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CPATT

CPATT. Strategy Articulation. THE BROAD ENVIRONMENT. Sociocultural Influences. Technological Influences. THE OPERATING ENVIRONMENT. NGO’s. Academia. Environmentalist. Farm Associations. cpac. Conservationist. CPATT Members/Board of Directors. Suppliers. Local Communities.

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CPATT

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  1. CPATT Strategy Articulation CPATT Secretariat

  2. THE BROAD ENVIRONMENT Sociocultural Influences Technological Influences THE OPERATING ENVIRONMENT NGO’s Academia Environmentalist Farm Associations cpac Conservationist CPATT Members/Board of Directors Suppliers Local Communities Business Community Customers Government Ministries And Administration Financial Institutions Local Government Religious Groups Unions Local and Global Economic Influences Political Influences CPATT Secretariat

  3. Current National Food Security Strategy Ship Food in Foreign Exchange out No Food Security CPATT Secretariat

  4. CPATT Strategy Produce Locally Ship Locally Food Security Jobs Strong Economic Activity CPATT Secretariat

  5. UEZ Business Strategy Plan and develop food production systemsand green-services to satisfy the needs of the people of Trinidad and Tobago CPATT Secretariat

  6. Identify the foods to be targeted by the UEZ for production in Trinidad and Tobago(SAMPLE) CPATT Secretariat

  7. “Staples that cannot be produced inEconomic Quantities in Trinidad and Tobago” • Supporters of Imports say that most of the staples we consume cannot be produced locally or cannot be produced in economic quantities. • We want to take a critical look at those foods and use our best intelligence to see what can be grown and where possible develop strategies to achieve economic quantities. CPATT Secretariat

  8. Identify the Optimum amount of foods identified in (6) above that can be produced in Trinidad and Tobago • Work with U.W.I, U.T.T and other institutions of higher learning to achieve objective. CPATT Secretariat

  9. Innovation of Food Production (FARM) Systems to meet National needs • Maximize food production through farms that produce selected (specific) food for both economic and social profits. • Create economies of scale from small farms through “crop” cooperatives (wheat, maize, barley etc). • Review tree farm systems in the UEZ to see if multiple crop systems could offer better economic and conservation returns. CPATT Secretariat

  10. Identify green based services and products that can be produced in T&T • Solar Power • Solar Panels • Solar tubes • Bio-digesters : direct delivery of household cooking gas • Wind turbines • Eco tourism CPATT Secretariat

  11. Identify ways to optimize on the arable & non-arable land resources • Build animal pens on non-arable lands • Consider multiple level pens • Build green/shade houses on non-arable lands • Produce food on arable lands • Re-evaluate tree farms • Re-evaluate oil reserves • Legislate private land use – eg. Incentive for use and negative incentive for non-use. CPATT Secretariat

  12. Resources required to produces optimal quantity of foods • Human resources (identification, attracting, retaining) • Water ( reservoirs, dams, irrigation systems, flood mitigation; • Agricultural additives (make or buy decision) • Climate • Planning (production planning) • Capital (identification, availability, prioritization) CPATT Secretariat

  13. Legislation to Protect Food Production • Legislate farm lands use – not land use policy • Legislate percentage (%) of g.d.p to food production – not recurrent expenditure • Legislate emergency food storage • Change Cocoa and Coffee Industry Act - Purchase and Export of Cocoa. (Chapter 64:20, section 24) • Protection against Praedial larceny CPATT Secretariat

  14. Stabilize Food Prices • Use Food Storage facilities to keep buffer stocks of selected produce and value added foods for the stabilization of prices and income’s of producers (immediate industry stimulus) and for securing Emergency Food for the population. CPATT Secretariat

  15. Stabilize market and if necessary redesign market to encourage groups to participate • Stabilize farm income (sustainable models). • Introduce some type of Crop insurance. • Plan annual production of commodities and manage growth. • Increase the efficiency of agricultural resources. • Consumer food subsidy. • Stabilize consumer price at point of purchase with guarantees through UEZ operated stores nationwide. CPATT Secretariat

