grenada - assessment of agricultural information needs

8/6/2019 Grenada - Assessment of Agricultural Information Needs

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ASSESSMENT OF AGRICULTURAL INFORMATION NEEDS IN

AFRICAN, CARIBBEAN & PACIFIC (ACP) STATES

Caribbean

Country Study: Grenada

Final Report

Prepared by:

Michael Church

On behalf of the

Technical Centre for Agricultural and Rural Cooperation (CTA)

Project: 4-7-41-211-5

30th

June, 2006


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ASSESSMENT OF AGRICULTURAL INFORMATION NEEDS IN

AFRICAN, CARIBBEAN & PACIFIC (ACP) STATES

Caribbean

Country Study: Grenada

Final Report

Prepared by:

Michael Church

On behalf of the

Technical Centre for Agricultural and Rural Cooperation (CTA)

Project: 4-7-41-211-5

30th

June, 2006


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Disclaimer

This report has been commissioned by the CTA to enhance its monitoring of information needs in ACP countries. CTA doesguarantee the accuracy of data included in this report, nor does it accept responsibility for any use made thereof. The views opinions expressed in this report are those of the author alone and do not necessarily reflect the views of CTA. CTA reserves theto select projects and recommendations that fall within its mandate.


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ACRONYMS......................................................................................................................................

EXECUTIVE SUMMARY...................................................................................................................

1. INTRODUCTION.......................................................................................................................

2. COUNTRY PROFILE .................................................................................................................

2.1 AGRICULTURE, FISHERIES AND FORESTRY ...................................................................2.1.1 Agriculture........................................................................................................................................................................2.1.2 Fisheries............................................................................................................................................................................2.1.3 Forestry.............................................................................................................................................................................

2.2 Information and Communication Management Capacity................ ........... .......... ........... ........... ........... ........... .......... ........... .Data Collection and Management..................................................................................................................................................Extension Services ..........................................................................................................................................................................

2.3 AGRICULTURAL INFORMATION ..........................................................................................

3. NEEDS ANALYSIS.....................................................................................................................

3.1 Information Needs.................................................................................................................................................................

3.2 Capacity Building Needs.......................................................................................................................................................

4.0 CONCLUSIONS AND RECOMMENDATIONS......................................................................

4.1 Conclusions...........................................................................................................................................................................4.1.1 Extent of key problems in the field................................................................................................................................4.1.2 Information Needs............................................................................................................................................................4.1.3 Capacity Building Needs..................................................................................................................................................4.1.4 Potential Partners and Beneficiaries .................................................................................................................................

4.2 RECOMMENDATIONS...........................................................................................................4.2.1 Capacity Building Needs..................................................................................................................................................4.2.2 Information Needs............................................................................................................................................................4.2.3 Potential Partners and Beneficiaries .................................................................................................................................

5.0 REFERENCES ......................................................................................................................

ANNEX I TERMS OF REFERENCE ...........................................................................................................................................

ANNEX II COUNTRY PROFILE ..................................................................................................................................................

II.1 A General Agricultural Profile ..............................................................................................................................................II.1.1 Size of agricultural population (male/female/youth) ........... ........... ........... .......... ........... ........... ........... .......... .......... .........


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II.1.2 Farmed land, forest, fishing areas.....................................................................................................................................II.1.3 Agricultural Systems ........................................................................................................................................................II.1.4 Agriculture in the Economy...............................................................................................................................................II.1.5 Main Agricultural Produce and Secondary Products.......... ........... .......... ........... ........... .......... ........... .......... ........... ..........II.1.6 Main Export Markets........................................................................................................................................................II.1.7 Trade Agreements that include Agriculture.......... .......... ........... ........... .......... ........... ........... .......... ........... .......... .......... ....II.1.8 Sectoral Policy related to Agriculture, Forestry and Fisheries............... ........... ........... ........... ........... ........... ........... ..........

II.2 Socio-economic Profile ..........................................................................................................................................................II.2.1 Demographics....................................................................................................................................................................II.2.2 Literacy and Languages.....................................................................................................................................................II.2.3 Access to Services ............................................................................................................................................................II.2.4 Rural Urban Drift...........................................................................................................................................................

II.3 Media and Telecommunications............................................................................................................................................II.3.1 Newspapers, Periodicals and Broadcast Media .................................................................................................................II.3.2 Telecommunications Services ...........................................................................................................................................II.3.3 Computers and the Internet...............................................................................................................................................

ANNEX III PROFILE OF INSTITUTIONS...............................................................................................................................Table III.2 Select list of key Institutions ....................................................................................................................................Table III.3 Detailed Profile of Completely Interviewed Institutions .........................................................................................

ANNEX IV LIST OF PERSONS INTERVIEWED ....................................................................................................................

Acronyms


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ACP African, Caribbean and Pacific States

APU Agricultural Planning Unit

ART Agency for Rural Transformation

CARDI Caribbean Agricultural Research and Development Institute

CARICOM Caribbean Community

CARINET The Biosystematics Network of the Caribbean

CRFM Caribbean Regional Fisheries Mechanism

CSM&E CARICOM Single Market and Economy

CSO Central Statistic Office

CTA Technical Centre for Agricultural and Rural Cooperation

DFID Division for International Development

EC Eastern Caribbean

FAO Food and Agriculture Organization

GCA Grenada Cocoa Association

GCNA Grenada Cooperative Nutmeg Association

GDP Gross Domestic Product

GFNC Grenada Food and Nutrition Council

GIS Government Information Service

GRENCODA Grenada Community Development Agency

GREP Grenada Rural Enterprise Project

ICCAT International Convention on the Conservation of Atlantic Tuna

ICM Information and Communication Management

ICT Information Communications Technology

IICA Inter-American Institute for the Cooperation on Agriculture


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MNIB Marketing and National Importing Board

MoALFF Ministry of Agriculture, Lands, Forestry and Fisheries

MoF Ministry of Finance

OECS Organization of Eastern Caribbean States

PAHO Pan American Health Organization

P&CS Planning and Corporate Services

PMU Pest Management Unit

SPS Sanitary and Phyto sanitary

UCV University of Central Venezuela

UK United Kingdom

USA United States of America

USDA United States Department of Agriculture

USFD United States Forestry Department

UWI University of the West Indies

WCAFC Western Central Atlantic Fisheries Commission

WHO World Health Organization

WTO World Trade Organization

Exchange Rate (Thursday, June 29, 2006)1 Euro = $3.225 (Eastern Caribbean)

NOTE

Please note that all references to currencies in the document, unless otherwise stated, are in Eastern

Caribbean Dollars.


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Executive Summary

Introduction

The definition of the CTAs focus is bounded by its programmatic mandate. This mandate touches on the to provide information services, the improvement of accessibility to information and the strengthening

capacity in information and communication management among Africa, Caribbean and Pacific (ACP) count

CTA implements its mandate through three operational departments: Communications Channels and ServDepartment, Information and Communication Management Skills and Systems Department and the InformaProducts and Services Department. The outputs generated by those departments form the programmes ofCTA. It is in this programmatic environment that this study is posited.

Objectives of the Study

Four objectives were established for the conduct of this study. They are:

identify agricultural information needs of key actors/beneficiaries for CTAs products and services;

identify needs of potential partners/beneficiaries for CTAs activities and services in terms of buil

capacity for information and communication management; identify potential actors/beneficiaries for CTA activities and services; and,

develop some baseline data to facilitate subsequent monitoring activities.

