support Services Project. It has the responsibility for stimulating investment in agriculture:

Rural Competitiveness Project – animal health, plant health and food safety (GAP and HACCP) – development of the legislation and policy to support these activities

Using value chain analysis to select industries with strategic national importance o Competitiveness o Import substitution

AIC would fill any gaps in the value chain:

Responsibility for rice industry development in conjunction with the Jamaican Rice Producers Association (ADM)

8,000 acres (year1) moving to 25,000 tons (year), 25% of imports – 100,000 tons/annum demand

Developing rice investment from China/India

Market for dried pepper

Industry development plans – sheep Seeking investment – agro parts infrastructure – Spring Plains, Amity Hall

VS $15 million/IDB Glut Management Fund J$50 million – peppers, scallion, onions and carrots

Young farmers’ project – graduates from agricultural institute

Arrangement “grace with pepper” industry providing continuous policy support BADMC15 – BARBADOS

The Corporation was established to facilitate the development of non-traditional agriculture outside of sugar, dealing with irrigation, water, extension services, marketing and business services. Immediate need for an irrigation engineer to facilitate work

Undertakes irrigation and drainage project – provision of water to 500 farmers

Extension services – Rural Development Programme (RDP and Land lease Programme – technical support to farmers

(Business development support)

Land lease (100 farmers) 1,000 acres (1,400 acres available)

o $125–300 acre/yr – pilot programme to young people

15

BADMC Barbados Agricultural Development Marketing Corporation



Promotion Unit – Food Science and Technology Development of local foods – new product development – cassava flour/ works closely with Agriculture Guarantee Fund – breadfruit flour with Enterprise Growth Fund

Airport Shops (local value – added products)

Sole importer – poultry (import licence) turkey wings, onions processors Business Development Officer – market information (price collection) Challenges

Marketing

Provision of quality inputs at reasonable prices

Cost of production high

Social and economic realities

Labour

Value-added opportunities – health and wellbeing: seamoss, goat’s milk, cane juice; nutritional: yam flakes, fruit concentrates and coconut water

Agro-processing

Supply of raw materials – correct variety – imported (pepper, onions, herbs)

Condiments – contracts with farmers (imported pepper mash)

Packaging – company supplying bottles

BIDC – factory space

Capital – owners terms/conditions, government subsidies

BIDC – TA finding Classes for entrepreneurs: RDC – Rural Development Corporation

BIDC – Barbados Industrial Development Corporation SAB – Small Business Association BIMAP – Barbados Institute of Management and Productivity

Agencies supporting agro-processors: SBA – Small Business Association BMA – Barbados Manufacturers Association BYTB – NCF – RDC – Rural Development Corporation

No Barbados agri-producers’ association – gap – need for such an association

Survey of agro-processors

Promotion of cassava flour/ 70 small farmers – 1-2 acres – 30000 lbs/yr

BADMC/BAS/CARDI – yields, varieties – CAYUCA

Beef and black belly sheep – procuring animals, aging, butchering facilities (cuts, mince, burgers, stews)

Opportunity for feed lots

Fish processing – dried, breaded fingers

Pork/chicken processing NGMC – New Guyana Marketing Corporation

The Corporation has been restructured to make it more client and information friendly with responsibility for the development and marketing of local fresh and value-added products and unlike its formal mandate does not purchase produce.



Within recent times the Corporation has had varied experience with the attempted export of pepper with USAID funding but there have been problems in production (Bull Nose) and could not supply a NY client – 10,000 lbs/ weekly (20-23 peppers/lb). There were also similar problems in an attempt to produce butternut squash for California. Corporation is now working very closely with NARI which now has the mandate for R&D and for the development of suckers. They are in the process of constructing packing houses and have purchased refrigerated trucks to assist in the postharvest maintenance of the cold chain. The School Feeding Programme with an annual expenditure of G$800 Million is supervised by the Corporation. Collection of prices of produce is maintained by the Corporation for dissemination to the public and recently agricultural statistics – production etc. has been given to them. With its mandate as the facilitator for market support services the Corporation continues to provide information and develop new value-added commodities for both local consumption and exports. It sees opportunities for the development of orchards for citrus, mangoes and West Indian cherry for development of fruit concentrates as replacement for imports. There will be continued emphasis on the development and expansion of pepper sauces, green seasonings, cassareep and chips (plantain, cassava) for local, region and the Diaspora in UK, US and Canada. NAMDEVCO – National Agricultural Marketing Development Company – Trinidad and Tobago

This Company has the responsibility in Trinidad for the marketing of fresh produce and value-added agribusiness. To this end it provides a range of services – provision of packing house (Piarco – for value-added) – 1-5 satellite packing houses, chill trucks.

Undertakes market studies (hot pepper, pumpkin’s) Miami, NY, Toronto

Two wholesale outlets

One retail – Port of Spain

Promotion of development of hot pepper by contract (6–7) farmers; pumpkins (6 farmers)

In collaboration with TTABA – Trinidad & Tobago – Business Association – packages – root crops (soup pack), cucumber, cubed pumpkin and Calaloo supply to supermarkets to include Hi-Lo, True Value

TTABA – pepper process, and coconut

Coordinating role in value chain

Provision of pricing information – website, monthly newsletter o Weekly (newspaper) o Three electronic bill boards o Text messages o 25 extension officers to service farmers throughout Trinidad and Tobago o Establishment of National Agricultural Marketing Information System

(NAMIS) and providing technical assistance to Guyana, St. Lucia and Suriname in the development of market information system

Challenges

While there are some contractual arrangements with farmers, there are still production side problems



Impact of drought conditions – availability of irrigation and other infrastructural issues

High cost of freight where it exists and general absence of freight services particularly within the CARICOM region

Risk Management – lack of agricultural insurance

Age and level of education of existing farmers and lack of involvement of young persons in agriculture

WINFRESH – Windward Islands

The re-branded WIBDECO, now trading as WINFRESH is the overseas trading house for Windward Islands banana, has diversified its operation to include the production and marketing of selected primary and value-added products in the UK. It is recommended as the best option for the OECS for export marketing of those products. Keys to its strategy are the following mergers and acquisitions that it is engaged in:

Purchase of La Sagesse plant (Grenada) on pulping and juicing

Vincyfresh (St Vincent – have 60% stake) on processing of root crops and vegetables including crisps/chips

Sunfresh (St Lucia – have 65% stake) on water, fruit drinks and beverages

Winfruit (UK – have 75% stake) on premium fruit deserts It has a EC$20.0 million (USD7.5 million) credit facility with Barclays Bank in the UK for their investment programme and would welcome financial support to continue its investment in the region and to develop the WINFRESH North American trading operation.

CARDI – Caribbean Agricultural Research Development Institute

Established as the regional research and development organisation with close affiliation to the University of the West Indies, CARDI enjoyed a wide and respected reputation. However, over the years, the level of subventions received by the organisation from member governments was infrequent resulting in a shortage of funds. Consequently CARDI suffered from a lack of funding which in turn led to reduction in staff and the capability of the remaining staff caused it to be unable to provide the requisite services. There was a general conception that CARDI was not fulfilling its mandate and therefore they did not deserve financial resources.

As part of its mandate, CARDI was responsible for the production of seeds and where necessary to continue research by developing appropriate seeds for distribution. Dependent on the requirements of the particular country production and worked accordingly, viz: hot pepper seeds was one of its main products while further research was done on grains/legumes particularly corn, beans and soya beans.

Their other subject matter was the preparation of cost of production profiles for the main crops grown in the region as this would provide farmers with a tool that is necessary for preparation of a business plan leading to greater competitiveness and placing agriculture in a better business footing.

Another area of competence was its functioning as a developer of marketing information, identifying products and markets for commodities – US, Canada, UK etc.

It is in these areas of competence that CARDI should continue to operate and not be forced to compete for funding in a wide area outside its mandate. If agriculture is to develop and expand as the policy makers require then the governments must be



prepared to honour their obligations and supply CARDI with the requisite financial resources to continue its work on research in seed production etc.

Another possible source of revenue could be fee for service i.e. should larger agricultural undertakings requires specific services from CARDI and have the ability to pay then they should pay the economic cost of the service.

Under these circumstances it is possible for CARDI to have a rebirth and not be dead as the many naysayers are pronouncing. CARDI with its mandate to provide the region with research and development in agriculture has a significant role as the main regional body and must be allowed to grow and develop.

IICA – Inter-American Institute for cooperation in agriculture

As a main agricultural support agency in Latin America IICA, through its resident country offices, continues to provide significant technical assistance to farming groups throughout the Caribbean.

Its support to the local sector covers the wide gamut of necessary inputs and services required by the local agricultural sector and fill the gap which in many cases exists at the local level. IICA works closely with organisations like CARDI, FAO and always within the context of the national programme.

It provides training to ministry and farm population in areas such as postharvest, institutional strengthening in the development of producer groups, horticulture, agro-tourism, plant and health to name a few of the services.

In recent times it has become involved in the development of value chain analysis of crops and commodities which have been identified as priorities and has started to undertake analysis of a select group of commodities, viz: hot peppers, pumpkins, onions, pineapples, soursop, root crops etc. This process would enable farmers to operate on a sound business basis by optimising the value earned on each link in the chain with the ultimate objective of increasing competitiveness.

IICA also works in the area of market development and to this end has provided assistance in the area of agro-tourism in developing linkages between farmers and the local tourism industry.

Through its office in Miami, it has been engaged in the development of an export platform, providing exposure and training to selected companies by exposing them to the vagaries of the American market place in order to explore potential export opportunities e.g. – Belize.

Another area of support is in extension services to the farming community and in some cases working as the lead within the Ministry of Agriculture.

CABA – Caribbean Agricultural Business Association

The Caribbean Agricultural Business Association was established in 2006 and came out of an appreciation that there was a lack of private sector organisation at the national level to sustain agribusiness in the region. The Association was initiated through a push from IICA and financed by a grant from the European Union. Within the region there exists a range of producer groups viz: JLA, JAS BAS and in the OECS (CAFAN) with the OECS being the weakest link, all of these associations are members of the Board of CABA. Consequently in order to coordinate activities at the



national level, it was decided that national associations would be set up as links to the regional organisation.

As if to emphasise its acceptance and seen as the regional representative for agribusiness CABA has a seat at COTED16, which body is the main regional policy making group, comprising of Ministers of Trade, Industry and Agriculture.

Even in its present embryonic stage the President of CABA has conceptualised an interesting plan as to the way forward for the Association emphasising research and development, extension services, value-added (processing) into marketing and ultimately to the consumer. There has been regional workshop for trainers in quality assurance (HACCP).

The Association has developed a close working relationship with IICA and CARDI and sees the examples of the Caribbean Poultry Association and the Pork Association of the Caribbean as successful models to be used in development of the cluster approach for the agro-processing industry.

However, notwithstanding these ideas CABA as it presently stands does not have staff or even office accommodation and unless resources are found to provide the necessary institutional strengthening, this Association will eventually disappear.

In order for CABA to be functional, it was dependent upon the development of national chapters and to this end some of these organisations were formed viz: Guyana Agribusiness Association (GABA), Bahamas Agricultural Producers Association (BAPA), Jamaica Agro-processors Producers Association (JAPA) and Trinidad and Tobago Agri-producers’ Association (TTAPA). In Barbados the Agri-producers’ Association operates within the Barbados Small Business Association.

Of these national chapters only TTABA has been operating successful, and this has only been possible through the injection of TT$20 million supplied by the government. With this funding through a relationship with NAMDEVCO, TTABA has embarked on a series of agro-processing endeavours – frozen root crops and is forging supply relationships with regional sources, while investigating other value-added products.

On the other hand none of the other national bodies has been functioning as they lack both human and financial resources to inaugurate programmes beneficial to their membership. Thus if it is envisaged by the regional governments that CABA and indeed the national bodies are important and can contribute to the expansion and development of agribusiness regionally, then a policy decision should be taken to support these associations by injecting seed capital similar to what has provided by the Trinidad and Tobago Government to TTABA.

Trinidad and Tobago Agricultural Development Bank

The bank is a major funder of agricultural development and associated industry with finance available for the productive sector. It works closely with the majority of food crops and agri-processing industries which have been identified as priority, namely livestock, cassava, sweet potato, papaya, golden apple (dwarf), coconut, pepper, herbs/spices, pumpkin, tilapia and rabbit.

The bank has also produced a number of cost production crop profiles available for sale to the farming community. There are very close relationships with NAMDEVCO, EMBD and TTABA. Their funding is provided by government and they have a portfolio of TT$175m, presently total loans of 1200–1400 with a default rate of 2.9% and a total of 2.5% non-performing loans.

16

Council for Trade and Economic Development



The process for loan approval is interview, project appraisal, risk taking (by risk analyst) and monitoring through loan officers. Collateral includes mortgage, machinery, saving accounts (two instalments), life insurance and crop insurance. Loans start at $10,000 and rate of interest 12.15% with duration of 3–18 months up to five years. Micro facility loans have a timeframe of 3–12 months and include working capital. There is a specific youth window as there are visible younger applicants. The bank provides business training. Risk factor is reduced by constant monitoring by loan officers.

The bank is in the process of introducing crop flood insurance ranging from $5,000–$100,000 coverage but is awaiting government approval.

Trinidad and Tobago Agribusiness Association

This organisation was established to provide assistance in the development of the agro-processing sector. It was the recipient of start-up funding from the government which allowed developing a number of commodities which it was then able to market in the local supermarkets: hot peppers, packaged, frozen root crops, vegetables and coconut water. It has received support from NAMDEVCO and was expected to work closely with the Agricultural Development Bank to develop businesses in rural communities.

In order to promote and develop the production of its processed commodities, it has sought to establish close ties with suppliers of fresh produce in St. Vincent and Guyana thus using its advantage of having cheap energy to manufacture a competitive product.

Theirs is the only national agri-processing body that is functional with the reason being that it received government financing and has the support of other related organisations. This may be an example for other national bodies to copy.

3.3.7 Barriers to intra-regional trade versus international trade

Barriers to trade are classified as tariff, and non-tariff barriers. A review of the barriers to intra-regional trade among CARICOM countries is well documented with comprehensive work done to audit non-tariff barriers.17 Regarding intraregional trade during the investigation the measure that appear to be frustrating to exporters and governments of various countries is the time and cost of doing Pest Risk Assessments which invariable does not appear to increase the volume of trade intraregional. Complaint against the use of this measure by Barbados has resulted in the Plant Quarantine Division of Ministry of Agriculture indicating that over the last decade over 12 exotic pests and diseases have been introduced in the island of Barbados. Table 3.3.71 shows the various non-traffic barriers that are used international trade. There is no evidence that any of the type of direct price influencers impact international trade of product within the region.

17

Requirement for Trade in Agricultural Commodities in CARICOM - Trinidad and Tobago Working Document, Ministry of Agriculture, Land and Marine Resources - February 2010



Table 3.3.7.1 Two categories of measure currently restrict international trade

Source: Requirement for Trade in Agricultural Commodities in CARICOM – Trinidad and Tobago Working Document, Ministry of Agriculture, Land and Marine Resources, February 2010

It would appear that SPS is the key type that affects exports from the region into regional or third country markets. This is pronounced in the exportation of marine fish products into third country markets; for example, St. Vincent has expressed interest in exporting seafood to the EU. However, this has not been realised as the EU standards on water quality continues to be a major barrier.

3.3.8 Prioritisation of the barriers for CARICOM countries

In addressing the prioritisation of barriers for CARICOM countries, these were looked at in the light of entry requirements imposed by the third countries for exports from the region. We start out by looking at broad trade issues and then examine the entry requirements for primary and value-added products into UK/EU, US and Canada. Trade issues Since the creation of WTO, countries which depend on trade in agricultural commodities have been mainly impacted by new rules governing agricultural trade. The new rules have presented new and different challenges and opportunities in the marketplace. The supply chain for agricultural products has changed markedly in recent years with the evolution of the supermarkets and large retailers as a major buying force. Increasingly, product markets mean supermarkets. In the UK, sales of fresh fruit and vegetables are concentrated in the hands of a small number of retail chains. These large retailers now control 70–90% of fresh produce imports from ACP countries into the United Kingdom.

NON-TARIFF BARRIERS

Category Type

Direct price influencers Export subsidies

Exchange rate manipulations

Methods of imports valuation

Customs surcharges

Lengthy (customs) procedures

Establishment of minimum import prices

Unreasonable standards (e.g. unreasonable labelling and packaging requirements)

Inspection procedures

Indirect price influencers Import licensing

Import NTBs

Sanitary and Phytosanitary measures

- Administrative processes

- Technical requirements



Supermarkets have played a decisive role in defining how international trade in fresh fruit and vegetables is structured (Humphrey and Oetero, 2000). In the late 1980s and early 1990s, high value agricultural exports were typically produced by smallholders and exported by locally owned companies to independent importers in Europe. Several changes have taken place in the supply chain in recent years. At the grower level, smallholder production has been increasingly replaced by production from larger commercial units. Many exporters have invested upstream in production. Supermarkets no longer buy through the wholesale trade but direct from importers. Importers and exporters have forged closer ties, often through mergers, joint ventures or acquisitions. The combined effect of each of these trends has been to produce a much shorter supply chain, a greater degree of vertical integration, fewer active players (particularly among the exporter and importer categories) and production and exporting on a much larger scale. The supermarkets and large retail buyers have played a key role in the transformation of the supply chain, principally because the demand for product traceability and for high standards of social and environmental compliance have tended to favour the concentration of production and exports in the hands of a few large players. The increasing demand for “convenience” among supermarket shoppers in particular, is providing developing countries with opportunities to grade, pre-prepare, package prior to export. The increase in value-added processing (pre-preparation and pre-packing) to produce “high care/value enhanced” products such as salads, prepared vegetables, stir fry mixes, fruits, etc., ethnic roots, tubers and fruits has increased f.o.b. export values for fresh vegetables and fruits. The value-adding that most typifies the fruit, vegetable and cut-flower export sectors, involves comparatively little product transformation or processing. For the most part, it is confined to preparation, packing, bar-coding and labelling. Pushing back these functions onto the origin country has considerable advantages for the supermarkets. Adding value in this way does require considerable investment by the producer/exporter at origin, not just in technology and equipment but also in management systems. This is a potential barrier to entry for smaller, less well capitalized producers/exporters and possibly also to new entrants.

Regulations and requirements

A. Regulations and requirements – United Kingdom and Europe

Jaffee (2003), in a review of the compliance requirements for Kenyan vegetables exported to various EU countries and to New Zealand and Australia, distinction must be drawn between compliance standards which are legally mandated and those which are a commercial requirement. Broadly speaking, adherence to maximum residue levels (MRLs) of pesticides in food and the possession of a phytosanitary certificate are legal requirements for any exporter. Many other compliance requirements, such as traceability, adherence to good agricultural practice (GAP), best management practice (BMP, good handling practice (GHP) and the possession of a hazard analysis and critical control point (HACCP) system are not legally mandated but may be imposed by the buyer.



Exporters targeting UK supermarkets will find themselves subject to a raft of other private grades and standards. Other UK markets, such as the wholesale trade and the Asian vegetable market are much less demanding, particularly with regard to ethical, social and/or environmental standards, but they are declining in importance as an outlet for exporters. Reardon, Berdegué and Farringdon (2002) comment that public grades and standards are being overtaken by the private grades and standards imposed by the large supermarkets and processors, for example the Nestlé quality assurance standard. All export firms must now have sophisticated quality assurance systems that document seed procurement, planting schedules, agrochemical and fertiliser use/storage, personal hygiene practices etc. Increasingly, retailers have expanded the standards that exporters must meet, moving beyond procedures to ensure regulatory compliance to addressing broader social, environmental and ethical issues. A clear example is the advent of “fair trade”, an organised social --- and market conservation based approach that aims to offer farmers “fair price” which take into account the social and environmental conditions under which the goods are produced. Fair trade products are marketed either through an integrated supply or by product certification.

Trade regulations of the EU

The EU trade policy expresses its commitment to trade liberalisation – eliminating trade restrictions and Customs barriers – both across Europe and worldwide. The EU encourages liberal trade policies to ease the flow of goods and services through its principles of binding tariffs and no discrimination between trading partners. Import restrictions The EU implements trade defensive measures recognising the right of its members to counter unfair trade practices. These are a) surveillance measures – import licensing system for monitoring purposes; b) quotas on imports of some products originating from outside to protect harmful massive imports, e.g. China textiles and clothing; and c) safeguard measures to restrict some specific imports; d) anti-dumping measures. The EU has also restrictions and prohibitions regarding the importation of pirated or counterfeit goods and some chemical products containing hazardous substances, restrictions on genetically modified organisms and imports of live animals and animal products. Controls Food safety: The EU imposes wide ranging framework legislation regulating all types of food and animal feed in the community, and laying down the general principles and requirements of food law, and procedures in matters of food safety. Mainland China and Hong Kong distributors of food based products should be aware of the regulation provisions which lay out tougher inspections, monitoring and rapid alert systems.

Agricultural products – Import certificates are required by the EU prior to clearance for monitoring trade flows

Animal health – As a general rule, the exporting country must be on a positive list of eligible and authorised countries to supply such products; valid Health Certificate issued by the competent authority of exporting country



Restricted use of hazardous materials To combat the spread of the Asian Longhorn Beetle, in July 1999 the EU introduced emergency controls on wooden packaging materials originating in the Chinese mainland. Wood covered by the measures must be stripped of its bark and free of insect bore holes greater than 3mm across, or have been kiln-dried to below 20% moisture content. Meanwhile the EU has also adopted a number of directives for environmental protection, impacting on the sales of a wide range of consumer goods and consumer electronics. Notable examples include the Directive on Waste Electrical and Electronic Equipment (WEEE) implemented in August 2005, and the Directive on the Restriction of the Use of Certain Hazardous Substances in Electrical and Electronic Equipment (RoHS) to be effective in July 2006.

Product safety The EU has a wide range of legislations governing the safety of consumer products in the community. Suppliers should be aware of the general safety requirements, and to inform consumers of the risks that the product might pose and of the precautions they should take, and to notify the relevant authorities if they discover that a product is dangerous so that action can be taken t o avoid the risks for consumers. Market surveillance and enforcement are carried out by competent authorities appointed at the EU level. Sectors with specific EU provisions are toys, chemicals, electric equipment, cosmetics, pharmaceuticals, recreational craft etc. Labelling and marking requirements Wide ranging EU directives provide framework for EU laws on labelling and marking requirements to enhance consumer protection, with major sectors being the labelling and presentation and advertising of foodstuffs, labelling and standard product information of the consumption of energy and other resources of household appliance. The CE marking is mandatory and must be affixed before any product subject to it is placed on the market. The obligation to affix the CE mark extends to all products within the scope of the directives providing for its affixing and which are intended for the community market. Thus, the CE marking must be affixed to all new products, whether manufactured in the member States or in third countries; to used and second hand products imported from third countries; and to substantially modified products that are subject to directives as new products. Generally there is no EU law requiring common consumer goods (non-edible) to bear marks indicating their origin. If such origin marks are applied to the goods, they must be accurate. The EU has presented a proposal in December 2005 for a Council Regulation on the indication of the country of origin of certain products imported from third countries including Hong Kong and Chinese mainland. Tariff classification and import duties The EU adopts the Harmonised Commodity System to determine the commodity codes and relevant import duties. The custom’s authorities impose import duties on the CIF value of the imported goods. However, the general rule is that the Customs value will be the transaction value, i.e. the price actually paid which may include expense items like commission and brokerage, cost of container, cost of packing, royalties and license fees,



cost of transportation and insurance of the imported goods, and loading and handling charges associated with the transport of the imported goods. The EU has a generalised system of preferences (GSP) in force whereby certain products of some beneficiary countries can benefit from lower or zero import duties. The GSP classifies products into two categories, namely sensitive products that enjoy the benefits of reduced tariff rates by 3.5% , and non-sensitive products that enjoy total tariff suspension. Import documentation The documents to accompany the Customs declaration will generally include the followings the commercial invoice; the value declaration, where the Customs value is to be established; a certificate of origin or invoice declaration where the application for a preferential tariff treatment is requested; an authorisation or certificate of authenticity where a favourable tariff treatment is requested; an import authorisation or license where this is stipulated in EU or national law.

B. Regulations and requirements – United States

Fresh fruit, vegetable and processed food imports into the United States and its’ territories are impacted by various government agencies. These include The US Department of Agriculture (USDA) mainly the Agricultural Marketing Service (AMS) and The Animal and Plant Health Inspection Service (APHIS). Other agencies are the Environmental Protection Agency (EPA), the Department of Health and Human Services/the Food and Drug Administration (FDA) and the Department of Homeland Security/Border Control and Protection – Agricultural and Custom Officer. Below is a summary of the responsibilities of these agencies: 1. Agricultural Marketing Service

The AMS is an agency of the United States Department of Agriculture (AMS–USDA) and administers several regulatory programmes designed collectively to engender the marketing of agricultural produce in domestic and international markets by protecting producers and handlers of agricultural commodities from financial loss or personal injury resulting from careless, deceptive, or fraudulent marketing practices. AMS is responsible for establishment of Fruit and Vegetable Grades and Standards and enforcing marketing orders. For additional information from USDA-AMS, visit: http://www.ams.usda.gov/fv 2. Animal and Plant Health Inspection Service (APHIS)

APHIS is an agency of the United States Department of Agriculture (USDA–APHIS) and through its domestic and international services programmes and activities, is responsible for the protection of US agriculture from foreign plant and animal pests. APHIS/Plant Protection and Quarantine (PPQ) conducts programmes and activities at the various ports of entry and domestically to prevent the introduction and spread of foreign pests. At the port of entry, APHIS officers inspect commercial agricultural shipments,means of conveyance, passengers, and baggage to detect the presence of harmful agricultural pests. APHIS/International Services (IS) conducts activities outside the United States to protect US agriculture and enhance US agricultural exports. IS officers and specialists are stationed in certain US Embassies and have direct contact with plant health officers and



exporters within their host countries/regions. Its personnel assist foreign plant health programmes, provide information on US import requirements to exporters, and coordinate the development and operation of pre-clearance programmes. For additional information from USDA-APHIS, visit: http://www.aphis.usda.gov

3. Environmental Protection Agency

The EPA establishes tolerances (maximum legally permissible residue levels) for specific pesticide residues in foods. Tolerances are enforced by the US Food and Drug Administration for most foods, and by the USDA for meat, poultry, and some egg products. For additional information from EPA, visit http://www.epa.gov/epahome/aboutepa.htm 4. Food and Drug Administration

The FDA is an agency of the Department of Health and Human Services and acts in the public interest to ensure that consumers get safe, sanitary, and properly labelled foods, drugs, medical devices, and cosmetics, and are warned of potential hazards from radiation emitting equipment. FDA is responsible of the safety of all foods, with the exception of meat, poultry and some products containing eggs which are responsibility of the USDA. Throughout the activities of the Centre for Food Safety and Applied Nutrition (CFSAN) the FDA is responsible for the regulation of the following aspects:

Anti-Bioterrorism Act

Acidified and low acid canned products

Food additives, ingredients and packaging

Food labelling

Seafood and fish

Inspection of pesticide residues in processed foods

HACCP For additional information from FDA, visit: http://www.cfsan.fda.gov

General requirements – USA

In addition to the regulatory framework provided by the above agencies, there are a series of general regulations that to apply to importation of all foods into the US. These regulations came about in response to the terrorist attacks of 11 September 2001, and are embodied in the USA Public Health Security and Bioterrorism Preparedness Act, which is more commonly known as the Anti-Bioterrorism Law. This law consists of various stipulations, the intent of which is to improve the US’s ability to respond to a biological attack via the food supply chain. This Act consists of five titles. FDA is responsible for carrying out certain provisions of the Bioterrorism Act, particularly Title III, Subtitle A “Protection of Food Supply”, which establishes a series of conditions that may or may not affect produce (food) exporters to the USA. Below is a summary of these requirements and their possible implications for exporters:

Section 305: Registration of food facilities

This requirement establishes that anyone who wishes to export food products to the United States of America should be previously registered in an exporter data base, administered by the FDA. The purpose of registration is to provide FDA with sufficient and reliable information about food and feed facilities. When used with the detention,

http://www.fda.gov/oc/bioterrorism/PL107-188.html#title3

http://www.fda.gov/oc/bioterrorism/PL107-188.html#subtitleA



record keeping, and prior notice provisions in Sections 303, 306, and 307, respectively, of the Bioterrorism Act, registration will help provide FDA with information on the origin and distribution of food and feed products and thereby, aid in the detection and quick response to actual or potential threats to the US food supply. Registration information also will help FDA notify firms that may be affected by the actual or potential threat.

The “Facility Registration” must be done only once and has no cost. However it is advised that in case that there are any changes in the original information an exporter should update his registration or register again. For additional information on this process, visit the following internet address: http://www.cfsan.fda.gov/~dms/fsbtact.html . This results in issuing of a Food Canning Establishment Number (FCE). Additionally, low acid food products will be assigned the Submission Identifier Number (SID for each product) by filing processing methodology with the FDA. (See form below – Establishment Registration – FCE Form FDA 2541 and the SID – FDA 2541 a). Mail completed form FCE – FDA 2541 to: Food and Drug Administration LACF Registration Coordinator (HFS-303) Centre for Food Safety & Applied Nutrition 5100 Paint Branch Parkway College Park, Maryland 20740-3835 Mail form SID – FDA 2541a to : LACF Registration Coordinator (HFS-618) Centre for Food Safety and Applied Nutrition 5100 Paint Branch Parkway College Park, MD 20740-3835

C: Requirements and regulations – Canada

General labelling – Canada

Goods imported into Canada must be clearly labelled as to their country of origin, in English and French in a conspicuous place on the goods. Some exceptions are advertising and printed matter, labels, stickers, wrappers and descriptive literature with or related to imported goods, used goods or goods imported for re-export. Canada permits several exemptions from the bilingual labelling requirement for pre-packaged goods. Certain specialty and local products ma also be exempted. Special rules apply for “test market” products. These are products which have not previously been sold in Canada and which differ substantially from any other product available in Canada. Qualifying “test market” products can receive a temporary exemption for up to one year from the bilingual labelling and package standardisation requirements. Because French is the official language of Quebec, the law specifies that goods sold in that province must be labelled in French and the use of French be given at least equal prominence with other languages on any packages sold in Quebec retail outlets. Quebec law also mandates that warranty certificates, directions for product use and written advertising must be provided in French as well as contracts, order forms, invoices, catalogues and brochures. Under the Federal Consumer Packaging and labelling Act, all pre-packaged non-food products sold in Canada must provide information concerning the product’s common or



generic name and the net weight or number of units in the package expressed in metric units. For pre-packaged products wholly manufactured or produced in a foreign country, any of the following formats to display the name and address of the importer/distributor may be used.

Name and address of the Canadian importer preceded by the words “imported by” (in French, importée par) or “imported for” or (importée pour)

The statement of geographical origin of the product located adjacent to the name and address of the Canadian dealer; or

The name and address of the dealer/manufacturer outside of Canada

B. Food labelling – Canada Labelling requirements for packaged food goods are more stringent than those for other types of products. The label must show several types of information.

Common or generic name of the product (mandatory)

Net quantity (mandatory)

Name and address in descending order b volume (mandatory)

List of ingredients in descending order by volume (mandatory)

Number and size of servings (in some cases)

Nutritional information (in some cases)

Open market date marking (best before [year, month, day] is mandatory if the product has a shelf life of less than 90 days)

Under the Consumer Packaging and Labelling Act and Regulations, some food products must be sold by weight. Examples include honey, peanut butter, cottage cheese and molasses. Other products such as canned shellfish and frozen glazed fish must declare their drained weight. Canned fruit and vegetables, pickles, relishes and olives must be declared by volume. Also the regulations standardise the container sizes for biscuits, cookies, refined sugar, syrups, peanut butter and wine. All Canadian Agricultural Products and Food Act, there are standard sized containers for certain processed fruits and vegetables such as canned goods. C. Fresh fruit and vegetables regulations – Canada All Canadians dealing in international and inter-provincial trade in fresh produce must be licensed by the Canadian Food Inspection Agency. Imports of fresh fruits and vegetables are not controlled by quota. However, seasonal tariffs are applied to imports of fruit and vegetables at those times of the year when the Canadian grown crops are ready for market. To enter Canada, the cartons containing fruits and vegetables must be marked with the product name, quantity, country of origin, and name and address of the packer. If the import is of a kind produced in Canada, the grade must be indicated. All imports must satisfy Canadian pesticide and fungicide requirements. D. General requirements – Canada All products entering Canada must be reported to Canada Customs. This is usually done by a Customs’ broker located at the port of entry, representing an importer or by the importer in person. In most cases, the goods are released immediately upon presentation of certain minimum documentation. Within a few days either the importer or the broker



must present the final Customs’ documents and pay any duties and taxes owing. Exporters can greatly facilitate the clearance of goods by providing their Canadian clients with any information or documentation requested by Canada Customs. Goods may be entered into Customs bonded warehouses without the payment of duty but must be cleared either for export or Canadian consumption within two years. An additional period not in excess of three years may be authorised. Repacking and sorting can be carried out in Customs bonded warehouses with the permission of the collector concerned, but sampling, assembling or other industrial activity is prohibited. Goods taken from such warehouses for consumption are dutiable at the rates of the Customs tariff then in effect and the value for duty purposes is the transaction value in the country of export at the time of entry for warehousing. Goods exported from warehouses to third countries are subject to Canadian export regulation. Sufferance warehouses under private ownership have been established at various interior points for the storage and deposit of imports pending Customs examination and clearance. An entry for consumption for consumption or for bonded warehouses must be presented to customers within 30 days. Such warehouses charge a fee for the use of their facilities. E. Access to inputs and inputs for infrastructure on farms Access to inputs for infrastructure such as irrigation pumps and engines, irrigation line and sprinklers, trellis polls and wire, equipment for pruning and digging, and parts for equipment do not appear to be always available due to several factors: 1) availability, i.e. the materials, parts, or machines may not be available when needed; 2) they may be too costly and; 3) producers may not want to pay for them but wait for a government programme to provide them. Access to fertilisers in general is a problem and access to different blends is almost non-existent, mostly due to a monopoly and/or manipulation of the agrochemical trade. The access to limited number of pesticides did not appear to be a problem but access to more targeted products with less potential for negative environmental impacts did not seem to be available (at least no one mentioned them). This is probably due to the fact that the newer materials are extremely costly. In the future as pesticide and trade regulations (e.g. HACAP, GAP, etc.) become more stringent the use of the “old” materials and the cost of the “new” materials may become a major issue as producers will have to document/prove what, when, how much and where pesticide applications are made. Road infrastructure for some farms needs improvement for several reasons: 1) a lot of time is wasted going to and from farms with poor roads; 2) poor roads jostle fruit causing damage which lowers their postharvest shelf life and quality (especially important for the fresh market) and; 3) causes excessive wear and tear on equipment, shortening their useful life.

3.4. Commodity chain assessments – commodity enterprise value chains

3.4.1 Market-driven feasible commodities



The attached list comprises commodities which were set out in studies prior to the commencement of the project, commodities which were included in the Inception Report and during country visits and discussions with Ministries, stake holders and analyses of Work Programmes and funding arrangements (table 3.4.1). The list attempts to cover the selected areas under consideration in the project namely food security, Import Replacement, Export Promotion and Agro Tourism (table 3.4.3). Table 3.4.1 Market feasibility commodities

Commodities

Target commodities as per Project

Document

(See Box 1)

Targeted commodities as per Revised

Inception Report

(See Inception report)

Suggested commodities as per stakeholders’ input,

country work programme and projects

(See surveys and action plan template)

Ackee x

Avocado x x x

Aquaculture

Talapia x x

Shrimp x x

Beef cattle x

Black eye peas x

Breadfruit x

Carrots as other vegetables

x x x

Cascarilla x

Cassava x x x

Coconuts x x x

Coco beans x x x

Corn (maize) x x x

Dairy cattle x

Dasheen as other root crops

x x x

Goats x x x

Golden apples x

Herbs/spices/ condiments

x

Honey x

Hot peppers x

Irish potato x x x

Mangoes (Julia) x x x

Melons x

NT forest product x

Onions x x

Pawpaw x x x

Pineapples x x x

Plantains x

Poultry x

Pumpkins x

Rabbits x

Red kidney beans x Seafood species: tuna, snapper, grouper, mahia-mahia, bangamary, trout,

x x



Sheep x x x

Soursop x

Sweet potato x x x

Tomatoes x

Yams x x x

Other vegetables x x x Source: Meetings with stakeholders

The list of 35 commodity enterprises represents those identified by the stakeholders in their respective countries and indicates the countries which will be the main producers. Table 3.4.2 show the commodities that can be produced using a regional cluster approach for production for the region. Table 3.4.2 Key commodity enterprises by country for regional cluster approach

Commodity enterprises Country

Ackee Jamaica, Haiti

Aquaculture Guyana, Jamaica

Peas/beans Guyana, Jamaica, Belize, Haiti

Root crops All territories – specialisation (Guyana, St. Vincent, Dominica, Jamaica, Haiti)

Cattle/beef and dairy Belize, Guyana, Jamaica

Seafood Suriname, Guyana, Belize, Bahamas, Grenada, Haiti

Onions Bahamas, Barbados, St. Kitts

Tomatoes/carrots All territories

Mangoes All territories especially Jamaica and Haiti

Soursop Grenada

Golden apples Grenada

Pineapples Guyana, Antigua

Poultry Guyana, Barbados, Jamaica, Belize, Trinidad and Tobago

Sheep/goat All territories

Herbs/spices/condiment All territories

Cassava Guyana, Haiti, Jamaica

Irish potatoes Jamaica, St. Kitts, Bahamas

Hot peppers All territories

Corn Belize, Guyana, Jamaica

Papayas Belize, Jamaica, Guyana

Coconuts Guyana, Jamaica, St. Lucia, Dominica, and St. Vincent and Grenadines

Source: Data from Stakeholders, Caribbean Integrated Support Programme (CISP), CARICOM Study, September 2010

Some countries have achieved a level of production which places them well on the way to self-sufficiency namely Guyana, Jamaica, Belize and Trinidad & Tobago. There is a second group which has the potential to reach self-sufficiency namely Suriname and Haiti. Then there is a group of smaller islands (Barbados and Dominica) which is self-sufficient in some commodities and is an exporter of fruits, root crops and vegetables. Most of the countries of the OECS and Bahamas, particularly those that are tourist reliant, are highly dependent on food imports from the USA. While there is surplus commodities available for export from some territories (Guyana, Belize, Jamaica), the



lack of available transportation both air and sea prevents the development of intra-regional trade. Coupled with this, is the reluctance of many CARICOM countries to import from the region preferring to buy from North America and Europe.



