CaFAN Workplan LAIRD

8/14/2019 CaFAN Workplan LAIRD

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TABLE OF CONTENTS

List of Acronyms 3

1.0 Foreword 6

2.0 Contact Details 7

3.0 Vision and Values 8

4.0 Mission 8

5.0 CaFAN Goal 8

6.0 History of CaFAN 9

7.0 Methodology 10

8.0 Organization of the CaFAN Strategic Plan 12

8.1 Section 1: Contextual Framework 13

8.2 Section 2: Evaluation of CaFAN 14

8.3 Section 3: Strategic Focuses and Details of Strategic Plan 2008-2010 17

9.0 Implementation Strategy 27

Appendix 1: Strategic Framework of Showing Targets of the Strategic Plan 2008-2010

Appendix 2: CaFAN Coordinating Members

Appendix 3: CaFAN Associate Partners

3



LIST OF ACRONYMS AND ABREVIATIONS

ACP African, Caribbean and Pacific States

ASTT Agricultural Society of Trinidad & Tobago

BAS Barbados Agricultural Society

CaFAN Caribbean Farmers Network

CARDI Caribbean Agricultural Research and Development Institute

CARICOM Caribbean Community

CARIFORUM Caribbean Forum of African, Caribbean and Pacific States

CBO Community Based Organizations

CD Compact Disk

CDM Community Disaster Management

CSME Caribbean Single Market and Economy

CTA Technical Centre for Agricultural and Rural Cooperation ACP-EU

C&W Cable and Wireless Company Limited

DVD Digital Video Disk

E Electronic

ECTAD Eastern Caribbean Trading and Agricultural Development Organization

EPA Economic Partnership Agreement

EU European UnionGDP Gross Domestic Product

GRPA Guyana Rice Producers Association

GIS Geographical Information Systems

ICT Information and Communication Technologies

IICA Inter-American Institute for Cooperation on Agriculture

IPM Integrated Pest Management

4

http://www.cta.int/

http://www.cta.int/



JAS Jamaica Agricultural Society

NGO Non-Governmental Organizations

MSN Microsoft Network

MIS Management Information Systems

OECS Organization of Eastern Caribbean States

PR Public Relations

SWOT Strength, Weaknesses, Opportunities and Threats analysis

TV Television

UK United Kingdom

UWI University of the West Indies

WTO World Trade Organization

WWW World Wide Web

4H Youth organization:"H"'s stand for Head, Heart, Hands, and Health.

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1.0 FOREWORD

CaFAN is pleased to present its Strategic Plan for the period 2008 to 2010. The Plan outlines in descriptive detail the scope and

content of its commitment to become the key non-governmental player in the development of agriculture in the Caribbean region. This

Plan envisions the key priorities for the organization and provides a reference framework that will be developed and implemented. Italso provides a framework for interaction between CaFAN and partners and developmental agencies.

Generally, the Strategic Plan seeks to address two essential issues: 1) farmers’ organizations with a weak capacity to represent and

provide their members with the services that are needed to transform the Caribbean agricultural sector 2) The lack of a farming

perspective in public policy initiatives at the national, regional, international and global levels. The main thrust of the Strategic Plantherefore is the strengthening of the institutional capacity of Caribbean Farmers’ organizations to positively impact public policy in the

Caribbean whilst improving the agriculture sector, the quality of life of farmers, and the rural sector.

Implementation of the Strategic Plan will involve cooperation with a variety of stakeholders including developmental organizations,regional agricultural institutions, regional bodies such as CARICOM and OECS, Universities and academic institutions both

regionally and internationally, local farmers’ groups, women’s organizations, youth groups and rural institutions.

This Strategic Plan has benefited from the input of many Farmers’ Associations, Non-Governmental Organizations (NGOs),

participants, government agencies, and regional and international organizations. Noteworthy among these is the contributions of theTechnical Centre for Agriculture and Rural Cooperation (CTA) which provided funding for the preparation of this strategic plan and

technical support in the form of advice and comments throughout the process. The Caribbean Agricultural Research and Development

Institute (CARDI) played a key role through the provision of technical support in developing the strategic process, facilitating theRegional Planning and Preparatory Workshops, and also providing guidance for the preparation and documentation of the Strategic

Plan. The project was also supported by consultant Mr. Barry Innocent who assisted the Caribbean Farmers Network (CaFAN) indeveloping the details of the Strategic Framework, as well as presentations for the Regional Stakeholders Meeting and preparation of

the Strategic Plan Document. Ms. Candice Ramessar provided final edits to this document and guided it towards final publication.

The Strategic Plan 2008-2010 is also available on the CAFAN website www.caribbeanfarmers.org.

CaFAN Executive Committee December 2007



2.0 CONTACT DETAILS

FULL NAME

Caribbean Farmers Network (CAFAN)

POSTAL ADDRESS

P.O. Box 827 Kingstown,

St Vincent and the GrenadinesWest Indies

PHYSICAL ADDRESS

C/O ECTAD

Beachmont

St Vincent and the GrenadinesWest Indies

Telephone: 784-453-1004

Fax: 784-453-1239

Email: [email protected], or [email protected]: http://www.caribbeanfarmers.org

CONTACT PERSONS

Chief Coordinator: Jethro T. Greene

Email: [email protected]

Mobile: 784-431-3138 or 784-593-8604

Office Manager: Nyasha DurrantEmail: [email protected]

President: Senator Norman Grant



3.0 VISION

CAFAN seeks to become the major player in the agricultural development of the Caribbean region by facilitating the development of capacity among national and regional farmers organizations by providing a network for advocacy and lobbying through which farmers

can positively influence policy and decision-making processes that affect the agricultural sector and farmers’ well being. CAFAN will

therefore promote regional cooperation and understanding among farmers’ organizations, agricultural leaders, and the farmingcommunity, thereby repositioning the Caribbean economies in the global business environment.

4.0 MISSION

To enhance the well being and competitiveness of Caribbean farmers through the sustainable development of the agricultural and ruraldevelopment sector and thus contribute to the re-positioning of Caribbean economies.

5.0 CAFAN GOAL

Improve the quality of life for farmers, and especially for small farm families, throughout the Caribbean.

5.1 OBJECTIVES

The objectives of CAFAN are as follows:

• Enhance the ability of Caribbean farmers’ organizations to deliver services to members and also increase intra and extra

regional trade.• Increase communication and exchange of ideas, experiences, resources, information and technology, between and among

farmers associations in the Caribbean, to impact positively on the competitiveness and sustainability of the agricultural sector.

• To raise awareness and improve advocacy and networking to collectively influence decisions on strategic issues affecting

regional agriculture.

• To mobilize resources for and on behalf of network members.