  16. Increase Efficiency of DistributionSystem (new) CPATT Secretariat

  17. Domestic Distribution Channel(Old) • CHAOS Catering Companies Middleman 3 Municipal Markets Wholesale Market Middleman2 Other roadside stalls Middleman 1 Farmer Roadside Stall Supermarkets FARMER CPATT Secretariat

  18. Insure incentive compatibility to discourage strategic manipulation of the market • Insure equitable distribution of profits amongst participants. • Capture value strategy to be employed in which value is created and farmers are compensated at each stage of value creation. • Savings earned through reduced production cost or innovation are passed on to consumers as discounts or rebates (possibly in the form of social programs) CPATT Secretariat

  19. Build national confidence & encourage Nationals to invest and participate in organized food production • Transparency throughout project • Invite public discourse on scope of project • Invite public investment in value-added processing and primary production • Invite communities to invest in ZONE Stores • Create economic space for Women and Community groups (supplierstoUEZ Stores) • Stimulate activity amongst community associations ( WOMEN-YOUTH ) through innovation in cottage industry. • Develop a strong gender policy for the UEZ. • Work towards I.P.O. of UEZ Shares • Invest heavily in Research and Development • Be competitive (do things first and fast) CPATT Secretariat

  20. UEZ Stores • To capture value for producers and processors • To support objective of annual price control at the point of purchase (savings for consumers) • To insure that all consumers have the opportunity to benefit from reasonable cost produce • To insure that quality guarantees to the market are preserved CPATT Secretariat

  21. Identify the economics and social benefits of conservation, wildlife and green space and capture its value • Eco tourism – low impact tourism intended to educate both local and foreign visitors. • Protection of pollinators such as bees, birds, fish and frogs. • Production of clean air, water, food and shelter at no or very little monetary cost. • Efficient use of waste generated through human activity • Balanced eco friendly approach to Tree Farming. • Wildlife protection and propagation for human consumption. • Strategies for oil reserve land • Development of Public Parks in farm lands (people should see their food in production so that their confidence in the industry be developed) • Flood abatement, irrigation and licensed recreation. CPATT Secretariat

  22. Identify capital investment, exit ramps, breakeven point, revenue projection, cash cows, projects for social profit & economic profit CPATT Secretariat

  23. Use of Profits • Research and development – 40% • Grants and contracts • Endowments • Graduate Fellowships • Technology • Savings - 20% • New investments • Disaster insurance etc…. • Dividends, Social programs and employee bonus – 40% CPATT Secretariat

  24. Succession Planning • Top talent must be recruited and managed for the greater good of the UEZ. • We will identify and develop potential successors by: • Matching company future needs with aspirations of individual employees • Help future leaders to understand that time, attention and skill will be invested in them for the purpose of career development • Challenge and reward talented employees to discourage exploration of opportunity elsewhere • Develop human resource choices, by identifying who is ready and by investing in what is necessary to make others ready. CPATT Secretariat

  25. Preservation of Trust • To earn trust we must curb corruption, we must not focus on the action’s of the individuals’ but on corrupt systems which lead to asset stripping. • Our strategic approach is to develop IT to the point where all of the UEZ activities are made available in real time to all stakeholders. Expected result is the enabling of various stakeholders to obtain information of other stakeholders and their activities in the UEZ environment CPATT Secretariat

  26. Operationalizing an Information-Centric Model • Strategy Primary Objectives • Enable stakeholders to access high-quality UEZ information and services in real-time. • Unleash the power of data to spur development of food and nutritional security system. • Ensure that we begin our NEW economic journey with the right technology, services and knowledge. CPATT Secretariat

  27. Information-Centric Model Benefits • Delivery of better goods and robust services to customers at a low cost. • Mobile devices will aid collaboration and help decision makers to use new information in the decision making process. • State agencies could utilize real-time information in decision making. • Increased confidence levels for domestic and international investors. • Donors could track grant performance in real-time. • Academics could study, simulate and make early system modification recommendations • Information would aid transparency, transparency would push back against asset stripping. CPATT Secretariat

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