Small Scale
Farming in the Caribbean:
Keeley Holder
October 18th, 2012
BARBADOS
NATIONAL
UNION of
FARMERS
Vegetable Produc...
Barbadian Agriculture
 While Barbados economy is considered
“developed”
 Barbadian fruit & vegetable industry is
NOT “de...
National Union of Farmers
 Not-for-Profit Company
 Celebrating 10th Year
 Aim:
 To bring more professionalism to agric...
Key Binding Constraints
1. Limited & Oligopolistic Market
 4 Large Buyers > 2000 Small Growers
 Unstable Price & Busines...
A Technical Assistance Solution
ruise & Grocery Value Chain Projec
 Well Conceived
 Consumer-centric
 Avoid Perverse In...
Value Chain?
“An agreed interaction and sharing of information
between economic actors, providers of services and policy
m...
Cruise & Grocery
Value Chain Project
1. Improving Market Access & Developing
Business Partnerships using Value
Chain Appro...
Leading Change (HBR – John Kotter)
1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating ...
Knowledge Transfer
 Diffusion of Innovation (Strategy used by Extensionists)
 Intrinsic Characteristics that Influence A...
COMPONENT 1
Expand Market
The Demand – Cruise
120,000 lbs exported 2011/2012
BDS $1.2 Million foreign exchange
Super Centre is conduit
Buyers want “...
Expand Market
 Increase Cruise Ship Demand
 Tour Cruise Ship
 Develop Crop Forecasting Analysis
System
 Farmer – Buyer...
COMPONENT 2
Increase Competitiveness
 Farmer Field Training
 BEST knowledge transfer method
 Go To the Farmer
 Generate Momentum
...
COMPONENT 3
Strengthening NUF
 Interpret Farmers’ Endowments
 Strengthen Governance Structure
 Revamp Constitution, Bye-laws, Polic...
COMPONENT 4
KM & Best Practices
 Integrated Project Communication
 Promotional Material for Media
 Press Releases
 Design of Farme...
Why This Strategy?
People Do Business With
People Who They
KNOW, LIKE & TRUST
Why This Strategy?
Strong Potential for Replication
In Other Caribbean Countries
The Novelty
Unraveling Hidden Complexity
Thinking Outside “Agricultural Box”
 Avoiding the Relevance Paradox
Business Per...
Food Security
FACT:
Exporting achieves food security
HOW:
 Stabilises price & business relationship
 Local market not as...
Food Security
FACT:
Exporting achieves food security
OUTPUT:
 Better prices
 Higher quality
 Consistency
Financing
Cost: Estimated US $750,000
 In Kind Partners – MoA, FAO, IICA
 In Cash Partners – IDB-MIF, Super
Centre, Inpu...
Financing
Still Need US $500,000
One More Thing…
“Literacy and managerial capabilities exert a
strong, robust, & statistically significant impact on
export...
Vegetable producer - problems and solutions
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Vegetable producer - problems and solutions

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Barbados National Union of Farmers
Small Scale Farming in the Caribbean
18 October 2012
Keeley Holder

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Vegetable producer - problems and solutions

  1. 1. Small Scale Farming in the Caribbean: Keeley Holder October 18th, 2012 BARBADOS NATIONAL UNION of FARMERS Vegetable Producer – Problems & Solutions
  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 Constraints 1. Limited & Oligopolistic Market  4 Large Buyers > 2000 Small Growers  Unstable Price & Business Relationship  High Incidence Farmers Entering & Exiting Industry 2. Lack of Productivity & Competitiveness  Low Yields  Crop Mismanagement  Inconsistent Quality, Unreliable Supply 3. Cycle of Blame & Distrust; Lack of Confidence, Cooperation & Interaction Between Actors
  5. 5. A Technical Assistance Solution ruise & Grocery Value Chain Projec  Well Conceived  Consumer-centric  Avoid Perverse Incentives  Leading Change
  6. 6. Value Chain? “An agreed interaction and sharing of information between economic actors, providers of services and policy makers, that is grounded in proper assessment of production and markets, with joint action plans to consistently deliver products demanded by consumers that are of specific quality, highly differentiated or branded, competitively priced, safe to consume or use and which will generate equitable and sustainable profit margins for all concerned.” (Robert Reid, IICA)
  7. 7. Cruise & Grocery Value Chain Project 1. Improving Market Access & Developing Business Partnerships using Value Chain Approach 2. Increasing Farmer Competitiveness by Leading Change & Effective Knowledge Transfer Methods 3. Institutional Strengthening NUF 4. Knowledge Management & Best Practices Dissemination
  8. 8. Leading Change (HBR – John Kotter) 1. Establishing a Sense of Urgency 2. Forming a Powerful Guiding Coalition 3. Creating a Vision 4. Communicating the Vision 5. Empowering Others to Act on the Vision 6. Planning for & Creating Short Term Wins 7. Consolidating Improvements & Producing Still More Change 8. 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 – Cruise 120,000 lbs exported 2011/2012 BDS $1.2 Million foreign exchange Super Centre is conduit Buyers want “Go-to-Guy”  Not just selling produce MISSED OPPORTUNITY 60,000 lbs MORE requested  Couldn’t meet demand 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 Novelty Unraveling Hidden Complexity Thinking Outside “Agricultural Box”  Avoiding the Relevance Paradox Business Perspective People-Centred Approach
  23. 23. Food Security FACT: Exporting achieves food security HOW:  Stabilises price & business relationship  Local market not as saturated  Improves farm productivity, competitiveness
  24. 24. Food Security FACT: Exporting achieves food security OUTPUT:  Better prices  Higher quality  Consistency
  25. 25. Financing Cost: 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. Financing Still Need US $500,000
  27. 27. One More Thing… “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.” THE WORLD BANK

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