6.0 HISTORY OF CaFAN

The Caribbean Farmers Network (CaFAN) had its genesis in 2002 at a Regional Workshop on Public Awareness for Farmers and

NGOs in the Caribbean, funded by the CTA and organized by CARDI. The deliberations of the meeting gave rise to a request for

technical assistance to improve access to relevant information and to increase the capacity of farmers to manage information. Themajor issues of concern identified were related to the changing regional economic environment and specifically to implications of the

planned CARICOM Single Market and Economy (CSME), the World Trade Organization (WTO) and other similar tradearrangements.

Since the 2002 workshop, CaFAN has developed and expanded through the further support of these participating technical supportagencies at the regional and international level. The Inter-American Institute for Cooperation on Agriculture (IICA) and OXFAM have

also provided support.

A 2004 Survey of over 150 Farmer’s organizations within the region revealed that many of the associations were formed to facilitatenetworking within and among the various farming groups. It was found that farmers, as a group, had not developed their skills in

negotiation, networking or collaboration, and were unable to capitalize on opportunities for partnerships and influencing policies

within the agricultural sector. The survey also highlighted the difficulty of getting geographically dispersed farmers to work together atnational level thus encouraging more collaboration at the regional level. In addition, it revealed that while there were well-educated

personnel at the management level of many of these associations, the task of managing and developing the institutional capacity of many of the farmers’ associations and groups was very challenging.

Following the completion of the survey, a regional meeting of farmers associations, regional and international agencies reviewed thefindings. Recommendations were made to assign an Interim Committee, to prepare CaFAN to be an appropriate representative and

facilitating body for farmers' groups within the region. Over the period 2004 to 2006, the Interim Committee, coordinated by CARDIand comprising of ASTT, BAS, JAS, and ECTAD hosted several regional meetings, brain storming sessions, seminars and working

group meetings funded by CTA, all with a view to identify CaFAN’s best role and function.

In 2006, ECTAD (a CTA national partner) was designated as the Secretariat for CaFAN, with the responsibility of coordinating and

implementing program and projects. ECTAD coordinated the implementation of the 2006/7 CTA/CaFAN Work Program whichincreased the capacity of CaFAN members in the management of farmers' associations, raised awareness on issues relating to trade,

developed the CaFAN Website and the CaFAN newsletter Agrivibz . The program also included the preparation of a Strategic Plan toguide the actions of CaFAN for the upcoming period of 2008-2010.



7.0 METHODOLOGY

PREPARATION OF THE STRATEGIC FRAMEWORK

The preparation of this Strategic Plan was funded by CTA as part of their efforts to provide institutional strengthening for farmers’organizations, within their objective of improved information and communication management capacity for agricultural and rural

development organizations in the Africa, the Caribbean and the Pacific (ACP).

Initial preparation for the Strategic Plan document began with a series of preliminary meetings and consultations with the CaFAN

Executive Committee and outsourced consultants before launching into the first stage.

The first stage consisted mainly of secondary research investigating the dynamics of the Regional Environment for the agriculturalsector as well as that of farmers groups and associations. It included literature reviews using a series of documented materials from

Ministries of Agriculture Websites and databases, as well as databases of regional organizations such as CARICOM, CARDI andIICA, various reports from workshops, and local and regional policy documents. Many informal interviews were done with farmers

and agricultural stakeholders from different countries and groups around the region. There was also the use of a CARDI/CTA 2004

CaFAN Survey of Farmers and NGOs and a CTA/CARDI Regional Stakeholders Meeting held in 2004, which made recommendationsfor a strategy to establish and develop a Caribbean farmers’ network. Other basic data on the Caribbean agricultural sector and global

issues relating to agriculture and information were reviewed. The rationale here was to avoid duplication prior work, build on pastexperiences, and identify any of the lessons that were learned.

The second stage included a series of Consultations and Meetings, which reflected the output from participants of a number of regional meetings and workshops. For example, at the regional Training Workshop on Management of Farmers Associations held 22 nd

January – 1st February 2007 in Barbados, the participants highlighted the need for greater youth participation in agriculture,networking and capacity building programs as pertinent areas for strategic focus. At the CTA sponsored International Trade

Environment Workshop, held 21st – 25 th May 2007 in St Lucia, the farmer groups called for greater advocacy and representation ineconomic partnership agreements. Integrated response mechanisms to the threats from pests, diseases and natural disasters at both the

national and regional levels were also highlighted during this workshop. However, attempts to solicit feedback on CaFAN strategic

priorities via an electronic medium were not very successful since there was very low response.

The Preparatory Meeting for the Development of the Strategic Framework held over the period 1st – 5th August 2007 in Jamaica, withthe CaFAN Executive Committee, brought together all the major ideas and key issues raised throughout the process and resulted in

one major output - a Draft Strategic Framework Document. This document identified eight priorities and their respective objectives

for CaFAN and was further detailed by a consultant and circulated to farmers groups via email for comment. Comments received



were incorporated into this version of the draft document which was then presented as a Draft Strategic Framework to a CTA-funded

Regional Planning Workshop, which was held from 14 th-18th October 2007 in Grenada. This planning workshop allowed the keystakeholders (farmers/farmer groups) to have greater ownership of the planning process and to identify the priority strategic focus of

the CaFAN group. Over twenty-five participants/representatives of farmer groups from fourteen countries in the Caribbean region

were present. Through a series of working group sessions the participants amended, validated and approved a strategic framework (see

Appendix 1) and its strategic priorities, strategies, objectives and activities, reducing the original strategic areas from eight to four inthe process.

Strategic Priorities represent each strategic area identified and these were prioritized in a ranking order. Following this, the participants developed strategies that may be used to bring the Strategic Priorities into realization. In the next stage the participants

agreed on a list of Objectives that would ensure that the intended outcomes/goals of the strategies identified would be realized. In the

sixth stage the groups listed a number of Strategic Activities that outline the actions needed to meet the objectives that were set.

The participants then requested the CaFAN Executive and outsourced consultants to put the strategic framework (Appendix 1) into proper technical writing and document format, thus ensuring that the priorities identified were incorporated into the final Strategic

Plan for 2008-1010.

Therefore the strategic priorities, strategies, objectives and activities outlined in this document is the result of a bottom up, integrated and participatory approach to the overall planning process for CaFAN.



8.0 ORGANISATION OF THE PLAN

The CaFAN strategic plan is the outcome of extensive discussions and consultations with a wide range of stakeholders throughout the

Caribbean. Farmers associations, individual farmers, NGOs in the agricultural and rural sector, Ministries of Agriculture, market

development and other national agricultural agencies, and regional bodies in agriculture and rural development were consulted.Collectively and individually they have contributed to a plan that provides a direction for Caribbean farmers for the period 2008-2010.

The Strategic Framework of the Strategic Plan 2008-2010 (Appendix 1) will chart the framework for the organization for the next 3years.

