Source of Images: Lennox Sealy &

Source of Images: Lennox Sealy & www.google.tt

Trinidad and Tobago Country Report

Assessment of the Adequacy of Agricultural Market Infrastructure and

The Development of Recommendations for Improvement with Specific Focus on

the Needs of Women and Small Farmers

May 19, 2016.

CARICOM Secretariat

Guyana, West Indies

Att. Mr. Nigel Durrant,

Submission of Trinidad and Tobago Country Report

Assessment on the Adequacy of Agricultural Market Infrastructure and the

Development of Recommendations for Improvement with Specific Focus on


Please find attached Trinidad and Tobago’s Country Report with regard to the subject

captioned above.

Regards,

Lennox Sealy PhD MBA

Principal Consultant





Lennox H. Sealy & Associates Ltd. Management

Consultants

Lot 7A O'Meara Industrial Estate

Arima Trinidad.

Tel.: (868) 643 7136 / 678 3164

September 2015

A Developmental Intervention for

CARICOM

April - September 2015





Section Page

A Abbreviations …………. i

B Definitions …………. ii

C Project Background …………. iv

D Expected Outputs …………. v

E Methodology …………. vi

SECTION 1 - COUNTRY OVERVIEW 1

1.0 Macro Level Country Data …………. 2

2.0 Contribution of Agriculture to the Economy …………. 3

2.1 Basic Agricultural Sector Profile …………. 4

2.2 Implications of the Overview for Markets and Marketing …………. 10

SECTION 2 - PROJECT FINDINGS 11

3.0 Marketing Organizations, Market Models and Marketing

Infrastructure

…………. 12

3.1 The National Agricultural Marketing and Development

Corporation (NAMDEVCO)

…………. 12

3.2 Ministry of Local Government - Retail Market Infrastructure …………. 16

3.3 The Tobago House of Assembly - Retail Market Infrastructure …………. 20

3.4 Market Developments …………. 20

SECTION 3 - ANALYSIS 23

4.0 Model for Computation of the Economic Contribution and

Economic Value Added of Market Infrastructure

…………. 24

4.1 Economic Contribution …………. 25

4.2 Economic Value Added …………. 28

5.0 Impact of Infrastructure on Food Security and Poverty

Reduction

…………. 29

5.1 Food Security …………. 30

5.2 Poverty Reduction …………. 31





Section Page

6.0 Assessment of Adequacy …………. 32

6.1 Infrastructure and Emerging Trends …………. 38

6.2 Management Arrangements …………. 38

6.3 Impact of Infrastructure on the Viability of Small Farmers

including Female Entrepreneurs

…………. 39

7.0 Study Limitations …………. 40

SECTION 4 - RECOMMENDATIONS 41

8.0 Recommendations …………. 42

8.1 Marketing Policies and Market Infrastructure …………. 42

8.2 Mechanisms for Developing Market Infrastructure …………. 43

8.3 Combining/Optimizing the Types of Markets …………. 43

8.4 New Arrangements for the Management of Infrastructure …………. 44

8.5 Formalizing Linkages to Other Sectors of the Economy …………. 44

8.6 Possibilities for Increasing the Viability of Small Farmers

including Female Entrepreneurs

…………. 45

9.0 Estimated Developmental and Associated Costs (US) …………. 45

APPENDICES 50

1. Survey Instrument …………. 51

2. List of Key Agro Processors …………. 61

3. Adequacy Assessment Framework …………. 63

4. List of Marketing Officials Interviewed …………. 68

5. References …………. 69





Page i

A. ABBREVIATIONS

The abbreviations hereunder are used in this report – The Trinidad and Tobago Country

Report. The definitions are used throughout this study.

APP Agricultural Policy Project

CBTT Central Bank of Trinidad and Tobago

CSO Central Statistical Office

EC Economic Contribution

EVA Economic Value Added

IICA Inter-American Institute for Cooperation

MOLG Ministry of Local Government

NAMDEVCO National Agricultural Marketing and Development

Corporation

NAMIS National Agricultural and Marketing Information System

RC Regional Corporations

UWI University of the West Indies





Page ii

B. DEFINITIONS

No. Term Definition

1. Agricultural

Marketing

The performance of all business activities included in the

flow of products from the beginning of agricultural

production until they are in the hands of consumers—“from

the farm to the fork.”

2. Economic

Contribution

(EC)

This is an estimate of the contribution that market

infrastructure makes to the economic development of the

agricultural sector

3. Economic Value

Added

(EVA)

This is an estimate of the value created in excess of the

investment required to finance the infrastructural

development

4. Food Security The extent to which people have access to sufficient, safe,

nutritious food to maintain a healthy and active life

(expressed as a percentage)

5. Management

Arrangements

The arrangements made for governing markets, the access to

the facilities and any associated contractual arrangements

6. Market

Infrastructure

Any physical facility or tangible facilitating arrangement that

permits the flow of agricultural products from farm-gate to

consumer

7. Public or Retail

Market

A traditional market space originally designed for walk in

traffic with stalls selling fresh produce, meat, fish and in

some cases clothing.

8. Municipal Market A public retail market owned and operated by the city or

town in which it is located

9. Post-Harvest

Losses

Losses of agricultural produce within the value chain from

production in the field to the food being placed on a plate for

consumption. Losses of agricultural produce can occur

during postharvest activities include harvesting, handling,

storage, processing, packaging, transportation and

marketing.





Page iii

B. DEFINITIONS (CONTINUED)

No. Term Definition

10. Poverty Reduction The promotion of economic growth that will

permanently lift as many people as possible over a

poverty line.

11. Private Farmers’

Market

A space where an entrepreneur uses his resources and

designates a physical area to facilitate the sale of

agricultural products (by growers themselves) along

with other entrepreneurs, e.g. small agro-processors and

artisans (who use agricultural products, e.g. wood,

timber, etc.). These markets usually attract middle-

income persons and visitors/tourists. who are seeking

niche products, e.g. handicraft, soaps, etc.

12. Public Farmers’ Market A space where the State is in response to a perceived

need creates a physical space for farmers to sell products

directly to consumers. These markets also attract

clothing vendors and other retailers

13. Supermarket A large retail store operated on a self-service basis that

sells a complete variety of food and other goods required

for use in the typical home

14. Vendors Market Temporary sites in a city centre opened only at specific

times, no infrastructural costs required and caters for

pedestrians only

15. Wholesale Market A space where significant quantities of produce are

traded in large quantities, among producers,

middlemen, large buyers and wholesalers





Page iv

C. PROJECT BACKGROUND

This project, executed through the CARICOM Secretariat, is a part of the “10th EDF

Caribbean Action under the Program titled Agriculture Policy Programme

(APP) with Focus on the Caribbean and Pacific” pursuant to a Contribution

Agreement between IICA and the European Union (EU). As part of this APP initiative, the

Caribbean Community expects to contribute to the enhancement of livelihoods of small

farmers and other micro entrepreneurs associated with the agricultural sector. This is in

keeping with one of the main goals of the Caribbean Community’s Agricultural Policy – the

development of more market-oriented production systems.

The specific objective of the APP therefore is to increase the capability of Regional

Agricultural Development Organizations to address the development needs of smallholder

agriculture. This means strengthening the institutional environment that supports

agriculture development through actions aimed at strengthening capacity to implement

regional initiatives. This approach also seeks to foster integration and allows for wider

results which aim at analysing the key issues of access to infrastructure by the sub-sector

defined as “subsistence farming” with emphasis on the small and women elements.

This project involves the analysis of and the development of recommendations for the

improved design and management of market infrastructure in five (5) selected countries –

Barbados, Grenada, Guyana, St Kitts/Nevis and Trinidad & Tobago. It was conducted during

the period 1st April – 30th September 2015.

This consultancy seeks to address an important area of neglect i.e. the absence of economic

models and heuristics at the local level for quantifying and directing investments in markets

and other market infrastructure elements in spite of their obvious positive effects on

agricultural production marketing and trade. For purposes of this consultancy, the term

market infrastructure is defined as the physical facilities that are inherent to the

marketing system along with the institutional arrangements for managing and operating

those facilities. This includes public markets, wholesale markets as well as assembly and

packing facilities.





Page v

Like access to finance and services at the production level, market-related services and

physical infrastructure are crucial to lifting small farmers, women farmers and generally

subsistence farmers out of poverty and into the mainstream of economic life. While it is also

essential to bear in mind that all aspects of the marketing continuum should be geared to

facilitate effectiveness and efficiency, the role played by the physical structures and facilities

in accommodating marketing activity is crucial and yet is often underestimated or neglected.

This project seeks to identify the importance of market infrastructure and make

recommendations for improvements at both the policy and the operational levels.

D. EXPECTED OUTPUTS

The expected outputs from the Consultancy are as follows:

1. Analysis of the current market infrastructure showing specific challenges;

2. Recommended basic designs and location for packinghouses and main

markets in each country which address the above challenges. Three design templates

will be developed for large, medium and small territories and adjusted based on the

outcomes of specific country. The network for each country will the optimum flow

which facilitates the movement of small and medium farm produce;

3. Economic valued added of the proposed network and infrastructure along the

following lines:

a. Value in terms of facilitation of small farmer trade (intra-regional and extra

regional), etc.;

b. Value of reduction in post-harvest losses;

c. Value as collection points for facilitating export trade, etc.;

4. Recommendations for management of the proposed new arrangements; and

5. Policy recommendations at the national and regional level which will give

prominence to the development of market infrastructure

6. Estimated costs of developing the networks and main markets, where

possible, (quoted in US currency).





Page vi

E. METHODOLOGY

The study was conducted in four (4) phases as shown in the Fig.1 above. In approaching the

task of analyzing the issue of adequacy of market infrastructure, the benchmark

methodology of the World Bank – “The Problem Driven Approach” - was used and in the

case of adequacy of market infrastructure the “Ideal Network Model” was developed for

comparison based on the current technological possibilities. See Fig. 2 below.

Across the World Bank, there is a widely shared perception that there needs to be a better

understanding of the environments in which economic development takes place in order to

promote progressive change. The problem-driven analysis is seen as a crucial element in

enhancing the effectiveness of development.

