Implementation Plan 2018 - 2022 · Implementation Plan 2018 - 2022 Caribbean Agricultural Research...

Implementation Plan 2018 - 2022 Caribbean Agricultural Research and Development Institute (CARDI) Institutional guiding document containing the work programmes for each the various units of the Institute.

2018

Caribbean Agricultural Research and Development Institute (CARDI)

3/22/2018

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Table of Contents List of Tables .......................................................................................................................................... iii

List of Figures ......................................................................................................................................... iii

Introduction ............................................................................................................................................ 1

About the Implementation Plan ......................................................................................................... 3

Scope of the Implementation Plan ..................................................................................................... 3

Structure of the Implementation Plan ................................................................................................ 4

The Regional Agenda .............................................................................................................................. 4

CARDI and Regional Agriculture Sector .............................................................................................. 4

CARDI Country Work Programmes ......................................................................................................... 6

Country Group 1 ..................................................................................................................................... 6

Belize ................................................................................................................................................... 6

Guyana ................................................................................................................................................ 8

Jamaica .............................................................................................................................................. 10

Country Group 2 ................................................................................................................................... 12

Barbados ........................................................................................................................................... 12

Bahamas ............................................................................................................................................ 14

Cayman Islands ................................................................................................................................. 16

Trinidad and Tobago ......................................................................................................................... 18

Country Group 3 ................................................................................................................................... 20

Antigua and Barbuda ........................................................................................................................ 21

Dominica ........................................................................................................................................... 23

Grenada............................................................................................................................................. 25

Montserrat ........................................................................................................................................ 26

St. Lucia ............................................................................................................................................. 27

St. Kitts and Nevis ............................................................................................................................. 29

St. Vincent and the Grenadines ........................................................................................................ 31

CARDI Technical Service Support Units ................................................................................................. 33

Biometrics ......................................................................................................................................... 33

Finance .............................................................................................................................................. 34

Human Resources ............................................................................................................................. 37

Information and Communication Technology .................................................................................. 40

Knowledge Management .................................................................................................................. 42

Value Chain and Marketing ............................................................................................................... 43

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Office of the Executive Director ........................................................................................................ 44

Monitoring and Evaluation ............................................................................................................... 45

Policy and Advocacy .......................................................................................................................... 46

Resource Mobilization and Planning ................................................................................................ 47

Science, Technology and Innovation ................................................................................................ 48

Financing Implementation .................................................................................................................... 50

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List of Tables Table 1: Summary of CARDI Strategic Plan 2018 - 2022 ......................................................................... 2

Table 2: Summary Work Programme for Belize...................................................................................... 7

Table 3: Summary Work Programme for Guyana ................................................................................... 9

Table 4: Summary Work Programme for Jamaica ................................................................................ 10

Table 5: Summary Work Programme for Barbados .............................................................................. 13

Table 6: Summary Work Programme for Bahamas .............................................................................. 15

Table 7: Summary Work Programme for Cayman Islands .................................................................... 17

Table 8: Summary Work Programme for Trinidad and Tobago ............................................................ 18

Table 9: Summary Work Programme for Antigua and Barbuda ........................................................... 21

Table 10: Summary Work Programme for Dominica ............................................................................ 23

Table 11: Summary Work Programme for Grenada ............................................................................. 25

Table 12: Summary Work Programme for Montserrat......................................................................... 26

Table 13: Summary Work Programme for St. Lucia .............................................................................. 28

Table 14: Summary Work Programme for St. Kitts and Nevis .............................................................. 30

Table 15: Summary Work Programme for St. Vincent and the Grenadines ......................................... 31

Table 16: Summary Work Programme for Biometrics .......................................................................... 33

Table 17: Summary Work Programme for Finance............................................................................... 34

Table 18: Summary Work Programme for Human Resources .............................................................. 37

Table 19: Summary Work Programme for Information and Communication Technology ................... 40

Table 20: Summary Work Programme for Knowledge Management .................................................. 42

Table 21: Summary Work Programme for Value Chain and Marketing ............................................... 44

Table 22: Summary Work Programme for Office of the Executive Director ........................................ 44

Table 23: Summary Work Programme for Monitoring and Evaluation ................................................ 45

Table 24: Summary Work Programme for Policy and Advocacy .......................................................... 47

Table 25: Resource Mobilization and Planning ..................................................................................... 47

Table 26: Science, Technology and Innovation ..................................................................................... 48

Table 27: Institutional Budget ('000EC$) 2018 – 2022 ......................................................................... 50

List of Figures Figure 1: CARDI’s Strategic Goal and Four Strategic Programmes for 2018-2022 ................................. 1

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Introduction The Caribbean Agricultural Research and Development Institute (CARDI) Strategic Plan 2018 – 2022

was approved by the Board of Governors (BoGs) in October, 2017 at the 71st Meeting in Guyana. The

Strategic Plan is the Institute’s five year road map for transforming regional agriculture into a

modernised, innovative, productive, competitive and resilient sector.

The Strategic Plan was developed through a consultative process within CARDI and with

stakeholders across the wider Caribbean. Based on feedback and an assessment of the national,

regional and global agriculture agendas, CARDI’s work will be organised around four inter-related

strategic programmes: Value Chain Services, Policy and Advocacy, Institutional Strengthening and

Partnerships and Strategic Alliances (Figure 1). Key deliverables under the aforementioned strategic

programmes will enable the Institute to contribute, in the short term to increases in food supply to

the Region and in the medium term, to the stability of the agricultural sector, food and nutrition

security and reduction in hunger and poverty.

Figure 1: CARDI’s Strategic Goal and Four Strategic Programmes for 2018-2022

The global and regional outlook demands that CARDI undertake a strategic, bold and innovative

approach to agriculture research, to effectively respond to the demand for food, reduce hunger,

poverty and malnutrition and to be more environmentally sustainable. This will entail intervention

actions such as the validation of best practices and technology transfer but will also see the

incorporation of innovation platforms, the development of an applications hub via a new

information and communication technology approach, the acquiesce to innovative technologies that

exist in other disciplines which can be streamlined into agriculture and the engendering of a culture

of knowledge creation and capturing knowledge by way of intellectual property rights.

During the strategic period CARDI will focus on key crosscutting themes of youth and gender, climate

change, results based management, inclusion and equity, information and communication

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technology, resource mobilisation and financial sustainability to achieve the strategic goal of

“contributing to food and nutrition security through the development of innovations that contribute

to sustainable, climate resilient value chains”.

Table 1: Summary of CARDI Strategic Plan 2018 - 2022

Vision A Centre of Excellence delivering innovation and technologies for the Region’s food and agricultural sectors

Mission To contribute to the sustainable development of the Caribbean by the co-generation, diffusion and application of knowledge, through agricultural research for development

Strategic Programmes

Value Chain Services

Institutional Strengthening

Partnerships & Strategic Alliances

Policy and Advocacy

Strategic Outcomes

Improved production and productivity of key commodities Increased incomes Increased contribution to GDP

Improved internal and external coordination systems Increased infrastructural and human resource capacity Increased level of available resources

Increased partners and partnerships for conducting relevant agricultural research and development

A strong corporate brand Caribbean Agriculture Portal Development of supportive policies for strengthening agriculture value chains Communicating, promoting and celebrating CARDI’s successes to a variety of audiences Improved relations with the media

Core Values

Partnerships, Integrity, Professionalism, Accountability, Transparency and People-Centred.

Cross Cutting Issues

Youth and Gender; Climate Change; Results Based Management; Resource Mobilisation; Inclusion and Equity; Financial Sustainability and ICTs

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About the Implementation Plan This Implementation Plan will translate the vision articulated in the Strategic Plan to an operational

mechanism. It identifies at the unit level, the priority objectives that will guide research and

development activities. More importantly the Implementation Plan helps to focus the Institute’s

resource mobilisation drive and provides a framework against which the Institute will be held

accountable to our donors and stakeholders. The Implementation Plan will also complement the

Institute’s performance management system.

Scope of the Implementation Plan The Implementation Plan does not identify every activity the Institute will be undertaking during the

strategic period but highlights the research and development priorities, primarily for each member

state for key commodities across sub-programme and programme areas but also puts into focus, the

priorities for the various supporting units.

Across all CARDI countries, focus will be placed on the commodities that have been identified as

economically important to the Region. These are Coconuts, Herbs and Spices, Roots and Tubers and

Small Ruminants. However, there are commodities at the national level that are also important, and

CARDI is committed to working with key stakeholders and partners to develop and strengthen these

value chains. These commodities are those defined as important in terms of food and nutrition

security, wealth generation and development of agro based enterprises.

For each sub-programme, interventions will be organised under core thematic areas. These themes

have a dual purpose. They help in focusing the work of the Institute to tackle some of challenges

confronting the sector while satisfying the key institutional objectives.

The Caribbean environment is very dynamic and at times challenging. The Implementation Plan is

sufficiently flexible to enable the Institute to respond to issues that will arise during the five year

period.

Annual work programmes will guide the implementation of these activities at the country and unit

levels. They will be monitored periodically and reported on, to the Board of Directors (BoDs) and

Board of Governors (BoGs). A mid-term (2020) review will be undertaken to assess the

achievements of the stated outputs. Based on the results of this exercise the Implementation Plan

will be adjusted accordingly.

The CARDI organisational structure will be aligned to ensure that all four programmes are effectively

administered to achieve the desired results. A differentiated strategy will be employed to guide

implementation across the CARDI countries. Member states are grouped into 3 groups based on the

synergies in the development of their agricultural sector, socio-economic conditions and the sector’s

potential for development.

Programmes and projects will be designed and implemented to improve the sector and solve

problems that the countries may encounter.

