bahamas - assessment of agricultural information needs

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ASSESSMENT OF AGRICULTURAL INFORMATION NEEDS INAFRICAN, CARIBBEAN & PACIFIC (ACP) STATES FOR CTAS

PRODUCTS AND SERVICES

Phase II: Caribbean

The Bahamas

Final Report

Prepared by:Godfrey Eneas

on behalf of theTechnical Centre for Agricultural and Rural Cooperation (CTA)

Project: 4-7-41-204-4/d

October 2005


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Disclaimer

This report has been commissioned by the CTA to enhance its monitoring of information needs in ACPcountries. CTA does not guarantee the accuracy of data included in this report, nor does it acceptresponsibility for any use made thereof. The views and opinions expressed in this report are those of theauthor alone and do not necessarily reflect the views of CTA. CTA reserves the right to select projects andrecommendations that fall within its mandate.


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ASSESSMENT OF AGRICULTURAL INFORMATION NEEDS INAFRICAN, CARIBBEAN & PACIFIC (ACP) STATES FOR CTAS

PRODUCTS AND SERVICES

Phase II: Caribbean

The Bahamas

Final Report

Prepared by:

Godfrey Eneas

on behalf of the

Technical Centre for Agricultural and Rural Cooperation (CTA)

Project: 4-7-41-204-4/d

October 2005


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Table of Contents

List of Acronyms iiiExecutive Summary viii

1. INTRODUCTION 12. COUNTRY PROFILE 2

2.1 Agriculture, Fisheries and Forestry 32.1.1 Agriculture 32.1.2Fisheries 42.1.3 Forestry 4

2.2 Information and Communication Management Capacity 42.3 Agricultural Information Services 6

3. NEEDS ANALYSIS 103.1 Information Needs 103.2 Capacity Building Needs 12

4. CONCLUSIONS AND RECOMMENDATIONS 164.1 Conclusions 16

4.1.1Extent of Key Problems 164.1.2Information Needs 174.1.3Capacity Building Needs 194.1.4Potential Partners and Beneficiaries: 20

4.2 Recommendations 214.2.1Information Needs 214.2.2Capacity Building Needs 224.2.3Potential Partners and Beneficiaries 23

ANNEXES 24ANNEX I. TERMS OF REFERENCE 25ANNEX II. COUNTRY PROFILE 32

II.1 General Agricultural Profile 32II.2 Socio-Economic Profile 48

II.3 Media and Telecommunications 58ANNEX III. PROFILE OF INSTITUTIONS 69

III.1. List of All Institutions in Agriculture and Rural Development 69III.2 Select List of Key Institutions 74

ANNEX IV. PERSONS/INSTITUTIONS CONTACTED 84ANNEX V. REFERENCES 86


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List of Acronyms

ACW Anglican Church WomenAGCSL Abaco Agricultural Cooperative Society LimitedBAIC Bahamas Agricultural Industrial CorporationBAPA Bahamas Agricultural Producers AssociationBCC Bahamas Chamber of CommerceBCL Bahamas Cooperative LeagueBDB Bahamas Development BankBECBEST

Bahamas Electricity CorporationBahamas Environmental Science & Technology Commission

BF Bahamas FerriesBHA Bahamas Hotel Association

BPE Bahamas Produce ExchangeBTC Bahamas Trade CommissionCCSSHSCSL C.C. Sweeting Senior High School Cooperative Society LimitedCVBHSCSL C.V. Bethel High School Cooperative Society LimitedCAIS Caribbean Agricultural Information ServiceCARDI Caribbean Agricultural Research and Development InstituteCAIC Caribbean Association of Industry and CommerceCCACCCU

Canadian Cooperative AssociationCaribbean Confederation of Credit Unions

CDB Caribbean Development BankCARIRI Caribbean Industrial Research Institute

CAMID Caribbean Marketing Intelligence NetworkCRNM Caribbean Regional Negotiation MachineryCARICOM Caribbean SecretariatCAHSCSL Central Abaco High School Cooperative Society Limited

CTA Technical Centre for Agriculture and Rural CorporationCOB College of The BahamasCTL Container Terminals LimitedCTO Caribbean Tourism OrganizationCERMES Centre for Resource Management and Environmental StudiesCUNA Credit Union National AssociationDOA Department of Agriculture

DCD Department of Cooperative DevelopmentDOF Department of Fisheries

DOI Department of ImmigrationDLS Department of Lands & SurveysDLG Department of Local Government

DOS Department of Statistics

EACSL Eleuthera Agricultural Cooperative Society Limited


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FFSS Fish & Farm Supply Store

FDA Florida Department of Agriculture

FAO Food and Agricultural Organization4HC 4 H ClubFTAA

GBFCSL

Free Trade Agreement of the Americas

Grand Bahama Farmers Cooperative Society LimitedGBPA Grand Bahama Port AuthorityGI Global Insight

IDB Inter-American Development Bank

IICA Inter-American Institute For Cooperation on Agriculture

JAB Junior Achievement Bahamas

IFPRI International Food Policy Research Institute

MCFCSL Mangrove Cay Fishing Cooperative Society Limited

MCSL Mayaguana Cooperative Society Limited

MAFLG Ministry of Agriculture, Fisheries & Local Government

MOE Ministry of Education

MOT Ministry of Tourism

MTI Ministry of Trade and Industry

NPLPCSL New Providence Livestock Producers Cooperative Society Ltd.

NAFCSL North Abaco Fishing Cooperative Society Limited

NCICSL North Cat Island Cooperative Society Limited

NLICSL North Long Island Cooperative Society Limited

NLIHSCSL North Long Island High School Cooperative Society Limited

QCCSL Queens College Cooperative Society Limited

USDA United States Department of Agriculture

U of Fla. University of Florida

UWI University of the West Indies

WCCU World Council of Credit Unions

WTTC World Travel and Tour Council

Exchange rate:EURO EURO = 1.29636 USD (May 2005)


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List of Tables

Page

Table 1: Sources of Information 6

Table 2: Needs Analysis 14

Annex II Tables

II.1 Table 3: Agribusiness and Small Farm Output (Graph 1) 32Table 4: Farm Population Grouping 1978, 1994 and 2005 34Table 5 Number of Holders by Island 35Table 6: Farm Population by Age Group and Gender 36Table 7: Number of Farmers By Age, Years in Farming and Gender 37Table 8: Acreage under Production 1978 and 1994 38Table 9: Total Fishery Product Landings 1997 2003 40

Table 10a: Bahamas Total Recorded Product Landing 41Table 10b: Total Recorded Landings by Weight and Value (Graph 2) 41Table 11a: Bahamas Total Value of Exports 42Table 11b: Total Value of Exports (Graph 3) 42Table 12a: Bahamas Recorded Landing of Crawfish 42Table 12b: Bahamas Recorded Landing of Crawfish (Graph 4) 42Table 13: Production Potential of Specific Crops 43Table 14: Main Agricultural Produce 2003 45Table 15: All Bahamas Exports 2003 46

II.2 Table 16: Population by Island and Sex (1970-2000) 49Table 17: Literacy 50Table 18a: Public School Enrollment by District: Primary Schools 50Table 18b: Public School Enrollment by District: Secondary Schools 51Table 18c: Enrollment: Independent Schools 52Table 19: Registered Physicians, Dentists and Nurses Bahamas 53

1998-2002Table 20a: Dispersion of Government Health Service Facilities, 54

Bahamas (2003)Table 20b: Dispersion of Government Health Services Facilities, 55

Bahamas (2000)

Table 21: Number of Consumers 56

II.3 Table 22: Newspapers 58Table 23: Periodicals 60Table 24: Private Radio Stations 63Table 25: Private Households by Island and Number of Televisions 64

per HouseholdTable 26: Private Households by Island Indicating Number of 65


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Households with Satellite or CableTable 27 Wire-line and Wireless Subscribers, Bahamas 66

Telecommunications Ltd.Table 28: Private Households by Island Indicating Availability 67

and Access to Amenities

Table 29: Internet Service Providers 67

Annex III Tables

Table 30: Institutions Involved in Agriculture and RuralDevelopment 70

Table 31: Select List of Key Institutions 74

Annex IV Tables

Table 32: Persons Interviewed 84

Key to type and role of institutions / organizations:

Type: AS-F Farmers association (includes co-operatives)

AS-W Womens association

AS-Y Youth association

BNK Bank or credit institution

CCI Chamber of commerce and industry

CHU Church-based group

EDU Educational institution

GOV Government department/ministry

NGO Non-government organization

PRV Private enterprise, company

REG Regional organization, project or network

STA Statutory body

STE State enterprise

OTH Other

Role: EX Extension and outreach

IN Information services

FS Financial services

PP Policy and planning


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PS-E Private sector Exporter (fresh, frozen and dried produce)

PS-M Private sector Manufacturer (e.g. tannery, bottler, refiner, roaster)

PS-P Private sector Producer (e.g. commercial farm, fishing company)

PS-S Private sector Supplier (e.g. agrichemicals, equipment, seeds)

RD Research and development

RG Regulation (compliance, standards)

TR Training (at secondary, tertiary vocational level)

TM Trade and marketing (include market development)

RU Rural Development

OT Other


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Executive Summary

Introduction

This study, The Assessment of Agricultural Information Needs in African, Caribbean andPacific (ACP) states Phase 2: Caribbean, was commissioned by the Technical Centre forAgricultural and Rural Cooperation (CTA). The CTA was established in 1983 as anAfrican, Caribbean and Pacific (ACP) European Union (EU) organization. Its originalmandate was derived out of the Lom Convention and, in the year 2000, it was modifiedfollowing the signing of the new ACP/EU framework agreement (Cotonou Agreement).

