Post on 31-Mar-2015
CPATT
Strategy Articulation
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cpacCPATT
Members/Board of Directors
THE BROAD ENVIRONMENT
Sociocultural InfluencesTechnological Influences
Local and Global Economic Influences Political Influences
THE OPERATING ENVIRONMENT
Academia
Farm Associations
Local Communities
Customers
Financial Institutions
UnionsReligious Groups
Government MinistriesAnd Administration
Business Community
Suppliers
Environmentalist
NGO’s
Conservationist
Local Government
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Current National Food Security Strategy
Ship Food in Foreign Exchange out No Food Security
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CPATT StrategyProduce Locally Ship Locally Food Security Jobs Strong Economic Activity
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UEZ Business Strategy
Plan and develop food production systems and green-services to satisfy
the needs of the people of Trinidad and Tobago
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Identify the foods to be targeted by the UEZ for production in Trinidad and Tobago(SAMPLE)
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$$ KG Target $ Target kg Target Cost of Breakeven Profit
Indicator 2011 2011 20% 20% Year Prod Point $
OTHER BOVINE BONELESS MEAT FROZEN 95,552,209 3,100,383 19,110,442 620,077
OTHER CUTS OF SHEEP WITH BONE FROZEN 51,264,680 1,529,263 10,252,936 305,853
MEAT OF GOATS, FRESH CHILLED FROZEN 49,913,614 3,835,610 9,982,723 767,122
MILK, CREAM, POWDER OR GRANULES 95,702,530 3,515,271 19,140,506 703,054
MILK, CREAM IN POWDER UNSWEETENED 96,287,098 2,912,886 19,257,420 582,577
MAIZE, OTHER (CORN) 150,610,335 53,389,784 30,122,067 10,677,957
OTHER ANIMAL FEED PREPARATIONS 182,157,094 53,022,466 36,431,419 10,604,493
OTHER RAW CANE SUGAR 78,485,255 15,801,369 15,697,051 3,160,274
OTHER SUGAR 245,545,335 42,981,642 49,109,067 8,596,328
“Staples that cannot be produced inEconomic Quantities in Trinidad and Tobago”
• Supporters of Imports say that most of the staples we consume cannot be produced locally or cannot be produced in economic quantities.
• We want to take a critical look at those foods and use our best intelligence to see what can be grown and where possible develop strategies to achieve economic quantities.
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Identify the Optimum amount of foods identified in (6) above that can be produced in Trinidad and Tobago
• Work with U.W.I, U.T.T and other institutions of higher learning to achieve objective.
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Innovation of Food Production (FARM) Systems to meet National needs
• Maximize food production through farms that produce selected (specific) food for both economic and social profits.
• Create economies of scale from small farms through “crop” cooperatives (wheat, maize, barley etc).
• Review tree farm systems in the UEZ to see if multiple crop systems could offer better economic and conservation returns.
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Identify green based services and products that can be produced in T&T• Solar Power• Solar Panels• Solar tubes• Bio-digesters : direct delivery of household
cooking gas• Wind turbines• Eco tourism
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Identify ways to optimize on the arable & non-arable land resources
• Build animal pens on non-arable lands– Consider multiple level pens
• Build green/shade houses on non-arable lands • Produce food on arable lands• Re-evaluate tree farms• Re-evaluate oil reserves• Legislate private land use – eg. Incentive for
use and negative incentive for non-use.1/22/2013 CPATT Secretariat 11
Resources required to produces optimal quantity of foods
• Human resources (identification, attracting, retaining)
• Water ( reservoirs, dams, irrigation systems, flood mitigation;
• Agricultural additives (make or buy decision)• Climate • Planning (production planning)• Capital (identification, availability, prioritization)
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Legislation to Protect Food Production
• Legislate farm lands use – not land use policy• Legislate percentage (%) of g.d.p to food
production – not recurrent expenditure• Legislate emergency food storage• Change Cocoa and Coffee Industry Act -
Purchase and Export of Cocoa. (Chapter 64:20, section 24)
• Protection against Praedial larceny
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Stabilize Food Prices
• Use Food Storage facilities to keep buffer stocks of selected produce and value added foods for the stabilization of prices and income’s of producers (immediate industry stimulus) and for securing Emergency Food for the population.