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Structure of the Implementation Plan Implementation matrices are defined for each country and the supporting units. These matrices

present the programmes, sub-programmes, specific objectives and outputs. At a glance all

stakeholders will glean an appreciation of the scope of CARDI’s activities in country and understand

how the support units at Headquarters are working towards achieving the strategic goal over the

period. It will also present how the implementation plan will be financed with an overall budget for

the period and the individual years.

The Regional Agenda

CARDI and Regional Agriculture Sector In spite of agriculture being endorsed as one of the key drivers to achieving economic prosperity,

food and nutrition security and rural development by countries in the Region, the unfortunate

reality is that growth of the sector continues to be slow and sometimes uneven. Data continue to

show that for most of the Caribbean countries, agriculture production is trending downwards. This

declining production coupled with our growing dependence on food imports, a changing climate and

uncertain socio-economic conditions threatens the food and nutrition security and national

development goals of these countries.

Continued investments in research and development are catalysts for improving agricultural

productivity and stimulating economic growth. A productive regional agricultural sector will boost

the food and nutrition status and social well-being of every citizen, reduce the food import bill,

promote good environmental stewardship and reverse the worrying trends of chronic Non

Communicable Diseases (NCDs).

CARDI is uniquely positioned to serve the research and development needs of the Caribbean

countries as the Institute;

- has a presence in 14 CARICOM member states

- has a network of national, regional and international research and development partners

- has a multidisciplinary team of researchers

- has a successful track record for developing innovative technologies and solutions for solving

agricultural problems

- coordinates the research and development agenda in the Region

- is a credible broker for agricultural information

- informs the development of regional agricultural policies

Increasing investment in agricultural research and development will result in the development of

new varieties, technologies and practices which will stimulate productivity and competitiveness,

spur wealth creation, stem the migration of persons out of the sector and fight food and nutrition

insecurity.

Youth and Gender are seen as integral components of CARDI’s 2018-2022 Work Programme. This

aligns to international and regional agendas including MDGs, SDGs and Common Agriculture Policy.

The issues of youth and gender equity are incorporated into country programmes towards

mainstreaming them into CARDI’s future way of operation. CARDI intends to be an active contributor

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to regional policy development, the design and implementation of strategies, programmes and

projects with respect to youth, gender and agriculture development. This is similarly the case with

respect to the other cross cutting issues of climate change, results based management, inclusion and

equity, information and communication technology, resource mobilisation and financial

sustainability. CARDI is well positioned to leverage its partners to broker and access the requisite

technology and resources, both technical and financial, required to support and treat with these

cross cutting issues and are highlighted by way of specific actions in relevant work programmes.

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CARDI Country Work Programmes

Country Group 1 Caribbean countries have similar characteristics however, they remain sufficiently heterogeneous

that strategies have been formulated and enacted based upon their unique features as commodity

exporters, service-based economies and single market and economy states such as the Eastern

Caribbean Currency Union (ECCU). The characteristic of this country grouping places them in the

classification of commodity exporters; boasting of physical resources and large expanses of land.

Linking this to agricultural development, these countries have the capacity to impact regional trade

in terms of competiveness, reducing the regional food import bill and addressing the food and

nutrition security concerns of the Caribbean Community. Additionally, they also lend themselves as

attractive prospects for cross-border investment opportunities, especially in high value commodities

such as coconuts. Strategically, an extensive farming approach has framed the developmental work

to be done in such countries and this is expressly seen in the commodity focus for this group with

items such as coconuts, cereal and grains and small ruminants, being of highlight. Additionally, these

countries have the ability to offer, by way of a Regional Public Good, disaster relief services to

countries affected by high impact weather events, in the resuscitation of their agriculture sector by

the provision of seed and/or germplasm material for a wide range of crops. For this country

grouping, scale matters and this also sums up its competitive edge in relation to the other country

groupings.

Belize Belize, the smallest of three CARICOM mainland countries, lies on the Caribbean coast of the Central

American uppermost isthmian portion of the land bridge from North America to South America. Its

agriculture sector has and continues to be a mainstay of the Belizean economy, with the sector

comprised; a well-integrated large-scale commercial sector, traditional small scale farms and the

traditional export sector for the commodity items of sugar, banana, and citrus. As mirrored across

the region, there has been a shift into non-traditional agriculture which includes commodities such

as hot peppers and papaya. Despite the diversity which pertains within the Belizean agriculture

sector, it is challenged by emerging issues such as; global trade dynamics, natural resource

management, food safety demands, youth and gender and moreso, challenges surrounding climate

change.

CARDI aims, during the strategic period 2018 – 2022, to make critical interventions with respect to

these cross cutting issues as they impede sectoral growth and hinder agri-industry development. It

will bring to bear, climate smart agriculture practices and technologies which seek to make

agriculture more resilient to the vagaries of climate change and its negative impacts. Food safety is

also of paramount importance and this will be highlighted within specific commodity’s such as

coconuts but also in a cross cutting sense for all commodity items through the derivation of

acceptable standards. A youth and gender approach will encompass all initiatives undertaken as

attention will be given to the sustainability and succession planning within the agriculture sector and

the need for fairness and equitable opportunity for all. Similarly, specific consideration will be given

to communities such as the Garifuna Community with emphasis on adding value to Cassava, a

commodity with cultural significance and the Mennonite Community who have and will continue to

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be strategic partners. Belize also has a key role in disaster relief services to the region by virtue of its

ability to produce large quantities of seed material to allow countries to quickly resuscitate their

agriculture sectors in the shortest time possible. With respect to industry development, CARDI also

envisions Belize as offering a unique opportunity as a gateway to Central America; to forge

relationships with prospective stakeholders, initiate linkages with research bodies and identify

market opportunities for Caribbean Agri-Products. It is for this reason that a Hispanic CARDI

representative was chosen for Belize, in keeping with this strategy of continued integration.

Table 2: Summary Work Programme for Belize

Specific Objective/s Programme Sub-Programme Outputs/Deliverables

To assist in the establishment of a national seed policy.

Policy and Advocacy

Policy and Investment Services

A National Seed Policy

To conduct independent testing of inputs with respect to varietal trials, pesticide efficacy trials, fertilizer efficacy trials, seed laboratory services etc.


Commodity Improvement Programmes

Laboratory Services

Performance/Validation Reports

To establish a climate resilient food and agriculture system through a robust germplasm management programme.



Germplasm Management Facility

Germplasm Performance/Validation Reports

Germplasm Protocols

New/Resilient Germplasm Material

To improve the production and productivity of the coconut industry.



Germplasm Protocols

Improved Climate Resilient Commodity Value Chains

Improved Production Systems and Agronomic Practices


To pilot commercial production models with a view towards attracting investments (rice, sweet potato, industrial hemp).



Commercial Commodity Production Models and Technologies

To support industry/community development through

Policy and Advocacy

Policy and Investment

Commodity Investment Profiles

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improving commodity value chains (Corn, Cow Pea, Red/Pink Beans, Rice, Soya, Industrial Hemp, Cassava, Wholesome Foods).

Services





New/Innovative Processing Technologies and Processes

Market Studies and Development

Commodity Market Studies

New/Innovative Value Added Products

To support the development of the industrial hemp industry via agronomic research.




Journal Research Publications

Guyana Guyana, the southernmost country of the grouping and also the largest of the CARICOM mainland

countries, lies on the South American continent and is regarded as the gateway to South America.

Agriculture remains a major contributor to the economy of Guyana with its industry based on

traditional mono-cropping of key export commodities such as rice and sugarcane (sugar). The sector

has undergone some transformation where non-traditional commodities are becoming more

predominant in the areas of fruits and vegetables and livestock. Much of this development has been

expressed by way of exports to the Caribbean and countries such as the United Kingdom and

Canada, as Guyana has always done well with respect to satisfying local production demands.

Coupled with its vast availability of land for agricultural development, Guyana has been strategically

targeted with respect to impacting the Regional Food Import Bill and the Food and Nutrition Security

concerns of the Region. Comparative and competitive advantages pertain to Guyana with respect to

agricultural production and this will hold true for a range of commodities. Production systems will be

of highlight and the varying scales of production will be modelled. Commercial production systems in

particular and research into combining increased productivity with mechanization and other related

technological solutions will be of focus in Guyana. Another key area for Guyana lies in biotechnology

development and germplasm conservation. The pioneering of new varieties based upon

biotechnology solutions will be explored and will necessitate close ties with leading academic and

research institutions such as the University of Guyana (UG), Guyana School of Agriculture, Guyana,

Livestock Development Authority (GLDA), National Agricultural Research and Extension Institute

(NAREI) and the Institute of Applied Science and Technology (IAST). Infrastructural and human

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resource capacity will be built to support the conservation and coordination of germplasm for the

Region, in the context of climate change mitigation and disaster risk reduction and response. This is

part of building regional redundancy support for such facilities and/or mechanisms where

conservation and coordination of germplasm and/or seed material has been identified (Belize,

Guyana, St. Lucia). Additional, as part of an agro-environmentally green approach, post-harvest

waste management will feature as another area of focus for work to be conducted in Guyana,

specifically as it relates to the coconut industry and the riverine areas along major sites of coconut

production. This type of sustainability is aimed not only at enhancing the environment but to foster

innovation, downstream industry development and niche product development, which can arise out

of the coconut industry and act as a transferrable model to other countries of the region.

Table 3: Summary Work Programme for Guyana


To develop and transfer Climate Smart Waste Management Systems including renewable energy systems, mulch, animal feed, fibre for cosmetics or farming products, etc.



Climate Smart Waste Management Systems/Technologies


Innovative/Niche Value Added Products (Derived By-Products)

To establish a climate resilient food and agriculture system through a robust germplasm management programme (Sweet Potato, Cassava)




Germplasm Protocols


To implement a pilot climate resilient aquaponic and hydroponic production systems.