The purpose of the CaFAN Strategic Plan is to provide direction for the development of farmers’ network in the Caribbean for the nextthree years. The plan identifies expected outcomes which are cross-referenced to action plans that have clear objectives, outcome

indicators, activities, time scales and costs. These action plans will be implemented and monitored by the CaFAN secretariat in partnership with the CTA.

The CaFAN strategic plan 2008-2010 is divided into four different sections:

SECTION 1 will establish the broad policy framework and context within which the CaFAN strategic plan will beimplemented. A description of the methodology used in determining strategic priorities and areas of focus for CaFAN will also be discussed.

SECTION 2 will provide a situational analysis and evaluation of Caribbean Farmers' organizations in the region using a

SWOT analysis.

SECTION 3 sets out the goals and policy objectives, and outline strategies for each strategic priority. These are summarized in

the Strategic Framework (appendix 1).

SECTION 4 will provide the process for managing and implementing the plan, which is proposed to be participatory, and willcall upon both direct and indirect beneficiaries of CaFAN to join the organization to refine implementation strategies, monitor

progress and evaluate and review the plan on an annual basis.

Indicative costs have been provided and it is clear from these that to implement the plan and to enact a sustainable program will

require significantly more funds.



8.1 SECTION 1: CONTEXTUAL FRAMEWORK

8.1a The Global and Regional Agricultural Context

In the development of this plan, a number of limitations which have influenced the development of agriculture in the Caribbean, and

will continue to do so in the future, were considered. The Caribbean agriculture sector has always been intertwined with the globalstage. In fact the history of agriculture in the region has its genesis in the beginnings of globalisation and international trade.Global trends and factors continue to play a significant role in the sector.

Principal global issues of importance include the following:

• Increased global prices of agricultural products related to:

a) The increasing price of fuel in agricultural inputs and services.

b) Use of primary products as energy based inputs.

• Rapid changes in ICTs and agricultural production technologies such as genomic, GIS, bioengineering, and modeling has the

potential to transform agriculture in the region from subsistence to a modern industry.

• Declining preferential trade arrangements.

• Increased demand for and supply of agricultural products linked to new global economic players.

• Projected climate changes or changing weather patterns have the potential to be devastating to the regional agricultural sector.

The Caribbean region is one of the most disaster prone and vulnerable regions, and climate changes would increase the numbers

and severity of disasters.

• The present or impending recession in the United States and its associated impacts on the region. A large portion of the GDP of

most of the island states in the region is as a result of remittances. A slowing of the US economy will therefore negatively impact

the region economically.

• The threat of new biological pests transcends national borders. These new pests have the ability to completely wipe out anindustry if not properly managed and eradicated. Eradication and management would require a regional effort in most instances.

• The high levels of skilled labor from Caribbean countries. Migration is a serious threat to all sectors of the economy including

agriculture. This must be addressed if agriculture is to be the leading sector in the growth of the countries economies.

Regional initiatives (including the Regional Transformation Program and the Jagdeo Initiative) have highlighted similar issues, which

include the following:

• Poor institutional/organizational capacity of the agricultural sector or farmers’ associations.



• Limited investment in agricultural research and development.

• Weak enabling environment (including institutional finance support, risk management, training).

• Inadequate market infrastructure and information systems.

8.1b CaFAN in agricultural development

As the effects of globalization are being felt at all levels of the agriculture sector, in particular among farmers and producers, farmershave been confronted with serious constraints and challenges emerging from the liberalized trading environment, including loss of

markets and declining income from agriculture,. However, the situation also presents opportunities which can be exploited but requiregreater involvement of the farmers and farming community. A ‘new type’ of farmer will be required to thrive in this new competitive

economic environment.

Farmers associations provide one mechanism through which farmer participation in the sector can be increased and provide a forum

where the farming community can have greater influence on agricultural policy. Since the advent of information and communicationtechnologies (ICTs), the development of networks has proliferated at the global level. Farmer-to-farmer networks provide one way

for farmers to pool ideas and exchange perspectives, distribute or share information, offer moral and technical support, and shareresources and learn from each other. A relatively recent wave of thematic and commodity networks are being used to empower

farmers in many countries around the world to support the development of more sustainable agricultural systems.

The most prominent farmers’ organizations in the Caribbean are associations that have operated as statutory or parastatal

organizations, associations, groups or non-governmental organizations, and private associations. Some of these groups may representcommodity groups or function as umbrella groups for other associations at the national level. The Agricultural Society of Trinidad &

Tobago (ASTT); the Barbados Agricultural Society (BAS) and the Jamaica Agricultural Society (JAS) are examples of umbrella

associations representing a number of farmers’ groups, and have been in existence for over 100 years. The Guyana Rice ProducersAssociation (GRPA) is an example of a commodity group. Other farmers associations and commodity associations mainly concerned

with the traditional commodities (e.g. bananas), operate in the Windward and Leeward Islands.

8.2 SECTION 2: EVALUATION OF CaFAN

This SWOT analysis was based on the results of a 2004 regional survey of Caribbean Farmers and NGOs, interviews with the CaFAN

Interim Committee, interviews with the CaFAN Secretariat, and input from various stakeholders participating at several CaFAN eventsand meetings.



The following are the results of the SWOT Analysis:

8.2a Strengths

• A committed team of persons who provide technical support to CaFAN. To date CaFAN has being supported by CTA funding,

technical assistance and support from CARDI, and contributions from a team of volunteers in other development agencies within

the Caribbean such as ECTAD, JAS, BAS, IICA, OXFAM, FAO, UWI etc.

• More than 50% of the persons employed within the farmers’ organizations had tertiary education at university or technical level,

while over one third were computer literate and had good communication skills.

• History of production activities and experience in farmers’ associations.

• Expertise in training and marketing among CaFAN members.

8.2b Weaknesses

• A significant number of organizations do not operate their own office, computers and other communication equipment, such as

telephones, faxes and internet access. Therefore although there were highly trained staff, their ability to access, disseminate anduse information was limited.

• Associations had less than ideal human resource skills in communication, networking and information management.

• History of poor institutional and financial management of farmers’ associations.

• Farmers' organizations experienced low, periodic and sporadic participation and interest by members.

• Low participation of youth in the agricultural sector and therefore in farmers’ groups, which is now characterized by an aging

population of farmers.

• Funding available to farmers’ groups based on membership fees has declined as fewer people are participating in farming.

• A small number of farmers’ organizations at the national level are aware of or participate in CaFAN activities.

• CaFAN’s operations still depend on the support of a small core of dedicated people.

• Limited participation of members in some activities because of literacy levels and direct access to the internet and or computers.

8.2c Opportunities

• Wide spread optimism among the organizations for a regional network that would strengthen individual member organizations and

support their activities.

• A regional approach to information, training and other opportunities will provide economies of scale.