Methodology

The methodology comprised a desk review and a questionnaire fielding and analysis activity. In the review phase (Phase 1), the consultant reviewed documents made pertinent to the study and which were mavailable by the CTA. This was useful in terms of assisting the consultant to acquire an appreciation permitted for placing the study in its correct perspective. Also, at this stage, extensive reviews of nationalsectoral documents provided by various sources were used to generate Annexes II and III of the report. DuPhase II, the consultant fielded the questionnaire, which was prepared by the CTA, among eight institutions

the results were eventually analyzed in the context of the set objectives. The consultant did engage sindividuals, considered useful, for clarifications and verifications on certain issues.

Expected ResultsThe general expectation is the CTA will be provided with quality data and information for its programdevelopment. Thus, appropriate strategies and an operational framework for the delivery of informaproducts, services and initiatives for agricultural and rural development in Grenada will be served.

Findings

The findings as they relate to needs seem to suggest that the absence of a strategy and policy on informationcommunication management in the agricultural and rural development arena is the source of many of

identified problems and shortcomings. Although there are serious problems of how information is used, tare positive elements within many of the institutions which can be developed. However, the findings sugthat institutions believe that greater effectiveness and efficiency will be achieved should there be a central for the management of information and communication management in the sector under review. One ofvery bright spots is the degree to which telecommunications infrastructure is developed in Grenada; unfortunate reality is how so little use is being made of it in agricultural and rural development drives.


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The government-based institutions strongly expressed the need for more timely and adequate disbursementfinances. In the non-governmental-organizations realm, shortage of financing was seen as a serious problethe delivery of its programmes.

Conclusions

The success of the implementation of the recommendations rests on the creation of a central information communication management unit which will be required to operate and be guided by a well-defined stratand policy framework for information and communication management for agricultural and rural developmin Grenada. The effort will be further enhanced by the adequate and timely financial infusions by Governmfor capital and recurrent budgetary needs. The more financial and strategic assistance rendered to the ngovernmental community, the more vibrant and sustainable the interventions recommended would be.

RecommendationsThe recommendations touch on institutional strengthening needs and information needs required for generalto day programme implementation.

NEEDS RECOMMENDATIONS

According to the responsible CTA Operational Department

Development of a sectoral policy andstrategy framework

1. Development of a sectoral policy and strategy for informationcommunication and technology management.

Creation of an information managementunit

2. Develop an agricultural information centre but incorporating theRegistry within the Ministry of Agriculture and the statisticalfunctions of the Agricultural Planning Unit.

An organized and coordinated system forthe collection, analysis, interpretation,storage and dissemination of technicaland development-related agricultural andrural data and information

3. Evaluate existing competencies and practices and determine costeffective ways in which this objective could be reached whilesatisfying the needs of both governmental and non-governmentaldata and information needs.

4. Determine the manpower requirements (quantity and quality

considerations) and the financial requirements to establish and set upthe system.5. Examine and determine the effectiveness, efficacy and efficiency of

a computerized system into which all stakeholders can tap into.6. Determine ways in which the capacity for the processes of collection

and information dissemination can be improved.

Increased awareness of the utility (value)of information in programme planningand implementation

7. Conduct a critical and objective study as to what factors cancontribute to the perceived low value attached to information andoffer approaches and methodologies for the correction of thatdeficiency.

Broader appreciation of and for theextensive possibilities of informationtechnologies in institutional

strengthening

8. Capacity building initiatives that will touch on (a) training in andexposure to the capabilities of commonly used informationcommunication technologies (b) how those ICTs can contribute to

institutional efficiencies and (c) forging relationships between thepursuit of this objective and recommendations 3 6.

Improved capacity for the production anduse of newsletters, fact sheets, brochures,DVDs, posters etc. for training,extension and general informationsharing

9. Determine the required initiatives for the improvement in capacityincluding training and equipment needs

10. Methodologies and approaches in the programming andimplementation of new initiatives in the use of those informationand educational aids.


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NEEDS

RECOMMENDATIONS

According to the responsible CTA department

Arrangements for the accessing of trade

and market information

11. Assist with the identification and accessing of a continuous and

reliable flow of information at the most cost effective price.More institutional strengtheninginitiatives directed at non-governmental-organizations

12. A survey to determine, quantify and cost the innovations forinstitutional strengthening

13. Assist the non-governmental-organizations to source technical andother forms of support for the strengthening of their institutionscapacity.

Development of natural agriculturalresources management systems

14. Look at the existing Geographic Information System within theLand Use Division of the Ministry of Agriculture to determine if andhow it can be used to serve the demands of Forestry, Fisheries andAgriculture or recommend other modality.

Improved capacity to use informationtechnology and knowledge of economicsto generate cost of production models for

crops

15. Design and develop a simple, interactive and computer-friendlysystem for calculating cost of production budgets for the major cropsin the Extension Divisions Programme.

16. Train a cadre of Extension Officers to use the programme andunderstand and interpret the results.

INFORMATION NEEDSImproved access to institutionalenhancement information andinformation for basic programmeimplementation

17. Most of the needs identified here can be dealt with as one-off shortterm consultancies.


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1. Introduction

1. The Technical Centre for Agricultural and Rural Cooperation (CTA) which was established underLome Convention between the ACP (African, Pacific, Caribbean) States and the European Commu(EC) members continues its existence within the 2000 ACP-EC Cotonou Agreement.

2. The CTAs purpose is two-fold. It is intended to provide services that improve access to informationagricultural and rural development and, also, to strengthen the ACPs capacity to produce, acqexchange and use that type of information in its rural and agricultural development. In its efforsatisfy this dual purpose, CTA has developed three programmatic foci. They are: provision oincreasing range and quantity of information products and services coupled with information souawareness enhancement activities; support for the integrated use of appropriate communicatchannels and activities aimed at intensifying contacts and information exchange; and the developmenthe ACPs capacity to generate and manage agricultural information and formulate information communication management (ICM) strategies.

3. Since 2002, the CTA has implemented these plans through three operational programmes. TheyInformation Products and Services, Communication Channels and Services and Information Communication Management Skills and Systems. The Planning Corporate Services (P&Department ensures that the operational programmes are informed by the methodological underpinndictated by developments and findings on cross cutting issues (gender, youth, information communication technologies and social capital). This current exercise, therefore, falls within the amof the P&CS.

4. Consistent with the purpose of CTA, the objectives of the current study are:-

Identify agricultural information needs of key actors/beneficiaries for CTAs products services;

Identify needs of potential partners/beneficiaries for CTAs activities and services in termbuilding capacity for information and communication management;

Identify potential actors/beneficiaries for CTA activities and services; and,

Develop some baseline data to facilitate subsequent monitoring activities.

These objectives are vested with a scope that supports the relevant departments with CTA to meffectively formulate and implement interventions, directly and indirectly, to benefit is existing potential partners and beneficiaries.


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2. Country Profile

2. The State of Grenada comprises mainly Grenada, Carriacou and Petit Martinique. It is located atcoordinates 12.5 degreed north and 61 degrees west and occupies an area of 133 square miles (square kilometers). This small Caribbean country experiences a tropical climate and receives

average, 50 inches (1250 mm.) and 160 inches (4000 mm.) of rainfall annually in the coastal mountainous regions respectively. It has two marked seasons a dry season and a rainy season wcorresponds roughly to the first and second halves of the calendar year respectively. The countrcharacterized by a rugged and steep topography.