Climate Change Mitigation and Adaptation

A Climate Resilient Aquaponic and/or Hydroponic Production System.




Germplasm Protocols




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To pilot commercial production models with a view towards attracting investments (Small Ruminants).




Jamaica Jamaica, located south of Cuba and west of Haiti is the largest of the English-speaking islands in the

Caribbean. Jamaica’s economy is heavily dependent on services, which according to 2017 estimates

account for 71% of GDP, and the country continues to derive most of its foreign exchange from

tourism, remittances, and bauxite / alumina. Agriculture on the other hand contributed an

estimated 7% to the GDP and employs some 17% of the population. Investment in the sector is being

encouraged as a viable option particularly since more traditional investment areas have been

affected by the global recession. Leading commodities include sugar, bananas, coffee, cocoa, citrus,

pimento, yams, vegetables, poultry and small ruminants (goats).

Jamaica is strategically positioned to lead in the area of research at every stage of the value chain. It

has a wealth of scientific capacity which is straddled across a range of institutions such as; the

Scientific Research Council (SRC), University of the West Indies (UWI), University of Technology

(UTech) and College of Agriculture, Science and Education (CASE) amongst others, such as the

commodity specific Coconut Industry Board (CIB). Through partnerships with each

institute/organization, CARDI intends, through its work programme for Jamaica, to advance research

interventions for the coconut, root and tuber, small ruminant and marijuana/industrial hemp

industries. Traditionally, the majority of research interventions have taken place at the production

level however; this iteration of the work programme for 2018 – 2022 will also have a focus on the

processing of added value products for identified commodities but more specifically, cassava and

coconuts. With respect to research interventions in livestock, work will continue in the area of breed

development for small ruminants but with a focus on goat as opposed to sheep. Production models

for different scales of small ruminant enterprise will be validated inclusive of technical and financial

feasibility studies and similar work will be undertaken for the marijuana/industrial hemp industry.

Table 4: Summary Work Programme for Jamaica


To establish a climate resilient food and agriculture system through a robust breed management programme (Small Ruminants).



Breed Development and Management Protocols

Breed Performance/Validation Reports

New/Resilient livestock breeds

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To establish a climate resilient food and agriculture system through a robust germplasm management programme (Cassava).




Germplasm Protocols


To establish an Integrated Pest Management Lab to service in-country and regional needs.


Corporate Services An Integrated Pest Management Lab




Germplasm Protocols




To pilot commercial production models with a view towards attracting investments (Cassava, Small Ruminants).




To support industry development through improving commodity value chains (Small Ruminants, Coconuts, Cassava, and Marijuana/Industrial Hemp).

Policy and Advocacy











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Country Group 2 Group 2 Countries; Bahamas, Barbados, Cayman Islands and Trinidad and Tobago, the major

economic drivers in these economies are the service sector, tourism, finance and oil and natural gas.

The contribution of agriculture to these national economies remains relatively small. In this group of

islands, agriculture contributes less than 5 % of Gross Domestic Product (GDP). The islands are all

plagued by extremely high food import bills and challenges of a growing obese population.

Notwithstanding, they all have recognize the need for a vibrant agriculture sector to address issues

of food and nutrition security, mitigate against climate change (which may pose a threat to tourism)

and the volatility of commodity prices.

The approach to agricultural development in these countries will focus on intensive systems with

high capital input provided through partnerships with the private sector. These countries, in

particular Barbados and Trinidad and Tobago, also lend themselves well to long term research

opportunities in niche commodities such as Coconut, Hot Pepper and Small Ruminants with prior

work having been undertaken and with build research capacity in those countries. Other activities

will include agro-tourism and the agro-processing industries which complete the value addition

within the value chains; and these industries can provide goods and services on a regional, as well as

a national basis.

Partnerships and Policy and Advocacy are central to the success of the sector and so CARDI will

continue to intensify its efforts to build partnerships, nationally, regionally and internationally that

will directly benefit agriculture.

Barbados Barbados is the most easterly of the Caribbean islands. The main economic drivers of the economy

are the provision of services mainly tourism, business, finance and general services, and light

manufacturing. Off-shore finance and information services are also important activities. Agriculture

contributed 1.6% of the GDP per capita and employed 10% of the population. The main agricultural

products include sugar, cotton and vegetables.

Barbados, similar to Jamaica, has been a regional pioneer with respect to livestock breed

development but of note has been the resulting work re the Barbados Blackbelly Sheep. CARDI

intends to augment this work by mapping the genetic characteristics of the Barbados Blackbelly

sheep along with the characterization and evaluation of local feed resources. Further work with

respect to breed development will be undertaken as necessitated especially as CARDI intends to

streamline Barbados as the Centre of Excellence for Small Ruminants. Germplasm work in the

commodity areas of hot pepper, cassava, sweet potato and coconuts will be undertaken with

respect to increasing the availability and provision of clean planting material as a basis for

underpinning increased production. Germplasm breeding programmes will be a function of the work

programme 2018 – 2022 with an emphasis on hot pepper and the development hybrids. Further,

work will continue in the determination of possible sources of viral infection, and the deployment of

newer technologies to optimize production. Another area of highlight will be research work geared

towards improving the shelf life of onions, which will require innovative and technological solutions

which CARDI will seek to validation and transfer.

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Table 5: Summary Work Programme for Barbados


To determine performance of CARDI CY001 (Corn).




To establish a climate resilient food and agriculture system through a robust breed management programme (Black Belly Sheep, Cattle).






To establish a climate resilient food and agriculture system through a robust germplasm management programme (Hot Pepper, Cassava, Sweet Potato, Onion).




Germplasm Protocols





Germplasm Protocols




To introduce alternative feeding systems (indigenous and innovative) with required nutrition at lower costs.



New/Alternative Feed and/or Forage Material.

To support industry expansion through the provision of market information for selected markets.

Policy and Advocacy






To support industry/community development through improving

Policy and Advocacy

Policy and Investment


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commodity value chains (Hot Pepper, Small Ruminants).

Services









Bahamas The Bahamas economy is heavily dependent on the services sector inclusive of tourism and finance.

Agriculture accounts for only 2.3% of the GDP whereas tourism and finance, combined, account for

more than 90% of GDP and directly or indirectly employs half of the archipelago's labor force. Given

the high annual tourist arrivals (estimated at 5 million), the country is challenged with an increasing

demand for food and an equally high food import bill. The Bahamian population is the 5th most

obese in the Caribbean according to the World Health Organization (WHO) and as such predisposes

them to increasing risk of Non Communicable Diseases (NCD’s) and childhood obesity; directly

related to the consumption of highly processed foods. As part of the country’s economic

diversification strategy the government of The Bahamas has indicated its support for the

development of the farming and fishing sectors to fuel economic development and improve the

quality of life of its population. The areas of growing demand include agri-food sector and the

linkages for promoting sustainable food production, as well as increased consumption of locally

produced foods.

Bahamas will focus on developing intensive crop and livestock systems emphasizing the

development of resilient systems and intellectual property rights. Leveraging the strength of the

tourist industry, agro-tourism and agri-business development will be a major thrust of CARDI’s work

on the islands. Agricultural production in the Bahamas will focus on: Roots and Tubers (Cassava and

Sweet Potato), Onions, Corns, Coconut, Hot Peppers, Pigeon Peas, poultry, livestock and small

ruminants. Organic agriculture, gastronomic tourism, value added product development, food safety

systems and the generation of market studies to inform industry development will be important

components of these programmes.

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Table 6: Summary Work Programme for Bahamas


To assist in the establishment of a national poultry policy.

Policy and Advocacy


A National Poultry Policy

To engender succession planning and technical skill sustainability in agriculture through the development of school gardens and enhancing food and nutrition awareness.

Partnership and Strategic Alliances

Technical Cooperation

A School Oriented Agricultural Cluster

Policy and Advocacy

Knowledge Management Services

Agricultural/Commodity Information Packages



School Agri-Gardens of varying production systems.

To establish a climate resilient food and agriculture system through a robust breed management programme (Bahama Sheep, Poultry).






To establish a climate resilient food and agriculture system through a robust germplasm management programme (Goat Pepper, Corn, Onions, Pigeon Peas, Coconut).




Germplasm Protocols


To implement a pilot climate resilient production system.



New/Innovative Protected Agricultural Solutions

To improve small ruminant animal husbandry with respect to practices and production systems.



Improved Production Systems and Husbandry Practices

To improve the extension services of the Ministry of Agriculture through the use of ICT solutions.


Corporate Services Agricultural Extension ICT Solutions

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To improve the feeding systems for Small Ruminant production.



New/Alternative Feed and/or Forage Material




Germplasm Protocols




To support industry development through improving commodity value chains (Onions, Cassava, Sweet Potato, Hot Pepper).

Policy and Advocacy











Cayman Islands The Cayman Islands, a British Overseas Territory, are situated in the western Caribbean Sea. The

territory, comprising the three islands of Grand Cayman, Cayman Brac and Little Cayman, is located

south of Cuba and northwest of Jamaica. Only 0.83% of the land in Cayman Islands is considered

arable. The service sectors inclusive of financial services and tourism are the mainstay of the

economy, accounting for about 72% of GDP while agriculture contributes only around 0.3% (2013

est.) to GDP and employs 1.9% of the population. Some of the main agricultural activities in the

islands include vegetable, fruits and livestock production as well as the farming of turtles.

CARDI’s Cayman Islands work programme will be centered on improving production and productivity

of roots and tubers namely: Cassava and Sweet Potato, development of feeds and feeding systems

for small ruminant livestock, commercial production of herbals (peppers), Protected Agriculture

Systems and Biotechnology Development. The Unit will be working in close collaboration with the

Department of Agriculture.