The CTAs main goal is to develop and provide services that improve access toinformation for agricultural and rural development, and to strengthen the capacity of ACPcountries to produce, acquire, exchange and utilize information in this area.

Objectives

The objectives of the study are as follows;

To identify agricultural information needs of key actors/beneficiaries for CTAproducts and services.

To identify needs of potential actors/beneficiaries of CA activities andservices in terms of building capacity for information and communicationmanagement.

To identify potential partners/beneficiaries for CTA activities and services.

To develop some baseline data to facilitate subsequent monitoring activities.

Methodology

The methodology employed in the study comprised three components:

Briefing session at the Caribbean Agricultural Research and DevelopmentInstitute (CARDI), St. Augustine, Trinidad.

A desk review of available literature and information services including thefindings of program findings.

Face-to-face interviews were undertaken by interviewing officials and seniormanagement personnel in ten institutions of which were from the public

sector, and the remaining four were non-governmental organizations (NGOs).

Expected result

In conjunction with the above, The study should assist the three operational units of theCTA as well as its local representatives to improve and better target interventions andactivities aimed at political partners and beneficiaries (including women, youth, privatesector and civil society organizations); to have a more informed picture of their needs and


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aid in the elaboration of a strategy and framework of action. The study should alsohighlight where there are specific needs for CTAs products and services therebyenabling improvement in the delivery of the same.

Findings

With reference to information, the needs which were ascertained were statistical (sectoraland national), field data for crop forecasting and marketing, crop and livestock yields andtrade information i.e. EU legislation, state of industry / agribusinesses and general publicpolicy plans.

Capacity building needs were centered on manpower development and training in orderto upgrade skills and expertise in information and communication technology (ICT).

Conclusions and recommendations

In concluding it was apparent that the public sector lacked a clear understanding of thefollowing:

The importance of an effective ICT program as an integral part of theagricultural sector and as a mechanism to assist in regulating the sector.

There was also little evidence that steps were being taken to establish anational information system generally and specifically in the agriculturalsector.

In view of the above it is recommended that action should be taken to assist theagricultural sector of The Bahamas in formulating a strategic information plan.


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1. INTRODUCTION

1. Established in 1983, the original mandate of the African, Caribbean andPacific (ACP) European Union (EU), Technical Cooperation for

Agricultural and Rural Cooperation (CTA) has been modified following thesigning of the new ACP-EU framework agreement (Cotonou Agreement) in2000.

2. Since 2000, the CTAs responsibilities have been to develop and provideservices that improve access to information for agricultural and ruraldevelopment and to strengthen the capacity of ACP countries to produce,acquire, exchange and utilize information in this area. To undertake theseresponsibilities, the CTA, as stated in this studys terms of reference, hasdesigned programs around three main activities:

Providing an increasing range and quality of information products and

service and enhancing awareness of relevant information sources. Supporting the integrated use of appropriate communication channels

and intensifying contacts and information exchange.

Developing ACP capacity to generate and manage agriculturalinformation and to formulate information and communicationmanagement (ICM) strategies. (CTA, TOR)

3. This is undertaken within the framework of three operational departments asdefined in the CTAs Strategic Plan (2001-2005):

Information Products and Services

Communication Channels And Services Information and Communication Management Skills and Systems

Working in conjunction with the operational department is Planning andCorporate Services (P&CS), which performs a support role to thesedepartments by providing the methodological underpinningand monitoringof the ACP environment to identify emerging issues and trends. It is fromthis perspective that programs like information needs assessment emerge fromthe CTA.


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2. COUNTRY PROFILE

4. The Bahamas is an archipelago situated in the North Atlantic Ocean, southeastof Florida and northeast of Cuba. It covers an area of 13,935 sq. km. of which

10,070 sq. km. is land. The archipelago experiences a tropical maritimeclimate with winter incursions of modified cold air and generally neither frost,snow, sleet nor extreme temperatures. Humidity is high during the summermonths, which also corresponds to the hurricane season.

5. There are 30 populated islands in the archipelago. The 2000 census ofpopulation recorded that there were 303,611 people and, by 2003, the figurehad climbed to 316,298. Life expectancy at birth for males is 68.3 years andfor females 75.3 years. The average annual population growth rate was 1.9%in 2002 (DOS).

6. HIV/AIDS is a health condition of major concern as some figures indicate

there is a 3% adult prevalence rate with some 5,600 (2003 est.) living with thedisease.

7. The Bahamas gained its Independence from Britain on July 10th 1973 andcontinues the tradition of constitutional parliamentary democracy under a bi-cameral system (Upper Chamber Senate (16 seats) and lower Chamber 40seats House of Assembly). Being an archipelago, there are 21 administrativedistricts.

8. An overview of the economy shows that The Bahamas with its stablegovernment and democratic traditions has developed an economy which isservice orientated and dominated by tourism and financial services. With agross domestic product (GDP), in the area of about 4.04 to 4.24 billion Euros(B$5.1 to B$5.5 billion), being fueled by strong performances in tourism(40%), financial services (15%) and a boom in the construction of hotels,resorts and residences this has led to solid economic growth in recent years.The per capita income has been estimated to be between 11,570 to 13,113Euros (B$15,000 to B$17,000) per annum.

9. The labor force in 2002 was 167,980 workers, and unemployment isconservatively estimated to be less than 10%. Employment is highest in thetourism sector, with agriculture accounting for less than 5%.

10. The Bahamas is well endowed with infrastructure as there are some 29 airportswith paved runways, an outstanding telecommunications system and major port facilities in Nassau and a transshipment container terminal in Freeport,Grand Bahama.


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2.1 Agriculture, Fisheries and Forestry

11. The agricultural sector in The Bahamas contributes 3% to GDP. Of this, about2% is generated by the fishing industry and the remaining 1% fromagribusiness and small farmer output.

12. Agribusiness, small farmers and fisheries fall within the portfolio of theMinistry of Agriculture, Fisheries and Local Government. The Ministry isresponsible for the general administration of the sector. The administration isheaded by a Permanent Secretary with two directors Department ofAgriculture (agribusiness and small farmers) (DOA) and Department ofFisheries (DOF).

13. Unlike the fisheries sector, which is growing in both output and the number ofindividuals employed, the agribusiness and small farmer sector is facing acrisis of declining numbers in the farm population. In 1978, there were almost

10,000 individuals; by 1994 it had decreased to less than 7,000, and in 2005,the figure is possibly around 5,000.

14. As New Providence becomes more urbanized, farming is becoming anendangered activity as land which was formerly used for farming has beenredeveloped for housing purposes. In the 1994 census there were 1,825individuals engaged in farming in the age groups 55 to 75 years and over.Using the life expectancy figure of 67 years for Bahamian males, it is likelythat most of the 1,030 males are probably dead. This is also the group (667)with 15 or more years of experience.

15. The citrus canker outbreak on Abaco will adversely affect the acreage undercitrus production and the citrus export market to the United States. Thegovernment of The Bahamas has chosen the course of grove destruction toeradicate the canker. This will decrease the acreage under production thereby

putting thousands of acres of cultivated land out of production as well asdecreasing the number of individuals employed by agribusiness.

16. Despite this scenario, agribusinesses and small farmers recognize theirvulnerability to market forces, which have been accelerated by globalizationthrough the liberalization of agricultural trade and the move to create ahemispheric trading body in the form of the Free Trade Area of The Americas(FTAA). As a result agribusinesses and small farmers have formed national

commodity groupings or associations such as The Bahamas AgriculturalProducers Association (BAPA), or the New Providence Livestock ProducersCooperative Society (NPLPCS) and participate in regional bodies like theCaribbean Poultry Association (CPA) and the Caribbean AgribusinessAssociation (CABA).