Table 3.4.3 Enterprise allocation by end use targets regionally

COMMODITY ENTERPRISES

Strategic objectives/options/criteria

Food and

nutrition security

Import replacement

Export income

Indigenous species for stability

Value-added Agro-

tourism

Ackee x x

Aquaculture (tilapia and shrimp)

x x x x x

Beef cattle x x

Black eye pea x x x

Breadfruit x x x

Carrots x x

Cassava x x x

Coconuts x x x

Corn x x

Dairy cattle x x

Dasheen x x

Goats x

Golden apples x x x

Herbs/spices/condiments x x x

Honey x x

Hot peppers x x x

Irish potato x

Mangoes (Julie) x x

Melons x x

NT forest product x

Onions x

Papaw x x x x

Pineapples x x x x

Plantains x x x

Poultry x x

Pumpkins x x x

Red kidney beans x x

Seafood species x x x x x

Sheep x x

Soursop x x x

Sweet potato x x

Tomatoes x

Yams x x x

Source: Data from Stakeholders, Caribbean Integrated Support Programme (CISP), CARICOM Study, September 2010

Market opportunities: We have arrived at the country matrices through discussions with stakeholders and analysis of data and projections in country plans. These cover the areas of food security, import replacement and export capability both existing and future. They are presented below.



3.4.2 Value chain mapping (VCM), value chain analysis (VCA) and competitiveness

For agrarian agricultural commodities in the region several value chains have been mapped (VCM). The issue is a few have been analysed (VCA) to the extent where key value enhanced activity points have been associated with costs, margins/mark-ups and returns on the investment of the value enhanced activities and overall profitability/competitiveness of the commodities. Additionally limited works have been done in demonstrating the relationship of market competitiveness and the value chain activity increments and drivers. Extensive value chain mapping have been done by FAO, IICA, IDB and CARDI. In some cases analyses have been carried out on a few commodities. On one enterprise (hot peppers) extensive analytical work has been done.18 Due to data insufficiencies, the length of time required conducting comprehensive value chain modelling and developing competitive indices, the accepted methodologies of developing comparative advantage indices (using domestic resource cost and social cost benefit) and computable partial equilibrium models were not used in evaluating commodity competitiveness. For the targeted commodities, the value chain mapping show that the commodity chain is Broker-driven (not producers or consumer) as determined by the value gain, mark-up levels and margins, so instead in this exercise the method employed was to identify the eight key value drivers (see Figure 3.4.1) or value-enhancement or value gain points in order to demonstrate and ascertain (a) the value-added/activity value gains; (b) the associated costs; (c) margins/mark-ups as the

18

Competitiveness Assessment of the USA – Miami Market for Trinidad & Tobago, Habaneros by Nkosi Felix, Govind Seepersad, Ardon Iton, and Ranjit H. Singh



commodity moves through the value chains/value streams; and (d) overall contributions of (value drivers)/value gains to the profitability/competitiveness of the commodity as against products supplies from other countries into the destination market (for this study Miami was used as the first point of entry into the North American Market). Applying the “Value System Approach” where data was available we were able to compare along the chain starting end market information and integrating field production costs, landed unit costs, margins, wholesale prices at the distributor levels up to retail prices at the consumer levels.19 For selected commodities produced in the region we were able to fine tune the value chain maps and demonstrate how they matched up competitively with similar commodities from other regions entering into the North American Market (US and Canada). Figure 3.4.2 Value chain analysis framework in estimating value gains and margins

Source: Sustainable Value chain System for Primary and Value-Added Agricultural Commodities: Developed by Dr. Samuel Scott, 1999–2001 USDOE/APEC – Energy for Sustainable Working Group – APEC/ASIA

19

It should be noted that the Value System Approach recognises an interconnecting system of value chains at various levels as the product moves through the value stream from farm to fork. In other words value chain analysis can be done at all those different levels and then combine to show the overall value within the system.

PRODUCTION &

MARKETING

PLANNING

PRODUCTION &

MARKETING

PLANNING

HARVESTING &

ASSEMBLE

HARVESTING &

ASSEMBLE

POSTHARVESTING

HANDLING AND

PROCESSING

Preparation & Handling

POSTHARVESTING

HANDLING AND

PROCESSING

Preparation & Handling QUALITY

ASSURANCE

Grades &

Standardization

QUALITY

ASSURANCE

Grades &

Standardization

EXCHANGE

Buying and Selling

EXCHANGE

Buying and Selling

PACKAGING

Bulk or Unitized

PACKAGING

Bulk or Unitized

STORAGE Short Term or

Long Term Perishables or

Non-perishables

STORAGE Short Term or

Long Term Perishables or

Non-perishables

Hazard

Analysis

& Critical

Control

Points

Hazard

Analysis

& Critical

Control

Points

Hazard

Analysis

& Critical

Control

Points

Hazard

Analysis

& Critical

Control

Points

TRANSPORTATION Perishables or

Non-perishables

TRANSPORTATION Perishables or

Non-perishables

APEC/USDOE Energy for Sustainable

Community Program – China© Samuel Scott, Ph.D., December 2001



We were able to employ a competitive gauge system determined by end market information used by distributors in those markets (Scott, Mitchell and Chase, 2003, 2007, 2009), this is done by comparing per unit CIF landed prices. These are as follows:

1. Strongly competitive when the landed CIF unit price falls well with the range of the five year weighted average landed CIF unit prices from low season to high season (i.e., market windows). For example, Jamaican pumpkin landed in Miami at CIF price of USD17/50 lb bag is considered strongly competitive as the weighted five year CIF unit price ranges from USD14 – USD22/50 lb bag of pumpkin (main suppliers Panama and Dominican Republic).

2. Moderately Competitive when the landed CIF unit price falls in the upper

bound of the five year weighted average landed CIF unit price from low season to high season e.g. Habanera hot peppers from the Caribbean (Jamaica, Trinidad, Dominica, St. Lucia and St. Vincent) landed in Miami between USD8–9/10 lb box is considered moderately competitive as the weighted five year CIF ranges from USD6.50/10 lb box to USD10/10 lb box (main suppliers Dominican Republic and Mexico).

3. Weakly/non-competitive when the landed CIF unit price falls beyond the five

year weighted average landed CIF unit price from low season to high season e.g. fresh plantains from St. Vincent landed in Miami at USD13/40 lb box as the weighted five year CIF ranges from USD8/40 lb box to USD10/40 lb box (main suppliers Ecuador, Columbia, Honduras and Guatemala).

As will be shown in the following tables we relied heavily on cost of production data/enterprise budgets from Jamaica, Trinidad and the Eastern Caribbean countries of Dominica and St. Lucia). Cost of production comparisons were made against data from Dominican Republic and selected countries from Central and Latin America for hot peppers, pumpkins, plantains, cassava, papaya (pawpaw), mangoes, avocado, ginger, dasheen, breadfruit and coconuts; sweet potato from Homestead, Florida and a few Central American countries, and pineapples from Hawaii. Input costs were collected on key drivers of production to include fertiliser, labour, and packaging material. Freight rates were collected from the major carriers. Data and information were collected through personal communications with first and second stage brokers/distributors. Wholesale prices were collected from various sources to include USDA terminal market prices and distributors. Retail prices were collected from various grocery departments of major supermarkets, discount stores and ethnic stores. The following table shows analysis on sixteen commodities which are represented in separate tables as follows: Table 3.4.4 Selected primary commodities and value-added products

Primary Commodities Value-added products

Hot peppers Breadfruit Coconut (dried) Pineapple Pumpkin Papaya Sweet potato Cassava Mango

Frozen soup pack (root crops) Canned ackee Plantation chips Coconut water



Avocado Ginger Dasheen

Source: Caribbean Integrated Support Programme, CARICOM Study, 2010



Value Chain Mapping Analysis – Hot Peppers

Value Enhanced Activities

Field Production

Farm Gate Post

Harvest

Packaging and

Handling

Transport-ation

First Stage

Second Stage

Retail

Integrators and

Facilitators

Farmers Input

Suppliers

Farmers Farmers’ Associa-

tion

Ministry of Agricul-

ture CARDI

IICA

WINERA Caribbean Containers

Amerijet La Parkan Caribbean

Airlines American

Private Distrib-utors

Private Distrib-utors

Winn Dixie Publix

Krogers Loblaws

Speciality Foods

Importers Distributors Ethnic Shops

Value Transmis-sion from

farm to fork

5.6% 11.0% 16.5% 26.2% 40.0% 60.0% 80.0%

Average costs

17c US 45c EC

32.6c US 88c EC

50c US 1.32 EC

78c US 2.15 EC

1.19 US 3.20 EC

1.78 US 4.80 EC

2.37 US 6.40 EC

2.96 US 8.00 EC

Mark-up or margin

95.6% 50.0% 62.1% 48.8% 50.0% 33.3% 25.0%

Sources: Data gathered form USAID Sponsored Market Research 2007–2008 and WINFRESH sponsored market research (Scott, Chase, Mitchell 2009), USDA terminal market prices and personal communication with distributors

Value Chain Mapping Analysis – Breadfruit


Field Production

Farm Gate

Post Harvest

Packaging and

Handling

Transpor-tation

First Stage Second Stage

Retail

Integrators and

Facilitators

Farmers Input

Suppliers


tion

Ministry of Agricul-

ture CARDI

IICA

WINERA Caribbean

Con-tainers

Amerijet La

Parkan

Importers Distribu-

tors

Distribu-tors

Ethnic Shops

and Super-

markets


farm to fork

5.0%

8.0%

18.0%

23.0%

30.0%

39.0%

50.0%

Average costs

15c US 41c EC

22c US 59c EC

53c US 1.43 EC

65c US 1.76 EC

85c US 2.30 EC

1.11 US 2.99 EC

1.44 US 3.89 EC

2.87 US 7.50 EC

Mark-up or margin

47.0% 141.0% 23.0% 31.0% 31.0% 30.0% 100.0%

Sources: Data gathered form USAID sponsored market research 2007–2008 and WINFRESH sponsored market research (Scott, Chase, Mitchell 2009), USDA terminal market prices and personal communication with distributors



Value Chain Mapping Analysis – Coconut


Field Production

Farm Gate Post

Harvest

Packaging and

Handling

Transpor-tation


Retail

Integrators and

facilitators

Farmer Import

Suppliers

Farmers Farmers’

Association

Ministry of Agriculture

CARDI IICA


Tropical La Parkan Cagema

Importers Distributors


Ethnic Shops

Regional Super-markets


farm to fork

5.0% 12.0% 17.0% 20.0% 30.0% 38.0% 50.0%

Average costs

05c US 13.5 EC

13c US 35c EC

18c US 49 EC

21c US 57 EC

31c US 84c EC

40c US 1.08 EC

52c US 1.40 EC

1.05 US 2.84 EC

Mark-up or margin

160.0% 38.0% 17.0% 48.0% 30.0% 30.0% 100.0%


Value Chain Mapping Analysis – Pineapple


Field Production

Farm Gate Post

Harvest

Packaging and

Handling

Transport-ation


Retail

Integrators and

Facilitators

Farmers Input

Suppliers


tion


CARDI IICA


Carriers to supply

countries


Speciality Foods

Distributors

Winn Dixie Publix

Krogers Loblaws Ethnic Shops


farm to fork

21.7% 29.07% 36.2% 42.0% 46.4% 60.9% 78.3%

Average costs

28c US 75c EC

37c US 1.00 EC

46c US 1.25 EC

54c US 1.45 EC

59 US 1.60 EC

78c US 2.10 EC

1.00 US 2.70 EC

1.28 US 3.45 EC

Mark-up or margin

33.3% 25.0% 10.0% 17.2% 23.8% 19.8% 21.7%




Value Chain Mapping Analysis – Pumpkin


Field Production

Farm Gate Post

Harvest

Packaging and

Handling Transportation First Stage

Second Stage

Retail

Integrators and

Facilitators

Import Suppliers

Farmers Farmers’

Association


CARDI IICA


La Parkan Tropical



Ethnic Shops

Value Transmission from farm to

fork

14.7% 33.0% 40.0% 43.3% 46.7% 50.0% 66.0%

Average Costs

8c US 22c EC

19c US 50c EC

22c US 60c EC

24c US 65c EC

26c US 70c EC

28c US 75c EC

37c US 1.00 EC

56c US 1.50 EC

Mark-up or margin

127.0% 20.0% 8.3% 7.7% 3.6% 33.0% 50.0%


Value Chain Mapping Analysis – Papaya


Field Production

Farm Gate Post

Harvest

Packaging and

Handling

Transport-ation


Retail

Integrators and

Facilitators

Input Suppliers

Farmers Farmers’

Association


CARDI IICA


Amerijet La Parkan American



Winn Dixie Publix

Krogers Loblaws

Speciality Foods Ethnic Shops


fork

9.1% 14.3% 21.4% 50% 51.4% 65.7% 82.0%

Average costs

12c US 32c EC

19c US 50c EC

28c US 75c EC

46c US 1.25 EC

67c US 1.80 EC

85c US 2.30 EC

1.07 US 2.90 EC

1.30 US 3.50 EC

Mark-up or margin

56.2% 50.0% 66.7% 44.0% 27.8% 26.0%




Value Chain Mapping Analysis – Sweet Potato


Field Production

Farm Gate Post

Harvest

Packaging and


Second Stage

Retail

Integrators and

Facilitators

Import Suppliers

Farmers Farmers’

Association


CARDI IICA


Carriers to supply

countries



Ethnic Shops


Fork

35.2%

54.8%

62.2%

69.6%

73.3%

83.0%

92.6%

Average Costs

35c US 95c EC

55c US 1.48 EC

62c US 1.68 EC

70c US 1.88 EC

73c US 1.98 EC

83c US 2.24 EC

93c US 2.50 EC

1.00 US 2.70 EC

Mark-up or Margin

55.6% 13.5% 11.9% 5.3% 13.1% 11.6% 8.0%


Value Chain Mapping Analysis – Cassava


Field Production

Farm Gate Post

Harvest

Packaging and


Second Stage

Retail

Integrators and

Facilitators

Import Suppliers

Farmers Farmers’

Association


CARDI IICA


Tropical La Parkan



Ethnic Shops


fork

16.1% 26.9% 30.1% 32.8% 37.6% 59.1% 80.6%

Average costs

11c US 30c EC

19c US 50c EC

21c US 56c EC

23c US 61c EC

26c US 70c EC

41c US 1.10 EC

56c US 1.50 EC

69c US 1.86 EC

Mark-up or margin

66.7% 12.0% 8.9% 14.8% 57.1% 36.4% 24.0%


Value Chain Mapping Analysis – Mango


Field Product-

ion Farm Gate

Post Harvest

Packaging and

Handling

Transport-ation


Retail

Integrators and

Facilitators

Import Suppliers


tion

Ministry of Agri-

culture CARDI

IICA

WINERA Caribbean Contain-

ers


Airlines

Importers Distribu-

tors

Importers Distribu-

tors

Specialty Foods Winn Dixie Publix Ethnic Shops

Value Transmission from farm

to fork

5.6% 9.3% 13.7% 19.3% 25.9% 44.4% 70.4%

Average costs

6c US 15c EC

9c US 25c EC

14c US 37c EC

20c US 52c EC

26c US 70c EC

45c US 1.20 EC

70c US 1.90 EC

1.00 US 2.70 EC

Mark-up or margin

66.7% 48% 40.5% 34.6% 71.4% 41.7% 42.1%




Value Chain Mapping Analysis – Avocado


Field Product-

ion Farm Gate

Post Harvest

Packaging and


Second Stage

Retail

Integrators and

Facilitators

Import Suppliers

Farmers Farmers’

Association


CARDI IICA



Airlines



Winn Dixie Publix

Krogers Loblaws



fork

2.9% 13.3% 17.3% 21.3% 26.7% 42.7% 65.3%

Average costs

4c US 11c EC

19 US 50c EC

24c US 65c EC

30c US 80c EC

37c US 1.00 EC

60c US 1.60 EC

90c US 2.45 EC

1.40 US 3.75 EC

Mark-up or margin

354.5% 30.0% 23.0% 25.0% 60.0% 53.1% 53.1%




Value Chain Mapping Analysis – Ginger


Field Production

Farm Gate Post

Harvest

Packaging and


Second Stage

Retail

Integrators and

facilitators

Input Suppliers

Farmers Farmers’

Association


CARDI IICA


Amerijet La Parkan Cagema Tropical





fork

4.2% 20.9% 26.5% 30.2% 34.9% 53.5% 72.19%

Average costs

18c US EC 45c

83c US 2.25 EC

1.05 US 2.85 EC

1.20 US 3.25 EC

1.40 US 3.75 EC

2.12 US 5.75 EC

2.87 US 7.75 EC

3.98 US 10.75 EC

Mark-up or margin

400.0% 26.7% 14.0% 15.4% 53.5% 34.8% 38.7%


Value Chain Mapping Analysis - Dasheen


Field Production

Farm Gate Post

Harvest

Packaging and


Second Stage

Retail

Integrators and

Facilitators

Import Suppliers

Farmers Farmers’

Association


CARDI IICA


Cagema La Parkan Tropical



Ethnic Shops


Fork

17.0% 22.6% 26.4% 29.4% 34.0% 50.9% 73.6%

Average Costs

17c US 45c EC

22c US 60c EC

26c US 70c EC

29c US 78c EC

33c US 90c EC

50c US 1.35 EC

72c US 1.95 EC

99c US 2.65 EC

Mark-up or Margin

33.3% 16.7% 11.4% 15.4% 50.0% 44.4% 35.9%




Value Chain Mapping Analysis – Soup Packs (root crops)


Field Produc-

tion

Farm Gate

Processing &Handling

Packaging and Storage

Transpor-tation

Market Promotion

First Stage

Second Stage

Retail

Integrators and

Facilitators

Import Suppliers

Farmers Farmers’

Associa-tion

Factory Workers


Local Tropical

La Parkan

Advertising Agencies

Import-ers

Distrib-utors

Impor-ters

Distrib-utors

Ethnic Shops Winn Dixie Publix

No Frills


farm to fork

3.0% 5.0% 10.0% 16.0% 25.0% 41.0% 64.0%/ 64.0%

Average costs

09c US 24.0 EC

14c US 38c EC

28c US 76 EC

45c US 1.22 EC

70c US 1.89c EC

1.14 US 3.08 EC

1.79 US 4.83 EC

2.29 US 6.18 EC

2.79 US 7.53 EC

Mark-up or margin

55.0% 100.0% 61.0% 55.0% 63.0% 57.0% 57.0%


Value Chain Mapping Analysis – Ackee


Field Produc-

tion

Farm Gate

Processing &Handling

Packaging and

Storage

Transportation

Market Promotion

First Stage

Second Stage

Retail

Integra-tors and Facilita-

tors

Import Supplier

s


tion

Factory Workers


Local Tropical

La Parkan

Advertising

Agencies

Importers

Distributors

Impor-ters

Distrib-utors


Value Transmis-sion from farm to Fork

3.0% 5.0% 13.0% 16.0% 24.0% 32.0% 58.0% 78.0%

Average Costs

36c US 97c EC

57c US 1.54 EC

1.13 US 3.05 EC

1.79 US 4.83 EC

2.75 US 7.42 EC

3.61 US 9.74 EC

6.50 US 17.50 EC

8.75 US 23.60 EC

11.25 US

30.30 EC

Mark-up or Margin

36.0% 98.0% 58.0% 54.0% 31.0% 80.0% 35.0%




Value Chain Mapping Analysis – Plantain Chips


Field Produc-

tion Farm Gate

Proces-sing &

Handling

Packa-ging and Storage

Transpor-tation

Market Promo-

tion

First Stage

Second Stage

Retail

Integrat-ors and

facilitators

Import Supplier

s


tion

Factory Workers

WINERA Caribbean Containers W.I. Glass

Co.

Local Tropical

La Parkan Caribbean

Airlines

Adverti-sing

Agencies

Impor-ters

Distrib-utors

Importers

Distrib-utors


Value Transmis-sion from farm to

fork

3.0% 5.0% 13.0% 18.0% 27.0% 35.0% 46.0% 66.0%

Average costs

15c US 40.5c EC

24c US 64.8c EC

60c US 1.62 EC

80c US 2.16 EC

1.20 US 3.24 EC

1.60 US 4.32 EC

2.10 US 5.67 EC

3.00 US 8.10 EC

4.50 US 12.15 EC

Mark-up or margin

60.0% 150.0% 33.0% 50.0% 33.0% 31.0% 43.0% 50.0%


Value Chain Mapping Analysis – Coconut Water


Field Produc-

tion Farm Gate

Proces-sing &

Handling

Packaging and

Storage

Transportation

Market Promoti

on

First Stage

Second Stage

Retail

Integrators and

facilitators

Import Supplier

s


tion

Factory Workers

WINERA Caribbean Containers W.I. Glass

Co.

Local Amerijet

La Parkan Caribbean

Airlines

Advertising

Agencies

Importers Distrib-utors

Importers

Distrib-utors


Loblaws

Value Transmis-sion from farm to

fork

3.0% 5.0% 11.0% 17.0% 26.0% 33.0% 47.0% 64.0%

Average costs

12c US 32c EC

18c US 49c EC

40c US 1.08 EC

60c US 1.62 EC

94c US 2.54 EC

1.20 US 3.24 EC

1.67 US 4.50 EC

2.30 US 6.21 EC

3.59 US 9.69 EC

Mark-up or margin

50.0% 122.0% 50.0% 57.0% 28.0% 39.0% 38.0%




3.4.3 Priority products

The distribution outlook for fresh and agro-processed products in and out of the region would cover the domestic market consisting primarily of food retail, food service sectors, the hospitality sector comprising hotels, restaurants, cafes and in a limited sphere the cruise ship sector and the agro-processing sector manufacturing fruit and vegetable products mainly, and the production of animal feed utilising waste and by-products. Export markets are primarily intra-regional trade within the CARICOM to those mainly tourist reliant territories which are dependent on imports for food and international trade with extra-regional countries in North America (U.S and Canada) and Europe (mainly UK) but opportunities exist for France and Germany. There are also greater opportunities for expansion into areas like Martinique, Guadeloupe, St. Maarten, and in the case of Belize – Guatemala and Mexico. However, as more cooperation agreements come into force new areas are opening namely Brazil from Guyana and Venezuela. While these opportunities are promising and could help to develop the agribusiness sector in the region, there are a number of challenges which must be conquered, the first being the development and expansion of the fresh produce sector correcting a number of weaknesses, which have been detailed within this report. Assuming that these constraints are attended to, then the main challenge would be the provision of adequate and regular sea and air transportation both within and out of the Region. While there are some available avenues by sea, namely Geest, Tropical and La Parkan for extra-regional exports, there are no or very limited carriers with the region. This shortcoming is being presently examined both sub-regionally and regionally. The main commodities identifies during the project with market potential are:

Freshly cut fruit salads (melon, papaya, pineapple, mango) for the domestic market (food Service, hotels and supermarkets)

Freshly cut and packaged vegetables (supermarkets, hotels)

Processed fruits into concentrates and purees (soursop, golden apple, pineapple, mango, passion fruit, cherry) and coconut water

Import replacement of salad greens for food service, hotels and supermarkets – tomato, lettuce, cucumber, sweet peppers

Import replacement – carrots, cabbage, onions

Frozen cut and packaged vegetables for local, regional and export markets – pumpkin, okra, beans

Roots and tubers for import substitution of white potatoes – sweet potatoes, yams, dasheen, tannia, cassava and in the frozen state for local, regional and export markets

Pre-cooked plantain – green and partly ripe, roasted breadfruit and frozen soup packs

Processed root crops into chips – plantains, sweet potatoes, cassava and breadfruit

Herbs and spices – hot peppers and other processed sauces, jams and jellies

Import replacement – processed beef, pork and fish products for local and regional markets



Grains and pulses, black eyed peas, red kidney beans, black beans and processed corn flour for local and regional markets – Belize being a major producer but Guyana and Jamaica have the potential to expand production quickly.

In this particular context attention should be placed on Haiti which country has the capability to expand agricultural production with its strong base – available arable land, large source of agrarian labour and existing base of approximately one million farmers. While the list above may be extensive, there are a number of existing opportunities which could be built upon. With the collapse of banana exports from the Windward Islands, the Geest ships presently carry only 25% loads and herein lies an opportunity for export of fruits, vegetables, root crops and other processed goods to the markets in the UK and Europe. If the region intends to become a player in the international export area, since its supply base will always be small, it is critical that the target would be the niche and/or specialty market. Also the production of agro-processed goods seem to have a distinct edge over perishable and low cost food produce, which face quarantine, phytosanitary as well as stringent food safety barriers. Food security20 Food security is defined to include not only the physical availability of food supplies over time and space but also the socio-economic and nutritional aspects of having adequate economic and physical access to safe and nutritious food supplies. The larger territories in CARICOM (Guyana, Belize, Jamaica and to a lesser extent Suriname) are all moving to a level of self- sufficiency in the areas of grain, fruits, roots/tubers and livestock and in many cases are seen as possible suppliers to food deficient countries namely Barbados, Antigua, St; Kitts/Nevis, Montserrat) these are in the main tourist reliant and have limited areas available for agriculture. In the case of St. Vincent, Grenada, St .Lucia and Dominica (Windward Island) – these countries are self-sufficient in root/tubers and fruits and are exporters to some neighbouring islands e.g. Dominica exports to Antigua, St. Kitts/Nevis and Montserrat. St. Vincent and St. Lucia are mainly exporters of roots/tubers to Trinidad and Tobago and Barbados. The territories of the Eastern Caribbean (OECS) are deficient in livestock – poultry and beef, and with the inclusion of tourist trade are dependent on imports fro USA. This could be an opportunity for exports to these countries of poultry from Guyana, Belize and Barbados and beef and beef products from Belize. In order to achieve this objective of import replacement/substitution, root crops which are produced in almost every country could replace white potatoes. The major challenge to the expansion of intra-regional trade continues to be the lack of air/sea transportation,

20

References: Poverty Alleviation and Food Security Strategies in the Caribbean: A Policy Dialogue: CFNI–SDA/PAHO/ CARICOM 2007 Food and Nutrition Priorities in the Caribbean 2010-2015, Rational and Strategic Approaches – CFNI/PAHO 2010 Implementing Agriculture and Food Policies to Prevent Obesity and Non-Communicable Diseases (NCDs) in the Caribbean – CFNI/PAHO 2007 Reducing Poverty and Food Insecurity in the Caribbean – CFNI,IICA.PAHO,USDA 02007



and unless this is overcome, the dependence on extra-regional imports mainly from the US will continue. The case of reliability of transportation continues to make this trade more acceptable. All of the countries in CARICOM have accepted that their national/regional policies in agriculture should emphasise food security and to this end they have embarked on a programme of agricultural diversification based on increased production of crops which are nutritious and can prevent obesity and non-communicable diseases. In order to achieve these objectives the Caribbean Food and Nutrition Institute (CFNI) in conjunction with the FAO has begun work on developing a Food Balance Sheet and preparation of a regional plan for food security. Some of the proposed strategies which are advocated are as follows:

Development of national economic and social policies in which agricultural activities improve conditions of food security and rural development

Formation of policies to emphasise food security in order to achieve nutritional and health goals

Promotion of activities and actions to increase and improve food production and consumption which will serve to eliminate and prevent nutritional and micro nutrient deficiencies and improve the hygienic control of food in order to guarantee a safe and secure food supply

Align food imports and local production policies in the context of global trade

Create production incentives for selected food products and institute the enabling environment to attract greater private sector investment in the agribusiness sector

Selective use of trade measures in combination with other measures such as consumer education, marketing and distribution strategies to effectively influence the supply, prices and consumer preferences

Expansion of agriculture production both for exports and import substitutes

Sustained and expanded commitment to agriculture diversification and increased production of non-traditional and specialty foods such as organic, ethnic and health related

Promote the production, supply and consumption of legumes, ground provisions, fruits and vegetables to meet recommended national dietary goals

Increased attention to agro-processing and marketing of high value agriculture products

The scope and definition of food security should go beyond food availability and should include factors such as food prices, food and nutrition intervention programmes and agricultural policies in individual sectors which are of special interest to the vulnerable groups in society.

In the CARICOM region the agriculture sector is divided into two major subsectors. Firstly there are the large estate farms which cultivate traditional export crops (sugar, rice, bananas, coffee, and cocoa) on which government s focus attention as sources of foreign exchange and providers of employment and income to the rural work force. Secondly there are the small/subsistence farmers who while cultivating some root export crops, usually grow a range of food crops at low levels of productivity, particularly roots/tubers and a variety of vegetables for their own consumption and for the domestic market. The movement towards food security would therefore depend on governments setting out a two-tier policy for small landholders and or the development of large farms on former government estates. Pulses/Beans



The main producers of beans/pulses (black eye peas and red kidney beans in the region are Jamaica and Belize. Jamaica produces 700,000 kg per annum and also imports. Belize has 3,000 acres of black eye peas, and 10,000 acres of red kidney beans under cultivation. Belize is an exporter of red kidney beans to Jamaica, Barbados and Trinidad and Tobago, but is unable to supply the demand for Jamaica, which is the main user in the region. While Belize has the capability to increase production of this commodity, it is limited by the unavailability of arable land. Herein lies an opportunity for a possible joint venture partnership between Belize and possible entrepreneurs in Guyana or Suriname. This production would then provide the region with self-sufficiency, food security and additional nutritional security. Belize is also a major supplier of black eyed peas with production. In its thrust towards increased exports the company Bel-Car Limited, has undertaken the installation of machinery and equipment to process corn into cornmeal with a view to exporting to CARICOM. However, one of the main limitations to a greater level of inter-regional export has been the lack of sea freight between Belize and CARICOM. This situation has been remedied somewhat with the inauguration of a weekly service by Zim – between Belize – Jamaica, however, there is still very little sea freight within the Eastern Caribbean.

Small ruminants (goats and sheep)

Most of the territories rear sheep and goats, mainly for the local market where the demand is primarily for mutton except in the case of Jamaica where the consumption of goat by the local population is extremely high. In order to satisfy the demand for mutton for the tourist industry there is a high incidence of imports mainly from New Zealand, Australia and USA with small quantities from Canada so as to reduce the quantity of imports, governments are encouraging farmers to rear more of these small ruminants and it is the expectation that Blackbelly Sheep from Barbados would provide the breeding stock. The average consumption in the region is in the vicinity of 15,000 tonnes per annum. The main consumers are Bahamas and Barbados however, there is some consumption in Jamaica and Trinidad & Tobago where there is a ratio of 65/35 sheep vs. In Trinidad & Tobago. In Jamaica production, of mainly goats, is 1,500 tonnes per year. Seafood (Fish)

Each territory in CARICOM has a fishing industry providing/the local population with a wide variety of fish. However, many of the countries also export either frozen or on ice e.g.: Guyana Snapper, Grouper, Trout and Bangamary (USA, Antigua, Jamaica, Barbados) Suriname Snapper (Holland) Bahamas Lobster (USA) Belize Shellfish Grenada Yellow fin tuna (USA), EU Haiti Shellfish (conch), lobster (USA)



In the case of Guyana, there is fish processing: both smoked and salted which serves as an import replacement. It is possible that this commodity could be expanded and exported regionally. The amount of fish that is caught has been decreasing over the years, due to over fishing brought about by an increase in the number of boats operating. Governments throughout the region have been introducing various measures in an attempt to preserve the resource; some of the measures are registering and licensing of books, restricting the number of boats and reducing the catch per both. However, these efforts are being nullified by the intrusion of foreign fleets which fish without discrimination and the limited size of local coastguards does not enable enough security. Concerted efforts must therefore be made to preserve this important resource, so vital to food and nutritional security, and as a source of vital foreign exchange.

Poultry

Production of poultry meat and eggs takes place in every territory to varying degrees. In the case of the larger territories the level of production of both meat and eggs is of such that they are to a large extent self-sufficient. This situation is not the same for the inputs and while there is widespread production of feed some inputs e.g. corn and concentrates are imported. There is excess capacity in the production of corn (Belize) which in turn exports to various countries (e.g. Guyana). Similarly hatching eggs are imported for the existing hatcheries. It should be added that research is ongoing using roots crops and waste from the citrus industry in feeds and the opportunity is there for conversion of fish waste into fish meal, thereby reducing the quantity of imports. While the production of meat satisfies the demand for whole birds and some parts, other parts continue to be imported i.e. wings and substantial quantities of necks/backs to satisfy local demand by the population. There are some countries which for one reason or another continue to import – Suriname is one where it is the policy of the government to allow imports of quantities of birds in order to guarantee prices and to ensure that market prices do not escalate. However, it is the contention of the producers, who given the opportunity and the necessary incentives, would be able to increase their production substantially and reduce the need for imported meat. In other cases particularly those of the OECS, these countries continue to import substantial quantities of poultry meat and this would provide another opportunity for regional suppliers to fill a portion of this demand and concretely to increase local production. St. Kitts and Nevis while producing eggs does not have a broiler production industry. Import replacement Most territories in the Caribbean region cultivate a variety of crops and these are seen as possible replacements for imported food and processed commodities. However, the trading and distribution of these commodities are adversely affected by the lack of information and the absence of adequate transportation facilities. Some typical examples of this are – a variety of root crops replacing imported white potatoes. Broiler production in the OECS, better storage and drying facilities for onions,



carrots etc., would reduce the level of imports of those products. The utilisation of fish, animal and other vegetable waste as inputs in the manufacture of animal feeds would reduce production costs and assist in the development of livestock production. Processing of fruits into pulps, purees and juices for local consumption are some of the means which can be employed to reduce the high volume of food imports, thereby increasing the efforts at greater food security. Animal feed

The production of this commodity is critical to the cause of food safety to the region as it is the main input to the Livestock Sector. Every territory has some level of animal feed production mainly based on imports of raw materials and feed concentrate. There have been some attempts to introduce various local ingredients in the product, namely, root crops and citrus waste (Belize); while Belize is a major producer of corn, which also exports to CARICOM and its neighbours Guatemala. However, exports to CARICOM (Guyana) have been affected by the lack of available sea freight. The CARICOM region is a major producer and exporter of seafood products to North America and Europe and consequently has substantial quantities of fish and shell fish waste annually. Guyana 6–10,000 tons Suriname 6–8,000 tons Belize 6,000 tons Bahamas 4,000 tons Presently the region imports all its fish meal concentrate as additives for the feed industry from extra-regional sources. There is an opportunity here for import replacement by drying and milling the waste into meal, thus replacing a portion of imports and sowing valuable foreign exchange. Onions The Caribbean imports a large quantities of onions, but efforts are being made to reduce the level of imports and create some foreign exchange savings, as it is highly unlikely that regional production will ever satisfy more than a quarter of the demand. In order to produce this amount, there are certain infra-structural aspects which must be corrected e.g.:

The acquisition of quality planting materials

Proper harvesting and postharvest techniques. The present habit of leaving the crop in the field to dry, subject to the vagaries of the weather, results in the crop retaining moisture and therefore causing a high percentage of losses

Attention must be paid to the cost of production, since of local production is presently uncompetitive in relation to imports

Appropriate drying facilities must be constructed to ensure greater productivity and reduction of losses

Better planning and availability of production information To this end production is being planned in Barbados, where it is proposed to satisfy a quarter of local demand while other areas undertaking increased cultivation are Belize, Jamaica and Antigua. In all cases plans are afoot to provide adequate drying facilities as this has been one of the main shortcomings affecting production.

Agro-processing subsector



This subsector is dependent on the availability of fresh produce and it presently competes with the fresh produce market, thus increasing the cost of the produce and consequently increases the cost of production. By and large, this subsector is relatively small and comprises numerous cottage scale processors who operate mainly in kitchens and small, ill equipped factories with the majority engaged in sauces and condiments (mainly pepper sauce). The subsector also suffers from a number of entrenched problems besides the unavailability of raw material e.g.:

Lack of market information

Low levels of technology

High cost and limited accessibility to finance

High cost of packaging material

Inability to achieve HACCP and other certification

Weak producer associations In spite of these shortcomings, there are clear examples of successful operations achieving international acceptance through exports to North America and Europe. There are also opportunities to expand existing production through integration – joint ventures such as Pine Hill Dairies and Belize Citrus Growers Association in the production of fruit juices; GMIB/WINFRESH in Grenada. A number of new opportunities are available e.g.

