Agrotourism Success Cbean Final

i
Agritourism Development
in the Caribbean:
Some experiences and lessons
BARBADOS AGRITOURISM UNIT
APRIL 2011

ii
P R E F A C E
hink about how exciting it is to discover uncharted places, taste
exotic, indigenous foods and explore nature‘s treasures….now
imagine that these things can happen right in your community or
on your own farm. This guide presents a chance for you to make
such experiences possible for locals and for international visitors by
sharing success stories on agritourism from the Caribbean region.
Make use of the lessons learned; add innovations of your own,
then pass it on to other agripreneurs who are ready to diversify
their business and earn extra income. They‘ll probably use it, pass
it on to someone else and then, for decades to come, locals and
visitors will enjoy unique agritourism outings and experiences.
T

iii
Inter-American Institute for Cooperation on Agriculture (IICA) 2011
IICA encourages the fair use of this document.
Proper citation is requested.
This publication is also available in ele tro i PDF for at fro IICA’s we site:
www.iica.int
AUTHOR:
Ena Harvey
EDITOR:
Roxanne Waithe
PHOTOS:
Provided by the author, Rosemary Parkinson and partner agencies

iv
CONTENTS
1. AGRITOURISM IDEAS & PRACTICE ...................................................................1
1.1 Introduction ................................................................................................. 1
1.2 Caribbean Agritourism: There‘s more to it than visiting farms............. 2
1.3 Sharing experiences and lessons through case studies ...................... 3
2. AGRIBUSINESS VENTURES..................................................................................4
2.1 Goodfellows Farms – Bahamas ........................................................................ 5
2.2 The Sandals Model for Farmer/Hotel Partnerships – Jamaica...................... 14
2.3 The Nevis Model for Farmer/Hotel Partnerships.............................................. 20
2.4 The Oxfam Market Access Initiative – St. Lucia.............................................. 27
3. FARM-BASED AGRITOURISM EXPERIENCES ...................................................35
3.1 3 Rivers Eco Lodge – Dominica ........................................................................ 36
3.2 Belmont Estate – Grenada................................................................................ 43
3.3 Tri-Lake Communities Project – Guyana ......................................................... 50
3.4 Greencastle Farm – Jamaica........................................................................... 56
4. CULINARY TOURISM ........................................................................................65
4.1 Taste TnT – Trinidad & Tobago........................................................................... 66
4.2 Food and Rum Festival – St. Lucia.................................................................... 69
4.3 Toledo Cacao-Fest – Belize............................................................................... 72
5. HEALTH & WELLNESS OFFERINGS ....................................................................78
5.1 Abaco Neem – Bahamas.................................................................................. 79
5.2 Soothing Touch Da Spa – Barbados ................................................................ 82
5.3 Belzeb – Haiti ....................................................................................................... 85

1
1. Agritourism Ideas & Practice
1.1 Introduction
Agritourism is all about linking
agriculture with products, services and
experiences in tourism.
The Inter-American Institute for Cooperation
on Agriculture (IICA) has been promoting
agritourism in the Caribbean since 2005 as
part of its Hemispheric Program to
strengthen links between tourism and
agriculture through research, training and
small business development.
Through consultations and field work in
Barbados, Dominica, Guyana, Jamaica,
St Kitts & Nevis, Suriname and Trinidad
and Tobago, IICA has discovered some
unique experiences and enterprises that
exemplify what Caribbean agritourism
represents.
This text is intended to provide useful
insights for farmers, agri-processors and
agripreneurs who want to diversify their
businesses or earn extra income by
tapping into the lucrative tourism
market.

2
1.2 Caribbean Agritourism: There’s more to it than visiting farms…
A key question about the concept of
agritourism is whether it is centered on
farms and farming activities. The reality is
that Caribbean agritourism consists of
several approaches that focus on selling
local products and showcasing indigenous
traditions that pertain to food and non-
food items.
Hence, there are different types of
agritourism activities, some of which will be
featured in this guide. Our research at IICA
has revealed six different ways that
agriculture can be linked to the tourism
industry to the benefit of people living and
working in rural communities:
(a) When farmers and agri-processors make
agribusiness deals with the hotel and
restaurant sector to supply them with
produce and processed foods
(b) Through the use of alternative ‗bush‘
medicines, natural remedies and
organic treatments to enhance health
and wellness
(c) By sharing our agricultural heritage with
others through media such as craft, visits
to old plantations or agricultural
museums
(d) Through our local food festivals and
culinary traditions
(e) With farm-based activities such as rural
bed & breakfasts and farm tours
(f) Through community-based initiatives
such as village fairs, rum shop tours and
community markets

3
1.3 Sharing Lessons and Experiences through Case Studies
The World Travel and Tourism Council
(WTTC, 2010) has recently established a Best
Practice Gateway which allows innovators
in Travel & Tourism an opportunity to
showcase their projects.
The Gateway is designed to become a
leading resource for organizations from all
sectors and industries to learn about new
ways to optimize their businesses –
regardless of their size or budget available.
This text will follow the recommended
structure and content for a WTTC Best
Practice Case Study. Each case study will
consist of the following components:
i. Company Overview
ii. Best Practice - Name of the Project:
Situation Analysis/Background,
Actions, Outcomes and Lessons
Learned
iii. Next Steps
This resource provides fourteen (14) case
studies polled from four different types of
agritourism activities described in the
previous section.

5
Everything
we grow is
good.
GOODFELLOW SLOGAN
By 2003, the
farm in
Eleuthera was
operating at full
capacity. The
Goodfellows
moved nearer
to Nassau,
Bahamas’
largest city, to
take advantage
of the
marketing
opportunities
there.
2.1 GOODFELLOW FARMS –
BAHAMAS
Introduction
Goodfellow Farms is an agricultural enterprise which supplies
field grown greens, arugula, baby spinach and herbs,
together with hydroponic micro greens and hydroponic
arugula to food-service operations in Nassau and
neighboring islands in the Bahamas.
Goodfellow Farms is also a popular agritourism attraction for
families to visit, relax, dine, or shop for fresh produce. The
Country Store stocks a selection of farm-produced jellies,
preserves, chutneys and dressings.
The business is owned and operated by Ian and Karin
Goodfellow who started operations on a 5-acre farm in
Eleuthera, Bahamas during the late 1990s. They started off by
supplying high-end salad greens and tomatoes to hotels and
restaurants on Eleuthera Island.

6
Goodfellow Farms Company Overview
Located on the northern boundary of
Mount Pleasant, the Bahamian community
just outside the gates of Lyford Cay,
Goodfellow Farms is situated on sixty (60)
acres of land of which six (6) have been
developed for farming.
The Goodfellow's farm is the only one of its
kind in the country, and has been
recognized by both the Food and
Agricultural Organization (FAO) and IICA for
its examples of Good Agricultural Practices.
Goodfellow Farms earns income from three
main revenue streams:
1. The supply of organic produce to
local hotels and restaurants
2. An on-farm country store featuring
fresh and processed foods
3. An on-farm restaurant which uses all
the produce grown on site.
Goodfellow’s vision for sustainable
development and supporting policies:
 Succession planning to ensure
continuity and consistency of their
farming methods and product
quality. They actively seek young
apprentices to train; combining old
farming techniques with new ideas
and technology to improve
productivity.
 Creating a clean, safe environment
and supplying healthy fresh food is
an important feature of their business
acumen. The Goodfellow family
lives on the farm and employs
measures to ensure the well-being of
their children, staff members and
patrons.
 Continuous expansion and
diversification is the basic formula for
the Goodfellow‘s sustainable
development programme. They
have plans to increase the acreage
of cultivated land and to try and
grow different types of food,
including tilapia fish.

7
Best Practice: Niche Market Supply of Micro-greens
to the Hotel & Restaurant Sector
Background
Goodfellow farms produces a wide variety of pesticide-free salad greens, lettuces,
Swiss chards, spinach, arugula, herbs and vegetables such as eggplants, cucumbers,
snow peas and sugar snaps for domestic consumption and supply to the hotel sector.
Field greens are organically grown in soil and high-end greens micro greens using
hydroponics. Goodfellow farms has successfully captured a lucrative market and a
loyal customer base because local and international chefs based in the Bahamas
prefer to use fresh salad greens instead of the imported varieties that do not travel well
during shipping.
Goodfellow Actions
Market Research
The Goodfellows first conducted basic market research to find out what type of
produce was in demand from the tourism sector, what other farmers were supplying,
and what opportunities existed for providing a niche product. Their investigations
revealed that there was a demand for several items including cauliflower, brussel
sprouts and baby lettuce. The next stage of research involved an examination of the
soil conditions on their farm and historical weather patterns to determine which crop
options were most viable. Goodfellow Farms found its niche in supplying fresh micro-
greens to the food service sector – arugula, baby bok choy, spinach and a few specific
culinary herbs.
Farm Management Practices
The Goodfellows apply an integrated farm
management system which features strict
environmental standards, staff that are well trained
and certified, and the use of good agricultural
practices for quality produce. Much attention is
One 11-seed mix has been
named the millionaire s mix
because of the demand for it
from the high-end restaurant
market.

8
paid to the level of cleanliness in all areas
of the operation: in the fields, kitchen,
packaging area, and the store. All staff
members acquire Hazard Analysis &
Critical Control Points (HACCP) training
and certification. These measures have
been implemented so that staff is skilled in
proper food handling and the potential
for food borne illnesses to originate on the
farm is significantly diminished.
The farm is strategically planned so that
the main entrance affords shoppers and
visitors easy access to parking, and leads
straight into the on-site store. There are
separate entrances for tractors, vans and
company vehicles so that staff has
access to the packing and cold storage
facilities.
Indoor and outdoor seating is available
with options for grab-and-go meals or
table service. The farmer‘s residence is
on one side of the farm and a
composting area is at the far end to
avoid odors and contamination.
Compost is mixed with earth from a
specifically designated area on the farm
and turned regularly to minimize the
incidence of rodents and insects. Each key function on the farm has a designated
supervisor. Mrs. Goodfellow manages the financial aspects of the business and Mr.
Goodfellow is responsible for daily operations.