CaFAN members and stakeholders were provided with more relevant and current news, features and information on production,marketing, processing and policy-related matters through the design and development of a Website, as well as publication of 2 issues

of the newsletter – Agrivibz. Specialized publications of booklets on trade matters, along with proceedings of the two aforementioned

regional workshops were prepared and distributed. The publication of a CaFAN Members and Stakeholders Directory also facilitated

better interaction between CaFAN members and facilitators. CaFAN also highlighted the network through the publication of a brochure, press releases about CaFAN events, promotion at exhibitions, presentations, speeches and also via the Website.

These activities not only began to address some of the issues identified in the SWOT, but also provided opportunities for stakeholder participation in the establishment of a sustainable Caribbean farmers’ network.

8.3 SECTION 3: STRATEGIC FOCUS AND DETAILS OF THE STRATEGIC PLAN 2008-2010

The CaFAN strategic priorities represent the major areas of focus that CaFAN key stakeholders (Farmer Groups) identified as mostimportant at the Regional Planning Workshop in Grenada. The strategic priorities represent each strategic area identified and these

were prioritized in ranking order. The ten strategic focuses identified are as follows:

Part I: Organizational Effectiveness

• Membership Development

• Institutional Strengthening

• Improved Capacity

• Financial Viability

• Information and Community Technology Development

Part II: Sectoral Focus• Sustainable Agriculture

• Market Access and Trade

• Disaster and Risk Management

• Gender and Youth Participation

Each strategic priority with its associated strategy, objectives and activities will be listed under the areas identified above.

Goals will be used to bring the strategic priorities into realization.



Objectives were chosen to ensure the intended outcomes of the strategies identified would be realized.

Strategic Activities serve to provide the actions to meet the objectives that were set. The details of these will be provided in thelogical framework at the back of the document (appendix 1).

PART I: ORGANISATIONAL EFFECTIVENESS

8.3a Strategic Focus I: Membership Development

In light of the current regional and international economic environment, members' participation, development and preparation arecritical. CaFAN has as its first priority not only to increase membership, but also to promote linkages with other institutions that will

facilitate dealing with the challenges of the regional environment. Many of the issues to be addressed require joint action, and as such,

a major area of focus must be the increase in participation by member organizations both at a national and regional level. It is expectedthat better national networks will rebound to improved regional networking, reflected ultimately in the ability for all member countries

to collaborate in their efforts towards the development of the regional agricultural sector.

Goal: • CaFAN seeks to develop a strong membership base in CARIFORUM member states. This strategy is designed to increase the

number of farmers’ associations which are members of CaFAN at the national level in the first instance, and also the number of

linkages between members and the CaFAN Secretariat, and between the CaFAN Secretariat and other institutions and groups.This will assist the process of widening the membership base and the forging of partnerships, linkages, and networking with

other agencies and organization in the region. The following are the objectives set to guide the process for the above strategytaken:

Objective:

• To promote CaFAN as the representative of farmers organizations in CARIFORUM member states.

Priority Activities:

• Educational Workshops

• Promotional Activities and Public Relations Campaign

• Use of ICT and the CaFAN website

8.3b Strategic Focus 2: Institutional Strengthening



A proper institutional framework both at national and regional level is necessary for CaFAN to execute its overall strategy and

programs. It is envisaged that a core team will guide the organization in its efforts to become a legal body. Institutional structure notonly facilitates development and management of the general membership, but also provides the capacity to guide, fund, implement

and evaluate the core programs of the group. Activities for this area will be conducted both at the level of the CaFAN Secretariat and

the member associations.

CaFAN recognizes the importance of institutional strengthening, and has formulated the following three strategies to support andfoster institutional strengthening:

Establishment of a governance structure/model

Upgrade Management Information Systems (establish a network database)

Staff Development

Goal:

• Improve the governance model. The current thrust of supporting the development of an organizational body, from executive

through to membership, requires establishing mechanisms which will coordinate the process of consultation, provide feedback

and lead ultimately to policy change. The following are some of the objectives and activities that CaFAN has set towardsactualizing this strategy.

Policy Objectives:

• To create an organization with an effective structure to meet the objectives of the organization and its membership.

• Restructure the administrative management and development functions of the Secretariat.


• Drafting and adopting an appropriate constitution.

• Review organizational structure and strengthen administrative functions.

8.3c Strategic Focus 3: Improved Capacity

This activity will provide opportunities to improve skills in areas of weakness among CaFAN member groups and the CaFAN

Secretariat, which have been identified to support the proper functioning of the national or regional institutions. The key objective andactivities associated with this strategy are as follows:

Goal:



• Improve the skills and competencies of CaFAN members and the Secretariat to contribute to the development of strong

member groups.

Policy Objectives:

• To identify the needs and limitations of the members of the networks.

• To create the synergies among groups that are necessary to accelerate the achievement of goals.

• To build relationships with relevant stakeholders.


• Conduct needs assessments regionally.

• Improve communication between members using ICT and cluster or specific interest forums.

• Initiate/promote appropriate training opportunities for the CaFAN Executive, staff and its members.

• Involvement of the Caribbean Diaspora.

• Peer to Peer Assistance.

8.3d Strategic Focus 4: Financial Viability

CaFAN recognizes that the basis of achieving the many objectives and accompanying activities in this plan it that they must be

financially viable. CaFAN will ensure that it is able to cover its current operational costs and planned projects, not only in theimmediate future, but also in the medium and longer term. Financial viability will be obtained in a two tier approach. Firstly, CaFAN

will continue to seek grant funding for the organization. Grant funding has allowed the group thus far to fund many projects and

programs. However, recognizing the limitations and uncertain nature of grant funding CaFAN will expand into business activities thatwill provide capital for the organization and practical experience for its members. Financial viability can only be successful with

detailed forecasting and budgeting of costs and identification of the most appropriate and potential sources of funding for each

activity, for the CaFAN Secretariat and member associations. A long-term resource mobilization strategy and program for sustainabledevelopment must therefore be undertaken. Below is the objective that will support this strategy:

Goal:

• To become a financially viable network

Objectives

• To acquire resources to sustain CaFAN’s Secretariat, member organizations, projects and programs.




• Source low interest loans or grant funding for agri-business projects.

• Promote and disseminate information about financial support services.

• Initiate linkages with financial institutions in order to enhance the provision of easy access to funding to CAFAN members.

• Develop export-oriented and niche market products

• Formation of strategic alliances (joint ventures, cooperatives and cluster arrangements)

8.3e Strategic Focus 5: Information and Communication Technology Development

The growth and development of information and communication technologies (ICTs) has led to their wide diffusion and application,

thus increasing their economic and social impact globally, including the Caribbean region. Therefore, increased access and use of

technological advancements will greatly facilitate membership development, production and growth in the agricultural sector of theregion. With this recognition, CaFAN strategies for this priority are aimed at improving its members’ understanding of how ICTs

contribute to sustainable economic growth and social well-being, and their role in the shift toward knowledge-based societies. These

strategies are as follows:

• Information and Communication Technology and Information Systems

• Public Relations and Communications

• Information Management

Goal:

• To use Information and Communication Technology and Information Systems to advance the work of CaFAN and its member

organizations.Objectives:

• To promote effective use of ICTs in knowledge acquisition and local knowledge dissemination communication, and marketing.