3. According to the last population census (2001), Grenada had a population of 103137 persons withfemale population being 0.4% greater than that of the male population. Generally, the population is youthful. In 2001, the population of school aged persons (that is up to the secondary school level) 43% of the total population while almost 82 % of the entire population was below the age of fifty.

4. Although there is no official data on population movements over time observations seem to suggest there have been significant movements of persons from the rural areas into the urban and tourdevelopment centres. In more recent times, the rural-urban drift has an apparent characteristic desperate flight by young persons from the vicious circle of rural poverty, helplessness and hudegradation. In any event, the drift is unlike the historical one in which rural dwellers were attractethe urban areas by opportunities for employment. This trend, if it continues, will deny the agricultsector of the requisite human resources for the continued development of farm enterprises andprovision of farm labour. The 1995 Agricultural Census revealed that the average age of the farmer 50.4 years. However, the youngest group of farmers with the least land resource and most insecure tenureship had an average age of 35 years whereas the groups with the greatest land resouendowment had an average age ranging between 55 and 57 years.

5. The country enjoys a high level of literacy. About 97% of the rural population is literate (AgricultCensus, 1995). While the population, generally, has access to telecommunications, primary educabasic health and hospital, electricity and water services, the more rural the village, the more remoteaccess to those utility and social services becomes.

6. The nature of agriculture is defined by topography and, moreso currently, by the dictates of the estate industry. It has been said that the topography of Grenada is the main single factor tharesponsible for its agriculture being dominated by tree crops. It is possibly equally true that the prassociated with real estate business is ensuring that agricultural practice is confined to the steeper sloand mountainous parts of the country. Between 1961 and 1995, agricultural intensity has declsignificantly. For example, the area of farmed land in 1995 was only 58% of that in 1961; forelands was 77% of the 1961 amount and in the categories of others (pasture, swamps and wastelathe 1995 amount was only 38% of the 1961 endowment.

7. The Fisheries sector, while still demonstrating a noticeable artisanal character, has a very significommercial element to it now. Grenada exports, on average, 10 million (Eastern Caribbean) dolworth of fish to the U.S.A. and Martinique. The challenge for the fisheries industry would be to buisustainable commercial-based industry within the confines of conservation requirements and poinformed investment decisions on the part of private entrepreneurs in their acquisition of increanumbers of fishing vessels.


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2.1 Agriculture, Fisheries and Forestry8. Agriculture (Fisheries and Forestry included) was a significant contributor to gross domestic prod

employment and as a foreign exchange earner. However, in the last thirty years, its performancebeen declining in importance. According to the World Bank, agricultures contribution, in abso

terms, to Gross Domestic Product has declined from 19.9% (1984) to 10.1% (1994) to 9.7% (20Between 1984 and 1994, growth in the agricultural sector averaged -0.9% annually; however, the seregistered a 21.7% annual growth in 2003. In the last decade, the only two significant foreign exchaearners in the sector have been nutmegs and mace and fish.

2.1.1 Agriculture

9. The most recent agricultural census (1995) estimated the farmer population at 11781 with an average of 50.4 years. The female farmer has a higher average age than her counterpart. The most youtfarmers are either landless or involved in the cultivation of very small plots.

10.Eight general farm type enterprises have been identified. However, the common defining feature amthem is their private ownership character. Nutmeg and mace dominated agricultural production in teof revenue earnings while vegetable and food crops enterprise attracted the highest level of participaby farmers. That level of participation has grown in greater importance since the passage of HurricIvan (2004) and Emily (2005).

2.1.2 Fisheries

11.The Fisheries industry has grown out of its artisanal cocoon into a significant commercial sub-sewhich attracts, on average, ten (10) Eastern Caribbean million dollars annually in foreign exchaearnings. The major exporters are Alex Swan Limited, the Southern Fishermens Association Nordoms Seafoods Limited. The Grenada Commercial Fisheries Company, a government suppoagency, has exited the export business because of bankruptcy.

12.It is estimated that there are about 2200 fishers and 70 full-time local fish vendors operating inindustry. Women dominate the fish vending business on the Island. While the Southern FishermCooperative and the Soubise Fishermens Association are relatively active fishers organizations fifolk are poorly organized, lacking leadership, short on development-oriented programmes andconspicuously very loose and individualistic in their business behaviour within the sector.

2.1.3 Forestry

13.The 1995 Agricultural Census declared that there was about 9500 acres of forested lands in Grenadafact, between 1961 and 1995, there has been a steady and significant decline in the acreage of forelands even though the forest has not been targeted for timber exploitation.

14.Forest is important to Grenada in its role of soil and water conservation. Although the Forestry Divihas been encouraging the development of private forestry, farmers have not embraced the conwholeheartedly. The destruction of the forest wrought by the onslaught of Hurricane Ivan in 2hopefully would bring new emphasis to the importance of forest development to Grenada.


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2.2 Information and Communication Management Capacity15.The perspectives on Grenadas capacity for information and communication management are foun

on the information obtained via the interviews conducted.

16.The acquired evidence suggests that within the organizations interviewed, among the management lthere is an appreciation of the role of information and communication management (informacollection, packaging, dissemination and feedback mechanisms) in programme and proimplementation. However, enough deliberate and conscious thought is not brought to bear on the usinformation and communication management in the planning and implementation stages of the varwork programmes. This shortcoming is attributed to the absence of any clear policy and well-thouout strategies for the incorporation of information and communication management in the wprogrammes and projects of the various institutions.

17.The recent commissioning of Television Grenada Information Service offers a potential conthrough which agricultural and rural programming for development could occur. However, the qthought and fear among interviewees is that the creation of this government-funded information owas not done with that type of programming in mind and any accommodation would, most likelyincidental.

18.There are institutions that own or have access to basic information technology and possess some trapersonnel. However, the consensus is that there is not sufficiently trained staff (in numbers and qualIt is also the contention that in instances where existing staff can more adequately be used, financial other institutional constraints prevent this from happening.

19.There is a Communication Unit within the Ministry of Agriculture, Lands, Forestry and Fishe(MoALFF); however, there is no dedicated information unit. Some of the technical divisions do limpublications of technical reports, small brochures, fact sheets and newsletters. The significantly lajobs are generally done at the Government Printery but occasionally are contracted to private publishhouses. The Agency of Rural Transformation (ART), a non-government organization, does most opublishing in-house, notwithstanding its meager financial and equipment endowment.

Data Collection and Management

20.None of the interviewed institutions has a formal statistical unit; however, each one is involved inconduct of some form of data collection and data analysis. Generally, it is felt that data collectiondata analysis could be improved and made more reliable, if staff is better trained and greater consisteis built into the collection system.

Extension Services

21.The Extension Services within the Ministry of Agriculture, Lands, Forestry and Fisheries (MoALFF)of the notion that their delivery capacity could be vastly improved if a number of basic constraints be removed or, at least, relaxed. Some of the constraints alluded to are:

improved staffing (numbers and quality);

budgetary support;


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Communication Unit should be returned to the Extension Division;

implement its planned annual programmes; and,

a better array of communications equipment.

2.3 Agricultural Information22.The institutions which were interviewed access information through personal, informal and formal li

The sources used depend on the information and relationships the user may have developed with thcentres of information. Table 2.4 is a presentation of the institutions interviewed and their sourceinformation.

Table 2.4 Main Sources of Information for the Interviewed Institutions

Institution Sources of Information

Ag P.U F.A.O, I.I.CA, CARDI, MOFCommodity Associations.