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Table 7: Summary Work Programme for Cayman Islands


To develop systems to improve crop productivity and management of organic waste through feasible vermicomposting system.



A Vermicomposting system

To establish a climate resilient food and agriculture system through a robust germplasm management programme (Cayman Seasoning Pepper, Cassava, Sweet Potato).




Germplasm Protocols


To implement a pilot climate resilient production system (Organic farming, agri-ecological systems, protected agriculture).




Pilot Organic/Agri-ecological Production System





To support industry development through improving commodity value chains (Cayman Seasoning Pepper, Cassava, Sweet Potato).

Policy and Advocacy











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Trinidad and Tobago Trinidad and Tobago are the southernmost islands of the Lesser Antilles chain. Traditionally, the

growth of the Trinidad and Tobago’s economy has been dependent on the extractives industries.

However, the Government has embarked on diversification efforts that include agriculture,

manufacturing and tourism. Agriculture accounted for only about 0.5% of the GDP, although the

sector directly employs some 3.8% of the population.

For the strategic period 2018-2022, CARDI’s Trinidad and Tobago Unit will focus its research and

development in the areas of Small Ruminants, Coconuts, Roots and Tubers (Sweet Potato and

Cassava), Hot Peppers, Organic and Protected Agriculture. Unlike previous incarnations of its work

programme, significant attention will be given to Tobago as opposed to Trinidad where germplasm

work will be undertaken with respect to the preservation of unique crop types such as Red Okra and

Tobago Pigeon Peas. Innovative Protected Agricultural solutions will also feature as an action to be

conducted in Tobago along with the incorporation of innovative water and energy technological

solutions.

Attention will also be given to the value added offerings which are evident in the cultural festivals of

Tobago such as the Blue Food Festival among others. This also presents an opportunity, in keeping

with the thrust of this country grouping, to link agriculture with tourism through these festivals and

highlight events such as the Tobago Jazz Festival. Livestock will also be an area of focus in Tobago

with respect to the West African Sheep Breed and arriving at a breed management programme for

its preservation and development. A deliberate intervention will be made with respect to youth and

women in Tobago and will serve as model to offer insight as to the nuances between such groupings

and what traditionally pertains. Within Trinidad, organic agricultural production, composting and

agricultural hillside management will be of focus.

Table 8: Summary Work Programme for Trinidad and Tobago

Specific Objective/s Programme Sub-Programme

Outputs/Deliverables

To ascertain, evaluate and mitigate food safety risk by assessing, developing and verifying safety parameters for agro-chemicals usage.



Performance/Validation Reports

To engender built capacity among women and youth along the agriculture value chain.



A Women's Oriented Agricultural Cluster

A Youth Oriented Agricultural Cluster

To establish a climate resilient food and agriculture system through a robust breed management programme (Sheep).





19




To establish a climate resilient food and agriculture system through a robust germplasm management programme (Coconuts, Red Okra, Pigeon Peas ).



Germplasm Conservation Stores


Germplasm Protocols

To implement a pilot climate resilient production system (Protected Agriculture, Hydroponics, Climate Smart Agriculture Practices).



Climate Smart Water and Energy Technology Solutions









Germplasm Protocols




To integrate commercial composting into state-coordinated initiatives for the management of waste vegetation of roadsides, parks and recreational areas.



A Commercial Composting System

To support industry development through improving commodity value chains (Goat, Sheep, Sweet Potato, Coconut, Hot Pepper).

Policy and Advocacy







20







To support industry development through strengthening organic farming value chain systems.

Policy and Advocacy





Pilot Organic/Agri-ecological Production System




Country Group 3 The countries of this particular country grouping are tied together in a more formal context as they

are micro-states of the Eastern Caribbean Currency Union. Collectively, they comprise membership

of the Organization of the Eastern Caribbean States (OECS) and share synergies in terms of currency,

movement of persons, and fostering integration. Many of the countries, especially those of the

Windward Islands, share a similar background with respect to agricultural production, with the

banana industry once being the dominant income earner. Due to the removal of favorable trade

preferences and the instituting of the Economic Partnership Agreement (EPA), agricultural

diversification has become the channel for sustainable development.

The OECS country grouping strategy is rooted in the need for built research capacity, disaster risk

reduction, agricultural diversification and coordination. These areas were amalgamated from the

OECS Regional Plan of Action for Agriculture 2012 -2022 and CARDI has aligned its target

intervention actions to this plan. St. Lucia has been strategically identified to be the research hub for

the OECS by way of building scientific capacity in the form of a multi-purpose research facility which

will house, a Biocide Facility, an Agriculture Natural Disaster Resource Facility, A Research Facility

and A Tissue Culture Lab/s. This location also bodes well for the coordination role it will play given

that the OECS Secretariat is also positioned in St. Lucia. In the other OECS countries, they have

specific areas of focus for which their work programmes have been tailored to, with examples being

the focus of Integrated Water Resource Management in Antigua and Barbuda, resolving issues

surrounding the production and productivity of Sour Sop in Grenada amongst others.

21

Recognizing that agriculture in isolation may not be an ideal economic development strategy,

integrating climate resilient value chains with service industries such as the tourism with be

explored. Climate resilience will feature as a priority given the high vulnerability of these small island

states to vagaries of climate change and the impact of extreme weather events and production

systems will be validated and modeled in a context of Climate Smart Agriculture and Disaster Risk

Reduction. This will also be reflected in the management of natural resource such as land, soil and

water.

Antigua and Barbuda Antigua and Barbuda covers an overall land area of 443 km2 (170 mi2). The economy is service-

based, with tourism, financial, and government services representing the key sources of

employment and income; tourism is the leading foreign exchange earner. GDP per Agriculture

contributed 3.8 % of Gross Domestic Product in 2009 and GDP per capita was estimated at

US$17,800 in 2009. The main agricultural products are fruits, vegetables, bananas, coconuts, and

livestock amongst other commodities, and are mainly focused on the domestic market.

Antigua and Barbuda has been strategically positioned to treat with research interventions with

respect to agricultural water use, water resource management and water harvesting. As part of its

focus, priority will be given to determining water use indices for a range of commodities as well as

assessing water demand profiles. This will be integrated with research for technological solutions re

water harvesting, water management and water use efficiency. Variety trials and performance

testing for commodities such as cassava, sweet potato and corn will be undertaken with linkages to

value chain assessments, market studies and investment profiles. Niche commodities will also be

explored such as marijuana/industrial hemp production and industry development for various value

added products. Significant work will also be done with respect to policy development, assistance in

national programme development, and the development of alternative production systems such as

organic and hydroponic/aquaponics production.

Table 9: Summary Work Programme for Antigua and Barbuda


To assist in the development of an agricultural plan for Barbuda.

Policy and Advocacy


An Agricultural Plan

To establish a climate resilient food and agriculture system through a robust germplasm management programme.





Germplasm Protocols

22



To establish a robust Integrated Water Resource Management system.



Crop Water Use Indices and Water Demand Profiles

New/Innovative Water Harvesting Technologies

To implement a pilot climate resilient aquaponic production systems in Barbuda.



A Climate Resilient Aquaponic Production System.








Germplasm Protocols




To support industry development through improving commodity value chains (Small Ruminants, Onions, Corn, Sweet Potato, Cassava).

Policy and Advocacy


Robust Investment Profiles








Robust Market Studies

23

Dominica The Commonwealth of Dominica is the most northerly and largest of the Windward Islands, and is

known as the nature island of the Caribbean. It covers an area of 751 km² (290 mi²), is heavily

forested and is renowned for its lakes, waterfalls and over 365 rivers. The agricultural sector includes

production of bananas, citrus, coconuts, cocoa, herbal oils and extracts. Historically, banana

production has employed over one-third of the labour force – directly or indirectly however, the

sector has been facing challenges with the loss of the preferential European Union markets for

bananas. There has been diversification into other crops such as citrus fruits, vegetables and coffee.

Dominica, similar to the other OECS countries, are highly vulnerable to high impact weather

phenomena such as hurricanes as well as the vagaries of climate change and this has resulted in

devastating situations which have impacted not only the agricultural sector but that of overall

national development for the country. Given this context, Dominica has been strategically positioned

to be the first Climate Resilient Country in the Region and the world. From an agricultural

standpoint, this would be realized building resilience into agricultural production. Root and Tuber

crops and their production systems have been identified as a climate and disaster risk resilience

strategy based on past experience where ground provisions have proven to be hardy commodities.

Alternative crop production systems will be researched and validated especially in the context of

sustainability and competitive climate resilient value chains. To this end, alternative protected

agricultural system will be validated and also complimented with hydroponic/aquaponic production

systems which, renowned for their water and land use efficiency, align with Dominica thrust as the

nature isle of the Caribbean. Industry development, trade and competitiveness remain high on

Dominica’s agenda and the coconut value chain has been identified for rehabilitation and

development. CARDI will engage in work along the value chain with a focus on seed and/or tissue

culture material of the relevant varieties for copra production and to support the oleochemical

industry. The essential oils industry is also regarded as of key importance and CARDI will undertake

value chain analysis, market studies and investment profiles to underpin development and the

thrust for the export market. Though diversification is now the hallmark of agricultural development,

bananas and plantain remain key commodities and CARDI’s work will be in the area of Integrated

Pest Management with respect to Black and Yellow Sigatoka Disease Management and identifying

resilient and marketable varieties of banana and plantain.

Table 10: Summary Work Programme for Dominica


To assist in the implementation and coordination of Community based disaster risk reduction strategies in the OECS.


Coordination Agricultural Disaster Risk Reduction Coordination Mechanism/Innovation Platform

Policy and Advocacy


An Agricultural Disaster Risk Reduction Strategy/ies

To establish a climate resilient food and


Commodity Improvement

Germplasm Performance/Validation

24


agriculture system through a robust germplasm management programme (Cassava, Sweet Potato, Tania, Dasheen, Yam, White Potato).