Packaging of beans/pulses – Belize

Dairy produce: cheese, yoghurt – Belize

Ackees – Jamaica and Haiti

Animal feed: fish meal – Suriname, Guyana, Belize

Coconut Water – Guyana, Jamaica

Frozen packaged roots/tubers – Trinidad & Tobago, St. Vincent

Agro tourism linkages

Plantain chips – Haiti and St. Vincent and the Grenadines Coconut water

The Caribbean produces tonnes of coconuts with the majority being produced in the following countries – Jamaica, Guyana and Trinidad and Tobago. While the coconut industry traditionally produced mainly coconut oil, within recent times there has been greater diversification into coconut milk products and coconut water (most countries produce coconut water for the local market). With the increasing popularity of coconut water and the health benefits which are now being attributed to this product the market has been expanding rapidly. However, while there is increased production locally, the required technology to increase the shelf life of the product is still not available locally. There is need for required investment in the rehabilitation of existing estates and continued research in the diseases which originally brought about the demise of this industry (exception Guyana). While there are varying levels of production and distribution of the product in almost every Caribbean territory, any large scale production based on existing availability of acreage would point to Guyana, Jamaica and Belize. Another favourable aspect to the promotion of this commodity is the real proposal to establish a regional standard by the Caribbean Regional Organisation for Standards and Quality (CROSQ).



Dairy industry

Dairy production is critical to the provision of food and nutritional security in the region and to this end most CARICOM countries endeavour to provide fresh products, however the majority of processed commodities are imported from extra-regional sources. Belize has an established dairy corporative which produces a wide range of commodities – cheese (cheddar and mozzarella) ice cream, yoghurt etc. It purchases 318–340,000 lbs of milk per month, but has to dump 30% as it is self-sufficient in the local market. In order to utilise the dumped milk it has plans to purchase equipment to process VHT milk. Here again, this facility has the capability to export dairy products to the CARICOM region. At the same time, there are possibilities for cross-border investment in this industry which could lead to increased regional production.

Frozen, packaged root crops

The Caribbean has traditionally been producers and exporters of a wide range of root crops/tubers to North America and Europe to satisfy the demand of the Diaspora living in these countries. However, over the years the market situation has been changing as life styles have changed with more women moving into the work place and the second and third generation of the Diaspora moving away from time consuming usage of these crops in their raw state. The emphasis is now on individual packages of semi-processed meals which are quickly and readily prepared (microwaveable). To this end, the market has moved to packaged, peeled vegetable products in 1 lb. quantities. These products will not only satisfy the export market, but are also in demand locally in supermarkets. Trinidad and Tobago is already in the forefront and manufactures this product, but does not have ample supplied of raw material. St Vincent is a major producer of root crops has resuscitated a factory which will produce frozen, packaged root crops. The opportunity here is for the development of a regional industry, utilising Trinidad and Tobago’s low energy cost and transporting raw materials from Guyana, St. Vincent and Dominica. The finished product being distributed regionally and exported to the Diaspora and cross over markets in North America and Europe.

Ackees

This is regarded as the fruit of Jamaica and is a staple of the Jamaican population and by extension has secured a ready export market in the Jamaica Diaspora of the US, Canada and the UK to which countries there has been a continuous level of exports. Within recent times there has been some cross over, as many visitors to the island have continued to enjoy this delicacy as the lore of Jamaica continues. Over 80% of annual production is consumed locally – ackees are sold fresh, in cans and frozen, the latter two forms being exported. It is the contention of the local manufacturers that export revenue from ackees can in time replace sugar and bananas, as the major agricultural contributors to GDP with the termination of preferential treatment of those products. There are presently eight certified processors and with improved expertise in the harvesting of the product, production has shown improvement. However, production from orchards continues to be uneven as compared with more bountiful supplies from trees in the wild and research continues in an effort to solve this problem. Processors purchase ackees in two forms, either open or



closed, directly from larger farmers and in the main from suppliers who collect from small farmers. The fruit has two bearing seasons: January–March and June–August, with the latter period providing the majority of supply with the main areas of cultivation being Clarendon St. Elizabeth, St. Thomas and St. Catherine. Presently there are not adequate supplies to enable processors to operate at capacity. Island Packers, one of the main producers with a capacity of 100 cases/8 hour shift, is presently producing at 50–70 cases/day while the larger factories can produce at 300–400 cases/day. The industry as a whole has been operating at 60% capacity as supplies recover from the ravages of Hurricane Gustav. Efforts are now being made to increase acreage under cultivation. It is estimated that there are about 3000 acres under cultivation with established orchards cultivating 450–600 acres. The majority of ackees are grown in mixed stands on farms or in backyards by 2–3000 small farmers who supply the bulk of fruit. While the main emphasis is on processing of the fruit for the local and export market, there being only limited regional demand, there is new competition from production in Mexico, Costa Rica, Florida and Hawaii. There are some additional possibilities for by-products e.g.:

Pods – production for fertiliser

Seeds – bio fuels and also a drink (popular in South America)

Aquaculture

The supply of fish caught at sea continues to decline, and the demand increases as the drive for better health and nutrition is advanced by governments, so there is a reviewed push to expand production through aquaculture and many agencies are continuing research in new species and new techniques to increase productivity. The FAO has provided data showing that production o fish during the 1990s was 72 million pounds (lbs) and value of sales stood at $72 billion, they estimate with population growth the demand for fish products in 2010 would be in the vicinity of 36 billion pounds (lbs). The main species produced by this method is tilapia, and it has a better feed conversion factor than both poultry and beans with 1.2 lbs feed producing 1lb fish, and it is the 5th most popular fish consumed in the US. Asia supplies more than 75% of tilapia with China providing more than 50%. Cassava

This commodity is very important for the well-being of the population since it is multifaceted – as it provides for food and nutritional safety when it is consumed but there are many other processed products viz. cassava flour, cassava chips (Snack foods) industrial starch and an input in livestock feed. In terms of import replacement most governments are advocating that cassava flour replace 10% of wheat flour. The process for making this flour lends itself to production by small-scale processors utilising a combination of appropriate technology with a total cost of machinery and equipment between USD2–3000. The steps in the process are sorting, weighing, peeling, washing, grating, fermentation, delivering, granulating, milling and sieving. Within the various communities many products are manufactured:



Guyana, St. Vincent – Cassava bread

Jamaica - bammy

Regionally – cassava chips While industrial starch is produced on a small-scale there are possibilities for increased production and more use could be made of cassava waste as an input in livestock feed, replacing some of the imported additives. Many CARICOM countries are in the process of increasing production of cassava for processing into flour, Jamaica and Guyana have already began replacing some percentage of wheat flour with cassava flour. Pineapples

This commodity is produced throughout the region and it is mainly marketed, exported and consumed in the fresh state, but it is also processed into juice for sale to the hospitality industry, the food service sector and into confectionery products. There is a growing demand for fresh organic fruit which attracts a high price, while in Guyana a group is processing organic fruit into chunks for export to France. This product is a staple for the hospitality industry and as such, there is a heavy demand which means that export potential is great, especially in those territories with a thriving tourism sector such as the Eastern Caribbean and Barbados, although there is potential in the islands of Martinique and Guadeloupe. The Nature Island Pineapple Producers Association (NIPPA), an association of pineapple farmers in Dominica growing conventional pineapples has one organic grower as a member. The Association collectively has 50 acres under pineapple cultivation with most of the production being sold to hucksters who then supply the domestic market as well as export to the neighbouring islands. The Association looks closely with the MOA, CARDI and NDFD looking at improving yields and receiving training from production to postharvest management. Their estimated production is between 120–150 tons per annum with approximately 80% being exported. The Association is presently exploring the possibility of a joint venture with a processing company processing lower grade pineapple with other available fruits into juices. Guyana is another major producer of conventional pineapples which are sold on the domestic market, with middlemen enjoying export trade to the Eastern Caribbean. A vibrant processing industry exists producing juices, jam and jellies. In the interior, certified organic cultivation of pineapples takes place. And the produce is converted into chunks for sale in the French market. Hot peppers

This commodity is grown in various quantities throughout the Caribbean and is credited as a priority crop in each territory. It is grown in almost every backyard, by small-scale producers in limited cultivation and in pure stands. Production has fluctuated over time because of disease, poor coordination between farmers and producers, resulting in farmers moving out of production. The main varieties cultivated and in demand in the marketplace are Scotch Bonnet, West Indian Red, Caribbean Red and Habanero. The world production of pepper has been increasing steadily and is projected to reach eight million tons in the year 2010, while exports are estimated at two million tons21.The

21

Source: ITC and FAO Statistics



main importing countries are USA, Germany and the UK which between them account for almost 50% of all imports. In the Caribbean, while all territories produce some producers the main producers are Jamaica, Trinidad and Tobago, Dominican Republic and Cuba. A great deal of research has been done in upgrading seed varieties by CARDI, IICA and FAO are actively engaged in marketing and value chain analysis with a view to increasing competitiveness. There has been an increasing push by governments to expand cultivation of hot peppers both for the local processed industry and to satisfy growing demand for exports of fresh produce to the USA, UK and Canada. However, there is much work to be done with respect to postharvest handling and the provision of facilities to improve grading. The processing of pepper has been a popular occupation for many households throughout the region with most of the production supplied by these small-scale processors manufacturing sauces and condiments. However, the standard of the finished products was of such that they could only be sold locally. But there are a number of established companies which have been able to achieve a high level of quality production and have penetrated the markets of USA, Canada and Europe. The demand by processors for pepper is so great that local supply is unable to satisfy the market on a regular basis, thereby forcing processors to import pepper mash from the Dominican Republic and Costa Rica. This could provide an opportunity for farmers to increase acreages under pepper production to satisfy the export market for fresh product and to supply the local processing industry to reduce imports of pepper mash thereby saving valuable foreign exchange. Food and beverages The Caribbean is one of the most highly reliant tourist destinations and the main countries are Barbados, St. Lucia, Antigua and Barbuda, Jamaica, St. Kitts/Nevis, Grenada and in the main because of their small size, both in area and cultivable agricultural land, are limited producers of food crops with the result that they are largely dependent on imports from non-regional sources namely USA, Canada and EU. In the case of Jamaica, and to a lesser extent Barbados and St. Lucia, while producing quantities of root crops, fruits and vegetables, the quantities and reliability of supply make them poor supply resources to a sector which is dependent on quality and reliability of supply. The hotel sector in the Caribbean comprises international chains whose purchasing policy is established at the head office thus their ability to switch to local purchases would be influenced by the capability of local produce to achieve accepted international grades and standards e.g. liquid eggs and meat. While most of the chains claim that they are willing to purchase root crops/vegetables, salad greens and fruits from local sources, this would depend on the reliability of supply and the development of acceptable and constant grades and standards. There is need for a food purveyor as food and beverage management and chefs would prefer to deal with a single company/individual rather than numerous farmers/vendors. This individual company would be in a position to offer a range of products similar to that which the extra-regional company currently offers. Purchasing locally has the advantage



of providing cost savings as there is not the need to store large quantities as would be the case in extra-regional imports. However in some cases it is cheaper to import while availability of supplies from the US can be done in ten days. The two main factors which could impact on local purchases by hotels would be the availability of production data by the Ministry of Agriculture and/or farmers groups and the provision of postharvest training to hotels. The main opportunities for local purchases are as follows:

Salad Greens – tomatoes, lettuce, cucumber and sweet peppers

Fruit Plates – pineapples, melons, bananas, papayas and mangoes

Root Crops – dasheen, eddoes, sweet potatoes and yams

Vegetables – Cabbage and plantains

Concentrates/juices and coconut water

Fruit juices The region manufactures all types of tropical fruit juices using mainly imported fruit concentrates and purees. At the same time a number of local fruits are transformed into fruit drinks; however, these are mainly processed on a small-scale in kitchens and by small-scale processors. In order to satisfy the regional demand for fruit drinks, imports of all types of juices and drinks, nectars and concentrates are substantial. Coupled with local demand, one can then add the quantities required to satisfy the tourism sector, and means that substantial amounts of foreign exchange are spent to import these products. The region as a whole has identified that the opportunity exists to provide fresh fruit for the local tourism at the same time supplying the processing subsector with product to reduce the imports of concentrate. It should be pointed out that presently production of citrus juices etc., takes place in Belize, Jamaica, Trinidad & Tobago, while other tropical products are manufactured in Barbados, Guyana and some OECS countries – Grenada, St. Vincent, Dominica to name a few. Increased production would therefore satisfy the following functions – nutritional, import replacement, export development, value-added production and linkage to the tourism industry. The demand for this commodity is driven by the need to provide the local population with a nutritious substitute for aerated beverages. In addition, the tourist trade with its growing movement towards healthy food could be supplied with local juices which can serve as a replacement for apple, grape and other imported products. Mango, papaya, cherry, tamarind, golden apple and passion fruit are some of the fruits that can satisfy the demand for local fruit concentrates as a replacement for the existing imported commodity but would require increased agricultural production.

Beef cattle

While not reaching self-sufficiency the supply of beef and beef products in the larger countries of CARICOM is approaching that level, particularly for the local population. However, there are still substantial imports of more select high quality cuts which are demanded by the tourist trade but there has been improvement in the availability of supply to those franchise restaurants further reducing the import bill. Belize also processes a full range of beef products.



Through the auspices of the Mennonite-run ranches Belize is self-sufficient and in fact, in the process of exporting cattle to Mexico as soon as certain preconditions have been met. There is also some trade with Guatemala consequent upon the signing of a trade agreement. Cattle in Belize are grass fed and with the availability of pasture, they have adequate areas to develop a fully integrated livestock industry with HACCP certified slaughtering and processing facilities. With 100–105,000 head of cattle, the industry is seeking 50,000 acres of dedicated pasture from government. The export possibilities are enormous as they can employ road transportation with Cancun which is only 4/5 hours away and has an annual tourist population of 5–7 million. The company is seriously looking for regional exports of both fresh and processed beef as they consider themselves to be competitive however; transport continues to be a problem. Initial discussions are underway with Jamaica for sale of meat for the patty industry as Zim plies this route weekly.

Cocoa

Cocoa has been cultivated in the Caribbean as long as sugar and has been recognised for its distinctive flavour (Trinidad and Tobago), but over time it was allowed to decline and has never reached its former heights. However while the present production is small in relation to the major producers in Africa (Cote d’Ivoire) and Asia, there are a number of regional producers who have shown renewed interest in rehabilitating existing acreages. With its traditional reputation for a fine quality product, most experts see Trinidad and Tobago as having the potential to expand acreages under production by improving productivity and reducing their cost of production. There are presently approximately 3,500 small farmers in the production of cocoa/coffee, while there is the possibility of a joint venture with a major chocolate manufacturer to increase production in Grenada. Coffee

Over the years the Caribbean region has been a producer of renowned brands of coffee e.g. Jamaican Blue Mountain. However there is a present crisis in the coffee market and Colombia, being one of the largest producers, has seen acreage and production declining as farmers moved into the cultivation of coffee etc. In terms of world production the latest figure was 119,000 bags, with Jamaica and Trinidad and Tobago being the only Caribbean Countries included in world production. There has been resurgence in coffee cultivation as those countries which were in the production of the crop have begun to rehabilitate their cultivation. Jamaica is still the only territory with an export trade in coffee, as the other territories use existing production for local consumption ad as gift packs for their tourist trade. Potential for product market linkages Historically the Caribbean region has been known for its ability to export fresh produce/commodities – rice, sugar, root crops, fruits and vegetables. These exports were by and large based on trade preferences – US, Europe and Canada. However with the movement towards free trade most of these commodities have become uncompetitive and in some cases the industry has ceased to exist e.g sugar, bananas.



The best opportunities for future growth in the agribusiness sector appear to lie in the value- added processed products, market-driven by consumers seeking goods of greater convenience versus fresh produce. On the other hand this subsector provides a golden opportunity for reducing imports of processed goods to meet local and regional needs and to expand into international export markets. Another advantage of this process is that it helps to increase the food security in the Region through increased trade primarily to tourist reliant territories dependent on food imports to satisfy hotels and restaurants

3.4.4 Economies of scale

By definition economies of scale means reduction in cost per unit resulting from increased production and realised through efficient operation. This implies that through increased production a particular industry could increase its competitiveness. In the case of the Caribbean region and more specifically the agricultural sector, the majority of farmers operate at a marginal/subsistence level, cultivating a number of crops on less than two hectares, thus making it highly improbable to achieve any economies of scale. In order to achieve increased expansion, the region will have to introduce a policy to encourage farming on larger areas. Many countries having recognising this need have embarked on a programme of large farms e.g. Trinidad and Tobago on the idle Caroni lands; similarly St. Kitts, even though on a smaller scale, has earmarked land for large farms on former sugar lands. More territories are moving towards providing incentives to encourage private sector to move into commercial agriculture. A case in point of this principle is the system of crop and livestock production underway in Belize, where the Mennonite communities have been able to maximise production of pulses, poultry and cattle. However, further expansion is limited by the lack of suitable arable land. Jamaica, Guyana and Suriname all have the arable land space to provide for expanded production and their programmes of agricultural diversification have begun to show signs of moving towards optimisation of production – ackees, yams in Jamaica, pineapples in Guyana. In the Windward Islands, root crops (yams, sweet potatoes and dasheen) are approaching this level utilising the cluster approach and in this context ECTAD in St. Vincent is playing a leading role. It is only through the introduction of a policy of large commercial farms within the region that any economies of scale can be achieved, thereby increasing the competitiveness of many commodities both in their fresh and processed states. It has been noted that the region should move into agri-processing, and only with increased production of both fresh produce with the commensurate reduction in the cost of production can such a level of competitive processed products be manufactured. There is nucleus of such commodities – fruits and root crops which could be transformed into chips, frozen packages and a variety of exotic pulps and concentrates. Specialisation and production integration While most of the countries in the region cultivate various crops with varying degrees of success in terms of production and productivity, it is clearly obvious that any level of competitiveness will only come about through specialisation. Some examples of this are as follows:



Countries with large available agricultural areas, water and a culture in agriculture start from an advantageous position and are able to have economies of scale e.g. rice in Guyana and Suriname

Pulses in Belize where the production of black eyed peas, red kidney beans and corn is achieved at such a high level of efficiency that enables them to integrate into the production of animal feed leading to the development of the livestock industry and poultry which makes the country self-sufficient in these products. The large scale production of corn has enabled the pulse company to go into the production of corn flour for export

Trinidad and Tobago is a case in point where the availability of cheap energy enables that country to specialise in the production of processed vegetable and root crops, the raw materials of which while not available in the island are imported from Guyana and the Windward Islands

Root crops: the islands of St. Vincent, Dominica and to a lesser extent St. Lucia have traditionally been suppliers of bananas in addition to root crops and as the market for both of these products in their fresh state has declined, there is potential to move into the production of snack foods – chips (plantain, sweet potatoes, bananas) and cut and packaged root crops while at the same time becoming the main supplier for raw materials to Trinidad and Tobago

Fruit Pulps: these islands have also produced a wide range of fruit and with the inclusion of Grenada are in the process of processing a range of fruit concentrates, pulps and purees (soursop, golden apple, mangoes, passion fruit). In all cases the returns on the processed products would be much greater than the sale of fresh fruit subject to perishability, phytosanitary and other restrictions

Such was the case of the golden apples, which being subject to fruit infestation could not be exported to the USA (main market), hence the necessity to process, reduce perishability and provide the food service sector with an import replacement

Coconuts: over the years this industry was the subject of many ups and downs mainly through disease and the production of copra for manufacture of coconut oil. This product was in turn the subject of negative health publicity creating a reduced demand which was further exacerbated with the imports of cheaper vegetable oil. Within recent times the international health authorities have reversed their pronouncement on coconut products thereby creating a demand for many of its by-products. Now that the medical fraternity has endorsed the benefits of coconut water, this has brought about a renewed focus on this product and has forced the rehabilitation of many abandoned coconut estates. Such is the case of Hope Estate in Guyana where rehabilitation has commenced and works are in progress for the establishment of a coconut water industry based on prolonged shelf life, both for the local, regional and export trade



SECTION 4. STRATEGY – IMPLEMENTATION THROUGH ACTION PLANS

In this section the strategic goal and objectives, pathway, elements of programming and the vehicles for the implementation process are discussed. In formulating the options there are five fundamental questions that are addressed. These are:

(1) What structure is most appropriate for regional implementation from national and regional perspectives?

(2) What mechanism is practical for the development of the targeted commodities both at the national and regional levels?

(3) How much would be needed, how will the national and regional initiatives be funded and how the funds will be allocated?

(4) How would the regional initiative be linked to the national action plans in terms of resources, implementation and handling of outputs?

(5) How the regional initiative will change what currently exist at the national and regional levels?

4.1. Strategic goal and objectives

The strategic goal proposed is that within five years the economies of the region strive to increase the contribution of the agribusiness subsector to the overall GDP at an average rate of 3–6% annually by using an “enterprise development strategic approach”, through the adoption of a balance growth paradigm and the application of producer driven value chain frameworks to systematically produce and market targeted commodities competitively. Notwithstanding the recommended commodities shown in table 3.4.1.2 as to those to be developed on a regional basis using a cluster approach, we have attempted to indicate specific commodities that should be targeted based on the four main objectives. There were four strategic objectives that we identified to achieve the strategic goal and the development of the agribusiness sector. These are as follows:

1. Strategic policy option/objective # 1. Identification of commodity enterprises to enhance food security

For the starches and staples, the targeted commodities are sweet potato, cassava, yams, dasheen, rice, maize, plantains and banana. For meat-based protein the commodities identified are small ruminants (sheep and goat) and poultry. Other possible sources include tilapia, and marine species that could be stored as dried fish e.g., bangamary and shrimp. For vegetables and legume grains these would include the salad vegetables, bodi beans, cowpeas and red kidney peas. For fruits the major commodities identified are bananas, mangoes, and pineapples.

While most countries appear to have not much of an issue with food or nutrition security, having an abundance of these in the primary state, the issue is if there were to be a major disaster. In that case, as most of the region experts have attested, there is the need for



products to be transformed into storable products and infrastructure strategically placed to facilitate storage and distribution. In some quarters there are suggestions that the model used in planning for the development of the placement of the seed bank could also be used for the development and placement of storage infrastructure for products to be considered for food security in event of regional disasters. Another dimension that must be considered is the harnessing and allocation of resources to develop a comprehensive food security programme. The financial resources to fund that programme would require funding for capital development (building and storage), and operating capital for maintenance and distribution when required. The USDA Commodity Credit Corporation (CCC) programme in purchasing and storing, grains, grain products, and dairy products in the US could also be investigated.

2. Strategic policy option/objective # 2. Identification of commodity enterprises for competitive import replacement

The majority of commodities championed as competitive import replacements for the region are onions, carrots, small ruminant products, substitutes for wheat flour, rice and poultry in some countries, corn and legume grains. While production of onions and carrots can be done, the issue of storage and postharvest infrastructure will be significant. Small ruminants, goats and sheep can be produced competitively but are subject to praedial larceny. In addition, there would be increasing demand for infrastructure for processing, example abattoirs. Also, there are the issues of the types of internal distribution system and proper marketing arrangements. In some countries, for example, Trinidad and Tobago, and Jamaica are leading on this initiative. There are requests for legislation to mandate the use of cassava flour at certain levels to reduce the amount of wheat flour using in manufacturing of certain products, e.g., breads. For the other products including rice, poultry, corn and some legume grains, Guyana (rice), Trinidad, Barbados, Guyana and Jamaica (poultry) and Belize (corn, red kidney beans, and cowpeas) could supply these products. The major issues are transportation to facilitate the trading of goods among these territories, competition from third country imports, and inability of Caribbean private sector to develop the desire to do business with others, given the ease in trading with counterparts in third countries particularly the US based on perceived lower prices and the ease in getting these items consistently.

3. Strategic policy option/objective #3. Identification of commodity enterprises to increase export earnings and foreign exchange

In satisfying this objective the major commodities for targeted exports are as follows:

For Third Country Markets Fruits mangoes, golden apple, breadfruit, avocado, ackee, plantains, papaya, melons Root crops yams, dasheen, sweet potato Vegetables pumpkin, squashes Legume grains cow pea Nuts dried coconuts Marine products yellow fin tuna, snapper, grouper, trout, shrimp, lobster, conch For Regional Markets Fruits mangoes, golden apple, avocado, ackee, pineapple, plantains, papaya, melon, banana Root crops yams, dasheen, sweet potato Vegetables pumpkin, squashes Legume grains cow pea, red kidney bean Cereal and nuts corn and dried coconuts



Meats poultry and beef

4. Strategic policy option/objectives # 4. Identification of commodity enterprises (particularly indigenous species) for value-added products, tourism market and agri-sector stability through increased employment

In satisfying this objective the commodities identified are shown below:

Tourism Market Fruits watermelons, pineapples, banana (ripe), papaya Vegetables lettuce, cucumbers, onions, carrots

Value – Added Products for Exports Coconut Water Canned Ackee Snacks Plantain, banana, cassava and breadfruit chips Frozen sections dasheen, yams, sweet potato and cassava Fruit concentrate and pulps of various tropical fruits

4.2. Strategic pathway

An enterprise development strategy (EDS) using a public/private partnership approach is recommended as the pathway for the development of the agribusiness sector. EDS involves designing and implementing enterprise development projects within a holistic development framework called a “balance growth paradigm” (see Figure 4.2.), where an enterprise or group of enterprises are used to move communities through an integrated development approach focusing on outcomes in improved nutrition, generation of income through domestic and export opportunities (linked to opportunities to reduce HIV and AIDS), gender equity, human and animal well-being and management, agro-ecology, youth development, advocacy and education. It encompasses three phases of developments. Once scaled-up, the EDS puts a greater emphasis on accelerating asset accumulation and increasing incomes to a wider range and number of people. It places greater emphasis on intentionally supporting the learning and promotion of micro, small-medium enterprise (SME) activities within a balance growth strategic development model (targeted growth process at the various group levels, those at the self-sustainability stage, those transitioning into the commercial activities, and those that are fully commercial, supplying both basics needs and the commercial markets).



In adopting work done through support from the US Department of Energy in conjunction with the Asia Pacific Economic Council, evidence of successful results can be seen in several ASEAN countries. However, one international agency has used this model to strengthen its approach in development and has seen significant results.22 In the past few years, the donor has underwritten the costs of supporting this model with MSMEs in the South Caucus and Central Eastern Europe (Armenia, Romania, and Ukraine), Eastern and Western Africa (Kenya, Zambia, Zimbabwe and Ghana), Central America (Honduras, El Salvador), Asia (China and Vietnam). The following shows the various integrated model components as the basis for enterprise development.

Figure 4.2.1. The subsidised programme model – I

Donor SMEs

Heifer as

Service

Provider

Subsidized Program Model - I

Source: Dr. Barry Colley, Ph.D., Heifer International 2006

22

The international development agency is Heifer International operating as the donor.

Source: Adopted from North-South Institute, Dr. Samuel Scott, Ph. D. – Balance Growth Strategic Paradigm for Enterprise Development Entrepreneurialism, 2001 – US Department of Energy/Asia Pacific Economic Council/Energy for Sustainable Communities Working Group. Re-Presented at HPI Global Enterprise Development Workshop, Naivasha, Kenya September, 2007

Figure 4.2 BALANCE GROWTH STRATEGIC DEVELOPMENT PARADIGM©

Time (Years or Generations)

Basic Needs *Healthy Body (Health) *Healthy Mind (Spiritual)

*Healthy Nutrition (Food)

Support the Methods in Level 1 and Growth (Income Generation and Participation) *Entrepreneurial Opportunities/ Developing Business Opportunities/Commerce *Health *Food *Clothing

*Shelter/Housing and Infrastructure Development *Education and Political Economy Process

*Peace, Security and Civility

Self-Sufficiency/

Self-Sustaining

Enterprise Development

Sustainability/Prosperity

Balance Growth - Sustaining

Levels 1 and 2 (Basic Needs, Full

Employment, Income Generation and

maximum participation)1

Methods: Tasks and

Activities

Methods: Tasks and

Activities

A Paradigm

(GK- Scientific Viewpoint) is a model, theory, perception, assumption, frame or reference. How we see the world in terms of perceiving, understanding and interpreting” (Stephen R Covey- 1989).

Note 1. Sustainability is defined as a full attainment of basic capabilities, access to education, health,

natural resources/sustainable development, employment, land and credit, political participation, services,

and infrastructure (European Commission, 2001)



In the Subsidised Programme Model–1, donors support one or a few service providers. The service provider makes available free or highly subsidised services. A small number of SMEs gain access to business development services (BDS). The current subsidised model evolves into a market driven approach. Using project planning and development process, with some modification, the promotion and support of SMEs becomes more intentional in connecting initial start-ups to progressively staged activities. The rationale and feasibility assessment of enterprise projects are accomplished through value chain analysis that digs deeply into the problems and solutions of supply and demand, finance, input supply and developing enterprise capacity to compete at each level in the value chain. The value chain analysis provide a baseline, identify gaps, recommend capacity building and outline a logical framework for SME activities, assumptions, objectives and inputs, outputs, outcomes and indicators and monitoring and evaluation activities. The value chain analysis includes all the social, technical, economic, environmental and sustainable livelihood components of the enterprise development framework and is sensitive to food insecurity and vulnerability shocks. In the market development model–II stage, Figure 4.2.2, below shows the growth in the demand for enterprise development staff to acquire homegrown or internal capacity as BDS providers. Figure 4.2.2. Market Development Model–II

As higher levels of performance are achieved by BDS providers and SMEs, figure 4.2.3 below shows the progression to the next stage: market development model–III. In this stage the SMEs supported by NGO facilitator are competent to enter and meet performance standards in a competitive livestock or crop market value chain in the rural or urban and export sectors.

Market Development Model - II

SMEs

SMEs

SMEs

SMEs

SMEs

SMEs

SMEs

SMEs

SMEs

Donor

NGO as

Facilitator

BDS

Provider

BDS

Provider

BDS

Provider

Source: Adopted form ILO BDS Primer 2001

Development Commercial



Figure 4.2.3 Market development model - III

Source: SEEPNETWORK, 2005

For the community of small farmers, women and youth served by the organisation, the market driven approach is linked to three distinct time bound stages of enterprise development. Figure 4.2.4 below outlines these stages and timelines.

Market Development Model - III

Input supplies

Target SMEs

Buyers/Suppliers

Retailers

Value Chain

Final Consumers

Support Products

or Service Markets

Enabling

Environment

• Business environment

• Socio-Economic Context



Figure 4.2.4. Strategic pathway for enterprise development strategy (EDS)

Source: Adopted from North-South Institute, Dr. Samuel Scott, Ph.D. – Balance Growth Strategic Paradigm for Enterprise Development Entrepreneurialism, 2001 – US Department of Energy/Asia Pacific Economic Council/Energy for Sustainable Communities Working Group. Re-presented at HPI Global Enterprise Development Workshop, Naivasha, Kenya September, 2007

The pathway show three distinct stages that is suitable for the four types of producers that form the base of the regions agribusiness sector. It shows how value chain integrator and facilitators enter the various stages to ensure the growth of the producers fully integrated to reach the stage of self-sustainability. The stages are described below: 1) Self-sufficiency and self-sustainability (1–3yrs): In this stage, the sustainable livelihood focus linked to the enterprise development process results in achieving food security and nutritional security (balanced-diets). This is normally occurring, as demonstrated in the enterprise development baselines, monitoring and evaluation efforts. The integrators and facilitators leverage opportunities to invest in the next stage, enterprise development. 2) Enterprise development (3–5yrs): In this stage increasing income and wider participation occurs routinely. Demand rises for BDS and scaling-up business assets (more value-adding, more basic infrastructure, more financing (in the form of savings and credit) and sustainable livelihood assets (more education completion in secondary and tertiary institutions, more housing, and higher rates of live births). This is normally occurring and the enterprise baselines, monitoring and evaluation efforts provide sufficient evidence. The integrators and facilitators at that level leverage additional opportunities to invest in the next stage, prosperity and sustainability. 3) Prosperity and sustainability (beyond 7 yrs): In this stage the SMEs supported by the BDS networks mentor/pass on the gift of their knowledge to other emerging

Self-sufficiency & Self- Sustainability (1 – 3 Yrs)

Ability to support basic needs:

• Food security is ensured

• Healthy Body (Health)

• Children’s education taken care of

• Healthy Mind (Spiritual)

Stag

es o

f E

D P

rogra

mm

ing

Envisaged Stages of Heifer’s ED Program Dev’t

Enterprise Development (3 – 5 Yrs) Support the Methods in Level 1 and Growth

(Income Generation and Participation)

• Entrepreneurial Opportunities/ Developing

Business Opportunities/Commerce

• Improved Shelter/Housing/Education

Prosperity

& sustainability

(Beyond 5 Yrs)Balance Growth - Sustaining

Levels 1 and 2

•Basic Needs, Full Employment,

•Income Generation

•maximum participation)



producers in their value chain. As a result these micro-enterprises with 1–10 people, small enterprises with 10–50 people, and medium scale business emerge employing 50–100 people experience exponential growth.

4.3. Strategic programming (management, marketing and finance)

4.3.1 Proposed implementation structure and resourcing for the growth and development of the region’s agribusiness subsector

During the investigation two fundamental questions were asked by the various ministers of agriculture, permanent secretaries, directors of agriculture, heads of departments, unit directors, stakeholders from the private sectors, and representatives from the technical assistant agencies. These are:

1. Who owns this project and what is the recommended structure for implementation?

2. How will the implementation process be resourced? Several inputs and practical suggestions where offered by the abovementioned entities. These will be presented shortly. However, the team wants to provide some background information as to what is emerging on the ground. Production platform: The current production platform consists of four types of farmers and government estates as shown in table 3.2.1.01 (Section 3.2). It is estimated that the region has over 1.3 million farmers with Haiti accounting for over one million farmers. The holdings and distributions are as follows:

Large farmers (commercial) with average holdings of 86.15 hectares (251 acres) estimated to be 0.70% of the total number of farmers in the region

Medium-sized farmers (mixed commercial) with average holdings of 9.16 hectares (22.9 acres) estimated to be 2.51% of the total number of farmers in the region

Small farmers with average holdings of 0.75 hectares (1.88 acres) estimated to be 83.39% of the total number of farmers in the region

Marginal farmers (subsistent/landless) with no ownership of land but may lease land or own a few head of animals conducting grazing on public lands estimated to be 13.40% of the total number of farmers in the region

Given the above mentioned characteristics in developing any agribusiness strategy, it must be carried out recognising the challenges and opportunities that are unique to each group. For example it would appear that export agriculture continues to suffer from inconsistency in supply because it is driven by a strategy that focuses on the small farmer groups. Organising the implementation by the key stakeholders: there are four levels of stakeholders in the sector that must be involved in the project. These are as follows:

Level # 1: Independent farmers, farmers’ groups, cooperatives, input suppliers, transporters/freight handlers, exporters and processors, local food distributors, importer/foreign food distributors



Level # 2: Supporting organisations, intuitions, NGOs (e.g., AIC, BAIC, BDAMC, BELTRAIDE, CAFAN/ECTAD, DEXIA,GMNIB, JEA, NAMDECO, NGMC, SLMB, TTABA, WINFRESH)

Level # 3: Public/private partnership of ministries of agriculture, CARDI, IICA and private sector organisations/firms (CABA, WINFRESH, others)

Level # 4: COTED – agriculture

These entities are the facilitators and the integrators in the value chain. The proposed operation structure is shown in figure 4.3.



Figure 4.3: Proposed operational structure

Source: Caribbean integrated support programme, CARICOM project, September 2010, Samuel Scott. Ph.D.

4.3.2 Ownership the project and recommended structure for the implementation

Given the nature of CARICOM secretariat and its staff in leading this project they would serve as advisors and not implementers, with the Caribbean Development Bank playing

Proposed

Regional Investment Coordination Board (RICB)

Countries Ministries with Project Implementation

Unit

CARDI, IICA & Private

Sector Teams

Co

mm

un

icatio

n &

IT

Agribusiness Development and Marketing General Fund

Capacity

Building Fund

Value – Added Fund

Market Stability Fund

RICB

BOARD

Level # 1 Independent Farmers, Farmers Groups, Cooperatives, Input Suppliers Transporters/Freight Handlers, Exporters and Processors, Local Food

Distributors, Importer/Foreign Food Distributors

COUNCIL ON ECONOMIC AND TRADE

DEVELOPMENT (COTED) – AGRICULTURE

Production & Procurement Finance and Fund

Infrastructure Fund



its part as a development financier. Against that background there is need to set up a unit or an agency with a focus on coordinating the efforts of governments and the private sector in developing public-private partnerships projects to ensure sustained outputs yielding significant revenues to the various countries. The emphasis is on implementation and less than generation of policy. Following the structure shown in Figure 4.3, the entity, Regional Investment Coordination Board (RICB) should develop an organisational culture that is a hybrid between a regional public organisation in its governance and act like a private corporation in its management of projects. It should have a clear understanding that it must work closely with the various ministries, CARDI and IICA and the individual entrepreneurs (from farmers to industrialists). It should be managed by a board of directors with appointments of knowledgeable personnel from the region’s public and private sectors and should answer to the Ministers of Agriculture at the COTED–Agriculture level. Based on the stakeholders’ workshop it is possible with extremely strong guidance and the willingness of certain organizations to subsume some level of independence that they could partner in developing the RICB structure. These would include joint leadership from CABA, WINFRESH, WINFA, CAFAN CARDI. The former two could lead on marketing and the latter three on primary and value-added production. The RIBC board should be extended to include representatives from the leading private sector groups, the public sector and the supporting technical assistance agency for example IICA. It should be staffed with a leader having expertise in negotiating multilateral funding, investment banking, and corporate management. The supporting staff of at least two should be subject matter specialists in marketing, and finance/operations respectively. The administrative pool should be knowledgeable and experienced in planning, systems and ICT Integration. As shown in Figure 4.3, the RICB will be established as a single agency with authority to:

(a) negotiate regional multi-lateral aid for investment in agribusiness sector and enterprise development subsector

(b) oversee and guide investments in the relevant projects (c) oversee the overall management of these projects (d) develop milestones and use performance criteria to benchmark successes of

these projects (e) track returns and quantify project effects on the respective country economies (f) process permits for the proposed projects

Such an entity exists in Asia’s development experience where it is responsible for all infrastructural projects, particularly in Indonesia. The RICB should be situated in Trinidad because of the demonstrative progress and the new emphasis in agribusiness, low cost energy, as well as its link to Guyana and Suriname, Barbados and the OECS as sources of inputs to produce products that can be marketed competitively regionally and internationally. It will also be able to become a quick response agency to the needs of the Northern Caribbean countries of Jamaica, Bahamas, Belize and Haiti due to its international access by air and sea.