• To specifically promote and implement the use of SMS as a tool of data collection, general communication, and a source of

information in times of disaster.

• To increase the membership, especially women, access to computers and the internet.

• To promote and implement the use of ICT in advocacy.

• To use ICT as a tool for access to meaningful agricultural development and research information.




• Promote collaborative social networking and use of Web 2.0 (collaborative) tools.

• Establishment of a SMS platform in Caribbean countries and the region.

• Upgrade the CaFAN web-portal for easier use and information dissemination & communication.

• Develop an Information/Communications Plan and Guidelines.

•

Use ICT for Marketing & Public Relations campaign to increase awareness and visibility.• Create an Information/Communications Framework for advocacy, education and promotion.

• Develop partnerships with media agencies (traditional and non-traditional).

• Development of an online library and database.

PART II: SECTORAL FOCUS

8.3f Strategic Focus 6: Develop Sustainable Agricultural Production Methods

The challenges to the Caribbean agricultural sector as a result of globalization and trade liberalization also present opportunities. One

such opportunity is a shift to niche markets, which often require more sustainable methods of production. Sustainable agriculture presents many livelihood opportunities for rural residents, and it also preserves natural resources. Furthermore, it capitalizes on a

small holdings system of production that already exists in many countries of the region.

Goal:

To promote and implement sustainable methods of agricultural production.

Objectives:

• Promote and develop organic farming methods.

• Promote and implement Integrated Pest Management (IPM).

• Promote and develop efficient water management methods.

• Promote, develop and implement climate change mitigation and adaptation strategies and methods at the farm level.


• Dissemination of information and demonstration campaigns across the region, including several pilot projects and model

farms.

• Marketing expertise training and development.

• Marketing of organic and niche market products using ICT technologies.



• Training farmers in IPM—especially peer training.

• Conduct pesticide residue studies, pesticide resistance management and Pest Risk Analysis.

• Use GIS application in IPM research and adoption.

• Research and encourage improving irrigation and drainage technologies across the region.

•

Research and implementing interventions that enhance water productivity.• Form a Caribbean Agricultural Water Users Association, to lobby and advocate on behalf of farmers.

• Disseminating water management resources to the farming community.

• Conduct studies and research on climate change and adaptation and mitigation measures at the local level.

• Disseminate information on climate change mitigation and adaptation strategies to the Caribbean farming community.

• Advocate on behalf of farmers for policies information and resources to mitigate and adapt to climate change.

8.3g Strategic Focus 7: Improve Market Access and Trade

CaFAN has recognized market access and trade as one of the keys to the survival and growth of its membership – the farmers and

producers. CaFAN intends to conduct ongoing monitoring and evaluation of the implementation of several major trading agreementsin the region such as the CARICOM Single Market and Economy (CSME), the Economic Partnership Agreement (EPA), the World

Trade Organizations (WTO) and Free Trade Area of the Americas (FTAA). Data collected and analyses conducted will provideinformation on the general implications of actions undertaken within these arrangements, and their likely impact on the farming

business community in particular.

CaFAN members have also called for greater attention to increasing access for both the domestic and regional markets, and fostering

agro-tourism linkages. The Caribbean has a history of export oriented primary products whilst most of the foods used in its touristhotels are imported. Timms (2006) research in St Lucia illustrates that linking tourism with agriculture and promoting linkages

between hotels and farmer’s associations has the potential to stimulate local agricultural production for hotel and domestic

consumption. The linking of tourism and agriculture has been done by various islands with varying degree of success. CaFAN willcontinue to advocate for this approach since it offers a strategy for the survival of Caribbean agriculture in the new trading

environments.

Goals:

• Promote and advance understanding of trade agreements and their benefits to the agricultural sector.

• Advocate on behalf of farmers to the relevant trade governing bodies e.g. WTO, CARICOM.

• Provide training for agri-business enterprises.



• Improve access to credit for the agricultural sector.

• Link agriculture to tourism.

Objectives:

• To educate farmers on trade agreements.

• To influence and promote favorable trading environments for member groups.

• To monitor and advise on production and marketing issues (market intelligence & development).

• To educate farmers on standards and Phyto-Sanitary requirements.

• To support initiatives that would provide for the formation of linkages between the tourism sector and the agriculture sector.

• Improve access to credit for the agricultural sector, and in particular womens' access to credit.


• Publish reader-friendly brochures and pamphlets on trade issues.

• Attend meetings on trade agreements as Caribbean Farmer Representative.

• Establish and Implement a trade help desk and a trade assistance officer.

• Develop a market database (market intelligence & development).

• Develop a trade portal.

• Participate in agricultural trade fairs and exhibitions.

• Establish a revolving loan fund for farmers.

• Study Tours to farm sites and Exchange Programs.

• Act as the facilitator of multiplier-linkages between the agriculture and tourism sectors.

• Promote a participatory micro-level transformation of linkages.

• Establish joint ventures between the private sector and farmers.

• Specific training programs for Agri-Businesses.

• Promote and disseminate information about financial support services.

8.3h Strategic Focus 8: Improve Disaster and Risk Management

Natural disaster impacts on the agricultural sector results in millions of dollars of losses and increase the vulnerability of food security

and agricultural businesses of the region. Projected climate shifts and changes will increase the frequency, randomness and severity of these natural disasters.



The Strategic Plan 2005-2015 of the Caribbean Community identifies the following disaster priority areas of action: Hazard Mapping

and Vulnerability Assessment, Community Disaster Planning, and Climate Change and Knowledge Enhancement. It also recognizesthe need for a paradigm shift from emergency relief to disaster management which includes the reduction of vulnerability and capacity

development. From this perspective, disaster management and development are intertwined. The importance of Community-based

Disaster Management (CDM) is emphasized and advocated for key economic sectors, including agriculture.

Goal:

CaFAN members informed and knowledgeable on CDM

Objectives

• Identification of specific strategies to be adopted by farmers to minimize risks to their resources.

• Identification of the capacity of farmers’ organizations to prepare for, respond to, quantify and mitigate disasters and risks.

• To facilitate support on risk management and associated services (financial, risk mitigation and management services) to

farmers and agri-businesses.

Priority Activities

• Educational sessions on CDM.

• An agri-sector CDM Plan established.

• Use ICT to collect and disseminate information on disasters.

• Act as a facilitator on risk and the agri-sector.