17. It is anticipated that, through a reformed Produce Exchange and PackingHouse system in conjunction with a reinvigorated DOA and BahamasAgricultural and Industrial Corporation (BAIC), output from agribusinesses

2.1.1 Agriculture


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and small farmers could be increased as this segment seeks to become morecompetitive.

18. The fisheries industry employs some 1200 individuals as fishermen, food

safety technicians and processing plant workers. It generates 77,140,000 Eurosannually principally from the export of crawfish or lobster to global marketslike the EU, Canada, and USA. The Fisheries industry is a major earner offoreign exchange for The Bahamas.

19. Fisheries processing facilities have to meet EU food safety standards in orderfor Bahamian crawfish to enter the EU market. Fisheries processing facilitiesare located in fishing communities on Andros, Long Island, Abaco, andSpanish Wells in North Eleuthera, and also two facilities in New Providence.

2.1.3 Forestry

20. Forestrys output is limited, principally to exports of the Cascarilla Bark andthe burning of Pinus caribae (pine trees) for charcoal for the local market.Cascarilla bark is found mainly on the islands of the South-Eastern Bahamas(Cat Island, Acklins, and Crooked Island). Only a small number of people (50)are engaged in collecting the bark for which the European Union (Italy) is themain market. In 2003 the value of exports was 203,922.52 Euros (DOA).Charcoal burning activity is unregulated and its value is difficult to ascertain,it is undertaken in some communities on North Andros, Abaco, and GrandBahama.

2.2 Information and Communication Management Capacity

21. The institutions interviewed comprised the following:

Public Sector

Ministries: 1 Agriculture, Fisheries and Local Government (MAFLG)2 Tourism (MOT)3 Trade and Industry (MOTI)

Departments: 1 Agriculture (DOC)2 Bahamas Produce Exchange (BPE)3 Fisheries (DOF)

Statutory Body: Bahamas Agricultural and Industrial Corporation (BAIC)

Private Sector/ Non-Governmental Organization (NGOs)

Cooperative: 1 New Providence Livestock Producers Cooperative SocietyLtd. (NPLPCSL)

2 Bahamas Cooperative League (BCL)

2.1.2 Fisheries


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Association: The Bahamas Agricultural Producers Association (BAPA)

Organization: Bahamas Chamber of Commerce (BCC)

22. In the Public Sector, there is a registry for office files for which there is aresponsible office or supervisor (these people do not hold degrees, and have

basic clerical training); this includes BAIC. In the MAFLG, DOA and DOF,there is no specific individual with the responsibility for public education,

preparation of audio-visual or newsletters. At BAIC, the preparation ofnewsletters and publications is undertaken by the marketing division and stepshave been taken to place ICM with the Accounts Department.

23. The availability of equipment in the various ministries, such as scanningequipment and hardware/software is not a problem. The challenges are mainlythe lack of training in the use of the equipment. Apart from the Ministry ofTourism none of the Ministries interviewed had technically trained individualsin Computer Science. The staff who generally work with computers use them

principally as word processors.

24. In the MOT, there is a dedicated department headed by a Director forResearch and Development with the responsibility for tourism data andanalysis via information technology. In the MOTI, in addition to a registrysupervisor, there are three officers responsible for website maintenance andthe monitoring of the content on the Internet, particularly matters relating totrade. In MAFLG, BPE and DOA, only senior officers (these staff generallyhave degrees or post-grad qualifications) have access to the Internet whereasin the DOF all officers can obtain access to the Internet. The BahamasGovernment has a centralized website, which is administered through theMinistry of Finance data processing unit. Some ministries such as theMinistry of Tourism work independently.

25. The DOA has an officer who works out of the office of the Inter-AmericanInstitute for Cooperation on Agriculture (IICA) two days each week for the

purpose of accessing agricultural information from the Internet. This is a jointprogram between IICA and DOA. This individual has received some trainingin data processing.

26. In the Departments of Agriculture and Fisheries respectively the analyticalwork is completed by professional officers with some knowledge of ICT,hence the publication of statistical data. In the MOTI the individuals workingon the website have no specific expertise in ICT, just on-the-job working

knowledge.

27. Among the NGOs, only the BCL and BCC have individuals with theresponsibility for information. In the BCC, there is a program coordinator for

publications as well as a part-time web-site Administrator. The BCL has oneindividual performing registry and ICM functions.


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2.3 Agricultural Information Services

28. In the public sector, particularly agriculture, the main sources of agriculturalinformation services are the Food and Agriculture Organization (FAO) andIICA. For the Bahamas Produce Exchange, marketing information on pricesis obtained from the Florida Department of Agriculture. Some technicians in

the DOA obtain information from the International Food Policy ResearchInstitute (IFPRT).

29. The Ministry of Trade and Industry and The Bahamas Trade Commissionreceive their information on trade from the World Trade Organization (WTO),The Caribbean Regional Negotiation Machinery (CRNM), CARICOMSecretariat and the office of the Free Trade Area of the Americas (FTAA).

30. The DOF, in addition to FAO, receives a great deal of information from theUniversity of the West Indies Centre For Resource Management andEnvironmental Studies (CERMES). On the other, the MOT collaborates oninformation services with the Caribbean Tourism Organization (CTO), the

WTO, the World Travel and Tourism Council and Global Insight.

31. With reference to NGOs, members of cooperatives and the association rely oninput suppliers i.e. feed companies for their source of information. In someinstances, small farmers utilize the Department of Agricultures ExtensionServices whereas agribusinesses depend on input suppliers.

32. Entities like the BCC utilize, for trade matters, the WTO, CRNM andCARICOM. For other matters, it looks to Caribbean Association of Industryand Commerce (CAIC), Employers Confederations, the US Chambers ofCommerce and local entities like Customs, Department of Statistics and theMinistry of Finance. The BCL receives information from the CaribbeanConfederation of Credit Unions (CCCU), the Canadian CooperativeAssociation (CCA), IICA, World Council of Credit Unions (WCCU) and theCredit Union National Association (CUNA).

Table 1: Sources of Information

Organization Source TypeCategory

Location Input Event

NPLPSC InputSuppliers

Production USA Animal Feed

TradeShow

Poultry USA SoutheasternPoultry

CPA Poultry Region CommodityGroup

DCD Cooperative National MonitoringTechnicalAssistance

DDA Policy National Duty FreeExemption


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BCL Financial National TechnicalAssistanceAdvocacy

BCL CUNA Financial USA Credit Union

WCCU Financial Global Credit Union

CCCU Financial Regional Body

CCA DevelopmentalAdvisory

Canada Cooperatives

IICA Advisory Hemispheric Studies, projectsprod/supplier

BCC CARICOM Trade Regional CSME

CRNM Trade Regional CSMEFTAAWTO

CAIC Business

Development

Regional Integration

Studies

Trinidad

ConferenceCentralBank ofTheBahamas

Financial Data National EconomicStatistics

DOS Country Data National Statistics

BEC Employers National Workplaceconditions

BAPA IICA General Hemispheric Studies,products,seminars

CABA Agribusiness Regional Group

CARDI Technicalinformation

Regional Livestock

InputSupplier

Production USA

TradeShow

OrnamentalHorticulture

USA NurseryProducts

Min. ofAgr.

PolicyPrograms

National Planning sector

BAIC CentralBank

Economy National Economy

Dept. of

Statistics

General

Statistics

National Planning

projectionsCustoms Imports National National food

bill/consumption

DOA Agriculture National Technical

Min. ofFinance

Financial National Economy

Bah. Dev.Bank

Financial National Projects


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IICA Age Hemisphere Technical,studies, project,Workshops

CIDA Industry Region

CDB Financial Region Project funding

IDB Financial Hemispheric Projects, funding

FAO Agriculture Global Technical

CARIRI Industrial Regional

BPE FDA Marketing USA Commodityprices

FAO Marketing Global Technical (Post-harvest)

MOT DOI Visitors National Immigrationcards

CTO Industry RegionalBHA Visitors Hotel occupancy

DLG Family Island Liaison

CruiseShips

Visitor arrivals By sea

TravelAgents

Visitor arrivals By air or sea

WTTC Industry Global

GI Industry Global

DOF FAO Fisheries Global Technicalinformation

UWI CERMES Region MarineEnvironment

IICA Technicalassistance

Latin America &the Caribbean

Project seminars

IDB Financial Hemispheric Funding

MAFLG

DOA

FAO Technical Global Projects/studies

IICA Technical Hemispheric Studies/projects

IFPRI Policy International

CARDI Technical Regional Informationcrops andlivestock

USDA Technical USA/InternationalU of Fla. Technical USA

FDA Technical USA Phytosanitary

MTI

BIC

WTO Trade Global Monitoring,seekingmembership

RNM Trade Regional FTAA


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FTAA Trade Hemispheric Monitoringstatus/action

CARICOM Trade Regional CSME


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3. NEEDS ANALYSIS

33. In the Public Sector and among the NGOs, it is obvious that information needsare being satisfied primarily from external sources like the FAO, IICA, WTOand input suppliers as very little information, in a usable form, is emanating

from national bodies or agencies.