4.3.3 Resourcing of the implementation process

Based on the action plans and the requisite funding there is the need for the creation of an Agribusiness Development and Marketing General Fund (figure 4.3). This has five sub funds. We have adjusted the amounts to fit reasonable requests for funding for five years given the five funds proposed. These are shown in Tables 4.4 and 4.4.1. This is



estimated to be US$0.62 billion over five years23. This fund will have five (5) sub components of funding capacity building, production finance, and the development of marketing and sustain support, and for infrastructural development for the programme.

These are:

(a) Capacity Building Fund: This fund will be used to fund the requisite personnel within the Ministries to ensure the various technical areas are covered. This became overwhelmingly clear when it was recognised that in some ministries a high proportion will be retiring in the short and medium term (in one country over 18 senior staff will be retiring within 3–5 years). As well with the level of apathy and disenchantment that exist in extension and research in most ministries successes in the agribusiness sector cannot be dependent on the level of effort in these two departments given their exiting states. The key roles of the ministries will include the following activities but not limited to:

Facilitation of the enabling environment

Provide some levels of BDS

Facilitation of producer development and grower relationships

Development of infrastructure e.g., packing houses and storage facilities

Facilitate transportation linkages

Provide systems support

Provide marketing intelligence and support

In the action plans, CARDI is recognised as one of the primary agencies in the delivery of required development services. CARDI for it to survive must become more focused and concentrate it delivery system in a mode of strategically placed regional subject matter specialists’ supported by lower level placed technicians place in respective countries. In so doing it has to play as significant role in the following areas:

Conduct research and technology transfer, especially in biotechnology

Conduct rapid propagation of germplasm

Develop germplasm banks

Provide technical assistance for primary production system

Provide support in postharvest technology, GAP certification etc. We highlight the following organization in matching skill sets and required needs of the agricultural sector. To effectively cover these demands CARDI must be line itemed with core funding provided to its budget. Based on its action plan for this project, it is estimated that over five years to provide its support it should be funded in the amount of USD5 million over five years for capacity building and support and US10 million set up as a research and development endowment within this Capacity Building Fund (See CARDI Action Plans the attached Appendix). WINFA has provided an action plan and indicated willingness in providing a supporting role with famers.24

(b) Production and Procurement Finance Fund (farmers and supporting agencies, exporters): As one of the key binding constraints, during the investigation this was

23

Based on estimates from the action plans, we have adjusted the amounts to fit reasonable requests for funding for five years given the five fund proposed 24

Request were made to several organizations listed to provide specific action plans, to date these were not provided



evaluated and still found to be one of the major limiting gaps and challenges to the success of the regions production base producing in sufficient volume to sustain market demands where identified. Notwithstanding the problems at the marginal and small farm levels that continues to be problematic in executing organised production, where structured farms with the potential to produce, these should be financed. For this reason a funding mechanism should be developed within the country institutions and banks by opening agricultural investment windows to fund primary production, development of on-farm and supporting postharvest infrastructures, and timely payment of products. The producers key role would include:

Creating the production platform

Linked into the distribution and marketing networks

Identify and secure the services and input they need

Manage the overall process on the farms

A constant complaint and issue raised by both farmers and exporters is the timeliness of payments. It is suggested that within this fund that a system be developed to assist the purveyors of products to be able to have guaranteed cash flow which will enable them to compensate farmers in more efficient ways upon delivery of the produce to them for marketing.

It should be noted that in other regions where this works, finance is tied to a strong technical assistance programme in which the farmers must participate to gain access to this type of funding. For example farmers must have business plans with strong marketing and risk management component complemented with a sound record keeping system. In addition they have to be involved in training on the technical aspects of the enterprise from seed handling to delivery to the marketing agent. Additionally, all farms go through a certification programme.

(c) Value-added Fund (processors and manufacturers): This area of value-added has the greatest potential for the region. One should note when products are traded in the primary states, the margins of returns are low; sometimes completely negligible. When some processing is done, and especially if processing is extensive, the margin of return can be as high as 300–400%. The landscape of negative events affecting primary food distribution in the region is rife with many stories of woes, especially for export transformation of these products. Furthermore, with additional convenience in preparation, the demand for these product increases. However, during the investigation it was shown that this subsector cannot increase its capacity as it is plagued with low or no funding/capital. This ranged from the inability to finance small pieces of equipment as needed for someone in the cottage industry to serve the local market to develop a suitable certified plant, procure material and ship the final products. Not to mention for exports, the need exists for certified plants, and operating capital. It is important for these firms to improve their operations to meet international marketing standards. This fund could be patterned after the funding provide to similar firms (SMEs) in Asia engaged in value-added food production and marketing. Typical funds of interest are those executed in Taiwan and Hong Kong, where owners are provided with funding (grant/loan package) that defrays training technical assistance (grant portion), develop plants, purchase inputs, packaging, market development/product promotion and trading in overseas market that provide stronger volume of sales (loan portion). A similar fund could assist firms in the region from small to medium firms.



(d) Market Sustainability Fund (for development of overseas trading houses, trade

promotion, market support activities, freight off-set, packaging material): This is by far the most critical area that seems to be elusive to operators in the region. Market failures are shown to be the most severe retardant to the growth in the sector. Over the years, producers in the region have experienced some successes with industrial agricultural crops. However, with agrarian agricultural products producers in the region continue to experience stops and starts and outright failures. Several regional governments and agencies have spent millions on taking producers to various tradeshows and have introduced samples successfully but producers have not been able to sustain these marketing efforts.

Taking a page from the industrial agricultural marketing efforts, if one were to provide a guaranteed market on a weekly basis farmers will responds by producing and delivering of products. But perhaps the operation that makes the case for this support is the development of overseas trading houses in third country markets to stabilise marketing of products. Such is the case of AGREXCO, an Israeli integrated production and marketing operation with trading houses in seven countries selling that country’s products under the Carmel brand generating annually over USD350–500 million to that country. This entity started out in the 1950s with the government as the major shareholder which has now almost fully divested to the private sector. Such an effort is needed for the region, and it is doable, as during the consultation senior marketing experts have supported the concept and have indicated that the time is right for regional market exchanges be set up in US, UK, in the first phase, with latter initiatives in Canada and Holland/EU (see Case Study below). In the WIBDECO re-branded WINFRESH feasibility study conducted by the consultants in September 2009, it was shown that the basic set-up cost for such an entity in the US is just under a USD1 million with first year operation requiring initial operating capital outlay of USD1 million and could yield substantial returns and market share if it were to target the USD4 Billion/annually specialty food market in the US. In addition, it was shown such an entity could serve as a multipurpose facility ordering and exporting inputs in bulk thereby reducing per unit cost to farmers. Another aspect that would be enhanced by this facility is that of conducting e-commerce/online marketing of the regions specialty products. Currently there are a few cases of marketing “Diasporas Baskets” of specialty products and sales on the internet. These are expensive due to the high overnight freight and the low volume marketed. However, with the operation of the delivery of these products through the brick and mortar support of the overseas trading house, such sales can be facilitated easily with lower cost and increased volume. Currently there is one exporter (in Trinidad) that is conducting a study on the cost of setting up such operation in North America. Some of the condiments’ exporters in the region have utilised online sales and have recognised establishing holding of products in the third market to facilitate low cost shipping. Cases of these can be attested to by Walkers Wood Jerk Sauce, Suzie’s Hot Sauces, Baron Hot Sauces, Kingston Miami Trading, Ocho Rios and Miami Trading, Trin-Jam Trading, Grace, and small operators in Barbados and some OECS countries. For this group there is one area that could benefit from this as currently the producers have to import bottles and pay hefty sums in shipping empty bottles into the region. A few exporters have overcome this by shipping mash and sauces for hot pepper and bottle the product in the third country, which has proven to be cost effective.



A significant technical assistance organisation in the region is IICA as shown in figure 4.3. This organisation is a key entity in the proposed value chain activities in overall development in the region. Working closely with the Ministries of Agriculture, CARDI and the private sector entity it should focus on the following tasks:

Market intelligence

Market linkages

Market development and value chain support

Commodity development

Commercialisation of the agribusiness sector by providing training and support in BDS

CASE STUDY 1: A model for market sustainability using a an overseas trading house concept modelled on the AGREXCO approach25

The marketing of primary and value-added foods can be extremely problematic especially if the exporting entity does not have a presence in the market place. The main demand side issues resulting in market failures are no-payment, slow payment, excessive spoilage claims in the form of credit notes and the inability to plan and respond aggressively to market signals in the areas of market intelligence, trends in volume and price movements, trade issues, food safety and quality issues and the collection of payment. Several approaches have been used, most success of all are: (a) the use of an export management company tied to distribution through a broker/distributor, or (b) development of an overseas trading house where the exporters pack and ship to their own company and become a direct distributor in the importing country. The result is the development of an overseas trading house. One country that has successfully perfected this in the areas of agriculture products (both primary and value-added) is Israel through the development of AGREXCO in 1952 (50% government owned and 50% by the Commodity Board. In 2008 the government divested its shares to the private sector), who export through the Carmel Brand achieving on average annual revenue of USD580,000 million on trade volume of 250,000 tons of assorted primary produce and valued-added food and beverages, meats and cut flowers. In fact, this is almost typical of Jamaica Banana Producers and WINFRESH for banana exports from the region, notwithstanding the existing trade issue and structural nuisances on the supply side. It is recommended that this model be explored for the region trading in North America, UK and Europe. The following provide information making the case for the development of such and organisation in third country markets through joint venture partnerships with entities that is of the “best-fit” given Caribbean private sector and governments vision, goals and objectives. Agrexco Agricultural Export Company Ltd. – Carmel Brand: Agrexco Agricultural Export Co. Ltd. engages in the export of agricultural produce from Israel. It offers vegetables, fruits, citrus, peppers, tomato varieties, strawberries, melons, herbs, flowers, cherry tomatoes, celery, organic produce, propagation materials, foie gras, fishes and meats. The company offers products through supermarkets in west and east Europe, Latin America, North America, Japan, Singapore and Hong Kong. Agrexco Agricultural Export Co., Ltd. was founded in 1956 and is based in Tel-Aviv, Israel. It has branches in London, Frankfurt, Paris, Rotterdam, New York, Zurich, Vienna, Madrid and Milan. As said above, Agrexco is 50% owned by the Israeli government (50%); Israeli growers represented by the country’s production and marketing boards (25%), and the Tnuva cooperative (25%). Subsidiaries include: Agrexco (France), Agrexco (US), Carmexco (Italy), Eclectic, Carmel Cor, LACHS and Dalia (Germany). The primary activities are the production and export of field crops, vegetables, fruits and poultry. The company handles the export of Israel's fresh agricultural produce and is the main export contractor for the Israel Vegetable Board, the Israel Fruit Board and the Israel Flower Board Production and export of field crops, vegetables, fruits and poultry. The ownership and structure

25

The case study on AGREXCO is adopted directly from sources: http://goliath.ecnext.com; http://www.virtualmarket.fruitlogistica.de; www.agrexco.com; http://www.gale.cengage.com

http://www.whoprofits.org/Company%20Info.php?id=582



consist of principal shareholders: Israel Government (50%), Tnuva, (25%), Flower Board (6.25%), Fruit Board (6.25%), Vegetable Board (6.25%), Poultry Board (6.25%) and Number of Employees: 460. The existing brands and trade names: CARMEL, Bio-Top (R), Dana Cherry Tomatoes, Hod Lavan Turkey Products, Jaffa, Folie Gras, Rubina (R),Yakin Agrexo, EcoFresh (R), Carme Eden (R) and Alesia. “Carmel, the international fresh produce brand that stands for quality, reliability and advanced logistics tailors its goods to individual customer requirements. Entering its sixth decade, Carmel leads the way in adapting and applying innovative procedures for packing and shipping fresh produce around the globe. Its newly developed web-based information and coordination programme enables it to be in constant contact with its growers, making sure that client specifications regarding packaging quantities, varieties and sizes are continually met. Carmel growers are dedicated to the land. Through Agrexco’s guiding hand, they are also known for breaking new ground.” Carmel exports 250,000 tons of fresh produce and flowers per year and has an annual turnover of USD580,000 million or € 500 million. Carmel reaches various world markets through a state-of-the-art logistic infrastructure and communications system, as well as through aggressive marketing methods. 85% of its exports go to Western Europe, 2% to Eastern Europe, 10% to the Americas, 3% to the Far East and 1% to other markets. Naturally, Carmel growers form the heart Carmel operation and are committed to their professional and economical well-being. Consequently, they have made a significant investment in developing and implementing our own EcoFresh system – a standard that incorporates EurepGAP requirements with the latest developments in information technology. EcoFresh is a highly advanced standard. All Carmel growers strive to achieve it and Carmel is happy to report that most already have. In so doing, they automatically meet EurepGAP certification as well as the demands of other stringent standards.

4.4. Implementing the agribusiness strategy using the action plans

Preliminary action plans have been submitted by almost all countries except for Bahamas and Dominica at the time of writing. In the case of Guyana and Belize, some action plans were submitted but were incomplete. In general, most of the plans had basic information that was used in developing the resource base for the advancement of the sector. However, most of the plans did not provide complete data for firm estimates to be made.26 Tables 4.4 and 4.4.1 below show the overall estimates based on the four funds that are recommended to be developed to enhance the sector. Based on the preliminary estimates the region requires over USD0.42 billion (country and supporting organisations estimates) over five years to address the needs of the region given the four strategic objectives. An additional USD0.20 billion is required for infrastructural development (packing houses, feeder roads, chill-chain support facilities at ports, pre-inspection facilities and phytosanitary facilities support e.g., hot water dips for mangoes). Estimates for each country with the amounts presented were revised to fit realistic levels to seed agribusiness development of the region. Table 4.4 Proposed five-year plan for agribusiness sector adjusted estimates based on action plans

26

It is expected that these plans will be reworked during the stakeholders meeting.



Country

Capacity

building fund

27

Production finance

fund

Value-added fund

Market sustainabil

ity fund

Infrastru-

cture Total

Antigua and Barbuda $1.00 $3.00 $1.00 $1.00

$10.00 $16.00

Bahamas $1.00 $4.00 $1.00 $1.00 $10.00 $17.00

Barbados $5.00 $15.00 $5.00 $2.00 $10.00 $37.00

Belize $5.00 $10.00 $5.00 $5.00 $20.00 $45.00

Dominica $5.00 $6.00 $5.00 $3.00 $11.00 $19.00

Grenada $2.00 $6.00 $4.00 $3.00 $11.00 $26.00

Guyana $10.00 $15.00 $5.00 $5.00 $20.00 $55.00

Haiti $5.00 $14.00 $3.00 $2.00 $20.00 $44.00

Jamaica $10.00 $30.00 $10.00 $5.00 $20.00 $75.00

Montserrat $1.00 $1.00 $1.00 $1.00 $7.00 $11.00

St. Kitts and Nevis $1.00 $1.00 $1.00 $1.00 $10.00 $14.00

St. Lucia $6.00 $19.00 $6.00 $3.00 $11.00 $45.00 St. Vincent and Grenadines $3.00 $10.00 $4.00 $3.00

$11.00 $31.00

Suriname $5.00 $10.00 $3.00 $2.00 $20.00 $40.00 Trinidad and Tobago $10.00 $15.00 $5.00 $3.00

$20.00 $53.00

Total $70.00 $159.00 $59.00 $40.00

$328.00 Infrastructure Fund $200.00

Source: Caribbean Integrated Support Project, CARICOM Study, September 2010 The sector will require rigorous support from organisations that are supporting agribusiness in the region. The following are the designated preliminary estimates that are offered for the refinement phase of the project during the stakeholder meeting. It should be recognised that over USD83 million is needed as shown in Table 4.4.1. Again the individual estimates are provided as preliminaries subject to refinement at the stake holders meeting. Table 4.4.1 Proposed Five-year plan for supporting organisations based on estimates

Supporting Organisations

Capacity building fund28

Production finance

fund

Value-added fund

Market sustainability

fund Total

CARDI $15.00 $0.00 $0.00 $0.00 $15.00 CABA $5.00 $0.00 $0.00 $1.00 $6.00 CAFAN $3.00 $0.00 $0.00 $1.00 $4.00 CFNI $5.00 $0.00 $0.00 $0.00 $5.00 JEA $3.00 $0.00 $1.00 $1.00 $5.00 JAPA $3.00 $0.00 $1.00 $1.00 $5.00 BELTRAIDE $3.00 $0.00 $0.00 $1.00 $4.00 NAMDEVCO $3.00 $0.00 $0.00 $1.00 $4.00 BADMC $3.00 $0.00 $0.00 $1.00 $4.00 BAIDC $2.00 $0.00 $0.00 $1.00 $3.00 ANEM $2.00 $0.00 $0.00 $1.00 $3.00 DEXIA $2.00 $0.00 $0.00 $1.00 $3.00 WINFA $3.00 $0.00 $0.00 $1.00 $4.00

27

Amounts in USD millions 28

Amounts in USD millions



WINFRESH $2.00 $0.00 $0.00 $10.00 $12.00 CAFAN $3.00 $0.00 $0.00 $1.00 $4.00 NGMC $3.00 $0.00 $0.00 $1.00 $4.00 Landbouwbank, NV $3.00 $0.00 $0.00 $0.00 $3.00 IICA $0.00 $0.00 $0.00 $3.00 $3.00 Total $63.00 $0.00 $2.00 $26.00 $91.00

Source: Caribbean Integrated Support Project, Carioca Study, September 2010

The following provides regional action plans for the implementation of the overall Agribusiness Development and Marketing Fund and its components. Subsequently, there is the action plans as submitted by various countries, based on their work programmes and strategic plans for the sector to satisfy the four strategic objectives.



REGIONAL ACTION PLAN Establishing the Agribusiness Development and Marketing Fund Strategic Goal: increase the contribution of the agribusiness subsector to overall GDP using an “enterprise development strategic approach”, for competitive production and marketing of targeted commodities. Purpose: To establish the Agribusiness Development and Marketing Fund (Total Development cost US $ 500 Million) comprised of:

Capacity Building Fund

Production and Procurement Finance Fund

Value-Added Fund

Market Stability Fund

Infrastructure Fund

Establish the Agribusiness Development and Marketing Fund

Action Steps Responsibilities Timeline Resources Required

Step 1: Draft detailed financing, governance and operational proposals and guidelines for discussion with public and private sector stakeholders and funding agencies

CARICOM Secretariat, CDB, FAO (technical assistance)

By 06-2011 Institutional Support, facilitators

Step 2: Engage private and public sectors in process to engender private-public sector collaboration

CARICOM Secretariat

By 08- 2011 Facilitators; finance for travel and consultations

Step 3: Finalise proposals and prepare MOUs, a monitoring and evaluation plan, a communication plan, and a stakeholder relationship strategy

CARICOM Secretariat; CDB; FAO

By 10-2011 Institutional support

Step 4: Approvals from COTED and Heads of Government CARICOM Secretariat


Step 5: Establish the Regional Investment Coordination Board (RICB)

CDB; CARICOM Secretariat

By 04-2012 Institutional support; financing

Step 6: Engage donors RICB; CDB; CARICOM Secretariat


Capacity Building Fund;


Step 1: Engage public and private sector in process of design and development and for public-private sector collaboration and partnerships

RICB; CDB By 06-2012 Institutional Support, facilitators; finances

Step 2: Finalise operational criteria, annual and (in particular) first year priorities and work programme for Fund

RICB; CDB By 09- 2012 Facilitators; finance for travel and consultations

Step 3: Undertake audits and develop programmes with aim of strengthening the CARDI and the relevant national institutions

RICB By 11-2012 Institutional support; finances

Step 4: Develop a monitoring and evaluation plan and a communication plan

RICB, CARICOM Secretariat; CDB;




FAO

Step 5: MoUs with CARDI and other implementing institutions RICB By 04-2013 Institutional & legal support;

Production and Procurement Fund


Step 1: Engage producer and marketing organizations and financial (particularly agricultural) institutions in process of design and development and for public-private sector collaboration and partnerships



RICB; CDB By 09- 2012 Facilitators; finance

Step 3: Undertake audits of farmers organizations and supporting agencies and develop programmes for implementation



RICB, CARICOM Secretariat; CDB; FAO


Step 5: MoUs with key implementing institutions RICB By 04-2013 Institutional & legal support;

Value-added Fund (Processors and Manufacturers)


Step 1: Engage processors and manufacturers of agricultural produce in design and development of the Fund and for public-private sector collaboration and partnerships






By 11-2012 Institutional support;

Step 4: MoUs with key implementation institutions

RICB By 01-2013 Institutional support& legal support

Market Sustainability Fund (for Development of Overseas Trading Houses –including in other CARICOM States; Trade Promotion; Market Support Activities; Freight Off-set; Packaging Material)


Step 1: Engage Stakeholders (public and private sectors) in a process for design and development of the Fund and for public-private sector collaboration and partnership building


Step 2: Develop conceptual, operational and financial models for operations and Prepare Business plans


Step 3: Develop operational criteria, annual and (in particular) first year priorities and work programme for Fund

RICB, CDB By 04-2013 Institutional support; finances




Step 5: MoUs with key implementing institutions RICB By 07-2013 Institutional & legal support;

Infrastructural Support Fund (packing houses; feeder roads; chill-chain support facilities at ports; pre-inspection facilities; phyto-sanitary facilities). To support implementation of the national plans




Step 1: Engage stakeholders in a process of design and development and for public-private sector collaboration and partnership building




Step 3: Undertake audits of collaborating institutions that will be involved in implementing the programme





Step 5: MoUs with key implementing institutions RICB By 04-2013 Institutional & legal support

__________________________________________________________________________________ Developing an Action Plan for Promotion of a Regional Agribusiness Sector and Targeted Commodity Enterprises – EuropeAid/1267806/D/SER/GY – Final Report – February

2011 Page: 344

Antigua and Barbuda Action Plan

Commodity: Antigua Black Pineapple Purpose: 24 Hectares of Antigua Black Pineapples to be established to yield 900,000 kg per annum Total Development cost USD1,325,039.6 Goal: To develop approximately 24 hectares of Antigua Black Pineapples over 2 years to yield approximately 900,000 kg after maturity for the fresh market Results/Accomplishments: ( ) Evidence Of Success (Fields Established and production increased)

Action Steps What Will Be Done?

Responsibilities Who Will Do It?

Timeline By When?

(Day/Month)

Resources A. Resources Available B. Resources Needed (financial, human, political & other)

Potential Barriers A. What individuals or organisations might resist? B. How?

Communications Plan Who is involved? What methods?

How often?

Step 1: Establishment of Commercial Plots

Private Farmer, MOA , public nursery

operators

End of Yr1. A. B. financial, human, Technical

A.N/a B.

Ministry of Agriculture (1) Extension Division (2) Extension Officer and Market Officers (3) Quarterly

Step 2: Production Activities

Farmers, Extension End of 6 months A. B. Financial Resource: Technical Resource:

A. B. Planting Material

(1) Extension Division and Market (2) Extension Officer (3) Quarterly

Step 3: Harvesting

Farmers, Farm Families

End of Yr 1.6 A. B Human Resource

A. B.

(1) Farmers (2) Quarterly

Step 4: Setting up of sorting facitities

private sector, Cades Bay, MOA

End of Yr 2 A. B. Financial, human, technical

A. B.

(1) private sector and MOA (2) Quarterly

Step 5: Marketing

MOA, CMC, ABBPC End of yr 1 A. B. Financial, human, technical

A. Phytosanitary Barriers S.P.S

(1) MOA (2) Quarterly


2011 Page: 345

Action Plan

Commodity: Onions Purpose: 28.3 Hectares of Onions to be established to yield 795,454.5 kg per annum Total Development cost USD326,941.2 Goal: To develop approximately 28.3 hectares of Onions over 5 months to yield approximately 795,454.5 kg after maturity for the fresh market Results/Accomplishments: ( ) Evidence Of Success (Plots Established and production increased)



Timeline By When?

(Day/Month)




How often?


Private Farmer and MOA

End of 1 month A. B. financial, human, Technical

A.N/a B.

Ministry of Agriculture (1) Extension Division (2) Extension Officer and Market Officers (3) Every Two Weeks


Farmers, Extension End of 2nd

week A. B. Financial Resource: Technical Resource:

A. B.

(1) Extension Division and Market (2) Extension Officer (3) Every Two Weeks

Step 3: Harvesting


End of 5 months A. B Human Resource

A. B.

(1) Farmers (2) Every Two Weeks

Step 4: Setting up of sorting facilities

private sector, ADC and MOA


A. B.

(1) private sector and MOA (2) Every Two Weeks

Step 5: Marketing

MOA and CMC End of 2nd

week- 1 month

A. B. Financial, human, technical

A. Phytosanitary Barriers B.

(1) MOA (2) Every Two Weeks


2011 Page: 346


2011 Page: 347

Action Plan

Commodity: Carrots Purpose: 20.2 Hectares of carrots to be established to yield 568,181.82 kg per annum Total Development cost USD323,529.4 Goal: To develop approximately 20.2 hectares of carrots over 3 months to yield approximately 568,181.82 kg after maturity for the fresh market Results/Accomplishments: ( ) Evidence Of Success (Plots Established and production increased)



Timeline By When?

(Day/Month)




How often?




A.N/a B.





A. B.


Step 3: Harvesting


End of 3rd

month

A. B Human Resource

A. B.



private sector, ADC, MOA


A. B.


Step 5: Marketing


week- 1 month


A. Phytosanitary Barriers B.



2011 Page: 348

Action Plan

Commodity: Sweet Potatoes Purpose: 20 Hectares of Sweet Potatoes to be established to yield 363,636.4 kg per annum Total Development cost USD102,132 Goal: To develop approximately 20 hectares of Sweet Potatoes over 5 months to yield approximately 363,636.4 kg after maturity for the fresh market Results/Accomplishments: ( ) Evidence Of Success (Plots Established and production increased)



Timeline By When?

(Day/Month)




How often?


Private Farmer, MOA End of 1 month A. B. financial, human, Technical

A.N/a B.





A. B.


Step 3: Harvesting



A. B.



private sector, and MOA


A. B.

(1) private sector and MOA

3. Every Two Weeks


2011 Page: 349

Step 5: Marketing


week-1 month


A B.


Action Plan

Commodity: Hot Peppers Purpose: 6 Hectares of Hot Peppers to be established to yield 204,545 kg per annum Total Development cost USD94,852.9 Goal: To develop approximately 6 hectares of Hot Peppers over 2 ½ month s to yield approximately 204545 kg after maturity for the fresh market Results/Accomplishments: ( ) Evidence of Success (Plots Established and production increased)



Timeline By When?

(Day/Month)




How often?


Private Farmer, MOA End of mont. A. B. financial, human, Technical

A.N/a B.



Farmers, Extension End of week 2 A. B. Financial Resource: Technical Resource:

A. B.


Step 3: Harvesting


End of 2 ½ months

A. B Human Resource

A. B.



private sector, MOA


A. B.



2011 Page: 350

Step 5: Marketing


week- 1 month


A. B.



2011 Page: 351

Action Plan

Commodity: Watermelon Purpose: 50 Hectares of Watermelon to be established to yield 568,181 kg per annum Total Development cost USD145,514.7 Goal: To develop approximately 50 hectares of Watermelon over 3 months to yield approximately 568181 kg after maturity for the fresh market Results/Accomplishments: ( ) Evidence Of Success (Plots Established and production increased)



Timeline By When?

(Day/Month)




How often?


Private Farmer, MOA , public nursery

operators


A.N/a B.



Farmers, Extension End of week 2 A. B. Financial Resource: Technical Resource:

A. B.


Step 3: Harvesting



A. B.



private sector, Cades Bay, MOA


A. B.


Step 5: Marketing

MOA, CMC, ABBPC End of 2nd

week- 1 month


A B.

(1) MOA

(2) Every Two Weeks


2011 Page: 352

Action Plan

Commodity: Sheep Purpose: 13580 Heads of Sheep to be established, to yield 216,059.1 kg per annum Total Development cost USD399,411.8 Goal: To develop approximately 13580 heads of Sheep over 10 months to yield approximately 216,059.1 kg after maturity for the fresh market Results/Accomplishments: ( ) Evidence of Success



Timeline By When?

(Day/Month)




How often?

Step 1: Establishment of Paddocks



A.N/a B.

Ministry of Agriculture (1) Livestock Division (2) Extension Officer and Market Officers (3) Every month




A. B.

(1) Livestock Division and Market (2) Extension Officer (3) Every Month

Step 3: Slaughtering


End of 10 months

A. B Human Resource

A. B.

(1) Farmers (2) Every Month

Step 4: Setting up of Abattoir

private sector, MOA


A. B.

(1) private sector and MOA (2) Every Month

Step 5: Marketing

MOA and CMC End of 5 month A. B. Financial, human, technical

A. B.

(1) MOA (2) Every Month


2011 Page: 353


2011 Page: 354

Bahamas – Action plan (non-submission at the time of writing)

Barbados – Action plans


2011 Page: 355

Commodity/Enterprise: Crop Production Total Cost: US$5 million

Purpose:

Goal: To increase the level of production of Onion from 17%, Pumpki from 27%, Cabbage 45%, Melons 40% to 90% or above by 2015

a. To increase land under crop production from 225 acres of abovementioned Fruit, Root and Food crops to 600 ac over 5 years

c. Increase the level of use of protective agriculture and other sustatiable agricultural practices throughout the island

d. Expand irrigation infrastructure througout the island

e. Reduce the level of post harvest losses by 25%

Action Steps Responsibilities Timeline Resources Potential Barriers Communications Plan

A. Resources Available A. What individuals or organizations

might resist?

Who is involved?

B. How? What methods?

How often?

Establish a Production and

Marketing Information system

BADMC 2011 B. Human, Financial and

Physical A. Buy-in MA, BAS, BADMC

Meetings, Public Announcements, Web

Identify, producing and regulating

agricultural Inputs and products

(establish inputs scheme)

BADMC 2011

B

A. Commercial Enterprises -

B.Will lobby government against BADMC

involvement in commerical activities Pesticide Board and MA

Establish post-harvest and Quality

Assurance Systems and Facilities

BADMC/MA 2012

B Establish Commodity Group Committees

Establish GAPs MA July 2011 B. Financial, Human A. farmersB. Resist implementation and may not

have reseources to adopt the required

practices

Technical Support Packages, GIS - Ecnomic

Benefit for implementation; Workshops

Expand STE - central distribution

facility

BADMC 2011 - 2014

A. Human

A. Commercial Enterprises; farmers and

loyalty issues; B.Will lobby

government against BADMC involvement

in commerical activities

B. Financial, Human,

Physical

Expand Irrigation Infrastructure -

Northern, southern and Eastern

districts

BADMC/EGFL 2011 - 2014

A. Human A. BADMC/GIS

B. Financial, Infrastructural Infomercials

Establish Greenhouse

demonstration sites

BADMC/MA 2011

A. Human Workshops facilitated by MA/BADMC

B. Technical Assitance,

Finance, Infrastructural

Implement Methods of Monitoring

and evaluation of sector

performance

MA 2011

A. Human Technical A. Farmers; BADMC/MA (Extension Staff)

Technical Support Packages, GIS - Ecnomic

Benefit for implementation; Workshops

Tie contract arrangements with Govt' Agencies

to meeting standards

B. Performance Standards,

Finance

B. Farmers - uncooporative; Extension

Staff - Scope of Work Meetings with worker represnentatives

Encourage and facilitate the BADMC/MA/EGFL 2014 A. Lands, Technical Assets Workshops facilitated by MA/BADMC

B. Finance

Conduct varietal trials and

evaluations

MA/CARDI Ongoing A. Lands, Fianance,

Technical Assets Workshops facilitated by MA. Extension Services

Continue research into pest and

diseases which affect local

production

MA/CARDI Ongoing

A. Lands, Some Technical

Assets Workshops facilitated by MA. Extension Services

B. Equipment, Human

Resources

Evidence of Success:Increase Agricultural Production in Barbados

A Management Information System for the sector by 2013.

15% increase in total agricultural production by 2013;

Establishment of various food crop committees;

Greater emphasis by farmers on market-driven production.

To reduce dependancy on the importation of pumpkin, cabbbage, melons, onions and bananas

b. Increase the number of established shade and greenhouses

By When? (Day/Month)

B. Resources Needed

Food import bill reduced by 20% by the year 2013.

25% of farmers utilising greenhouse and other modern technology by 2013;

15% reduction in crop losses due to pest and disease;

What Will Be Done? Who Will Do It?


2011 Page: 356

Commodity/Enterprise: National Fisheries Development Total Cost: US$1.5 million

Purpose: 1. Assuring the efficient management and development of fisheries resources

2. To enhance the contribution made by local fisheries to national food security

3. To enhance the livelihood derived by local fishers from use of the fisheries resource

4. To promote co-management within the fisheries sector so that stakeholders are involved in implementing measures resources and associated habitats.

aimed at protecting and preserving the fisheries

5. To facilitate the enhancement and infrastructural development of the fisheries sector

Goal:

Results/Accomplishments:


A. Resources Available A. What individuals or

organizations might resist?

Who is involved?

What methods?

How often?

Fisheries, Agricultural

Information Services, Health

(Weekly meetings and memos)

Fisheries and Market Divisions

and Agricultural Information

Services


A. Human resources available.

Fisheries and Markets Divisions,

Veterinary Services and Health

B. Political resources needed. (Weekly meetings and memos)Fisheries Division, Agricultural

Planning Unit and Marketing

Specialist

(Monthly seminars and

consultancy reports)



Services


Permanent Secretary and Chief

Agricultural Officer of the

Ministry of Agriculture and

Consultant




Fisheries Division , Barbados

Coast Guard, Fisher

Organisations

B. Technology needed. (Monthly public seminars)

A. Human resources needed. Some fishermen.

Consultant, Fisheries Division,

Fisheries Organisation

B. Financial resources needed. Lobby the Ministry of Agriculture

(Monthly public seminars and

consultant reports)

Consultant, Fisheries Division,

Permanent Secretary, Fisheries

Organisations





Services


Marketing Specialist, Fisheries

Division, Farmers Organisations



Projects Unit, Public Investment

Unit and Markets Division


Evidence of Success:

Components of the Fisheries Management Plan fully operational and facilitating the management, protection and sustainable growth of the fisheries stock by 2008.

Legislation redrafted to international standards.

Improved fish landing sites to meet HACCP requirements.

Increased numbers of fish caught and consumed by the end of the plan period by 30%.

Additional value-added fish products on the local market.

The discovery of new fishing grounds using technology.

New organisational arrangements between the industry and other economic sectors.

A. Human available.

3) Develop procedures for food safety evaluation of fisheries products

for human consumption. Ministries of Agriculture and Health

31-Mar-11

2) Develop and conduct fish awareness programmes to encourage

the local purchase of fish. Ministry of Agriculture 15-Jan-11


31-Mar-11

1) Prepare and distribute national compliance guidelines on proper

fish handling practices.

1-Apr-11

5) Promote the production of value-added fish production in the

country. Ministry of Agriculture (Fisheries Division) 1-Sep-11

To increase the contribution of the fisheries sector to the economic growth of the agricultural sector and consequently economy-wide economic growth.

What Will Be Done? Who Will Do It? By When? (Day/Month)

B. Resources Needed B. How?

Ministries of Agriculture and Health

12) Upgrade fish landing and market facilities of Barbados.

8) Facilitate the development of aquaculture, aquaponics and

mariculture in Barbados. Consultant

6) Provide institutional strengthening for the Fisheries Division of the

Ministry of Agriculture. Consultant

4) Identify economically viable value-added fish products and projects.

Ministry of Agriculture (Fisheries

Division) and Marketing Specialist

7) Identify and exploit new fishing grounds. Ministry of Agriculture (Fisheries Division)

15-Aug-11

A. Resources available.

Marketing Specialist 1-Aug-11

B. Human and financial resources

needed.

Ministry of Agriculture (Projects Unit and

Markets Division) and Public Investment

Unit 1-Mar-12 B. Financial resources needed.

11) Identify and develop markets for underutilized resources catch.


needed.1-Mar-12

9) Build the institutional capacity of the local industry to deliver the

required post-harvest training courses and extension programmes. Consultant

10) Develop and disseminate material to sensitise public on fish

quality.

Ministry of Agriculture (Fisheries Division

and Agricultural Information Services)

and Government Information Service 1-Mar-11

30-Jun-11


needed.

A. Resources available.

30-Jun-11


needed.