Phase 4 - Development of Recommendations & Close Out Activities

Computation of ideal space, management and

utility requirements & recommendations

Outline layout of new facility and propose new concept

or design considering key findings

Phase 3 - Analysis of Findings and Data Consolidation Phase - All Data

Phase 2 - Field Research and Analysis Activities (Country Level)

Collection of primary and secondary data that

outline country agricultural sector situation

Visits to facilities for the collection of data on market

design and user issues

Phase 1 - Inception and Data Collection

Desk research of location, purpose , degree of usage

and management of market infrastructure

Review of the relevant macro economic country

indicators and key variables

Fig. 1: Summary of Project Methodology





Page vii

The “Problem-Driven Analysis” method works at three levels

i. Identification of the overall context of the problem i.e. the institutional or country

context;

ii. Mapping out the sectoral and/or governance arrangements or weaknesses; and

iii. Drilling down and analyzing the obstacles to change and recommending where a ‘drive’

for positive change could emerge.

The data collection exercise focused on gathering data at these three levels to ensure the

optimal mixture of quality and quantity in the time allotted in order to address the

requirements of the TOR.

Transportation Link

Production AreasCollection and Wholesaling Points

And/or Cold Storage Facilities

Transportation & Com

munication Link

Transp

ort & C

ommunicatio

n Link

Retailing PointsConveniently Located

2. Wholesalers/ 3. Storage Brokers

5. R

eta

il Cu

sto

me

rs

4. Retailers1. Farmers

Subtitle

9/6/2015

Web-Connected System

Subtitle

9/6/2015

System of Grades & Standards

Fig 2: The “Ideal Network” for determining adequacy of marketing infrastructure





Page viii

A review of the history of the institutional attempts at ensuring market efficiency and

market effectiveness shows that this responsibility has traditionally been assigned to the

marketing “boards” (sometimes referred to as corporations) within the region. (See glossary

for definitions of market efficiency and market effectiveness). Their history has been

similar. They have all been asked, at some time, to provide marketing infrastructure for bulk

buyers and sellers and marketing services and guaranteed pricing for farmers. The

“guaranteed market price” notion that was promoted has failed to stimulate agricultural

development and all boards have reported or continue to report trading losses due to

product deterioration, as well as financial losses over the period of their existence. The “free

market system” has proven to be more efficient that state sponsored marketing. A major

limitation is the failure to quantify these losses over time making it impossible to assess

market efficiency as all losses are generally referred to as “post-harvest losses” estimated

across the countries studied at between 20 to 30%.

At the retail level, a variety of agencies have responsibility for retail markets infrastructure

without reference to the nuances of agricultural marketing. Today, in any ideal system,

infrastructure does not stand alone but should be linked by information technology for

efficiency of access and driven by grades and standards for ensuring delivery of quality

produce.

The five major actors in any functioning wholesale system are farmers, wholesalers, storage

brokers, retailers and final consumers. This analysis will make two basic assumptions in

examining the adequacy of marketing infrastructure and they are:

i. Any intervention to improve infrastructure should target either improvements in

market efficiency or market effectiveness; and

ii. A common vision of an ideal marketing network for the particular territory should be

implanted within all of the agencies that hold responsibility or impact agricultural

marketing.

Fig. 2 above represents an ideal network on the basis of which adequacy will be assessed.

Twenty (20) characteristics that are being used to assess adequacy are as follows:





Page ix

1. There is an active group of farmers or farmer organizations who consistently supply

the market with bulk quantities;

2. There is an active group of wholesalers who purchase farmers goods in bulk

quantities;

3. There are collection points (wholesale markets) conveniently located based on the

road network and the location of the production areas;

4. Markets are suitably located given traffic and other considerations;

5. There is a Market Information System that connects all the players;

6. Trading takes place on the basis of grades and standards;

7. There are packing and cooling facilities available for fresh produce preferably

centrally located or close to collection points;

8. Retailers are located in approved, safe, convenient areas with adequate number of

stalls to service the vendor population;

9. Physical conditions in the retail markets are conducive to safe convenient trading;

10. The availability of facilities within the market area for overnight storage;

11. Opening hours (days and times) are convenient to customers;

12. The availability of security for both goods and users;

13. The availability of parking for both vendors and customers;

14. The availability of sanitary facilities for both vendors and customers;

15. Managers and Supervisors are trained in the basics of agricultural marketing and/or

produce trading;

16. The agencies responsible for markets have a shared vision of how the marketing

system should best work in order to facilitate all users;

17. Maintenance programmes are in place for the facilities;

18. Training is carried out in various aspects of produce handling, food safety etc. for

vendors;

19. Transport vehicles and certified as a part of the overall effort to combat praedial

larceny; and

20. The experiences of both the players and the customers are monitored at all points of

the network in the interest of improvement.





Page x

Market visits, discussions with marketing officials, discussions with users, as well as focus

group sessions with farmers, vendors and even agro processing groups were the major

methods of primary data collection. The data capture instrument utilized is found at

Appendix 1. Secondary data collection was via published papers and internet resources.





Page 1

SECTION 1:

COUNTRY OVERVIEW

Source of Image: https://www.google.tt

http://www.google.tt/imgres?imgurl=http://static5.depositphotos.com/1057531/524/i/950/depositphotos_5247360-Flag-and-map-of-Trinidad-and-Tobago.jpg&imgrefurl=http://depositphotos.com/5247360/stock-photo-flag-and-map-of-trinidad.html&h=768&w=1024&tbnid=OphvYbHddKORhM:&docid=17P5wE1F-bGbhM&ei=QTLyVfHfF4K6ggTFuYj4BQ&tbm=isch&ved=0CFQQMyhRMFE4ZGoVChMIsYTZ-u3txwIVAp2ACh3FHAJf





Page 2

1.0 MACRO LEVEL COUNTRY DATA

The Republic of Trinidad and Tobago, is a twin-island country off the northern edge of South

America, lying just off the coast of north-eastern Venezuela and south of Grenada in the

Lesser Antilles (See Fig. 3 above). It is geologically a part of South America as it lies on the

continental shelf. However usually considered part of the Caribbean, it shares maritime

boundaries with other nations including Barbados to the northeast, Grenada to the

northwest, Guyana to the southeast, and Venezuela to the south and west. The country covers

an area of 5,128 square kilometres (1,980 sq. miles) and its economy is built on foreign direct

investment from international businesses, particularly in the area of energy, and has one of

the highest per capita incomes in Latin America.

The country enjoys political stability. Its economic growth between 2000 and 2007 averaged

slightly over 8% per year, significantly above the regional average of about 3.7% for that same

period. However, GDP has slowed down since then and contracted during 2009-2012 due to

depressed natural gas prices and changing markets. Growth had been fuelled by investments

in liquefied natural gas, petrochemicals, and steel with additional upstream and downstream

industries.

Fig. 3: The Country Trinidad and Tobago





Page 3

Trinidad and Tobago is the leading Caribbean producer of oil and gas, and its economy is

heavily dependent upon these resources. It also supplies manufactured goods, notably food

products and beverages, as well as cement to the Caribbean region.

Oil and gas account for about 40% of GDP and 80% of exports, but only 5% of employment.

Oil production has declined over the last decade and the country focused the majority of its

efforts on natural gas. The administration (2010 – 2015) worked to arrest this decline by

opening bid rounds and providing fiscal incentives for investments in on-shore and deep

water acreage to boost oil reserves and production. Although Trinidad and Tobago enjoys

cheap electricity from natural gas, the renewable energy sector has recently garnered

increased interest. The country is also a regional financial centre with a well-regulated and

stable financial system. Other sectors such as Agriculture, information and communications

technology, and shipping are currently seen as the future drivers of change as the focus is on

economic diversification.

2.0 CONTRIBUTION OF AGRICULTURE TO THE ECONOMY

Since the economy of Trinidad and Tobago is dominated by the petroleum industry, it is

therefore very susceptible to external shocks induced by movements in energy prices. This

reality has long since signified the need for economic diversification hence the national

economic policy and strategy place great emphasis on growth of the non-oil foreign exchange

earnings and relatively labour-intensive sectors of the economy, such as tourism, agriculture,

agro-processing, and financial services.

Primary agriculture is not an important economic driver but a socially important sector and

accounts for 16.7% of the land area. Agriculture’s contribution to GDP on average is less than

1%, but a significant employer (5.0% of employed persons) and key to the rural socio-

economy.





Page 4

Agro-industries (food, beverage and tobacco) however are more significant contributors to

GDP (3.1% in 2004) and manufacturing (45.2%). The country is a net food importer but a net

exporter of beverages and tobacco products.

2.1 Basic Agricultural Sector Profile

The profile of the sector relevant to our study is described under the following headings:

1. Land Use;

2. Number and Size of Farms;

3. Profile of Farmers and Farming Associations (including Female Entrepreneurs);

4. Marketing of Farm Produce; and

5. Status of Agro-Processing Associations.

2.1.1 Land Use

Fig. 4: Percentage Change of Land Use in Trinidad and Tobago

over the Period 1990 to 2011

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

50.0

Agricultural land(% of land area)

Arable land (% ofland area)

Permanentcropland (% of

land area)

Forest area (% ofland area)

15.0

7.0 6.8

45.8

13.1

6.84.9

45.6

10.5

4.9 4.3

44.1

Land Use Indicators

1990 2000 2010-2011





Page 5

Table 1: Statistics of Land Use in Trinidad and Tobago1

No. Land Use Indicators Timeline (Decades)

1990 2000 2010-2011

1. Agricultural land (sq. km) 770.0 670.0 540.0

2. Agricultural land (% of land area) 15.0 13.1 10.5

3. Arable land (hectares) 36,000.0 35,000.0 25,000.0

4. Arable land (hectares per person) 0.0 0.0 0.1

5. Arable land (% of land area) 7.0 6.8 4.9

6. Permanent cropland (% of land area) 6.8 4.9 4.3

7. Forest area (sq. km) 2350.0 2340.0 2256.8

8. Forest area (% of land area) 45.8 45.6 44.1

The most recent estimate of land use was based on a study undertaken in 2011 by the World

Bank. This study indicated that land under agriculture in Trinidad and Tobago declined from

770 sq. km. to 540 sq. km. over the last two (2) decades. See Fig. 4 and Table 1 above.

