Cafan Strategic Plan 2009-2011

The caribbean farmers network

CaFAN Strategic Plan 2009-2011 DRAFT (12/12/08)

2008 0

Funded by the Technical Centre for Agricultural and Rural Cooperation

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TABLE OF CONTENTS

List of Acronyms

3

1.0 Foreword

5

2.0 Contact Details

6

3.0 Vision and Values

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4.0 Mission

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5.0 CaFAN Goal

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6.0 History of CaFAN

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7.0 Methodology

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8.0 Organization of the CaFAN Strategic Plan

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8.1

Section 1: Contextual Framework

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8.2

Section 2: Evaluation of CaFAN

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8.3

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

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9.0 Implementation Strategy

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

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LIST OF ACRONYMS AND ABREVIATIONS

ACP ASTT BAS CaFAN CARDI CARICOM CARIFORUM CBO CD CDM CSME CTA C&W DVD E ECTAD EPA EU GDP GRPA GIS ICT IICA IPM JAS NGO MSN

African, Caribbean and Pacific States Agricultural Society of Trinidad & Tobago Barbados Agricultural Society Caribbean Farmers Network Caribbean Agricultural Research and Development Institute Caribbean Community Caribbean Forum of African, Caribbean and Pacific States Community Based Organizations Compact Disk Community Disaster Management Caribbean Single Market and Economy Technical Centre for Agricultural and Rural Cooperation ACP-EU Cable and Wireless Company Limited Digital Video Disk Electronic Eastern Caribbean Trading and Agricultural Development Organization Economic Partnership Agreement European Union Gross Domestic Product Guyana Rice Producers Association Geographical Information Systems Information and Communication Technologies Inter-American Institute for Cooperation on Agriculture Integrated Pest Management Jamaica Agricultural Society Non-Governmental Organizations Microsoft Network 3

MIS OECS PR SWOT TV UK UWI WTO WWW 4H

Management Information Systems Organization of Eastern Caribbean States Public Relations Strength, Weaknesses, Opportunities and Threats analysis Television United Kingdom University of the West Indies World Trade Organization World Wide Web 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. It also 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 Plan therefore 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 the Technical 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 the Regional 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) in developing 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

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2.0 CONTACT DETAILS FULL NAME Caribbean Farmers Network (CAFAN) POSTAL ADDRESS P.O. Box 827 Kingstown, St Vincent and the Grenadines West Indies PHYSICAL ADDRESS C/O ECTAD Beachmont St Vincent and the Grenadines West Indies Telephone: Fax: Email: Website:

784-453-1004 784-453-1239 [email protected], or [email protected] http://www.caribbeanfarmers.org

CONTACT PERSONS Chief Coordinator: Email: Mobile:

Jethro T. Greene [email protected] 784-431-3138 or 784-593-8604

Office Manager: Email:

Nyasha Durrant [email protected]

President:

Senator Norman Grant 6

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 farming community, 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 rural development 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.

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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. The major 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 trade arrangements. Since the 2002 workshop, CaFAN has developed and expanded through the further support of these participating technical support agencies 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 facilitate networking 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 at national 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 the findings. 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 CARDI and 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 which increased 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 to guide the actions of CaFAN for the upcoming period of 2008-2010. 8

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 agricultural sector 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 and IICA, 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 recommendations for 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 past experiences, 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 22nd 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 – 25th May 2007 in St Lucia, the farmer groups called for greater advocacy and representation in economic 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, with the 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 9

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 14th-18th October 2007 in Grenada. This planning workshop allowed the key stakeholders (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 in the 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 3 years. The purpose of the CaFAN Strategic Plan is to provide direction for the development of farmers’ network in the Caribbean for the next three 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. 10

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 be implemented. 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 will call 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 global stage. 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. 11

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•

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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 an industry 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, farmers have 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 require greater 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 communication 12

technologies (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 share resources 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 represent commodity 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 Producers Association (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 events and 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.