2011 Page: 357

Belize

Action Plan Commodity: White corn Purpose: To increase the competitiveness of the white corn industry and value-added products in Belize. Total Development Costs: BZ$1M (USD0.5M) Goals: (1) To increase the production from 13 million pounds to 23 million pounds over a five year period;

(2) To improve yield production efficiency from 1,500 to 2,000 pounds per acre; (3) To increase acreage in production from 8,785 to 17,670

Results/accomplishments: acreage and yield increased



Timeline By When? (Day/Month)

Resources Resources Available Resources Needed (financial, human, political & other)

Potential Barriers What individuals or organisations might resist? How?

Communications Plan Who is involved? What methods? How often?

Step 1: Improving seed production

MAF/CARDI CONTINUOUS A. PERSONNEL B. FINANCIAL, TECHNICAL ASSISTANCE

A. NA B. NA

A. MAF/CARDI OFFICIALS B. SEED DEVELOPMENT PROTOCOLS C. QUARTERLY REPORTS

Step 2: Training and capacity building in best production practices

MAF/CARDI SECOND YEAR A. TRAINING FACILITIES B. FINANCIAL, TECHNICAL ASSISTANCE

A. NA B. NA

A. MAF/CARDI OFFICIALS B. WORKSHOPS/SEMINARS C. QUARTERLY REPORTS

Step 3: Conduct variety trials and demonstration plots

MAF/CARDI/TGGA CONTINUOUS A. LAND B. FINANCIAL, TECHNICAL ASSISTANCE

A. NA B. NA

A. MAF/CARDI B. ON FARM DEMONSTRATION TRIALS C. QUARTERLY REPORTS

Step 4: Establish storage facilities

MAF/CARDI SECOND YEAR A. LAND B. FINANCIAL, TECHNICAL ASSISTANCE

A. NA B. NA

A. MAF/CARDI B. PROCUREMENT AND CONSTRUCTION THROUGH COMPETITIVE BIDDING C. QUARTERLY REPORTS

Evidence of Success: Production volume and yields increased; corn variety availability increased; farmer income increased Evaluation Process: Monitoring field data, visits and reports


2011 Page: 358

Action Plan Commodity: Yellow corn

Purpose: To increase the competitiveness of the yellow corn industry and value-added products in Belize. Total Development Costs: BZ$1M ( USD0.50 Million) Goals: (1) To increase the production from 130 million pounds to 160 million pounds over a five year period;

(2) To improve yield production efficiency from 1,500 to 2,000 pounds per acre; (3) To increase acreage in production to 60,000

Results/accomplishments: acreage and yield increased.




Resources A. Resources Available B. Resources Needed (financial, human, political &

other)

Potential Barriers A. What individuals

or organisations might resist?

B. How?

Communications Plan A. Who is involved? B. What methods?

C. How often?

Step 1: Improving seed production

MAF/CARDI CONTINUOUS C. PERSONNEL

B. FINANCIAL, TECHNICAL ASSISTANCE

A. NA B. NA


Step 2: Training and capacity building in best production practices

MAF/CARDI SECOND YEAR A. TRAINING FACILITIES B. FINANCIAL, TECHNICAL ASSISTANCE

A. NA B. NA

A. MAF/CARDI OFFICIALS B. WORKSHOPS/SEMINARS C. QUARTERLY REPORTS

Step 3: Conduct variety trials and demonstration plots

MAF/CARDI/TGGA CONTINUOUS A. LAND B. FINANCIAL, TECHNICAL ASSISTANCE

A. NA B. NA

A. MAF/CARDI B. ON FARM

DEMONSTRATION TRIALS C. QUARTERLY REPORTS


MAF/CARDI SECOND YEAR A. LAND B. FINANCIAL, TECHNICAL ASSISTANCE

A. NA B. NA

A. MAF/CARDI B. PROCUREMENT AND

CONSTRUCTION THROUGH COMPETITIVE BIDDING

C. QUARTERLY REPORTS

Step 5:

A. B.

A. B.

Evidence Of Success: Production volume and yields increased; corn variety availability increased; farmer income increased Evaluation Process: Monitoring field data, visits and reports


2011 Page: 359

Commodity: Rice

Purpose: To increase the competitiveness of the rice industry in Belize Total Development Costs: BZD 600,000.00 USD 300,000.00 Goal: (1) To increase the production from 45 million pounds paddy to 50 million pounds over a five year period; (2) To improve yield production efficiency from 2,230 pounds per acre to 5,000 pounds per acre for milpa rice; (3) To reduce the number of rice varieties in southern Belize in order to increase the quality of milled rice; (4) To increase the acreage in production from 11,311 acres to 15,000 acres Results/Accomplishments:

Action Steps What Will Be

Done?


Timeline By When?

(Day/Month)

Resources C. Resources Available D. Resources Needed

(financial, human, political & other)

Potential Barriers D. What individuals or


E. How?


How often?

Step 1: Variety testing, variety selection and Seed multiplication

MAF/CARDI

CONTINUOUS

OVER FIVE TO TEN YEARS

A. PERSONNEL, LAND B. FINANCIAL, TECHNICAL ASSISTANCE

A. WILLINGNESS TO CHANGE B. BY REJECTING SEED AND TECHNOLOGICAL INNOVATIONS


Step 2: Introduction of irrigation systems to increase productivity

MAF/CARDI/FARMERS

SECOND

YEAR

A. LAND B. FINANCIAL, TECHNICAL ASSISTANCE

A. WILLINGNESS TO CHANGE B.REJECTING TECHNOLOGICAL CHANGES

A. MAF/CARDI OFFICIALS B. IRRIGATION SYSTEMS PROTOCOLS C. QUARTERLY REPORTS

Step 3: Inproving quality of the end product

MAF/CARDI/FARMERS

CONTINUOUS


A.NA B.NA


DEMONSTRATION TRIALS


Step 4: Establish storage

MAF/CARDI/FARMERS

SECOND

YEAR

A. LAND B. FINANCIAL, TECHNICAL

A.NA B.NA


DEMONSTRATION


2011 Page: 360

facilities ASSISTANCE TRIALS C. QUARTERLY REPORTS

Step 5: Improving organizational structures

MAF/CARDI/FARMERS CONTINUOUS

A. B.TECHNICAL ASSISTANCE

A. B.


2011 Page: 361

Action Plan Commodity: Cabbage

Purpose: To increase the production of cabbage to supply the domestic markets Total Development Costs: BZD 500,000.00 USD 250,000.00 Goal:(1) To increase the production from 3.3 million pounds to 4.2 million pounds over a five year period; (2) To improve yield production efficiency from 21,931 pounds per acre to 25,000; (3) To increase the 153 acres in production to approximately 175 acres Results/Accomplishments:


Done?


Timeline By When?

(Day/Month)

Resources E. Resources Available F. Resources Needed


Potential Barriers F. What individuals or


G. How?


How often?

Step 1: Variety testing and variety selection

MAF/CARDI

CONTINUOUS


A. NA B. NA

A. MAF/CARDI OFFICIALS B. APPROPRIATE SEED DEVELOPMENT PROTOCOLS C. QUARTERLY REPORTS

Step 2: Training in good agricultural practices in particular pest management and pesticide management

MAF/CARDI

CONTINUOUS

A. PERSONNEL, TRAINING FACILITIES B. FINANCIAL, TECHNICAL ASSISTANCE

A.NA B.NA




Step 3: Training in postharvest handling practices

MAF/CARDI/FARMERS

SECOND

YEAR


A.NA B.NA

A. MAF/CARDI B. TRAINING IN PACKING

FACILITIES C. QUARTERLY REPORTS


2011 Page: 362

Step 4: Procurement of packing shed and transportation infrastructure for the selection, packaging and distribution of cabbage in Belize

MAF/FARMERS SECOND YEAR

A. LAND B.FINANCIAL AND TECHNICAL ASSISTANCE

A.NA B.NA

A. MAF B. OPERATION OF POST

HARVEST HANDLING AND PACKING FACILIITES C: QUARTERLY REPORTS


2011 Page: 363

Action Plan Commodity: Hot Peppers Purpose: To increase the production of fresh hot peppers for the domestic and export markets and for value adding for export markets Total Development Costs: BZD 4,000,000.00 USD 2,000,000.00 Goal: (1) To increase the production from 0.625 million pounds to 0.800 million pounds over a five year period; (2) To improve yield production efficiency from 11,500 pounds per acre to 15,000; (3) To maintain the acreage in production to approximately 60 acres Results/Accomplishments:


Done?


Timeline By When?

(Day/Month)

Resources G. Resources Available H. Resources Needed


Potential Barriers H. What individuals or


I. How?


How often?

Step 1: Variety testing, variety selection and seed multiplication

MAF/CARDI

CONTINUOUS


A. NA B. NA

A. MAF/CARDI OFFICIALS B. APPROPRIATE SEED DEVELOPMENT PROTOCOLS C. QUARTERLY REPORTS

Step 2: Training in good agricultural practices

MAF/CARDI

CONTINUOUS


A.NA B.NA

A. MAF/CARDI B. ON FARM DEMONSTRATION

TRIALS C. QUARTERLY REPORTS

Step 3: Training in postharvest handling practices

MAF/CARDI/FARMERS

SECOND

YEAR


A.NA B.NA

A. MAF/CARDI B. TRAING IN PACKING

FACILITIES C. QUARTERLY REPORTS

Step 4: Procurement of packing shed and transportation infrastructure



A.NA B.NA

A. MAF/DFC/BELTRAIDE B. SUPERVISED CREDIT NAD

DEMONSTRATION OF OPERATIONAL SYSTEMS AT

THE PACKING FACILIITES C: QUARTERLY REPORTS


2011 Page: 364

for the selection, packaging and exporting of hot peppers

Step 5: Establishment of an export credit support facility

MAF/DFC

CONTINUOUS

A. DEVELOPMENT BANK, MARKETS B. FINANCIAL AND TECHNICAL ASSISTANCE

A.NA B:NA

A. MAF/DFC/FARMERS B. SUPERVISED CREDIT

INFORMATION AVAILABLE THROUGH

PAMPHLETS C. ANNUALLY


2011 Page: 365

Action Plan Commodity: Irish Potatoes

Purpose: To increase the production and availability of potatoes to supply the national demand Total Development Costs: BZD 2,000.00 USD1,000,000.00 Goal: (1) To increase the production from 3.3 million pounds to 4.2 million pounds over a five year period; (2) To improve yield production efficiency from 21,931 pounds per acre to 25,000; (3) To increase the 153 acres in production to approximately 175 acres Results/Accomplishments:


Done?


Timeline By When?

(Day/Month)

Resources I. Resources Available J. Resources Needed


Potential Barriers J. What individuals or


K. How?


How often?

Step 1: Variety testing, variety selection and procurement of appropriate commercial seed material

MAF/CARDI

CONTINUOUS


A. NA B. NA

A. MAF/CARDI OFFICIALS B. APPROPRIATE SEED PROCUREMENT PROTOCOLS AND VARIETY TESTING C. QUARTERLY REPORTS

Step 2: Training in good agricultural practices in particular disease management

MAF/CARDI

CONTINUOUS


A.NA B.NA


DEMONSTRATION TRIALS, EXTENSION

EDUCATION MATERIAL C. QUARTERLY REPORTS

Step 3: Training in postharvest handling practices particularly curing and

MAF/CARDI/FARMERS

FIRST YEAR


A.NA B.NA

A. MAF/CARDI B. TRAINING IN POST HARVEST HANDLING

PRACTICES C. QUARTERLY REPORTS


2011 Page: 366

storage

Step 4: Establishment of storage, packing, and transportation infrastructure for the selection, packaging and distribution of potatoes in Belize

MAF/FARMERS FIRST YEAR A. LAND B.FINANCIAL AND TECHNICAL ASSISTANCE

A.NA B.NA

A. MAF B. TRAINING IN THE

OPERATION OF POST HARVEST HANDLING

AND PACKING FACILIITES C: QUARTERLY REPORTS


2011 Page: 367

Action Plan Commodity: Onions

Purpose: To increase the production of onions to satisfy a larger supply of national requirements and to decrease post-harvest handling losses Total Development Costs: BZD 600,000.00 USD 300,000.00 Goal:(1) To increase the production from 1.5 million pounds to 2.0 million pounds over a five year period; (2) To improve yield production efficiency from 16,500 pounds per acre to 20,000; (3) To maintain the acreage in production to approximately 100 acres Results/Accomplishments:


Done?


Timeline By When?

(Day/Month)

Resources K. Resources Available L. Resources Needed


Potential Barriers L. What individuals or


M. How?


How often?

Step 1: Construct low cost appropriate storage facilities

MAF/CARDI

CONTINUOUS


A. NA B. NA

A. MAF/CARDI OFFICIALS B. APPROPRIATE STORAGE MODELS DEVELOPED C. QUARTERLY REPORTS

Step 2: Network with relevant government authorities to decrease the incidence of contraband

MAF/MOCI/MOF/BAHA

SECOND

YEAR

A. PERSONNEL B. FINANCIAL, TECHNICAL, LOGISTICAL ASSISTANCE

A. NA B.NA

A. MAF/CARDI OFFICIALS B. JOINT MINISTERIAL AND OPERATIONAL MEETINGS C. QUARTERLY REPORTS

Step 3: Training in good agricultural practices

MAF/CARDI

CONTINUOUS


A.NA B.NA




Step 4: Training in

MAF/CARDI/FARMERS

SECOND

A. PERSONNEL, TRAINING FACILITIES

A.NA

A. MAF/CARDI B. TRAING IN PACKING


2011 Page: 368

postharvest handling practices

YEAR B. FINANCIAL, TECHNICAL ASSISTANCE

B.NA FACILITIES C. QUARTERLY REPORTS

Step 5: Procurement of packing shed transportation infrastructure for the selection, packaging and distribution of onions in Belize



A.NA B.NA

A. MAF/MOCI/BELTRAIDE B. DEMONSTRATION OF OPERATIONAL SYSTMES C. QUARTERLY REPORTS


2011 Page: 369

Action Plan

Commodity: Other Beans

Purpose: To increase the competitiveness of bean exports in the Central American and CARICOM regions Total Development Costs: BZD 600,000.00 USD 300,000.00 Goal:(1) To increase the production from 8.9 million pounds to 22 million pounds over a five year period; (2) To improve yield production efficiency from 800 to 1,200 pounds per acre; (3) To increase acreage in production from 13,965 acres 34,749 acres Results/Accomplishments:


Done?


Timeline By When?

(Day/Month)

Resources M. Resources Available N. Resources Needed


Potential Barriers N. What individuals or


O. How?


How often?

Step 1: Seed multiplication and variety testing

MAF/CARDI

CONTINUOUS


A. NA B. NA


Step 2: Increase productivity

MAF/CARDI/FARMERS

SECOND

YEAR


A. NA B.NA


Step 3: Training in Production

MAF/CARDI

CONTINUOUS


A.NA B.NA





MAF/CARDI/FARMERS

SECOND

YEAR


A.NA B.NA





2011 Page: 370

Dominica - action plan Action Plan

Rootcrops (Dasheen, Eddoe, Tannia, Sweet potato and Yam)

Purpose: Development of the root-crop industry to more adequately supply the domestic and export markets more competitively.. Goals: (1) To establish tissue culture hardening facilities to supply approximately 2,000,000 plants/year (~10% of total needs). (2) To develop value-

added (vacuum fried) products and marketing channels for rootcrops. (3) To establish a public-private organization that handles nursery production and hardening. (4) To establish a root-crop association that manages production-marketing planning, and industry development on behalf of key stakeholders; (5) to assist farmers with becoming GAP compliant.


Action Steps Responsibilities Timeline Resources Potential Barriers

Communications Plan

Step 1: Stakeholders Meeting to receive commitment on proposed plans

MA, Other stakeholders

Resources Available: Resources Needed: Institutional Support, facilitators

MA& other Stakeholders Stakeholder meetings, Press releases Quarterly

Step 2: Production of tissue culture plants to support production-marketing programme

MA, Tissue Culture Lab, Private Sector

Resources Available: Tissue culture lab and trained personnel Resources Needed: Degree level training (3), hardening facilities, 2 vehicles

Tissue culture lab has limited hardening capacity

MA& other Stakeholders Stakeholder meetings, Press releases Monthly and Quarterly

Step 3: Farmers capacity building in GAP, crop management, marketing, & organisational management

MA, Extension, CARDI, IICA, Farmers’ Organisations

Resources Available: MAFF extension service and other group structures\\Resources Needed: design & implementation of training programme , 18-seater vehicles, 3 computers, 3 projectors, 3 photo-copiers

MAFF does not have the capacity to conduct farmers field training


Step 4: Establishment of an Root crop Association/ cooperative

MA, Extension and IICA, Farmer’s Organisation etc.

Resources Available: // Resources Needed: organisational management training & incubation support, equipment and furniture

Wholesalers may see an association as a threat to their own profit making



2011 Page: 371

Step 5: Coordinated –GAP compliant crop Production and marketing

Farmers Organisations MA Extension, Marketers, Processors, CARDI,

Resources Available: Palletisation centres, unfinished, Marketing Information System, existing farmers groups//Resources Needed: design and implementation of production & marketing plan, agri-inputs, production and harvesting equipment, and a web-based marketing information system

Farmers may want to produce based on traditional practice, rather than being guided


Step 6: Procurement of equipment

Farmers Organisations Private Sector, Marketers & Processors

Resources Available: // Resources Needed: Training, processing and other equipment -including vacuum fryers & associated equipment and solar panels


Evidence of Success Monthly and Quarterly reports of all stakeholders Evaluation Process Based on the targets (as per timeline)


2011 Page: 372

Action Plan Banana and Plantain

Purpose: The effectively compete in the UK and region markets by increasing the productivity, and quality of bananas produced in Dominica.

Goals: (1)



Communications Plan


MA Banana Unit, Other stakeholders



Step 2: Farmer Training (re. registration, farm standards, production management, quality & pack-house management, marketing & business management)

MA Extension, CARDI, IICA, WIBDECO

Resources Available: Extension staff. Resources Needed: Training equipment and other support

Farmers may not be motivated to attend training


Step 2: Production using superior varieties (Rehabilitation and Replanting)

MA Tissue Culture Lab,

Resources Available: Existing but limited capacity at tissue culture lab\\ Resources Needed: Tissue culture plants (imported over the short term), hardening facilities, inputs (dolomite and specially formulated fertilisers)



Step 2: Pest Control MA Banana Unit, , WIBDECO

Resources Available: 2 spray teams, 1 spray plane // Resources Needed: pesticides, oil and aircraft maintenance




2011 Page: 373

Fruit Crops & Apiculture (Breadfruit, Mango, Citrus, Pineapple, Honey)

Purpose: Fruit-crop industry development to more adequately supply the domestic and export markets. Goals: (1) Results/Accomplishments:


Communications Plan


MA, Other stakeholders


MA& other stakeholders stakeholder meetings, Press releases Quarterly


Farmers Organisations Private Sector, Marketers & Processors

Resources Available: // Resources Needed: Training, processing and equipment -including vacuum fryers & associated equipment and solar panels


Step 3: Establishment of an fruit crop Association/ and strengthening of Apiculture Association

MA Extension, IICA, Farmer’s Organisation etc.

Resources Available: // Resources Needed: business/marketing and organisational management training, apiculture equipment,



Step 4: Rehabilitation of exiting orchards

MA Tissue Culture Lab, MA Propagation stations, Private Sector

Resources Available: Propagation stations, and trained personnel. \\Resources Needed: short & long term training, pruning equipment/tools, 2 vehicles


Step 5: Production of tree crops plants to support production-marketing programme

MA Tissue Culture Lab, MA Propagation stations, Private Sector

Resources Available: Propagation stations, and trained personnel. \\Resources Needed: short & long term training(2), propagation tools & equipment, irrigation system


Step 6: Farmers capacity building/training in orchard management and rehabilitation

MA Extension, CARDI, IICA, Farmers’ Organisations

Resources Available: MAFF extension and plant protection service and other group structures\\Resources Needed: Design & implementation of training programme, training equipment




2011 Page: 374

Step 7: Coordinated crop Production and marketing

Farmers Organisations MA Extension, Marketers, Processors, CARDI, & DEXIA






2011 Page: 375

Fisheries Development - (Fisheries harvesting, Processing and Marketing)

Purpose: To enhance the capacity of stakeholders generate greater returns and profits in the fisheries sector,. Goals: (1) To improve the profitability of existing fisheries cooperatives and companies; (2) To Assist fisheries cooperatives and companies to

achieve HCCP and other quality standards), (3) To assist fisheries communities in commercializing and marketing various fisheries products (including sea moss) and fish-night




MA Fisheries Division, Other stakeholders

Resources Available: Resources Needed Institutional Support, facilitators


Step 2: Institutional strengthening of fisher cooperatives, vessel operators and owners

MA Fisheries Division, & Agribusiness Unit, Other stakeholders

Resources Available: Resources Needed: Equipment to facilitate HCCP compliance, Training (leadership, management of quality, business, marketing, and risks)

Fishermen/retailers who may not have confidence in exiting cooperatives


Step 3: The development of a management plan for pelagic fishing

MA Fisheries Division, consultant

Resources Available: Existing fisheries cooperatives, fisheries Complexes personnel, fleet expansion programme \\ Resources Needed: Consultant to develop and implement a comprehensive seafood marketing and distribution plan

Fishermen who may not want to be part of a management system


Step 4: Fish product development and commercialisation

MA – Fisheries Division, & Agribusiness Unit, Fisheries cooperatives, processors, retailers and fishing community groups, SVG Bureau of Standards

Resources Available: Existing laboratory facilities & staff Resources Needed: Training (Long term + short term), fish processing and product development equipment, and start-up supplies, and a web-based marketing information system



2011 Page: 376

Step 5: Development of aqua-culture facilities

MA Fisheries Division, Consultants

Resources Available: Resources Needed: Consultants/facilitators, Equipment and Training




2011 Page: 377

Livestock Development - Small ruminants, Poultry (table eggs and meats) and Pork

Purpose: To increase the profitability of the livestock through institutional strengthening, superior technology and innovation at the enterprise and sector levels,.

Goals: (1) To improve the capacities of the fledgling poultry, pork and small ruminant organizations to implement effective production and

marketing plans ; (2) To assist poultry, small ruminant and poultry producers in becoming GAP compliant, (3) To enhance the capacities of producers to plan and operate their businesses profitably



Communications Plan


MA Animal Health and production Division stakeholders



Step 2: Institutional strengthening of livestock groups (SVG Poultry Association, SVG Small Ruminant Association, Pork Producers Association) to grow and sustain profits

MA Animal Health and production Division & stakeholders,

Resources Available: Resources Needed: Equipment/supplies to facilitate HCCP and GAP compliance, marketing equipment, Training (leadership, quality management, business and marketing


Step 3: Commercial production and marketing of quality eggs

MA Division & consultant

Resources Available: many small producers \\ Resources Needed: Pedigree breeding stock, input support to establish large GAP compliant competitive enterprises, development of a web-based marketing channel,


Step 4: Farmers capacity building/training in enterprise planning & enterprise management, and nutrition management

MA Division, , Bureau of Standards

Resources Available: Existing facilities Resources Needed: Facilitators/trainers for training programme, input supplies




2011 Page: 378

Forest Product Development (Fisheries harvesting, Processing and Marketing)

Purpose: Increasing revenues in the forest sectors through the commercial production and marketing of forest products,. Goals: (1) To commercialize existing forestry earmarked for diversification/development (2) to promote and facilitate the sustainable use of

the forest Results/Accomplishments:


Communications Plan


MA Animal Health and production Division stakeholders



Step 2: Institutional strengthening/ upskilling of Forest users

MA Forestry Department, Forest Users and other stakeholders,

Resources Available: Primary forest products Resources Needed: Training and Equipment/supplies to facilitate business and marketing


Step 3: Establishment of community eco-tour services

MA Forestry Department, Forest Users and other stakeholders,

Resources Available: Forest assets Resources Needed: Consultant to identify and facilitate the development of potential sites for development, Training, and Equipment/supplies to facilitate business and marketing




2011 Page: 379

Grenada

Action Plan Commodity enterprise: Nutmeg

Purpose: establishment of 1600 acres of nutmeg over a six year period to supply 3,200,000 lb of nutmeg and 3,920,000 lb of mace for processing and raw export market. Acreage: 1,600 acres Yields/Unit: 2,00lb/acre (nutmeg), 2,450lb/acre (mace) Total Development Cost: $ 5,862,500 (EC)

Action Steps What will be done?

Responsibilities Who will do it?

Timeline By When?

Resources A. Resources Available B. Resources Needed

(Financial, human, political & other)

Potential Barriers A. What individuals or organisation might resist? B. How?

Communication Plan Who is involved? What methods? How often?

Step I: Establishment of pure nutmeg stands

Farmers, technical experts, input suppliers, bank, private nurseries

End of year I

A. B. Financial, human (Technical experts), infrastructure

A. B.

1. Ministry of Agriculture extension and agronomy services, GCNA 2. quarterly

Step II: Production Activities

Farmers, Extension & Agronomy

End of year 7

A. B. Financial and technical resources

A. B.

1. Extension service, credit facility, marketing (MOA marketing officer and GCNA marketing team) 2. Extension services and marketing team 3. Quarterly

Step III: Harvesting

Farmers, labourers, technical experts

End of year 7

A. B. human resource, financial, and technological

A. B. Labour Issues (wages)

1. GCNA, farmers group, 2.

Step IV: Upgrade of processing plants

GCNA, MOA, Private sector

End of year 10

A. Existing processing plants B. Financial, technical (Technology), human

A. B.

1. GCNA, MOA, private Sector 2. Quarterly

Step V: Marketing

GCNA, MOA, private sector

End of year 5

A. B. Financial, human

A. Phytosanitary Issues, food safety issues and trade barriers B.

1. GCNA, MOA, private sector 2. Quarterly


2011 Page: 380

Action Plan

Commodity Enterprise: Root Crops

Purpose: establishment of 100 acres of root crops over a two year period to supply 2,000,000 lb for fresh consumption for domestic and export market. Acreage: 100 acres Yields/acre: 20,000 lb Total Development Cost: $ 600,000 (EC)



Timeline By When?

Resources C. Resources Available D. Resources Needed (Financial,

human, political & other)

Potential Barriers A. What individuals or

organisation might resist? B. How?


Step I: Establishment of root crops Farmers, technical experts, input suppliers, bank, private nurseries, CARDI

End of year 1 A. B. Financial, human (Technical experts), infrastructure

A. B.

1. MOA extension and agronomy services, MNIB and other collabourating institutions

2. Quarterly

Step II: Production Activities Farmers, Extension & Agronomy, CARDI

End of year 1 A. B. Financial and technical resources

A. B.

1. Extension service, credit facility, marketing (MOA marketing officer and MNIB marketing team)

2. Extension services and marketing team 3. Quarterly

Step III: Harvesting Farmers, labourers, technical experts

End of year 1 A. B. human resource, financial


1. MNIB, farmers group,

Step IV: Upgrade of farm storage facilities &

MNIB, MOA, Private sector End of year 1 A. B. Financial, technical (Technology), human

A. B.

2. MNIB, MOA, private Sector 3. Quarterly

Step V: Marketing MNIB, MOA, WINFRESH private sector

End of year 1 A. B. Financial, human

A Phytosanitary Issues, food safety issues and trade barriers B.

1. MNIB, MOA, private sector 2. Quarterly


2011 Page: 381

Purpose: establishment of 700 acres of minor spices over a three year period to supply 1,131,900 lb for the local and export market. Acreage: 700 acres Yields/Unit: 1,617lb/acre Total Development Cost: $ 365,260 (EC)


Responsibilities Who will do it? Timeline By When? Resources C. Resources Available D. Resources Needed (Financial,


Potential Barriers A. What individuals or organisation

might resist? B. How?


Step I: Establishment of pure minor spice stands


End of year I A. B. Financial, human (Technical experts), infrastructure

A. B.

3. Ministry of Agriculture extension and agronomy services, Minor spices

4. Quarterly




A. B.

4. Extension service, credit facility, marketing (MOA marketing officer and Minor spices marketing team) 5. Extension services and marketing team 6. Quarterly




3. Minor spice, farmers group,

Step IV: Upgrade of Storage and packaging facilities

Minor Spices, MOA, Private sector

End of year 5 A. B. Financial, technical (Technology), human

A. B.

3. Minor spice, MOA, private Sector 4. Quarterly

Step V: Marketing Minor spice, MOA, private sector



3. Minor spice, MOA, private sector 4. Quarterly

Purpose: establishment of 700 acres of cocoa over a three year period to supply 1,120,000 lb of cocoa for processing and export market. Acreage: 700 acres Yields/Unit: 1600lb/acre Total Development Cost: $ 4,917,500 (EC)



Timeline By When? Resources C. Resources Available D. Resources Needed (Financial,





Step I: Establishment of pure Cocoa stands

Farmers, technical experts, input suppliers, bank, private nurseries GCA

End of year I A. B. Financial, human

A. B.

1. Ministry of Agriculture extension and agronomy services, GCA, Private sector

2. Quarterly




A. B.

1. Extension service, credit facility, marketing (MOA marketing officer and GCA marketing team)



End of year A. B. human resource, financial


1. GCA, farmers group,

Step IV: Upgrade and establish processing plants

GCA, MOA, Private sector End of year 2 A. Existing processing plants B. Financial, technical (Technology), human

A. B.

2. GCA, MOA, private Sector 3. Quarterly

Step V: Marketing GCA, MOA, private sector End of year 3 A. B. Financial, human

A. Phytosanitary Issues, food safety issues and trade barriers.

GCA, MOA, private sector Quarterly


2011 Page: 382

Purpose: establishment of 115 acres of tropical fruit over a two year period to supply (243,600 lb of sour sop, 343,000 lb of mango, 1,097,600 lb of golden apples, 178,360 lb of avocado) 1,862,560 lb for processing and fresh consumption. Acreage: 115 acres Yields/Unit: Soursop 8,700lb/acre, mango 12,250 lb/acre, Golden Apples 39,200 lb/acre, Avocado 6,370 lb/acre. Total Development Cost: $ 501,570 (EC)



Timeline By When? Resources C. Resources Available D. Resources Needed (Financial,





Step I: Establishment of orchards


End of year I A. B. Financial, human (Technical experts), infrastructure

A. B.

1. Ministry of Agriculture extension and agronomy services, WINFRESH, MNIB

2. Quarterly


Farmers, Extension & Agronomy, WINFRESH


A. Slow acceptance of the necessary technologies by farmers/producers B.

1. Extension service, credit facility, marketing (MOA marketing officer and GCNA marketing team)


Step III: Harvesting Farmers, labourers, technical experts,



1. MNIB, farmers group,

Step IV: Upgrade of packing house

MNIB, MOA, Private sector, WINFRESH

End of year 3 A. Existing packing house B. Financial, technical (Technology), human

A. Hotels, Importers of these products B. may agrue on the basis of standards and food safety issues


Step V: Marketing MNIB, MOA, private sector, WINFRESH



1. GCNA, MOA, private sector 2. Quarterly

Purpose: establishment of 500 acres of nutmeg over a 4 year period to support the production of 11.2 million lb of banana for processing and fresh consumption. Acreage: 500 acres Yield/acre: 24,200lb/acre Total Development Cost: $ 3,240,000 (EC)



Timeline By When? Resources E. Resources Available F. Resources Needed (Financial, human,

political & other)


organisation might resist?

B. How?


Step I: Establishment of banana fields


End of year I A. B. Financial, human (Technical experts)

A. Farmers/Producers B. Fear of pass experience

1. Ministry of Agriculture extension and agronomy services,

2. Quarterly


Farmers, Extension & Agronomy, Banana Fair Trade Group


A. B.

7. Extension service, credit facility, marketing (MOA marketing officer and MNIB & WINFRESH marketing team) 8. Extension services and marketing team 9. Quarterly


End of year 1 A. B. Human resource, financial


4. GCNA, farmers group, 5.

Step IV: Upgrade of processing plants

MNIB, MOA, Private sector End of year 1 A. Existing processing plants B. Financial, technical (Technology), human

A. B.


Step V: Marketing MNIB, MOA, private sector End of year 1 A. B. Financial, human


5. GCNA, MOA, private sector 6. Biannually


2011 Page: 383

Guyana - Action plan Action Plan

Commodity: Herbs and Spices Purpose: Increase local production Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?

Step 1: Market Assessment

MA, Farmers Periodic assessment

A. B financial: Human and other

A.N/a B.

Step 2: Production Planning

MA, CARDI Annually A. B Human : Financial:

A. B.

Step 3: Production

FARMERS, FARM FAMILIES,

MA, CARDI

Annually A. B Human: Technical:

A. B. Pest and Diseases, cost and availability of inputs

Step 4: Harvesting

FARMERS, FARM FAMILIES,

TECHNICAL EXPERTISE

End of production

A. B Human, Financial, Other

A. B.Labour availability

Step 5: Marketing

GMC, MA End of Production

A. B. Technical, Financial, Human

A. B. Availability of processing and storage facilities

Step 6 Agro Processing

GABA, Prívate Processors

End of Marketing,

A. B. Technical, Financial,

A. B.


2011 Page: 384

Action Plan Commodity: Cassava Purpose: To Double current Cassava Production Goal: Expansion of Cassava Production to feed agro processing markets Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


MA Periodic assessment

A. B. financial, human

A.N/a B.


MA, CARDI, Farmers ,NARI

Annually A. B. financial, human

A. B.

Step 3: Production

MA, , Farmers Annually A. B. financial, human


Step 4: Harvesting


End of production

A. B. Human, financial


Step 5: Marketing

Processor, MA, GMC

End of Production

A. B. Financial, other


Step 6: Agro Processing

Private Processor, GABA

End of production

A. B. Financial, Other



2011 Page: 385

Action Plan Commodity: Dairy Cattle Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


MA, Livestock Board, Diary

Farmers

Periodic Assessment

A. B. financial, human, technical

A.N/a B.



Farmers

Annually A. B. financial, human, technical

A. B.

Step 3: Milk Production


Farmers


A. B.

Step 4: Milking

Farmers, Livestock Board

End of production

A. B. Human, financial, technical

A. B.

Step 5: Marketing

Farmers, Livestock Board

Beginning and End of

production


A. B.


2011 Page: 386

Action Plan Commodity: Honey Purpose: Increase local honey production Goal: To Breed and produce line of high performance queen bees for pest tolerance and honey production in order to increase productivity Results/Accomplishments: ( ) Developmental Cost


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


MA, Private Farmers

Periodic Assessment

A. B. Technical Financial Human

A.N/a B.

Step: Training


Farmers, MA,IICA Annually A. B. Technical Assistance,

A. B.

Step 3: Production

Farmers, MA Annually A. B. Technical, Financial, Human

A. B.

Step 4: Harvesting

Farmers, End of production

A. B. Human resources

A. B.

Step 5: Marketing

Farmers, Processors/Bottlers,

GMC,MA

Beginning and End of production


A. B.

Step 6: Processing

Private Farmers, End of production

A. B.

A. B. Lack of adequate processing facilities and grades and standards


2011 Page: 387

Action Plan Commodity: Hot Pepper Purpose: Increase local pepper production Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


Farmers, MA,GMC,GABA

Periodic assessment

A. B. financial Resources

A.N/a B.


Famers, MA Annually A. B. Financial Resources, human resources

A. B.

Step 3: Production

FARMERS,MA Annually A. B. Technical, human,


Step 4: Harvesting

FARMERS, FARM FAMILIES

End of production

A. B. Human


Step 5: Marketing

Farmers, GMC.GABA

End of Production

A. B. Technical, human, financial


Step 6 Processing

Private Processor, GABA

End of Marketing


A. B. Lack of adequate processing facilities


2011 Page: 388

Action Plan Commodity: Pineapples Purpose: To increase pineapple production Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


Farmers, GMC,GABA

Periodic assessment


A.N/a B.


Famers, MA, Annually A. B. Financial Resources, human resources

A. B.

Step 3: Production

FARMERS,MA Annually A. B. Technical, human


Step 4: Harvesting


End of production

A. B. Human


Step 5: Marketing

Farmers, GMC,GABA

End of Production




Private Processors,

GABA

End of production

and marketing



2011 Page: 389

Action Plan Commodity: Pumpkin Purpose: To increase pumpkin production Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


Farmers, GMC Periodic assessment


A.N/a B. Farmers acceptance of improved varieties


Famers, MA, Annually A. B. Financial Resources, human resources

A. B.

Step 3: Production

FARMERS,MA Annually A. B. Technical, human,


Step 4: Harvesting


End of production

A. B. Human

A. B. Labour availability

Step 5: Marketing

Farmers, GMC End of Production




GABA


2011 Page: 390

Action Plan Commodity: Sheep Purpose: To increase sheep production Results/Accomplishments:


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


Farmers, MA Periodic Assessment

A. B. Technical, Financial

A.N/a B.


Private Farmers, MA, Livestock

Board

Annually A. B. Technical, Financial

A. B.

Step 3: Production

Private Farmers, Annually A. B. Technical, Financial

A. B.


, Public/Private abattoir, farmers

End of production


A. B.

Step 5: Marketing

Private Farmers, Beginning and End of

production


A. B.


2011 Page: 391

Action Plan Commodity: Sweet Potato Purpose: To increase production for export and agro processing Goal: To increase the production and productivity of sweet potato Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


Farmers, MA,GMC,

Processors

Periodic assessment


A.N/a B.


Famers, MA Annually A. B. Financial Resources, human resources

A. B.

Step 3: Production

FARMERS, Annually A. B. Technical, human,


Step 4: Harvesting


End of production

A. B. Human


Step 5: Marketing

Farmers, GMC End of Production




Private Farmers, GABA

End of Marketing



2011 Page: 392

Action Plan Commodity: Yams Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


Farmers, MA,GMC

Periodic assessment


A.N/a B.