34. In conjunction with this, NGOs are looking to the Public Sector for basicstatistical data and information to assist in planning and business decisions.This is compounded by the fact that there are manpower limitations resultingfrom the lack of expertise and management skills in the public sector andamong the NGOs.

3.1 Information Needs

35. One of the needs in the public sector is a sectoral update of agribusinesses and

small farmers. Heavy dependence in the past has been placed on censusreturns.

36. Since independence, two censuses have been conducted: one in 1978 and theother in 1994. Decision-makers in the Department of Agriculture haveencountered serious difficulties in trying to plan the orderly growth anddevelopment of the sector without vital information like the number offarmers, their ages, location, type of farming/agribusiness activity.

37. In order to address this issue, the Department has introduced an annual farmerregistration scheme, or program which facilitates the granting of duty-freeexemptions to bona fide farmers and agribusinesses. However, difficulties are

being encountered in the analysis of the data which is captured by the schemeand devising a methodology which will enable the department to use theinformation as a planning tool or mechanism is proving to be challenging.

38. The MOT has a program where it utilizes the immigration card to extractinformation on visitors. From this information, they have developed adatabase, which is the basis of their marketing program and has enabled themto pin point the demands of the visitor. A similar retrieval system could beadapted for the farmer registration scheme.

39. The DOA has had difficulties in obtaining production yield statistics for crops

and livestock (small ruminants and pigs). The diverse growing environmentand climatic conditions in the southeastern Bahamas have created a demandfor this type of information for crop and livestock professional officers as wellas farmers.

40. The Bahamas has a very open economy as it is heavily dependent on importsto generate revenue as well as to provide the funds to purchase goods to keepthe country functioning. This impacts the Customs Department which is


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responsible for collecting the data on imports and turning that informationover to the Department of Statistics.

41. Ministries like MAFLG, DOA and MTI monitor imports; however, obtainingthis information on a timely basis poses difficulties due to communicationdifferences between the different government departments. For years the

Statistics Unit of the DOA has disagreed with the DOS and The Central Bankof The Bahamas in the manner in which agricultural statistics are representedto reflect the agricultural sectors contribution to the countrys GDP. There isa central data processing facility in the Ministry of Finance as well as aDepartment of Statistics. Placing the information in a format which is usable

by all ministries, department and statutory bodies creates difficulties.

42. Tourism spending is an important component in determining the GDP of TheBahamas. This data is compiled by the Central Bank of The BahamasResearch Department in conjunction with the MOT. Collecting and analyzingthis information in order to provide ministries like MTI and the DOA on atimely basis is proving to be a difficult task. The difficulties stem from the fact

that import statistics from the Bahamas Customs Department have to beincluded to arrive at a figure for national food consumption. Inputting customsreturns along with compiling the statistics being generated by the otherministries is the responsibility of the DOS, and this has been the basis forsome of the delays in the preparation of statistics on a timely basis.Determining food consumption habits by visitors is a critical aspect of

production planning for both crops and livestock as well as the processing andmarketing of fresh and processed foods.

43. The Bahamas Produce Exchange and Packing House system is constrained bythe inability to obtain crop-forecasting information. This has had implicationson the capability of the Produce Exchange to set prices and to meet marketdemands on a consistent basis, which in turn, adversely affects the capacity ofThe Bahamas Produce Exchange to take advantage of linkages to the tourismsector, i.e. hotels, gourmet restaurants and the fast food US franchise outlets.

44. As a result of the liberalization of markets, the eventual membership of TheBahamas in the WTO, its participation in the FTAA, the possibility of joiningthe Caribbean Single Market and Economy (CSME), and the EU/ACPEconomic Partnership Agreement (EPA), trade issues are a growing area ofimportance to The Bahamas.

45. The DOF has had difficulties obtaining information on EU legislation as it

relates to fisheries commodities entering the EU. For The Bahamas, the EU isa major market for Bahamian crawfish which is one of a few commodities inwhich The Bahamas is a major exporter on the global scene.

46. The Bahamas Trade Commission in the MTI, and the DOA view tradeinformation and data as critical components in the execution of their duties.Sources such as the DOS and the Central Bank of The Bahamas do not alwayshave up-to-date information readily at hand. This can frustrate the efficiencyof the analytical work of these agencies.


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47. BAIC is encountering challenges in finding sources of information on

industrial standards for a range of commodities and cash flow analysis for thedevelopment of agribusinesses and general business plans.

48. The most critical information need for NGOs is the availability of public

sector statistics on a timely basis and policy details for macro and micro planning in order for intelligent projections to be made. This is a majorconcern of the BCC and BAPA.

49. The BCL is also unable to obtain financial information and information on thestatus of membership from its affiliates; particularly the Producer/SupplierCooperatives which, apart from NPLPCSL, are located in the Family Islands(in view of the fact that 85.1% of the population reside between the islands of

New Providence and Grand Bahama, the remainder of the islands are referredto as The Family Islands; these islands are significantly less developed than

New Providence and Grand Bahama which are the urban centers of TheBahamas) .

3.2 Capacity Building Needs

50. In the public sector, the Government of The Bahamas has launched an e-government program to introduce and implement the use of information andcommunication technologies (ICT) in all ministries and departments.However, the ministries and departments interviewed were either marginalizedor constrained in ICT usage for a number of reasons such as funding, humanresources and equipment.

51. Among the Ministries interviewed, only the Ministry of Tourism hadtechnology as a cornerstone in its strategic or business plan. Information waschanneled to two departments Research and Development and the ElectronicMarketing Services. The basis for generating the data came from theimmigration cards which are filled out by visitors, residents and citizens onarrival into The Bahamas. The success of the MOTs program stems from thefact that there is expertise, understanding and appreciation for the process ofdata collection, collation, assimilation and distribution.

52. The Ministry of Agriculture, Fisheries and Local Government, its departments(Agriculture and Fisheries) and Sections/Units (Bahamas Produce Exchange)as well as the statutory body (BAIC) have stated that they are constrained by

the lack of trained manpower in the use of ICT and the analysis of data, e.g.the Farmer Registration Program.

53. Even though there may be a budgetary allocation to purchase equipment(computers, scanners and Internet access) or to hire personnel, the freezing offunds and employment prohibits action by the departments or units to addressthese constraints.


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54. Among the NGOs, there is recognition for greater use of ICTs; howeveramong the cooperatives and in the BAPA there are limitations due to the lackof financial resources to employ this kind of expertise. Moreover, in mostFamily Island communities there is the possibility to access computers and theInternet yet farmers are not linked. This is a problem faced by the BahamasProduce Exchange and its Packing Houses where the state of crop production

in the Family Islands is unknown. Despite the fact that competent extensionpersonnel may be unavailable on some islands, the farmer could be a source ofinformation if he or she was trained and a system established.

55. Among the producer/supplier cooperatives, there is little communication withthe BCL on issues affecting them vis--vis policy, marketing problems, tradeconcerns, and organizational matters. This stems from the fact that there is nonetwork in place to foster a two-way flow of information between thecooperative affiliate and the BCL. A network among producers/supplierscooperatives and the BCL would be a tremendous asset in generatinginformation.

56. As the BCC expands into the Family Islands, there is a growing need for ICTsand it is recognized that two additional employees are needed a full-timeadministrator and a webmaster. In the archipelagic environment of TheBahamas, the Internet is a tool which is being increasingly appreciated;however, funding the manpower and training is difficult for Family Islandcommunities which are competing with the urban enclaves of Nassau andFreeport for competent workers. NGOs like the BCC with its family island

branches and the BCL with its producer/supplier cooperatives are hardpressed to find manpower with ICT expertise. Among the producer/suppliercooperative a program will have to be established to train farmers or utilize theyouth who are participating in cooperative as an ICT resource.

