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Vegetable producer - problems and solutions
1. Small Scale
Farming in the Caribbean:
Keeley Holder
October 18th, 2012
BARBADOS
NATIONAL
UNION of
FARMERS
Vegetable Producer – Problems & Solutions
2. Barbadian Agriculture
While Barbados economy is considered
“developed”
Barbadian fruit & vegetable industry is
NOT “developed”
It does not enjoy the benefits of a
“developed nation”
It desperately needs developmental
support
3. National Union of Farmers
Not-for-Profit Company
Celebrating 10th Year
Aim:
To bring more professionalism to agriculture
& promote the interests of all members and
others within this sector
Committed to:
Sustainable economic development of
Barbados agricultural sector & Barbadian
farmers.
Enrichment in quality of life of Barbadian
people through fresh healthy foods
4. Key Binding Constraints
1. Limited & Oligopolistic Market
4 Large Buyers > 2000 Small Growers
Unstable Price & Business Relationship
High Incidence Farmers Entering & Exiting Industry
2. Lack of Productivity & Competitiveness
Low Yields
Crop Mismanagement
Inconsistent Quality, Unreliable Supply
3. Cycle of Blame & Distrust; Lack of
Confidence, Cooperation & Interaction
Between Actors
5. A Technical Assistance Solution
ruise & Grocery Value Chain Projec
Well Conceived
Consumer-centric
Avoid Perverse Incentives
Leading Change
6. Value Chain?
“An agreed interaction and sharing of information
between economic actors, providers of services and policy
makers, that is grounded in proper assessment of
production and markets, with joint action plans to
consistently deliver products demanded by consumers that
are of specific quality, highly differentiated or
branded, competitively priced, safe to consume or use and
which will generate equitable and sustainable profit
margins for all concerned.” (Robert Reid, IICA)
7. Cruise & Grocery
Value Chain Project
1. Improving Market Access & Developing
Business Partnerships using Value
Chain Approach
2. Increasing Farmer Competitiveness by
Leading Change & Effective
Knowledge Transfer Methods
3. Institutional Strengthening NUF
4. Knowledge Management & Best
Practices Dissemination
8. Leading Change (HBR – John Kotter)
1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for & Creating Short Term Wins
7. Consolidating Improvements &
Producing Still More Change
8. Institutionalizing New Approaches
9. Knowledge Transfer
Diffusion of Innovation (Strategy used by Extensionists)
Intrinsic Characteristics that Influence Adoption
Building Enough Momentum to be Self-
Sustaining
12. The Demand – Cruise
120,000 lbs exported 2011/2012
BDS $1.2 Million foreign exchange
Super Centre is conduit
Buyers want “Go-to-Guy”
Not just selling produce
MISSED OPPORTUNITY
60,000 lbs MORE requested
Couldn’t meet demand
11 Crops, 10 Herbs desired
Not price competitive
13. Expand Market
Increase Cruise Ship Demand
Tour Cruise Ship
Develop Crop Forecasting Analysis
System
Farmer – Buyer Dispute Resolution
Supermarket Grocery Code of Conduct
Value Chain Upgrading &
Strengthening – Bilateral Meetings
15. Increase Competitiveness
Farmer Field Training
BEST knowledge transfer method
Go To the Farmer
Generate Momentum
Provide Crop Specialist
Immediate Impact (Short-term Win)
Global Exposure
Fruit Logistica, Germany
World Agri Expo, California
19. KM & Best Practices
Integrated Project Communication
Promotional Material for Media
Press Releases
Design of Farmer Materials (online/hard copy)
Develop ICT Platform for Farmers’
Communication
Farmer training in ICTs (Vocational
Training Board)
Develop E-format, Multimedia
Documents for Farmers
25. Financing
Cost: Estimated US $750,000
In Kind Partners – MoA, FAO, IICA
In Cash Partners – IDB-MIF, Super
Centre, Input Suppliers
IDB MIF:
Agenda: Helping Small Farmers to Produce
Higher-Value Products and Access Niche
Markets
27. One More Thing…
“Literacy and managerial capabilities exert a
strong, robust, & statistically significant impact on
export of fresh & processed fruits and vegetables.
This result reflects two facts:
1. Horticulture is a knowledge-intensive business.
2. Success in world markets requires the availability of
a skillful class of entrepreneurs.”
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