Farmers, ,MA, CARDI,

Annually A. B. Financial Resources, human resources

A. B.

Step 3: Production

FARMERS, Annually A. B. Technical, human,


Step 4: Harvesting


End of production

A. B. Human


Step 5: Marketing

Farmers, GMC, GABA

End of Production



Step 6: Agro-processing

GABA, Private Processors,

End of production/ marketing


A. B. Availability of consistent supply


2011 Page: 393

Action Plan Commodity: Coconut Purpose: To increase local coconut production Results/Accomplishments: ( )


Done?


Timeline By When?

(Day/Month)





B. How?


How often?


Coconut Industry ,GMC GABA

Periodic assessment


A.N/a B.


Coconut Industry Board Famers,

MA,


A. B.

Step 3: Production

Coconut Industry Board Famers,

MA

Annually A. B. Technical, human,


Step 4: Harvesting

Coconut Industry Board, Famers,

MA,

End of production

A. B. Human

A. B.

Step 5: Marketing

Coconut Industry Board Famers, GMC.GABA,

End of Production


A. B.


2011 Page: 394

Haití Action Plan

Commodity: Goats Purpose: To establish 8 breeding farms of 500 goats able to yield 10,000 improved half blood Boer kids a year for 5 years. Total Development cost $ 3 million Goal: To maintain a herd of 4000 goats that will produce improved breeding stock for sale to farmers and organisations over 5 years at 10,000 heads per year. Results/accomplishments: ( )



Timeline By When?

(Day/Month)




How often?

Step 1: Design farm and start constructions and fencing

Members of Small farmers associations with support from the Ministry and firms under contract

End of Yr1. A. Land , technicians B. financial, human, Technical

A. None B.

Ministry of Agriculture Farmers Associations committees Monthly meetings

Step 2: Establish pastures Acquire equipment

Same as above End of Yr 1 A. None B. Financial Resource: Planting material

A. None B.

Same as above

Step 3: Purchase animals and start farm operations

Farmers, Farm Families, VETERIMED, a

specialised NGO

End of Yr. 2 A. Exporters facilities and experience B Human Resource

A. Pressure groups B. Campaign against non local breeds

(1) VETERIMED thru posters and radio (2) Quarterly

Step 4: Market breeders and reformed animals

Farmers assisted by VETERIMED

End of year 5 A. B. Financial, human, technical

A. None B.N/A

(1) Private Firms and assoc. (2) Quarterly

Evidence of Success (Healthy offspring produced, demand for the farm produces)


2011 Page: 395

Action Plan Commodity: Plantains Purpose: To establish 500 hectares of Sigatoka disease resistant plantain (PHIA-21) able to yield 5 thousand tons of plantain a year for 5 years Total Development cost $ 5 Million Goal: To halt decrease in plantain production by producing5000 tons of plantain a year for 5 years ( )



Timeline By When?

(Day/Month)




How often?

Step 1: Import vitro plants of PHIA-21 and develop them into seedlings

Members of Small farmers associations with support from the Ministry and FAO

End of Yr1. A. Land , technicians B. financial,

A. None B.


Step 2: Establish plantation with the hardened seedlings

Same as above End of Yr 1 A. Land B. Financial Resource:

A. None B.

Same as above

Step 3: Market the fresh product

Farmers, Farm Families, traditional

merchants

End of Yr. 2 A. Traditional traders B Better transport structures

A. Consumers used to old varieties B. Refusal to buy

(1) Ministry thru posters and radio (2) Monthly

Step 4: Market processed plantain (chips, etc.)

Farmers assisted by VETERIMED

From year 3 to year 5


A. None B.N/A

(1) Private Firms and associations Daily radio advertisement

Posters

Evidence of Success (Healthy stands compared to previous fields, presence on the market)


2011 Page: 396

Action Plan Commodity: Francis Mango Purpose: To plant 200 thousand mango trees equivalent to 500 hectares of new mango orchards that will yield 40 million kg per annum Total Development cost $4 Million Goal: To develop approximately 500 hectares of mango orchard over 5 years to yield approximately 40 million kg after maturity for export market and local consumption of fresh and processed product Results/accomplishments: ( )



Timeline By When?

(Day/Month)




How often?

Step 1: Establishment of nursery and transplantation in the fields

Members of Small farmers associations with support from the Ministry and firms under contract

End of Yr1. A. Land, Seeds B. financial, human, Technical

A. Competition with annual crops B. Reluctancy to plant


Step 2: Nurturing of the plantations and reinforcing farmers capacities

Same as above End of Yr 4 A. Hand tools B. Financial Resource: Technical Resource:

A. None B.

Same as above

Step 3: Harvesting and Marketing

Farmers, Farm Families, Mango

exporters

End of Yr. 5 A. Exporters facilities and experience B Human Resource

A. Competing exporters B. Refusal to buy

(1) Farmers and Exporters (2) Quarterly

Step 4: Install Processing Facilities

private sector, Specialised

associations e. g. ANATRAFF

End of year 3 A. B. Financial, human, technical

A. None B.N/A

(1) Private Firms and assoc. (2) Quarterly

Evidence of Success (orchards established and production increased)


2011 Page: 397

Action Plan Commodity: Tilapia Purpose: To establish 10 aquaculture farms of 5000 m2 able to yield 50 tons of fish per year for 5 years Total Development cost $ 2 Million Goal: To manage 10 fish farms in order to boost fish production with an output of 50,000 kg of tilapias being produced per year over a 5-year period. Results/Accomplishments: ( )







How often?

Step 1: Design farm and start constructions and fencing

Members of fishermen associations with support from

the Fish and Aquaculture Division

End of Yr1. A. Land , technicians B. financial, human, Technical

A. None B.

Ministry of Agriculture Associations committees

Monthly meetings

Step 2: Ponds construction Acquire equipment Train staff

Same as above End of Yr 1 A. Alewives B. Financial Resource:

A. None B.

Same as above

Step 3: Purchase stocks and start farm operations

NGOs Ministry of Agriculture

End of Yr. 2 A. B Human Resource

A. None B.

Same as above

Step 4: Market fresh and processed fish

Fishermen organisations assisted by Ministry of

Agriculture

From year 2 A. B. Financial, human, technical

A. None B.N/A

(1). Fishermen organisations Radio spots Posters

(2) Quarterly

Evidence of Success (volume of production, demand for the farm produces)


2011 Page: 398

Jamaica

Action Plan Commodity: Ackee Purpose: 1500 Hectares of new Ackee orchards to be established to yield 8.9 Million kg per annum Goal: To develop approximately 1,500 hectares of Ackee orchard over 5 years to yield approximately 8.90 million kg after maturity for processing and the fresh market Results/accomplishments: ( ) Developmental cost approximately: (JMD 259,688 for 1 Hectare) – USD5 million



Timeline By When?

(Day/Month)

Resources O. Resources Available P. Resources Needed (financial,


Potential Barriers O. What individuals or organisations might resist? P. How?


How often?

Step 1: Establishment of Commercial Orchards

Private Farmer with support from the MOAF , input suppliers,

Private and public nursery operators


A.N/a B.

Step 2: Production

Farmers, RADA, End of Yr 4 A. B. Financial Resource: Technical Resource:

A. B.

Step 3: Harvesting

Farmers, Farm Families End of Yr. 5 A. B Human Resource

A. B. Labour issues

Step 4: Upgrade and Expand Processing Facilities

private sector, BSJ, MOAF


A. B.

Step 5: Marketing

JEA, JAMPRO, MOAF, BSJ End of yr 3 A. B.

A. Phytosanitary Barriers

B.

Evidence of Success (orchards established and production increased)


2011 Page: 399

Action Plan

Commodity: Onions Purpose: Increase local onion production Goal: Is to substitute 40% of Import by producing approximately 3,450,293Kg of Onions annually Results/accomplishments: ( ) Developmental cost: approximately JMD 165,600,000 USD1.85




Resources A. Resources Available B. Resources Needed (financial,



organisations might resist?

B. How?


How often?


MOAF, Farmers Periodic assessment A. B. financial, human, technical

A.N/a B.

All of these programmes will be supported by MOAF RADA


MOAF, RADA, Farmers, input suppliers, large

buyers

Annually A. B. Financial Resources: Technical Expertise: Human Resources:

A. B.

Step 3: Production

Farmer/Producers, MOAF, RADA

Annually A. B. Financial Resources: Technical Resources: Human Resources:


Step 4: Harvesting

Farmers, Farm Families End of production A. B. Technical Expertise: Financial:


Step 5: Post Harvest/ Marketing

Farmers, MOAF, Large

buyers, BSJ

End of Production A. B. Technical Expertise: Financial:

A. B. Availability of processing facilities


2011 Page: 400

Action Plan Commodity: Irish Potato Purpose: Increase Local Irish potato production Goal: Is to substitute 35% of import by producing approximately 3,243,862 kg of Irish Potato annually Results/Accomplishments: ( ) Developmental cost: approximately (JMD71,364,964) USD0.8 m







organisations might resist? B .How?


How often?


MOAF, Farmers

Periodic assessment A. B. financial, human,

A.N/a B.


MOAF, RADA, Farmers, JAPA,

Annually A. B. financial, human, Technical

A. B.

Step 3: Production

Farmers, MOAF, RADA Annually A. B financial, human


Step 4: Harvesting

Farmers, Farm Families, Technical Expertise

End of production A. B financial, human


Step 5: Marketing

MOAF, Farmers, BSJ End of Production A. B financial



2011 Page: 401

Action Plan Commodity: Carrots Purpose: Increase local carrot production Goal: To replace approximately 25% of imported puree and concentrates Results/Accomplishments: ( ) Developmental cost approximately (JMD 130,000 @ .4 Hectare) USD0.80




Resources C. Resources Available

D. Resources Needed (financial, human, political & other)

Potential Barriers C. What individuals or organisations might resist? D. How?


How often?


MOAF, Farmers Periodic assessment

A. B financial: Human and other:

A.N/a B.


MOAF, RADA Annually

A. B Human : Financial:

A. B.

Step 3: Production

FARMERS, FARM FAMILIES, MOAF, RADA

Annually

A. B Human: Technical:


Step 4: Harvesting

FARMERS, FARM FAMILIES, TECHNICAL EXPERTISE

End of production

A. B Human, Financial, Other


Step 5: Marketing

JEA,MOAF,JAPA, JAMPRO, BSJ

End of Production




2011 Page: 402

Step 6 Agro Processing

JAPA, MOAF, End of Marketing, A. B. Technical, Financial,

A. B.

Action Plan Commodity: Cassava Purpose: To Double current Cassava Production Goal: Expansion of Cassava Production to feed agro processing markets Results/Accomplishments: ( ) Developmental Cost (approximately 170,000 @ .4 Hectare) USD1.85 million




Resources C. Resources Available D. Resources Needed (financial,


Potential Barriers C. What individuals or

organisations might resist? D. How?


How often?


MOAF Periodic assessment A. B. financial, human,

A.N/a B.


MOAF, RADA, Farmers Annually A. B. financial, human

A. B.

Step 3: Production

MOAF, RADA, Farmers Annually A. B. financial, human


Step 4: Harvesting

Farmers, Farm Families End of production A. B. Human, financial


Step 5: Marketing

Processor, MOAF, BSJ End of Production A. B. Financial, other



2011 Page: 403


Private Processor, JAPA, MOAF,BSJ

End of production A. B. Financial, Other


Action Plan Commodity: Dairy cattle Purpose: Goal: The production of a minimum of 80 million litres of milk by 2020, satisfying approximately 40%, projected consumption of beef and milk Results/Accomplishments: ( ) USD3 million









How often?


MOAF, Diary Board, Diary Farmers

Periodic Assessment A. B. financial, human, technical

A.N/a B.




A. B.

Step 3: Milk Production



A. B.

Step 4: Milking

Farmers, Diary Board End of production A. B. Human, financial, technical

A. B.


2011 Page: 404

Step 5: Marketing

Farmers, Diary Board Beginning and End of production


A. B.


2011 Page: 405

Action Plan Commodity: Goats Purpose: to increase good production Goal: To increase the production and productivity of small ruminant by 15% within the next five years Results/Accomplishments: ( ) Developmental Cost approximately 783,150 kg @ current price - USD3 million







organisations might resist? B. How?


How often?


Farmers, MOAF Periodic Assessment A. B. Technical, Financial

A.N/a B.


Private Farmers, MOAF Annually A. B. Technical, Financial

A. B.

Step 3: Production

Private Farmers, RADA, MOAF,

Annually A. B. Technical, Financial,

A. B.


MOAF, Public/Private abattoir, farmers

End of production A. B. Technical, Financial

A. B.

Step 5: Marketing

Private Farmers, abattoir, BSJ etc.



A. B.


2011 Page: 406

Action Plan Commodity: Honey Purpose: Increase local honey production Goal: To Breed and produce line of high performance queen bees for pest tolerance and honey production in order to increase productivity of 85% of bee hive to 12 gallons by 2013 in addition, to exporting a minimum of 33,000 tonnes of honey beginning 2012 Results/Accomplishments: ( ) Developmental Cost = (1 hive yield 8 gallons) Establishment of 1 hive = JMD 159,305) USD1.7 million









How often?


MOAF, Private Farmers Periodic Assessment A. B. Technical Financial Human

A.N/a B.

Step: Training


Farmers, MOAF Annually A. B. Technical Assistance,

A. B.

Step 3: Production

Farmers, MOAF, RADA Annually A. B. Technical, Financial, Human

A. B.

Step 4: Harvesting

Farmers, End of production A. B. Human resources

A. B.

Step 5: Marketing

Farmers, Processors/Bottlers, BSJ,

MOAF



A. B.


2011 Page: 407

Step 6: Processing

Private Farmers, End of production A. B.

A. B. Lack of adequate processing facilities and grades and standards

Action Plan Commodity: Hot Pepper Purpose: Increase local pepper production Goal: To produce an additional 153 hectares (6.5 tonnes per hectare) of scotch bonnet to satisfy the processed and export markets Results/Accomplishments: ( ) Developmental Cost approximately JMD43, 758,000 USD0.48 million









How often?


Farmers, JEA,JAMPRO, JAPA, MOAF

Periodic assessment A. B. financial Resources

A.N/a B.


Famers,RADA, MOAF, Annually A. B. Financial Resources, human resources

A. B.

Step 3: Production

FARMERS,MOAF,RADA Annually A. B. Technical, human,


Step 4: Harvesting

FARMERS, FARM FAMILIES End of production A. B. Human


Step 5: Marketing

Farmers, JEA,MOAF, JAMPRO, BSJ,

End of Production A. B. Technical, human, financial


Step 6 Processing

Private Processor, JAPA, MOAF

End of Marketing A. B. Financial, human, technical

A. B. Lack of adequate processing facilities


2011 Page: 408

Action Plan Commodity: Pineapples Purpose: To increase pineapple production Goal: Results/Accomplishments: ( ) (Developmental Cost JMD $197,410) USD0.20 million



Timeline By When?

(Day/Month)






How often?



Periodic assessment


A.N/a B.



A. B.

Step 3: Production



Step 4: Harvesting



Step 5: Marketing





Private Processors, JAPA, MOAF

End of production and marketing



2011 Page: 409

Action Plan Commodity: Poultry Purpose: To increase poultry production Goal: To make the region self sufficient in broiler and egg production thus decreasing imports Results/Accomplishments: ( ) USD5 million



Timeline By When?

(Day/Month)






How often?


Private sector farmers,

MOAF, RADA

Periodic assessment

A. B. Political, financial

A.N/a B.



MOAF, RADA

annually A. B. Human, financial

A. B.

Step 3: Production


RADA

periodically A. B. human, financial,

A. B.

Step 4: Slaughtering/ processing

Private sector farmers End of production A. B. Financial, human,

A. B.

Step 5: Marketing

Private sector farmers

End of production A. B. financial, Human, financial

A. B. Competition


2011 Page: 410

Action Plan Commodity: Pumpkin Purpose: To increase pumpkin production Goal: Results/Accomplishments: ( ) Developmental Cost JMD 120773.00 @.4 hectare USD1.5 million



Timeline By When?

(Day/Month)






How often?



Periodic assessment


A.N/a B. Farmers acceptance of improved varieties


Famers, RADA, MOAF, Annually A. B. Financial Resources, human resources

A. B.

Step 3: Production



Step 4: Harvesting



Step 5: Marketing





JAPA,MOAF,


2011 Page: 411

Action Plan Commodity: Seafood Species Purpose: Goal: Results/Accomplishments: ( ) USD3 million



Timeline By When?

(Day/Month)






How often?

Step 1: Resource Assessment

A. B.

A.N/a B.


A. B.

A. B.

Step 3: Production

A. B.

A. B.

Step 4: Harvesting

A. B.

A. B.

Step 5: Marketing

A. B.

A. B.


2011 Page: 412

Action Plan Commodity: Sheep Purpose: To increase sheep production Goal: is to produce 2,312,932 kg of mutton and lamb by 2013, thereby replacing 50% of imports. Results/Accomplishments: ( ) Developmental Cost 2,312,932 kg @ current price USD3 million



Timeline By When?

(Day/Month)






How often?


Farmers, MOAF Periodic Assessment


A.N/a B.


Private Farmers, MOAF Annually A. B. Technical, Financial

A. B.

Step 3: Production

Private Farmers, RADA, MOAF,

Annually A. B. Technical, Financial,

A. B.


MOAF, Public/Private abattoir, farmers

End of production A. B. Technical, Financial

A. B.

Step 5: Marketing

Private Farmers, abattoir, BSJ etc.



A. B.


2011 Page: 413

Action Plan Commodity: Sweet Potato Purpose: To increase production for export and agro processing Goal: To increase the production and productivity of sweet potato by 40% over the next two years by using clean planting materials for the export and Agro processing market. Results/Accomplishments: ( ) (Developmental Cost JMD 155,000 @ .4 hectare)



Timeline By When?

(Day/Month)






How often?



Periodic assessment


A.N/a B.



A. B.

Step 3: Production



Step 4: Harvesting



Step 5: Marketing





JAPA, Private Farmers, MOAF, SRC

End of Marketing A. B. Technical, human, financial


2011 Page: 414

Action Plan Commodity: Tomatoes Purpose: To supply fresh market and to replace import of tomato concentrates, puree and paste. Goal: Results/accomplishments: ( ) Developmental Cost JMD $275,000 @ .4 Hectare



Timeline By When?

(Day/Month)





B. How?


How often?



Periodic assessment


A.N/a B.



A. B.

Step 3: Production

FARMERS,MOAF,RADA Annually A. Protected agriculture B. Technical, human, protected agriculture


Step 4: Harvesting



Step 5: Marketing





JAPA,MOAF, End of Production/ Marketing

A. B. Technical, financial human


2011 Page: 415

Action Plan

Commodity: Yams Purpose: Goal: To produce an additional 115.4 hectares to allow for a 20% increase in export Results/Accomplishments: ( ) Developmental JMD $250,[email protected] hectare



Timeline By When?

(Day/Month)





D. How?


How often?



Periodic assessment


A.N/a B.



A. B.

Step 3: Production



Step 4: Harvesting



Step 5: Marketing


End of production A. B. Technical, human, financial


Step 6: Agro-processing

JAPA, MOAF, Private Processors, SRC

End of production/ marketing


A. B. Availability of consistent supply


2011 Page: 416

Action Plan

Commodity: Coconut Purpose: To increase local coconut production Goal: To plant approximately 150,000 trees per annum over the next 5 years, this will be able to satisfy local and internal demand. Results/Accomplishments: ( )




Resources C. Resources

Available D. Resources

Needed (financial, human, political & other)

Potential Barriers C. What individuals or organisations

might resist? D. How?


How often?


Coconut Industry ,JAMPRO,

MOAF


A.N/a B.


Coconut Industry Board Famers, MOAF,


A. B.

Step 3: Production


Annually A. B. Technical, human,

A. B. B. Pest and Diseases, cost and availability of inputs

Step 4: Harvesting

Coconut Industry Board, Famers, MOAF,

End of production A. B. Human

A. B.

Step 5: Marketing



A. B.


2011 Page: 417

Action Plan Commodity: Ginger

Purpose: (1) [50 Acreage, 10 Mt/acre Yield/Unit, and : Total Development Costs – Ja$50 million or USD0.55 million Purpose: (2) 10 greenhouses [Acreage] 72,000 seed pieces / house [yield/unit] [Development costs] Ja$30 Million or USD0.33 million Goal: (1) To produce 50 acres of ginger over a two-year period, utilising good agricultural practices and clean seed material to improve yield under open-field conditions from 6Mt/acre to 10 Mt/acre

(2) To produce 720,000 pieces of seed rhizomes from 9,000 tissue culture plantlets grown under greenhouse conditions to populate 24 acres of land with disease free seed rhizomes each year. Results/Accomplishments: ( )




Resources A. Resources

Available B. Resources


Potential Barriers A. What individuals or organisations



How often?


Farmers, JEA,JAMPRO, JAPA, MOAF(Export

Division)


A.N/a B.



A. B.

Step 3: Production


A. B.

Step 4: Harvesting

FARMERS, FARM FAMILIES End of production A. B. Human, financial

A. B.

Step 5: Marketing



A. B.


2011 Page: 418

Action Plan Commodity: Turmeric Purpose: 20 Acreage, 200 Mt/acre Yield/Unit, and Total Development Costs Ja$10 million or USD0.11 million Goal: (1) To produce 20 additional acres of turmeric per year over the next three (3) years to meet local and international demand for Jamaican turmeric. Results/accomplishments: ( )










How often?




A.N/a B.



A. B.

Step 3: Production


A. B.

Step 4: Harvesting


A. B.

Step 5: Marketing



A. B.


2011 Page: 419

Action Plan Commodity: Nutmeg Purpose: 40: Acreage, Yield unit - unknown total development costs - Ja$20 million or USD0.22 Goal: (1) to produce a total of 40 acres of nutmeg over the next three years to meet international demand for Jamaican nutmeg Results/Accomplishments: ( )










How often?




A.N/a B.



A. B.

Step 3: Production


A. B.

Step 4: Harvesting


A. B.

Step 5: Marketing



A. B.


2011 Page: 420

Action Plan Commodity: Pimento Purpose: 50 Acreage; 1,260 Yield/Unit, and Total Development Costs Ja$50 million or USD0.56 million Goal: (1)To repopulate 20 acres of land with high-yielding, early-maturing pimento trees in areas affected by bauxite mining (2) Plant 30 acres of land with pimento trees to improve yields and increase Jamaica’s international competitiveness in pimento trade. Results/Accomplishments: ( )




Resources C. Resources

Available D. Resources


Potential Barriers E. What individuals or organisations

might resist? F. How?


How often?




A.N/a B.



A. B.

Step 3: Production


A. B.

Step 4: Harvesting

FARMERS, FARM FAMILIES End of production A. B. Human, Financial

A. B.

Step 5: Marketing



A. B.


2011 Page: 421

Montserrat Action Plans

Commodity : Vegetables t Purpose – To replace imports/sustainable food production Goal – To produce quantities attached on separate sheet Result

Action Steps Responsibilities Resources Potential Barriers Communication Plan

Forecasting of local market demand

Funding for construction of roads, storage and drying houses

Subsidies for herbicides

Ministry of Agriculture -

Food Production

Task force on tree crops

CARDI –Provision of Technical assistance

Capital - $389,000 EC

Recurrent - $66,800 EC

Staff Requirements

Extension Outreach (1) Diploma

FPS Coordinator (1) –

Graduate

General Agriculture (1) –

Graduate

Marketing (1) T/A

Sheltered Production – T/A

Timeline 3 years

Redesign and use of storage and drying houses

Irregularity and scarcity of supplies appropriate chemicals and fertilizers

Local training of producers in postharvest handling and grading

Absence of postharvest infrastructure

Timely land preparation

Age of farmers

Preference by supermarkets to sell imported products

Directory of Agriculture

- Food Production - Tree crops subcommittee - Extension officers - Primary Producers

Symposiums (2 per year) - Monthly and Quarterly reports

Commodity: Livestock Purpose : To replace imports/sustainable food production Goal: To produce targeted quantities Result

Action Steps Responsibilities Resources Potential Barriers Communication Plan

External and Internal Analysis Forecasting of local market demand

Ministry of Agriculture -Food Production Committee -Task Force on Livestock and Poultry

Capital $250,000 EC Recurrent $109,000 EC Time line -3 years Year 1 – 70,000 lb Year 2 – 100,000 lb Year 3 – 110,000 lb

Abattoir/Slaughter House Livestock Research Station Veterinary Labouratory Scarcity of Financial Resources Praedial Larceny Age of Farmers

Director of Agriculture Food Product Coordinator Committee on Livestock and Poultry Primary Producers Monthly and Quarterly Reports


2011 Page: 422

Action Plan Commodity – Fisheries t Purpose – To replace imports/sustainable food production Goal – To achieve production of 110,000 pounds by year 3 Result

Action Steps Forecasting of Local Market Demand

Responsibilities Ministry of Agriculture

- Food Production Coordinator

Resources Capital $250,000 EC Recurrent $72,000 EC Time line 3 years

Potential Barriers Scarcity of Financial Resources Development of Infrastructure

Communication Plan Director of Agriculture Food Product Coordinator Fisheries Task Force Monthly and Quarterly Reports


2011 Page: 423

St. Kitts and Nevis

Action Plan Commodity: Pumpkin Purpose: To satisfy market demand in the Northern Leeward Islands in close proximity to St. Kitts Goal: To develop approximately 50 – 100 acres of pumpkin plots yielding 20,000 lb per acre and prepare items for the export market. Development Cost: EC $120,000.00 or USD 0.04 million



Timeline By When?

(Day/Month)

Resources Q. Resources Available R. Resources Needed (financial,


Potential Barriers Q. What individuals or

organisations might resist? R. How?


How often?

Step 1: Site selection

DOA Farmers

A. farmer knowledge and experience B. financial and human

A. B. Land Use plan

Department of sustainable development Monthly

Step 2: Crop establishment

DOA

A. B. labour, land prep

A.DOA tractor services B. timeliness

Department of Agriculture Extension officer

weekly

Step 3: Agronomic practices

Farmers DOA A. B. technical officers

A. B. larceny

Farmers . Extension weekly

Step 4: Harvesting

Farmers A. B.Labour

A. B. Labour

Extension officers

One time activity

Step 5: Marketing

Marketing Unit DOA Farmers

A. transport B. bags

A. surface freight availability and costs B. quarantine checks

Farmers, Plant quarantine Unit

Upon request


2011 Page: 424

Action Plan

Commodity: Hot Pepper Purpose: 10 acres of the commodity to be established to satisfy markets in the USA Goal Develop an export trade in Hot peppers from St. Kitts to Markets in the USA. The Short term goal is to evaluate the cost of production with further aim to penetrate the USA market particularly in Florida. Development Cost: USD0.11 million



Timeline By When?

(Day/Month)

Resources S. Resources Available T. Resources Needed (financial,


Potential Barriers S. What individuals or

organisations might resist? T. How?


How often?

Step 1: Seedling production

DOA Farmers

August 2010 A. seeds, promix, trays B. financial and technical

A. B. Pest and nursery management

Department of Agriculture Propagation staff Extension officer marketing Officer Bi weekly


DOA CARDI

Aug/Sept 2010



Department of Agriculture Propagation staff Extension officer marketing

Officer weekly


CARDI, FArmers

Sept- Nov, 2010 A. input supplies B. technical officer

A. B. timeliness of operations

Farmers . Extension officers, CARDI

weekly

Step 4: Harvesting

CARDI, Farmers Nov- Dec 2010

A. B.Labour

A. B. Labour

Project officers

One time activity

Step 5: Marketing

Marketing Unit DOA

Dec- Jan 2010/2011

A. transport B. Boxes

A. airlines freight costs B. quarantine checks

Farmers Plant quarantine Unit

Upon request


2011 Page: 425

Action Plan Commodity: Sweet Potato Purpose: To satisfy Market Demand in the Northern Leeward Islands in close proximity to St. Kitts Goal: To develop approximately 50 – 100 acres of sweet potato plots yielding 10,000- 12,000 lb per acre and preparation for the export market. Development Cost: EC$170,000.00 or USD0.06 million



Timeline By When?

(Day/Month)

Resources U. Resources Available V. Resources Needed (financial,


Potential Barriers U. What individuals or

organisations might resist? V. How?


How often?

Step 1: Site selection

DOA Farmers

A. farmer knowledge and experience B. financial and human

A. B. Land Use plan

Department of sustainable development Monthly


DOA CARDI ROC



Department of Agriculture Extension officer

weekly


ROC CARDI, Farmers DOA

A. B. technical officers

A. B. larceny

Farmers . Extension officers, CARDI

weekly

Step 4: Harvesting

Farmers A. B.Labour

A. B. Labour

Project officers

One time activity

Step 5: Marketing

Marketing Unit DOA

Farmers

A. transport B. bags

A. surface freight availability and costs B. quarantine checks

Farmers, Plant quarantine Unit

Upon request


2011 Page: 426

St. Lucia

Action Plan


2011 Page: 427

Commodity/Enterprise: Crop Production - Establishment Total Cost: US$5 million Purpose:

Goal:




might resist?

Who is involved?


How often?

A. Human

B. Human, finanacial

Step 2: Production of planting material to generate

income for the sustainability of propagation facility.

To produce a mininmum of:

92, 600 plants-fruit, ornamentals, forest species

300,000 in vitro plantlets

5000 (300ml) jars of mushroom spawn

A. Human

B. Human, finanacial

A. Human

B. Financial

Step 5: Production enhancement programme for

mango, breadfruit, Avocado and citrus

Pruning for height management and quality

improvement

Integrated pest management programme Crop Protection unit / Research

division

Regulation - Plant health and Quarantine Quarantine and regulatory unit / Crop

protection unit

Production management systems Extension Division / Agronomists

Step 6: Quality assurance - To improve food quality

and safety

Research division / AEDS / Extension

Division

Facilitate HACCP/GAP compliance through producer

certification

AEDS / Extension Division/ SLBS

Pest and disease surveillance Crop Health Services division

Varietal testing and secondary research to upgrade

pest and disease tolerance

Research division

Development and montoring of implementation of

national standards

AEDS / Extension Division/ SLBS

Step 7: To make available appropriate technology

for improving agricultural productivity

Productivity benchmarking

specific farm enterprise production/productivity and

market management planning to be developed on an

individual and/or multi-commodity basis.

Irrigation and water management - Communial

irrigation development

Mechanisation of production

Post harvest technology AEDS / CARDI

A. Human

B. Trained Human, financial and

technological

A.

B.

Step 10: Legislation/Policy - Facilitate the

establishment of a legislative and regulatory

framework.

Review and modernisation of existing legislation and

trade related issues (SPS, AoA, TBT, TRIPS),

enactment of legislation relavant new legislation

Expansion of praedial larceny prevention programme B.

Evidence Of Success Establishment of monitoring and evalution teams driven by the Corporate Planning Unit, along commodity/programme lines

Evaluation Process Establishment of project teams/ steering committees as oversears

Availability of trained personnel, timely

rehabilitation/reloction of existing facility

Availability of the equipment

Mechanism to facilitate cooperation among

major players for implementation

Public and stake holder consultationsCorporate Planning AG

Chambers / Police / Legal Ferternity

Praedial Larceny Unit

Policy makers / Divisonal Heads

Foreign Trade /

Ministry of Commerce / Min of Finance

Month 1- 6 and quarterly until month 36 A. Human Participation of all major player. Inter

miniterial / sectoral cooperation

Consultations, training

Field Station Research (CARDI), On

farm demonstrations, Monitoring and

evalauation, Port

surveillance,

Propagation

Research

Agronomist

Forestry

Month 1 - 36

AEDS

Extension

Agronomist

Economist

Month 1-4, 13 -16

Farmers without the finance and formal

market arrangements for the produce

Month 1 - 36

Month 1 - 36

A. Human and institutional arrangement

which are inadequate

Training, Method/Result

demonstrations, Farm tours,

Satisfying quarantine requirements

Availability of planting material on a timely

basis

Material made available on a timely basis

Extension - classroom and on farm

training; On farm monitoring; Farm

tours; interdisciplinary planning

Agronomist / Economist

AEDS /

Engineering / CARDI

IICA

Agronomist / Engineering / CARDI /

IICA

Research division Month 4 - 11




A. Trained human

B. Human - trained, financial and

technological




A. Trained human

Month 1 - 36Extension Division

Step 1: Production planning and allocation AEDS

Extension

Agronomist

Economist

Step 3: Scheduled seedling production

B. Human - trained, financial and

technological

Step 8: Upgrade production support: Diagnostic and

analytical soil and plant nutrition

What Will Be Done? Who Will Do It?

Step 4: Introduction of improved varieties of cassava -

3 palatable varities; 2 processing varieties


B. Human, financial and techonological

Month 1-4

IICA

CARDI

Research

Division/ Plant quarantine

Crop

Extension

Month 1-4, 13 -16

Mass media, food festivals, trade fairs,

publications, cooking competitions,

website, live demonstrations,

Step 9: Promotion - Develop public awareness

campaign on a commodity basis to support an

increase in consumer consumption

AEDS / Ministry of Health (MOH) /

Ministry of Education (MOE)

Month 1 - 36 Lack of cooperation from MOH.

Participation of stakeholders

To facilitate greater output of targetted crops through the generation and transfer of appropriate technology and effective enterprise management to make available more

produce for food security and agricultural trade

To establish 560 acres of Fruit, Root and Food crops over 3 years as a source of livelihood for producers displaced by shrinkage in the Banana industry;

To establish 30 acres of mauby, 10 latiniere, and 20 acres of pomme de lien over three years, increasing the income earning

capability in rural communities; Increase the awareness of biological value of locally

produce food based dietary guidelines for healthy lifestyle through the collaboration / coordination of initiatives

A. Tissue culture labratory, human

B. Human, finanacial, political for continuity

B. Resources Needed

(financial, human, political &

other) Agri-Enterprise Development Section

(AEDS) - facilitate producer/buyer

networking and develop template for

production scheduling/ forecasting

Extension - Forestry, Crop; Farm

Management specialist; Field based

activities for farm planning

Small farmers that plant out of schedule


2011 Page: 428

Commodity/Enterprise: Crop Production - Rehabilitation Total Cost: US$1.5 million

Purpose:

Goal:




might resist?

Who is involved?


How often?

A. Human

B. Financial

A. Human

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

Step 6: Quality assurance - To improve food quality and safety Research division / AEDS / Extension

Division

A. Human

Development and montoring of implementation of national

standards

AEDS / Extension Division/ SLBS B. Financial

Evidence Of Success


Training; method demonstrationsAvailability of equipment; insufficient

personnel extension staff to carry out the

activity

Production scheduling; cooperation of

farmers

Step 3: Resupply plants Extension Division

Propagation

Step 1: Develop rehabilition schedule with farmers

Month 3 - 24

Step 2: Prune and clear fruit trees Extension Division

Month 2-24


B. Resources Needed

(financial, human, political

& other)

To facilitate greater output of targetted tree crops through the generation and transfer of appropriate technology and effective enterprise management, to enhance food security and agricultural trade

To rehabilitate 900 ac of mango, 400 ac of breadfruit, 300 ac of citrus and 200 acres of Avocado over 2 years;

Commodity focus groupsCooperation of farmers; Cooperation of

focus group participants

AEDS

Extension

Agronomist Economist

Month 1-4

Timely availability of inputs

Cooperation of farmers

Entrepreneurs' ability to meet standards

Establishment of monitoring and evalution teams driven by the Corporate Planning Unit, along commodity/programme lines (to include extension, resarch, other stakeholders)

Month 2-24Step 4: Integrated pest management programme Crop Protection unit / Research division Training; method demonstrations

Training; method demonstrationsMonth 6 - 14

Step 5: Establishment of a sustainable management system

for producers

Extension

Agronomists

Month 1 - 36


2011 Page: 429

Commodity/Enterprise: Livestock Production Total Cost: US$6 millionPurpose:

Goal:




might resist?

Who is involved?

What methods?

How often?

A. Livestock division for technical assistance

B. financial (consultancy)

Step 2: Breeding, Multiplication and Distribution of

Improved stock to livestock producers

Animal germplasm development - production of

breeding stock:

pigs by 300, sheep by 150, goat by 100,

rabbit by 100, cattle by 50.

Improve artificial insemination services for swine

and cattle

B. Animal stock, financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

Step 7: To improve food quality and safety through

the promotion/ dissemination of efficient

mantenance and processing systems for meat and

other livestock products

Facilitate HACCP/GAP compliance through producer

certification

Development and montoring of implementation of

national standards

B. Financial

Step 8: To transfer/disseminate improved

technology for feeding, pest management,

mechanisation of production/processing and other

appropriate technology for improved productivity

Productivity benchmarking

Specific farm enterprise production/productivity and

market management planning to be developed on

an individual and/or multi-commodity basis.

B. Financial

A. Human

B. Financial

A. Human

B. Financial, technological

A. Human

B. Financial

A. Human

B. Financial



To increase livestock production, productivity and livestock product marketability, through the provision of effective animal health, animal production, quarantine and veterinary public

health

Within 18 months, improve the genentic stock available to farmers; enhance and monitor production and productivity of livestock in St. Lucia; improve animal stock health; improve

the diagnostic and serveillace capapbilities of the Vet and livestock division and increaae the availability of wholesome animal products of local or external origin.