2.1.2 Number and Size of Farms

Agriculture is administered in Trinidad by county. The seven (7) administrative county

districts are shown below in Table 2 below along with the estimates of crops occupying the

farm areas monitored by the Extension Services.

Data supplied by the Regional Administration Division (North and South) – Extension

Services, Ministry of Food Production (See Table 3 below) show the number of active farmers

and farmer associations by county district.

1 Source from www.tradingeconomics.com – World Bank Indicators of Land Use: Trinidad and Tobago

http://www.tradingeconomics.com/





Page 6

Table 2: Estimated Acreages Under Production by County

(Source Extension Services, Ministry of Food Production)

Type of Crops (% Land Area Occupied)

No. County V T RC M CO RI W CN

1. St. George West 18 11 1 68 1

2. St. George East 36 35

3. St. Andrew / St David 23 3 15

4. Caroni 23 30 25 22

5. Nariva / Mayaro 7.2 40 32 8 13

6. St Patrick

7. Victoria 26 13 13 13

V - Vegetables; T – Tomatoes; RC – Root Crops; M – Mixed Crops ; CO – Cocoa;

RI – Rice; W – Watermelon CN – Coconut

2.1.3 Profile of Farmers and Farming Associations

Table 3: Farmers and Farming Associations

No. County No. of Farmers Approx. No of

Associations

1. St. George West 3,629 9

2. St. George East 2,157 14

3. St. Andrew / St. David 3,351 12

4. Caroni 6,032 26

5. Nariva / Mayaro 1,075 9

6. St Patrick 811 5

7. Victoria 2,040 9

8. TOTAL 19,095 84





Page 7

2.1.4 Marketing of Farm Produce

A map of the channels through which locally grown produce are marketed suggests

approximately ten (10) major players form the value chain. Fig. 5 below describes the flow

through these major channels and points to the importance of infrastructure at different

stages of the value chain.

Fig. 5: Produce Flow through the Major Markets

Packinghouse

Wholesale market

Marketing Association

Roadside market

Local market

Wholesaler

Food Service (Hotels,

restaurants, supermarkets)

Retail Markets

(Hotels, Restaurants,

Supermarkets

Wholesaler

Retailer (Public

Markets, Road Side

Stalls)

PRODUCERS





Page 8

Wholesale Markets

The wholesale markets of Trinidad are the Northern Wholesale Market at Macoya and the

Southern Wholesale market in Debe. These markets provide major assembly and price

setting points and are the nodal points for the distribution of locally grown produce.

Retail Markets

There are fourteen (14) of these markets spread along the major thoroughfares following the

pattern of development of the major population centres.

Farmers Markets

These markets are for farmers to sell their produce directly to the public. Generally, smaller

farmers, and those with specialized produce use their facilities.

Supermarkets

Supermarkets provide a one-stop facility for the consumer to get all their food items inclusive

of fresh produce. Most supermarkets in the country sell fresh produce. Produce is washed,

graded and packaged for easy purchase by the consumer. These outlets provide an

opportunity for marketing of Protected Agriculture produce at a premium price. What is

required is consistency in supply and quantities.

Hotels, Restaurants and other Institutions

These outlets also provide another marketing point for Protected Agriculture produce.

Similar to supermarkets, they can sell their produce at a premium price; however supplies

and quality must be consistent.

Distributors

The rapid expansion of both international and local fast food outlets has created the need for

bulk supplies of fresh produce. Distributors provide this service through imports, as well as

purchases from local suppliers. Companies such as HADCO and Ibrahim’s are well

established distributors in the Trinidad market.





Page 9

Other Marketing Channels

Other marketing channels we observed were:

1. Farm Gate - Less than 10% of sales are farm gate sales where wholesalers and distributors

purchase produce directly from farmers.

2. Road-Side Vending - There is always a need to monitor this development in Trinidad as a

proliferation of these outlets can occur as happened in the past along major routes

throughout the country. There have been mishaps associated with these outlets as

commuters stop to access them.

3. Internet Marketing - Internet marketing of fresh produce is relatively new to Trinidad.

Only one company is well established and their customers require a higher quality

product delivered to them and they pay premium prices.

4. Contract Marketing - Contract marketing has not taken off as it should considering the

large number of processors and fast food outlets. It is an area of research and

development currently being pursued by CARDI.

2.1.5 Intermediaries and Agro-Processing Associations

The Trinidad and Tobago Manufacturers Association list approximately thirty (30) major

agro-processors operating in Trinidad and Tobago – see Appendix 2. Reviews of the source of

raw materials for these processors suggest that most processors import their raw materials. A

survey conducted two years ago (Tropical Greenhouse Growers Manual for the Caribbean by

Rowe, Paul, Sealy, Mohammed, et al 2013) suggests that raw material came from Guyana,

Grenada, St Vincent and much of it in partially processed form from the United States.

Processing companies and supermarkets lamented the fact that there was no large scale

collection area/packing house that would allow farmers to bulk material and allow them a

point at which supply can be regularly sourced. It was estimated that these processors supply

around 8% of the processed foods consumed in Trinidad and Tobago. NAMDEVCO, in

addressing the absence of these collection points, has continued its thrust to open packing

house facilities in production areas.





Page 10

However, these facilities are still largely involved in the transfer of produce from wholesaler

to retailer and processors must compete with the wholesale/retail margin and engage in spot

trading as opposed to having regular supplies with contractual arrangements at negotiated

prices which can compete with imported semi-processed raw materials.

2.2 Implications of the Overview for Markets and Marketing

The fact that Trinidad and Tobago is driven by revenues from oil and gas has remained a

major challenge to economic diversification, as well as a disincentive for investments in

agriculture. Given the relatively small contribution agriculture makes to GDP, there has been

the cry over the years that the state needs to give greater priority to agriculture. The presence

of several support institutions in Trinidad and Tobago has not resulted in any sustained focus

on agricultural production and agro processing from local sources. The major institutions

that have provided either human resources or technical support for improvements in

agricultural marketing are:

1. UWI – Faculty of Agriculture;

2. Caribbean Industrial Research Institute (CARIRI);

3. The Caribbean Agricultural Research and Development Institute (CARDI); and

4. Eastern Caribbean Institute of Agriculture and Forestry (ECIAF).

Despite the efforts of these institutions, five (5) of the major trends that statistics continue to

reveal are:

1. Land area dedicated to agriculture is decreasing;

2. The contribution of agriculture to GDP is consistently low;

3. The domestic production and marketing system is far from being able to supply even

10% of domestic needs;

4. The quality of domestic market infrastructure remains low and the amount of food

imported (both fresh and processed) remains unacceptability high from a food security

standpoint.





Page 11

SECTION 2:

PROJECT FINDINGS





Page 12

3.0 MARKETING ORGANIZATIONS, MARKET MODELS AND MARKETING

INFRASTRUCTURE

Agricultural marketing in Trinidad and Tobago was associated for many years with the

Central Marketing Agency (CMA) which was transformed in 1989 to the National

Agricultural Marketing and Development Corporation (NAMDEVCO) a more facilitating

agency. The stated role of NAMDEVCO today is “to foster the development of a sustainable,

competitive sector by the provision of programmes that will provide safe, healthy foods to

the local and international markets, build capacity of our farmers, and provide market

information for timely decision making and marketing services”.

The Corporation manages wholesale markets and collects retail and wholesale prices from its

two (2) fresh produce wholesale markets in Trinidad and Tobago and over 80 different retail

outlets including supermarkets, municipal markets, farmers’ markets, road-side vegetable

stalls and mini-marts throughout Trinidad. This information is fed into its central database

called the National Agricultural and Marketing Information System (NAMIS).

While the agency is asked to lead the thrust to improve market efficiency and effectiveness,

like in other territories, it is not responsible for the management and maintenance of the

retail market infrastructure of the country that services the final consumers. Retail market

infrastructure is managed by the Ministry of Local Government through the regional

corporations.

3.1 The National Agricultural Marketing and Development Corporation

(NAMDEVCO)

NAMDEVCO offers a number of marketing support services in the attempt to fulfil its

mandate. These services are as follows:

1. Identifying Local and Export Market Opportunities

Identification of potential buyers

Provision of local and export prices

Links to required services such as freight, financing and credit insurance





Page 13

2. Developing Value Added Products

Development of Investment profiles

Establishing links with service providers

Pilot Projects

3. Generating Market Intelligence/Market Reports

Market intelligence reports - USA and Canada

Daily wholesale price reports - fresh produce and seafood

Weekly retail price reports - fresh produce, grocery items, seafood and meats

Generating historic price reports:

o Fresh produce - wholesale and retail

o Sea food - wholesale and retail

o Grocery items- retail

o Meats - retail

o US market prices - hot pepper, pumpkin and papaya

4. Providing Quality Assurance Services to Farmers

Farm certification and monitoring

Building capacity of our farmers

5. Promotion and exhibitions - local and international

NAMDEVCO manages wholesale facilities, packing houses, one retail facility, as well as

farmers markets located throughout the country. These facilities include:

1. Two (2) wholesale fresh produce markets - Northern Wholesale Market in Macoya and

Southern Wholesale Market in Debe (See Figs. 6 and 7 below);

2. Two (2) wholesale sea food markets - Port of Spain Wholesale Fish Market and Orange

Valley Wholesale Fish Market;

3. One (1) retail market - Valencia Retail Facility;

4. Six (6) farmers markets - Debe, Macoya, Chaguanas, Diego Martin and Point Fortin;

and

5. One (1) packinghouse (Piarco) - this serves for the processing and packaging of food

products for local and export markets.





