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 7

4.0 Mission 7

5.0 CaFAN Goal 7

6.0 History of CaFAN 8

7.0 Methodology 9

8.0 Organization of the CaFAN Strategic Plan 10

8.1 Section 1: Contextual Framework 11

8.2 Section 2: Evaluation of CaFAN 13

8.3 Section 3: Strategic Focuses and Details of Strategic Plan 2008-2010 15

9.0 Implementation Strategy 25

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

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 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 Union
GDP 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
JAS Jamaica Agricultural Society
NGO Non-Governmental Organizations
MSN Microsoft Network
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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. 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: 784-453-1004
Fax: 784-453-1239
Email: cafancaribbean@gmail.com, or ectadsvg@yahoo.com
Website: http://www.caribbeanfarmers.org

CONTACT PERSONS

Chief Coordinator: Jethro T. Greene

Email: jethrogreene@yahoo.com
Mobile: 784-431-3138 or 784-593-8604

Office Manager: Nyasha Durrant

Email: nyashadurrant@yahoo.com

President: Senator Norman Grant

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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.

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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
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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.
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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.

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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

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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.
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• 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:

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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.

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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:

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 • 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

25
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.

26
 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 A.1 Conduct membership A.1 New members recruited CaFAN
representative of farmers recruitment drives Secretariat
organizations in CARIFORUM
member states
A.2 Design and implement a A.2 Possible members
public relations campaign become aware of CaFAN an
its programs

A.3 Use ICT and CaFAN A.3 CaFAN and its

website to promote CaFAN activities are promoted in
cyber-space

(B) Institutional Strengthening-Goal: Improve Governance Model

B. Improve B.1 To create an organization
Governance with an effective structure to meet
the objectives of the organization
and its membership
B.2 Restructure the administrative
management and development
functions of the Secretariat
B.1 Drafting and adopting of
an appropriate constitution.
B.2 Review organizational
structure and strengthen
administrative functions
B.1 A CaFAN constitution CaFAN Steering
adopted by members Committee
B.2 An effective farmers
network and improved
support 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 C.1 To identify the needs and C.1 Conduct needs C.1 Needs in training and
Development limitations of the members of the assessments regionally development identified
networks

27

C.2 To create the synergies
among groups necessary to
accelerate the achievement of
goals
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
C.1.1 Initiate/promote
appropriate training
opportunities for the CaFAN
Executive, staff and its
members
C.1.2 Utilize the skills of the
Caribbean Diaspora
C.1.3 Peer to Peer Assistance
C.2 Improve communication
between members using ICT
and cluster or specific interest
forums
D.1 Source Low Interest Loans
or grant funding for Agri-
Business Projects
D1.2 Promote and disseminate
information about financial
support services
D1.3 Initiate linkages with
financial institutions in order
to enhance the provision of
easy access to funding for
CAFAN members
D.1.4 Develop Export-oriented
and Niche Market products
C.1.1. CaFAN Executive,
staff and members trained in
needs areas
C.1.2 The skills and
expertise of members of the
Caribbean diaspora utilized
C.1.3 Peer Assistance
programme implemented
D.1 Loan sources identified
D1.2 Information on
financial support services
disseminated
D1.3 Linkages with
financial institutions
established
D1.4 Export-oriented and
Niche Market products
developed
28

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
D1.5 Formation of strategic
Alliances (Joint Ventures,
Cooperatives and Cluster
Arrangements)
E.1 Promote collaborative
social networking and use of
Web 2.0 (collaborative) tools
E.1.2 Establishment of a SMS
platform in countries and
region
E.1.3 Upgrade the CaFAN
web-portal for easier use and
information dissemination &
communication
E.1.4 Use ICT for Marketing
& Public Relations campaign
to increase awareness and
visibility
E.1.5 Develop partnerships
with media agencies
(traditional and non-
traditional)
E.2 Develop a SMS
connecting members across the
region.
D1.5 Strategic Alliances
established, Cooperatives
formed
E.1 Social Networks
established.
E.1.2 SMS system
established
E.1.3 CAFAN website
upgraded
E.1.4 Marketing campaign
on the website
E.1.4 CaFAN participation
in blogs and agri-list serves
E.2 SMS system
established

29
 E.3 To increase within the
membership, especially women,
access to computers and the
internet
E.4 To promote and implement
the use of ICT in advocacy
E.5 To use ICT as a tool for
access to meaningful agricultural
development and research
information
F. Develop Sustainable Agricultural Production Methods- Goal: To promote and implement sustainable methods of agricultural
production.
F. Sustainable F.1 Promote and develop organic
Agriculture farming methods
F.2 Promote and implement
Integrated Pest
Management(IPM)
E.3 Secure grant funding for
the purchase of computers and
the establishment of computers
centers in rural areas.
E.4 Create an
Information/Communications
Framework for advocacy,
education and promotion.
E.5 Development of an online
library and database
F.1 Dissemination of
information and demonstration
campaigns across the region,
including several pilot projects
and model farms
F.1.2 Marketing expertise
training and development of
organic products
F.1.3 Marketing of organic
and niche market products
using ICT technologies
F.2 Training farmers in IPM—
especially peer training
F.2.1 Conduct Pesticide
residue studies, pesticide
resistance management and
Pest Risk Analysis
E.3 Funding secured and
computers purchased
E.4 Policy on ICT use in
advocacy and education
completed
E.5. Online library and
database established
F.1 Information produced in
varying formats, model
farms established.
F.1.2 Marketing training
sessions
F.1.3 Organic products
featured prominently on
trade portal
F.2 Peer training program
established.
F.2.1 Comprehensive desk
study on Pesticide
completed.
30