Step 4: Diagnostic and analytical services Farm visits

On-farm and station demonstrations,

Meetings, Farm visits, Breeding

station/programme monitoring

Training of producers

B. How?

Focus group marketing consultation

Month 2 - 17

Cooperation of producers. Availability of all

data required to complete taskStep 1: Market assessment/analysis

What Will Be Done?

Maintenance cost and capability of

equipment

Step 5: Increase productivity of small ruminants

meat and ancillary products to achieve 100% self

sufficiency in eggs, at least 25% in

broilers, obtain self sufficiency in Honey and

honey product production

45% in pork and 15% increase in

small ruminant production.

Livestock services / Extension unit Month 3 -36

Availability of new stock to improve

breeding population. Activation of Artificial

insemination services and availability of

other supplies

Acceptance by producers

B. Resources Needed (financial, human,

political & other)

Diagnostic lab

Who Will Do It?

AEDS - Consultancy

Beausejour Livesttock Station


A. Human

Month 1 -4

Month 3 -36

Month 1 - 36

Month 4 - 20

Lack of equipment for implementation

Step 3: To reduce in time to market and increase

in market weights of pigs and small ruminants by

30% through technological adaptation, transfer

and efficient management techniques

Livestock services / Extension unit

Month 4 - 36

Month 2 - 13

Step 11: Promotion - Develop public awareness

campaigns to support an increase in consumer

consumption through commodity tests

Mass Media pubicity campaign; Farm

visits; training

Training; farm visits

Step 9: To promote the sustainability of the

livestock industry through the strengthening of

existing producer organisation/groups

Vet, Livestock Month 2 - 36

Step 6: Endemic disease control / Pest surveillance Vet & Livestock services /Public Health and

Quarantine

Month 1 - 36

Step 12: Legislative review to Facilitate the

establishment of a legislative and regulatory

framework / SPS.

Corporate Planning AG



Foreign Trade /


Step 10: Renewable energy development Vet, Livestock, Engineering


visits; training

Training of producers; Farm Visits


visits; training

Vet, Livestock, AEDS Month 3 - 36 Cooperation of collaborating agencies

Vet, Livestock

Training group dynamics and industry

trends; Exchange visits

A. Human

Month 7 - 36

Political commitment

Farm visits; Training

A. Human

Vet, Livestock, Public Health and

Quarantine SLBS



Policy makers /

Divisonal Heads

Foreign Trade / Ministry of

Commerce / Min of Finance

Public consultancy

Insufficient personnel for programme

implementation

Insufficient personnel for surveillance

Insufficient personnel for inspection

Insufficient personnel for training,

surveillance and implementation

Cooperation of producers and group

leadership


2011 Page: 430

Commodity/Enterprise: Crop Market Management and Development Total Cost: US$3.5 million

Purpose:

Goal:




might resist?

Who is involved?

What methods?

How often?

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial, Political

A. Human

B. Financial

Evidence Of Success Reporting mechanism will be established

Evaluation Process Monitoring Mechanism

Month 5 - 13 Training, consultation

Step 10: To establish marketing research cost

recovery mecchanism to ensure the continued

availability of current market information

Consultancy AEDS Month 4 - 36 Training; publicity

Step 9: To develop market penetration strategies AEDS, Consultants

Willingness of stakeholders to pay for the

service

consultation, enterprise vistsStep 11: Market infrastructural development: Road,

packing sheds, cool storage

AEDS, Extension, Consultant, SLBS Month 2- 36 Government policy

Month 4 - 27 Training, consultation

Step 7:To develop strategic partnership with major

producers, processor and distributors

Training, consultation

Step 2: Re-establish export market links for root,

food and fruit crops.

Consultancy Month 2-7 Market / Importer visitsConsistency of supply

Step 1: Commission market studies to quantify

local consumer demand and market development

potential

Consultancy Month 1-6 consultation, enterprise vistsProducer response

AEDS, Ministry of Commerce Month 2 - 36

ConsultationStep 4: Establish a functional MKIS Consultancy

Step 5: Consolidate the crop monitoring

/production scheduling programme

AEDS; Extension Month 1-6

Step 6: Product differentiation to create added

value to create ready to eat meals and other

conveniece foods

Consultancy

Step 8: Promotion- develop public awarenes

campaigns to support an increase in consumer

consumption

Ministries of Health, Education and

Commerce

AEDS

Month 4- 36 Trade fair, exhibitons, food festivals,

mass media

level of partnership

Step 3: Facilitate HACCP/GAP compliance through

producer certification

AEDS; Extension; SLBS Month 1- 36 Training



political & other)

Training, consultation

To strengthen the diversification of the agricultural sector through market development and expansion

Enhance the diversification of agriculture and forestry production, value added goods and services and the general market share.

To develop value added fresh, semi-processed and processed products targetting the convience foods markets;

B. How?

15% increase in volume and 10% in range of products locally produced marketed;

Increase the awareness of biological value of locally produce food based dietary guidelines for healthy lifestyle through the collaboration / coordination of initiatives

To enhance the competitive of agricultural products locally, regionally and internationally

Month 1 - 12

level of response by producers / consumers

Participation of producers

System management mechanism

Consumer response

Consumer response

Sustainability of partnership


2011 Page: 431

Commodity/Enterprise: Fish Market Management and Development Total Cost: US$2 million

Purpose:

To develop a public awareness campaign to support an increase in the consumption of fish and fish products to promote healthy lifestyles.

Goal:

To achieve 75% customer awareness of our fresh/frozen fish and seafood products in the marketplace in 2 years.




might resist?

Who is involved?

What methods?

How often?

A.

B. Human; Financial

A. Human; Tecnology

B. Financial

Step 3. To make fish processing plants HACCP compliant

through restructuring and retooling:

1. Conduct a hazard analysis of all possible Food Safety

Hazards that are likely to occur in the processing operation;

2. Determine the Critical Control Points (CCPs) in the process,

at which a failure of some sort could make food unsafe if

proper Control is not exercised;

3. Establish critical limit(s) to the parameters of the process

associated with each identified CCP;

4. Establish a system to monitor control of the CCP to keep

track of how the process is performing;

5. Establish the corrective action to be taken when monitoring

indicates that a partiuclar CCP is not under control;

6. Establish procedures for verification to confirm that the

HACCP system is working effectively and for a review

whenever there are changes to the system;

7. Establish documentation concerning all procedures and

records appropriate to these principles and their application, to

satisfy regulators, importers, etc. that the plant are being

operated in accordance with HACCP principles.

A. SLBS

B. Human; Financial

A.

B. Human; Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial; Political

Evidence Of Success Reporting mechanism will be established

Evaluation Process Monitoring Mechanism

Step 4. Training for all SLFMC staff, Fishers and Fish

Vendors in HACCP and Sanitary Standard Operating

Procedures;

Consultant Mth 3 - 12 SLFMC plant workers

Fisheries Department

Fishers

Fish Vendors

Cooperation of target audience

Consumer acceptance

Wholesale/Retail customers

Food Safety Specialists / Consultants

SLFMC Manager

SLBS

Ministry of Health

Step 6. To make available fish processing equipment for new

product development: Fish burgers/fingers; Smoked

products; Skinless Fillets; ‘ready to eat’ meals and

other convenience foods.

Engineers / Architects / Construction

workers Food Safety

Specialists / Consultants

SLFMC Manager

Mth 4 - 28 Consumer acceptance

Step 5. Develop product differentiation / market penetration

strategies

Marketing Consultant Mth 4 - 13

Mth 1 - 12

B. Financial

Step 1. Marketing Assessment/Analysis - Commission market

studies to quantify local consumer demand and market

development potential.

Marketing Consultant Mth 1 - 6

Training; publicityStep 2. To increase aquaculture production:

Shrimp; Tilapia

Aquaculture unit / Extension unit Mth 2 - 36 Producer willingness to invest; Land

developers with alternative land use

aspirations

Publicity; Training

Mass media

To increase the consumption of fish and seafood island-wide through improved food quality and safety, value-added production and enhanced marketability.

To certify SLFMC by international standards in order to gain access into the international market in 18 months.



political & other)

B. How?

Within 2 years, to develop the quality of production at SLFMC; value-added, semi-processed and processed products targeting the convenience food markets; 15% increase in

volume and 10% in range of products locally produced.

Publicity; Training

Engineers / Architects / Construction

workers Food

Safety Specialists / Consultants

SLFMC

Manager

SLFMC plant workers

Min of Health

St. Lucia Bureau of Standards

Training; Publicity

A. Physical space

Step 8. Publicity campaign informing the public of the benefits

of consuming fish as part of a healthy diet.

SLFMC Manager

SLFMC Staff Min of

Agriculture / Health

Mth 2 - 36

Step 7. Pilot marketing (promotion materials, cuisine

preparation, product sampling and packaging, labelling)

SLFMC Manager

SLFMC Staff

Mth 4 - 28 Consumer acceptance

Step 10. Legislative review to ensure regulation, legislation

and policy framework provide an enabling environment for the

development of the sub-sector

SLFMC Manager



Praedial

Larceny Unit Policy

makers / Divisonal Heads

Foreign Trade / Ministry of

Commerce / Min of Finance

NDC

Mth 2 - 13

Step 9. Promotion of fishing and fish processing as a source

of livelihood development for unemployed persons within

fishing communities

SLFMC Manager

SLFMC Staff Min of

Agriculture /Social Transformation

Mth 2 - 36

Cooperation of inter-sectoral participants Corporate Planning AG




Foreign Trade /


Training; publicity

Publicity; Training

Mass media

Lack of interest from targetted unemployed

persons


2011 Page: 432

Livestock Market Management and Development Total Cost: US$5 million

To increase the consumption of locally produced livestock products through hygienic slaughter, value-added products and enhanced marketability.

Responsibilities Timeline Resources Potential Barriers Communications Plan

A. Resources Available A. What individuals or


Who is involved?

What methods?

How often?A.

B. Human; Financial

A. Human

B. Human; Financial

A. Human

B. Human; Financial

A. SLBS

B. Human; Financial

A. Human

B. Human; Financial

A. Human

B. Human; Financial

A. Human

B. Financial

A. Human

B. Human; Financial

A. Human

B. Financial

A. Human

B. Financial, Political

A. Human

B. Financial

Reporting mechanism will be established

Monitoring Mechanism

To ensure the Meat Processing Facility is HACCP compliant to ensure and improve food quality and safety.

To certify Meat Processing Facility by international standards in order to gain access into the international market.

To develop the quality of production at the Meat Processing Facility; value-added, semi-processed and processed products targeting the

convenience food markets; 35% increase in volume and 15% in range of products locally produced within 2 years.

Who Will Do It? By When? (Day/Month)

B. Resources Needed (financial,


B. How?

To develop a public awareness campaign to support an increased consumption of livestock products through the promotion of healthy lifestyles. To achieve 85% customer awareness

of fresh/frozen livestock products in the marketplace within 2 years.

Consultancy

AEDS

Month 4-17 Working groups; TrainingCooperation of producers and purchasers

Consultancy Month 1 -9 Community/ commodity focus groups

Vet, Livestock SLBS

Ministry of Health

Month 1-36 Training; publicityProducer cooperation

Vet, Livestock SLBS

Ministry of Health

Month 1-12 Training; publicityFacility staff and supplier cooperation

AEDS

Extension

Meat facility

management

Month 1-36 Working groups; TrainingProducer and butcher cooperation

Working groups; Training

Consumer acceptance

Producer, processor and distributor

cooperation

Month 4 -15 Training; publicityWillingness of stakeholders to pay for the

service

Meat facility management

AEDS

Consultancy

Month 4 -27 Training; publicityConsumer acceptance

Month 3 - 35


AEDS

Consultancy

Inter-sectoral cooperation

Month 3-27

Month 5 - 13 Training; publicity

Working groups; Training

Vet, Livestock SLBS

Ministry of Health

Month 3 - 36 Training; publicity; Food festivals

Private slaughter and marketing entitiesDepartment of Agriculture / Livestock

Consultancy AEDS


AEDS

Consultancy


2011 Page: 433

Commodity/Enterprise: Import Substitution Total Cost: US$2 million

Purpose:

Goal:




might resist?

Who is involved?

What methods?

How often?

Step 1: Commission competitiveness studies for prioritising

products

A. Human

Dissemination of studies for production planning.

Production Planning

B. Financial

A. Human

B. Financial

A. Human

B. Financial, equipment

A. Human

B. Financial

A. Human

B. Financial, human

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial

A. Human

B. Financial



Step 6: Consolidation of market linkages through strategic

alliances, producer/purchaser networking and selected vertical

and horizontal integration.

Step 3: To consolidate the crop monitoring / import

substitution programme

Ministries of Health, Education and

Commerce

AEDS

AEDS Extension

Consultants SLBS Ministry

of Commerce

AEDS Statistical Unit

AEDS Private Sector

Extension

AEDS Consultants

Step 4: Establish and maintain a collaborative production

management , production / quality monitoring and

GAP/HACCP certification, process quality monitoring and food

safety certification

Step 5: To increase the efficiency and competitive of value

added /agroprocessing

AEDS SLBS

Extension CARDI

Step 7: Develop and implement promotional programme /

package to build local public awareness/ sensitation of health

benefits and availabilty of agricultural products; Facilitate

cuisine-focused promotion of local value added/processed

products.

Training consultations Promotional

events/activities

Consultation workshops training



political & other)

Step 2: To seek competitive advantages through the reduction

in cost of production, productivity benchmarking, improved

product quality, product differentiation, market development,

product range expansion and development

Publicity; Food festivals; Trade fairs

Month 2 - 36 Training; Consultancy

Month 4 - 36 Working groups; Focus groups

Month 4 - 36 Inter-ministerial /setoral mechanism to

facilitate programme implementation;

willingness of consumers to purchase

Training/ workshops; Working groupsMonth 1 - 36

Willingness of consumers to purchase

Month 4 - 36 Focus groupsStrength of linkages

To enhance the marketability of traditional and non-traditional agricultural products

To reduce food import bill through increased dependence on locally produced food to satisfy the nation's food and nutrition

B. How?

To encourage domestic production for increased domestic income, consumption and food security.

To reduce imports through increased availability/reliability, quality and price competitiveness of selected locally produced agricultural products

To increase the efficiency and competitiveness of locally produced agricultural products

Month 4 - 36

Month 3 - 36

Step 8: To generate new opportunities and employment in St.

Lucia through value added /processed products

Step 9: Upgrade producer and processor support: food

technology /product development;

AEDS Hotel / Private Sector

Month 4 - 27

Month 3 - 36

Step 12: To comply with interntional conventions and

agreements relating to the portfolio of the agency

Corporate Planning

AG Chambers / Police / Legal

Ferternity


Policy makers / Divisonal

Heads Foreign

Trade / Ministry of Commerce / Min of

Step 11: Farmer/ Farmer group strengthening: * Business

investment training * Group dynamics/ development Training *

Establishment of regional secretariate for the provision of

business services to agri-entrepreneurs

Consultancy / Livestock

Step 10: Build institutional collaboration for credit access and

financial management

Response of stakeholders

Response of consumers

Timely provision of data

Effectiveness of linkages

Banks / Financial instututions AEDS Month 2 - 36

Constants AEDS Month 1 - 12

Month 4 - 36

Training; PublicityAcceptance of the viability of the

opportunities by investors and financial

service providers

Entrepreneur acceptance of change

Training

Consultations (Public and Private sector)

Training; Focus groups

Training; Focus groups

Training; Publicity

Access to funds; Collaboration of service

providers

Reponse of Group leadership

Political will


2011 Page: 434

St. Vincent and the Grenadines

Action Plan

Rootcrops (Dasheen, Eddoe, Tannia, Sweet potato and Yam)

Purpose: Development of the root-crop industry to more adequately supply the domestic and export markets more competitively, at a development cost of EC$3.5M. or USD1.30 million Goals: (1) To produce approximately 2900 acres of rootcrops (Dasheen, Eddoe, Tannia, Sweet potato and Yam) annually to yield approximately 37,500,000 lb of fresh rootcrops annually. (2) To establish tissue culture

hardening facilities to supply approximately 2,000,000 plants/year (~10% of total needs). (3) To develop value-added (vacuum fried) products and marketing channels for rootcrops. (4) To establish a public-private organisation that handles nursery production and hardening. (5) To establish a root-crop association that manages production-marketing planning, and industry development on behalf of key stakeholders; (5) to assist farmers with becoming GAP compliant.



Step 1: Stakeholders meeting to receive commitment on proposed plans

MAFF, Other stakeholders

By 06-2011 Resources Available: Resources Needed: Institutional Support, facilitators

MAFF& other Stakeholders Stakeholder meetings, Press releases Quarterly

Step 2: Production of tissue culture plants to support production-marketing programme

MAFF Tissue Culture Lab, private sector

Ongoing By 09-2011

Resources Available: Tissue culture lab and trained personnel Resources Needed: Degree level training (3), hardening facilities, 2 vehicles

Tissue culture lab has limited hardening capacity

MAFF& other Stakeholders Stakeholder meetings, Press releases Monthly and Quarterly

Step 3: Farmers capacity building in GAP, crop management, marketing, & organisational management

MAFF Extension, Agribusiness Unit & PPQ, CARDI, IICA, Farmers’ Organisations

Ongoing By 09-2011

Resources Available: MAFF extension service and other group structures\\Resources Needed: design & implementation of training programme , 18-seater vehicles, 3 computers, 3 projectors, 3 photo-copiers



Step 4: Establishment of an Root crop Association/ cooperative

MAFF Extension and Agribusiness Unit, IICA, Farmer’s Organisation etc.

Ongoing By 12-2012

Resources Available: // Resources Needed: organisational management training & incubation support, equipment and furniture



Step 5: Coordinated –GAP compliant crop Production and marketing

Farmers Organisations MAFF Extension, Marketers, Processors PPQ, CATM, CARDI,

Ongoing By 09-2013





Farmers Organisations private sector, Marketers & Processors

Ongoing By 06-2013

Resources Available: // Resources Needed: Training, processing and other equipment -including vacuum fryers & associated equipment and solar panels


Evidence of success Monthly and Quarterly reports of all stakeholders Evaluation process Based on the targets (as per timeline)


2011 Page: 435

Action Plan

Commodity: Banana and plantain

Purpose: The effectively compete in the UK and region markets by increasing the productivity, and quality of bananas produced in St. Vincent at a development cost of EC$5.8M. or USD2.15 million

Goals: 1) To establish 300 acres of new production and to rehabilitate 500 acres of existing banana annually; (2) To reduce the commercial impacts of pests to an acceptable threshold on all banana farms; (3) To irrigate/fertigate 150 acres of bananas, (4); to increased farmers capacity to manage their banana enterprises operations effectively; (5) To increases banana productivity to 22,000 Mt. annually




MAFF Banana Unit, Other stakeholders

By 06-2011



Step 2: Farmer Training (re. registration, farm standards, production management, quality & pack-house management, marketing & business management)

MAFF Extension, SVG Fair trade organisation, Agribusiness Unit & PPQ, CARDI, IICA, WIBDECO

Ongoing By 09-2011

Resources Available: Extension staff. Resources Needed: Training equipment and other support

Farmers may not be motivated to attend training


Step 2: Production using superior varieties (Rehabilitation and Replanting)

MAFF Tissue Culture Lab,

Ongoing By 09-2011

Resources Available: Existing but limited capacity at tissue culture lab\\ Resources Needed: Tissue culture plants (imported over the short term), hardening facilities, inputs (dolomite and specially formulated fertilisers)



Step 2: Pest Control MAFF Banana Unit, PPQ, SVG Fair trade organisation, WIBDECO

Ongoing By 06-2013

Resources Available: 2 spray teams, 1 spray plane // Resources Needed: pesticides, oil and aircraft maintenance




2011 Page: 436

Fruit Crops & Apiculture (Breadfruit, Mango, Citrus, Pineapple, Honey)

Purpose: Fruit-crop industry development to more adequately supply the domestic and export markets, at a development cost of EC$2.5M or USD0.92 million Goals: (1) to establish 365 acres of various fruit crops (Pineapple - 140 acres, Papaya - 45 acres, Pitaya - 15 acres, Watermelon - 60 acres, Coconut - 100 acres); (2) To rehabilitate 300 acres tree-crop orchards (breadfruit – 100

acres, mango – 70 acres, Avocado – 30 acres, Citrus – 100 acres), (3) To support the resurgence of the honey industry, to Results/Accomplishments:



MAFF, Other stakeholders

By 06-2011 Resources Available: Resources Needed: Institutional Support, facilitators

MAFF& other stakeholders stakeholder meetings, Press releases Quarterly


Farmers Organisations private sector, Marketers & Processors

Ongoing By 06-2012

Resources Available: // Resources Needed: Training, processing and equipment -including vacuum fryers & associated equipment and solar panels


Step 3: Establishment of an fruit crop Association/ and strengthening of Apiculture Association

MAFF Extension and Agribusiness Unit, IICA, Farmer’s Organisation etc.

Ongoing By 12-2012

Resources Available: // Resources Needed: business/marketing and organisational management training, apiculture equipment,



Step 4: Rehabilitation of exiting orchards

MAFF Tissue Culture Lab, MAFF Propagation stations, private sector

Ongoing By 12-2013

Resources Available: Propagation stations, and trained personnel. \\Resources Needed: short & long term training, pruning equipment/tools, 2 vehicles


Step 5: Production of tree crops plants to support production-marketing programme

MAFF Tissue Culture Lab, MAFF Propagation stations, private sector

Ongoing By 12-2013

Resources Available: Propagation stations, and trained personnel. \\Resources Needed: short & long term training(2), propagation tools & equipment, irrigation system


Step 6: Farmers capacity building/training in orchard management and rehabilitation

MAFF Extension, Agribusiness Unit & PPQ, CARDI, IICA, Farmers’ Organisations

Ongoing By 12-2013

Resources Available: MAFF extension and plant protection service and other group structures\\Resources Needed: Design & implementation of training programme, training equipment



Step 7: Coordinated crop Production and marketing

Farmers Organisations MAFF Extension, Marketers, Processors, CATM, CARDI, &

Ongoing By 09-2013






2011 Page: 437

Fisheries Development - (fisheries harvesting, processing and marketing)

Purpose: To enhance the capacity of stakeholders generate greater returns and profits in the fisheries sector, at a development cost of EC$4M or USD1.48 million

Goals: (1) To improve the profitability of existing fisheries cooperatives and companies; (2) To Assist fisheries cooperatives and companies to

achieve HCCP and other quality standards), (3) To assist fisheries communities in commercialising and marketing various fisheries products (including sea moss) and fish-night

Results/accomplishments:


Communications Plan


MAFF Fisheries Division, Other stakeholders

By 06 -2011 Resources Available: Resources Needed Institutional Support, facilitators


Step 2: Institutional strengthening of fisher cooperatives, vessel operators and owners

MAFF Fisheries Division, & Agribusiness Unit, Other stakeholders

Ongoing By 09 -2011

Resources Available: Resources Needed: Equipment to facilitate HCCP compliance, Training (leadership, management of quality, business, marketing, and risks)

Fishermen/retailers who may not have confidence in exiting cooperatives


Step 3: The development of a management plan for pelagic fishing

MAFF Fisheries Division, consultant

Ongoing By 12 -2011

Resources Available: Existing fisheries cooperatives, fisheries Complexes personnel, fleet expansion programme \\ Resources Needed: Consultant to develop and implement a comprehensive seafood marketing and distribution plan

Fishermen who may not want to be part of a management system



2011 Page: 438

Step 4: Fish product development and commercialisation

MAFF – Fisheries Division, & Agribusiness Unit, Fisheries cooperatives, processors, retailers and fishing community groups, SVG Bureau of Standards

Ongoing By 12 -2013

Resources Available: Existing labouratory facilities & staff Resources Needed: Training (Long term + short term), fish processing and product development equipment, and start-up supplies, and a web-based marketing information system


Step 5: Development of aqua-culture facilities

MAFF Fisheries Division, Consultants

Ongoing By 12 -2013

Resources Available: Resources Needed: Consultants/facilitators, Equipment and Training


Evidence of Success Monthly and quarterly reports of all stakeholders Evaluation Process Based on the targets (as per timeline)


2011 Page: 439

Commodity: Livestock development - small ruminants, poultry (table eggs and meats) and pork Purpose: To increase the profitability of the livestock through institutional strengthening, superior technology and innovation at the enterprise and sector levels, at a development cost of

EC$1M or US $0.37 million Goals: (1) To improve the capacities of the fledging poultry, pork and small ruminant organisations to implement effective production and marketing plans ; (2) To assist poultry,

small ruminant and poultry producers in becoming GAP compliant, (3) To enhance the capacities of producers to plan and operate their businesses profitably Results/accomplishments:


Communications Plan


MAFF Animal Health and production Division stakeholders

By 06-2011 Resources Available:

Resources Needed Institutional Support, facilitators

MAFF& other Stakeholders

Stakeholder meetings, Press releases

Quarterly

Step 2: Institutional strengthening of livestock groups (SVG Poultry Association, SVG Small Ruminant Association, Pork Producers Association) to grow and sustain profits

MAFF Animal Health and production Division & Agribusiness Unit stakeholders,

Ongoing By 09-2013

Resources Available:

Resources Needed: Equipment/supplies to facilitate HCCP and GAP compliance, marketing equipment, Training (leadership, quality management, business and marketing



Quarterly

Step 3: Commercial production and marketing of quality eggs

MAFF Fisheries Division & Agribusiness Unit, consultant

Ongoing By 12-2013

Resources Available: many small producers \\

Resources Needed: Pedigree breeding stock, input support to establish large GAP compliant competitive enterprises, development of a web-based marketing channel,



Quarterly

Step 4: Farmers capacity building/training in enterprise planning & enterprise management, and nutrition management

MAFF Fisheries Division, Agribusiness Unit, SVG Bureau of Standards

Ongoing By 09-2013

Resources Available: Existing facilities

Resources Needed: Facilitators/trainers for training programme, input supplies



Quarterly

Evidence of Success Monthly and Quarterly reports of all stakeholders Evaluation process Based on the targets (as per timeline)


2011 Page: 440

Action Plan

Commodity: Forest Product Development (Fisheries harvesting, Processing and Marketing) Purpose: Increasing revenues in the forest sectors through the commercial production and marketing of forest products, at a development cost of EC$0.5 Million or USD0.19 million Goals: (1) To commercialize existing forestry earmarked for diversification/development (2) to promote and facilitate the sustainable use of the forest Results/accomplishments:


Communications Plan


MAFF Animal Health and production Division stakeholders

By 06-2011 Resources Available:

Resources Needed Institutional Support, facilitators



Quarterly

Step 2: Institutional strengthening/ upskilling of Forest users

MAFF Forestry Department, Agribusiness Unit Forest Users and other stakeholders,

By 09- Ongoing 2013

Resources Available: Primary forest products

Resources Needed: Training and Equipment/supplies to facilitate business and marketing



Quarterly

Step 3: Establishment of community eco-tour services

MAFF Forestry Department, Agribusiness Unit Forest Users and other stakeholders,

Ongoing By 12-2013

Resources Available: Forest assets

Resources Needed: Consultant to identify and facilitate the development of potential sites for development, Training, and Equipment/supplies to facilitate business and marketing



Quarterly



2011 Page: 441

Suriname

Action Plan Product:Ssmall ruminant Goal: to stimulate the production of small ruminant with the aim of expanding the small ruminant population from 17,000 to 21,000 in 3 years and an increase of the slaughter weight from average 10 kg to 20 kg at the age of 8 months. Results/Accomplishments: ( )



Timeline By When?

(Day/Month)




How often?

Step 1: Establishment of 4 good functioning business model

Private Farmer with support from the MOA


A.N/a B.

Ministry of Agriculture Extension Division, State Farm and private farms. Quarterly

Step 2: Establishing of a breeding farm

Ministry of Agriculture and a semi-

government breeding farm

End of Yr 2 A. B. Financial, human and Technical

A. B.

Extension Division MoA and breeding farm. Half-yearly

Step 3: Training of farmers in management and technical skills

Extension division MoA

End of Yr 2 A. B Human Resource

A. B.

Farmers Quarterly

Evidence of Success (quantity and quality of small ruminant increased)


2011 Page: 442

Action Plan

Commodity: Rice Purpose: 7000 Hectares of new Rice to be established to yield 210 million kg per annum Total Development cost $8.4 Million Goal: To increase the production, the productivity in the rice sector, the quality of the end product an organisation level. Results/Accomplishments: ( )






Communications Plan Who is involved? What methods? How often?

Step 1: Increase the production of rice sector

Private Farmer with support from the MOA

End of 6 months A. B. financial, Technical

A. No B.

(1) Ministry of Agriculture (2) Group of Rice exporters (3) The Paddy Farmers Association (4) Input supplier (5) ADRON (6)Suriname Bankers Association


Private sector End of 6 months A. B. Financial Technical

A. No B.

(1) The Paddy Farmers Association (2) Input supplier (3) ADRON

Step 3: Harvesting

Farmers End of 6 months A. Human B Human Resource

A. B. Labour issues

(1) Farmers

Step 4: Seed for sowing

Private sector, ADRON

A. Human, technical B. Financial

A. No B.

(1) ADRON, (2) private sector

Step 5: Water management

Water boards A. Human, financial, technical (1) Farmers, (2) Water board, (3) Ministry of Regional Development, (4) MoA

Step 6: Harbour Ministry of Transport and Tourism

A. Human B.Financial, Technical

A. No MAS, Ministry of Transport and Tourism

Step 5: Marketing

Group of Rice exporters A. B. Financial, human, technical

A. B.

(1) MoA (2) Group of Rice exporters


2011 Page: 443

Action Plan

Commodity: Lettuce Purpose: 4, 57 hectares and 4,600 m 3 of new lettuce to be established to yield between 1,500 and 1,800 crops per week Total Development cost USD 228.000 Goal: For a Higher yield of Lettuce and export to CARICOM Results/accomplishments: ( )



Timeline By When?

(Day/Month)




How often?

Step 1: To expand the greenhouses

Private Farmer End of 4 months A. Financial, human, technical B.

A. No B.

(1) Farmer (2)Landbouwbank (Agriculture Bank)


Private Farmer End of 4 months A. Financial, human Resource

B.

B. No B.

1) Farmer

Step 3: Harvesting

Private Farmer End of 4 months A. Financial, human Resource

B.

A. Non tariff bariers B.

(1) Farmer


2011 Page: 444

Trinidad and Tobago

Action Plan Commodity: Vegetables Total Development Costs:$3M

Goal: The goal is to increase the vegetable production within Trinidad and Tobago so as to increase the amount available for local consumption as the nation seeks to place greater emphasis on food production and food security while diversifying the economy and increasing agriculture’s contribution to GDP from 0.6% to 3%. This would be done by increasing the acres of vegetables grown to 2,500 acres over the next 5 years




Resources W. Resources Available X. Resources Needed (financial,


Potential Barriers W. What individuals or


X. How?

Communications Plan 1. Who is involved? 2. What methods? 3. How often?

Step 1: Increase Land Acreage

A. MFPLMA-Commissioner of

State Lands

Add 500 acres every year

commenced 2009

A. 2 acre Caroni (1975) Ltd plots B. Political- Government decisions re: release of resources (finance, and land leases) and policy changes

A. Farmers B. Adopt risk mitigation measures of planting commodities other than vegetables which are less subject to praedial larceny

1. MFPLMA Farmers/Farmer groups 3. Monthly

Step 2: Increase funding and Capital financing

MFPLMA

Agricultural Development Bank

Private banks

July 2011 A. Competitive loan rates for farmers from ADB B. Greater involvement of Commercial Banking Sector

A. Financial Institutions and Legal Structure/Provisions B. Financial constraints in terms of budgetary allotment and state of country’s economy. Terms and Conditions of funds that ADB may access for on-lending

1. MFPLMA, Banks, Farmers 3. Monthly

Step 3: Protect against / reduce Praedial larceny

MFPLMA- (Agricultural Ranger

Squad)

Police Force ( Ministry of National

Jan 2011 onwards

A. Ministry Vehicles – Ranger Squad B. Human Resource and equipment from Police force;

A. Administration and Hierarchy of Ministries B. Allocation of resources skewed to solving national crime as

1. MFPLMA Ministry of National Security Farmers/ Farmer groups.


2011 Page: 445




Resources W. Resources Available X. Resources Needed (financial,


Potential Barriers W. What individuals or


X. How?


Security)

Judiciary

Measures to increase capacities (human resources and equipment) to strengthen the Ranger Squad under the MFPLMA. Ministry of National Security to offer resources such as vehicles, equipment and most of all consultants for advice. Judicial & Legal services re: Initiatives to address praedial larceny

opposed praedial larceny.

Independent security Consultants. Judiciary 3. Quarterly

Step 4:

Increase Training for farmers and Research programmes offered

MFPLMA CARDI

NAMDEVCO TTABA

Jan 2011 A. Training Programmes B. Additional financial and human resources for more aggressive follow up and evaluation

A. None, though there needs to be rationalization and synergistic approaches B. N/A

1. MFPLMA, NAMDEVCO, Farmer groups.

3. Monthly Training Sessions

Step 5:

Increase Marketing

NAMDEVCO July 2011 A. Physical facilities (Offices and Farmers’ Markets ) Information Technology capabilities B. Increased financial and human resources as well as enhanced ICT capacities

A. TTABA B. Instituting own marketing agenda

1. NAMDEVCO, MFPLMA 3. Quarterly

Evidence of success Increased Available Production of Vegetables from domestic Sources Increased Acreage given over to Vegetable Production Decreased Food Import Bill Evaluation process The goal would have been accomplished when there has been a sustained increase in the quantity of vegetables produced consistently over three(3) years.. This would be affected by an increase in supply, which should effectively lower prices once all other factors are held equal. This increase in vegetable supply


2011 Page: 446

should also have an impact on GDP where, as the contribution to the Gross Domestic Product should increase, and the bench mark should be at the current rate which stands at 0.6%, so once that increases, one is assured that the goal has been achieved.


2011 Page: 447

Action Plan

Commodity: CITRUS Purpose: To revitalize the citrus industry in Trinidad and Tobago by establishing 5,000 acres of citrus over 5 years to yield approximately 39 million kgs per annum Total Development Costs: US $10m Goal: To revitalise the citrus industry thereby increasing citrus production and decrease the importation of juice concentrate.




Resources Y. Resources Available Z. Resources Needed (financial, human,

political & other)

Potential Barriers Y. What individuals or

organisations might resist? Z. How?


Step 1: Increase land acreage

Ministry of Food Production, Land and

Marine Affairs (MFPLMA)-

Commissioner of State Lands (COSL)

Private Farmers

1000 acres each year from 2011

A. State Lands at Todds’ Road Citrus Estate and La Gloria Estate Private Lands B. Virus Free Citrus plants and Disease Tolerant Varieties

A. Potential entrepreneurs B. Not bid for/ apply for lands when advertised

1.) MFPLMA- COSL Farmers/ Farmer Groups 3.) Monthly

Step 2: Increase capital for citrus production

Corporate Citrus Growers Association

(CCGA) and Agricultural Development Bank

(ADB)

5 year rolling average. A. Competitive Loan Rates B. N/A

A. N/A B. N/A

1.)MFPLMA, ADB, Farmers 3.) Monthly

Step 3: Stabilize Retail Prices

NAMDEVCO

5 year production period.

A. Information from CSO, CCGA & NAMDEVCO B. Guaranteed Markets Storage Facilities More Efficient Institutional Support Services Subvention

A. Farmers B. Lobbying for and gaining policy and legal support for direct sales to markets and end users.

1.) MFPLMA/ NAMDEVCO 3.) Monthly

Step 4: Increase number of registered farmers

CCGA MFPLMA

ASTT

Current A. Extension Officers & CCGA members, ASTT B. Integrated network for communication and dissemination of information

A. CCGA Members B. Non- co-operation re: meetings and initiatives

1.)MFPLMA, CCGA, ASTT 3.) Ongoing

Step 5: Protect against/ reduce Praedial Larceny.

MFPLMA (Ranger Squad)

Police Force

Judiciary

Ongoing for the 5 year period.

A. Pilot Project- Praedial Larceny Squad (now disbanded but under review) B. Increased number of human resources for securing/patrolling citrus fields and a larger complement of vehicles as well as appropriate monitoring equipment and surveillance

A. Potential Law Breakers/ Farmers B. Use “insider” information re: Patrols and focus activities to optimise opportunities for praedial larceny

1.)MFPLMA/ Farmers, Judiciary 3.) Monthly

Evidence Of Success Production of Citrus on a large scale as to reduce the amount of Citrus Juice Concentrate imported as well as increase the supply of citrus fruits on the domestic market


2011 Page: 448

Evaluation Process The process would have been successful when the citrus industry is able to satisfy local demand for juices and fresh fruits on the local market but also for foreign consumption.


2011 Page: 449

Action Plan

Commodity: Cattle Purpose: To increase cattle herds by 250 animals on approximately 500 acres over the next 5 years Total Development cost:USD2 million Goal: to rejuvenate the cattle industry by producing beef of higher quality, beef products and milk




Resources A. A.) Resources Available B. B.) Resources Needed (financial, human, political & other)

Potential Barriers A. A.) What individuals or

organisations might resist? B. B.) How?

Communications Plan 1.Who is involved? 2. What methods?