Page 14

Fig. 6: NAMDEVCO Northern Wholesale Market -f Macoya on a trading day

Fig. 7: The Layout of the NAMDEVCO Southern Wholesale Market - Debe

on a Non-Trading Day





Page 15

Table 4: Market Hours of NAMDEVCO’s Northern Wholesale Market

No. Activities Day(s) Time

1. Wholesale Entry - Farmers /

Sellers

Monday – Friday 8:00 a.m. – 4:00 p.m.

Sunday 1:00 p.m. – 4:00 p.m.

2. Wholesale Entry - Buyers Monday – Friday 9:00 a.m. – 4:00 p.m.

Sunday 1:00 p.m. – 4:00 p.m.

3. Wholesale Entry – Trading Monday – Friday 9:00 a.m. – 3:00 p.m.

Sunday 1:00 p.m. – 5:00 p.m.

4. Farmers Market – Farmers /

Sellers

Sunday 8:00 a.m. to 4:30 p.m.

5. Farmers Market – Trading Sunday 5:00 a.m. – 12:00 p.m.

The market hours of NAMDEVCO’s Northern Wholesale Market are listed in Table 4 above.

Farmers can access the market at a daily fee of TT $10.00.

The layout of the market includes the following areas:

1. Auction Centre;

2. Cafeterias;

3. Dropped-Produce Shed;

4. Maintenance Facilities;

5. Parking Facilities;

6. Public Restroom Facilities; and

7. Four (4) Trading Bays – two wholesale bays and two retail bays.

In order to ensure fair trading, scales used for weighing are monitored by NAMDEVCO and

certified by an Inspector of Weights and Measures. The stipulation is that they must be so

positioned so that the weight displays are visible to buyers.





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3.2 Ministry of Local Government – Retail Market Infrastructure

Fig. 8: Map of Trinidad and Tobago indicating Location of Municipal (Public)

Markets

Municipal markets in Trinidad are located in the following towns:

1. Arima; 2. Rio Claro;

3. Chaguanas; 4. San Fernando;

5. Mayaro; 6. Sangre Grande;

7. Point Fortin; 8. San Juan;

9. Port-of-Spain; 10. Siparia; and

11. Princes Town; 12. Tunapuna.

And in Tobago:

1. Scarborough; and

2. Roxborough.





Page 17

These markets in Trinidad are managed by the Ministry of Local Government through the

Regional Corporations. In Tobago, they are managed by the Tobago House of Assembly

through the Marketing Division. Their locations are shown in Fig. 8 above. Our choice of

markets for the analysis was based on those markets that serve areas with the highest

population density. Therefore, the following markets in the main population centres were

chosen: the north – Port of Spain, in the south – San Fernando, near east – Arima and the

Far East – Sangre Grande.

The titles of the four (4) municipal markets that were studied in Trinidad are:

1. Port-of-Spain Central Market;

2. San Fernando Central Market;

3. Arima Public Market; and

4. Sangre Grande Public Market.

A snapshot of these markets is shown in Fig. 9 below.

Fig. 9: A Snapshot of the Four Municipal Markets Studied





Page 18

Table 5: Description of Municipal Markets Studied in Trinidad

No. Markets Market Description Opening Days &

Hours

1. Port of Spain

Central Market

Located on the Beetham Highway, Port-of-

Spain, a main artery into Port of Spain

Wide two-storey market building with

barbed wire fencing

Secure facilities and storage rooms

Vending signs displayed around the market

building

Numbered, concrete, tiled-covered stalls

along both sides inside of the market

Non-numbered, removable vending tables

Fairly high building, well-ventilated

Central market police post and abattoir

located nearby

Small food court

Exposed, unsafe drainage

Fairly adequate parking facilities

On Saturdays and

Sundays from 5:00

a.m. to 1:00 p.m.

2. San Fernando

Central Market

Located at Mucurapo Street, San Fernando

in the heart of the city.

Wide two-storey building – first floor for

retailing and second floor for wholesaling

and packaging of goods

Removable wooden vending tables

Manager’s office located at the second floor

of the main market building

Fish sales and food processing unit located

at the rear end of the building

On Mondays to

Saturdays from

5:00 a.m. to

4:00 p.m.

On Sundays

from 6:00 a.m.

to 10:00 a.m.





Page 19

Table 5: Description of Municipal Markets Studied in Trinidad

(Cont’d)

No. Markets Market Description Opening Days &

Hours

3. Arima Public

Market

Located at the corner of Hollis Avenue &

Pro Queen Street, Arima

The market is closed for sanitizing on the

3rd Monday of every month

Numbered concrete stalls

Small driveways for drop-offs of

agricultural produce, on the eastern and

northern side of the market

Disposable bins located inside the corners

of the building

Vending regulation signs displayed at

eastern side of the market. However, most

vending activities take place outside of the

market, especially on Saturdays

Adequate drainage surrounding the market

On Mondays to

Fridays from

6:00 a.m. to

4:00 p.m.

On Saturdays

from 5:00 a.m.

to 4:00 p.m.

On Sundays

and Public

Holidays from

5:00 a.m. to

11:00 a.m.

4. Sangre Grande

Public Market

Located on Cunapo Southern Main Road,

Sangre Grande

One hundred and forty-four (144) concrete,

tiled-covered, built-in vending booths at

the main market building – for the retailing

of wet and dry goods

Small driveway for drop-off points

Exposed drainage between the main

market and clothes stalls

On Saturdays

from 5:00 a.m.

to 6:00 p.m.

On Sundays

from 5:00 a.m.

and 12:00 p.m.

Table 5 above descries these markets and their operating days and hours.





Page 20

3.3 The Tobago House of Assembly – Retail Market Infrastructure

The Scarborough and Roxborough markets are operated by The Tobago House of Assembly

(THA) Department of marketing, in the Division of Agriculture, Marine Affairs, Marketing

and the Environment. These facilities have been in an unsatisfactory state for many years. “It

has undergone some extensive weathering, and the designated market area has become

exceedingly challenging for the patrons in terms of space. The markets have been the subject

of discussions for improvements but recently (April 2015), the THA shelved plans of a new

Scarborough Market due to economic consideration. The current facility opens on Fridays

and Saturdays from 6:00 a.m. to 6:00 p.m. and on Sundays from 6:00 a.m. to 12:00 noon.

3.4 Market Developments

Recent developments in Trinidad, involve the opening of private farmers markets and

expansion of packing houses.

3.4.1 San Antonio Green Market

Located at Santa Cruz, Trinidad, “The Green Market” provides a venue for the sale of fresh

produce (including unusual indigenous fruits, vegetables, herbs and seasonings), specialty

foods (pastelle, payme, cocoa powder, goat’s milk) and artisanal items (wooden bowls and

platters, handmade soaps, etc.). This private farmer’s market was intentionally created using

low impact historical architecture that blends into the natural landscape so that visitors,

shoppers and patrons can amble through the landscape and observe actively growing plants

and fruit trees. See Fig. 10 below The Green Market promotes healthy food through farmer

and consumer education such as reducing the use of synthetic chemical pesticides and

fertilizers and genetically modified seeds, and building a community of eco-conscious

consumers who will support healthy eating and life choices. Environmental protection and

preservation is also a major theme of the market. The Green Market is open on Saturdays

from 6:00 a.m. – 1:00 p.m. and on Sundays from 8:00 a.m. – 1:00 p.m.





Page 21

Fig. 10: Images of San Antoniou Green Market

(Source: https://www.google.tt)





Page 22

3.4.2 NAMDEVCO’s New Packinghouses

NAMDEVCO has expanded the number of its packinghouses – one in Brechin Castle Couva,

and the other in Brickfield, Tabaquite. These new, state-of-the-art facilities will assist farmers

across the country by providing storage and processing facilities. These packinghouses will

provide a one-stop destination for the proper post-harvest handling and processing of fresh

and minimally processed produce to meet local and international market requirements. In

keeping with the Ministry of Food Production’s Action Plan 2012-2015, special attention will

be paid to the following crops at each packinghouse:

Brechin Castle Packinghouse - cassava, hot pepper, pumpkin and leafy vegetables; and

Brickfield Packinghouse – tomato, hot pepper, papaya, sweet pepper and pimento.





Page 23

SECTION 3:

ANALYSIS





Page 24

4.0 MODEL FOR COMPUTATION OF THE ECONOMIC CONTRIBUTION AND

ECONOMIC VALUE ADDED OF MARKET INFRASTRUCTURE

With regard to economic contribution of public markets and related

infrastructure (scope of works item 3) this statement was interpreted to mean all “markets

and related infrastructure”. From our research on economic contribution of infrastructure,

we selected three (3) references which we thought useful. They are as follows:

1. The Effect of Infrastructure on Long Run Economic Growth – David Canning

(Harvard) and Peter Pedroni (Williams Business School) (2004);

2. The Economic Impact and Financing of Infrastructure Spending – Isabelle Cohen,

Thomas Freiling & Eric Robinson (Thomas Jefferson Program in Public Policy)

(2009); and

3. An Economic Analysis of Transportation Infrastructure Investment – (U.S National

Economic Council/ President’s Council on Economic Affairs) (2014).

In examinations of the linkages between infrastructure and economic development based on

both formal and empirical research and informal case studies suggest that economic benefits

are derived from investments in infrastructure only to the extent that they generate a

sustainable flow of services valued by users. Therefore, an analysis of the contribution of the

structure to economic growth should consider the impacts of services as actually perceived,

not only as indirect indicators that measure only aggregate provision of infrastructure

capital. However, macro and industry level research both suggest a positive and statistically

significant relationship between increases in infrastructure investment and economic output.

Canning and Pedroni suggest the following relationship:

EC= f (G, C, W, T)

Table 6 below describes the variables in the relationship between infrastructure and

economic development for estimating the value of the economic contribution of market

infrastructure.