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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 and use 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. • The current ICTs and social networking facilities that are available provide opportunities for the farmers, who are geographically dispersed across their respective countries, to communicate and exchange information, ideas, experiences, resources, information and technology. • Provides a regional and national framework for joint action to improve the agricultural sector's competitiveness and sustainability, through improved awareness, advocacy and collective influence. • The network can facilitate multi-stakeholder input to the planning process for the sector. • There are opportunities for resource mobilization through funding available for farmers and farmers’ organizations from donor and technical support agencies, particularly with the recognition of the role of agriculture in achievement of the Millennium Development Goals • CaFAN can become a source of education and training, resource mobilization and encouragement for its members. 8.2d Threats • The growing age of participants within farmers’ organizations: more than 60% of farmers are over 55 years of age. • The reported literacy level among some Caribbean farmers is relatively low, thereby limiting the opportunities for introduction and use of the new technologies in some cases. 14

• • • •

Limited local expertise to commit to the network development. Lack of skills in financial assistance, professional management and market research expertise which will be essential in order to improve the national and regional networks. Even as the price of hardware and software has declined in relative terms, access to this equipment and services such as internet access is still costly and requires special skills to manage. Historic cultural practices, which are not supportive of group activities and which pay lipservice to a participatory approach at national and regional levels.

8.2.1 SWOT Update Efforts have been made to manage some of the challenges and weaknesses that were identified, through funding from CTA, in order implement a number of activities. Over 25 farmers representing 15 associations and organizations further developed their perspectives on the regional trade arrangements and negotiations, including the CARICOM Single Market and Economy (CSME), Economic Partnership Arrangement (EPA) and World Trade Organization (WTO). In addition, 28 Representatives of Farmers' associations, including over 40% youth, were provided with training to improve their management capacity, through exposure to a range of skills in the area of group dynamics, preparation of business plans, network development, information and communication management and the application of ICTs. 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 most important 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: 15

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 the logical 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 are critical. 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 expected that 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.

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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 strategy taken: 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 not only 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 and foster 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

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and lead ultimately to policy change. The following are some of the objectives and activities that CaFAN has set towards actualizing 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. Priority Activities: • 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 and activities 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. Priority Activities: • 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. 18

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 the immediate 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 that will 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 sustainable development 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. Priority Activities: • 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 the region. 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: 19

• • •

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. Priority Activities: • 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 20

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. Priority Activities: • 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 agreements in the region such as the CARICOM Single Market and Economy (CSME), the Economic Partnership Agreement (EPA), the World 21

Trade Organizations (WTO) and Free Trade Area of the Americas (FTAA). Data collected and analyses conducted will provide information 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 tourist hotels 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 will continue 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. Priority Activities: • 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. 22

• • • • • • • •

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 recognizes the 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. 23

•

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 being over 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 legal framework, 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 economic sector 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. 24

• •

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.

Priority Activities: • 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 providing training 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 operational activities. Full time Secretariat support will be necessary for the initial phases of membership development and operationalising the

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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 ongoing accountability 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 in 2010 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.

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APPENDIX 1: STRATEGIC FRAMEWORK SHOWING TARGETS OF THE STRATEGIC PLAN 20082010 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 farmers organizations in CARIFORUM member states

A.1 Conduct membership recruitment drives

A.1 New members recruited

A.2 Design and implement a public relations campaign

A.2 Possible members become aware of CaFAN an its programs

A.3 Use ICT and CaFAN website to promote CaFAN

A.3 CaFAN and its activities are promoted in cyber-space

CaFAN Secretariat

(B) Institutional Strengthening-Goal: Improve Governance Model B. Improve Governance

B.1 To create an organization with an effective structure to meet the objectives of the organization and its membership

B.1 Drafting and adopting of an appropriate constitution.