3. How often?

Step 1: Establishment of Herds

MFPLMA Private Farmers

Ongoing from 1st year (start date not defined)

A. Lands; National Artificial Insemination Service B. Animals; Pastures; Infrastructure

A. B. Praedial Larceny High Cost of Production

1. MFPLMA Private Farmers 3. Monthly

Step 2: Increase Production of Meat and Milk

MFPLMA; Private Farmers

Ongoing from 1st year A. Incentives Guaranteed Prices B. Human Capital Infrastructure

A. B.

1. MFPLMA Private Farmers 3. Monthly

Step 3: Ensuring Healthy herds (free from Brucellosis)

MFPLMA (Animal Production and Health)

Ongoing from 1st year A. Technical Knowledge B Human Resource; Testing Equipment

A. B.

1. MFPLMA (Animal Production and Health) 3.Periodic Testing every 2 months

Step 4: Processing of Meats

Private sector

TTABA

From 2nd year A. B. Financial Capital

A. National Health and Food Safety Barriers B.

1. private sector TTABA 3. Quarterly

Step 5: Marketing

NAMDEVCO

From 2nd year A. B.

A. B. Phytosanitary Barriers Transportation

1. NAMDEVCO 3. Quarterly

Evidence of success Herds of virus free cattle and increased production of milk

Developing an Action Plan for Promotion of a Regional Agribusiness Sector and Targeted Commodity Enterprises – EuropeAid/1267806/D/SER/GY – Final Report – February 2011

SECTION 5. CONCLUSIONS

The agricultural sector of the region holds great promise for the improvement in the gross domestic product of the region. Given the four strategic objectives, the targeted commodities identified for food and nutrition security, competitive import replacement, improvement in export earnings and employment stability through the development of indigenous species, and implementation strategies must be guided by plans to address all the deficiencies at the various levels of the value chain. However, there are successful systems that have been used in the value chain for most of the industrial crops like rice, sugar, banana, coffee, cocoa and citrus, notwithstanding the downturn in overseas markets. Various elements of these commodity programmes can serve as an example in rationalising the production platform, as well as the trading and distribution mechanism which will be needed for the development of the targeted agrarian commodities identified, with emphasis on those presented in table 3.4.2. The lessons learned from Caribbean industrial agriculture must be incorporated in the development of agrarian agriculture in the region. While most could be adopted, the adherence to trade and distribution of commodities solely in the primary state continues to retard the growth of the agribusiness subsector. However, the lesson of development of “sustainable/consistent marketing arrangements” for domestic distribution, regional and international trade is a clear indication of what is required to move the sector forward. Therefore, a balanced approach is required for development and trade, securing resources through the development of domestic private-public partnerships, and external resources through “aid for trade”. Based on the action plans, and using the value chain construct, there is an indication that the regional food basket of 35 commodities could result in sustainable outputs and earnings to the region. However the resources needed will be significant, and could easily reach USD0.62 billion given the suggested five-year plan. From the investigation there are some key issues that must be addressed by country and the region in general. These are as follows:

1. Production platforms: there must be clear strategies for the development of the requisite production platforms (means and procedures) within country. Strategies must be clear about what commodities will be promoted, what systems will be in place and what resources will be provided for production on:

(a) Government estates (b) Marginal Farms (c) Small Farms (d) Mid-size farms (e) Large farms

2. Agripreneurship and partnerships: As the realisation becomes clear that the way to the development of agribusiness in the region is the establishment of private sector partnerships. It is only in a few countries that this possibility exists; for example, in Jamaica, the private sector continues to play a significant role in agriculture. In other territories, the capacity of the private sector in agriculture is limited and needs to be improved. There are however, some quasi government organisations, with a private sector image, that could fulfil this role. For example in the OECS, the re-branded WIBDECO now operating as WINFRESH, demonstrates the capacity to fill the role of agripreneurship in a structured manner. The low level of entrepreneurship in enterprise development is quite


endemic as to determine what and how to produce, what and how to market, how to sustain these markets, and what is required to reinvest.

3. Business linkages and attitude: An assessment of the value chains and for a

logical extension of the value system for the sector, the overall business and professional attitudes must be improved as we seek to do business from production to markets. For example, cohesiveness in production is required to achieve scale in economics and servicing markets.

4. Technical capacities: This must be addressed at two levels (a) enabling

environment, where there is the need for clearer and more current legislative administrative guidelines to ensure the facilitation and promotion of opportunities; (b) know-how at the production, product development, postharvest, product transformation and marketing (domestic, regional and international) levels. This requires the various entities to recruit and hire individuals with the skills and competencies to ensure that the key steps from production to markets are implemented with the probability of success.

5. Transportation linkages, packing and supporting infrastructure: As there are low

levels of items to be traded and weak marketing arrangements, there is not much to drive a sustained transportation network to be developed. In fact, this is one of the main issues that must be resolved. During the investigation, traders in Belize had orders from Guyana for 10,000 metric tonnes of corn but were unable to secure adequate transportation to ship the commodity. Belize continues to dump significant volumes of milk that could be used in other markets. Transportation must therefore be linked to the improvement of inland and port infrastructure for both primary and value-added products. There is some resistance to the latter based on studies in the OECS, especially in the case of St. Vincent. Air and sea transportation must be managed to provide better freight rates and volume and market arrangements developed to drive this solution. There are differing views as to what some calls logistical vs transportation challenges. In the recent round of discussion what is eminently clear is that whether there is a transportation availability or a logistical issue, importers and exporters requires a service that is reasonably priced and deliver products in a sufficiently short time

6. Market arrangements: Even in the case of poor postharvest handling in Haiti, the

region continues to do well when products are available. However, it is on the regional and international levels that these have failed. The solution lies in producer and market integration using value chain systems to develop overseas trading houses.

7. Risk management: This is an area that is recognised with initiatives led by the

region’s governments, IICA and others in addressing programmes to develop risk mitigation instruments for certain types of risks. In the investigation, elements of production, marketing, financial, and operational risks were identified. In the case of production, flooding and drought were identified as the key areas of support needed. For marketing/price risk the areas identified were market failures and loss of income due to high transactional export market costs. In all countries except Haiti, the key areas of operational risk were labour availability, placement and management. It was recognised that although hourly wage rates in agriculture are higher than in tourism, most individuals elected to work in the latter. From observation, this issue could be resolved if there were a structured farm worker/guest work programme implemented in the various countries. It should be noted that in one of the OECS countries there are Haitian farm workers who are engaged in agriculture, an example of solving this issue.


8. Trading in commodities vs value-added foods and marine products: Most of the

export programmes see a significant amount of products exported as commodities resulting in lower prices and margins, and returns are accompanied with huge credit notes for spoilages. Some countries have started to implement the value-added development of products and distributed in supermarkets, see work done by TTABA and NAMDEVCO in Trinidad, LAP in St. Vincent and Grenadines, and members of JAPA in Jamaica, and NGMC in Guyana. These initiatives could be the foundation for trade in value-added foods and beverages with higher margins of returns. Main products hold one of the best potential to generate significant returns to the region. This requires significant marketing support in the following countries of Bahamas, Barbados, Grenada, St. Vincent and Grenadines, Guyana, and Suriname.

9. Donor support and arrangements: During the investigation in most countries the

arrangements of bilateral programmes yield results that can be classified as doing what the donor wants, and not what is needed to move the regions’ agribusiness into the 21st Century. For example, significant resources are being spent to facilitate dialogue between various groups towards improving the enabling environment. While this is noble in its effort, based on the Jagdeo Initiative – Key Binding Constraints (JI–KBC), these funds could be better spent to implement programmes that mitigate these constraints. For example transportation, risk management, market arrangements, etc.

10. Trade agreements and business partnerships to seize the opportunities created:

There are several trade agreements that create opportunities for the region for example, the European Partnership Agreement (EPA). However, these agreements require an aggressive private sector, and governments that are willing to facilitate the enabling environment. For example, under the EPA these are some of the key opportunities:

(a) Remove all tariffs and quotas on Caribbean Exports to the EU except for sugar and rice to be addressed later. The intent is good however, in practicality some SPS measures are used to reduce the flow of products that could be traded in significant volumes and revenues. Case in point is the issue of EU water quality being used to hinder the export of marine products to EU countries.

(b) Open up new markets for Caribbean companies and professional services in the EU and for young Caribbean professionals to gain EU work experience. During the investigation we were not able to ascertain results in these areas. Stake holders question the ability to participate effectively in international procurements (i.e., professional services, and material). Haiti, even with its language advantage was not able to provide inferences or results of young professionals gaining EU professional experience. The alternatives provided by the stake holders support the following in the form of an “aid for trade framework”:

Development of peer exchange programmes for professionals within and outside the region. This would benefit most countries but would be more useful for Haiti which suffers from a significant knowledge gap and ignorance due to isolation

Support the creation of a Caribbean Youth Volunteer Corp with a strong emphasis on exposing Haitian youth, to support businesses and institutions to gain work and professional experience


Support the development of a structured Caribbean Agricultural Temporary Workers, with major emphasis on using Haitians and other country workers. This will help to facilitate greater and more productive production of products that can be then traded into the EU

Provide seed capital project finance to be used as guarantees for the facilitation of cross border joint venture, direct investments and selected mergers and acquisitions

Provide funding for export platform programmes where cheaper raw material can be transformed in countries with lower energy cost to be traded, e.g., root crops produced in the OECS, shipped to Trinidad and Tobago, processed and exported

Provide funding support for the creation of market stability fund to support the development of overseas trading houses thereby enhancing sustained marketing arrangements in third countries

Provide funding support for the creation of a capacity building, production finance, value-added, and infrastructural funds

The implications for trade and agribusiness at the regional level, sub-regional and country level rests in developing solutions to address the JI-KBCs along with the issues raised above (see Section 3). This must be done at the country level. There are several trade and agribusiness stakeholders (enterprises, institutions) that can play significant roles given the findings on commodities and the opportunities for trade. These are highlighted in Section 3, with the key support that they are able to provide the sector.


SECTION 6. REFERENCES Agency for Reconstruction and Development (ARD). Modernizing Agriculture in Grenada: A National Policy and Strategy Agriculture Donor Conference (2007). Moving CARICOM Agriculture Forward: Synthesis of Proposals, Port of Spain, Trinidad and Tobago Agriculture Information Platform. Concept and Vision American Cooperative Development Institute/Voluntary Organisation of the Caribbean and America (2009). Marketing and Agriculture for Jamaican Improved Competitiveness; Jamaica Ministry of Agriculture and Fisheries Association of Caribbean States (ACS) (2010). 19th Meeting of Special Committee on Transport; Paramaribo, Republic of Suriname Barbados. List of Producers of Interest: Imports and Exports Bahamas (2009). Draft Report Agricultural Sector Plan Banana Industry Trust – Inter-American Institute for the Cooperation of the Americas (SFA 2005). The Niche Market Initiative: Banana Commercialization and Agriculture Diversification Programme (BCA) Caribbean Development Bank (2010). Agri-processing Facility Caribbean Food and Nutrition Institute. The St. Ann’s Declaration and Recommendations; Poverty Alleviation and Food Security Strategies in the Caribbean: A Policy Dialogue. Caribbean Food and Nutrition Institute/Pan American Health Organisation (2007). Implementing Agriculture and Food Policies to Prevent Obesity and NCDs in the Caribbean Caribbean Food and Nutrition Institute/Inter-American Institute for the Cooperation of the Americas – Reducing Poverty and Food Insecurity in the Caribbean CARICOM Secretariat. Plan for Industrial Constraint, Georgetown, Guyana CARICOM Secretariat (2010). Compiled by Dr. Vincent Little, Measures and Programmes Implemented in the Various Countries and Impact on the Jagdeo Initiative–Key Binding Constraints, June 2010, Georgetown, Guyana CARICOM Secretariat (2007). Working Document for the Fifth Meeting of the Core Group Supporting the Jagdeo Initiative; Georgetown, Guyana CARICOM Secretariat (2008). Persistently High Level of Indebtedness of CARICOM countries and the Case for Improved Access to Financing for Sustainable Development; New York, USA Carmichael, Charles (2008). Final Draft Report Identifying Potential Investment Opportunities for the Agri-Food Industry in CARICOM IICA


Caribbean Export Development Agency (2010). Report on the Implementation of Phase 2 of the 9th EDFCTPSD; Bridgetown, Barbados Craig, Kelvin (2010). Database of Agribusinesses, Commodity Associations and Business Service Providers in Selected Member States: Agribusiness Development Project CISP Promotion of Agribusinesses within the CSME; Project Document (2008) Durrant, Nigel (2010). Agribusiness Support Project, CARICOM European Commission Trade (2007). Fact Sheet on the CARIFORUM: EC Economic Partnership Agreement FAO (2009). CARICOM/CARIFORUM Fresh and Processed Produce Market: Opportunity Study Focal Point Consulting, Ltd (2010). Consultancy to Rationalize the Institutional Arrangements and Functions Governing the Production and Export of Selected Agricultural Commodities; Jamaica Ministry of Agriculture and Fisheries Freudenberg M, Paulmier T, Conte K, Ikezuki T, Sayers, Skee O (ITC) and Morrison J (FAO). All ACP Agricultural Commodities Programme Grenada Ministry of Agriculture. Three Year Sector Strategic Plan (2009–2012) Glinton, LaMonica S. (2008). Linking Agriculture with Tourism: Rapid Assessment of Farming Practices, Production Facilities, and Marketing Operations. Bahamas Agricultural Producers Association, Bahamas Agricultural Industrial Corporation and Bahamas Cooperative League Ltd. Nassau, Bahamas, West Indies Government of Barbados (2003), Physical Development Plan Government of Guyana. Draft Plan Protection Bill

Guyana School of Agriculture (2009). Strategic Plan Hamilton, Trevor and Associates (2009). A Strategic Framework for Optimising Benefits from Trade Liberalization in the Bahamas, Bahamas Chamber of Commerce Humphrey, John and Antje Oetero (2000), Strategies to Food Exports: A Value Chain Perspective, UNCTAD, Geneva, Switzerland Institute of Private Development (2008). IPED Annual Report; Georgetown, Guyana Inter-American Institute for the Cooperation of the Americas (2009). Barbados Annual Report Inter-American Institute for the Cooperation of the Americas. (2008). Breeding and Growing Agripreneurs: Regional Workshop CTA, Port of Spain, Trinidad and Tobago Inter-American Institute for the Cooperation of the Americas: Caribbean Region. Differentiated Strategy (1994–1998) Inter-American Institute for the Cooperation of the Americas (2009). Food Security in the Americas: A New Development Model


Inter-American Institute for the Cooperation of the Americas (April–May 2010). The Belize Agriculture Report Iturrioz, Ramiro (2009). Agricultural Insurance; The World Bank Jagdeo Initiative for Agricultural Development in the Caribbean Region. Programming of Work. LICU–SSEDAT Project (2008). Small Scale Enterprise Development I: Agriculture and Tourism for the Orange Walk and Corozal Rural Communities: Programme Procedural Manual Mark, Pierre; Plant Protection Act Review: Summary of ISPMs (2010); ASDU/Ministry of Agriculture Ministry of Agriculture, Forestry and Fisheries (2008). Annual Agriculture Review; Grenada, FAO Ministry of Agriculture, Forestry and Fisheries Corporate Plan (2009–2011) Ministry of Agriculture, Forestry and Fisheries (2008). Food Security Strategic Plan for Grenada Ministry of Agriculture and Fisheries, Kingston, Jamaica (2010). Jamaican Agriculture Subsector Strategy: Fruits and Vegetables, Herbs and Spices, Roots and Tubers. All ACP Commodities Programme, Caribbean Region. International Trade Centre – European Union Ministry of Agriculture and Fisheries, Planning and Policy Division (2010). Portfolio of Projects and Programmes; Kingston, Jamaica Ministry of Agriculture, Lands, Forestry and Fisheries (2008). St. Lucia Annual Agricultural Review; FAO-Castries, St. Lucia Ministry of Finance and Social Security (2009). Central Statistical Office Agricultural Report Minns, Leslie A (2009). A Basic Market Research to Identify the Products that Offer the Best Market Penetration Potential. Bahamas Agricultural Producers Association, The Bahamas Industrial Corporation and the Bahamas Cooperative League Ltd, Nassau, Bahamas, West Indies Nkosi Felix, Govind Seepersad, Ardon Iton, and Ranjit H. Singh (2009), Competitiveness Assessment of the USA –Miami Market for Trinidad & Tobago Habaneros, CARDI, Trinidad

Republic of Surinam. Agricultural Sector Plan: Suriname Republic of Suriname (2006). Multi-Annual Development Plan: 2006-2011; Strategy for Sustainable Development; Paramaribo, Suriname Scott, Samuel, Dudley Chase, Keith Mitchell, Ian Lambert, Vitus Evans et,al (2009) Feasibility Study for Business Development Strategy For Non Banana Exports from the Windward Islands (WIBDECO Agricultural Diversification and Commercialization Program), Winfresh, UK, Global Strategy Group (GSG), LLC, Florida


Scott, Samuel, Loskely Waite, Jonathan Crane, Mary Lamberts, Nancy Roe (2009) Agricultural Export Diversification And Commercialization Manual For Selected Non-Banana Enterprises In The Windward Islands, Winfresh, UK, Global Strategy Group (GSG), LLC, Florida Singh, Ramjit and Jacque Andrew (2008). Ministry of Agriculture, Forestry and Fisheries: National Stakeholders Consultation and Strategic Planning Retreat – Final Report: A Strategic Framework for Agricultural Transformation; St. Georges, Grenada, West Indies Small Scale Development in Agriculture and Tourism for the Orange Walk and Corozal Rural Communities (2010); Project Coordinating Unit of LICU–SSEDAT Project; Belmopan, Belize The World Bank (2010). Haiti Coffee Supply Chain: Risk Assessment Tromp, Phillip. J. (2005) Reforming Payment and Securities Settlement Systems, Building a strategic framework: Manama, Bahrain, March 15-17, Perago Financial System Enablers, South Africa


SECTION 7. APPENDICES

Appendix 1. Stakeholders and Participants in Respective Countries

ANTIGUA & BARBUDA Jedidiah Maxim Director of Agriculture Sereno Benjamin Extension Dr. Janil Gore Francis FAO Diane Gumbs Animal Health Officer Stephen Brumant Loans officer – Antigua & Barbuda Dev. Bank Ms. Appleton Chief Fisheries Officer Joel Matthew Extension Officer – MOA Morrison Burns Antigua Agri-Processor Association Susie McMaster Managing Director – Susie’s Hot Sauce Juan Gardner Statistical Officer BAHAMAS Simeon Pinder Director of agriculture Dr. Marikis Alverez IICA Representative Leslie Minms Statistician – Planning Division Leslie Johnson Director, School of Sciences & Technology Dr. Earle Johnson School of Sciences & Technology Peter Miller Senior Asst. Manager – Bahamas Development Bank Dr. Keith Campbell President BAPA Godfrey Eneas Agribusiness Consultant Ms. Rionda Godet Ridge Farms – Secretary BAPA Dr. A. Springer Senior Veterinary Officer Arnold Dorsett Agricultural Rep. BAIC Andreo Pinder Livestock Officer Basil Miller Ministry of Agriculture – Curator Ms Gwendolyn Hemmerton Assistant Director – Department of Agriculture Dehaese Grant OIC Ms. Darleen Summer Economist Statistician – Department of Agriculture Ms. Charmaine Price Assistant Director – Department of Agriculture Stan Smith Assistant Director – Department of Agriculture Lavarity Deoeaux Sunset Farms James Fernandez Clintons Farms Gregory Rahming Senior Chemist – Department of Agriculture BARBADOS Senator Hon. Haynesley Benn Minister of Agriculture Michael King Permanent Secretary – Ministry of Agriculture Andrew Skeete General Manager – BAMDC Dr. Woods Chief Agricultural Officer Stephen Willoughby Chief Fisheries Officer Joyce Leslie Deputy Chief Fisheries Officer Michael James Plant Protection Alvin Cummings Treasurer – BARNUFO Bernel Nichols President – BARNUFO Wilbur Lavine CEO – BIDC Lynette Holder CEO – Barbados SBA Susan Springer Executive VP, Barbados Hotel & Tourism Assoc. Chelston Brathwaite Former Head – IICA


Dr. Jerome Thomas FAO Joseph Peltier IICA Representative Mario Porchetta UNDP Sam Kruiner Grant Advisor CEDA Escipion Oliveira Gomez Programme Manager CEDA Luther St. Ville Operations Officer (Agriculture) CDB Anneke Jessen Representative IDB Patricia Skako Operations Officer IDB David Foster Director – Pinnacle Feeds Junior Philips Philips Farming & Trading Earl Clarke Processor Best Deputy Comptroller – Customs & Excise Glendine Greaves Manager REG. Agricultural Production Limited Wendell Clarke M.D – Star Chick Limited Ms Keeley Holder Produce Grower Michael Callender Credit & Project Dev. Mgr. Agency for Micro Enterprise Kirk Dollin Training & Development Officer Anderson Jordan Enterprise Growth Fund Limited Dr. Francis Lopez UWI Dr. Marilaine Mota-Meira UWI Dr. Michael Seepersaud CROSQ Adrian Kirton Food Technologist – BADMC Ms Lisa Mustor Agro Chemicals Michael Holder Carter Lumber/Hardware Ms. Pamela Coke Hamilton Representative, IDB Robert Saul Statistician Hamilton Walcott BADMC Ms Beverly Ward Agri-bleals & Ford Control Prof Glendene Bartlatt Deputy CEO (g) BADMC Euklyn Wolcott Chief – extension BADMC Clyde Roachford Purchasing Manager BADMC Lemuel Collymore Agricultural Officer – MOA Stevenson Skeete Senior Agricultural Officer – MOA Ms. Wynell Savory Economist – MOA Ms. Suzette Edey-Babb Agricultural Chief Economist – MOA Charleston Lucas Dept/CAO – MOA BELIZE Dr. Carlos Itza National Coordinator Manuel Matus Ministry of Agriculture Dr. Gabriel Marquez IICA Representative Roque Mai Managing Director – BMDC Miguel Gongora Manager, Investments – Social Security Board Franklyn Magloire Manager, Operations – DFC Robert Harrison GM BELTRAIDE Orlando Habet Manager – BPA Johnny Reimo General Manager – Midwest Steel & Agro Supplies Abdulla Bedram Managing Director – Running W Brand Godfrey Arzu Asst. Comptroller of Customs Joseph Jecks Officer in Charge – Heritage Bank Kahlil Selazer Managing Dir. – Caribbean Premier Products Ltd Jack Horxscoorth Director, Caribbean Shipping Agencies Ltd. Stanley Longsworth Managing Director Caribbean Shipping Agencies Ltd Wilane Oldham Managing Director, Hot Mama’s


Wilmot Garnett Specialist – IICA Henirich Dueck General Manager, Western Dairies Daniel Braun General Manager, Quality Feed Mill Ltd. Aruim Cansino Branch Manager, Scotia Bank Emil Figueroa Asst. Manager, Small Business, Scotia Bank Otto Friesen General Manager, Bel-Car Henry S, Braun Director – Quality Feed Mill Ltd Ronald Hulse General Manager St. Martin’s Credit union Ltd Dennis Jones Managing Director – BEST John DaSilva Manager, Bull Frog Inn S. Mathias Belize Banana Growers Association A. Lapp Homes Lead Acres/Caribbean Chicken A. Date Small Farmers Business Bank Sabiao Small Farmers Business Bank Glenn Avitey Director General Statistical Institute of Belize Ms. Morgan Statistical Institute of Belize Mr. A. Bantista Ministry of Agriculture Mr. Anderson CEO – Citrus Growers Association Armando Choco Toledo Cacao Growers Association Mr. Mathias Banana Growers Association James Arzueta Fisheries Unit Albina Vargal Project Coordinator – LIOW - SSEDAT Victoriano Pascrial Project Officer – Ministry of Agriculture Jose Noveto Project Officer – Ministry of Agriculture GRENADA V. Francois Permanent Secretary, Ministry of Agriculture Micheal Church Ministry of Agriculture Rudolph Mathlin Caribtrans Aarona Moses Trade Officer II – Ministry of Environment, Foreign Trade & Export Development Dr. Cecile La Grenade Managing Director De La Grenade Industries Ltd Denis Noel Managing Director, Noelville Ltd Norbert Simon General Manger, Norddom Seafoods Ltd Dr. Ian Lambert Food Technologist Michael Kirton Grenada Distillers Ms. Shanta Williams Cox Trade Officer – MEFTED GUYANA Hon. Robert Persaud Minister of Agriculture Dr. Dindyal Premaul Permanent Secretary Vinesh Joshi Chief Fisheries Officer Dr. Lystra Fletcher-Paul FAO Representative Ignatius Jean IICA Representative Richard Blair Development Specialist – IICA Nizam Hassan General Manager – NGMC Johan David Ministry of Agriculture Ian D’Anjou Executive Secretary/Treasurer – SAG Ramesh Persaud CEO – IPED R. Rambaran MD – RRT Enterprise Lindel Harlequin Business Development Manager – DFLSA Doodnauth Singh Director – Singh Investments Victor Pires MD – Caribbean Chemicals Countryside Agricultural Center Bevaun O’Brien Sales Rep. Amerjet/Total Logistics Inc


Oscar Phillips General Manager – Laparkan Yonette Jeffers Sales Manger Laparkan John Tracey CEO – GBTI Raymond Trotz Secretary – GABA O. Homenauth NARI Ms. Shanti Ramschand R&S Fishing Enterprise Ms. Elizabeth Ramlall Ministry of Agriculture Ms. Sattie Sasenarine Ministry of Agriculture Dindyal Permaul Ministry of Agriculture Johan David Ministry of Agriculture Joseph McKenzie Ministry of Agriculture HAITI Arlente Corps National Coordinator – MOA Emmenaual Prophete Director of Seed Programme – MOA Badio Jean Robert Director of Fisheries & Aquaculture – MOA Dr. Jacque Blaise Dean, School of Agriculture & Veterinary Medicine

University of Haiti Azzgly Azzedoine FAO Project Coordinator – Agriculture Census Ridler Filus Haitian Institute of Statistics Fillipo Daill’Ogloo Consultant Food Security – FAO Greg Mathieu Consultant Food Security – FAO Jazz Verdi Consultant Food Security – FAO Ms. Michelle Louise Consultant Food Security – FAO Ms. Colette Blanchet Ministry of Agriculture–Planning CARICOM

Coordinator Representatives of the 30 Agricultural Cluster NGOs JAMAICA Donovan Stanberry P.S. Ministry of Agriculture Zulika. Budhan Director of Planning Michael Pryce Data Bank & Evaluation Division Hershell Brown CEO – AIC Dr. Gillian Smith Asst. FAO Representative Audrey Wright Industry Development Officer AIC Ms. Jean Smith GM – JEA Dionne Clarke Harris CARDI – Country Representative (ag) Dr. Leslie Simpson Soil Specialist – CARDI Shawne Brandon Rural Dev. Specialist – IICA Dr. Keith Anrial President – CABA Karl Hyatt International Trade Specialist Dr. Fitzroy Henry Director CFNI Dr. Derrick Deslandes Agro Tourism Avery Smeikle Aquaculture S. Pike Customs Vitus Evans JADA/JAPA/JEA Ms. Sharlene Findley Statistician Al Powell RADA Mar Panton MAF Ainsworth Riley IICA Dehman Brown Fisheries Director – MAF Ms. Camille Beckford Scott JEA Patrick Lawrence MAF Ms. Janet Corie Banana Board Ms. Marcia Blair R&D – MAF


Barrington Hibbert PIOJ Clyde Hyman Plant Quarantine Carlton Wedderburn MAF Leroy Grey Cocoa Industry Board Ms. Audia Barnett SRC Ms. Idelle Brown Belle Tropicals Ltd MONTSERRAT Hon. Eastox Farell Minister of Agriculture Ms. Camille Thomas Gerald P.S. Ministry of Agriculture Claude Browne National Coordinator Theresa Silcott Manager – Grand View B&D – Farmer/Processor Dr. Selwyn Maloney Veterinarian Jim Bass Former P.S Krishina Ryan Statistical Dept Jennifer Meade NDF Lyandra Lee Fisheries Dept DOMINICA Samuel Corette PS, Ministry of Agriculture & Fishery Richard Allport Director of Agriculture Gregoire Thomas SM – DEXIA Dr. John Bureau of Standards Ms. Debra Blackman OECS–EDU Ms. Vernice Taylor Statistical Bureau Ms. Lucille Lewis Consultant ST. KITTS/NEVIS Senator Richard Skerritt Ministry of Tourism & International Transport Calvin Edwards Deputy Financial secretary/Budget Director Dr. Barrington Brown Aquaculture (Tilapia) Philip Browne National Coordinator Alistair Edwards Dept. of Agriculture James Webbe FND Charleston Edwards Ministry of Trade Thomas Sargeant Customs Pathleen Titus CARDI Ralph Wilkins Fisheries Deptartment Curt Lewis Project Manager Dev. Bank Danny Athurton Enterprise Fund – ECCB Solomon Morton Farmer Ms. Astona Browne PS, Ministry of National Security, Immigration

Foreign Affairs ST. VINCENT Reuben Robertson Chief Agricultural Officer, MAFF Allan Alexander Permanent Secretary, MAFF Dr. Greg Robin CARDI Jethro Greene ECTAD Winfield Tannis CALFICO Dr. Audrew Jeque Project Planning Specialist – Ministry of Rural

Transformation Basis Nash Plant Protection Unit Tyrone John Plant Protection Unit Ms. Nicolette Dalton Ministry of Agriculture


Brian Johnson Forestry Dept Johannes Gunsam Research and Development Dr. Coleen Philips AHPD Ms. Christian Alexander Vice President – PINGCO Ms. Desrie Lewis Ministry of Agriculture Alton McPherson President – SVGSRS Ms. Velina Samuel Manager – Motookie Special Ms. Debra Simmons Manager – A & D’s Samuel Cyrus Processor Ms. Joan Burke Processor Feorend Walters Secretary – BFDCO Ms. Franclia Marksmen Assist. Exec Director – SVG Hotel & Tourism Assoc. Richard Kirkham Intern – ECTAD Nyasha Durrant Admin Officer – ECTAD/CAFAN Peter Regis Manager/Director – Grenadines Processing Inc Ms. Elsa Wynne Finance/Admin – National Fisheries Market Henry Kezm Manager – Winjam Investment Co Vincent Sobers Manager – WINFRESH Bishen John Manager – SVGPA Jethro Green Chief Coordinator – ECTAD/CAFAN Conrad Simon Manager – National Irrigation Authority Lynette Gibason A.A Propagation – MAFF Robert Fitzpatrick Sheep & Goat Society Ms. Desserie Balambe PRO/President – SVGSRS ST. LUCIA Vincent La Corbimere PS Agriculture, Lands Forestry & Fisheries Ronald Pilgrim National Coordinator CARDI Christian Daniel Relationship Specialist – agriculture – SLDB Ms. Sherma Beroo-Joseph statistician, Central statistical Office Ms. Simita Daniel Economist, Min. of Ag. Lands Forestry & Fisheries Dr. Frank Girard Communications Consultant, MOA Dax Norvill F.T.N Farms/ D.N. Trading Rosario Wilson Kassan Processors Ms. Avellino Charley Kassan Processors Ms. Berthia Roberts Kassan Processors Isaiah Charles Novelty Cndles & Soaps Ms. Agnes Coureux Babonneau Ms. Brenedine Martelly Babonneau Framelia More Calbees Delight Ms. Cheryl Bernard Minsitry of Agriculture Fleur Allain B & P Traders Ltd Irvin Ju BaptisteFarmer, Agri Processor Carlile Elie Paradise Wines Ms. Johanana Montoute M.R.W. Network Mr. Paule Serienx La Pointe, Micoud Ms. Juliet Norbert MRW Network Mr. Bernadette Robinson MRW Network Ms. Patricia Joshua Farm Improvement Officer, MALEF Vaugh Serienx Aquaculturist Ms. Petronile Polius Fisheries Extension Ms. Eleither Ferdinand Marketing Unit MALFF Ms. Carleen Atkins Corporate Planning MALFF Ricardo George Mgr. Information Systems MALFF Luther Tyson Statistical Asst. MALFF


Jason Ernest Supervisor A Statistics MALFF Hinkson Butcher Communications Unit Roycelyn Howell SEDU, Ministry of Commerce Ms. Julia Norville SEDU, Ministry of Commerce Ms. Jacky Charles Economist, Ministry of Finance & Ec. Affairs Ms. Shamine Mathu Economist, Ministry of Finance & Ec. Affairs Ms. Euthelia Philgence FAO Consultant MALFF Dunstan Denville Consolidated Foods Ltd. Eden Compton Director of Agriculture MALFF John St. Louis Information Officer, MALFF Bartholomew Dunn Field/Extra Officer, SLMB Pierre Moise Exporter – Moise Fresh Produce Eardley Barrett Exporter – WINFRESH Ms. Theresa Desir Exporter – SLMB Andrea Fairber Food & Beverage Manager – Saundals Herman Joseph Cox & Co. Oswald Anyuthi Joseph’s Kenneth Lawrence St. Lucia Air & Seaports Authority Pefer Jean St. Lucia Air & Seaports Authority Germain Ambrose Agronomist – Renwick & Co SURINAME Bremburg A Gerrit Director – Planning & Development – Ministry of

Agriculture, Animal Husbandry & Fisheries S. Parbhoe Rossanna Misntry of Agriculture (LVV) Umar Tans General Manager – Unifood Export Riekk Hnath Sanchit Consultant – ECO Caribbean Elvis Gooedhart Manager – Business Development – DeVries Ltd. Egon L. Audhoe General Manager Laparkan Lloyd Jiawan Sales/ Marketing Manager Laparkan Cromwell Crawford IICA Representative John King Project Coordinator IICA Ms. Margaret Kerkhoffszerp Dep. Secretary -Ministry of Trade & Industry Romeo Stekel Staff Official Industry – Ministry of Trade & ndustry Radjikoemer Kirpal Controller – Land brow bank N.V. Patrick Rudje Account Manager – Land brow bank N.V. Arwand Van Aleu General Manager – VABI Dwight Bramble OAS Representative Robert L.A. Ameerali Chairman – Chamber of Commerce & Industry Ruben J. Mendonca Deputy Comptroller – Customs P. Seivdien President – Suriname Seafood Association Cher Hedjes Food & Beverage Manager – Courtyard Marriott Rene Goosen Agri Processor Ms. Rosen LVV – Ministry of Agriculture Mr. Sewradj LVV – Ministry of Agriculture A. Baksoela Deep Sea Fishing

Suriname Business Centre Gerda Beckles Foundation Women in Agriculture Ms. Rachel Perri Chamber of Commerce Ms Joanne Pancham Chamber of Commerce Ms. Chanderball Rampersaud Head External Trade Statistics Iwan Ino Director – External Trade Statistics Algoe Soeresh Coordinator – Middle Region Ministry of Agriculture M. Dipotaroeno Head – Hematology Ministry of Agriculture A. Ramkisoensuy Director – Agricultural Research & Marketing


Edmund Rosenblatt Director of Animal Production/Chief Veterinary Officer Henk Bhagwandin Head Aquaculture Division Ms. Muriel Winjodirjo Fisheries Dept Anguste Van Hamme Comptroller – Customs Riso Faria Customs TRINIDAD & TOBAGO Yvonne Davidson Planning, Ministry of Agriculture Robert Reid Regional Agribusiness Specialist – IICA Dr. Doon Ramsaroop Chief Executive Officer – SIDC Nigel DeFreitas Aquaculture Development Officer – SIDC Elbert Johnson Deputy Chief Executive Officer – NAMDEVCO Nicky Maharaj General Mgr/Consumer Div. – Oscar Francois Ltd Ms. Monica Rogers Fletcher Chief Executive Officer – ADB Hushen Singh Corporate Manager – Business Development ADB Ms. Earlyn Sambury Manager, Market Research and Intelligence ADB Fyzal Ali Regional Manager, Air Cargo – Laparkan Anil Arjoonsingh Laparkan Robert Best FAO Dr. Ardon Iton CARDI Dr. A. Chesney Executive Director- CARDI Vassell Stewart TTABA Dr. Pemberton UWI Suresh Benny Sugar Cane Feed Centre Winston Rudder Former PS Ministry of Agriculture Ms. Jacqueline Rawlins Chief Executive Officer, ADB Vishal Persaud Research & Sector Liaison Officer, TTMA Auil Arjoonsingh Senior Marketing Executive: Projects – La Parkan Ms. Yvonne Davidson Planning Officer, TT Ms. Beena Persuad Planning Division, Ministry of Agriculture, TT Neil Gosin Export Mgr. N-LUJI – Processor Nathaniel Shade Operations Coordinator – Crex Mkt. Co. Ltd Winston Borrell Chairman – Board of Directors – TTABA Glen Ramjag Agronomics Inc. Mohamed Halluin Agricultural Society Dhano Sookoo Agricultural Society Surendra Singh Print Masters Ltd Deryck & Namele Dhanie Directors – Palladin Enterprises Ltd Nigel Grimes Large Farms Coordinator Aider Mc Lean Trinidad Rabbit Industry Association Fayaz Shah Hot Pepper Industry Committee Israel Mohammed TT Cane Producers Association Senkeram Tambie TT Cane producers Association Terrance Hayward NFFA Norris Deonarine NFFA Allister Glean TTABA Narissa John Ali CMA – COM Deryck Dhanie AETT Dr. Michelle Mellowes Animal Production and Health Division Ms. Natasha Hossin Legal Unit Ms. Amanda Ali Legal Unit Ian Mohammed Agricultural Services Division Ms. Lisa Musai Animal Production and Health Division Samuel Jones Carmepic Farmers


Bahador Rawchait Carmepic Farmers Felin Clarke Carmepic Coop Citrus Growers Association Ms. Katherine Bethel TTASAP – Small Agro Processing Ramesh Ramroop Trinidad & Tobago Goat and Sheep Society