9
Production/Cropping methods
 The cultivation area is kept clean and devoid of weeds. Passages between the
beds are laid with environmentally safe black plastic so that dirt and mud do not
impede access to the beds. This strategy also prevents weeds and precludes the use of
harmful chemicals to stop weed growth.
 Healthy plants are cultivated using healthy soil which is prepared using compost
from the farm. Compost material is placed in two and a half yard sectioned boxes and
contains horse manure as the base, then layered with greens, soil, greens, soil, and
manure. It is compressed and turned in six months, mixed with soil, then utilized after
another three month period.
 Water resource management practices have been implemented to ensure that
the farm uses quality water and that there is no wastage. Water samples were sent to
be tested from the water fields for chlorine levels and pollutants before the irrigation
system was installed.
 Field greens are kept short to avoid the need for spraying. All greens are
inspected and hand sorted to look for bad leaves and worms. The greens are then
carefully washed and dried.
 Micro-greens are susceptible to heavy rainfall and harsh winds therefore they are
covered with overhead hanging nets which provide protection from harsh weather.
 When the temperature falls in October, Goodfellow plants four or five varieties of
gourmet baby lettuce which requires cool weather to grow.

10
Goodfellow Principles of Business
Fifty percent (50%) of production revenues are earned from the micro green market.
International chefs prefer micro-greens to Romaine or Iceberg lettuce because the
micro-greens have exceptional flavors and textures. Goodfellow grows for color,
texture and taste: mizuna, radish, broccoli, amaranth and several other varieties.
Another selling point for these greens is the fact that they are healthy foods rich in anti-
oxidants. Micro-greens are profitable because it is a twelve day crop; twenty-four
crops a year with intensive farming. The standard wholesale price for micro-greens in
the American hotel sector is US$40 per pound. Goodfellow charges one price for local
customers, restaurants and hotels. There is no wholesale versus retail pricing.
Goodfellow Farms does not sell to supermarkets.
Goodfellow Farms‘ produce is sold exclusively in the Bahamas. The Goodfellows made
an executive decision not to export because of the complexities associated with
international certification and costs for cold storage freighting.
The Goodfellow‘s payment rules for customers are simple: cash on delivery, with a
maximum credit of seven days which is reserved for the largest customer. Special or
urgent orders are processed using an afternoon cut which requires cutting the micro
greens in the hot sun for immediate shipment. The Goodfellows expect and prepare for
these types of requests particularly during the winter season when cruise ships abound
in the Bahamas and customers have to pay premium dollars for this type of service.
Greens are sold in high-quality see-through plastic containers with lids branded with the
Goodfellow Farms logo. This is a purposeful measure taken to ensure that the greens
are not compressed en route to the customer‘s private home or to the restaurant
kitchens as they can be in plastic bags. Boxes used for shipment to other islands are
also clearly branded and have brought additional customers to the business. Staff
members provide fast, professional service in the store, and all staff is provided with
branded shirts and caps which enhance the appeal of the Goodfellow trademark.

11
Goodfellow Outcomes
Goodfellow Farms processes about 100lbs of micro-greens per day and is now a multi-
million US dollar business with a solid foothold in the Bahamian hospitality sector. They
are the greengrocers to internationally renowned chefs with major customers in Nassau,
Bahamas including Atlantis Hotel, Albany House Beach Bar & Café, British Colonial
Hilton, Lyford Cay Club, Marley Resort, Old Fort Bay Club, Provance and Villagio. They
also supply mini greens to resorts in Andros Island, Harbour Island and numerous yacht
charters.
The Goodfellows produce a crop that is largely hurricane proof as production could be
back to 100% in just 7 days, even if everything is destroyed. They can count on having a
12-month or year round annual growing season.
Goodfellow Farms has developed into a successful agritourism attraction as the on-site
farm shop and restaurant add even more value to their product portfolio.
The Bahamas Ministry of Agriculture and non-governmental agencies such as FAO and
IICA have acclaimed Goodfellow Farms as a replicable economic model that
demonstrates production efficiency, food quality and making a significant contribution
to national food security.
Goodfellow Lessons
- Ensure that customers pay their bills on time or else find another customer. Do not
supply any more products. If they are asking for 30 or 60 days credit, it usually
means they have a cash flow problem and they represent a high risk for your
business.
- Customers in the hotel and restaurant sector will want to do business with you if
you provide an excellent product that they know they can trust and that is
available when they need it.

12
- Remove junk and old machinery from the property as fast as they become
unusable because this detracts from the attractiveness of your property,
encourages vermin, and is generally not the right environment in which to
provide clean, safe food. The cleaner the farm, the higher the level of
production and the amount of profits that the farm will accrue.
- Keep compost vegetarian – no meat products or eggs – only greens, so that
rodents will not interfere.
- The best method for planting micro-green seeds is to plant half the field every
four days unless there is persistent rain in which case the whole field should be
planted.

13
Goodfellow Farms – Next Steps
The Goodfellows plan to put more of the 60-acre property into production as time
progresses, with firm plans to start cultivating an additional 5 more acres adjacent to
the existing 6 acre plot in 2011. The potential for the farm is extraordinary especially
because between 2003 and 2010 the Goodfellows have purchased 40 acres of the
farmland outright.
Crop diversification is one strategy under consideration and the Goodfellows are
exploring options such as hydroponically grown papayas, melons, and strawberries.
Another proposed venture is an aquaculture tilapia project. Mr. Goodfellow has
successfully tested a floating cage culture in a 10-acre, 8-foot deep, man-made pond
on the property and estimates that the local market can absorb up to 100,000 pounds
of fresh tilapia annually, a quantity which could easily be supported by the on-site
pond.
Long-term benefits of Goodfellow Farms
The Goodfellow project will ensure the sustainable development of youth in agriculture
because there is an apprenticeship scheme which trains young people on the
Goodfellow System of farming through the College of The Bahamas.
The Goodfellow model is also a replicable system for forging trade linkages between
the local agriculture and tourism sectors, for provision of high quality produce, and for
creating an appealing agritourism attraction which enhances the tourism offering in
The Bahamas.

14
2.2 The Sandals Model for Farmer/Hotel
Partnerships – Jamaica
Introduction
Sandals' agricultural programme began
when the hotel in Jamaica forged a
partnership with the Rural Agricultural
Development Authority (RADA) and
farmers in St James, St Ann, St Elizabeth
and Hanover to supply crops to the hotel
chain on a consistent basis.
At that time, the purchasing manager for
the resort found it extremely difficult to find
a source for local, fresh, high quality
vegetables to facilitate the chef‘s menus
and the guests‘ desire for Jamaican food.
The Farmers‘ Programme began in 1996
with 10 farmers supplying 2 hotels. The
initiative steadily grew to the strength of 80
farmers supplying all of the Sandals
properties across the island by 2004.
Today, the array of vegetables supplied to
the hotels by these farmers include red
cabbage, sweet corn, zucchini, yellow
crooked neck squash, red and yellow
sweet peppers, snow peas and salad
tomatoes.

15
Company Overview: Sandals Jamaica & RADA
Sandals Resorts
Sandals Hotels consists of a family of
resorts located in four Caribbean
islands: Jamaica, St. Lucia, Bahamas
and Antigua. There are seven resorts in
Jamaica with 3 in Montego Bay, 2 in
Ocho Rios, 1 in Negril and 1 in
Whitehouse on the South Coast of the
island.
The Sandals manifesto is explicit about
community involvement and considers
the farmers‘ programme as an area
that will have the most sustainable and
positive impact on Jamaican
livelihoods. Through the Sandals
Foundation, their philanthropic arm, the
company provides support for different
community groups through skills training
with certification, mentorship, and
technical assistance. Sandals works
closely with national experts to ensure
that community based projects make a
sustainable difference.
The Rural Agricultural
Development Authority of Jamaica
(RADA)
The Rural Agricultural Development
Authority (RADA) is a statutory body under
the Ministry of Agriculture & Lands. RADA is
Jamaica's chief agricultural extension and
rural development agency.
RADA is charged with the responsibility of
promoting the development of agriculture
in Jamaica, and improving the quality of
life of rural farm families. This agency
provides supplemental social services to
people in rural areas, gives technical
advice to farmers, and functions as an
agricultural marketing information service.
Sandals Jamaica and RADA were able to
form a mutually beneficial partnership
because of their shared vision for
sustainable development.

16
Best Practice: Farmer/Hotel Partnership
Background
The farmer/hotel partnership between Sandals and farmers registered with RADA
involves an arrangement whereby Sandals provides farmers from Mafoota, St James;
Douglas Castle in St Ann; Gillards, St Elizabeth and Santoy in Hanover, with exotic seeds
such as yellow sweet pepper, sweet corn, red cabbage, yellow squash and others on a
crop lien basis. RADA provides the technical assistance for growing the exotic fruits and
vegetables which are then purchased by Sandals, guaranteeing them a ready market.
However, apart from the specialty items, the farmers supply the hotel with other fresh
produce on a daily basis. The range of crops supplied is substantial; these include
bananas, pawpaws, melons, pineapples, cantaloupes, otaheiti apples, naseberries,
mangoes, oranges, grapefruits, tangerines, star apples, June plums, lettuce, tomatoes,
cucumbers, potatoes, yams, dasheens and more.
Sandals/RADA Actions
The Partnership Objectives
The Sandals/RADA programme was developed to improve the working relationship
between farmers and the hotel chain based on the following objectives:
 To improve the quality of produce being sold to the hotels;
 To diversify the types of local produce being purchased by the resorts;
 To develop a proper pricing arrangement between the two entities; and
 To improve the communication links between the two groups.
The Partnership Approach
The programme is founded on a partnership where there is shared risk for investment in
crops, communication and collaboration are key, and accountability and trust
strengthen the overall initiative. The approach requires clear service agreements that
outline how the relationship will work through responsibilities, time and standards.