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.3 Research and encourage
improving irrigation and
drainage technologies across
the region
F.3.1 Research and
implementing interventions
that enhance water
productivity
F.3.2 Form a Caribbean
Agricultural Water Users
Association, to lobby and
advocate on
F.3.3 Disseminating water
management resources to the
farming community
F.4 Conduct studies and
research on climate change
and adaptation and mitigation
measures at the local level
F.4.1 Disseminate information
on climate change mitigation
and adaptation strategies to the
Caribbean farming community
F.4.2 Advocate on behalf of
farmers for policies
information and resources to
mitigate and adapt to climate
change
F.2.2 GIS used in
application of IPM
F.3 Study on ways of
improving drainage and
irrigation across the region
completed.
F.3.1 New methods of water
productivity implemented
and information
disseminated
F.3.2 Caribbean Agricultural
Water Users Association
formed
F.3.3 Information produced
and disseminated
F.4 Studies and papers on
climate change adaptation
and mitigation at the local
levels completed
F.4.1 Information on climate
change produced and
disseminated
F.4.2 Areas if need for
advocacy identified and an
advocacy position and
strategy established
31
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 G.1 To educate farmers on trade
Trade agreements
G.2 To influence and promote
favorable trading environments
for member groups
G.3 To monitor and advise on
production and marketing issues
(market intelligence &
development)
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
G.1 Publish reader-friendly
brochure and pamphlets on
trade issues
G.1.2 Attend meetings on
trade agreements as
Caribbean Farmer
Representative
G.2 Establish and Implement
a Trade Help Desk and a trade
assistance officer
G.3 Develop a market
database (market intelligence
& development)
G.3.1 Develop a trade portal
G.3.2 Participate in
Agricultural Trade Fairs and
Exhibitions
G.4.1 Educational materials
on standards requirements
G.4.2 Study Tours to Farm
sites and Exchange Programs
G.5 Act as the facilitator of
multiplier-linkages between
the agriculture and tourism
sectors
G.1 Brochures and
pamphlets produced on trade
issues
G.1.2 Meetings attended and
information disseminated to
groups
G.2 Trade Help Desk
established.
G.3 Market database
established
G.3.1 Trade portal
established
G.3.2 Trade Fairs attended.
G.4.1 Educational Materials
on Phyto-standards produced
and disseminated
G.4.2 Study tours organized
and attended
G.5 Linkages established
between the two sectors
32

G.6 Improve the agricultural
sector, particularly women’s,
access to credit
H. Improve Disaster and Risk Management-Goal: CaFAN members informed and knowledgeable on Community Disaster Management
H. Disaster and Risk H.1 Identification of specific
Management strategies to be adopted by
farmers to minimize risks to their
resources identified
H.2 Identification of a the
requirements on capacity of
farmers’ organizations to prepare
for, respond to, quantify and
mitigate disasters and risks
H.3 To facilitate support on risk
management and associated
services (financial, risk mitigation
and management services) to
farmers and agri-businesses
G.5.1 Promote a participatory
micro -level transformation of
linkages
G.5.2 Establish Private Sector
and Farmers in Joint Ventures
G.6 Establishment of a
revolving loan fund for
farmers
H.1 A study on community
disaster management and the
agriculture sector
commissioned
H.2 An Agri-sector
Community Disaster
Management Plan established
identifying needs and
requirements
H.2.1 Use ICT to collect and
disseminate information on
disasters
H.3 Act as a facilitator on risk
and the agri-sector
G.5.1 Information on the
benefits of linkages and
sessions on linkages
completed
G.5.2 Joint Ventures
initiated and later established
G.6 Revolving Loan fund
established
H.1 Desk study on the
Caribbean Agriculture sector
and disaster completed
H.2 Needs and requirements
of the Caribbean Agri-sector
to participate in Community
Disaster Management
identified
H.2.1 Information collected
and disseminated by ICT
H.3 Links established and
sessions facilitated on the
topic
33
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
Participation macro-environmental, micro-
environmental and individual
factors on the youth involvement
in agriculture
I.2 To determine and analyze the
perceptions of young people on
agriculture
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.4 To assess the gender impacts
and implications of policies and
programmes of the regional
agricultural sector
I.1 Development of a policy
on the promotion of youth
involvement
I.2 Establish partnerships
with institutions involved in
youth and agriculture
I.3 Review and analyzed
youth composition in national
organizations
I.3.1 Facilitate regular debates
on youth issues in Caribbean
agriculture
I.4 Development of a policy
on the promotion of gender
equity
I.4.1 Establish partnerships
with institutions involved in
gender and agriculture
I.4.2 Review and analyzed
gender composition in
national organizations
I.1 Policy on youth
involvement.
I.2 Partnerships established
with institutions
I.3 Paper on youth
composition in Agriculture
sector
I.3.1 Debates using various
forums including ICT
I.4 Policy on gender equity
developed and implemented
I.4.1 Partnerships
established
I.4.2 Status Paper on gender
composition in national
organizations
34
 I.4.3 Facilitate regular debates I.4.3 Debates on gender
on gender issues in Caribbean issues in various formats
agriculture

I.5 To increase the number of I.5 Promote and implement I.5 Gender balance and
women at the decision-making gender balance and equity equity promoted at decision-
levels in CaFAN and its member making levels at CaFAN
organizations

35
 Caribbean Farmers Network
C/o Eastern Caribbean Trading Agriculture
and Development Organization(ECTAD)

P.O. Box 827, Beachmont

Kingstown, St. Vincent and the Grenadines
cafancaribbean@gmail.com or ectadsvg@yahoo.com
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

36
37