Vegetable producer - problems and solutions
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Small Scale Farming in the Caribbean:
Keeley HolderOctober 18th, 2012
BARBADOS NATIONAL UNION of FARMERS
Vegetable Producer – Problems & Solutions
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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
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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
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Key Binding Constraints1. 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
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A Technical Assistance Solution
Cruise & Grocery Value Chain Project
Well Conceived Consumer-centric Avoid Perverse Incentives Leading Change
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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)
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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
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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
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Knowledge Transfer
Diffusion of Innovation (Strategy used by Extensionists)
Intrinsic Characteristics that Influence Adoption Building Enough Momentum to be Self-
Sustaining
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COMPONENT 1
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Expand Market
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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
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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
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COMPONENT 2
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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
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COMPONENT 3
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Strengthening NUF Interpret Farmers’ Endowments Strengthen Governance Structure
Revamp Constitution, Bye-laws, Policies & Procedures
Training of Farmer Leaders: Communication, Negotiation, Contract
management, Strategic planning, Group dynamics, Leadership, Board governance, Board management, Time management, Meeting management, Advocacy and Lobbying, Fund raising, Branding
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COMPONENT 4
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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
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Why This Strategy?People Do Business With
People Who They
KNOW, LIKE & TRUSTKNOW, LIKE & TRUST
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Why This Strategy?
Strong Potential for Replication In Other Caribbean Countries
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The NoveltyUnraveling Hidden Complexity
Thinking Outside “Agricultural Box” Avoiding the Relevance Paradox
Business Perspective
People-Centred Approach
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Food Security
FACT: Exporting achieves food security
HOW: Stabilises price & business relationship Local market not as saturated Improves farm productivity, competitiveness
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Food Security
FACT: Exporting achieves food security
OUTPUT: Better prices Higher quality Consistency
Unconventional W
isdom
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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
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Financing
Still Need US $500,000
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One More Thing…
“Literacy and managerial capabilities exert a strong, robust, & statistically significant impact
on export of fresh & processed fruits and vegetables. This result reflects two facts:
1.Horticulture is a knowledge-intensive business. 2.Success in world markets requires the
availability of a skillful class of entrepreneurs.”
THE WORLD BANK
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