17
Some elements of this approach include:
- Chefs and management teams pay visits to farms and attend agri-workshops
- Farmers visit hotels to see how their products are used and why Sandals
specifications are important
- Sandals works with RADA to deal with challenges in production, packaging,
distribution and sales with RADA facilitating the necessary training required to
build farmer capacity in these areas
- A farmer extension officer funded by Sandals assists farmers with production, in
addition to RADA and other technical agencies such as IICA and FAO
- Hotels are informed 2 weeks before delivery date as to what crops and volumes
are available.
- Sandals resorts feature local food on their menus.
Sandals/RADA Partnership Outcomes
In the first 3 years of the initiative, farmers‘ sales income increased over 55 times from
US$60,000 to $3.3 million.
 Purchases of watermelon and cantaloupe by one Sandals resort, valued at US$7,200
per month, translates into a monthly income of US$100 per household for 70 different
families in the neighboring community.
 In 2008, Sandals recorded purchases
of over Jam$370 million on local fruit and
produce to supply its luxury branded Sandals
and Beaches resorts across Jamaica.
 Inspired by the Jamaican success,
Sandals is replicating the farming project in St
Lucia, where over 50 farmers are enlisted in the
programme, of which 75 per cent are women.
 Other Jamaican-based chains such
as Holiday Inn and Superclubs have since
commenced similar programmes which promote linkages between farmers and their
hotels in collaboration with the Jamaica Agricultural Society (JAS).
“When you serve local foods
like breadfruit, callaloo, and
other items, ninety percent of
the guests will inquire -- and
they love it,"
Sandals Director of Food and
Beverage.

18
 In 2007, the Sandals programme was selected by the Harvard University
John F Kennedy School of Government in the United States as one of the formal case
studies (best practice) featured at a two-day Economic Opportunity Series.
Lessons Learned from the Sandals/RADA Partnership
1. It is necessary to run pilot projects on a number of farms to test the success of
new/exotic crops and ascertain whether the farmers are able to consistently
supply the hotel.
2. Production challenges caused by lack of irrigation, faulty seeds or extreme
weather events can be handled collaboratively between the growers and the
users; e.g. Sandals helps their farmers to source superior quality seeds and has
also lent support for the purchase of water tanks for irrigation.
3. Packaging is a critical component of the farmers‘ service delivery system.
Farmers need to invest in proper packaging, storage and transportation facilities
to meet the quality standards required by the hotel.
4. Farmers need to understand the business opportunities and market sources that
exist outside of the hotel/farmer programme in order to prepare for situations
such as surplus or glut.
5. Communication between the farmer-marketing representative and the hotel
purchasing managers must be frequent and straightforward to ensure mutual
trust is maintained between parties.
6. The Hotel Chain needs to uphold their commitment to paying farmers within the
specified time with the understanding that small farmers‘ cash flow is limited and
late payments result in financial difficulties on the farms.

19
Next Steps: The Sandals/RADA Partnership
In 2009, Sandals Resorts through the launch of the Sandals Foundation made a public
declaration and commitment to support local farmers through its programme which
focuses on community, education and the environment.
On the other hand, RADA has plans for continuous capacity development of the local
farmers in the areas of Production practices, Post harvest management, Cooperative
Management, Group Dynamics, Record Keeping, Basic Accounting techniques and
Strategic Marketing. The aim is to train farmers to work together and become
managers of their own businesses, and to develop the skills needed to operate on a
profitable basis.
Long-term benefits of the Sandals/RADA Partnership
The Sandals/RADA programme has so far proven to be a sustainable measure for
conserving agricultural resources, and promoting active involvement of farmers in the
development of the local tourism industry. Moreover the linkages forged between the
tourism and agricultural sectors, though this partnership is critical for reducing economic
leakages. The current endeavors to strengthen agriculture and tourism-linkages can be
extended to other economic sectors such as health and wellness, handicraft and agri-
processing.
Overall, this programme will help to diversify the local agriculture sector, boost rural
micro-enterprise development and reduce foreign exchange leakages. As for the local
farmers involved in the project, their entrepreneurial capacity and farming skills will
improve, as well as their level of competitiveness as they get used to producing the
highest quality food. Sandals Resorts on the other hand will tend to benefit by keeping
the 30+% repeat guest rate on account of high levels of tourist satisfaction.

20
2.3 The Nevis Model for Farmer/Hotel
Partnerships
Introduction
Prior to 1990, there was a production-led approach to crop production in Nevis. Farmers
harvested their crops hoping to get them sold instead of producing them for a specific
market. This approach to production changed in 1990 when the completion of the Four
Seasons Resort (FSR), a 5 star hotel, provided an opportunity to revise the Marketing
Approach in Nevis. This revision eventually led to a multi-faceted marketing strategy for
agricultural products. The multi-faceted approach involved joint activities of producers,
research and extension in a closely monitored production and marketing system which
developed into the ‗Nevis Model‘.
The Department of Agriculture, Allied Farming Agencies and the management of the
Four Seasons Resort held discussions about supplying local produce to the hotel. The
hotel management agreed to become involved in an organized marketing
programme and provided information pertaining to vegetable requirements, quantities
needed and the price they were prepared to pay for each product. They welcomed
the opportunity to do business with the farmers as a single entity. Following the initial
discussions between research, extension and the producers, the Nevis Growers
Association (NGA) was formed with 12 members. For the producers, this was a golden
opportunity to focus on supplying produce for a specific market in a Market-Led system
and for all involved to establish an Agri-Tourism Linkage.

21
The Alliance: Nevis Growers Association, Nevis
Department of Agriculture & Four Seasons Resort
The Nevis Growers Association
The Nevis Growers Association is regarded as the pioneer farmers‘ organization in the
Caribbean governments for its efforts to strengthen the linkages between tourism and
agriculture. Since its inception in 1991, membership has grown substantially and the
group became a registered cooperative in 2003. The rebranded Nevis Growers
Cooperative Society was officially launched in 2006 with its mission to facilitate the
marketing of produce for farmers of Nevis through the identification of suitable outlets
and satisfying the needs of such outlets with quality produce.
Nevis Department of Agriculture
The Nevis Department of Agriculture plays an active role in encouraging the public to
depend more on locally produce food. They promote the teaching of agriculture in the
primary and secondary schools. Also, the department champions the use of
technology in the growing process, so that farmers can be more productive and
effective - all with the ultimate goal of increasing the farmer base on Nevis. The
Department consists of an Extension Division which provides technical support for
farmers and the Marketing Division facilitates the sale and distribution of agricultural
products.
The Four Seasons Resort
The Four Seasons Resort in Nevis, a 5 star hotel, has 196 rooms and suites in 12 two-storey
guest buildings. The resort is vital to the agricultural sector on the island because it is the
major client. This reality was emphasized after the passing of Hurricane Omar in 2008
after which the hotel was forced to close due to extensive damages, which placed
some financial strain on farmers because the resort absorbs 90 percent of the farmers‘
produce. Since its re-opening in December of 2010, the hotel has re-established its
relationship with their partners in agriculture.

22
Best Practice: Organized Marketing of Produce
Background
Following meetings with the Nevis Department of Agriculture, and the Four Seasons
Resort in 1991, The Nevis Growers Association agreed to produce six commodities for
the hotel based on the capability of farmers to produce these crops. The commodities
selected were Tomato, Sweet Pepper, Cucumber, Lettuce, Watermelon and
Cantaloupe. Nowadays The Nevis Growers Cooperative Society plays a pivotal role in
marketing farmers produce locally to the Marketing Division where the produce is
graded, processed, packed and dispatched to Four Seasons Resort, other hotels, and
supermarkets. A similar arrangement was established with the livestock producers.
The Alliance in Action
Farmers’ Preparations
Firstly, a planting schedule was developed with the farmers to guide the production of
these six crops. Target quantities of the products per farmer were established based on
quantity requirements from Four Seasons. Farmers were assigned target crops based on
preference and capacity, and dates for planting of crops were decided. In the
beginning stages of the process, The Nevis Growers Association met once per month to
review the production targets and to fine-tune the cropping schedule.
Other matters relating to marketing of produce and the functioning of the group were
also discussed. To facilitate this new production and marketing opportunity, the
Department of Agriculture provided seedlings to farmers when needed, so that
continuous production was achieved ensuring that targets were met. Farmers also
worked closely with agriculture Extension Officers to address any production problems
which arose and which were likely to affect production targets.

23
The Role of the Nevis Department of Agriculture
Orders for produce were sent via fax from the Four Seasons Resort to the Marketing
Division every Monday and Thursday. This information was passed on to the Extension
Division to source the required commodities. The technical staff at the Extension
Division met every Thursday to collate and discuss crop forecasting information. This
forecasting system developed informed Four Seasons, as well as other potential buyers,
of the availability of local produce, and guided the decisions taken regarding import
quotas in Nevis.
The Marketing Division purchased agricultural inputs for sale to farmers and made
arrangements for credit for credit facilities to assist them in obtaining the supplies they
needed. The Department of Agriculture assigned two (2) Extension Officers to collect
the produce from the farmers and transport them to the Marketing Division where they
were washed, graded and labeled. Storage of produce was done in the chill room at
the Marketing Division. The Marketing Division makes a 5% deduction from the monies
received from the sale of the farmers‘ produce as an administrative fee.
Processing of Orders at Four Seasons
Purchasing Officers at the Four Seasons Resort would inspect and weigh the produce
on arrival. The weight was recorded in duplicate –one copy was sent back to the
Marketing Division while the other copy was retained by the Purchasing Department.
The hotel paid for the produce every fortnight and to facilitate the transactions, a
chequing account was opened in the name of Nevis Growers Association with three
signatories: the President and Treasurer of the NGA and the Director of Agriculture.
The Purchasing Manager and the Executive Chef from the Four Seasons Resort met with
the Nevis Growers Association at the start of the production season to discuss the
expectations of the hotel and to confirm their commitment to using local produce. The
Four Seasons formed an MOU with the Nevis Department of Agriculture imposing a two
(2) week lead time to meet required quotas and to make alternative arrangement for
sourcing produce unavailable from the Nevis Growers Association. Each new Executive

24
Chef at the Resort was invited to meet with the Nevis Growers to discuss the established
arrangement and any new strategies that he/she might want to introduce.
The Nevis Model - Outcomes
Records on the output between the Department of Agriculture‘s Marketing Division and
the Four Seasons from 2006 to 2010 indicate that the existence of the Nevis
Growers/Department of Agriculture/Four Seasons alliance has provided a better way of
life for the farming community in the island.
 In 1991, the first year of operation, the Nevis Growers Association sold in excess of
EC$130,000 worth of produce and EC$260,000 worth of meat products to the
Four Seasons Resort. By the year 2002, the value of produce alone sold was
close to EC$600,000
 The Nevis model has led to a change from a production/ supply-driven in
agriculture to a market-led system. Fishermen, bee-keepers, and agri-processors
have since developed similar arrangements with Four Seasons and other hotels
on the island and deepened the ties between agriculture and tourism in Nevis.
 The Marketing Model in Nevis is being used by the FAO and IICA as an example
of how the link could be made between agriculture and tourism. The model has
raised interest for replication in several islands in the Caribbean including
Jamaica, Trinidad and Tobago and Dominica.
Lessons Learned from the Nevis Model
1. Farmers need to have a minimum turnaround time of one week for payment of
produce or else many will have cash flow problems.
2. There must be open communication at all times by all agents involved. Farmers
groups need to meet regularly particularly at specific times of the production
phase. Bi-monthly meetings are recommended for Ministry representatives,
Growers and the Hotel/s to discuss salient issues together.

