Workshop on Small-Scale Farming in the Caribbean: "Vegetable Producer – Problems and Solutions", by Keeley Holder, National Union of Farmers, Barbados.

1. BARBADOS
NATIONAL
UNION of
FARMERS
Small Scale
Farming in the Caribbean:
Vegetable Producer – Problems & Solutions
Keeley Holder
October 18th, 2012

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
1. Lack of Productivity & Competitiveness
 Low Yields
 Crop Mismanagement
 Inconsistent Quality, Unreliable Supply
1. Cycle of Blame & Distrust; Lack of
Confidence, Cooperation & Interaction
Between Actors

5. A Technical Assistance Solution
Cruise & Grocery Value Chain Project
 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

10. COMPONENT 1

11. Expand Market

12. The Demand – Cruise
120,000 lbs exported 2011/2012
BDS $1.2 Million foreign exchange
Super Centre is conduit
MISSED OPPORTUNITY
Buyers wantMORE requested
60,000 lbs “Go-to-Guy”
Not just sellingdemand
Couldn’t meet

 produce
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

14. COMPONENT 2

15. Increase Competitiveness
 Farmer Field Training
 BEST knowledge transfer method
 Go To the Farmer
 Generate Momentum
 Provide Crop Specialist
 Immediate Impact (Short-term Win)
 Global Exposure
 Fruit Logistica, Germany
 World Agri Expo, California

16. COMPONENT 3

17. Strengthening NUF
 Interpret Farmers’ Endowments
 Strengthen Governance Structure
 Revamp Constitution, Bye-laws, Policies &
Procedures
 Training of Farmer Leaders:
 Communication, Negotiation, Contract
management, Strategic planning, Group
dynamics, Leadership, Board governance,
Board management, Time management,
Meeting management, Advocacy and
Lobbying, Fund raising, Branding

18. COMPONENT 4

19. KM & Best Practices
 Integrated Project Communication
 Promotional Material for Media
 Press Releases
 Design of Farmer Materials (online/hard copy)
 Develop ICT Platform for Farmers’
Communication
 Farmer training in ICTs (Vocational
Training Board)
 Develop E-format, Multimedia
Documents for Farmers

20. Why This Strategy?
People Do Business With
People Who They
KNOW, LIKE & TRUST

21. Why This Strategy?
Strong Potential for Replication
In Other Caribbean Countries

22. The Novelty
Unraveling Hidden Complexity
Thinking Outside “Agricultural Box”
 Avoiding the Relevance Paradox
Business Perspective
People-Centred Approach

23. Food Security
FACT:
Exporting achieves food security
HOW:
 Stabilisesprice & business relationship
 Local market not as saturated
 Improves farm productivity, competitiveness

24. Food Security
FACT:
Exporting achieves food security m
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OUTPUT: co nv
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 Better prices
 Higher quality
 Consistency

25. Financing
Cost: Estimated US $750,000
 In Kind Partners – MoA, FAO, IICA
 In Cash Partners – IDB-MIF, Super
Centre, Input Suppliers
 IDB MIF:
 Agenda: Helping Small Farmers to Produce
Higher-Value Products and Access Niche
Markets

26. Financing
Still Need US $500,000

27. One More Thing…
THE WORLD BANK
“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.”