Page 25

4.1 Economic Contribution

Table 6: Description of the Variables in the Relationship between Market

Infrastructure and Economic Development

No. Character Explanation

1. G Gross Domestic Product

2. C Contribution of the Agricultural Sector to GDP

3. P Percentage in Contribution of the Agricultural Sector to

GDP (C/G)

4. W Contribution of Wholesale & Retail Trade of All Goods GDP

5. T Contribution of Transport, Storage and Communications to

GDP

6. EC Economic Contribution of Market Infrastructure, that is,

P*(W+T)

Cohen et al suggests the following:

In the short-run, a dollar spent on infrastructure produces roughly double the initial

spending in ultimate economic output;

The biggest effects of infrastructure spending occur in the manufacturing and business

services sectors; and

In good economic times, spending on infrastructure construction generates a larger

return. Yet even in a recession, the overall effects of initial spending still double output

as they ripple through the economy.

Tables 7 and 7.1 below represent the data from the Central Statistical Office Reports that was

used in our analysis. The following patters emerged for Trinidad and Tobago:

Average increases of 6% in Contribution of Agriculture to GDP (C);

Average increases of 6% in Total GDP (G);

Average increase of 4% in Distribution of Trade (D); and

Average increases of 4% in Transport, Storage and Communication (T).





Page 26

2Table 7: Current Economic Contribution of Market Infrastructure in Trinidad and Tobago2

Million TT$ Million US$

No. Year Contribution

of

Agriculture

Total

G.D.P

%

Contribution

Wholesale &

Retail Trade

of All Goods

(W)

Transport,

Storage and

Communications

(T)

Total (D+T) Economic

Contribution

in Market

Infrastructure

(1 US = 6.334

TT)

1 2009 721.80 121,281.30 0.6% 17,934.90 7,194.60 25,129.50 149.56 23.61

2 2010 816.00 131,198.00 0.6% 17,942.10 6,903.10 24,845.20 154.53 24.40

3 2011 902.80 150,886.50 0.6% 19,449.20 8,290.60 27,739.80 165.98 26.20

4 2012 880.70 149,326.60 0.6% 21,180.20 8,744.50 29,924.70 176.49 27.86

5 2013 927.80 157,417.80 0.6% 22,281.60 8,889.30 31,170.90 183.72 29.00

6 2014 983.47 166,862.87 0.6% 22,950.05 9,244.87 32,194.92 189.75 29.96

Table 7.1: Projected Economic Contribution of Market Infrastructure in Trinidad and Tobago



of

Agriculture

Total

G.D.P

%

Contribution

Wholesale &

Retail Trade

of All Goods

(W)

Transport,

Storage and

Communications

(T)

Total (W+T) Economic

Contribution

in Market

Infrastructure

(1 US = 6.334

TT)

1 2015 1,042.48 176,874.64 0.6% 23,868.05 9,614.67 33,482.72 197.34 31.16

2 2016 1,105.02 187,487.12 0.6% 24,822.77 9,999.25 34,822.03 205.24 32.40

3 2017 1,171.33 198,736.35 0.6% 25,815.68 10,399.22 36,214.91 213.45 33.70

4 2018 1,241.61 210,660.53 0.6% 26,848.31 10,815.19 37,663.50 221.98 35.05

5 2019 1,316.10 223,300.16 0.6% 27,922.24 11,247.80 39,170.04 230.86 36.45

2 Data taken from Central Statistical Office: GDP of Trinidad and Tobago 2009-2013 at market prices (current prices)

Assumptions: Increases in the following: 6% in contribution of agriculture; 6% in total GDP; 4% in W; 4% in T





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Table 8: Current Economic Value Added of Market Infrastructure in Trinidad and Tobago3



of Agriculture

Economic

Contribution

in Market

Infrastructure

Post-Harvest

Losses (at

25%)

Allocation of

Expenditure

to Line

Ministry

Investment in

Market

Infrastructure

Economic

Value Added

of Market

Infrastructure

(1 US = 6.334

TT)

1 2009 721.80 149.56 180.45 1,367.49 1.89 328.11 51.80

2 2010 816.00 154.53 204.00 1,580.83 1.94 356.59 56.30

3 2011 902.80 165.98 225.70 1,555.15 1.72 389.95 61.57

4 2012 880.70 176.49 220.18 1,692.37 1.92 394.74 62.32

5 2013 927.80 183.72 231.95 2,134.75 2.30 413.37 65.26

6 2014 983.47 189.75 245.87 2,232.69 2.27 433.35 68.42

Table 8.1: Projected Economic Value Added of Market Infrastructure in Trinidad and Tobago



of Agriculture

Economic

Contribution

in Market

Infrastructure

Post-Harvest

Losses (at

25%)

Allocation of

Expenditure

to Line

Ministry

Investment in

Market

Infrastructure

Economic

Value Added

of Market

Infrastructure

(1 US = 6.334

TT)

1 2015 1,042.48 197.34 260.62 2,469.90 2.37 455.59 71.93

2 2016 1,105.02 205.24 276.26 2,667.49 2.41 479.08 75.64

3 2017 1,171.33 213.45 292.83 2,880.89 2.46 503.82 79.54

4 2018 1,241.61 221.98 310.40 3,111.36 2.51 529.88 83.66

5 2019 1,316.10 230.86 329.03 3,360.27 2.55 557.34 87.99

3 Data taken from Ministry of Finance and the Economy Budget Estimates 2010-2015. Line Ministry: Ministry of Local Government.

Assumptions: Annual increases of the following: 8% in allocation of expenditure to line ministry. Investment in market Infrastructure is determined

by the allocation of expenditure in agriculture





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Tables 7 and 7.1 above illustrate the current and proposed statistics on economic

contribution (EC) of market infrastructure in Trinidad and Tobago. Based on these

statistics, as agricultural production in Trinidad and Tobago increased by 6%, it remains

stagnant at 0.6% in its contribution to the Country’s GDP. However, the economic

contribution in market infrastructure will increase by 4% in the year 2015 and in projected

contributions to 2019.

4.2 Economic Value Added

With regard to economic value added of public markets and related infrastructure, value

added refers to the additional or incremental value created by an activity or a business

venture. Economic value added (EVA) is a refinement of this concept – it measures the

economic rather than accounting profit created by a business after the cost of all resources

including both debt and equity capital have been taken into account. Economic value added

is a financial measure of what economists sometimes refer to as economic profit or

economic rent.

Tables 8 and 8.1 above showed the current and proposed statistics on economic value added

(EVA) of market infrastructure in Trinidad and Tobago. These statistics built on our

proposal of looking at EVA in the following context (See Table 9 below).

EVA = EC + I – P

Table 9: Description of the Variables Considered in the Calculation of

Economic Value Added of Market Infrastructure

No. Element Explanation

1. EVA Economic Value Added of Market Infrastructure

2. EC Economic Contribution of Market Infrastructure

3. I Value of Investment set for market infrastructure

4. P All losses after harvesting (transport, storage, inefficient

communication, etc.)





Page 29

In improving EVA, therefore, the actions would involve increased investment in an

infrastructure network that leads to a reduction in P and increased efficiency in C (the

contribution of Agriculture to GDP). The data in Table 8 above shows a pattern of increase

of 5% in EVA over the period of 2009 - 2014.

The data also suggest that if agricultural production in Trinidad and Tobago increases by

9%, the economic contribution of market infrastructure will increase by 10-11% in the years

2015 to 2019. However, as agricultural production increases, more post-harvest losses will

be reported by market users if appropriate investment is not made in infrastructure.

5.0 IMPACT OF INFRASTRUCTURE ON FOOD SECURITY AND POVERTY

REDUCTION

Fig 11: Food Security Pillars





Page 30

5.1 Food Security

The internationally accepted definition of food security suggests that the concept must be

viewed in terms of food availability, food access and food utilization (See Fig. 11 above).

Infrastructure contributes to food security primarily by making access easier and secondly

by facilitating availability. Utilization, however, requires a separate educational component

to ensure that the ultimate goal of proper nutrition is met.

Investments in infrastructure leading to increases in EC and EVA will ultimately improve

the Country’s food security status as more appropriate market infrastructure means more

access to food by consumers especially if accompanied by increases in agricultural

production.

Table 10: Generic Approach of Poverty Reduction Programmes

Phase 1. Input Projects and programmes e.g. expansion of

market infrastructure to facilitate movement of

agricultural produce

Phase 2. Process Programme implementation

Phase 3. Output Access roads, markets, packing houses, etc.

Phase 4. Outcome Reduction in post-harvest losses; easier flow of

produce; job creation in both operation and

maintenance of infrastructure

Phase 5. Impact Increased farm incomes as rural persons may

move above the poverty line as defined in the

particular territory





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5.2 Poverty Reduction

Poverty reduction programmes usually have a generic approach which starts with

determining the most appropriate economic areas where projects can be implemented to

create sustainable economic activity and long-term employment. In economies like

Grenada, where agriculture is still an important mainstay and women earn their livelihood

through small scale processing, infrastructure can definitely impact poverty by facilitating

increases in the incomes of farmers, farm workers, small-scale vendors and processors. In

addition, there is the multiplier effect that expansion in infrastructure has through the

creation of maintenance and other service type jobs (See Table 14 above).





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6.0 ASSESSMENT OF ADEQUACY

Table 11: Adequacy Assessment Tabulation on Public Markets

No. Factor Port-of-Spain San Fernando Arima Sangre Grande

1. An active group of farmers or farmer organizations who

consistently supply the market with bulk quantities

4 4 3 3

2. An active group of wholesalers purchase farmers goods in

bulk quantities

2 2 2 2

3. Collection points (wholesale markets) are conveniently

located based on the road network and the location of the

production areas

2 2 2 2

4. Markets are suitably located given traffic and other

considerations

1 1 2 1

5. There is a Market Information System that connects all the

players

2 2 2 2

6. Trading takes place on the basis of grades and standards 0 0 0 0

7. There are packing and cooling facilities available for fresh

produce preferably centrally located or close to collection

points

1 1 1 1

8. Retailers are located in approved areas with adequate

number of stalls to service the vendor population

1 1 2 1

9. Physical conditions in the retail markets are conducive to

safe and convenient trading

0 1 2 1

10. The availability of facilities within the market area for

overnight storage

1 1 1 1





Page 33

Table 11: Adequacy Assessment Tabulation on Public Markets (Continued)

No. Factor Port-of-Spain San Fernando Arima Sangre Grande

11. Opening hours (days and times) are convenient to

customers

3 3 3 3

12. The availability of security for both goods and users 1 1 1 1

13. The availability of adequate parking for both vendors and

customers

0 0 0 0

14. The availability of adequate sanitary facilities for both

vendors and customers

1 1 2 1

15. The agencies responsible for markets have a shared vision

of how the marketing system should best work in order to

facilitate all users

1 1 1 1

16. Managers and Supervisors are trained in the basics of

agricultural marketing and/or produce trading

1 1 1 1

17. Maintenance programmes are in place for the facilities 0 0 0 0

18. Training is carried out in various aspects of produce

handling, food safety, etc. for vendors

1 1 2 1

19. Transport vehicles carrying agricultural produce are

certified as a part of the overall effort to combat praedial

larceny

0 0 0 0

20. The experiences of the players in the marketing system are

monitored at all points of the network in the interest of

improvement.