25
3. Institutionalization of the process is critical to its success. There must be strong
policy support for the plans made and actions taken.
4. Coordination of the process must be done by a team comprising major
stakeholders. Members of this team must have authority to make final decisions.
5. Delinquent farmers should be replaced from the local resource pool as soon as
possible to ensure that assigned quotas are met.
6. The partnership scheme should be flexible to address problems and adjust to
changes.
7. An effective crop forecasting system is essential to the success of the
programme.

26
Next Steps for The Nevis Model
Although the Nevis Model exemplifies a successful partnership amongst farmers, a five-
star Hotel and the Ministry of Agriculture, more work needs to be done on the island to
build collaboration between the Ministry of Tourism and the Ministry of Agriculture for St.
Kitts and Nevis. Tourism can enhance the competitiveness and development of the
agriculture sector, but the two sectors need to collaborate to improve the lives of not
only farmers but of those living in rural communities. National studies have revealed
that there are further opportunities for linking the agriculture and tourism sectors in St.
Kitts and Nevis through rural tourism. For example, Mansa‘ Garden in Nevis and the
Gingerland area have been identified as appropriate for agritourism development.
In January 2011, the Minister of Agriculture began the deliberation process with officials
of Marriott Hotels in St. Kitts to see whether an arrangement analogous to The Nevis
Model can be devised with this entity as it is the single largest hotel facility on the island.
Long-term benefits of The Nevis Model
The far-reaching benefits derived from The Nevis Model include:
 The incentive for sustained cooperation among local farmers and livestock
producers
 A reduced level of dependency on food imports in St. Kitts & Nevis
 The showcasing of locally produced foods to visitors
 Increased awareness in other countries that agritourism partnerships can
successfully function in the Caribbean and that the Nevis Model can be
replicated.

27
2.4 The Oxfam Market
Access Initiative – St.
Lucia
Introduction
The OXFAM initiative originated from a regional
study which found that rural communities in
the Caribbean were not benefiting sufficiently
from tourism, and deduced that creating
linkages between agriculture and tourism in those communities could provide the
solution to the problem. OXFAM selected Saint Lucia for the pilot phase of the market
access initiative (2004 – 2009) because of its strong affinity for both agriculture and
tourism.
On recommendation from the Windward Islands Farmers Association (WINFA), the Belle
Vue Farmers Co-operative was the primary agency chosen to participate in the
program. However, WINFA negotiated to engage three other farmers‘ groups in the
process: Black Bay Small Farmers Association, Grace Farmers Group and Banse Farmers
Group. The Oxfam Market Access Initiative includes three major interlocking elements:
(i) An efficient distribution system in the local market
(ii) Business services to farmers
(iii) A coherent policy framework for trade among stakeholders.
The distribution system is a function of the farmers‘ capacity to supply the required
quantity and quality of local produce to hotels, restaurants and supermarkets on a
timely and consistent basis. Business services including training, credit and market
information enable farmers to take an entrepreneurial approach to their business and
understand the way the market works. The policy framework links agriculture, tourism
and small farmer operations in a manner that is equitable and favorable to national
interests.

28
Dynamics of the Oxfam Partnership
Oxfam GB, as part of its Enterprise
Development Programme (EDP), aims to
overcome barriers to the development
of successful enterprises in a wide
variety of challenging conditions. The
Enterprise Development Programme is
designed to nurture a portfolio of up to
50 small to medium sized businesses
over a five year period, highlighting
initiatives with the greatest potential for
long-term impact and disseminating the
lessons learnt throughout Oxfam
networks. The Enterprise Development
Board approved growth funding for the
initiative in St. Lucia to increase market
share and take the model to other
Caribbean islands.
Belle Vue Farmers’ Co-operative Society
Ltd. is a rurally-based St. Lucian
enterprise that offers hotels an efficient
alternative to fragmented local
purchases and imports, providing fresh,
high-quality agri-produce through its
network of nearly 400 farmers. Belle Vue
was formed in 1984 and became legally
registered as a Co-operative in 1986.
Belle Vue Farmers Co-op markets
produce to the Hotel sector for its
members in collaboration with Black Bay
Farmers‘ Association, Banse Farmers and
Grace Farmers under an informal
association called the St. Lucian Farmers
Association. Belle Vue focuses on the
tourism sector, whilst the other groups
focus on the Supermarket and
restaurant sectors. This informal
association has been working closely
together for the past five years.
Windward Islands Farmers Association
(WINFA) is responsible for the farmers‘
training, production planning, and
capacity building elements of the
programme. EDP funds will be
managed by WINFA through financial
institutions.
Caribbean Policy Development Centre
(CPDC) has responsibility for brand
development, marketing support and
regional policy engagement and
campaigning.

29
Best Practice: Increasing Market Access in the
Tourism Industry Using a Business Approach to
Agriculture
Background
Oxfam submits that developing a farmer-owned business which enables trade of fresh
produce into St. Lucian hotels will demonstrate how tourism, as the largest economic
sector in the Caribbean, can contribute to poverty reduction through agricultural
development. The Oxfam Market Initiative was introduced in St. Lucia on the premise
that when a profitable farmer-owned business is developed, combined with supporting
policies and services, broader change through replication will occur across other
Caribbean islands.
Programme Actions – Implementing the Market Access Initiative
As a critical first step, Oxfam spent 18 months conducting a multi-stakeholder dialogue
and information gathering process in St Lucia, interacting with representatives from
hotels, government, NGOs and farmers. Secondly a large multi-stakeholder meeting
was held giving different agents an opportunity to communicate and to understand
each other‘s perspectives. Following this forum, a Programme Development Committee
was set up, including private sector and civil society representatives.
The committee and project implementers worked through the existing market model to
analyze the situation, identify problems and devise solutions. The team recognized that
there was a lack of effective domestic supply chains; historically poor quality and
inconsistent supply of local produce; and inadequate business support services for
producers. The hoteliers complained of a lack of incentives and reliable supply chains
to ‗buy local‘.
Other issues identified for tackling within the programme were communication, joint
problem solving, and lobbying for a more coherent trade policy framework. Based on
this analysis, the objectives of the Oxfam Market Access Initiative in St. Lucia were to:

30
 Increase trade in local fresh produce by developing hotel demand and
increasing production capacity of farmers
 Develop efficient St. Lucian enterprises operating in farmers‘ interests that trade
commercially with the tourism sector
 Create links between the private sector, small farmers and the government
 Advocate for a supportive national and regional trade policy framework
 Promote replication in other Caribbean states
Building the farmers’ enterprise - Belle Vue Farmers’ Co-operative Society Ltd.
Key activities for achieving Oxfam‘s vision for the farmers‘ enterprise included the
following:
- Strengthening the marketing function by having a member of the co-op focus
on brand development, increasing market share, and marketing materials
- Working with local and international tour operators to promote Belle Vue to all of
its hotels, while also working through the St. Lucia Hotel Association to educate
chefs about the benefits of purchasing local produce
- Providing training and mentoring to a further 400 farmers, current farmers‘ groups
and staff, to facilitate the adoption of best practices across all business functions,
e.g. procurement, production planning, post-harvest handling, accounting, etc.
- Improving access to financing to enable expansion (Oxfam created a buffer
fund to cover debts incurred while awaiting payment from hotels and to
facilitate market expansion)
- Improving the post harvest, storage and distribution system of the co-op
Making a social impact
Oxfam collaborated with WINFA to ensure that the Market Access Initiative fostered an
enabling environment for women‘s participation and leadership in the business
development process.
Activities to achieve market impact
The Oxfam led team engaged in the following activities to specifically address
marketing of the farmers co-operative and their products:

31
- Hosting promotional and educational events to build the reputation of the
business
- Actively lobbying national government agencies and the hotel sector to support
local produce
Market Access - Outcomes
The outcomes of the St Lucia project include improved access to local food markets for
hotels, leading to a 20% increase in sale of local produce. The project gained support
from 12 hotels in addition to the original one (Sandals, St. Lucia) that had pledged
participation in the programme from its inception. There were direct benefits to 400
households, made up 1,600 people, of which 40% were women. Over 1,000 thousand
farmers were directly involved in the food production for the market access initiative.
In 2007, the Caribbean Policy Development Centre (CPDC) in collaboration with Oxfam
GB and the Windward Island Farmers‘ Association (WINFA) launched the Farm Fresh
brand/logo as part of the Market Access Initiative to create, develop and promote a
buy-local and labeling campaign. This activity sensitized both visiting and national
consumers of the cooperative‘s products and at the same time helped to build brand
awareness and customer loyalty.
An evaluation of the initiative revealed that the hotels, supermarkets, credit unions and
farmers were satisfied that the initiative had brought greater benefits to all of them via
increased supplies, increased business by farmers and better services for farmers.
Lessons Learned from the Initiative
 The Oxfam Programme implementers concluded that the key to increasing
market access and scaling up farmers‘ businesses across the Caribbean was
NOT a straight replication of the St. Lucia model, but creating the ‗market
conditions‘ that allow for duplication of similar solutions through existing
institutions across the Caribbean.

32
 Promotion of regional trade was an important element of success. It was
important to demonstrate that a single Caribbean market can support
Caribbean farmers. Replication by hotels (‗business to business‘) was also seen as
a critical factor.
 Advocacy was identified as an important element – particularly with the
Caribbean Community (CARICOM), the Caribbean Hotel Association and the
Caribbean Tourism Organization.
 Producer organizations must run on viable business models. For example the Belle
Vue Farmers Cooperative Society Ltd. is not as run or regarded as a
‗development project‘, but as a business.
 It is essential to foster trust and the acceptance of the private sector in the
region. The whole process was assisted by participants from the private and
public domain who agreed to differ on certain matters.