Programmes Reports

Germplasm Protocols







To implement a pilot climate resilient production system (Protected agriculture, hydroponics, aquaponics).




New/Innovative Protected Agricultural Solutions.




Germplasm Protocols




To support industry/community development by improving commodity value chains (Small Ruminants, Cassava, Sweet Potato, Tania, Yam, Dasheen, Coconuts, Essential Oils, Cocoa, Coffee, Banana, Plantain).

Policy and Advocacy






Improved Production

25


Systems and Agronomic Practices





Grenada Grenada, the southern most of the Windward Islands, is known as the Spice Island of the Caribbean.

It covers an area of 344 km² (133 mi²). The state of Grenada consists of three main islands; Grenada,

Carriacou and Petit Martinique. The economy of Grenada is dependent on agriculture and tourism,

and while tourism is the main source of foreign exchange, historically, the island has been an

agricultural society. Agricultural export products are nutmeg, mace, cocoa, bananas, other fruits,

vegetables and fish, while agro-processing is becoming more important. Grenada is the second

largest producer of nutmeg in the world and remains a significant producer of mace, cinnamon,

ginger and cloves.

Grenada has been CARDI’s main centre for fruit tree crop research and development activities and

germplasm conservation and distribution. This will remain but a greater focus on resolving issues

surrounding the soursop industry. A comprehensive programme for the sustainable development of

the soursop value chain that targets the export market and potential value added products will be

developed and implemented. This will entail value chain analysis, conducting market studies and the

development of investment profiles. Performance Trials will be undertaken with a view to improving

fertility management and disease management while research and development work will also be

undertaken with respect to post-harvest management. Development focus will also be given to hot

pepper and cassava as commodities of economic importance with established value chain but

requiring intervention with respect to improving coordination and group dynamics among

stakeholders.

Table 11: Summary Work Programme for Grenada


To establish a climate resilient food and agriculture system for vegetable production using climate smart technologies.




To support industry development through improving commodity value chains (Sour Sop, hot pepper, cassava).

Policy and Advocacy



Value Chain Commodity Improved Climate Resilient

26


Services Improvement Programmes

Commodity Value Chains






To support the development of the Sour Sop industry via agronomic research.




Journal Research Publications

Montserrat Montserrat is a British Overseas Territory located in the Leeward Islands and measures

approximately 16 km (10 mi) long by 11 km (7 mi) wide, and is also known as the Emerald Isle of the

Caribbean. In July 1995 a major eruption of a long-dormant volcano located in the Soufriere Hills,

destroyed the capital city – Plymouth, including the airport and two-thirds of the population were

forced to leave the island. As a result of continued volcanic activity, an exclusion zone has been

defined because of the increase in the size of the existing volcanic dome. Economic activities,

particularly in agriculture and tourism, continue to be determined by the volcanic activity as the

agriculture sector has been affected by the destruction of crops and limited land for farming. The

main commodities are cabbages, carrots, cucumbers, tomatoes, onions, peppers and livestock.

The thrust of CARDI in Montserrat has mostly revolved around the transfer of technologies for the

development of the roots and tubers industry, sweet potato and cassava, on the island. This thrust

will remain however; a climate and disaster risk resilience approach will be taken with respect to

production systems. Alternative production systems which will allow for production of a wider range

of agricultural commodities will be tested and validated. Additionally, alternative production

systems which will offer protection from the elements and harmful events such as acid rain and

more extreme weather phenomena such as hurricanes will be identified and validated. Other

commodities which will be given focus are hot peppers, small ruminants and neo tropical animals for

the export market.

Table 12: Summary Work Programme for Montserrat


To implement a pilot climate resilient production system (Protected agriculture,




27


hydroponics, aquaponics).


To support industry development through improving commodity value chains (Cassava, White Potato, Onion, Hot Peppers, Small Ruminant).

Policy and Advocacy











St. Lucia St. Lucia, one of the Windward Islands, covers a total land area of 616 km2 (238 mi2). Although, the

agriculture sector continues to play a major role in the economy, the services sector with tourism in

particular being the main economic driver, accounting for some 65% of the GDP, revenue, income

and jobs. The agriculture sector contributes an estimated 3% of the GDP of which, banana

production is the main contributor. Notwithstanding, the sector still accounts for a significant

number of jobs, some 21% of employment. Given Government’s dependence on the banana

industry which is challenged by volatile prices, and other external shocks there is the continued

efforts to establish a new marketing and distribution system for non-banana agriculture.

St. Lucia is strategically positioned to be the hub of activities as it is the home of the OECS

Secretariat. CARDI intends to compliment this direction by establishing a research facility comprised

various labs, nurseries and a germplasm facility which will service the membership of the OECS. This

will place St. Lucia as CARDI’s Research and Development Hub for the OECS. This also highlights the

coordinating role CARDI will lead through St. Lucia to the rest of the OECS and in collaboration with

the OECS Secretariat while remaining congruent with the Regional Plan of Action for Agriculture

2012 – 2022.

Apart from infrastructural capacity, CARDI will build the climate resilience capacity of St. Lucia’s

agricultural sector by virtue of advancing climate resilient value chains for a range of commodities,

with a focus on coconuts, roots and tubers and small ruminants. This will be in alignment with the

overall plan of the OECS countries for agriculture in particular planning for climate variability and

disaster. Roots and Tubers will be at the forefront with respect to a commodity oriented disaster risk

28

mitigation and risk resilience strategy and will straddles the widest possible range of root and tuber

crops. Similarly, with an emphasis on food and nutrition security, CARDI will prioritize seven

identified commodities with a view towards increasing national self-sufficiency in terms of

agricultural production.

Table 13: Summary Work Programme for St. Lucia



To establish a climate resilient food and agriculture system through a robust germplasm management programme (Coconuts, Various Commodities).






To establish a multipurpose research facility for the OECS (Biocide Facility, Agriculture Natural Disaster Resource Facility, TC Labs, etc.)


Corporate Services

A Biocide Facility

Agriculture Natural Disaster Resource Facility

Research Facility

Tissue Culture Lab/s

To implement a pilot climate resilient production system (Climate Smart Agriculture Practices).







Germplasm Protocols




To initiate development of an OECS coordinated strategic approach to treat with Moko Disease and Panama TR4.


Coordination An OECS Moko Disease and Panama TR4 Risk Mitigation/Management Coordination Mechanism/Innovation

29



Platform

Policy and Advocacy


An OECS Moko Disease and Panama TR4 Risk Mitigation/Management Strategy/ies

To support industry development through improving commodity value chains (Coconuts, Cabbage, Sweet Peppers, Tomatoes, Pineapple, Watermelon, Cantaloupe, Lettuce, Cucumber, Dasheen, Sweet Potato, Yam, Cassava).

Policy and Advocacy











St. Kitts and Nevis The twin-island Federation of St Kitts and Nevis is a part of the Leeward Islands and covers a total

land area of 269 km². Similar to many of the other OECS countries, the contribution of agriculture to

the GDP continues to decline with the service sector including tourism, off shore banking and

manufacturing ascending in economic importance as the main economic drivers. Over the years, the

Government’s has embarked on an agricultural diversification programme with a focus on crops

such as hot pepper, roots and tubers (cassava, white and sweet potato), vegetables and livestock.

The economy continues to be vulnerable to global financial challenges and adverse weather

conditions.

For the strategic period CARDI St. Kitts & Nevis will focus on research and development on

vegetables and Integrated Pest Management (IPM), especially for sweet potato production and the

management of invasive species. The Unit will expand its research and development portfolio to

include activities on hot pepper production and undercover / protected agriculture, water and

resource management in support of the diversification process. The Unit will also be involved in

sorrel industry research and development for the OECS.

30

Table 14: Summary Work Programme for St. Kitts and Nevis


To effect a pest management strategy for monkeys in response to agricultural crop losses.

Value Chain Services Commodity Improvement Programmes

A Pest Management Strategy for Monkeys

To establish a climate resilient food and agriculture system through a robust germplasm management programme (Various commodities).



Germplasm Protocols






To implement a pilot climate resilient production system (Protected agriculture, hydroponics, aquaponics).

Value Chain Services Climate Change Mitigation and Adaptation



To manage the impact of climate risk by designing and applying the use of early warning systems utilizing ICTs.

Value Chain Services Climate Change Mitigation and Adaptation

A Surveillance and Early Warning System

Climate Sensitive Surveillance Technology/ies

Climate Surveillance and Early Warning Information Products

To support industry development through improving commodity value chains (Cassava, Tomato, Sweet Potato).

Policy and Advocacy Policy and Investment Services





31






St. Vincent and the Grenadines St Vincent and the Grenadines is part of the Windward Island with a chain of smaller islands,

covering a total land area of 389 km². The economy of St Vincent and the Grenadines is based

largely on agriculture, which contributed 7% of GDP and 26% of the labour force. Over the years, the

Government has embarked on a structural reform and diversification programme for agricultural

sector. There have been efforts to restructure the banana industry, through the granting of fiscal

incentives and farm support services. There has also been an increase in the cultivation of root crops

such as cassava, eddoes, dasheen yam and sweet potato. Other key agricultural products are:

coconuts, arrowroot starch, spices, as well as small numbers of cattle, sheep, pigs and goats.

For the strategic period, CARDI St. Vincent and Grenadines will focus on bananas, plantains,

coconuts, roots and tubers, breadfruit, hot peppers, soursop and organic turmeric. Niche markets

will be an area of focus for St. Vincent and will be demonstrated by the conducting of value chain

analysis and market studies for the range of commodities but more specifically, breadfruit, soursop

and organic turmeric. This highlights a shift from looking at domestic market opportunities to the

export market. CARDI through its value chain work will advance industry development of these

commodities, highlight their nutritional profiles and leverage their health benefits, to result in

increased production arising from market development and alignment.