57. There is no agricultural research and development work taking place under theaegis of the MAFLG through its Agriculture or Fisheries departments. Thishas created an enormous void in the information network. The situation

prevails because there is no scientifically and technologically trainedmanpower coming forward to participate in this aspect of agriculture. It is thisdeficiency which makes agribusinesses, small farmers, food processingfacilities and marketing entities so dependent on external sources because thenational capacity in this area is either lacking or non-existent. It is the lack ofthis research capacity in particular which makes it necessary for the sector toadapt production figures, particularly crop and livestock yields/output fromexternal sources.


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Table 2: Needs Analysis

OrganizationNeeds

Information Capacity Building

DOF

EU Legislation - fisheries

input requirements

1. Skilled technical staff in

ICT2. Manpower developmentand training

3. Systems placement4. More efficient use of

computer

MOT

Forecasting data andinformation cultureMusic i.e. Junkanoo

1. Tourism is electronicallydriven requiring manpowerwith knowledge andexpertise in contentmanagement for web

platform, trouble-shooting

and other needs.2. Internal efficiency in the

analysis of information.

BPE

State of production in the fieldin the various Family IslandsForecasting dataCommodity prices

Manpower training anddevelopment in ICT:a. Packing House level

b. Produce Exchange, PottersCay, Nassau.

BAIC

Industry standard (lightindustry/manufacturing) cashflow analysisProduction yields (crops and

livestock crop varietiesLivestock breeds / handicraftidentification/standards

Expertise in costing

Handicraft trainers

Establish reliable ICT systemwith trainingDevelopment of data bank onImports/exportsStorage

BAPA

Agricultural development dataAbsence of nationalagricultural development planAbsence of Agriculturalstatistics on farmers, location,type of production, acreages

Establish a computerizedsystem of BAPAs office withtrained agricultural economistto undertake analytical worke.g. agribusiness development /

planning

BCC

National statistics on a timelybasis from public sectoragencies

Manpower training in the useof ICT by staff and members.Upgrade of equipment.Full-time administration andwebmaster


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OrganizationNeeds

Information Capacity Building

BCL

Obtaining timely informationfrom affiliates i.e.Producer/Supplier Coops in the

Family Islands

Information and data todevelop business/StrategicPlan

Financial Services Need to become moresophisticated in electronic

payments and the conduct ofelectronic transactions. Stafftraining in this aspect of ICT

Expertise in producer/suppliercooperative development

NPLPCSL

Government policy foragribusiness development

Devising means ofcommunicating with members

Lack resources to expandmanpower thereby offer more

services.

MAFLG

Statistical data on productionyields i.e. various FamilyIslands farming localities

State of the sector betweencensus periods

Trade and marketinginformation

More computer training fortechnical officers and staff.Improve information gatheringat the Family Islands.

Establishment of trade unit.

Improve capability to put outpublications and newsletters,extension booklets, marking

statistics.

MTIBTC

Timely data on Trade andGross Domestic Productfigures

Staff training in data collectionand analysis for electronicusage and compilationStaff training in trade issues.Training in ICT use for staff.


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4. CONCLUSIONS AND RECOMMENDATIONS

4.1 Conclusions

58. In an archipelagic nation like The Bahamas, access to information is

fundamental as it strives to remain competitive in the two most importantsectors (tourism and financial services) of its economy and attempt to maintaina viable agricultural sector so as to sustain some Family Island communities.A serious constraint in information availability is the lack of capacity in keyinstitutions both in the public sector and among the NGOs. The situation ismore acute in the public sector as the private sector has the capacity to out-source work and projects for external analysis (unlike governmentdepartments and NGOs which are constrained by budgets).

59. In the DOA and DOF there is a lack of information to support decision makingas many officers do not have access to the Internet, not only for externalinformation, but also for information from the Family Islands. There is very

little contact with other ACP countries as there is a tendency to look towardsNorth America. In final analysis, it appears that ICT and ICM are not priorityareas in order to enhance the performance and efficiency of these governmentdepartments.

60. Even though The Bahamas has an e-government program, the only ministrywith a strategic plan which comprises ICM/ICT is the Ministry of Tourism,specifically in its Research and Development Department and its ElectronicMarketing Services. The basis of the problem for other public sector entities

interviewed was the lack of a strategic information plan.

61. With a strategic information plan, the following problematic areas would beidentified:

1. Programs and policies that require information support;2. Identification of information resources needed to implement programs;3. Provides strategies to capture the required information;4. A strategic plan needs to be put in place to achieve goals in a timely

manner, in order to make the department more ICT ready.

62. Among the NGOs there is a clear recognition and appreciation for ICM/ICT,however resources, both financial and manpower, present limitations; this is

particularly in the case of the BCC and BAPA.

63. The other aspect which is problematic to the NGOs specifically BCL and thecorporative movement is the lack of knowledge of what is available to assist ingenerating information and what in the long term would improve theefficiency and effectiveness of their organizations.

4.1.1 Extent of Key Problems


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64. Entities like the BCL and BCC lack a strategic information plan.

65. Generally, the following are some of the key problems:

i. There is limited availability of national statistics on a timely basis.ii. Heavy dependence on externally published information, particularly

from international agencies i.e. FAO, IICA.iii. The mechanisms to generate and analyze information from local

sources in New Providence, Grand Bahama and the Family Islands areabsent or not in use.

iv. No electronic networking among members of association /cooperativemeetings or as affiliates with the BCL.

v. Extreme failure to take advantage of conventional media i.e.newspaper, radio and television to communicate information.

vi. Lack of training in ICM systems and, in some cases, limited access toICT.

vii. Consistent with the objectives of the study, the key problems havehindered:

Access to information products and services;

Have identified the weaknesses of those organizations and theircapacity to manage the information and utilize the variouscommunication channels;

There is virtually no knowledge about the products and services,which are offered by the CTA. 90% of the institutions interviewedwere unfamiliar with the CTA. DOA has some familiarity.

66. Based on the information in the data capture form, there is virtually no usageof CTA products or services. This stems from several factors, namely the

decline in the importance of agriculture specifically farming for the economyof The Bahamas. For the DOF there is a market in the EU for Bahamiancrawfish, however, the MOTI and the DOF had no knowledge of the CTAsagri-trade link. With tourism and financial services dominating the Bahamianeconomy the orientation of The Bahamas is essentially towards the U.S.A.,lessening the focus towards exploring the EU and other ACP markets.

4.1.2 Information Needs

67. The major information needs in the various institutions stemmed from thefollowing which are listed in a broad framework in order to present a generalassessment of the information needs.

Indigenous data:

Inability to obtain data locally for planning and developmental work.As a result of this inability, institutions are unable to plan properly.

There needs to be more co-ordination of national statistics and accessto that information.


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Other data types:

As a result of globalization, trade information has become critical andthe ability to retrieve trade data is highly relevant.

Lack of research and development focus has created a dependence onforeign data which has to be applied to, or modified for, local

situations.

68. These scenarios exist because The Bahamas lacks a national planning divisionto co-ordinate developmental activities; this is why departments are notgenerating national data on a timely basis. With effective co-ordination(essentially a national planning division) these challenges (compilingindigenous and other data) are essentially short term concerns and can berectified within two fiscal years. This observation is based on my years as aformer public officer in the public service of The Bahamas.

69. Based on the consultants observations there seems to be a great appreciationof information and information technology by the NGOs in comparison to the

public sector. This disparity is greatly influenced by the manner in whichfunds are allocated in the annual budget. Apart from the MOT, no provisionsare being made to train personnel in ICT in order to generate the desiredinformation from existing and new sources of data by the ministries anddepartments interviewed. In discussions with officials in the Department ofArchives placing agricultural historical information and data on the Internet isnot even being considered. Until there is a greater realization of the need for anational information service, information needs in the public BahamasElectricity Corporation sector and in low priority ministries, such asAgriculture, will not receive the attention they deserve.

70. The MOT has evolved as a distinct entity from other Ministries, hence itsapproach to information gathering, collation, and analysis, is based on its rolein the economy. There has to be an awareness of the need to generateindigenous data. The Manager of the Produce Exchange is handicapped by theinability to obtain inventory data on fruits and vegetables from the seven

packing houses on the Family Islands. If there were greater sensitivity to thisneed a marketing network could be instituted to address this deficiency. Theimplications for the introduction of ICT to the marketing network would go along way to improve incomes in the farming communities of the variousfamily islands.

71. Priority needs:

From the consultants perspective based on interviews and knowledge of theagricultural sector, the following are priorities:

Information Needs:

The sector is being constrained by the lack of a research capacity hencethe inability to obtain production information on crops, particularlyvarieties and yields.


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Marketing information has been a limiting factor, particularly inlinking farm output to the tourism sector.

The inability to obtain national statistics on a timely basis.