Ag. Ext. Division F.A.O IICA, CARDI, UWI,

Livestock Division F.A.O, IICA, CARDI, CTA, PAHO, WHO.Fisheries Division O.E.C.S Secretariat, F.A.O, CTA, CRFM, WCAFC.P.M.U CTA, USDA, WTO, CARINET, UCV, CARDI.ART CTA, Commonwealth Council, GREP, GFNC, IICA,

Government.Forestry DFID, FAO, French Mission, World Bank, CARDI, IICA,

USFD.Southern Fishermens Association Fisheries, MOF, US BUYERS, Produce Chemist lab, Local

Fishermen.

23.It is significant to observe that the sources of information can be considered to be the traditional othat have arisen because, in the main, technical and institutional relationships have so dictaStrikingly absent is an acknowledgement of non-traditional sources and while there was evidenctheir use the interviewee did not consciously recognize it as an information source. It is noteworthy with the limited exception of the Southern Fishermens Association, the interviewees did not recogthe beneficiaries of their products and services as information sources.

24.Increasingly, the internet is being used as a source of information. However, some institutions havehad their connections restored since the passage of Hurricanes Ivan and Emily. Many of the manawho suffered as a result continue to use their personal connections to access information.

25.All of the institutions, except the Southern Fishermens Association, indicated that they had soknowledge of CTA. Many of them attested to using CTA as an information source at times. Vpopular among those institutions is the magazine, SPORE. Two of the interviewed institutindicated that they were the recipients of assistance from CTA in the form of books, communicaequipment and information management training.

26.Generally, although information was being used by the various institutions for programme planning implementation purposes; it appeared that they had no deliberate approach to the sourcing


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information and an informed methodology for its use. In instances in which the approach was mstructured and planned it was done by individual officers who had developed an appreciationinformation management and not necessarily as a response to the institutions policy or directioninformation management.


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3. Needs Analysis

27.The findings are summarized and presented in Table 3.0. The most important elements in the taddress (a) the major programmes and projects for implementation in 2006, (b) some of the constrathat continue to impede or frustrate implementation efforts (c) the form in which the institutions req

information and (d) the initiatives, information packages and other institutional strengthenrequirements for greater effectiveness in programme implementation over time.

3.1 Information Needs28.The findings herein are considered to be generally an accurate representation of the information ne

and constraints to programme implementation in the agricultural and rural sector. A synopsis ofinformation needs is offered under five broad headings.Institutional Information Needs

Policy advice and development;

Resource needs assessments; and,

Project documents.

Resource Management Information Needs

Status reports on endangered and threatened species;

Impact assessment reports;

Water analysis reports; and,

Register of ecosystems and cultural land marks.

Performance Evaluation Information Needs

Full reports;

Pest assessment reports;

Field activity reports; Business performance reports; and,

Audit and financial reports.

Production Information Needs

Cost of production studies and data;

Production Techpaks; and,

Register of fishing crafts.

General Data Needs

Appropriately prepared fact sheets;

Slides, DVDs, posters and other public awareness aids; and,

Microscope-generated material and photographs.

29.It must be noted that both the Pest Management Unit and the Forestry Department of the MinistrAgriculture, Lands, Forestry and Fisheries have demonstrated a keener appreciation for informationin their programming.


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30.The Agency for Rural Transformation (ART), a non-governmental organization, was the only institu

interviewed which provided evidence of having worked their programmes over the last three years fa previously developed five year plan. It is about to put in train activities for the formulation of its five year plan.

31.The Agricultural Extension Division was particularly interested in having cost of production data market information. Both itself, Forestry Division and Livestock Division expressed the needinformation on the experiences of other small states and how they use information in community stakeholder extension activities

32.Understandably, the formats desired by the different institutions for the packaging of their informaare directly related to the nature of their activities as defined in their programmes. Interestingly,institutions like Agricultural Extension, Forestry, Livestock, Pest Management Unit and the AgencyRural Transformation (ART) emphasized very strongly stakeholder-oriented information formats.


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Table 3.0 Needs identified by institutions and capacity building required for improved informa

management

INFORMATION NEEDS CAPACITY BUILDING NEEDS

(Q10,11,19,20)For programme implementation

(Q4,7,12)

Difficult to obtain

(Q17)

Format required

Agricultural Planning Unit (Ministryof Agriculture, Lands, Forestry andFisheries)

Policy and Strategic frameworkand sector plan (agriculture,fisheries and forestry)

Institutional strengthening foreffective delivery of servicesand products

Policy development

advice

A comprehensive

human resource

needs assessment

study

Adequate staffing of APU

Adequate technical support withinline departments in MoALFF

Training in agricultural businessanalysis

Training in project cyclemanagement

Human resource development planfor the MoALFF

Sector policy and strategy for ICT

Agricultural Extension Division(MOALFF)

Production techpaks

Farmer training

Shade house technology

Farmer groups

Home gardening

Pest and Disease control

Technical collaboration

Wholesale and retailprices for local

vegetables and food crops

Cost of productionstudies

Laminated informationfact sheets

DVD productions Interactive,

reproducible electroniccost of productionformats

Electronic database

Visually friendlyposters

Training in the basics of Word,Excel and Power Point

Training in information gathering,information packaging anddissemination

Data base management

Publication production

Training in the development anduse of cost of production models

Training in basic field datacollection, analysis andpresentation

Training in methods of datacollection, collation and analysis

Training in group formation andgroup dynamics

Upgrading of productiontechnological packages

Adequate and timely financing


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(Q10,11,19,20)For Programme Implementation

(Q4,7,12)

Difficult to

Obtain

(Q17)

Format Required

Pest Management Unit (MoALFF)

Banana pest control

Rodent control

Fruit fly control

Integrated pest

management

Strengthening plant

quarantine

Emergency fund

Rehabilitation of Pest

management unit

building

Monthly pest assessment

reports A variety of public awareness

material

Microscope generatedphotographs

Slides

DVDs

Enhanced integrated pest management capabilities of the

Pest Management Unit (PMU) Improved access to public awareness material

Enhanced public awareness strategies

Technical and science based training for staff

Improved networking systems for the acquisition ofscientific and technical knowledge, data and information

Scientific missions by pest control and quarantineexperts to PMU

Formalized and coordinated pest and disease control andquarantine collaboration between mainland Grenada andthe sister islands of Carriacou and Petit Martinique

Amendment to the Plant Protection Act of 1986

Better equipped laboratory

More highly trained and motivated staff


Agency for Rural Transformation(ART)

Grenada relief and developmentproject

Sustainable livelihoods project

Grenada rural enterprise project

Field activity reports

Impact assessment reports

Project documents

Rehabilitation of Arts training and conference facility

Vehicle for community work

An efficient documentation system

An improved and sustainable financial base

Staff training in the production of newsletters andtraining material

Project management training

Training in community outreach


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(Q10,11,19,20)For programme implementation

(Q4,7,12)

Southern Fishermens Association

Construction of fish processing and office

complex

Fish purchasing programme

Fish export processing

Fish marketing (local and export)

Fisher education and training

Small equipment and supplies shop

Advocacy

Difficult to obtain

(Q17)

Annual budgets

Marketing plan

Format Required

Quarterly business

performance reports

Performance projection charts

Audit and financial reports

Waterproofed procedure sheets

Evaluation reports by

fishermen

Plant management training

HAACP training and implementation

Fish trade information

Fish health and sanitation information and guidelin

Accounting and data management practical trainin

Development of incentive package for membership

Budget planning training

Catch improvement training

Advocacy training


(Q10,11,19,20)For programme implementation(Q4,7,12)