33
The Oxfam Market Access Initiative in St. Lucia –
Next Steps
Oxfam GB, in their 2010 annual report, revealed that in the last 12 months, there has
been very little expenditure on Oxfam-funded activities in St. Lucia. Due to the
economic recession, Oxfam had to close down its Caribbean offices, leaving no
permanent local staff to support the project. Despite these difficulties, the Belle Vue
Farmers Cooperative Society Ltd. managed a small growth in sales in 2009 and has
been successfully diversifying into other markets, indicating that the business has the
potential to survive. Oxfam has also shared lessons learned to date with agencies on
other islands since the idea of building links between local farmers and the hotel
industry has gained some credence in the region.
Long-term benefits of The Oxfam Market Access Initiative
 The Belle Vue Farmers Co-operative has developed strong links with the Ministry
of Agriculture, the Department of Co-operatives, tourism stakeholders, and
community based organizations, keeping the opportunities for trade open.
 Presently, the Co-operative is engaged in negotiations with the St. Lucia
Government to acquire 150 acres of good agricultural land for its members. The
organization is also promoting youth involvement in agriculture and has adopted
the agriculture projects of three (3) secondary and four (4) primary schools in the
area. Inputs are being provided for these school gardens and produce will be
marketed by the Co-operative.
 The Market Access Initiative has strengthened the marketing arrangements for 4
farmers groups, the local hotel sector, food supply agents and supermarkets.
 The farmers involved in the programme have significantly improved their farming
techniques, production methods, and post harvest handling to meet the quality
requirements for fruits, vegetables, and select root tubers presented to the
targeted markets.

35
FARM-BASED AGRITOURISM
EXPERIENCES

36
3.1 Three Rivers Eco Lodge– Dominica
Introduction
3 Rivers Eco Lodge is set on 9.5
acres of land in the south
eastern part of Dominica in a
valley where three rivers meet.
The property, which features
cottages surrounded by
organic gardens, was formerly
a banana plantation which
was ruined by excessive use of
chemicals.
The Lodge offers a number of
community based activities
and showcases
environmentally sound practices. The owners also host free school visits and give
guided tours and workshops on renewable energy, organic farming, and the
sustainable lifestyle in general.
When 3 Rivers Eco Lodge opened at the end of January 2002, the property had just one
cottage. In 2004, some of the rainforest at the back of 3 Rivers went up for sale, and the
owner purchased some of this land partially to fulfill a moral obligation to prevent the
area from deforestation which had already commenced; and because he saw an
opportunity to enhance the 3 Rivers Eco Lodge experience.
Presently, 3 Rivers Eco Lodge is merged with the attained part of Rosalie Forest to form
what is now known as Rosalie Forest / 3 Rivers Eco Lodge. The accommodations include
3 self contained apartments, a vacation cottage, and the Rosalie Eco Forest Retreat
with natural, rustic bamboo tree houses and cabins.

37
3 Rivers Eco Lodge – Company Overview
The 3 Rivers Eco Lodge lives by a
fundamental goal: to live in harmony
with, and have as little harmful impact
as possible, on the unspoiled natural
beauty of its surroundings and
community. Jem Winston, co-owner and
manager of the lodge is committed to
protecting and enhancing the
environment for guests, as well as the
residents of the local community. Given
these goals, every aspect of the
management of the hotel has the
environment in mind. The company’s
aim is to supply their guests and
themselves with as much natural food
as possible, to show visitors the variety of
foods available locally, and illustrate
how they grow. To this end, crops at 3
Rivers Eco Lodge are labeled, all of their
gardens are organic, and farming plots
with vegetables are spread out over the
entire site. Another important aspect of
3 River’s philosophy is to involve the
local community. 3 Rivers employees
are all from nearby local villages who
they train in sustainable living. The hotel
owners feel that community-based
tourism is essential in order to ensure that
their neighbors and members of
surrounding communities benefit from
the hotel‘s existence. Consequently,
the hotel offers a number of local
community based activities for the
visitors‘ enjoyment which help many
native people earn money to provide
for their families. These activities give
guests a chance to experience
authentic Dominican lifestyles and
ensure that the revenues accrued from
their tourism exploits at 3 Rivers Eco
Lodge are filtered right down to the
grassroots level.

38
Best Practices – Natural Farming, Sustainable Living
& Community Involvement
Background
The mission statement at Rosalie Forest/3 Rivers Eco Lodge is "protecting and enhancing
the environment for guests and the residents of the local community." The owners‘ aim
was to create a small, friendly place, surrounded by natural beauty, with pleasant staff,
where anyone on any budget can feel comfortable. The business portfolio for 3 Rivers
Eco Lodge consists of:
(i) eco-conservation - which attracts a specific type of visitor to the place
(ii) tourist accommodations that are cohesive with the natural environment
(iii) edutainment – for visitors and locals on organic farming and sustainable
living.
3 Rivers Eco Lodge Actions
Natural Farming
All of the gardens at 3 Rivers are organic and use a rotating four compost bin system.
Over a hundred fruit bearing trees were planted on site in addition to the vegetable
plots. The natural farm also has several vines that bear Kiwi fruit, passion fruit, cucumber
and christophine. Apart from the compost used to provide nourishment for its gardens,
3 Rivers uses various forms of organic pest control, using some of their crops to deter the
pests, such as papaya to attract the slugs away from the greens, and seasoning
pepper and garlic spray to deter other bugs. Most of the vegetables served in the
restaurant on site are grown on property; the rest is acquired from nearby farms. The
aim is to supply employees and guests with as much natural food as possible, and to
show visitors the variety of foods available locally, and how they grow. To this end, 3
Rivers Eco Lodge labels their crops. They also provide an opportunity for guests to spend
½ day on a dasheen and root vegetable farm learning traditional farming methods or
½ day on an organic herb farm discovering traditional herbal medicines & remedies,
and tasting various bush teas.

39
Sustainable Living
3 Rivers Eco Lodge upholds a strict environmental and social sustainability policy. The
sun powers the entire property including the water supply which is pumped from the
river using a solar powered pump. The solar pump works in silence to avoid disturbing
the surrounding natural habitats. Hydro power is used for the main property and a wind
turbine powers forest accommodations. To minimize water consumption, gray water is
treated and then re-used in the organic gardens; campers use dry toilets. A damaged
water tank has been recycled for use as an eco shower unit.
3 Rivers composts all kitchen and garden waste, and uses that compost to grow as
much organic food as possible without the use of chemicals or fertilizers. Another
innovation for sustainable living is the modification of a pickup truck that has been
retrofitted to run on used vegetable oil as well as diesel fuel. With the ‗cooking oil truck‘
3 Rivers Eco Lodge has reduced harmful emissions by some 93%, and is able to re-cycle
oil that had been previously discarded by local restaurants in local rivers and ravines.
Whenever possible, the Eco Lodge avoids purchasing packaged goods. The property
shops locally, recycles and uses biodegradable products, and tries to keep waste
products to a minimum. Water, electricity, gas, solid waste and paper consumption are
monitored daily to continuously find new ways of reducing usage. All soaps, washing
liquids and cleaning products are eco friendly and biodegradable. No chemicals
whatsoever are used on land or anywhere else.
Community Involvement
In keeping with its social policy, 3 Rivers Eco Lodge works closely with the local village
councils to offer a number of community based activities for their guests. Additionally,
the owners have organized a community homestay programme where visitors can
spend one night with a local family to experience real village life; the host family
receives an income for their time. The nearest village to 3 Rivers is Grand Fond, with a
population of around 1,000 persons. Other communities that benefit from 3 Rivers
community programme include, Petite Soufriere and Riviere Cyrique.

40
Some of the options for the community life package administered by 3 Rivers, apart
from the organic farming experiences involve:
 coffee and cocoa picking, peeling, fermenting and drying on two local
plantations
 spending ½ day in the local village primary school : getting to know the children,
sharing experiences with them, and learning the local history
 an evening of culture learning traditional dancing and how to play Dominican
Jinnping music
 spending ½ day harvesting coconuts & bamboo or learning how to make
traditional coconut & bamboo crafts
 helping with local eco-trail development.
3 Rivers Outcomes
The social and environmental programme created by 3 Rivers Eco Lodge has been
applauded and recognized as a best practice model for hoteliers In the Caribbean
hospitality industry, and for tourism entrepreneurs worldwide. 3 Rivers has successfully
created the ideal green holiday getaway and was voted into the top ten of the Green
Globe 21‘s "2004 Best Practices Award".
In October 2008, 3 Rivers was featured in the National Geographic Adventure
Magazine -Top island Lodges. In 2006, 3 Rivers Eco Lodge was awarded, for the second
year running the most prestigious American Express and Caribbean Hotel Association
Caribbean Environmental Award and in December 2005, Green Globe 21 awarded 3
Rivers its champion of the month award in recognition of its work for sustainable
development in Dominica.
Lessons Learned from the 3 Rivers Programme
 The manager/owner of 3 Rivers, Jem Winston, revealed that most of the eco
policies for the property are easy to maintain. His most significant challenge to
staying green is termites. If they are caught before they eat the wood, the

41
solution is to pour [eco-friendly] vinegar on the foundations. However,
occasionally they are discovered when they are already in the wood, and 3
Rivers has had to use chemical products to stop them. The alternative is to lose
the entire house. It is the only non-eco exception for which the 3 Rivers team is
actively looking for a viable solution.
 Sustainability goes beyond being environmentally sound; it should include
economic stability by investing in education and the welfare of the local
population.
 Cultural preservation is critical to staving off the effects of rapid development
and the influence of foreign customs. Guests at Rosalie Forest Eco Lodge
experience the effects of the lodge‘s community sustainability policy through
activities such as the local village bands that perform weekly and the indigenous
Carib people pressing sugar cane and roasting cacao beans.