1 1 1 1

TOTAL 23 24 28 23





Page 34

Table 12: Adequacy Assessment Tabulation on

NAMDEVCO’s Wholesale Markets

No. Factor Northern Wholesale

Market - Macoya

Southern Wholesale

Market - Debe

1. An active group of farmers or farmer

organizations who consistently supply

the market with bulk quantities

4.0 4.0

2. An active group of wholesalers

purchase farmers goods in bulk

quantities

4.0 4.0

3. Collection points (wholesale markets)

are conveniently located based on the

road network and the location of the

production areas

4.0 4.0

4. Markets are suitably located given

traffic and other considerations

3.0 4.0

5. There is a Market Information System

that connects all the players

4.0 4.0

6. Trading takes place on the basis of

grades and standards

0.0 0.0

7. There are packing and cooling facilities

available for fresh produce preferably

centrally located or close to collection

points

1.0 0.0

8. Retailers are located in approved areas

with adequate number of stalls to

service the vendor population

1.0 1.0

9. Physical conditions in the retail

markets are conducive to safe and

convenient trading

3.0 3.0

10. The availability of facilities within the

market area for overnight storage

2.0 2.0





Page 35

Table 12: Adequacy Assessment Tabulation on

NAMDEVCO’s Wholesale Markets (Continued)

No. Factor Northern Wholesale

Market - Macoya

Southern Wholesale

Market - Debe

11. Opening hours (days and times) are

convenient to customers

3.0 3.0

12. The availability of security for both

goods and users

3.0 3.0

13. The availability of adequate parking

for both vendors and customers

2.0 4.0

14. The availability of adequate sanitary

facilities for both vendors and

customers

2.0 2.0

15. The agencies responsible for markets

have a shared vision of how the

marketing system should best work in

order to facilitate all users

3.0 3.0

16. Managers and Supervisors are trained

in the basics of agricultural marketing

and/or produce trading

3.0 3.0

17. Maintenance programmes are in place

for the facilities

1.0 1.0

18. Training is carried out in various

aspects of produce handling, food

safety, etc. for vendors

1.0 1.0

19. Transport vehicles carrying

agricultural produce are certified as a

part of the overall effort to combat

praedial larceny

0.0 0.0

20. The experiences of the players in the

marketing system are monitored at all

points of the network in the interest of

improvement.

2.0 2.0

TOTAL 46 48





Page 36

Table 13: Summary Adequacy Assessment

No. Factor Score Remarks

1. Northern Wholesale Market -

Macoya

42 NAMDEVCO Managed

2. Southern Wholesale Market -

Debe

48 NAMDEVCO Managed but more purpose

built

3. Port-of-Spain Retail Market 15 The oldest market serving the capital city

and competes with the city’s budget for all

its other projects

4. San Fernando Retail Market 16 Old market located in the city centre

serving mainly walk-in traffic

5. Arima Retail Market 19 Physical structure much too small for the

customer demand. More than 50% of the

vendors have portable structures erected

outside the main structure

6. Sangre Grande Retail Market 14 Old market, overcrowded in a location no

longer suited to agricultural trade

Market infrastructure in Trinidad and Tobago was assessed using the adequacy assessment

framework (See Tables 11 – 13 above). Retail markets generally scored well below the

minimum of 40 since most are in need of some kind of upgrade or are located in major

thoroughfares without parking access etc. Additional issues are listed in Table 14 below. The

assessment showed a significant difference between adequacy of wholesale and retail

markets with wholesale market infrastructure scoring significantly higher. This is not

surprising as policy has never sought to identify the retail market infrastructure as a key

variable in the attempts to improve agricultural marketing. Studies by Thippaiah and R.S.

Deshpande in published work entitled “An Analysis of Market Infrastructure, Prices and

Terms of Trade” in the Indian journal of agricultural economics showed that a lack of

attention to infrastructure can cause distorted results when attempting to improve

agricultural marketing into consideration an effort is made here to analyse the availability of

marketing infrastructure in terms of density of markets per hectares of gross cropped area

in the country and particularly in Caribbean States.





Page 37

Table 14: Marketing Infrastructural Issues to be addressed

No. Area Challenges

1. Physical

Infrastructure

1) The need for proper security measures at the public markets due

to increases of praedial larceny

2) Lack of national documentation on the size of the structure of

public markets

3) Inadequate packing and cooling facilities for agricultural

products

4) Inadequate parking facilities for vendors and customers at the

public markets

5) Need to improve the general level of sanitation of the market

space

2. Management

Framework

1) The quality of the record keeping needs to be improved,

especially the cost of maintenance so that better decisions can be

made regarding the budget

2) No shared common vision among Regional Corporations on how

the marketing system should best work in order to facilitate all

users

3) Occasional maintenance programmes are in place for facilities at

the public markets

4) Lack of regular coordination among the Regional Corporations

re addressing market management issues

5) Minimum training exists on various aspects of produce

handling, food safety, etc., for vendors

6) Need for placing effective monitoring systems at all points of the

marketing network, in the interest of improvement for market

users

7) Need for setting structured grades and standards of trading

goods





Page 38

Table 14: Marketing Infrastructural Issues to be addressed (Continued)

No. Area Challenges

3. Estimate of Economic

Contribution

No documentation on the economic contribution of market

infrastructure, as well as the current inefficiencies in the agricultural

marketing system

4. Country Marketing

Network

1) Lack of documentation on recommendations for improving the

Country’s marketing network

2) Need of proper registration and recording of information of the

number of wholesalers/farmers engaged in the marketing

network.

5. Feedback on Policy

Recommendations

No documentation on policy recommendations for improving the

Country’s marketing infrastructure.

6.1 Infrastructure and Emerging Trends

The information in Table 14 above suggests that the following challenges need to be

addressed:

1. The need for improved security measures since cash is the basis of most transactions;

2. Updating of key information on market usage such as increase in the number of users

over time, demand for vending space, demand for parking facilities, and overall

quality of services offered;

3. The provision of packing and cooling facilities for processors and exporters of

agricultural products;

6.2 Management Arrangements

The following challenges were identified with regards to management arrangements:

1. The current information system does not allow the cost effectiveness of market

operations to be assessed.





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2. In general, the day-to-day management of markets has no bearing on their role as

part of a system that should bring high quality produce and services to the customer.

The position described as Clerk of Markets does not require any knowledge of

agricultural marketing, grading and standardization and the objectives of this

position are not tied to the goals of the Ministry of Food Production.

3. No shared common vision among regional corporations on how the marketing system

should best work in order to facilitate all users;

4. Occasional as opposed to permanent maintenance programmes in place;

5. The need for regular coordination among the regional corporations re addressing

market management issues;

6. Compulsory training in various aspects of produce handling, food safety, etc., for

vendors as part of sharing the responsibility for the upliftment of the services

provided by the facility;

7. Acceptance of the responsibility for monitoring at all points of the marketing

network, in the interest of improvement for market users; and

8. A commitment to the introduction of grades and standards in the trading of goods.

6.3 Impact of Infrastructure on the Viability of Small Farmers including

Female Entrepreneurs

By estimating the economic contribution of public markets and related infrastructure to the

agricultural sector and the overall economic output, this study focused on quantification of

the economic impact of inadequate market infrastructure on the output and incomes of

small farmers. In addition, attention was paid on the economic role of women in the

marketing system and the extent to which inadequacies of marketing infrastructure impact

on their livelihoods. In the case of the former, given the sector profile and the level of

entrepreneurship enhanced infrastructure will definitely have a positive effect on the

marketing system. Actual quantification of the economic contribution of women remains a

challenge.





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7.0 STUDY LIMITATIONS

The following limitations were identified in assessing market infrastructure in Trinidad and

Tobago:

1. It was surprising that the majority of officials did not have basic data e.g. the size of

their facilities, number of users or even developmental plans. We were left to estimate

or actually do our own measurements;

2. The management of many retail markets is politically sensitive. Therefore, requests

for information is therefore often treated with suspicion as it is seen as “spying” for

the other side so as to show up inefficiencies;

3. Difficulty in collecting documents from the relevant marketing agencies even after

many promises;

4. Little documentation on improvements in the marketing system of Trinidad and

Tobago; and

5. No publication of recent agricultural census from the Central Statistical Office (CSO).

Due to the on-going dialogue about the condition of the Tobago markets, no assessments on

the adequacy of market infrastructure were done at the public markets in Tobago.





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SECTION 4:

RECOMMENDATIONS





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8.0 RECOMMENDATIONS

Recommendations on improving the agricultural market infrastructure in Trinidad and

Tobago are made under the following six (6) areas:

1) Marketing policies and market infrastructure;

2) Mechanisms for developing market infrastructure;

3) Combining / optimizing the types of markets;

4) New arrangements for the management of infrastructure;

5) Formalizing linkages to other sectors of the economy; and

6) Possibilities for increasing the viability of small farmers including female

entrepreneurs.

8.1 Marketing Policies and Market Infrastructure

1. Implementing a policy that connects all of the agencies that impact agricultural

marketing – an Agricultural Marketing Coordinating Committee (AMCC). The focus

of this policy will be to introduce the concept of a seamless marketing system that is

designed to ensure market effectiveness and efficiency through coordination of the

efforts, as well as the budgets of NAMDEVCO and the Regional Corporations.