Analysis of trade information, particularly food consumption patternsbased on food imports.

Organizations such as BAPA and BCC are hampered in their planning

by the inability to obtain some national information causing them tolook to input suppliers and fellow organizations in the region forrelevant information.

72. Budgetary allocation in the public sector will determine the time frame inwhich these issues will be addressed. Some immediate provision could bemade for equipment. Manpower training, dependency on the type and level oftraining, would be undertaken on a short term basis (short courses) or long

periods requiring 12 to 24 months depending on the expertise beingdeveloped.

4.1.3 Capacity Building Needs

73. There is a general recognition among the institutions interviewed that therewas a need for capacity building. The primary reasons were as follows:

Human Resources:

Lack of skilled technical manpower in ICT;

At the Ministry and Departmental levels there needs to be moreattention given to manpower development in ICM/ICT;

Additional staffing was required for specialized ICT areas i.e.webmaster;

Lack of staff needed to analyze data; Institutions do not recognize the range of skills necessary to run

successfully an information and communications program;

Limited skills/lack of expertise in information resource management;

When information is available, lack of manpower to put information inusable form booklets, pamphlets.

Equipment:

In some institutions there was a lack of equipment and, in some cases,where there was equipment (computer, Internet access) there was aminimal knowledge in the use of the equipment.

Management and Development of ICT Resources:

Lack of training in ICM leads to the poor utilization of ICT;

Some institutions are not ICT ready and are therefore unable toaccess information;

Marginal understanding of the resources needed to develop and carryon information system;


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Among the NGOs funding for training in ICM and ICT is a majorlimitation even though on most family islands there is access there isaccess to ICT via Cable Bahamas or BTC Bahamas.

Data Analysis and Generation:

Many institutions knew the type of information which is needed toperform its duties but were unable to access it;

Instances where institutions would generate the data but could notanalyze it or put in a format which could assist in planning.

4.1.4 Potential Partners and Beneficiaries:

74. The Bahamas Cooperative League (BCL) is an apex organization withaffiliates throughout The Bahamas. Its affiliates comprise credit unions andcooperatives.

75. With reference to cooperatives, they embody producer/supplier cooperativesand cooperatives which are orientated to youth. These youth cooperatives arealigned with various schools in the urban areas of Nassau and Freeport as wellas in the Family Islands under the aegis of a cooperative or credit union.

76. The Producer/Supplier Cooperatives of which New Providence LivestockProducers Cooperative Society Limited is the most successful (income wise)is an affiliate of the BCL.

77. Because of its national reach, BCL through credit unions and cooperativesreach women, the young, small farmers, agribusiness as its beneficiaries.

78. BCL is a highly structured entity with 9 fulltime staff members and an annualbudget of slight in excess of 1 million euros.

79. BCL also undertakes advocacy work for the producer/supplier cooperativesand has had an outstanding working relationship with IICA in studies tostrengthen the producer/supplier cooperatives. The tomato bottling projectgeared to improve tomato processing for the small farmer in the farmingcommunities of the southeastern Bahamas the poorest region of TheBahamas is an example.

80. BAPA is a newly formed national umbrella association of agribusinesses andsmall farmers. In addition to the over 1,200 odd registered farmers, BAPA, as

a non-profit entity, has three types of members ordinary, allied andassociate. This configuration enables it to attract a broad spectrum ofindividuals, groups and entities to its membership.

81. BAIC, as a statutory body, has a national thrust. Its offices in Freeport,Grand Bahama, Marsh Harbour, Abaco, Hatchet Bay, Eleuthera, NicholsTown, and North Andros places it in direct contact with Family Islandresidents, particularly small farmers, women and youth. BAICs agricultural


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section has organized a number of institutions on a national and island levelsto benefit small farmer and their communities.

82. With reference to structural stability the BCL offers the best choice whencompared to BAIC, which has been known to be politically influencedoperationally. BAPA has not gained full acceptance by the agri-business and

small farmer community due to its newly formed status. However, the BCLhas been around for almost three decades and has gained an outstandingreputation for its advocacy of the cooperative movement.

83. The background for the above mentioned points are based on the CTAscriteria as outlined in the 2005 program of activities. The evaluation of theindividual organizations is centered on this criteria.

4.2 Recommendations

84. The Bahamas is a group of islands where the agriculture sector represents only3% of GDP 4.24 billion Euros. Further, recent statistics show where there has

been a decline in farming operations. In 1994 there were 1727 holders, todaythere are only 1242 a decline of almost 500 since the last census. On theother hand, the fisheries sector is expanding.

85. Even though the agricultural sector of The Bahamas has not been integratedinto the activities of the region and has lagged behind in a number of areas, itis within this framework that the following recommendations are being made:

4.2.1 Information Needs

86. The Bahamas needs a strategic information plan for the agricultural sector.This will address some of the information and capacity building needs,

particularly:

Manpower development and training;

Equipment selection, upgrade and utilization;

Information generation; usage and dissemination.

87. In view of the fact that there is an e-government policy, a plan to implement astrategic information program would enhance this initiative.

88. A prime institution to commence this program is the Ministry of Agriculture,Fisheries and Local Government, which has under its aegis the Departments of

Agriculture, Fisheries, Local Government and Cooperative Development, andunits like The Bahamas Produce Exchange and Packing Houses as well asResearch.

89. One of the challenges facing the BCL is that of obtaining reliable and timelyinformation and data from its affiliates; some of whom are in the FamilyIslands. Though most of them have access to ICT; there is very littleapplication. This has been a constraint to the development of producer /supplier cooperatives.


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90. In this regard, a national electronic network should be established with all of

the producer/supplier cooperatives using the BCL as a coordinator.

91. A network would bring some cohesiveness to this grouping and being atechnological medium, could attract the youth in the Family Islands thereby

having the distinct possibility of attracting a new cadre of farmers oragribusiness persons to a sector which is endangered. This will also facilitate aregional connection to the CAIS.

92. In view of the fact that the CTAs services are not well known in TheBahamas, it would be appropriate to introduce a pilot project to improveaccess to agricultural information. The CAIS could spearhead a Question andAnswer Service (QAS). This is badly needed when one of the most requestedinformation need is access to production data, particularly yields. Thisquestion and answer service (QAS) could be handled by the MAFLG orBAIC.

93. The Produce Exchange and Packing House system plays an important role inthe Family Islands as the system enables small farmers, many of whom arewomen, to receive an income from farming on-island. The manager of theProduce Exchange is often faced with difficulties in finding commodity pricesfor a range of produce grown under the traditional cut and burn system ofagriculture. The present source of information is the FDA commodity prices.

94. The Produce Exchange and Packing Houses should be linked to the CaribbeanMarketing Intelligence Network (CAMID). This would also benefit themembers of BAPA and NPLPCSL as well as BAIC.

95. The Bahamas is not a member of CARDI and is therefore not a beneficiary ofthe work which takes place in CARDI. However, the limited applied researchwhich takes place in The Bahamas and the need by technical officers forinformation and data on matters such as crop varieties and animal breeds,indicate that there is a role for PROCARIBE.

96. Mutton producers in The Bahamas could immediately benefit from theexisting CASRUNET (Small ruminants network), and CARI Fruit (fruitnetwork). The Produce Exchange would also benefit from CAPHNET (postharvest technology network)

4.2.2 Capacity Building Needs

97. Out of the Strategic Information Plan, the information resources needed wouldbe identified. This will include the following:

Human resources;

Information technology and communication equipment;

Information systems;

Documents and reports;


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Communications and public relations functions;

Documentation centers and libraries registries.

98. Some immediate provision could be made for Internet access and associatedequipment. Manpower training, dependency on the type and level of training,would be undertaken on a short term basis (short courses) or long periods

requiring 12 to 24 months depending on the expertise being developed.

99. CTA programs such as those providing support to non-CTA training schemesfor courses in Agricultural Information Management and agriculturalcommunication for individuals in the MAFLC, DOA, DOF and the NGOs canaddress the capacity building needs of organizations like BAPA, BCC, andBCL.

100. The CTA offers a range of products and services for the ACP states. As aCARICOM state outside of the trade component this has placed the Bahamasin a special category causing it to have a limited involvement in many EU

programs. This limitation has hindered The Bahamas involvement with the

CTA, specifically in knowledge of its services and products.

4.2.3 Potential Partners and Beneficiaries

101. In reviewing the CTA criteria for partners the BCL through its credit unionand cooperative programs and its strong working relationships with women,youth and the small farmer (producers/suppliers cooperative). It is arecognized national organization with a national resource base to partner withthe CTA, particularly on programs which will enhance the economic status ofthose who are members of rural or family island organization like the

producer/supplier cooperative. Out of its headquarters in New Providence, the

BCL has the capacity to conduct on-going programs.