42
Three Rivers Eco Lodge – Next Steps
One of the goals of 3 Rivers is to be completely self-sufficient with regards to fruit and
vegetable production in the near future. Also, the Eco lodge plans to go beyond
conventional environmental laws and regulations as part of their own programme. 3
Rivers is committed to reviewing their policies and practices annually and to
communicate relevant information to all stakeholders: guests, locals and government
officials. The company hopes to help Dominica retain its relatively unspoilt environment,
and move into a greener future.
Long-term benefits of The 3 Rivers Eco Lodge Programme
 The 3 Rivers Eco Lodge provides an authentic Dominican experience for guests
that is specifically tailored to their interests. This makes the lodge "A Green Home
away from home" for environmentally conscious visitors that will more than likely
visit again or recommend the place to others.
 The Eco Lodge has developed strong, long-term relationships with staff and
indigenous community members who directly benefit from training programmes
(farming, sustainable energy) and income generating activities facilitated by the
property.
 The use of solar and hydro power at 3 Rivers addresses natural-resource
depletion, energy consumption, threatened ecology patterns and places
greater focus on the health of its guests and employees through organic farming
methods.

43
3.2 Belmont Estate – Grenada
Introduction
Belmont Estate is a fully functional
17th century nutmeg and cocoa
plantation located in the green
mountains between the parishes of
St. Patrick and St. Andrew in the
northeast corner of the Grenada.
The 300-year-old estate offers
visitors an opportunity to
participate in tours that include
visits to the on-site organic farm,
gardens, heritage museum, and cocoa processing facilities. The restaurant on Belmont
Estate specializes in traditional Grenadian cuisine and offers a plantation buffet created
with ingredients grown on the estate along with locally sourced vegetables and meat.
The business is owned and managed by Shadel Nyack-Compton, whose grand-parents
were the first Grenadians of East Indian descent to own an estate in Grenada. The
agricultural estate was purchased in 1944, and transformed in April 2002 using an
integrated program which involved cultural and culinary elements in addition to the
agricultural production. The initiative started with a small thatched restaurant with 20
seats. Within a year, it was upgraded to seat 110 because of the demand from locals
and tourists. Although the visitor infrastructure and tree crops were destroyed by
Hurricane Ivan in 2004 and sustained further damages in 2005 when hurricane Emily
devastated the island, farm operations continued.
The agritourism component of the business was closed for three years after hurricane
Ivan and re-opened in 2007. The refurbished restaurant seats 250 persons and is used to
host special functions like family reunions, weddings, anniversaries and other functions.

44
Belmont Estate – Company Overview
The Belmont Estate Group consists of two
companies: Nyack and Company
Limited and Belmont Plantation
Company Limited. Nyack and
Company Limited (1998) owns and
operates the Belmont Estate farm, a 400
acre estate which includes two
properties: 200 acres in the Belmont,
Hermitage area of St. Patrick consisting
mostly of the organic cocoa cultivation,
and 200 acres situated in Coubarrie, St.
Andrew, consisting mainly of nutmeg
cultivation.
The sister company, Belmont Plantation
Company Limited (2002) is responsible
for the tourism operations, to include the
restaurant, tours, produce shop, cultural
entertainment, museum and other
subsidiary activities. Both companies
work jointly, Nyack & Company Limited
in the farm operations, and Belmont
Plantation Company Limited in the
tourism sector operations to create the
agritourism business known and
marketed as Belmont Estate. The farm
operations are divided into the organic
cocoa production, cocoa processing,
nutmeg production, fruit and vegetable
production, horticulture, nursery and
plant production and value added
product production.
As part of its core business, Belmont
Estate has formed a strategic alliance
with The Grenada Chocolate Company,
to make dark organic chocolate.
Belmont Estate, as well as The Grenada
Chocolate Company, are Farmers Co-
operative Society Ltd., which grows
organic cocoa to make the product.
The co-operative consists of twelve
farmers with organic certification from
the German-based company Ceres.

45
Best Practice – Farm Diversification
Background
The management of Belmont Estate saw an opportunity for transforming its traditional
agricultural operation into an agritourism business that can create significant value for
its shareholders and stakeholders. Consequently, a strategic direction and a unique
value proposition were developed. As a first step, management conducted an
assessment of the local and international business environment in order to develop a
framework to support a new strategic direction for Belmont Estate.
The Belmont Estate agritourism experience was conceptualized with a view to offering
visitors a unique perspective of Grenadian agriculture, food processing, and rural life,
and to share the value-added initiatives that were being implemented at the
plantation. The Belmont Estate philosophy is based on commitment to providing an
enriching experience to discerning agritourism customers, corporate responsibility to the
people in surrounding communities, and preservation of the physical environment. Their
vision is to be the premier attraction of choice for agritourists.
The mission of this organization is:
To build a successful and dynamic company with a character of sound integrity,
exceptional ethical conduct and resolute responsibility to our community, physical
environment, staff and associates, and dedicated to generating profits for stakeholders
and superior products and services to customers.
Belmont Estate products and services include:
 Agricultural outputs: - cocoa, nutmegs, fruits and legumes
 A plantation tour, Museum tour, Garden tour and petting facility
 Conference room, Craft co-operative, Credit Union
 Restaurant, Gift shop, Produce stall, Plant nursery, Goat dairy
The Estate is also a venue for community based cultural events and special functions.

46
Belmont Estate Actions
Belmont Estate’s Strategic Plan for Diversification
Belmont Estate‘s vision is to be the premier agritourism attraction in Grenada. Based on
market analysis, the strategic plan for diversification focused on four functional areas:
 food production
 guest services
 sales and advertising
 customer service and support.
The strategy involved restructuring Belmont Estate‘s offerings to cater to a broad range
of tourism consumers, especially locals. By diversifying its customers, The Estate sought to
minimize the impacts that fluctuations in international visitor arrivals might have on the
business.
Belmont Estate Food Production
Food production at Belmont Estate is divided into three activities:
1) agricultural production on the farm (fresh fruits, herbs, vegetables, and spices)
2) value added food production of specialty items such as organic chocolate,
goat dairy products, confectionaries, jams, jellies and teas; and
3) restaurant food production.
For agricultural production, Belmont Estate strives to use best practices for organic
farming; specifically fertilizer application, disease prevention, field management and
crop rotation. The value added products are all created utilizing fruits and vegetables
grown on the estate.
Belmont Estate‘s branded chutneys, preserves, goat cheese, in addition to a wide
selection of produce, herbs, spices, plants and flowers are marketed through on-farm
sales or customers can place orders for delivery. The restaurant observes strict rules for
food preparation, quality and taste for compliance with HACCP standards.

47
Belmont Estate Guest Services, Customer Service and Support
The main objective of Belmont Estate‘s Guest Services strategy is to offer visitors and
locals the best option on the island for food, agritainment and agricultural products.
Their strategy for ensuring that guests have an exceptional agritourism experience is
assured by investing in constant training and development opportunities for
management and staff.
Belmont Estate Sales and Marketing
One of the measures that Belmont Estate put into place to reflect the new strategic
direction of the company was an attractive website (www.belmontestate.net) which
highlights all of their products, services, charitable work, and environmental
contributions. Additionally, Belmont Estate pays close attention to branding their
products and services with a view to communicating to their customers a message of
outstanding quality products and extraordinary agritourism experiences.
Belmont Estate Outcomes
 The agritourism experience at Belmont Estate is featured in a Guideline for Good
Practice Guide (2006) sponsored by the UK Travel Foundation and published by
the Pro-Poor Tourism Partnership and the Caribbean Tourism Organization. The
text is entitled Making Tourism Count for the Local Economy in the Caribbean,
and the Belmont tour is used as a working example of how to turn the cocoa
bean into a full day out by developing an excursion.
 In 2010 Belmont Estate was awarded the Grenada Chamber of Industry and
Commerce 2010 Award for ‗Environmental Excellence‘.
Lessons Learned from Belmont Estate
 The management of Belmont Estate regarded the massive destruction caused
by Hurricane Ivan as an opportunity to redesign the business from the ground up.
For example, the company invested approximately U.S. $1.2million in the

48
rehabilitation of agricultural fields and the re-construction of the buildings and
other infrastructure to upgrade and revamp the farm.
 The Estate experienced a 50 percent drop in agricultural production after
Hurricane Ivan, which resulted in significantly reduced revenue. This situation
forced the company to rethink how the enterprise can remain successful given
this new reality. Consequently, Belmont Estate added agritourism initiatives to its
operations to supplement the farming income and to help regain its economic
position.
 Belmont Estate carefully measures the contributions of the different enterprises to
their overall profitability in order to ascertain the return on investment for each
enterprise, and to help them to effectively use funds and other resources.
 Some of the barriers that new agripreneurs wanting to develop an agritourism
enterprise may encounter are: high start up costs, lack of funding from traditional
financial institutions for local farming projects, the need for large acreages of
land which is not readily available; shortage of labor for agricultural farm
projects; the time required for the establishment of new tourism-based initiatives
while still running the regular farm operation.

49
Next Steps for Belmont Estate
Belmont Estate aims to increase the yield per acre of crops and try to increase farm
income by 100% within the next few years. The plan is to diversify fields with other
varieties of fruit and crops, and to completely cultivate the entire estate with tree crops
and food crops, except for areas already kept as forest reserves. The company also
intends to implement a food security program so that Belmont Estate will be 95%
sufficient in providing the restaurant with food, rice, wheat products and other items
that can be grown locally.
Long-term benefits of Belmont Estate Agritourism Initiative
The Belmont Estate agritourism experience provides an incomparable medium for
sharing Grenada‘s agricultural heritage with visitors and for preserving cultural traditions
for locals. The business supports farmers in the surrounding communities and provides
rural people with employment. The Belmont Estate Group is therefore a significant
contributor to rural development in the parishes of St. Patrick and St. Andrew where the
farms are located.

50
3.3 Tri-Lake Communities Project – Guyana
Introduction
The Tri-Lake Amerindian communities
of Capoey, Mainstay and
Tapacuma, located on the
Essequibo Coast in Region 2
(Pomeroon/Supenaam), are rapidly
developing Amerindian
communities where advancement is
constantly taking place.
Traditionally, the main activity of the
people of the Mainstay/Whyaka
community is farming of organic
pineapples, at Tapacuma the main
focus is on cassava, while at
Capoey the main stream activity is
craft.
In 2005, the Tri-Lake communities were provided with support from the W.K. Kellogg
Foundation, a non-profit foundation aimed at supporting the development of rural
communities, to expand their entrepreneurial skills and income-generating activities to
the value of US$95,000. This venture coincided with the OAS-funded project themed
―Strengthening of the Tourism Sector through the development of linkages with the
Agricultural Sector in the Caribbean‖ administered by the Inter-American Institute for
Cooperation on Agriculture (IICA). Together, these 3-year projects aimed to maximize
the opportunities for linking agriculture and tourism to foster and promote income
generation in the Amerindian communities.