36. Forestry Division (MoALFF)

Watershed management

Seedling Production

Tree establishment

Forest trails maintenance anddevelopment

Forest reserves rehabilitation

Dry forest biodiversity conservationproject

Public awareness, education and

advocacy programme Library service management

Difficult toobtain(Q17)

Format required

Programme reports

Full quarterly reports

Water analysis reports

Register of ecosystems

Register of culturallandmarks

Cataloguing and documentation train

Information management training

Training in geographic informsystems management

Extension methodologies training

Stakeholder identification and antraining



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3.2Capacity Building Needs36.There are four critically important defining features of the nature of information managemen

captured in the findings. First, the implementation of programmes and projects within agriculcontinues to occur in the absence of a structured national agricultural plan. Second, the rol

information and information management does not feature as a deliberate construct in the planning implementation of programmes. Third, except in a very small number of cases, there is an apparent of awareness on the part of workers within the institutions regarding the power of informationprogramme management. Fourthly, none of the interviewed institutions could have boasted of havininformation management desk, more so, an information management unit.

37. The capacity building needs for the interviewed institutions are presented in Table 3.0. However, sof the more important and common ones are briefly discussed hereunder.

38.All of the government-based institutions reported that inadequate and untimely financial disbursemimpeded the implementation of initiatives aimed at institutional strengthening. The Agency for RTransformation (ART), while in a position of knowing what it needs to do seems to be very limited iability to attract grant funds to pursue its programme of institutional strengthening.

39. In numerous cases, the institutions lacked the in-house human capacity on which to build a scapacity platform for the accommodation of information management competencies. Many ofgovernment-based institutions lamented the inability of its staff to comfortably work with Microsoft.

40. None of the interviewed institutions claimed to have had an information unit. Although withinMinistry of Agriculture, Lands, Forestry and Fisheries (MoALFF) exists a registry; the senior offistrongly opined that the human resource currently resident in that office neither had the willingness ttrained into performing relevant information management functions for development nor the basic son which to build the competences required.

41. The gathered evidence also suggests that most of the institutions are impoverished with regards totechniques in information identification needs, collection of that type of information, methodologiesanalysis, presentation and storage and the actual expertise in the management of the relevant systems

42. The training of workers within the various institutions in basic data collection, analysis interpretation was a highlight of the findings. The Fisheries Division thought that more specificallythat kind of socioeconomic data and its management was important to it in its efforts to understand formalize fisheries rights among the participants in the seine fishing sub-sector on the western sea cof Grenada.

43. The case was also made by many of the interviewed institutions for the development of managemenreliable and secure data systems that had a high reproducible capability. Naturally, they all emphasthe need for training in order to achieve acceptable levels of management of such information and systems.

44. There was a general appreciation for the strengthening of the various institutions capacity to assisthe development of groups such as farmer organizations, fisher organizations and even commu


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groups involved in areas of forestry development. Existing groups such as the Southern FishermAssociation stood to benefit institutionally.


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4.0 Conclusions and Recommendations4.1 Conclusions

4.1.1 Extent of key problems in the field45. This section endeavours to establish the degree to which the information and communications probl

identified among the interviewed institutions confirm with the experiences of the CTA. It also poinwhat is required indirectly in order to remove or relax the constraints impeding the employmeninformation management practices and technologies in agricultural and rural development. Table 4offers the details.


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Table 4.1.1 The extent of key information and communication management problems in GrenadaInformation and Communication Management

Problems identified by CTA

Extent of these Problems reported in the Interview

Under CTAs Information and Products and ServicesDepartment

Limited availability of publications that

support decision-making in the agriculturalsector

Shortage of relevant published information onagriculture and rural development, due toweak local publishing structure

Limited access to locally and externallypublished information on agriculture and ruraldevelopment, due to weak distributioninfrastructure

Limited awareness of the existing local andexternal sources of information and the typeof products and services available

All these problems were identified as seriousconstraints requiring attention

Under CTAs Communications Channels and

Services Department Limited contacts among ACP stakeholders and

between the latter and experts from othercountries and regions

Weak networking services, such asnewsletters, web sites, etc.

Limited first hand experience of pertinentdevelopments in other countries and regions

Limited use of ICTs for networking anddialogue

Failure to take full advantage of opportunitiesfor using radio, TV, and other non-print mediain communicating agricultural information and

knowledge

All these problems were identified as existing

Under CTAs ICM Skills and SystemsDepartment

Lack of expertise in the area ofinformation and communicationmanagement (ICM) skills

Limited opportunities to acquirerelevant information andcommunication technology (ICT)skills

Weak ICM policies

Limited knowledge of the design ofcost-effective and participatory ICM

systems Limited management techniques for

the implementation of ICM projectsand services

All considered to be extremely serious problems.Must be removed in order to effectively benefit fromagricultural and rural development programmes


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46. The limited demand and poor appreciation of the role of information management and informatechnology in agricultural programme planning and implementation is associated with the absencpolicy and strategy directions. While, generally, training remains a serious concern its relevance utility are not appreciated because it is seen and conducted, oftentimes, in an environment lacking fopurpose, follow-up and the technological means through which to realize its applications.

47. Again, the inadequacy of trained personnel, alluded to by the institutions interviewed, bears a strrelationship to the very absence of that required policy and strategy framework. The fact thatexisting institutional arrangements do not cater to the accommodation of new initiatives in informamanagement and information skills acquisition ensures the persistence of the status quo. This situais further compounded by the negative institutional attitude to change. This is often characterized bexpression of the urgent need for institutional restructuring but an even stronger expression of intefinancial inability or too much dependence on external funding or programmatically institutirestructuring is not accorded the priority expected or a combination of some or all of the above.

4.1.2 Information Needs48. The information needs have been detailed in Table 3.0. However, this section will briefly highligh

information needs reported by the interviewed institutions with the greatest frequency. Additionallyneeds that speak to institutional enhancement will be highlighted, that is, those that confirm to the iof difficult to find and the basic information requirements for the reasonable implementationinstitutions programmes.

Institutional Enhancement Information Needs

Information policy and strategy advice;

Administrative and Management Practices;

Human resource development advice;

Cost of production studies; Business plans;

Marketing plans;

Annual budget preparation advice; and,

Development and management of resources registers.

Basic Information Requirements for Programme Implementation

Crop production packages (Crop Extension, ART);

Shade house management (Crop Extension);

Livestock management (Livestock Division);

Pest and disease control (Crop Extension, Pest Management Unit); Forestry management (Forestry Department);

Fisheries management (Fisheries Division, Southern Fishermens Association);

Apiculture management (Livestock Division, ART);

Co-management methodologies (Crop Extension, Forestry, Fisheries Division, ART);

Small Business Development (ART, Agricultural Planning Unit, Southern FishermAssociation, Crop Extension);

Small loans management (art, Crop Extension, Agricultural Planning Unit);


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Quarantine management systems (Pest Management Unit); and,

Fish market access (Fisheries Division, Southern Fishermens Association).

4.1.3 Capacity Building Needs49. The capacity building needs expressed by the interviewed institutions are contained in Table However, some are highlighted hereunder.

