DEPARTMENT OF AGRICULTURE
ST. KITTS
STRATEGIC PLAN
2005 - 2009
JANUARY, 2004
DEPARTMENT OF AGRICULTURE – ST. KITTS
STRATEGIC PLAN 2005 – 2009
TABLE OF CONTENTS
1.0
Executive Summary
1
2.0
Institutional Development
6
3.0
Crop production
10
4.0
Livestock production
22
i
DEPARTMENT OF AGRICULTURE – ST. KITTS
STRATEGIC PLAN 2005 – 2009
1.0 EXECUTIVE SUMMARY
The agricultural sector of St. Kitts and Nevis contribution to the GDP during the review
period, 1999 to 2003, declined from 5.24 to 4.85% over the period. This has mainly
resulted from the declining contribution of sugarcane cultivation from 2.09 to 1.65%.
However, the recent decline in non-sugar agriculture contribution was reversed during the
plan period. The contribution of food crops increased from 0.98 to 1.15% and livestock
from 0.54 to 0.58% over the period 1999 to 2003. The contribution of the fisheries subsector however showed a decrease from 1.56 to 1.38% over the period. The country has
continued to import over 75% of its annual food consumption with importation during
2003 estimated at EC$72.3M.
Non-sugar agriculture crops are grown on holdings that are up to 8 hectares in size. Crop
production is dominated by small-scale farming with average holdings of less than 1.0
hectare and a few larger farms of holdings that are greater than 5.0 hectares. A wide
range of crops are cultivated including pumpkin, carrot, watermelon, cucumber, tomato,
sweet pepper, string beans, onion, white potato, sweet potato, dasheen and yam.
Vegetables tend to be grown in the higher elevation while peanuts are grown at the lower
level. A significant amount of sweet potatoes is grown in fallow sugarcane fields by
workers of the SSMC. The domestic annual demand for food crops ranges from 550,000
kg for white potato to 45,000 kg for sweet pepper. Local production of the major
vegetables have fluctuated over the 5 year period 1999 to 2003 with annual average
production ranging from 142,000 kg for W. potato to 15,000 kg for pineapple. However,
a large amount of food is imported into the country on a regular basis. The value of
vegetables and fruits imported on an annual basis is over EC$14M. Crop production
continues to be mainly rainfed resulting in surplus vegetable production during the first
four to five months of the year and shortages for the remaining months. Monkeys have
remained a major pest while increasing crop damage caused by stray/roaming animals
has become a major problem for crop farmers. Limited access to land for some crops
including peanut, white potato and fruit trees appears to have restricted their development
despite significant domestic market opportunities.
Production in the livestock sub-sector during the period 1999 to 2003 has shown
significant increases for beef, pork and goat meat while a marginal decline has been
recorded for mutton. The annual production of beef increased by 135% from 35,400 kg
in 1999 to 83,200 kg in 2003 while the production of pork increased by 78% from 37,500
to 66,600 kg during the same period. Production of goat meat increased from 7,800 to
12,700 kg during the period 1999 to 2003 while mutton declined marginally from 12,700
to 11,900 kg. During the period under review, livestock products continued to be
imported in very high volumes and the total value of imported meat and meat
preparations in 2003 was EC$15.5M. During 2003 an estimated 48% of the beef
1
consumed was imported while the importation was 63% for mutton and 83% for pork. It
is important to note that broiler production was minimal during the period while the
demand for eggs was mainly met by local production. Dog attacks primarily on small
ruminants have severely restricted the development of sheep and goats. Further
development of the livestock sub-sector has been constrained by the longstanding
tradition of raising livestock as a part-time activity that is mainly used to supplement
income. Introduction of commercial livestock production has consequently been very
limited and this has resulted in the poor development and management of allocated lands.
Limited access to suitable lands has also restricted the development of the sub-sector.
The gap between local food production and consumption continued to widen during the
past five years resulting in increasing dependency on imported food. As a result, the goal
of the Department of Agriculture during the plan period is to significantly increase nonsugar agriculture production in a competitive and sustainable manner through the
development of farmers. Production will be market led and the penetration of new
markets will be a special area of focus. Special emphasis will be placed on the
commercialization of farmers in an attempt to transform the sector into one that is
internationally competitive.
The Department of Agriculture has modified the mission statement that would be the
rallying point, motivator and guide for the period 2005 to 2009. The Mission Statement
is:
“To be a high quality provider of leadership and support in non-sugar agriculture
and forestry; to ensure food security and satisfy export markets towards sustainable
development in St. Kitts and Nevis”.