51
the tri-lake communities – an Overview
Capoey village is a small, breezy
community situated near to Capoey
Lake. The community was founded
several decades ago when several
families of Amerindian descent, mainly
from the Arawak tribe, settled there.
Capoey has a number of historical
places and features of interest to offer
visitors including the five Christian
churches within the community as well
as the small beach-side locations along
parts of the nearby lake.
Approximately 385 people live in
Capoey. The community is accessible
by road and boat: one has to travel
along a two-mile long road which
branches off from the Essequibo Public
Road followed by boat across the
Capoey Lake to reach the village.
The community is governed by a seven-
member village council with the Toshao
at its helm, that person being
constitutionally elected every two years.
The Amerindian reservation named
Whyaka is a thirteen square-mile
Amerindian community where mostly
Arawaks live. The Arawaks also first
inhabited the Mainstay area. It was
called ‗Quacabuka‘ meaning ‗in-
between.‘ There is a pineapple canning
facility at Mainstay-Whyaka. Mainstay,
has a population of approximately 460.
Mainstay Lake, which features a half-
mile stretch of white sand at the edge
of the lake, is a natural attraction.
Tapacuma (also known as Tapakuma) is
a quiet community which embodies the
largest lake in Essequibo, measuring
seven kilometers in width and about in
22 kilometers in circumference. The
area has several places of interest
including Wong‘s Hill that overlooks the
lake, and the Dawa pump station which
was constructed in 1961 and sits in the
middle of the Tapakuma River. The latter
is a display of extraordinary engineering
skills. This Amerindian community
produces pineapples and cassava. It
also supplies lumber, furniture and
handicraft.

52
best practice – capitalizing on investment
opportunities
Background
The main focus of the W.K. Kellogg Foundation/IICA Tri-Lakes Project was to enhance
the income-generating capability of the communities using the indigenous knowledge,
practices and ideals of the Amerindian inhabitants. As part of the project, an in-depth
study of how to promote and increase linkages to create economic opportunities for
the Tri-lake communities of Mainstay/Whyaka, Tapacuma and Lake Capoey, as well as
how to enhance the sustainable development of agriculture and tourism, was
undertaken. An agritourism inventory was then conducted to highlight the existing
products and services available, identify opportunities for agribusiness development,
and assess the potential market demand. Residents were exposed to training which
focused on capacity building, best practices in agro-tourism, good environmental
practices, management and food processing.
Tri-Lake Communities’ Actions
Farmers in the Tri-Lakes area previously used slash and burn methods to prepare soil for
pineapple and cash crop cultivation. Through technical support provided by the W.K.
Kellogg Foundation/IICA Tri-Lakes Project, they applied composting methods and
environmental landscape designs that reduced the fallow period for harvested fields
and increased production of organic pineapples. In 2007 a producer organization, The
Tri-Lakes Farmers‘ Association was formed and their members were given training in
organizational management and technical production skills.
The Mainstay Women‘s Development Group, a subset of the Tri-Lakes Farmers‘
Association, launched a Heritage Park on 20 acres of forested land to preserve the
home of numerous trees of medicinal, and also to harness the resources native to each
of the three lake communities. The Heritage Park was inspired and pioneered by 10
Amerindian women, led by the Toshao (Captain) Yvonne Pearson of the

53
Mainstay/Whayaka community who sought to preserve Amerindian cultures and
beliefs, and ensure that a legacy is passed on to the younger generation. A day-long
excursion in the park includes a trek along a five-foot-wide trail hewn out of the jungle
by the women themselves, and edutainment on over 300 species of trees. Plants have
been identified and labeled using both the Amerindian and English names to enlighten
visitors about how they are used for various purposes such as herbal medicines and
natural remedies. For instance, a section of the park, known as the herbal garden
features plants with medicinal values such as ‗Iron Weed‘ used for hypertension
patients; ‗Wild Mara Mara‘ for cleaning sores; ‗Awati‘, a cure for measles and chicken
pox; ‗Black Physic Nut‘ and ‗Black Yari Yari‘ to be chewed for healing snake bites.
Other economic activities undertaken by the Women‘s Development Group are
beekeeping and aquaculture. Members of this association are training to package the
honey and are learning how to utilize the other by-products, for example wax to make
candles and hairdressing products.
In Capoey, project funds were used construct a multi-purpose centre and a village
office. The multi-purpose hall is used to host youth activities and cultural shows, and also
serves as a meeting point for community members.
Tri-Lake Communities’ Outcomes
 The international market for organic pineapples is expanding. As a result, of their
improved technical capacity Tri-Lakes‘ farmers are putting new acres into
production every year and increasing their incomes.
 On account of the W.K. Kellogg Foundation/IICA Tri-Lakes Project, residents of
the three Amerindian communities have been empowered with ideas through
which the communities can individually and collectively work towards sustaining
themselves.

54
 The community has to date benefited significantly from the Tri-lake initiative in
terms of infrastructural development and improved quality of life.
Lessons Learned from the Tri-Lakes Project
 Community based agritourism interventions or projects provide a conducive
environment to demonstrate to key local agencies in the public sector how the
linkages between the agriculture and tourism can help to promote prosperity
within rural communities
 A key component of any agritourism project is to encourage residents of the
participating communities to use the principles of effective resource
management and to promote good environmental practices. This will assist the
communities to develop and maintain sustainable agriculture and tourism
enterprises.
 For any project aimed at enhancing income generation in rural communities to
be viable, there must be a supporting policy framework, legislation, and the
project must have strong leadership/management.

55
the tri-lake communities – next steps
The village committee of Capoey has among its future plans the construction of a guest
house to accommodate persons who are desirous of visiting the community and
remaining overnight. Tapakuma Village Council has embarked on a project to develop
agro-heritage attractions in the community and they are also exploring other agri-
business opportunities. The Amerindian Community of Mainstay-Whyaka, has
established a partnership with Amazon Caribbean Ltd (AMCAR) to move the pineapple
processing business forward.
The vision of the Mainstay-Whyaka leader is that, one day, the people in the community
would be able to manage, own and control the pineapple processing plant. To this
end, the plan is to train the young people of the community in areas such as marketing,
quality control and other technical fields required to assume full control of the
enterprise. Apart from providing training and employment opportunities for youth,
another important element of this plan is to develop a housing scheme which targets
young families as a means of encouraging them to stay in the community.

56
3.4 Green Castle Estate – Jamaica
Introduction
Green Castle Estate is located in in Robins Bay,
St Mary‘s Parish on the North Coast of Jamaica.
The 1,600 acre estate dates back to the 1600′s
with deposits from Taino Indians in select
locations that can be traced back another
1,000 years.
The property is managed by Greencastle
Tropical Study Center (GTSC), a not-for-profit
organization which provides learning
opportunities to students and visitors, and
economic and social benefits to neighboring
rural Jamaican communities, through
integrated conservation, ecotourism,
education and community development.
The owners have formed strategic partnerships
with locals who operate a number of
businesses on the estate including an orchid export company and a coconut oil
production business. Birdwatchers select Green Castle Estate as a prime location for
viewing many of the endemic species on the island, and the Green Castle home is
available for rent. Additionally tours are available of the various businesses being run.
Visitors to the estate can partake of authentic Jamaican food, visits the local market, or
interact with local villagers in Robins Bay.

57
Greencastle tropical study center –
Company Overview
In the 1950‘s Green Castle Estate was
purchased by the MacMillan family.
Descendants of this clan, Mr. Duncan
MacMillan, and his wife Mrs. Nivin
MacMillan wanted to preserve the
natural and cultural heritage of the site
and ensure the property continued to
have a positive impact on the
surrounding communities. In 2005, with
the support of the MacMillan family, the
Greencastle Tropical Study Center
(GTSC) was formed to manage the
property, support preservation of the
Estate, and promote research, tourism
and community development.
On Duncan‘s death in 2006, Mr. Richard
Padgett, a British entrepreneur,
purchased Green Castle Estate. Mr.
Padgett‘s goal is to establish a viable
eco-tourism and health and wellness
experience at Green Castle Estate.
GTSC and Mr. Padgett have formed a
unique partnership to work together to
steward and conserve the natural
beauty of Green Castle while promoting
sustainable tourism. Green Castle Estate
provides the land and cultural assets,
while GTSC provides the framework to
preserve this natural asset for the people
of Jamaica and visitors from around the
world.
The primary purpose of GTSC is to
preserve the natural and cultural
heritage while creating sustainable
educational and economic
development opportunities for the local
community. The sustainable program
involves continued financial viability,
maintenance and improvement of the
ecological health of the property, and
community involvement. The
Greencastle Tropical Study Center
creates entrepreneurial activities and
economic opportunities in the nearby
community, protects the diverse
landscapes and ecosystems of the
property and partners with educational
institutions in Jamaica and other
countries to provide lifetime learning
opportunities.