Development of a sectoral information policy and strategy framework;

Creation of an information management unit;

An organized coordinated system for the collection, analysis, interpretation, storage dissemination of technical and development-related agricultural and rural data;

Increased awareness of the utility (value) of information in programme planning implementation;

Broader appreciation of the extensive possibilities of information technologies in institutistrengthening;

Improved capacity for the production and use of newsletters, fact sheets, brochures, DV

posters etc.) for training, extension and general information sharing; Arrangements for the accessing of trade and market information;

More institutional strengthening initiatives for non-governmental organizations;

Development of natural agricultural resources management systems; and,

Capacity to use information technology and economics knowledge to generate cosproduction studies for crops.

4.1.4 Potential Partners and Beneficiaries50. The CTAs beneficiaries and partners are chosen from the institutions and organizations presented

below:

Farmers Organizations, women groups, trade unions, consumer groups and training institutio

Exporters, chambers of commerce, processors, distributors;

Researchers, extension services, rural broadcasters;

Ministries and policy-makers;

Local service providers;

ACP regional organizations

The organizations and institutions presented in Annex III.1 are all potential beneficiaries of the CTA.The institutions that have potential for partnership with the CTA will be concluded from the analysis done anpresented in Table 4.1.4.


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Table 4.1.4 Potential partners for CTA and their capacity to meet CTAs criteria

CTAs

selection

criteria

The relevance of the partners

work to resource-poor

farmers

Strong representation of

women, the young and

resource poor farmers

among potential beneficiaries

The degree of

complementarity with

CTAs programmes

The

AgriculturalPlanning Unit(APU)

This Unit is supposed to be the

planning centre of the Ministryof Agriculture and therefore isconsidered as the point fromwhich policy and strategydirections will be formulatedand projected to the institutionsactive in agricultural and ruraldevelopment

Its overriding objective is to

ensure that the appropriatepolicies are formulated anddirected to bring satisfaction tostakeholders in the agriculturaland rural sector

During the interview although

the Unit did not have astrategic plan in place thepolicy utterances suggest thatthe thrust is for ruralempowerment.

CTAs selection criteria The level offinancial and/ortechnicalcontribution to the

venture

The likelihoodof a multipliereffect

The abilityto deliver theservices in atimely and

effectivemanner

The ability to maintainservice after CTAsexit

The Agricultural Planning Unit Representing theAdministration ofthe Ministry ofAgriculture, theAPU is wellplaced tocontributesignificantlyfinancially. It hasthe mandate tosource technical

expertise

It has significantpotential forachievingmultiplier effect,given itsadministrativereach

With properplanning andadequatestaffing, itcan influencepositivelythe deliverysystems ofthe Ministry.

Given adequacy inlevels of staffing(numbers andcompetences) and theappropriate policydirection and financialand technical support,it should satisfy thiscondition.

CTAs selection criteria The relevance of thepartners work to resource-poor farmers

Strongrepresentationof women, theyoung andresource poorfarmers amongpotentialbeneficiaries

The degree ofcomplementarity with CTAsprogrammes

Crop Extension During the last four years,this department has devotedsignificant resources to poorresource farmers and

women through its foodsecurity programme.

One of its mainthrusts is totrain young andresource poor

farmers in cropproductionmethods.

Significant emphasis on cropproduction and small scaleprocessing.

Livestock Division Poor landless livestockfarmers are important andsignificant clients.

Efforts arebeing made toform poorlivestockfarmers intogroups.

Much emphasis is paid tosupplement proteinrequirements in the ruralhome.


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Fisheries Division In addition to other sectors,work with many poor seinefishers and women vendors.

Strong linkswith women(98% of itsvendor clienteleis women).

Works hard to improve marketspace and sanitation for fishcleaners and vendors.

CTAsselection

criteria

The level offinancial and/or

technical

contribution to the

venture

The likelihoodof a multiplier

effect

The ability to deliver theservices in a timely and

effective manner

The ability to maintainservice after CTAs exit

CropExtension

Effectiveprogramme planningwould ensureoptimal use ofresources.

Obviously, thehouseholdsbenefit fromprogrammes

Delivery can be improvedsignificantly if staffinglevels are improved. Morecapacity building.

Generally, continuedformalization of those servicesin regular programming willhelp this effort.

LivestockDivision

Receives budgetarysupport fromGovernment.

Same as above. Focused programmingwill improve delivery.More capacity building

required

Formalization of services intoDivisions work programmewill improve status.

FisheriesDivision

Receives an annualfinancial allocationfrom Government

Householdsbenefit.

Capacity building required Formalization of services intoDivisions programme willimprove status.

CTAs selection

criteria

The relevance of the partners work to

resource-poor farmers

Strong representation of

women, the young and

resource poor farmers among

potential beneficiaries

The degree of

complementarity wi

CTAs programmes

Forestry Division Since its implementation of its community-based forestry programme and the Dry Forest

Project, poor resource farmers and youths havebecome a feature in the divisions stakeholderpopulation.

Its advocacy role and some ofits programme objectives

suggest that.

High

Pest ManagementUnit (PMU)

The unit works directly with poor resourcefarmers, homeowners and female hucksters.

This is satisfied via itsconnection with agriculturaland rural home owners.

High

Agency for RuralTransformation(ART)

All its programmes are involving poor resourcefarmers, women and youths.

Representation of those groupsis the heart of its programmes.

Very high

CTAs selection

criteria

The level of financial and/or

technical contribution to the

venture

The likelihood of

a multiplier

effect

The ability to deliver

the services in a timely

and effective manner

The ability to

maintain servic

after CTAs ex

Forestry Division Annual budgetary contributionsfrom Government. Technicalsupport needs further development.

High Very High

Pest ManagementUnit

Annual budgetary contributionsfrom Government. More technicaldevelopment of staff required.

High High

Agency for RuralTransformation

Financial contributions aredependent on the nature and size of

Very High High


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(ART) financial grants.

CTAs selection

criteria

The relevance of the

partners work to resource-

poor farmers

Strong representation of women,

the young and resource poor

farmers among potential

beneficiaries

The degree of complementarity

CTAs programmes

SouthernFishermensAssociation

Most of its membership andbusiness patrons are poorfishermen, women and youths.

Its membership is characterized bypoor resource endowment, youngmale fishers and female vendors.

Greater complementarity is possibbut programmes have to be re-focuand new ones introduced.

CTAs selectioncriteria

The level of financial and/ortechnical contribution to theventure

The likelihood ofa multiplier effect

The ability to deliver theservices in a timely andeffective manner

The ability to mainservice after CTAexit

SouthernFishermensAssociation

Serious attention must bedevoted to financial planningand budgeting.

High Mechanisms needed fordelivery are required for greatereffectiveness.

The capacity has tbuilt to achieve grresults.


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4.2 Recommendations4.2.1 Capacity Building Needs

51. Table 4.2 presents the recommendations for capacity building in the information and communica

management arena in Grenada. The successful implementation of those recommendations is firgrounded in the central need for, at least, the formulation and implementation of a sectoral informapolicy and strategy for the management of agricultural and rural information and technolmanagement. The CTA department with responsibility for implementation is also presented.

Table 4.2 Capacity building and information needs and their corresponding recommendations for GrenaNEEDS RECOMMENDATIONS

Development of a sectoral policyand strategy framework

Development of a sectoral policy and strategy for informationcommunication and technology management.