8.3i Strategic Focus 9: Increase Participation of Youth and Women

The Caribbean region's long history of agriculture and farming as well as innovations in various areas of agricultural and rural

development, is threatened by the very limited youth involvement in the sector. Anecdotal information reveals high negative perceptions for agriculture and farming among young people in the Caribbean. Surveys among farmers’ organizations across the

region indicate that the average age of farmers is increasing and in most cases farmers are above 45 years old, with the majority beingover 60 years.

Several studies explain the situation of the Caribbean youth by macro-environmental, micro-environmental and individual factors. The

macro-environmental factors are related to the state of the national economy, social exclusion, public institutions, policy and legalframework, politics, media, etc. The micro-environmental factors include: structure and dynamics of the families, the values and

influence of social networks and community infrastructure and equipment. The agricultural sector and its constituents (including



farmers’ associations and rural youth groups) are simultaneously affected by the above mentioned factors and are called upon to be

part of the solution of the identified problems. From this perspective, the sector must take into account its own interest as an economicsector and the specific interests and peculiarities of the youth. Women are integrated in to the farming culture of the region in some

areas and sectors are the majority. However, women are not proportionally represented in the farmer’s organizations and representative

bodies, especially at the decision-making levels. There is a need therefore to increase the participation of women at the decision-

making level in the agricultural sector of the region. Women also have more difficulty accessing credit and titles to land than men.

Goal:

• To increase the involvement of youths in the activities of CaFAN and its member organization and in the agricultural sector.

• To increase the participation of women at the decision-making levels of CaFAN and its member organizations.

• To recognize to the gender implications of CaFAN projects, programs and activities.

Objectives:

• To assess the effects and macro-environmental, micro-environmental and individual factors on youth involvement in

agriculture.

• To determine and analyze the perceptions of young people on agriculture.

• To provide the necessary resources to CaFAN and its member organizations to contribute towards policy changes regarding the

involvement of the youth in agriculture.

• To assess the gender impacts and implications of policies and programs of the regional agricultural sector.

• To increase the number of women at the decision-making levels in CaFAN and its member organizations.


• Development of a policy on the promotion of youth involvement.

• Establish partnerships with institutions involved in youth and agriculture.

• Review and analyze youth composition in national organizations.

• Facilitate regular debates on youth issues in Caribbean agriculture.

• Development of a policy on the promotion of gender equity.

• Establish partnerships with institutions involved in gender and agriculture.

• Review and analyze gender composition in national organizations.

• Facilitate regular debates on gender issues in Caribbean agriculture.

• Promote gender balance.



9.0 IMPLEMENTATION STRATEGY

Having detailed the foregoing strategic issues, strategies, priorities, objectives and activities, this section provides highlights on how

the strategic plan is to be implemented.

The CaFAN philosophy is one of a ‘bottom-up’ approach and members will be encouraged to take a ‘hands-on’ role and contribute in

all aspects of the implementation of the strategic plan. It is expected that at the country level, a National Focal Point Organization will be elected by the farmers’ groups/members at the local level, and this representative will function as the liaison/actor between the local

farmers’ associations and the CaFAN Secretariat at the regional level.Resource mobilization will play a key role in developing and sustaining CaFAN and therefore ongoing preparation of project

proposals will be undertaken at all levels of the organization, coordinated by the Secretariat. This will be coupled with providingtraining in effective proposal writing to support fundraising to implement the various projects and activities. The role of CaFAN’s

established developmental partners and collaborators will continue to play a key role in providing technical expertise and financial

resources for its activities.

Further, the Secretariat will develop and maintain a database of consultants and experts to which projects and other activities may be

outsourced. A core group of volunteers among the CaFAN membership will also be sought and cultivated for day to day operationalactivities. Full time Secretariat support will be necessary for the initial phases of membership development and operationalising the

strategic framework. Collaboration will continue to be deepened with all the major stakeholders in the sector such as CARDI, IICA,OECS, CARICOM, various Ministries and Government agencies, and others, for ongoing development of the organization.

This strategic plan will be used to develop a detailed work program and budget, which will give life to the activities to be undertaken.

This work program will be evaluated and adjusted on an annual basis as necessary. However, the system will be built on ongoingaccountability and follow-up, including a system of documentation and continuous improvement. Integrated, and institution-wide

operations, and systematic review of programs and services will support the implementation of the work program.

Although all members, the secretariat, the executive and partners of CaFAN will play a stakeholder role in following up, there will be

a coordinating body to ensure that proper execution of the plan occurs. A regional overview and evaluation meeting with be held in2010 to assess the achievements of the strategic plan and the position of CaFAN.

9.1 Critical Assumptions

Several assumptions or conditions underpin the successful implementation of the strategic framework. They include the following:



• CaFAN will be able to mobilise the necessary financial and technical resources for its members and its secretariat in the

required time.

• Established developmental partners, national agricultural agencies, international NGOs and regional bodies will continue to

work with and support the activities of CaFAN

• The organisation will be successful in attracting new members and establishing National Focal Points in member countries.

• The organisation will be successful in attracting youth members to its programs to provide the necessary sustainability.

• The constitution of CaFAN will be able to accommodate its new members and their respective activities and interests.

• CaFAN will be able to maintain its current staff and conduct business activities or grant funds for the recruitment of additional

human resources.

• The organisation will continue to establish good relations with other farmer’s networks globally.

• CaFAN will be a part of regional and national decision-making, especially on policies that directly affect the region farmers.



APPENDIX 1: STRATEGIC FRAMEWORK SHOWING TARGETS OF THE STRATEGIC PLAN 2008-

2010

INTERNAL APPROACH (ORGANISATIONAL EFFECTIVENESS)

Strategic Focus Objectives Activities Impact/Outcome Responsibility

(A) Membership Development- Goal: Develop a Strong Membership Base in CARIFORUM Member States.A Increase Membership A.1 To promote CaFAN as the

representative of farmersorganizations in CARIFORUMmember states

A.1 Conduct membershiprecruitment drives

A.1 New members recruited CaFAN

Secretariat

A.2 Design and implement a public relations campaign

A.2 Possible members become aware of CaFAN anits programs

A.3 Use ICT and CaFANwebsite to promote CaFAN

A.3 CaFAN and its activitiesare promoted in cyber-space

(B) Institutional Strengthening-Goal: Improve Governance Model

B. Improve

Governance

B.1 To create an organizationwith an effective structure to meetthe objectives of the organizationand its membership

B.1 Drafting and adopting of an appropriate constitution.

B.1 A CaFAN constitutionadopted by members

CaFAN Steering

Committee



B.2 Restructure the administrativemanagement and developmentfunctions of the Secretariat

B.2 Review organizationalstructure and strengthenadministrative functions

B.2 An effective farmersnetwork and improvedsupport services to members

(C) Improved Capacity-Goal: Improve the skills and competencies of CaFAN members and Secretariat to contribute to the development of strong member groups.