B.1 A CaFAN constitution adopted by members

B.2 Restructure the administrative management and development functions of the Secretariat

B.2 Review organizational structure and strengthen administrative functions

B.2 An effective farmers network and improved support services to members

CaFAN Steering Committee

(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 and limitations of the members of the networks

C.1 Conduct needs assessments regionally

C.1 Needs in training and development identified

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C.2 To create the synergies among groups necessary to accelerate the achievement of goals

C.1.1 Initiate/promote appropriate training opportunities for the CaFAN Executive, staff and its members

C.1.1. CaFAN Executive, staff and members trained in needs areas

C.1.2 Utilize the skills of the Caribbean Diaspora

C.1.2 The skills and expertise of members of the Caribbean diaspora utilized

C.1.3 Peer to Peer Assistance

C.1.3 Peer Assistance programme implemented

C.2 Improve communication between members using ICT and cluster or specific interest forums

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

D.1 To acquire resources to sustain CaFAN’s Secretariat, member organizations, projects and programs

D.1 Source Low Interest Loans or grant funding for AgriBusiness Projects

D.1 Loan sources identified

D1.2 Promote and disseminate information about financial support services

D1.2 Information on financial support services disseminated

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

D1.3 Linkages with financial institutions established

D.1.4 Develop Export-oriented and Niche Market products

D1.4 Export-oriented and Niche Market products developed

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

D1.5 Strategic Alliances established, Cooperatives formed

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 acquisition and local knowledge dissemination, communication, and marketing.

E.2 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

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

E.1 Social Networks established.

E.1.2 Establishment of a SMS platform in countries and region

E.1.2 SMS system established

E.1.3 Upgrade the CaFAN web-portal for easier use and information dissemination & communication

E.1.3 CAFAN website upgraded

E.1.4 Use ICT for Marketing & Public Relations campaign to increase awareness and visibility

E.1.4 Marketing campaign on the website

E.1.5 Develop partnerships with media agencies (traditional and nontraditional)

E.1.4 CaFAN participation in blogs and agri-list serves

E.2 Develop a SMS connecting members across the region.

E.2 SMS system established

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E.3 To increase within the membership, especially women, access to computers and the internet

E.3 Secure grant funding for the purchase of computers and the establishment of computers centers in rural areas.

E.3 Funding secured and computers purchased

E.4 To promote and implement the use of ICT in advocacy

E.4 Create an Information/Communications Framework for advocacy, education and promotion.

E.4 Policy on ICT use in advocacy and education completed

E.5 To use ICT as a tool for access to meaningful agricultural development 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 organic farming methods

F.2 Promote and implement Integrated Pest Management(IPM)

F.1 Dissemination of information and demonstration campaigns across the region, including several pilot projects and model farms

F.1 Information produced in varying formats, model farms established.

F.1.2 Marketing expertise training and development of organic products

F.1.2 Marketing training sessions

F.1.3 Marketing of organic and niche market products using ICT technologies

F.1.3 Organic products featured prominently on trade portal

F.2 Training farmers in IPM— especially peer training

F.2 Peer training program established.

F.2.1 Conduct Pesticide residue studies, pesticide resistance management and Pest Risk Analysis

F.2.1 Comprehensive desk study on Pesticide completed.

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F.3 Promote and develop efficient water management methods

F.4 Promote, develop and implement climate change mitigation and adaptation strategies and methods at the farm level

F.2.2 Use GIS application in IPM research and adoption

F.2.2 GIS used in application of IPM

F.3 Research and encourage improving irrigation and drainage technologies across the region

F.3 Study on ways of improving drainage and irrigation across the region completed.

F.3.1 Research and implementing interventions that enhance water productivity

F.3.1 New methods of water productivity implemented and information disseminated

F.3.2 Form a Caribbean Agricultural Water Users Association, to lobby and advocate on

F.3.2 Caribbean Agricultural Water Users Association formed

F.3.3 Disseminating water management resources to the farming community

F.3.3 Information produced and disseminated

F.4 Conduct studies and research on climate change and adaptation and mitigation measures at the local level

F.4 Studies and papers on climate change adaptation and mitigation at the local levels completed

F.4.1 Disseminate information on climate change mitigation and adaptation strategies to the Caribbean farming community