Creation of an informationmanagement unit

Develop an agricultural information centre but incorporating theRegistry within the Ministry of Agriculture and the statistical functions

of the Agricultural Planning Unit.An organized and coordinatedsystem for the collection, analysis,interpretation, storage anddissemination of technical anddevelopment-related agriculturaland rural data and information

Evaluate existing competencies and practices and determine costeffective ways in which this objective could be reached while satisfyingthe needs of both governmental and non-governmental data andinformation needs.Determine the manpower requirements (quantity and qualityconsiderations) and the financial requirements to establish and set up thesystem.Examine and determine the effectiveness, efficacy and efficiency of acomputerized system into which all stakeholders can tap into.Determine ways in which the capacity for the processes of collectionand information dissemination can be improved.

Increased awareness of the utility

(value) of information inprogramme planning andimplementation

Conduct a critical and objective study as to what factors can contribute

to the perceived low value attached to information and offer approachesand methodologies for the correction of that deficiency.

Broader appreciation of and for theextensive possibilities ofinformation technologies ininstitutional strengthening

Capacity building initiatives that will touch on (a) training in andexposure to the capabilities of commonly used informationcommunication technologies (b) how those ICTs can contribute toinstitutional efficiencies and (c) forging relationships between thepursuit of this objective and recommendations 3 6.

Improved capacity for theproduction and use of newsletters,fact sheets, brochures, DVDs,posters etc. for training, extensionand general information sharing

Determine the required initiatives for the improvement in capacityincluding training and equipment needsMethodologies and approaches in the programming and implementationof new initiatives in the use of those information and educational aids.

Arrangements for the accessing oftrade and market information

Assist with the identification and accessing of a continuous and reliableflow of information at the most cost effective price.

More institutional strengtheninginitiatives directed at non-governmental- organizations

A survey to determine, quantify and cost the innovations for institutionalstrengtheningAssist the non-governmental-organizations to source technical and otherforms of support for the strengthening of their institutions capacity.

Development of natural agriculturalresources management systems

Look at the existing Geographic Information System within the LandUse Division of the Ministry of Agriculture to determine if and how it


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can be used to serve the demands of Forestry, Fisheries and Agricultureor recommend other modality.

Improved capacity to useinformation technology andknowledge of economics togenerate cost of production models

for crops

Design and develop a simple, interactive and computer-friendly systemfor calculating cost of production budgets for the major crops in theExtension Divisions Programme.Train a cadre of Extension Officers to use the programme and

understand and interpret the results.INFORMATION NEEDSImproved access to institutionalenhancement information andinformation for basic programmeimplementation

Most of the needs identified here can be dealt with as one-off short termconsultancies.

52. The most important capacity building needs recommendations are those that address the requirementa sectoral policy and strategy for information, communication and technology management. The oequally important recommendation is the need to develop an agricultural information centre (systthat will function to serve the entire agricultural and rural space in information collection, analy

interpretation, publication, and cataloguing, storage and dissemination.

4.2.2 Information Needs53. The recommendations for addressing Grenadas agricultural and rural information needs are detaile

Table 4. Additionally, they are clustered and presented to indicate in which of the CTAs departmthey will find relevance. Those recommendations, generally, respond to the felt needs for informamanagement, public awareness support and technical enhancement interventions in the areasinformation products, technology and training.

4.2.3 Potential Partners and Beneficiaries54. An argument can be made for the inclusion of all the interviewed institutions as partners

beneficiaries from an association with the CTA. However, the consultant has prioritized the levelassociation based on the institutions capacity to absorb assistance, given their current resouendowment and secondly, their ability to sustain the benefits, given a CTA exit.

55. Priority 1 comprises institutions which are best endowed in the Grenadian environment to absorb best sustain the results of implemented recommendations. Priority 2 comprises institutions that achieve similar levels like the institutions in priority 1 if their human resource endowment is improqualitatively. Finally, priority 3 comprises institutions that are in greatest need of technical assistbut are worst situated institutionally to accept the assistance and sustain its benefits. Table belowpresentation of the consultants priority listing, taking into consideration CTAs established criteriapartnering.

Order of Importance Interviewed Institutions

Priority 1 Pest Management Unit, Agency for Rural Transformation, Forestry DepartmentPriority 2 Crop Extension, Livestock Division, Fisheries, Agricultural Planning UnitPriority 3 Southern Fishermens Association


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5.0 ReferencesAgricultural Planning Unit (2005). Policy Statement on Agriculture for the Throne Speech. Ministry ofAgriculture, Lands, Forestry and Fisheries, Botanic Gardens, St. Georges, Grenada.

ART (undated). ARTs Community Programme Profile. Marrast Hill, St. Georges, Grenada.

ART (2006). Annual Report- 2005. Marrast Hill, St. Georges, Grenada.

Cable and Wireless. Grenada, Carriacou and Petit Martinique Service Directory, 2005 2006.

Central Statistical Office (unofficial). Grenada Population and Household Census 2001. Ministry ofFinance, Carenage, St. Georges, Grenada.

CTA (31-01-06). Data Capture Form Guidelines, Assessment of Agricultural Information Needs in Africa,Caribbean and Pacific (ACP) States, Phase 2: Caribbean.

CTA (31-01-06). Data Capture Forms Institutions Assessment of Agricultural Information Needs in AfricCaribbean and Pacific (ACP) States: Caribbean.

CTA (31-01-06). Aide Memoire and Terms of Reference, Assessment of Agricultural Information Needs inAfrica, Caribbean and Pacific (ACP) States, Phase 2: Caribbean.

Extension Division, Ministry of Agriculture (2005). Work Plan and Budget for 2006. Botanic Gardens, St.Georges, Grenada.

Fisheries Division, Ministry of Agriculture, Lands, Forestry and Fisheries (2005). Annual Work Plan 2006Botanic Gardens, St. Georges, Grenada.

Forestry Department, Ministry of Agriculture, Lands, Forestry and Fisheries (1999). Forest Policy forGrenada, Carriacou and Petit Martinique. Queens Park, St. Georges, Grenada.

Forestry Department, Ministry of Agriculture, Lands, Forestry and Fisheries (2005). Work Plan and Budget2006. Queens Park, St. Georges, Grenada.

Grenada Cocoa Association (undated). Production and Export Statistics 2000-2005. Lagoon Road, St.Georges, Grenada.

Grenada Cooperative Nutmeg Association (undated). Production, Export and Membership Statistics. GrowDepartment, Lagoon Road, St. Georges, Grenada.

Government of Grenada (undated). Estimates of Revenue and Expenditure for the year 2006. Ministry ofFinance, Carenage, St. Georges, Grenada.

Livestock and Veterinary Division, Ministry of Agriculture, Lands, Forestry and Fisheries (2005). AnnualWork Plan-2006. Botanic Gardens, St. Georges, Grenada.


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Ministry of Agriculture (1996). Grenada Agricultural Census 95. Planning Unit, Ministry of Agriculture, Georges, Grenada.

O.E.C.S. (2004). The O.E.C.S. Hurricane Ivan Report. The Secretariat, Castries, St. Lucia.

World Bank. ICT at a GlanceAccessed on line at: http://devdata.worldbank.org/AAG/grd_aag.pdf


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ANNEX I TERMS OF REFERENCE

1. Introduction

The Technical Centre for Agricultural and Rural Cooperation (CTA) was established in 1983 under the Lo

Convention between the ACP (African, Caribbean and Pacific) Group of States and the European UnMember States. Since 2000, it has operated within the framework of the ACP-EC Cotonou Agreement.