C. Capacity

Development

C.1 To identify the needs andlimitations of the members of thenetworks

C.1 Conduct needsassessments regionally

C.1 Needs in training anddevelopment identified

C.1.1 Initiate/promoteappropriate trainingopportunities for the CaFAN

Executive, staff and itsmembers

C.1.1. CaFAN Executive,staff and members trained inneeds areas

C.1.2 Utilize the skills of theCaribbean Diaspora

C.1.2 The skills andexpertise of members of theCaribbean diaspora utilized

C.1.3 Peer to Peer Assistance C.1.3 Peer Assistance programme implemented

C.2 To create the synergiesamong groups necessary toaccelerate the achievement of goals

C.2 Improve communication between members using ICTand cluster or specific interestforums

D Financial Viability-Goal: To become a financially viable network

D. Financial Viability D.1 To acquire resources tosustain CaFAN’s Secretariat,member organizations, projectsand programs

D.1 Source Low Interest Loansor grant funding for Agri-Business Projects

D.1 Loan sources identified

D1.2 Promote and disseminateinformation about financialsupport services

D1.2 Information onfinancial support servicesdisseminated



D1.3 Initiate linkages withfinancial institutions in order to enhance the provision of easy access to funding for CAFAN members

D1.3 Linkages withfinancial institutionsestablished

D.1.4 Develop Export-orientedand Niche Market products

D1.4 Export-oriented and Niche Market productsdeveloped

D1.5 Formation of strategicAlliances (Joint Ventures,Cooperatives and Cluster Arrangements)

D1.5 Strategic Alliancesestablished, Cooperativesformed

E. Information and Communication Technology Development-Goal: To use Information and Communication Technology and Information

Systems to advance the work of CaFAN and its member organizations.

E. ICT Development E.1 To promote effective use of ICTs in knowledge acquisitionand local knowledgedissemination, communication,

and marketing.

E.1 Promote collaborativesocial networking and use of Web 2.0 (collaborative) tools

E.1 Social Networksestablished.

E.1.2 Establishment of a SMS

platform in countries andregion

E.1.2 SMS system

established

E.1.3 Upgrade the CaFANweb-portal for easier use andinformation dissemination &communication

E.1.3 CAFAN websiteupgraded

E.1.4 Use ICT for Marketing& Public Relations campaignto increase awareness andvisibility

E.1.4 Marketing campaignon the website



E.1.5 Develop partnershipswith media agencies(traditional and non-traditional)

E.1.4 CaFAN participationin blogs and agri-list serves

E.2 To specifically promote and

implement the use of SMS as atool of data collection, generalcommunication, and a source of

information in times of disaster

E.2 Develop a SMS

connecting members across theregion.

E.2 SMS system

established

E.3 To increase within themembership, especially women,access to computers and theinternet

E.3 Secure grant funding for the purchase of computers andthe establishment of computerscenters in rural areas.

E.3 Funding secured andcomputers purchased

E.4 To promote and implementthe use of ICT in advocacy

E.4 Create anInformation/Communications

Framework for advocacy,education and promotion.

E.4 Policy on ICT use inadvocacy and education

completed

E.5 To use ICT as a tool for

access to meaningful agriculturaldevelopment and research

information

E.5 Development of an online

library and database

E.5. Online library and

database established

F. Develop Sustainable Agricultural Production Methods- Goal: To promote and implement sustainable methods of agricultural

production.

F. Sustainable

Agriculture

F.1 Promote and develop organicfarming methods

F.1 Dissemination of information and demonstrationcampaigns across the region,including several pilot projectsand model farms

F.1 Information produced invarying formats, modelfarms established.

F.1.2 Marketing expertisetraining and development of

organic products

F.1.2 Marketing trainingsessions



F.1.3 Marketing of organic andniche market products usingICT technologies

F.1.3 Organic productsfeatured prominently ontrade portal

F.2 Promote and implement

Integrated Pest

Management(IPM)

F.2 Training farmers in IPM—

especially peer training

F.2 Peer training program

established.

F.2.1 Conduct Pesticideresidue studies, pesticideresistance management andPest Risk Analysis

F.2.1 Comprehensive desk study on Pesticidecompleted.

F.2.2 Use GIS application inIPM research and adoption

F.2.2 GIS used in applicationof IPM

F.3 Promote and develop efficientwater management methods

F.3 Research and encourageimproving irrigation and

drainage technologies acrossthe region

F.3 Study on ways of improving drainage and

irrigation across the regioncompleted.

F.3.1 Research andimplementing interventions

that enhance water productivity

F.3.1 New methods of water productivity implemented

and informationdisseminated

F.3.2 Form a CaribbeanAgricultural Water UsersAssociation, to lobby andadvocate on

F.3.2 Caribbean AgriculturalWater Users Associationformed

F.3.3 Disseminating water management resources to thefarming community

F.3.3 Information producedand disseminated

F.4 Promote, develop and

implement climate changemitigation and adaptation

strategies and methods at thefarm level

F.4 Conduct studies and

research on climate changeand adaptation and mitigation

measures at the local level

F.4 Studies and papers on

climate change adaptationand mitigation at the local

levels completed



F.4.1 Disseminate informationon climate change mitigationand adaptation strategies to theCaribbean farming community

F.4.1 Information on climatechange produced anddisseminated

F.4.2 Advocate on behalf of

farmers for policiesinformation and resources tomitigate and adapt to climate

change

F.4.2 Areas if need for

advocacy identified and anadvocacy position andstrategy established

G. Market Access and Trade-Goals: Promote and Advance Understanding of Trade Agreements and their benefits to the Agricultural

Sector, Advocate on behalf of Farmers to the relevant trade governing bodies e.g. WTO, CARICOM, Provide Training for Agri-Business

Enterprises, Improve the Agricultural Sector Access to Credit, Link Agriculture to Tourism.

G. Market Access and

Trade

G.1 To educate farmers on tradeagreements

G.1 Publish reader-friendly brochure and pamphlets ontrade issues

G.1 Brochures and pamphlets produced on tradeissues

G.1.2 Attend meetings ontrade agreements asCaribbean Farmer Representative

G.1.2 Meetings attended andinformation disseminated togroups

G.2 To influence and promotefavorable trading environmentsfor member groups

G.2 Establish and Implementa Trade Help Desk and a tradeassistance officer

G.2 Trade Help Desk established.

G.3 To monitor and advise on production and marketing issues

(market intelligence &development)

G.3 Develop a marketdatabase (market intelligence

& development)

G.3 Market databaseestablished

G.3.1 Develop a trade portal G.3.1 Trade portalestablished

G.3.2 Participate inAgricultural Trade Fairs andExhibitions

G.3.2 Trade Fairs attended.