Table 15: Summary Work Programme for St. Vincent and the Grenadines


To establish a climate resilient food and agriculture system through a robust germplasm management programme (Dasheen, Sweet Potato, Organic Turmeric, Banana, Plantain).



Germplasm Protocols




Germplasm Protocols

Improved Climate Resilient Commodity

32


Value Chains



To support industry development through improving commodity value chains (Organic Turmeric, Sour Sop, Breadfruit, Organic Banana, Organic Plantain, Chive, Hot Pepper, Coconut, Dasheen, Sweet Potato, Marijuana/Industrial Hemp).










33

CARDI Technical Service Support Units

Biometrics The Biometrics Unit of CARDI conducts analysis of data from; agricultural experimentation led by

scientists and researchers primarily from within the Institute and projects implemented or co-

implemented by the Institute. This is a support service where access is not solely restricted as a

direct benefit to the Institute but can be leveraged by stakeholders and partners of CARDI in the

interest of cooperation and facilitation. The Unit also assists in the design of the experiments and

the collection and analysis of the data. As CARDI aims to be a technology driven organization, there

will be the fusing of modern technological instruments with its existing Biometrics services. During

the strategic period, the Biometrics Unit proposes to update its data storage facility for all past and

present data in an open access repository. This will be provided as a regional public good to enhance

agricultural research in the Region and to support decision making at various levels. The Unit also

aims at digitizing all data collection done across the Institution in the form of an Institute branded

mobile application. As CARDI aligns its goals with the cross cutting issues including climate change,

the Biometric Unit will engage in statistical research in climatology which will involve the collection

and analysis of climate data.

Table 16: Summary Work Programme for Biometrics


To train staff and partners in the interpretation of statistical outputs, experimental design, research methods, etc.


Corporate Services Trained Staff and/or Stakeholders

To develop a statistical output template which includes job objectives, background information, proposed method for analysis, proposed outcomes for data analysis.

Planning, Monitoring and Evaluation

Standard Operating Procedures

To engage in a technical assistance biometrics service for tertiary institutions, ministries, etc.



Technical Assistance Service

To create an institute branded presentation of statistical output.

Policy and Advocacy

Corporate Communications

Institutional Templates and Branding

To create institute branded app for a corporate data collection regime for all work carried out by the institute.

ICT and related Technology Solutions

To create a Biometrics database to store all of CARDI collected data and information from the past


Knowledge Management Service

34


and the present for data mining and other services.

To utilize climate data and use for the creation of products for the agricultural sector.

Information and Knowledge Products

Finance The overall role of the Finance and Accounting Unit is to achieve an enhanced management

accounting information system that supports institutional financial sustainability and relevance.

Finance and Accounting recognise its role to internal stakeholders, which include costing services,

overhead allocation, development of investment profiles, business plans, divisional/departmental

reporting, budgeting and resource mobilization support. This will be achieved through co-ordination,

acquisition, allocation, distribution and management of the Institute resources in an efficient

manner. Further the Unit is responsible for the maintenance of up-to-date accounting databases,

documents and records to ensure timely and reliable financial and management reports which in

turn will inform planning, control and decision making.

During the strategic planning period (2018 to 2022), the focus will be on the strengthening of

financial and accounting policies to accord with international best practice, so as to improve the

delivery of financial services to programmes and projects inclusive of leveraging the use of ICT tools.

The Finance and Accounting Unit will continue to be engaged in the identification of cost-saving

initiatives and other resource mobilisation initiatives, given the financing constraints of Core

resources in particular.

The role of the Finance and Accounting Unit will also be extended to include support to CACSH and

the CARDI Foundation over the Strategic Planning period.

Table 17: Summary Work Programme for Finance


To facilitate the use of ICT solutions with respect to information and information products re accounting.


Corporate Services


To capture and properly record the Institute’s financial and related transactions.

Financial Information and Management Solution

To capture and properly record the Institute's inventory, inclusive of biological and non-biological assets.

Inventory/Asset Management System

To provide monthly management accounting information for decision

Company Account Reports

35


making at the different levels within the Institute (Scientists, BoD, BoG, Managers, etc.). Management Accounts

To develop and/or maintain a capital budget and training budget for institutional needs.

Various Institutional Budgets

To manage, monitor and assist with cash flow regulation for programmatic and project activities.


To provide Cost Accounting services to support project implementation; Allocations (Overhead expenses, Counterpart Contributions)


To account for the use and custody of resources under the control of the Institute to all stakeholders, inclusive of the development of a fraud prevention plan. Internal/External Audit.

Inventory/Asset Management System

To account for the use and custody of resources under the control of the Institute to External Funding Partners. Periodic Financial Reports and Audit

Audit Reports

To support Group and related entities/Mobilise Financial resources, the development of investment profiles, business plans, etc.

Investment Profiles

To conduct a comparative and gap analysis with respect to the financial/accounting system/s within the institute.

Gap Analysis/Needs Based Assessment

To develop and deploy corrective action of the financial/accounting system/s within the institute based on the comparative and gap analysis, with a focus on leveraging the use of ICT tools and inclusive of


36


capacity building.

To ensure that there are procedures (SoPs), standards and controls that will guide the conduct of transactions and support operations, ensuring the accuracy and completeness of all tasks.



To conduct studies and write publications based on financial analysis with respect to CARDI's execution of its work programmes.

Policy and Advocacy Knowledge Management Services

Journal Papers/Publication

To modify and implement finance and accounting policy for the institute in accordance with international best practice.


Policy Brief/Document

37

Human Resources The Human Resources (HR) Unit recruits, develops, and retains a competent, committed, and diverse

workforce that provides high quality service to the Institute. The Human Resources Unit during the

next strategic period will continue to work in partnership with other units within CARDI to promote

managerial and workforce excellence. The Unit will function as a Strategic Partner, aligning human

resource strategies and practices with organizational goals and priorities and the delivery of services

to staff and external customers. It will also support the missions and work of the organization by

developing and implementing effective human resource policies and procedures. The Unit will

continue to design and deliver human resource processes and will provide, through collaboration

with the Finance Unit, a Human Resource Management Information System (HRIS) that enables HR

and Finance to work together to make sound decisions in financial areas. Other key areas for HR will

be in leading the process of collective bargaining with staff unions and the development a global On-

the-Job (OJT) System in which CARDI trains young persons to develop their skills in agriculture.

The Unit will also develop a talented and diverse workforce through succession planning, the

promotion of a Healthy Lifestyle for all staff and through leading the change management process

for “CARDI the Future We Want”.

Table 18: Summary Work Programme for Human Resources


To provide a healthy, safe and comfortable working and learning environment.


Corporate Services

Upgraded Offices

To systematically contribute to the provision of training and career opportunities for youth within the agricultural sector.

Trained Staff and/or Stakeholders

To develop a manpower strategy for the Institute based on the adjusted HR policy.

Manpower Strategy

To conduct a manpower audit of the Institute and roll out a succession plan arising out of the audit.

Audit Reports

Succession Plan

To develop and implement a training plan for staff and partners of CARDI, arising out of the manpower audit, with a focus on young scientists (youth) and gender.

Training Plan

To review/assess, adjust and implement a strategy with respect to the treatment of arrears, salaries, other compensation, etc.

Staff Compensation Strategy

38


To manage the administration of salaries, payroll activities and total remuneration package through the use of ICT tools (eg. ACH, NIS, Health Surcharge and taxes).


To train staff in the redesigned performance assessment framework.


To implement a total rewards and recognition system: internal and external partners.

Rewards and Recognition System

To revisit and align present job titles and descriptions with the new organogram within the Strategic Plan for the Institute.

Portfolio of Job titles and Descriptions

To develop and implement a wellness programme for staff.

Wellness Programme

To develop and implement the OJT Global programme.

OJT Global Programme


To revisit, redesign and implement the performance assessment framework with respect to staff performance inclusive of links to staff compensation.


Performance Assessment Framework

To conduct periodic review of the use of the manual with a view to capturing data on the relevance of areas within the HR Manual, policies, etc.

Performance/Validation Report/s

To write proposals in the seeking of resources for the conducting of activities.

Resource Mobilisation

Wellness Programme

To deploy team building tools to assist in the establishment of innovation platforms internal and external to the Institute.


Coordination Innovation Platforms

To establish a CARDI alumni and friends of CARDI.

Partnerships CARDI alumni and friends of CARDI

To develop and update where relevance dictates, a CARDI Human Resources Manual, inclusive of staff and contract management.

Policy and Advocacy


Human Resource Manual

To develop and maintain a comprehensive living database/s which will be inclusive of next of



39


kin, qualifications, attendance (timesheets), punctuality, contracts, benefits, etc.

To contribute to and engage in the writing and publishing of referred publications in the area of HR and other related areas.


To interpret the CARDI Strategic Plan and adjust the HR policy for the Institute.



To develop a recruitment policy inclusive of guidelines based on the manpower strategy for the Institute.


To lead the culture change process within CARDI inclusive of internalizing and conforming to the core values of the institute, building of staff morale, professionalism, ethics, etc.


To contribute to and engage in the development and implementation of a range of policies with respect to HR such as, OSHA (workmen compensation, pension, health insurance, CCJ, Whistle blowing, sexual harassment, oath allegiance, quota by member country, code of ethics, etc.


To develop, manage and implement a safety and security policy and plan for staff including information on shelters in all countries, etc.


To assist in the rebranding of CARDI with respect to the policy and implementation of Dress Code (CARDI Uniforms - Where and Disposal), Pins, etc.


To design and implement a conflict resolution and disciplinary framework for staff.