CTAs tasks are to develop and provide services that improve access to information for agricultural and rdevelopment, and to strengthen the capacity of ACP countries to produce, acquire, exchange and utiinformation in this area. CTAs programmes are organised around three principal activities: providingincreasing range and quantity of information products and services and enhancing awareness of relevinformation sources; supporting the integrated use of appropriate communication channels and intensifycontacts and information exchange (particularly intra-ACP); and developing ACP capacity to generate manage agricultural information and to formulate information and communication management (ICstrategies, including those relevant to science and technology. These activities take account of methodologdevelopments in cross-cutting issues (gender, youth, information & communication technologies ICTs, social capital), findings from impact assessments and evaluations of ongoing programmes as well as prioinformation themes for ACP agriculture1.

In January 2002, CTAs Strategic Plan (2001-2005) was implemented and CTAs activities were distribuamong three operational programme 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 withmethodological underpinning of their work and monitoring the ACP environment in order to identify emergissues and trends and make proposals for their translation into programmes and activities. This current exerctherefore, falls within the mandate of P&CS.

2. BackgroundA comprehensive regional information needs assessment was undertaken in the Caribbean region, by CTAthe Caribbean Agricultural Research and Development Institute (CARDI), over the period 1995-1997.

study detailed the information needs, habits and priorities, of eleven sub-groups of users relevant to agricultural and rural development sector, presented in sixteen national reports and a regional overview. results of the studies were followed by a series of national consultations, missions and regional meetingswell as pilot studies in information and communications management all aimed at arriving at or designin

1 Priority information themes for ACP agriculture have formed the basis of various several studies, workshops and seminars bringing together variousstakeholders, organisations and institutions active in the field of agriculture and rural development. The documents (or extracts thereof) will be prov

to the consultants.


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strategy to meet information needs within the sector. The strategy proposed the development of a CaribbAgricultural Information Service (CAIS) with a two pronged approach to improving access to informawithin the Caribbean region:

Working with institutions at the national level to improve capacity in various aspects of information communication management (e.g. network development, training, sensitisation). Developing information products and services to meet specific information needs identified.

The CAIS strategy has been implemented since 2001. A number of capacity building exercises were execuincluding workshops and training courses; provision of technical assistance; network development, policiessystems. Since the implementation of this strategy in 2001, there have also been a number of changes wiinstitutions in the region with respect to their awareness and use of information and communications tools technologies.

2. Main issuesCTA works primarily through intermediary organisations and partners (non-governmental organisatifarmers organisations, regional organisations, ) to promote agriculture and rural development. Thropartnerships, CTA hopes to increase the number of ACP organisations capable of generating and managinformation and developing their own information and communication management strategies. identification of appropriate partners is therefore of primordial importance.

The Evaluation of the Implementation of the Mid-Term Plan (1997 2000) emphasised the need for CTAdevelop a more pro-active approach and elaborate criteria for decision-making with regard to the choicepartner organisations and beneficiaries. Based on this evaluation, the Strategic Plan and Framework for Ac 2001 2005 identifies strategic issues for CTA being: improved targeting (including partnerships beneficiaries), geographical coverage, decentralisation, regionalisation and thematic orientation. The Plan expresses concern about: the extent to which CTAs activities are relevant to and reach the poor, geawareness and how to identify potential partners especially in the independent sectors.

Besides partner identification and selection issues, the observation has also been made that, the Caribbregion could benefit further from CTAs programme and activities.Finally, various national and regional partners with whom CTA has had a long-standing relationship hrequested the current study which would serve to update the earlier studies done and allow them to promore targeted assistance to their beneficiaries.

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

to identify agricultural information needs of key actors / beneficiaries for CTA products and services to identify needs of potential actors / beneficiaries of CTA activities and services in terms of build

capacity for information and communication management; 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 its local representativeimprove and better target interventions and activities aimed at potential partners and beneficiaries (includ


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women, youth, private sector and civil society organisations); to have a more informed picture of their neand aid in the elaboration of a strategy and framework of action. The study should also highlight where therespecific needs for CTAs products and services thereby enabling improvement in the delivery of the same.

4. Methodology

The consultant will use a combination of qualitative and quantitative rapid appraisal methods including: the desk review of available literature and information sources including the findings of programevaluations;

the conduct of face-to-face interviews with relevant stakeholders / concerned parties; the limited use of questionnaires.

The rapid appraisal approach will allow a general overview of the key issues and company / organisatioprofiles on a per country2 basis and may give rise to more in-depth studies as and when needed in the future.

5. Expected outcomes / outputOne main report per country not exceeding 20 pages according to the following table of contents:

Main report

1. Executive summary2. 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 organised in the country Summary of the information and communication management capacity The current source of agricultural information and services (synthesise Annex 3)

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

5. Conclusions and recommendations6. References

Annexes

1. 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

2 Out of 16 countries comprising the Caribbean ACP, only selected number will initially be the subject of studies, with domestic consultants conducticountry-specific assessments. Country selection will be done by CTA on the basis of specific criteria.


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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 Socio-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 development activities, including prisector and civil society organisations, with name, contact details, type and role of institution

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

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

6. Reporting

The country reports will not exceed 20 pages (excluding annexes). The annexes should include a lisacronyms, of persons/institutions interviewed with addresses, phone, fax numbers, e-mail addresses (if any

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

Consultant Country

Stevenson Skeete BarbadosBelize Citrus Research & Education Institute(Stephen Williams, Bridget Cullerton, TravisMarcotte)

Belize

Conrad Smikle Jamaica

Wm. J. Godfrey Eneas Bahamas

Mrs. Barbara Gumbs Regional Coordinator, Overviewreport


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Consultant Country

Michael Church Grenada

To be identified Dominican Republic

To be identified Haiti

The expert should have a university degree or equivalent by experience. In addition, he/she should have at l10 years experience in field of agriculture, rural development or social / economic sciences. He/she must hin-depth knowledge of the agricultural sector in his/her country and be able to identify key players institutions / organisations active in this area. The ability to communicate and write clearly in Englisessential, while knowledge of at least one of the local languages for communication / interview purposes iadded advantage.

The overall coordination will be carried out by Ms Christine Webster, Deputy Head, Planning and CorpoServices CTA.

9. Implementation schedule (CTA) Preparation/Finalisation of ToR; Identification/ short-listing of (potential) consultants; Call for offers

January November 2005; Selection of consultants & contractual arrangements: November 2005 Briefing: January 2005 Start date of contract: 19 December 2005 Implementation period: 19 December 2005 30 June 2006 End date of contract: 30 June 2006

10. Key documents to be made available to consultants

Documents include: Cotonou Framework Agreement Excerpts of relevant sections of CTAs 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

Respect the timeframe as specified in Annex IV (regarding submission of reports) Help identify and vet country consultants Attend briefing meeting in Trinidad Review the terms of reference Finalise questionnaires and methodological approach after due consultation with CTA Team Draw up briefing notes and guidelines for local consultants to ensure accurate and consistent applica

of the agreed methodology in data collection Answer queries (technical & otherwise) of local consultants


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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 Caribb

country reports (table of contents to be agreed).

12. Role of Local Consultants

Respect all the timeframe as specified in Annex IV (regarding submission of reports) Attend briefing meeting in Trinidad Familiarise themselves with background documents received from CTA; including the Terms

Reference Undertake desk study and prepare country profile, list of institutions involved in agriculture as wel

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 and send draft final report to C

within the specified timeframe Finalise country reports based on comments and observations received from CTA and send final re

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 Provide backstopping for the Regional Coordinator Liaise with CTA and Regional Coordinator throughout the study On receipt of the draft and final reports give comments and observations to the Regional Coordin

with copy directly to CTA

14 Role of CTA

Draw up