2. Re-examination of how municipal markets are managed and a restructuring of the

human resource arrangements in these markets;

3. The development of standards for market operations which addresses the day-to-day

issues that impact the users of the facilities such as:

i. Safety,

ii. Security,

iii. Sanitation,

iv. Parking;

v. Access & opening hours; and

vi. Traffic management re access at entry and exit of markets days.

4. Certification of Transport Vehicles – identification of vehicles that transport

agricultural produce, is part of the overall effort to combat praedial larceny.





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8.2 Mechanisms for Developing Market Infrastructure

1. Periodic Assessment of the Needs of the Entire Marketing System

An assessment of the needs of the marketing system based on the Ideal Network (Fig.

2) should be a responsibility of the AMCC.

2. Consultation with Users for the Design of Future Market Facilities

Consumers today have grown accustomed to a “mall-type experience”. The design and

construction of future market infrastructure should consider the expectations of

consumers, as well as built-in Internet-based technologies that will facilitate trade in

agricultural produce.

3. Provision of Training Initiatives in Produce Marketing

As a method of involving vendors in better maintaining market infrastructure regular

training and in produce marketing should be conducted for farmers, vendors and other

users within the marketing system. Training can be done on various aspects of the

market system such proper handling, packaging, storage, and food safety.

8.3 Combining/Optimizing the Types of Markets

1. Development of Public / Private Arrangements for the New Markets

Stronger collaboration between farmer associations and state-owned agencies, as well

as private investors should see more relevant and better managed markets. The models

developed from this collaboration could be adjusted to suit rural or urban communities

depending on their needs.

2. Development of Private Auctions

These are private auctions serve the purpose of offering for sale large blocks of produce

and products are sold to the highest bidder. Produce auction markets offer the

following benefits:

Fixed days and times for sale and delivery;

Ability to group produce into lots for quicker sale; and

Ability to “test market” new products or sizes of produce for wholesale.





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Producers who are committed to market their produce by grade can easily set up produce

auctions.

8.4 New Arrangements for the Management of Infrastructure

1. Creation a Market Management Division in Regional Corporations – This

will facilitate regular communication and cooperation between the existing CEO’s of

the municipal corporations and the Market Management Division, on the current

operations of public markets. The Division will have the mandate to address the

current issues and implement actions that will lead to continuous improvement of the

public markets. This Market Management Division will be responsible for sharing the

common vision of how the marketing system should best work in order to facilitate all

users;

2. Establish a Forum involving Regional Corporations and Marketing

Agencies – This will mean regular communication between the regional

corporations and marketing agencies, such as NAMDEVCO and farmer associations.

Having a structured forum will also aid in attracting private investors and bring new

technology to market infrastructure; and

3. Data Collection on Users – This includes registration and recording of

information on the number of wholesalers, farmers and vendors engaged in the

marketing network, and customers, as well as a documented feedback system that

captures users views of required upgrades.

8.5 Formalizing Linkages to Other Sectors of the Economy

1. Local Agro Tourism – The market for agro-tourism initiatives especially in Tobago

should be explored e.g. craft shops, green farmer’s markets and facilities like the

Belmont Estate of Grenada where most of what is consumed is grown on the farm

and it becomes an important visitor stop; and





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2. Increasing the Impact on Local Communities – In order to improve access to

agricultural produce, the Ministry of Local Government and the Ministry of Food

Production should collaborate in a drive to create more local marketing and

processing with the attendant benefits of local job creation.

8.6 Possibilities for Increasing the Viability of Small Farmers including

Female Entrepreneurs

1. Group Marketing Arrangements – These arrangements can be made among

farmer associations. These arrangements will see small farmers, as well as female

entrepreneurs in the rural communities, clustering their produce for sale where

difficulties are seen in the distribution of small quantities of agricultural produce to

central marketing points on a daily basis; and

2. Establishment of Rural Assembly Markets – These markets can be a simple

covered area located in production areas and primarily serving as places where

farmers can meet with traders to sell their products. These markets can be operating

at occasional, weekly or on a permanent basis.

9.0 ESTIMATED DEVELOPMENTAL AND ASSOCIATED COSTS (US)

Perhaps the major challenge of tropical markets across the Caribbean is ironically the lack of

use of enclosed space. Trading markets, key parts of market infrastructure, have been

traditionally constructed as enclosed concrete buildings with the roof levels at various

heights. While walls are necessary for protection, an architect impression of a tropical

market will no doubt involve space, colour, high ceilings, and maximum access to vendors

by customers, adequate parking and customer friendly interior.

Like in other countries studied women form a major part of the marketing system especially

at the retail marketing level. Generally more attention needs to be paid to the provision of

ergonomic facilities for these female entrepreneurs as in the design and physical layout of

facilities their needs are not sufficiently considered.





Page 46

It may be useful, therefore, to think of future designs of markets with these ideas in mind,

and in particular what was referred to earlier in this report as the influence of the modern

mall. Markets are also sites visited by tourists and a well-designed, clean, modern market is

perhaps much a tourist attraction as a historic site. Such a facility will also allow authorities

to insist that those who trade outside the market use the facility.

The artist’s impression as shown in Figs. 12 - 14 below are circular in nature eliminating the

concept of “front” and “back” as vendors normally jostle for “front” stalls. The design should

also minimize the amount of vendors who move to the pavement to maximize their access to

passers-by. The design shown can be scaled to suit the particular country. Table 15 below

shows average construction cost per square foot in US dollars for the countries studied.

These figures may serve as an initial guide for officials contemplating new market

infrastructure.

Table 15: Construction Cost for the Countries Studied

No. Country Construction Cost/Square Foot (US$)

1. Grenada $125 - $200

2. Barbados $215 - $300

3. Guyana $70 - $100

4. St Kitts/Nevis $128 - $180

5. Trinidad & Tobago $102 - $150





Page 47

Fig. 12: Artist Impression of a Possible Market Design





Page 48

Fig. 13: Artist Impression of a Another Possible Circular Market Design





Page 49

Fig. 14: Artist Impression Possible Elevation for a Circular Market Design





Page 50





Page 51

APPENDIX 1: SURVEY INSTRUMENT

PART 1 – DEMOGRAPHIC DATA

1. Date DD / MM / YYYY Time:

……………………….. …………………….

2. Country: ………………………………………………………………………………………………………………………..

3. Name of Interviewee:

………………………………………………………………………………………………………………………….………..….

4. Organization: ………………………………………………………………………………………….…………….……

5. Position: ………………………………………………………………………………………….…………….………..….

6. Gender: Male Female

7. Telephone Contact:

Home: ………………………………………..............

Work: ……………………………………………………

Mobile: ………………………………………………….

8. Email address:

…………………….………………………………………

…….………………………………………………………

…….……………………………………………….………

PART 2 – PHYSICAL INFRASTRUCTURE

2.1 Number of Structures:

2.2 Type of Structures: No. No.

Wholesale Retail

Packing House Other Please Specify

(Please provide details of the above in a separate document or please refer to any document or

publication on the above)

First Name Middle Name Surname





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2.4.3 Infrastructure Details: Paved Unpaved

Sheltered Not Sheltered Marked Unmarked

2.4.3 Facilities: Yes N0 Toilet Well Maintained Fee for Use Bathroom Running Water

2.4.4 Availability of Parking (Area available)

2.5 Number of Users: Friday To Sunday Monday Tuesday to Thursday

Vendors ……………………… ……………….. …………………………….

Customers ……………………… ……………….. …………………………….

2.6 Logistics: 2.7 Security: Yes N0

Vendors Customers Goods

2.8 Ratio of Male to Female Vendors:

PART 2 – PHYSICAL INFRASTRUCTURE (CONT’D)

2.3 Size(s) of Structures:

2.4 Layout (Key Details):

2.4.1 Stall Design(s) ……………………………………………………………………………………………………………

2.4.2 Available Storage Facilities …………………………………………………………………………………………

……………………………………………………………………………………………………………………………………………





Page 53

GENERAL COMMENTS – PHYSICAL INFRASTRUCTURE

Suitability of location, etc., Opening hours





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PART 3 – MANAGEMENT FRAMEWORK

3.1 Which organization (s) is/are responsible for managing the country’s markets?

………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………………

3.2 What is the organizational structure of the body/bodies that is/are responsible for managing

the country’s markets?

………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………………

3.3 What are the general management arrangements for all agricultural markets in the country?

………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………………

3.4 What factors will influence the design of agricultural markets in the future?

………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………………

3.5 Are you a member of any agricultural associations : Yes No

If yes, please name: ………………………………..…………………………………………………………………………

………………………………………………………………………………………………………………………………..…………..





Page 55

GENERAL COMMENTS – MANAGEMENT FRAMEWORK





Page 56

PART 4 – ESTIMATE OF ECONOMIC CONTRIBUTION

4.1 Are you aware of any data which quantifies the economic contribution of agricultural markets?

Yes No

If yes, please share.

……………………………………………………………………………………………………..……………………………...

…………………………………………………………………………………………………………………………………….

If no, do you have any basis of such an estimate

………………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………

4.2 Do you have any data of the role of women in the marketing system?

Yes No

If yes, please share. ……………………………………………………………………………………………………..……

………………………………………………………………………………………………………………………………….………

If no, do you have any basis of such an estimate?

………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………….……………

4.3 Do you have any data that quantify the current inefficiencies in the agricultural marketing

system?

Yes No

If yes, please share. If no, how do you think this could be developed?

4.4 Do you have any data or references on the impact of these inefficiencies on the actors of the

system?

……………………………………………………………………………………………………………………………………





Page 57

GENERAL COMMENTS – ECONOMIC CONTRIBUTION





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PART 5 – COUNTRY MARKETING NETWORK

5.1 Are you aware of any data that provide recommendations for improving the country’s’

marketing network?