Conflict Resolution and Disciplinary Framework

To develop and implement a policy on visitors inclusive of children for the institute.


40

Information and Communication Technology CARDI has steadfastly contributed to the growth and development of the agricultural sector of

CARICOM's member countries thus positioning agriculture at the cutting edge of regional and

development agendas. To provide continuum to this already sound development, CARDI has

recognized the need for and requirement to build a strong Information and Communications

Technology (ICT) infrastructure that can support the research, connectivity and daily activities of

both CARDI's staff and its 14 Member Countries within the CARICOM.

Over the next strategic period the ICT Unit will leverage the use of ICTs with a focus on developing a

strong technological backbone through the application of current tools, software and policy. To

write an ICT policy for ICTs in Agriculture for the region with attention paid to climate smart

agriculture.

The ICTs Unit will develop a technology centered Infrastructure for capturing and managing CARDI's

information, position CARDI at the cutting edge of agricultural data sharing through data capture

and dissemination tools.

The Unit will leverage innovative ICT solutions and resources in the internal and external context

through linkages and partnerships with technology and innovation partners inclusive of an e-learning

platform with webinars for internal and external stakeholders.

During the strategic period CARDI will also develop a network to host its internet infrastructure. This

will include an Application (Apps) Hub re: capacity building, information sharing and tools which

drive innovation. CARDI will also engage in innovative solutions based on the application of

technologies from other spheres of research such as satellite imagery, drone usage, radiation

treatment, GIS, etc.

Table 19: Summary Work Programme for Information and Communication Technology


To position CARDI at the cutting edge of Agricultural data sharing through data capture and dissemination tools.


Corporate Services


To develop a network to host CARDI’s internet infrastructure.


To develop and entrain an Application (Apps) Hub re capacity building, information sharing and tools which drive innovation.

Apps Hub

To upgrade and maintain CARDI's IT infrastructure.


To leverage innovative ICT solutions and resources in the internal and external context through linkages and


Partnerships ICT and related Technology Solutions

41


partnerships with technology and innovation partners.

To leverage innovative ICT solutions and resources in the internal and external context through linkages and partnerships with technology and innovation partners.



To develop a technology centred Infrastructure for capturing and managing CARDI’s information.

Policy and Advocacy Knowledge Management Services


To develop and entrain an e-learning platform inclusive of webinars for internal and external stakeholders.


To write an ICT policy for ICTs in Agriculture for the region with attention paid to climate smart agriculture.



To engage in innovative solutions based on the application of technologies from other spheres of research such as satellite imagery, drone usage, radiation treatment, GIS, etc.


Innovative Technology Solutions

42

Knowledge Management Agriculture knowledge and information is a key pillar for innovation and development in CARICOM’s

agricultural sector. CARDI aims to be recognised as a credible broker of agricultural information.

Through its Knowledge Management Unit, CARDI will capture, organise and share agricultural

information, documents, know-how / expertise that are relevant to CARDI’s work programme, staff,

clients and stakeholders. Knowledge Management will harness the intellectual capital of CARDI’s

agricultural research programme so the knowledge can be built upon to advance, promote and

commercialise CARDI’s agricultural technologies.

The Knowledge Management programme will be leveraged to improve the availability, accessibility

and applicability of CARDI’s research outputs. In addition to improve the accessibility to agricultural

literature / information relevant to CARDI’s and CARICOM’s agricultural research and development

programmes

Key elements of the Knowledge Management programme for 2018-2022 will include the

Institutional Digital Repository of CARDI publications as well as the Digitised Institutional Repository

service to other Agricultural organizations (e.g. Ministries of Agriculture) in CARDI member

countries, so as to capture / share the Agricultural research outputs of these institutions. Further,

the Electronic Document and Records Management System which improves access to documents /

records relating to CARDI’s administration, agricultural research for development programmes and

institutional memory and Research Support Services via Literature Searches, Current Awareness

Services, CARDI Library collection.

Table 20: Summary Work Programme for Knowledge Management


To provide a digitised institutional repository service to the other member countries.


Corporate Services

A digitised institutional repository

To improve accessibility to agricultural literature / information to CARDI and its partners both regionally and internationally.


To Implement across all CARDI country units an integrated electronic document and records management system which improves access to documents / records relating to CARDI’s administration, agricultural research for development programmes and institutional memory.

Electronic document and records management system

To develop a model repository which gathers, catalogues and digitalises CARDI's publications.

Policy and Advocacy



To use the information in the repositories to generate products for the execution of tasks including,

Information and Knowledge Products

43


publication of papers, communication products, decision making, policy development and inform investment.

To improve accessibility & awareness among stakeholders of the agriculture literature / information relevant to their research and production activities in CARICOM’s priority commodities and thematic areas.


Cooperation and Coordination to enhance CARDI's knowledge management system including partnerships.


Value Chain and Marketing The Value Chain and Marketing Unit responsibilities include the development of the agricultural

value chains through the sensitization of stakeholders, conduct of value chain analyses of

commodities and market systems analyses, provide training and develop investment templates. The

CARICOM is faced with a high and growing food import bill (around US$ 6 billion) among a number

of other agricultural development challenges. The agriculture sector needs to be propelled into a

new growth path that will be sustainable, competitive and address the issues of food security, as

well as, increased income and employment of all stakeholders. The vehicle to achieve these

objectives is use of the value chain1 approach. The value chain approach seeks through analyses to

understand the businesses that operate within an industry, from input suppliers to end market

buyers; the support markets that provide technical, business and financial services to the industry;

and the business environment in which the industry operates in order identify the key constraints to

competitiveness may lie within any part of this market system or the environment in which the

industry operates.

During the period of the strategic plan period, using the value chain approach, analyses will be

undertaken for core commodities, coconuts, roots and tuber, small ruminants, as well as, other

commodities that are key to specific countries, e.g. onions in Antigua, Soursop in Grenada.

Underpinning these analyses will be market studies to identify demand and demand characteristics

which, together with the constraints identified within the chain which drive CARDI’s work that will

result in sustainable, competitive industries and increased growth in the agriculture sector.

Investments are key to attracting new entrants into the agriculture sector, while at the same time

encouraging existing players to increase their investments. In addition to the value chain studies, a

1 A value chain is a network of input supplier, producers, processors and retailers collaborate,

cooperate, information exchange and involved in relationship building In order to add value to their

products or services. Their goal is to improve their individual and overall competitiveness.

44

number of investment profiles will developed with emphasis on the core commodities. Investment

templates will be devised that allows each country to prepare their own profiles, given variations on

costs etc. that exist in each one of them. Additionally, built capacity by way of an OECS Marketing

Information Service will be developed so as to compliment and better serve the needs of the OECS

country group.

Table 21: Summary Work Programme for Value Chain and Marketing


To enable/and or enhance market and industry competitiveness


Investment Profiles

To establish a digital OECS MIS

Value Chain Services Market Studies and Development

Market Studies/Reports

To enable/and or enhance market and industry competitiveness

Market Studies/Reports

Office of the Executive Director The Office of the Executive Director (OED) has responsibility for overseeing the development,

coordination, timely and cost effective implementation of CARDI’s programmes including the

management of the human, technical, financial and physical resources to achieve targeted outcomes

of policies, programmes and projects as outlined in the Strategic and Implementation Plan 2018 –

2022. The OED will lead the policy directives as articulated by the Board of Governors and Board of

Directors of CARDI. The Office will lead in interpreting policy, programmes and project formulation

for the Institute’s Senior Management, strategic partners, clients and other stakeholders. It will also

be responsible for planning, directing and coordinating the activities of the Institute, reviewing the

operations and reporting to and advising the Board of Governors and Board of Directors.

The OED will also facilitate and support the operation of the Institute’s Board of Governors, Board of

Directors and any Committees/Sub-groups that they may establish from time to time. The Office will

be the formal liaison with external stakeholders and as such, the Office will establish and maintain

mutually beneficial relationships external to CARDI with national, regional and international

agricultural research institutions. Further it will ensure efficient, effective and timely financial

management of the Institute, and ensure the provision of Audit and other reports that may be

necessary to inform the decision making process of the Institute and/or its funding sources.

Table 22: Summary Work Programme for Office of the Executive Director


To incorporate financial sustainability mechanisms for CARDI.


Corporate Services

Alternative Financing Mechanisms

To review service contracts on an annual basis with a view to advancing efficient services.

Performance Assessment Framework

To revisit each host country agreements and redesign where

Host Country Agreements

45


necessary.

To ensure overall accomplishment of Institutional targets for the strategic period.


Results Based Management Systems/Programmes/Framework

To implement an internal audit system within CARDI.

Internal Audit System

Development and application of a protocol system for CARDI.


To create a more effective relationship with CARDI's external partners (OECS, CARICOM, etc.).



To represent the Institute at high level regional and national meetings, conferences, seminars etc.

Policy and Advocacy


Advocacy Initiatives

To design and manage knowledge based management information system.



To provide the policy framework to set the culture, tone and direction of the Institute e.g. Greening CARDI and programme and sub-programmes within the strategic direction of the Institute.



To enhance the effectiveness of CARDI tripartite governance mechanism (BoG, BoD, OED)


Monitoring and Evaluation CARDI has transitioned towards a Results Based Management (RBM) approach with a greater focus

on accountability with respect to effective research and development interventions especially with

the use of grant funds. As part of this process, CARDI has re-oriented its thinking to that of the

Sustainable Development Goals (SDGs), the CARICOM Strategic Goals and the Institutional goals and

targets it has established for itself and by which it will measure achievement and impact. The will see

the development of a result matrix, a performance management framework and assessments, the

establishment of baselines, targets and indicators, coupled with assessments on a routine basis. This

will take place at many level including the country level and unit level amongst others.