F.4.1 Information on climate change produced and disseminated

F.4.2 Advocate on behalf of farmers for policies information and resources to mitigate and adapt to climate change

F.4.2 Areas if need for advocacy identified and an advocacy position and strategy established

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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 trade agreements

G.1 Publish reader-friendly brochure and pamphlets on trade issues

G.1 Brochures and pamphlets produced on trade issues

G.1.2 Attend meetings on trade agreements as Caribbean Farmer Representative

G.1.2 Meetings attended and information disseminated to groups

G.2 To influence and promote favorable trading environments for member groups

G.2 Establish and Implement a Trade Help Desk and a trade assistance 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 market database (market intelligence & development)

G.3 Market database established

G.3.1 Develop a trade portal

G.3.1 Trade portal established

G.3.2 Participate in Agricultural Trade Fairs and Exhibitions

G.3.2 Trade Fairs attended.

G.4.1 Educational materials on standards requirements

G.4.1 Educational Materials on Phyto-standards produced and disseminated

G.4.2 Study Tours to Farm sites and Exchange Programs

G.4.2 Study tours organized and attended

G.5 Act as the facilitator of multiplier-linkages between the agriculture and tourism sectors

G.5 Linkages established between the two sectors

G.4 To educate farmers on standards and Phyto-Sanitary requirements

G.5 To support initiatives that would provide for the formation of linkages between the tourism sector and the agriculture sector

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

G.5.1 Promote a participatory micro -level transformation of linkages

G.5.1 Information on the benefits of linkages and sessions on linkages completed

G.5.2 Establish Private Sector and Farmers in Joint Ventures

G.5.2 Joint Ventures initiated and later established

G.6 Establishment of a revolving 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 by farmers to minimize risks to their resources identified

H.1 A study on community disaster management and the agriculture sector commissioned

H.1 Desk study on the Caribbean Agriculture sector and disaster completed

H.2 Identification of a the requirements on capacity of farmers’ organizations to prepare for, respond to, quantify and mitigate disasters and risks

H.2 An Agri-sector Community Disaster Management Plan established identifying needs and requirements

H.2 Needs and requirements of the Caribbean Agri-sector to participate in Community Disaster Management identified

H.2.1 Use ICT to collect and disseminate information on disasters

H.2.1 Information collected and disseminated by ICT

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

H.3 Links established and sessions facilitated on the topic

H.3 To facilitate support on risk management and associated services (financial, risk mitigation and management services) to farmers and agri-businesses

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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, programs and activities I. Youth and Women I.1 To assess the effects and macro-environmental, microParticipation environmental and individual factors on the youth involvement in agriculture

I.1 Development of a policy on the promotion of youth involvement

I.1 Policy on youth involvement.

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

I.2 Establish partnerships with institutions involved in youth and agriculture

I.2 Partnerships established with institutions

I.3 To provide the necessary resources to CaFAN and its member organizations to contribute towards policy changes regarding the involvement of the youth in agriculture

I.3 Review and analyzed youth composition in national organizations

I.3 Paper on youth composition in Agriculture sector

I.3.1 Facilitate regular debates on youth issues in Caribbean agriculture

I.3.1 Debates using various forums including ICT

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 partnerships with institutions involved in gender and agriculture

I.4.1 Partnerships established

I.4.2 Review and analyzed gender composition in national organizations

I.4.2 Status Paper on gender composition in national organizations

I.4 To assess the gender impacts and implications of policies and programmes of the regional agricultural sector

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I.5 To increase the number of women at the decision-making levels in CaFAN and its member organizations

I.4.3 Facilitate regular debates on gender issues in Caribbean agriculture

I.4.3 Debates on gender issues in various formats

I.5 Promote and implement gender balance and equity

I.5 Gender balance and equity promoted at decisionmaking levels at CaFAN

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Caribbean Farmers Network C/o Eastern Caribbean Trading Agriculture and Development Organization(ECTAD) P.O. Box 827, Beachmont Kingstown, St. Vincent and the Grenadines [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

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