102. On the other hand, BAPA is a fledgling association which shows definitepromise, and BAICs role in the sector is still evolving. On June 1

st2005 the

Business Development unit of BAIC was transferred to The BahamasDevelopment Bank indicating instability in philosophy and structure.


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ANNEXES


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ANNEX I. TERMS OF REFERENCE

ASSESSMENT OF AGRICULTURAL INFORMATION NEEDS INAFRICAN, CARIBBEAN & PACIFIC (ACP) STATES

Phase 2: Caribbean1. IntroductionThe Technical Centre for Agricultural and Rural Cooperation (CTA) was establishedin 1983 under the Lom Convention between the ACP (African, Caribbean andPacific) Group of States and the European Union Member States. Since 2000, it hasoperated within the framework of the ACP-EC Cotonou Agreement.

CTAs tasks are to develop and provide services that improve access to informationfor agricultural and rural development, and to strengthen the capacity of ACP

countries to produce, acquire, exchange and utilize information in this area. CTA's programs are organized around three principal activities: providing an increasingrange and quantity of information products and services and enhancing awareness ofrelevant information sources; supporting the integrated use of appropriatecommunication channels and intensifying contacts and information exchange(particularly intra-ACP); and developing ACP capacity to generate and manageagricultural information and to formulate information and communicationmanagement (ICM) strategies, including those relevant to science and technology.These activities take account of methodological developments in cross-cutting issues(gender, youth, information & communication technologies - ICTs, and socialcapital), findings from impact assessments and evaluations of ongoing programs aswell as priority information themes for ACP agriculture1.

In January 2002, CTA's Strategic Plan (2001-2005) was implemented and CTA'sactivities were distributed among three operational program areas/departments:

Information Products and Services Communication Channels and Services Information and Communication Management Skills and Systems

These operational departments are supported by Planning Corporate Services (P&CS)which is charged with the methodological underpinning of their work and monitoringthee ACP environment in order to identify emerging issues and trends and make

proposals for their: translation into programs and activities. This current exercise,therefore, falls within the mandate of P&CS.

1Priority information themes for ACP agriculture have formed the basis of various several studies,workshops and seminars bringing together various stakeholders, organizations and institutions active inthe field of agriculture and rural development. The documents (or extracts thereof) will be provided tothe consultants.


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2. BackgroundA comprehensive regional information needs assessment was undertaken in theCaribbean region, by CTA and the Caribbean Agricultural Research and DevelopmentInstitute (CARD!), over the period between 1995 and 1997. This study detailed theinformation needs, habits and priorities, of eleven sub-groups of users relevant to theagricultural and rural development sector, presented in sixteen national reports and a

regional overview. The results of the studies were followed by a series of nationalconsultations, missions and regional meetings, as well as pilot studies in informationand communications management all aimed at arriving at or designing a strategy tomeet information needs within the sector. The strategy proposed the development of aCaribbean Agricultural Information Service (CAIS) with a two pronged approach toimproving access to information within the Caribbean region:

Working with institutions at the national level to improve capacity in variousaspects of information and communication management (e.g. networkdevelopment, training, sensitization).

Developing information products and services to meet specific informationneeds identified.

The CAIS strategy has been implemented since 2001. A number of capacity buildingexercises were executed including workshops and training courses; provision oftechnical assistance; network development, policies and systems. Since theimplementation of this strategy in 2001, there have also been a number of changeswithin institutions in the region with respect to their awareness and use of informationand communications tools and technologies.

3. Main issuesCTA works primarily through intermediary organizations and partners (non-governmental organizations, farmers' organizations, regional organizations, etc.) to

promote agriculture and rural development. Through partnerships, CTA hopes toincrease the number of ACP organizations capable of generating and managinginformation and developing their own information and communication managementstrategies. The identification of appropriate partners is therefore of primordialimportance.

The "Evaluation of the Implementation of the Mid-Term Plan (1997 -2000)"emphasized the need for CTA to develop a more pro-active approach and elaboratecriteria for decision-making with regard to the choice of partner organizations and

beneficiaries. Based on this evaluation, the "Strategic Plan and Framework for Action-2001 -2005" identifies strategic issues for CTA being: improved targeting (including

partnerships and beneficiaries), geographical coverage, decentralization,regionalization and thematic orientation. The Plan also expresses concern about theextent to which CTA's activities are relevant to and reach the poor, gender awarenessand how to identify potential partners especially in the independent sectors.

Besides partner identification and selection issues, the observation has also been madethat, the Caribbean region could benefit further from CT A's program and activities.Finally, various national and regional partners with whom CT A has had a long-standing relationship have requested the current study which would serve to update


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the earlier studies done and allow them to provide more targeted assistance to theirbeneficiaries.

4. Objectives and scope of the studyThe objectives of the study are as follows:

To identify agricultural information needs of key actors / beneficiaries forCTA products and services;

To identify needs of potential actors / beneficiaries of CTA activities andservices in terms of building capacity for information and communicationmanagement;

To identify potential partners / beneficiaries for CTA activities and services; To develop some baseline data to facilitate subsequent monitoring activities.

The study should assist the three operational departments of the CTA as well as itslocal representatives to improve and better target interventions and activities aimed at

potential partners and beneficiaries (including women, youth, private sector and civil

society organizations); to have a more informed picture of their needs and aid in theelaboration of a strategy and framework of action. The study should also highlightwhere there are specific needs for CTA's products and services thereby enablingimprovement in the delivery of the same.

5. Methodology:The consultant will use a combination of qualitative and quantitative rapid appraisalmethods including:

The desk review of available literature and information sources including thefindings of program evaluations;

The conduct of face-to-face interviews with relevant stakeholders/concernedparties;

The limited use of questionnaires.

The rapid appraisal approach will allow a general overview of the key issues andcompany / organizational profiles on a per country

2basis and may give rise to more

in-depth studies as and when needed in the future.

6.Expected outcomes / outputOne main report per country not exceeding 20 pages according to the following table

of contents:

Main report1. Executive summary

2 Out of 16 countries comprising the Caribbean ACP, only selected number will ini1ially be thesubjects of studies, with domestic consultants conducting country-specific assessments. Country

selection will be done by CTA on the basis of specific criteria.


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2. Introduction3. Country profile -summary structure and economic characteristics with

particular attention to agricultural sector (includes fisheries and forestry): Summary of how agriculture, fisheries and forestry is organized in the

country

Summary of the information and communication management capacity

The current source of agricultural information and services (synthesizeAnnex 3)

4. Needs analysis Information needs Capacity building needs (skills, training, media, ICT, equipment)

5. Conclusions and recommendations6. References

Annexes1. Terms of reference

2. Country profile

2.1 General agricultural profile (from available documentation) Size of agricultural population (male / female / youth) Farmed land, forests, fishing areas Agricultural systems Agriculture in the economy (percentage GDP) Main agricultural produce and secondary products Main export markets Trade agreements that include agriculture Sectoral policy related to agriculture, fisheries and forests

.2.2 Scio-economic profile (from available documentation) Total active population, demographic breakdown Literacy level and languages Access to services (health, schools, electricity) .Rural urban drift

2.3 Media and telecommunications (update / check) Newspapers, periodicals, magazines, radio stations, television channels, Telecommunication services (fixed, mobile, etc.) Computers and Internet access

3. Profile of institutions

List of all institutions involved in agriculture and rural developmentactivities, including private sector and civil society organizations, withname, contact details, type and role of institution

Select list of key institutions involved in agriculture and ruraldevelopment, with extensive data and information on the institution, theproblems faced and why it is considered a key actor.

It is also expected that the results of this study will lead to identification / update ofsome priority agricultural information themes which will feed into a possible priority-setting exercise in the region in 2004.


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6. ReportingThe country reports will not exceed 20 pages (excluding annexes). The annexesshould include a list of acronyms, of persons/institutions interviewed with addresses,

phone, fax umbers, e-mail addresses (if any) as well as bibliography.

7. Timing Draft final report is to be submitted within three months after contract

signature by CTA Final report due two weeks after receipt of comments from CTA.

8. Expertise neededThe expert should have a university degree or equivalent by experience. In addition,he/she should have at least 10 years experience in field of agriculture, ruraldevelopment or social/ economic sciences. He/she must have in-depth knowledge ofthe agricultural sector in his/her country and be able to identify key players andinstitutions / organizations active in this area. The ability to communicate and write

clearly in English is essential, while knowledge of at least one of the local languagesfor communication interview purposes is an added advantage.