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Stabilize market and if necessary redesign market to encourage groups to participate
• Stabilize farm income (sustainable models).• Introduce some type of Crop insurance.• Plan annual production of commodities and manage
growth.• Increase the efficiency of agricultural resources.• Consumer food subsidy.• Stabilize consumer price at point of purchase with
guarantees through UEZ operated stores nationwide.
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Increase Efficiency of DistributionSystem (new)
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Domestic Distribution Channel(Old)
• CHAOS
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FARMER
Middleman 1
Wholesale Market Middleman2
Middleman 3
Farmer Roadside
Stall Supermarkets
Other roadside
stalls
CateringCompanies
Municipal Markets
Insure incentive compatibility to discourage strategic manipulation of the market
• Insure equitable distribution of profits amongst participants.– Capture value strategy to be employed in which value is
created and farmers are compensated at each stage of value creation.
– Savings earned through reduced production cost or innovation are passed on to consumers as discounts or rebates (possibly in the form of social programs)
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Build national confidence & encourage Nationals to invest and participate in organized food production
• Transparency throughout project• Invite public discourse on scope of project• Invite public investment in value-added processing and primary
production• Invite communities to invest in ZONE Stores• Create economic space for Women and Community groups (suppliers to
UEZ Stores)• Stimulate activity amongst community associations ( WOMEN-YOUTH )
through innovation in cottage industry.• Develop a strong gender policy for the UEZ.• Work towards I.P.O. of UEZ Shares• Invest heavily in Research and Development• Be competitive (do things first and fast)
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UEZ Stores
• To capture value for producers and processors• To support objective of annual price control at
the point of purchase (savings for consumers)• To insure that all consumers have the
opportunity to benefit from reasonable cost produce
• To insure that quality guarantees to the market are preserved
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Identify the economics and social benefits of conservation, wildlife and green space and capture
its value
• Eco tourism – low impact tourism intended to educate both local and foreign visitors.
• Protection of pollinators such as bees, birds, fish and frogs.• Production of clean air, water, food and shelter at no or very little
monetary cost.• Efficient use of waste generated through human activity• Balanced eco friendly approach to Tree Farming.• Wildlife protection and propagation for human consumption.• Strategies for oil reserve land• Development of Public Parks in farm lands (people should see their food
in production so that their confidence in the industry be developed)• Flood abatement, irrigation and licensed recreation.
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Identify capital investment, exit ramps, breakeven point, revenue projection, cash cows, projects for
social profit & economic profit
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Use of Profits• Research and development – 40%
– Grants and contracts– Endowments – Graduate Fellowships– Technology
• Savings - 20%– New investments– Disaster insurance etc….
• Dividends, Social programs and employee bonus – 40%
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Succession Planning
• Top talent must be recruited and managed for the greater good of the UEZ.
• We will identify and develop potential successors by:– Matching company future needs with aspirations of individual
employees– Help future leaders to understand that time, attention and skill will be
invested in them for the purpose of career development– Challenge and reward talented employees to discourage exploration
of opportunity elsewhere– Develop human resource choices, by identifying who is ready and by
investing in what is necessary to make others ready.
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Preservation of Trust
• To earn trust we must curb corruption, we must not focus on the action’s of the individuals’ but on corrupt systems which lead to asset stripping.
• Our strategic approach is to develop IT to the point where all of the UEZ activities are made available in real time to all stakeholders. Expected result is the enabling of various stakeholders to obtain information of other stakeholders and their activities in the UEZ environment
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Operationalizing an Information-Centric Model
• Strategy Primary Objectives– Enable stakeholders to access high-quality UEZ
information and services in real-time.– Unleash the power of data to spur development
of food and nutritional security system.– Ensure that we begin our NEW economic journey
with the right technology, services and knowledge.
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Information-Centric Model Benefits
• Delivery of better goods and robust services to customers at a low cost.• Mobile devices will aid collaboration and help decision makers to use new
information in the decision making process.• State agencies could utilize real-time information in decision making.• Increased confidence levels for domestic and international investors.• Donors could track grant performance in real-time.• Academics could study, simulate and make early system modification
recommendations• Information would aid transparency, transparency would push back
against asset stripping.
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