Table 23: Summary Work Programme for Monitoring and Evaluation


To develop standard operation procedures, guides,




46


manuals, RBM Framework etc.

To develop a suite of plans utilizing the RBM framework.


To conduct institutional, programmatic, project and country units M&E within the rubric of RBM at pre-determined intervals.


To conduct impact assessment/evaluations periodically within the rubric of the RBM framework.

Impact Assessments/Evaluations

To engage in strategic planning and programmatic priority setting for the Institute.

Strategic Plan/Programmes

To evaluate projects with a view to their management systems, achievement of result and attainment of the stated objectives.

Impact Assessments/Evaluations

To conduct capacity building with regards to RBM, proposal development etc.

Policy and Advocacy



Policy and Advocacy With the current thrust, which positions agriculture at the heart of regional and development

agendas, and as a major driver for achieving food and nutrition security, improving livelihoods and

economic development, it is critical that CARDI embrace a proactive approach to informing policy

development, knowledge management and communications.

Over the next strategic period the Institute will continue to leverage the use of traditional and new

communication tools and processes; focusing on developing a strong corporate presence and brand;

reaching out and engaging with stakeholders, informing policy development and generating and

sharing relevant and timely information.

The Policy and Advocacy programme will seek to increase the awareness of the Institute and its

work, through the support and development of policies that strengthen agriculture and food value

chains, promote sustainable agriculture practices, addresses climate change mitigation and

adaptation and health and nutrition among other areas ; CARDI will also seek to be recognized as a

credible broker for agriculture information; a trusted and reliable partner for implementation of

research and development activities in the food and agriculture space.

47

Table 24: Summary Work Programme for Policy and Advocacy


To develop and advocate policies with respect to strengthening regional agricultural and food value chains.

Policy and Advocacy



To develop and promulgate investment profiles geared towards attracting investment within the various agricultural/food industries.

Investment Profiles

Resource Mobilization and Planning The Resource Mobilization and Planning Unit is dual focused with respect to; mobilizing technical

and financial resources from external sources to support the Institute’s Work Programmes and

leading the strategic planning process which will inform and guide the Institute’s programmatic

direction. Though dual focused, the two are inextricably linked with resource mobilization

underpinning implementation of programmatic work. With respect to planning, CARDI has now

shifted towards a Results Bases Management (RBM) approach which involves a robust process of

discerning impact pathways towards achieving stated goals. Within this process, the RMP intends to

use the RBM methodology in orienting the culture and focus of the Institute towards that of

achieving impact as opposed to mere implementation. This is also reflected in the resource

mobilization initiatives of the unit as the grant funding climate is more demanding with respect to

accountability and effective intervention. A Resource Mobilization strategy will be developed and

revisited yearly so as to remain relevant and make efficient use of human resource efforts in aligning

and effecting donor funding activities with programmatic requirements. Similarly, a Planning Process

document will be structured and developed to engender the culture of RBM and ensure that

planning isn’t a static process by one Unit but a dynamic interactive requiring the collaboration and

coordination of the Institute as a whole. The Unit will continue to be at the forefront of mobilizing

resources through proposal and project development and the development and leveraging of

strategic partnerships with stakeholders.

Table 25: Resource Mobilization and Planning


To design a system for real time assessment of current resources and resource gaps.


Corporate Services ICT and related Technology Solutions

To identify areas for leveraging of resources for Institutional use, e.g., through the

Alternative Financing Mechanisms

48


subsidiary.

To institutionalize systems for monitoring and evaluation of programmes, sub-programmes and staff performance in a RBM context.



To design, develop and implement a resource mobilization system.



To develop and/or source database of donors, personnel, facilities, and other resources etc.

Database of Potential Donor and Resource Agencies

To develop and implement a project and programme management system.

Project Management Cycle System

Science, Technology and Innovation The Science, Technology and Innovation (STI) unit provides leadership to CARDI’s Research and

Development (R & D) agenda and facilitates the conceptualization and implementation of the

Institute’s technical programmes. The fundamental strategy of the department is the deployment of

an Agricultural Innovation System (AIS) methodology to analyze and intervene in the agriculture

sector for the improvement of food and nutrition security. The approach is based on the concept of

co-generation of knowledge and the utilization of innovation platforms as a forum for discussion,

sharing and application of new knowledge for economic development. Strengthening of

collaborative linkages with key strategic partners remains a fundamental pillar of this approach.

Accordingly, the mainstreaming of Agricultural Science Technology and Innovation (ASTI) is designed

to reshape the Institute by building the core innovation capacity. Led by this new thinking, CARDI’s

work across the region will be shaped by the strength of the partnerships and willingness to work

together to forge an internationally viable agri-food sector. In this regard, one key function of the

department is building relevant capacity internally and in stakeholders to facilitate migration to this

new platform. The underlying ethos is that abandoning our silos and working together is the only

means towards true sustainable development.

The STI department provides the leadership that drives this process and is therefore mandated to

ensure that all of CARDI’s systems are aligned with the new thinking that is described by ASTI. This is

the platform upon which the CARDI Strategic Plan has been built and will be implemented.

Table 26: Science, Technology and Innovation


49


To build capacity in ASTI for climate smart value chains and to deploy same across all of CARDI.


Corporate Services


To develop a system and inculcate the culture with respect to proposal writing.



To manage research and development as it pertains to all aspects of the project management cycle.


Project Management Cycle System

To develop and manage an internal and regional coordination system for climate smart value chains.



To identify and build appropriate partnerships for climate smart value chain development.

Partnerships Climate Resilient Value Chains

To facilitate climate smart value-chain research and development.

Climate Resilient Value Chains

To improve the scientific quality of CARDI's research inclusive of post graduate training for all scientists.

Policy and Advocacy



To increase CARDI's publications and representation in peer reviewed journals, conferences, seminars, etc.


To facilitate policy development on issues pertinent to the agri-food sector.



To tailor climate smart value chains and agricultural food systems to youth and gender groups.



Climate Resilient Value Chains

50

Financing Implementation The work of the Institute is heavily resource dependent in terms of both human resources and

financial resources, with the latter being the lynchpin to agricultural research and development

within the Region. Operationally, CARDI is supported by subventions from its member countries

which are meant to offer a guarantee of basic coverage while the institute focuses on its core

mandate of agricultural research and development, funded through resource mobilization exercises

arising primarily in donor funds. In tenuous times fraught with economic hardships, natural disasters

and competing priorities, CARDI has found itself placed in a delicate situation where the subventions

it is supposed to receive are less guaranteed and competition for donor funds has become more

intense. This is coupled with associated mechanisms and standards for greater accountability,

though well intended however, act as barriers to those which currently lack capacity.

CARDI however, by dint of its staff and history, embodies the spirit of perseverance and fosters

opportunistic and well calculated strategic measures by which it will seek to finance its

implementation plan for the current strategic period. CARDI has demonstrated itself to be

competent with respect to resource mobilization and has laid out in a budgetary context, the

required amounts needed to fund implementation activities over the period. This figure is valued at

40.7 million EC$ over the period with incremental increases required on a yearly basis. This is well

within the capabilities of the Institute’s Resource Mobilization and Planning Unit and the intention

will be to surpass this target to not only adequately finance intended actions for 2018 – 2022, but to

launch Regional agriculture into uncharted territory of industry development, sustainability and

competitiveness.

Table 27: Institutional Budget ('000EC$) 2018 – 2022

ITEM TOTALS 2018

TOTALS 2019

TOTALS 2020

TOTALS 2021

TOTALS 2022

TOTAL 2018 to 2022

A. CORE

A.1. ADMIN BUDGET

1.1 Income

Govt Contribution 8,370

8,500

8,500

8,500

8,500

42,370

Produce sales (Research by-products)

100

160

210

280

300

1,050

Other Income -

-

3,450

4,820

6,691

14,961

1.1.1 Total CORE Income 8,470

8,660

12,160

13,600

15,491

58,381

1.2 Fixed Costs Expenditure

1.2.1 Personnel

Professional/ Retired 3,265

3,265

4,245

4,457

4,680

19,911

Technical/ Support 2,779

2,779

3,613

3,793

3,983

16,947

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ITEM TOTALS 2018

TOTALS 2019

TOTALS 2020

TOTALS 2021

TOTALS 2022

TOTAL 2018 to 2022

Casual 650

650

845

887

932

3,964

1.2.1 Sub-Total Personnel Expenditure

6,694

6,694

8,702

9,137

9,594

40,822

1.2.2 Office & Administration

1.2.2.1 Maintenance and Upkeep

355

355

426

469

515

2,120

1.2.2.2 Administration and Operations

1,154

1,154

1,385

1,523

1,676

6,892

1.2.2 Sub-Total Administrative Expenditure

1,509

1,509

1,811

1,992

2,191

9,012

1.2.3 Total Fixed Costs 8,203

8,203

10,513

11,129

11,785

49,833

A.2. OPERATIONS BUDGET

2.1 CORE Fund - Operations 549

549

1,647

2,471

3,706

8,921

Total Expenditure 8,752

8,752

12,160

13,600

15,491

58,755

Net Core Income/(expenditure)- before Revenue Generation

(282)

(92)

-

0

0

(374)

B. EXTERNAL RESOURCES

B.1 External Resources Income 6,059

6,059

8,418

9,415

10,725

40,676

B.2 Funds for Operations from External Resources

6,059

6,059

8,418

9,415

10,725

40,676

C. Total Operations Expenditure

6,608

6,608

10,065

11,886

14,430

49,598

D. TOTALS

D.1 Total Income 14,529

14,719

20,578

23,015

26,216

99,057

D.2 Total Expenditure 14,811

14,811

20,578

23,015

26,216

99,431

E. Net Surplus/(Deficit) (282)

(92)

-

0

0

(374)

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