The overall coordination will be carried out by Ms Christine Webster, Deputy Head,Planning and Corporate Services CTA, assisted by Mrs. Lola Visser-Mabogunje,Project Assistant.

9. Implementation schedule (CTA) Preparation/Finalization of ToR; Identification/ short-listing of (potential)

consultants; Call for offers: January -February 2005;

Selection of consultants & contractual arrangements: January -February 2005 Briefing: February 2005 Start date of contract: 15 February 2005 Implementation period 15 February -30 June 2005 End date of contract: 30 June 2005

10. Key documents to be made available to consultantsDocuments include:

Cotonou Framework Agreement Excerpts of relevant sections of CTA's Strategic Plan and Plan of Action

(2001-2005)

Annual Reports Documents on priority information themes identified for the Caribbean region Documents on products & services provided by CTA Information Needs Relevant Country and Regional Reports 1997 CAIS Stakeholders Meeting Reports

11. Role of Regional Coordinator


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Respect the timeframe as specified in Annex IV (regarding submission ofreports)

Help identify and vet country consultants Attend briefing meeting in Trinidad Review the terms of reference Finalize questionnaires and methodological approach after due consultation

with CTA team Draw up briefing notes and guidelines for local consultants to ensure accurate

and consistent application of the agreed methodology in data collection Answer queries (technical & otherwise) of local consultants During the studies, monitor and provide technical assistance to the local

consultants Review preliminary country reports and findings and send comments back to

local consultants

Coordinate and ensure consistency of country reports Prepare the overall report taking into account the findings and

recommendations of all the Caribbean country reports (table of contents to beagreed)

12. Role of Local Consultants Respect the timeframe as specified in Annex IV (regarding submission of

reports) Attend briefing meeting in Trinidad Familiarize themselves with background documents received from CTA;

including the Terms of Reference Undertake desk study and prepare country profile, list of institutions involved

in agriculture as well as preliminary list of select institutions Undertake field visits in country specified in the contract Conduct interviews and gather information in country specified in the contract Draft preliminary country reports and send to regional Coordinator for initial

comments

Based on comments received from Coordinator, revise country reports andsend draft final report to CTA within the specified timeframe

Finalize country reports based on comments and observations received fromCTA and send final report back to CTA

13. Role of CARDI Assist in the identification and vetting of Local Consultants Provide input and feedback for the Terms of Reference

Make all the logistical arrangements (flights, hotel, venue of meeting, etc.) forthe briefing session Participate in the pre/briefing sessions (in Trinidad) Provide backstopping for the Regional Coordinator Liaise with CARDI and Regional Coordinator throughout the study On receipt of the draft and final reports, give comments and observations to

the Regional Coordinator with copy directly to CTA


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14. Role of CTA Draw up initial Terms of Reference and prepare relevant background

documents Appoint the Regional Coordinator and the ACP Local Consultants Attend briefing meeting of consultants in Trinidad Liaise with CARDI and Regional Coordinator through out the study

Invite the Regional Coordinator and Local Consultants for Briefing Meetings Provide input to the Regional Coordinator with regard to fine-tuning terms of

reference, questionnaires, interview guide and reporting guidelines for theconsultants

Provide relevant background documents to the Local Consultants & RegionalCoordinator

Elaborate budget and discuss contractual obligations with the Team ofconsultants and Regional Coordinator

Pay invoices for services rendered in a timely manner on condition that allpayment conditions are fulfilled

Overall responsibility for the supervision and implementation of the studies Bear the agreed costs of expenditure in respect of the study (economy class

return tickets to Trinidad, hotel accommodation and subsistence allowancesduring briefing meeting, or during agreed and specified field visits)

Provide feedback and comments on draft country reports to the LocalConsultants

Give feedback to the Regional Coordinator on the overall report for theCaribbean

_____________________


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ANNEX II. COUNTRY PROFILE

The Bahamas

Source: CountryReports.org

II.1 General Agricultural Profile

At the end of World War II, The Bahamas embarked on an economic developmentstrategy to transform its economy from one based on agriculture to services in tourism

and off-shore banking. In 2004, the Gross Domestic Product (GDP) of The Bahamaswas pegged between 4.09 billion Euro to 4.24 billion Euro.

Tourism has evolved from a seasonal activity attracting 32,018 visitors in 1949 to ayear-round business of 5 million visitors in 2004, representing 40% of the GDP andgenerating 1.35 billion Euro in 2003 (Central Bank). Off-shore banking has beendeveloped into a Financial Services Sector which accounts for 15% of the GDP.

The economic impact of tourism and financial services on the economy has made TheBahamas an urban society. This is reflected in the fact that two urban centers

Nassau on New Providence and Freeport on Grand Bahama accounts for 85.1% ofthe population of The Bahamas.

Tourism and financial services have been sustainable economic activities therebyenabling the Bahamian economy to perform in an outstanding fashion throughout thesecond half of the 20th century. The agricultural sector, on the other hand, hasremained relatively small and this is reflected in the stagnant production figures overthe past three decades. (See Graph: Agribusiness and Small Farmer Output)


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Table 3 (Graph 1): Agribusiness and Small Farmer Output

Source: Planning Unit, Department of Agriculture, 2004

This has resulted in The Bahamas becoming a food importing country (almost 90% ofits food requirements) which has been estimated to be between 192.85 million Eurosto 231.42 million Euros in 2004, coming from the United States. With an expandingtourism sector, the trend is likely to increase.

Despite being a food deficit country, The Bahamas does not have a food security problem. Earnings generated from tourism more than adequately pays the Statesfood bill.

The sector contributed only 10% of crop products, 20% of animal products consumedin the country and about 6% of value of domestic exports, largely in permanent crops,

such as citrus.

The Ministry of Agriculture, Fisheries and Local Government handles agriculturalsectoral policies and programs through the following departments:

a) Department of Agriculture: crop and livestock production and marketing

b) Department of Fisheries: fisheries and marine products

c) Department of Local Government: responsible for the administrative districtson the Family Islands

d) Department of Cooperative Development: responsible for cooperatives andcredit union regulations.

The sectors 2003/2004 budget was 10.55 million Euros, (Ministry 3.70 millionEuros, DOA 5.25 million Euros DOF 2.16 million Euros).

The Department of Agriculture operates, at cost 3.09 million Euros a year, a ProduceExchange with its network of Packing Houses which handles the marketing of

produce from small farmers in the Family Islands. This direct purchasing in the

National Output: Agribusiness and Small Farmers

0.007.71

15.42

23.13

30.84

38.55

46.26

53.97

198019821984198619881990199219941996199820002002

Year

Millions(Euros)


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Family Islands through this government-subsidized system generates a substantialincome for farm families in these Family Island communities.

The Ministry is also responsible for a Fish and Farm Supply Store which is located atPotters Cay in Nassau. This store sells inputs at subsidized prices to the farming andfishing communities. A program is also in place to enable farmers and fishermen to

purchase inputs on credit.

For those who do not utilize the Fish and Farm Supply Store, farm and fishing inputsare exempt from duty either through legislation or on application to the Ministry.Farmers, fishermen and cooperatives are eligible for duty free exemptions.

The Ministry also operates in New Providence an abattoir and feed mill.

It is recognized that the agricultural sector has the potential to make a substantialcontribution to the national economy and enhance the quality of life in the FamilyIsland communities; however, it is necessary for the sector to increase itscompetitiveness by seeking to become internationally competitive. This will force the

Sector to improve its production output thereby achieving higher standards ofefficiency.

Agribusinesses and small farmers, in most instances, are surviving financially;however the small farmer is an endangered species as this grouping is aging withoutyouthful replacements who have migrated, particularly, from the southeasternBahamas to Nassau and Freeport. Fisheries, on the other hand, is vibrant andexpanding.

There have been two censuses of agriculture, one in 1978 and the other in 1994. Tenyears have lapsed since the last census. With the life expectancy for males in TheBahamas, based on the years 1989-1991, being 68.3 years and females at 75.3 years,it can be estimated that there are about 500 farmers less than in 1994.

Based on the 1994 census, about 30% of the farmers in The Bahamas are female.

Table 4: Farm Population Grouping 1978, 1994, and 2005

Category 1978 1994 2005No. of Farmers 4,214 1,727 1,242 No. Farm Workers 5,503 3,618 -------

No. Family members who work on farm NA 1,578 -------

Total 9,717 6,933 -------

Source: FAO Policy Report and Agricultural Censuses, 2005.

II.1.1 Size of Agricultural Population


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Table 5: Number of Holders by Island

These figures were compiled from the 2005 Department of Agricultur