Keeley Holder - Vegetable Producer. Problems and Solutions.


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Workshop on Small-Scale Farming in the Caribbean:
"Vegetable Producer – Problems and Solutions", by Keeley Holder, National Union of Farmers, Barbados.

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Keeley Holder - Vegetable Producer. Problems and Solutions.

  1. 1. BARBADOSNATIONAL UNION of FARMERS Small Scale Farming in the Caribbean: Vegetable Producer – Problems & Solutions Keeley Holder October 18th, 2012
  2. 2. Barbadian Agriculture While Barbados economy is considered “developed” Barbadian fruit & vegetable industry is NOT “developed” It does not enjoy the benefits of a “developed nation” It desperately needs developmental support
  3. 3. National Union of Farmers Not-for-Profit Company Celebrating 10th Year Aim:  To bring more professionalism to agriculture & promote the interests of all members and others within this sector Committed to:  Sustainable economic development of Barbados agricultural sector & Barbadian farmers.  Enrichment in quality of life of Barbadian people through fresh healthy foods
  4. 4. Key Binding Constraints1. Limited & Oligopolistic Market  4 Large Buyers > 2000 Small Growers  Unstable Price & Business Relationship  High Incidence Farmers Entering & Exiting Industry1. Lack of Productivity & Competitiveness  Low Yields  Crop Mismanagement  Inconsistent Quality, Unreliable Supply1. Cycle of Blame & Distrust; Lack of Confidence, Cooperation & Interaction Between Actors
  5. 5. A Technical Assistance SolutionCruise & Grocery Value Chain Project  Well Conceived  Consumer-centric  Avoid Perverse Incentives  Leading Change
  6. 6. Value Chain?“An agreed interaction and sharing of information betweeneconomic actors, providers of services and policy makers, that isgrounded in proper assessment of production and markets,with joint action plans to consistently deliver products demandedby consumers that are of specific quality, highly differentiated orbranded, competitively priced, safe to consume or use and which willgenerate equitable and sustainable profit margins for allconcerned.” (Robert Reid, IICA)
  7. 7. Cruise & Grocery Value Chain Project1. Improving Market Access & Developing Business Partnerships using Value Chain Approach2. Increasing Farmer Competitiveness by Leading Change & Effective Knowledge Transfer Methods3. Institutional Strengthening NUF4. Knowledge Management & Best Practices Dissemination
  8. 8. Leading Change (HBR – John Kotter)1. Establishing a Sense of Urgency2. Forming a Powerful Guiding Coalition3. Creating a Vision4. Communicating the Vision5. Empowering Others to Act on the Vision6. Planning for & Creating Short Term Wins7. Consolidating Improvements & Producing Still More Change8. Institutionalizing New Approaches
  9. 9. Knowledge Transfer Diffusion of Innovation (Strategy used by Extensionists) Intrinsic Characteristics that Influence Adoption Building Enough Momentum to be Self- Sustaining
  10. 10. COMPONENT 1
  11. 11. Expand Market
  12. 12. The Demand – Cruise120,000 lbs exported 2011/2012BDS $1.2 Million foreign exchangeSuper Centre is conduit MISSED OPPORTUNITYBuyers wantMORE requested 60,000 lbs “Go-to-Guy” Not just sellingdemand Couldn’t meet   produce 11 Crops, 10 Herbs desired  Not price competitive
  13. 13. Expand Market Increase Cruise Ship Demand Tour Cruise Ship Develop Crop Forecasting Analysis System Farmer – Buyer Dispute Resolution  Supermarket Grocery Code of Conduct Value Chain Upgrading & Strengthening – Bilateral Meetings
  14. 14. COMPONENT 2
  15. 15. Increase Competitiveness Farmer Field Training  BEST knowledge transfer method  Go To the Farmer  Generate Momentum Provide Crop Specialist  Immediate Impact (Short-term Win) Global Exposure  Fruit Logistica, Germany  World Agri Expo, California
  16. 16. COMPONENT 3
  17. 17. Strengthening NUF Interpret Farmers’ Endowments Strengthen Governance Structure  Revamp Constitution, Bye-laws, Policies & Procedures Training of Farmer Leaders:  Communication, Negotiation, Contract management, Strategic planning, Group dynamics, Leadership, Board governance, Board management, Time management, Meeting management, Advocacy and Lobbying, Fund raising, Branding
  18. 18. COMPONENT 4
  19. 19. KM & Best Practices Integrated Project Communication  Promotional Material for Media  Press Releases  Design of Farmer Materials (online/hard copy) Develop ICT Platform for Farmers’ Communication Farmer training in ICTs (Vocational Training Board) Develop E-format, Multimedia Documents for Farmers
  20. 20. Why This Strategy? People Do Business With People Who They KNOW, LIKE & TRUST
  21. 21. Why This Strategy?Strong Potential for Replication In Other Caribbean Countries
  22. 22. The NoveltyUnraveling Hidden ComplexityThinking Outside “Agricultural Box”  Avoiding the Relevance ParadoxBusiness PerspectivePeople-Centred Approach
  23. 23. Food SecurityFACT:Exporting achieves food securityHOW: Stabilisesprice & business relationship Local market not as saturated Improves farm productivity, competitiveness
  24. 24. Food SecurityFACT:Exporting achieves food security m is do lW na tio enOUTPUT: co nv Un Better prices Higher quality Consistency
  25. 25. FinancingCost: Estimated US $750,000 In Kind Partners – MoA, FAO, IICA In Cash Partners – IDB-MIF, Super Centre, Input Suppliers IDB MIF:  Agenda: Helping Small Farmers to Produce Higher-Value Products and Access Niche Markets
  26. 26. FinancingStill Need US $500,000
  27. 27. One More Thing… THE WORLD BANK “Literacy and managerial capabilities exert a strong, robust, & statistically significant impact on export of fresh & processed fruits and vegetables. This result reflects two facts:1. Horticulture is a knowledge-intensive business.2. Success in world markets requires the availability of a skillful class of entrepreneurs.”