Yes No


…………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………

5.2 What are your recommendations for improving the country’s marketing network?

GENERAL COMMENTS – COUNTRY MARKETING NETWORK





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PART 6 – FEEDBACK ON POLICY RECOMMENDATIONS

6.1 Are you aware of any policy recommendations for improving the country’s marketing

infrastructure?

Yes No


6.2 What policy recommendations would you make for improving the country’s marketing

infrastructure?

GENERAL COMMENTS – POLICY RECOMMENDATIONS





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PART 7 – NOTES (FOR OFFICIAL USE ONLY)





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APPENDIX 2: LIST OF KEY AGRO PROCESSORS

No. Company Address Town Phone Contact

1 B & J Foods 64 Forth Street Tumpuna Road (868) 643-0253

2 C.A. Correia Trinidad Limited 5A Old St. Joseph Road Laventille (868) 623-4860

3 Caribbean Specialty Food #67 Hillsdale Crescent Mt. Hope (868) 638-4286

4 Caribbean Spices Ltd 6 Nacir Street Preysal (868) 636-6658

5 Charles Candy Company Limited P.O. Box 1138 (868) 638-6461

6 Chatak Food Products Frederick Settlement Industrial Estate (868) 645-9648

7 Chief Brand Products Limited Uriah Butler Highway Charlieville, P.O. Box 1042 (868) 665-4144

8 Fresh Start Limited #25 Senior Street via Manning Street (868) 637-4902

9 Garden Fresh Produce 80 Sunkist Drive Philippine (868) 653-3200

10 Kitch Mix Food Products Limited Building 18 F O'Meara Industrial East (868) 646-3618

11 KMC Associates 2 Torquoise Drive Diamond Vale (868) 632-0824

12 Leela Cubair 1 1/4 mm Chin Chin Road Cunupia

13 Mega Foods Company Limited Lot 1C O'Meara Industrial Estate (868) 642-9064

14 Michael's Marketing Agency 15 Woodpecker Lane River Estate (868) 637-0926

15 Mountain Fresh #42 Main Road Williamsville (868) 655-2063

16 Fresh Start Limited 25 Senior Street Diego Martin (868) 637-4902

17 National Canners Limited Churchill Roosevelt Highway Arima (868) 642-3091

18 National Fruit Processors Limited 1A Century Drive Trincity Industrial Estate (868) 662-5470

19 Paramin Women's Group #2 Tangerine Drive Santa Rosa Heights (868) 628-1008

20 Rainbow Country Food Products Limited 4 Temple Street Mt. Lambert (868) 675-2303





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APPENDIX 2: LIST OF KEY AGRO PROCESSORS (Cont’d)

No. Company Address Town Phone Contact

21 RHS Marketing #5 Frederick Settlement Caroni (868) 662-8381

22 Royal Castle Limited 65 Western Main Road St. James (868) 622-1000

23 Sesame Foods Limited 319 Mission Road Freeport (868) 673-0015

24 Tai Pan Industrial Ltd 5 B Trincity Industrial Estate Macoya Road (868) 645-1239

25 The Caribbean Coffee House Limited 17B Diamond Vale Industrial Estate (868) 637-6235

26 Tobago Agro Processors Information Tobago Tobago (868) 310 0612

27 Tropical Fruits 15 Dinoo Road Charlieville (868) 665-6763

28 Tro-Pickle Foods #17 Nelson Road Freeport (868) 673-4204

29 Turban Broad Producers Limited 188 Eastern Main Road Tunapuna (868) 663-0324

30 VEMCO Limited Lot 9A, Diamond Vale Diego Martin (868) 623-0443

31 Willies Homemade Ice Cream L.P. 32 Arena Road Freeport (868) 673-0537





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APPENDIX 3: ADEQUACY ASSESSMENT FRAMEWORK

System

1. There is an active group of farmers or farmer organizations who consistently supply the market

with bulk quantities

Criterion Rating

None exists 2

Small groups 3

Groups exist that provides steady supply 4

Active organized groups exists ready for

expansion

5

2. There is an active group of wholesalers who purchase farmers goods in bulk quantities

Criterion Rating

None exists 2

Small groups 3

Groups exist that provides steady supply 4

Active organized groups exists ready for

expansion

5

3. There are collection points (wholesale markets) conveniently located based on the road network

and the location of the production areas

Criterion Rating

None exists 2

A few exists 3

Currently such points are being built 4

Structured network exists 5

4. Markets are suitably located given traffic and other considerations

Criterion Rating

Inappropriately located 2

Located in a very congested area 3

Located in an area with potential for

improvement

4

Well Located with adequate parking facilities 5





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5. There is a Market Information System that connects all the players

Criterion Rating

None exists 2

An Information System is being built 3

Currently such a system exists 4

MIS exists and is being developed and improved 5

6. Trading takes place on the basis of grades and standards

Criterion Rating

None exists 2

Grades and standards are being discussed with

farmers and users

3

Currently such a system exists 4

Grades and standards exist and are being

developed and improved

5

Facilities

7. Packing and cooling facilities are available for fresh produce preferably centrally located or close

to collection points

Criterion Rating

None exists 2

Some exists 3

Currently such facilities are being built 4

Facilities are available 5

8. Retailers are located in approved, safe, convenient areas with adequate number of stalls to

service the vendor population

Criterion Rating

Mainly street vendors 2

Applies to a few vendors (10-15%) 3

Vendors are buying - in to using the designated

locations

4

Vendors are generally well located 5





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9. Physical conditions in the retail markets are conducive to safe convenient trading

Criterion Rating

Not conducive 2

Applies to a few areas (10-15%) 3

Improvements are currently being made 4

Vendors are generally well located 5

10. The availability of facilities within the market area for overnight storage

Criterion Rating

None exists 2

Some exists 3

Currently such facilities are being built 4

Structured storage exists 5

11. Opening hours (days and times) are convenient to customers

Criterion Rating

Not convenient 2

Fairly convenient 3

Convenient 4

Very convenient 5

12. The availability of security for both goods and users

Criterion Rating

None exists 2

Minimum security exists 3

Currently improved security is being considered 4

Adequate security exists 5

13. The availability of parking for both vendors and customers

Criterion Rating

None exists 2

Minimum parking exists 3

Currently improved parking is being considered 4

Adequate parking exists 5





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14. The availability of sanitary facilities for both vendors and customers

Criterion Rating

None Exists 2

Minimum facilities exists 3

Currently improved facilities is being considered 4

Adequate facilities exists 5

Management

15. Managers and Supervisors are trained in the basics of agricultural marketing and/or produce

trading

Criterion Rating

No training is done 2

Minimum training exists 3

Currently improved training is being considered 4

Adequate training exists 5

16. The agencies responsible for markets have a shared vision of how the marketing system should

best work in order to facilitate all users

Criterion Rating

No common vision exists 2

Vision exists among different agencies 3

Currently discussions on a common vision is

occurring

4

Vision is clear and shared 5

17. Maintenance programmes are in place for the facilities

Criterion Rating

None exists 2

Occasional maintenance takes place 3

Currently maintenance programmes are being

put in place

4

Adequate maintenance programmes exist 5





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18. Training is carried out in various aspects of produce handling, food safety, etc. for vendors

Criterion Rating

No training is done 2

Minimum training exists 3

Currently improved training is being considered 4

Adequate training exists 5

19. Transport vehicles and certified as a part of the overall effort to combat praedial larceny

Criterion Rating

No 2

Some certification is being considered 3

Current certification system partially effective 4

Adequate certification and monitoring exists 5

20. The experiences of both the players and the customers are monitored at all points of the network

in the interest of improvement.

Criterion Rating

No 2

Some monitoring being considered 3

Currently monitoring system partially effective 4

Adequate monitoring exists 5





Page 68

APPENDIX 4: LIST OF MARKETING OFFICIALS INTERVIEWED

No. Name Position and

Organization

Contact

Number

e-Mail Address

1. Mr. Ganesh

Gangapersad

Chief Executive

Officer -

NAMDEVCO

(868) 647-3218/

3467/ 3866/

7576/ 1340/

7907/ 2368

(868) 679-8412

[email protected]

2. Mrs. Beverly

Haywood

Senior Planning

Officer – Ministry of

Local Government

(868) 628-5220 [email protected]

3. Mr. Calvin

James

Deputy Chief

Executive Officer -

NAMDEVCO

(868) 647-3218/

3467/ 3866/

7576/ 1340/

7907/ 2368

(868) 679-8412

[email protected]

4. Dr. Govind

Seepersad

Senior Lecturer –

UWI Department of

Agricultural

Economics and

Extension

(868) 645-2002

5. Mr George

Osborne

Manager – San

Fernando Central

Market, Ministry of

Local Government

868 652-2026

mailto:[email protected]







Page 69

APPENDIX 5: REFERENCES

1. Canning, D; Pedroni, P. The Effect of Infrastructure on Long Run Economic Growth.

(2004). Havard and Williams Business Schools.

2. Cohen, I; Freiling, T; Robinson, E. The Economic Impact and Financing of

Infrastructure Spending. (2009). Thomas Jefferson Program in Public Policy.

3. An Economic Analysis of Transportation Infrastructure Investment. (2014) U.S

National Economic Council/ President’s Council on Economic Affairs.

4. Boehlje, M. Economic Value Added. Centre for Food and Agricultural Business, Purdue

University.

5. Kentucky Produce Auction Report. Cooperative Extension Service: University of

Kentucky, College of Agriculture, Food and Environment.

6. World Bank Indicators of Land Use – Trinidad and Tobago (2011). Trading Economics

in World Bank.

7. Preliminary Findings of Agricultural Data in Trinidad. Extension Division of the

Ministry of Food Production.

8. Gross Domestic Product of Trinidad and Tobago 2009-2013 at Current Market Prices.

(2015). Central Statistical Office of Trinidad and Tobago.

9. Trinidad and Tobago Budget Estimates of Expenditure 2010-2015. (2015). The

Ministry of Finance and the Economy.

10. Thippaiah, P; Deshpande, R.S. An Analysis of Market Infrastructure, Prices and Terms

of Trade. (1998). Indian Journal of Agricultural Economics.

Documents

Source of Images: Lennox Sealy &