G.4 To educate farmers onstandards and Phyto-Sanitaryrequirements

G.4.1 Educational materialson standards requirements

G.4.1 Educational Materialson Phyto-standards producedand disseminated

G.4.2 Study Tours to Farm

sites and Exchange Programs

G.4.2 Study tours organized

and attended

G.5 To support initiatives that

would provide for the formationof linkages between the tourismsector and the agriculture sector

G.5 Act as the facilitator of

multiplier-linkages betweenthe agriculture and tourismsectors

G.5 Linkages established

between the two sectors

G.5.1 Promote a participatorymicro -level transformation of linkages

G.5.1 Information on the benefits of linkages andsessions on linkagescompleted

G.5.2 Establish Private Sector and Farmers in Joint Ventures

G.5.2 Joint Ventures initiatedand later established

G.6 Improve the agriculturalsector, particularly women’s,access to credit

G.6 Establishment of arevolving loan fund for farmers

G.6 Revolving Loan fund

established

H. Improve Disaster and Risk Management-Goal: CaFAN members informed and knowledgeable on Community Disaster Management

H. Disaster and Risk

Management

H.1 Identification of specific

strategies to be adopted byfarmers to minimize risks to their resources identified

H.1 A study on community

disaster management and theagriculture sector commissioned

H.1 Desk study on the

Caribbean Agriculture sector and disaster completed



H.2 Identification of a therequirements on capacity of farmers’ organizations to preparefor, respond to, quantify andmitigate disasters and risks

H.2 An Agri-sector Community Disaster Management Plan establishedidentifying needs andrequirements

H.2 Needs and requirementsof the Caribbean Agri-sector to participate in CommunityDisaster Managementidentified

H.2.1 Use ICT to collect anddisseminate information ondisasters

H.2.1 Information collectedand disseminated by ICT

H.3 To facilitate support on risk management and associatedservices (financial, risk mitigationand management services) tofarmers and agri-businesses

H.3 Act as a facilitator on risk and the agri-sector

H.3 Links established andsessions facilitated on thetopic

I. Increase Participation of Youth and Women-Goals: To increase the involvement of youths in the activities of CaFAN and its member organization and in the agricultural sector., To increase the participation of women at the decision-making levels of CaFAN and its member

organizations., To recognize to the gender implications of policies and programmes of the region’s agriculture, CaFAN projects, programsand activities

I. Youth and Women

Participation

I.1 To assess the effects andmacro-environmental, micro-environmental and individualfactors on the youth involvementin agriculture

I.1 Development of a policyon the promotion of youthinvolvement

I.1 Policy on youthinvolvement.

I.2 To determine and analyze the perceptions of young people onagriculture

I.2 Establish partnershipswith institutions involved inyouth and agriculture

I.2 Partnerships establishedwith institutions

I.3 To provide the necessaryresources to CaFAN and itsmember organizations tocontribute towards policy changesregarding the involvement of theyouth in agriculture

I.3 Review and analyzedyouth composition in nationalorganizations

I.3 Paper on youthcomposition in Agriculturesector



I.3.1 Facilitate regular debateson youth issues in Caribbeanagriculture

I.3.1 Debates using variousforums including ICT

I.4 To assess the gender impacts

and implications of policies and

programmes of the regionalagricultural sector

I.4 Development of a policy

on the promotion of gender

equity

I.4 Policy on gender equity

developed and implemented

I.4.1 Establish partnershipswith institutions involved ingender and agriculture

I.4.1 Partnershipsestablished

I.4.2 Review and analyzedgender composition innational organizations

I.4.2 Status Paper on gender composition in nationalorganizations

I.4.3 Facilitate regular

debates on gender issues inCaribbean agriculture

I.4.3 Debates on gender

issues in various formats

I.5 To increase the number of women at the decision-making

levels in CaFAN and its member organizations

I.5 Promote and implementgender balance and equity

I.5 Gender balance andequity promoted at decision-

making levels at CaFAN



APPENDIX 2: C ARIBBEAN F ARMERS N ETWORK COORDINATING MEMBERS

• Antigua and Barbuda Gilbert Agricultural and Rural Development Center (GARD Center) Roberta Williams

• Belize Belize Sugar Cane Farmers Association Elroy Javier Blanco

• Bahamas Grand Bahamas Farmers Cooperative Henry Duncombe

• Barbados Barbados Agriculture Society James Paul

•

DominicaNational Association of Youths in Agriculture (NAYA) Delroy Williams

• Dominica Greenhouse Farmers Association John Foye

• Dominica Dominica Hucksters Association Cecil Joseph

• Grenada Marketing and National Import Board Roderick St. Clair

• Grenada North East Farmers Association Evan Goodings



• Guyana Region 10 Farmers Association Kenneth Perreira

• Guyana Guyana Rice Producers Association D. Seeraj

• Jamaica Christiana Potato Growers Association Alvin Murray

• Nevis Nevis Growers Cooperative Donald Daniel

• Tobago Mount St. George Farmers Association Orwin Dillon

• Suriname Foundation for Women in Agriculture Gerda Beckles

• Trinidad and Tobago Agricultural Society of Trinidad and Tobago Dhana Sookoo

• Jamaica Jamaica Agricultural Society Norman Grant

•

St. KittsSt. Kitts Farmers Cooperative Society Arabella Nisbet

• St. Lucia Black Bay Farmers Cooperative Society Ltd. Choix Melchoir

• St. Vincent and the

Grenadines

Eastern Caribbean Trading Agriculture and DevelopmentOrganisation

Jethro Greene

APPENDIX 3: C ARIBBEAN F ARMERS N ETWORK ASSOCIATE P ARTNERS

• Caribbean Agriculture Research and Development Institute (CARDI)

• Inter-American Institute for Cooperation on Agriculture (IICA)

• Windward Island Farmers Association (WINFA)



• Food and Agriculture Organisation (FAO)

• OXFAM GB (Barbados Office)

• NAMDEVCO (Trinidad)

• Trinidad Agro-Business Assocation (TABA/CABA)

• Guyana Marketing Corporation (GMC)

• Caribbean Poultry Association

• Ministry of Agricultures in all Members Countries



Caribbean Farmers Network

C/o Eastern Caribbean Trading Agricultureand Development Organization(ECTAD)

P.O. Box 827, Beachmont

Kingstown, St. Vincent and the [email protected] or [email protected]

www.caribbeanfarmers.org

Tel: (784) 453-1004 Fax: (784) 453-1239

This document has been produced with the financial assistance of the Technical Centre for Agricultural and Rural cooperation (CTA)

However, the views expressed herein can in no way be taken to reflect the official opinion of CTA.

mailto:[email protected]


http://www.caribbeanfarmers.org/



http://www.caribbeanfarmers.org/

CaFAN Workplan LAIRD

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