58
Best practice – GREENCASTLE model for sustainable
agritourism development & land use
Background
Richard Padgett, the owner of Green Castle Estate set out to achieve his goal of
integrating agriculture, local entrepreneurship and education through management
and leadership from Greencastle Tropical Study Center. To this end, Mr. Padgett
created a lessees association on Green Castle by leasing out the various non-lodging
business operations to people in the surrounding community. There are four lessees on
Greencastle: JamOrganix (JOX), GC Orchids, Eastern Livestock Development
Company, and Jack‘s Bay Beach.
The vision of Greencastle Tropical Study Center is to conserve the natural and cultural
heritage of Green Castle Estate by promoting research, education and tourism. GTSC‘s
mission is to manage Green Castle Estate conservation land, provide a ridge to reef
field station for research and teaching, and promote tourism activities all in a manner
that promotes sustainable economic and community development in the Green Castle
Estate environs.
Greencastle Actions
Leasing Arrangements
JamOrganix is an organic food operation leasing a portion of land near the Calabash
Bottom River on Green Castle Estate. The company, which commenced in 2005 and
officially registered in 2007, grows organic fruits, vegetables, and root provisions.
JamOrganix also possesses harvesting rights to reap the various organic tree crops on
Green Castle including cocoa, pimento, and coconuts. They are intent on growing
crops that are compatible with the existing soil composition, climate, and water
availability. To maximize the quality of their products, legume ground covers are utilized
to put nutrients back into the soil and to prevent water evaporation and soil erosion;
integrated pest management strategies are implemented and raised beds are used so

59
that crops will not flood when it rains. JamOrganix also produces 100% organic cold-
pressed coconut oil which is sold locally. In Jamaica there is such a high demand for
coconut oil that Green Castle has never been able to produce enough to export.
G.C. Orchids is one the largest orchid operations in Jamaica. They provide both cut
flowers and potted plants to Jamaican flower shops, florists and hotels. GC Orchids is
owned and operated by Lloyd and Shanet Pringle of Rosend. St. Mary. Their location at
Green Castle Estate features three one-acre shade houses and a one-half acre main
house. The greenhouses are part of the Estate tour open daily for visitors.
Eastern Livestock Development Association Limited was incorporated in 2007 with the
aim of encouraging farmers in the parishes of St. Mary, Portland and St. Thomas to be a
part of the re-building process of the National Herd. The Jamaican Government,
Jamaica Livestock Association Limited, and Jamaica Cattle Breed Societies are
encouraging Jamaican farmers to produce cattle because there is a high demand for
the product; it yields a high return compared to other agricultural products; the price of
imported beef is increasing as is the cost of imported inputs; and locally grown cattle
increases Island food security.
Jack‘s Bay is a small bay inside of Robins Bay located on Green Castle property that
was used in early colonial times as a pier to ship commodity crops to England and the
United States, and to receive slaves from Africa. Today, Jack’s Bay Beach is a private
day-use beach that charges a small fee in exchange for use of the beach and its
amenities. The Lessees of Jack‘s Bay Beach, Gary Smith and Malicia Clarke, as Green
Castle partners operate a seaside cook shop and the day-use facilities.
Conservation and agritourism
A primary focus of the Greencastle Tropical Study Center is sustainable land use: - to
maintain a balance between the health of the ecosystems and the need to create a
viable economic and social use of the land. The existing ecosystem ranges from sea
level to an elevation of 500 feet, and consists primarily of agricultural and livestock

60
production within secondary limestone forest and coastal scrub. Organically certified
tree crops of coconut palm, pimento, cocoa and limes are grown in patches within the
woodlands, maintaining habitat and diversity. A 5-acre reservoir drains into an onsite
stream to provide water for irrigation. The stream flows through a plain used for
agricultural and livestock production to a small river along the Estate‘s border where it
enters Annotto Bay of the Caribbean Sea.
Agritourism experiences at Green Castle Estate include:
 Rental of the Green Castle Estate House
 Tours of the land, coconut oil, orchid operations, and heritage sites
 Swimming and lunch at Jack‘s Bay Beach
 Birding tours and hiking
Research and community outreach
Greencastle Tropical Study Center is utilizing the land at Green Castle Estate to conduct
research in tropical agriculture, biology, terrestrial and aquatic ecology, marine
biology, history, ecotourism and alternative energy. Researchers, professors and
students are encouraged to develop and conduct classes and field experiments on site
depending on their field on expertise.
Additionally, independent travelers, hobbyists and philanthropists can volunteer to the
Greencastle Tropical Study Center mission, while experiencing the warmth and
friendliness of the Jamaican countryside. Volunteer opportunities can vary based on
interest, skills and time available and include activities such as: assisting in the organic
vegetable plot, collecting data for research projects on local flora and fauna, tutoring
3 to 5 year olds in the nearby village in reading or math, conducting beach clean-ups
or participating in tree planting.

61
Greencastle Outcomes
Green Castle Estate has set a strong precedent for applied research in agriculture,
archeology and the biological and ecological sciences. Partnerships have been
cultivated with entities such as the University of the West Indies, the Jamaica Coconut
Board, and the Jamaica Agriculture Development Foundation to research and address
issues at Green Castle Estate that have much broader relevance both within Jamaica
and abroad.
 A collaborative partnership between the University of the West Indies and Murray
State University resulted in archeological digs to study a number of Taino
community sites at Green Castle Estate over a five-year period, from 1999 to
2003
 The Jamaica Coconut Board established five test plots of coconut trees on
Green Castle from 1995 to 1998 to assisting the Board in the fight against Lethal
Yellowing, a fatal coconut palm disease.
 With assistance from the Jamaica Agriculture Development Foundation Sea
Island organic cotton was grown at Green Caste Estate in 2005.
 A number of organic vegetables have been grown as test crops with the support
and assistance of JOAM, the Jamaica Organic Agricultural Movement.
 The University of the West Indies uses Green Castle as a field site for
undergraduate and postgraduate courses offered by the Department of Life
Sciences.
Lessons Learned from the Greencastle Model
 JamOrganix has learned the importance of keeping detailed, accurate records
for the organic certification board. These farmers have also had to experiment
with plant varieties, timing, layout, pest integration, compost and nutrients, and
watering regimes in order to determine which strategies and combination of
strategies produce the highest quality crops.
 Since the estate‘s agricultural operations have been divided, cattle are now
confined to a smaller area which requires more intense pasture management;

62
moving the cattle more often, fencing, and a water system to get water to the
cattle that previously watered in wetlands or rivers.
 Youth in St. Mary‘s parish have responded very positively to training in
greenhouse farming because it is cooler then working in the direct sun and the
work is often not as hard as out in the field.
 Twenty-four hour security is mandatory for effective management of an estate of
these proportions.

63
GREEN CASTLE estate - next steps
Richard Padgett, the owner of Green Castle Estate, has a vision for the property to be
further developed with low-density hotel and residential components that offer tourists
and homeowners an authentic and sustainable opportunity to enjoy the natural beauty
and local culture of Green Castle Estate and its surrounding communities.
Proposed amenities of the development include an eco-resort, spa, restaurant, and
expanded marine facilities, with a focus on health and wellness and the culinary
connection to the land itself. Various development models are under consideration but
all incorporate a strategic partnership with the Greencastle Tropical Study Center and
entrepreneurial partners to create a balance between the for-profit and not-for-profit
stakeholders, with the end goal of long-term land use that is financially, environmentally
and socially sustainable.
GTSC intends to enhance the development project by providing the opportunity to
grant stewardship of land and use of facilities to a registered, independent, not-for-
profit organization with educational, community development and conservation
charters.

66
4.1 Taste T & T – Trinidad & Tobago
Introduction
Trinidad & Tobago‘s culinary traditions are typified
by a rich diversity of foods and unique cooking
styles. In 2005, the Tourism and Industrial
Development Company of Trinidad and Tobago
(TIDCO), recognizing the importance of
indigenous cuisine as one of the main attractions
of the destination, hosted ―Taste T&T – A Festival of
Flavours‖, which was marketed as the ―grandest
culinary festival ever‖.
The inaugural two day event was held in May, in
the country‘s capital, Port of Spain. The festival
featured seven food exhibits which represented
the prime culinary traditions in Trinidad and
Tobago – Caribbean and Latin American fusion, East Indian, Chinese, French, Italian,
Syrian-Lebanese and Tobagonian. Top local chefs provided cuisine of international
calibre, live demonstrations and displays.
A restructured Tourism Development Company Limited (TDC) has since sought to
enhance the Taste T&T brand through a program of local and international initiatives
aimed at increasing appreciation for and awareness of culinary skills. The annual Taste
T&T event now features hundreds of professional and aspiring chefs that take part in
culinary workshops with a focus on chef training, catering, sessions for culinary students
and lecturers, local chefs and persons employed in the culinary industry. The food
festival also highlights the home-grown culinary styling of selected communities, in
addition to which festival patrons can participate in a family fun-day that includes
displays of local crafts and entertainment, as well as a farmers‘ market.

67
The Taste T&T experience
With the recent economic downturn, locals have realized the benefits and pleasures of
domestic tourism. Taste T&T has now become a major community tourism event. The
Tourism Development Company Limited describes the main objectives of the Taste T&T
2010 festival as:
 To deliver a signature culinary event on the regional tourism calendar
 To showcase Trinidad and Tobago‘s diverse culinary offerings
 To highlight the creativity of our nation‘s chefs and community cooks
 To promote Trinidad & Tobago as THE premier culinary tourism destination in the
Caribbean
 To develop opportunities for entrepreneurship and domestic tourism in Trinidad
and Tobago‘s communities.
The 2010 version of Taste T&T changed from hosting the festival over one weekend in
one location, to a month of events in three geographically dispersed and unique
communities – each reflective of the mosaic of cultures inherent to Trinidad and
Tobago. Greater emphasis is now placed on education and community development.
Therefore the live demos featuring master chefs and culinary artists have been
replaced with a programme for developing the skills of persons within the industry who
are preparing to embark on a culinary arts career, and community cooks.
The workshops held in 2010 were led by celebrity chef Rahman ―Rock‖ Harper, season 3
winner of the reality cooking series, ―Gordon Ramsay‘s Hell‘s Kitchen‖ and Danish chef
and restaurateur, Claus Meyer.
A nation-wide, roving community food festival highlighted the home-grown culinary
styling of three communities—Toco, Tunapuna, and Debe/Barrackpore. The creative
preparation of indigenous produce in the community cooking competitions was
designed to encourage more restaurants and consumers to use local produce, thereby
expanding existing markets and developing new opportunities for local farmers.

68
Taste T&T: Lessons learned & future plans
One of the important lessons learned from hosting the Taste T&T Festival is the need to
maintain participation from indigenous culinary experts and local patrons to guarantee
sustainability of the event. Hosting the festival activities out into the different
communities ensures participation from a wider and more diverse audience than when
Taste T&T was first held at the stadium in Port-of-Spain.
Based on the success of Taste T&T Culinary Festival 2010, Trinidad and Tobago will host
an International Culinary Festival in October 2011. This festival, which is expected to
draw top culinary talent from the Caribbean, UK and Europe, will include competitions,
live demonstrations and cultural displays. The event will be a collaborative effort
between the Ministry of Tourism and the Tourism Development Company (TDC) of
Trinidad and Tobago.

Agrotourism Success Cbean Final

Agrotourism Success Cbean Final

Recommended

Recommended

More Related Content

Similar to Agrotourism Success Cbean Final

Similar to Agrotourism Success Cbean Final (20)

More from Jim Webb

More from Jim Webb (20)

Recently uploaded

Recently uploaded (20)

Agrotourism Success Cbean Final