The Department of Agriculture is responsible for the development of non-sugar
agriculture in St. Kitts and provides a wide range of services as well as technical support
to the agricultural sector. The Department is headed by a Director of Agriculture and
operates in a programme mode with specific programmes for crops and livestock
development. A Senior Management Team consisting of Programme and SubProgramme Leaders is responsible for the implementation of the strategic plan. Special
emphasis will be placed on improved delivery of extension service to farmers through
more frequent farm visits and other activities. Attention will be placed on the
development of commercial farms so as to meet the market opportunities for crop and
livestock products. Development and strengthening of farmer groups will be an area of
focus for the achievement of the strategic plan while the working relationship with
stakeholder groups will be further enhanced. The Marketing Unit will be further
developed to respond to market opportunities and the needs of purchasers and producers.
Special focus will be placed on the development of creative financing, cost recovery
where relevant and prudent financial management of the Department’s budgetary
allocations. The Department of Agriculture will continue to work closely with the MultiPurpose Laboratory for analytical support while technical assistance will be sought from
local, regional and international agencies.
2
The general objective of the crops programme during the plan period is to facilitate
commercial production of crops to ensure food security, foreign exchange savings and
sustainable development. As part of the operational strategy the programme has been
divided into two sub-programmes with one each for food crop as well as fruit and tree
crops. These programmes will be supported by four units including marketing,
communication, engineering and crop protection. The specific objectives of the Crops
Programme include the expansion of 12 commercial and semi-commercial fruit tree
orchards; increasing pineapple production to meet the domestic demand; extending the
period of vegetable production from 6 to 12 months; strengthening of farmer
organizations; improving farmer training and extension visits; facilitating the
establishment of four irrigated farm settlements and the penetration of five sub-regional
markets with selected products.
One critical area to be addressed during the plan period would be the development of
water for irrigation. It is proposed that at the national level, consideration be given to the
further development of ground water for domestic use and that surface water be
developed for agricultural production. This would facilitate the development of farms in
the middle lands where crop production is generally more productive than at the lower
elevations. Access by farms that are located in the middle lands to water for
supplemental irrigation would support the expansion of the production period and the
development of irrigated agriculture where commercial farms already exist. Special
attention would also be placed on the production and marketing of local fruits in both the
domestic and export markets. The Marketing Unit would be further strengthened to
identify and develop markets in the sub-region.
The general objective of the livestock programme is to increase production and market
locally produced meat products thereby increasing the contribution of the sub-sector to
national development. In order to achieve this objective, the strategic plan would be
implemented through four sub-programmes which are animal health, large ruminants,
small ruminants and pig & poultry. The sub-sector has been facing several challenges
including absence of commercial farmers; low management and husbandry skills of
livestock farmers and insufficient lands allocated to livestock development. However,
significant opportunities exist to expand local production for further penetration of the
domestic market.
The operational strategy will aim to transform livestock production in St. Kitts. The main
objective would be to further expand the market share for beef, mutton and goat meat. It
is proposed that mechanised harvesting of forages would be introduced so as to improve
the efficiency of pasture management and to reduce the drudgery of farming. Mechanical
harvesting of forages would be critical for increasing small ruminant production as sheep
and goats would be raised in dog proof areas. A core group of full-time commercial
farmers would be developed to supply the market demand for beef, mutton and goat
meat. Penetration of supermarkets with pork products would be a major thrust during the
plan period. Production sites would be identified around the island for pig production
and a core group of 25 part-time commercial farmers each with a 12-sow unit would be
developed to target the supermarket outlets. The efficient operation of the abattoir is a
3
critical link in the chain to increase livestock output. The abattoir would therefore be
expanded during the plan period (2005 – 2009) so as to meet the anticipated increased
demand for the facility’s services. Special attention would also be paid to improving the
efficiency of the Animal Health Unit and the management of the CAP programme to
prevent the resurgence of the Tropical Bont Tick.
The implementation of the 2005 – 2009 strategic plan is expected to significantly expand
non-sugar agriculture development and increase it’s contribution to national
development.
4
MANAGEMENT STRUCTURE
DIRECTOR OF AGRICULTURE
LIVESTOCK
PROGRAMME
CROPS
PROGRAMME
FOOD
CROP
MKTING
COMMUNICATION
FRUIT &
TREE CROP
ENGINEERING
ANIMAL
HEALTH
CROP
PROTECTION
TION
LARGE
RUMINANT
ADMINISTRATION
LIVESTOCK
PRODUCTION
SMALL
RUMINANT
ABATTOIR & PUBLIC MKT
5
PIGS &
POULTRY
DEPARTMENT OF AGRICULTURE – ST. KITTS
STRATEGIC PLAN
2005 – 2009
2.0 INSTITUTIONAL DEVELOPMENT
The Department of Agriculture is responsible for the development of non-sugar
agriculture in St. Kitts and provides a wide range of services as well as technical support
to the agricultural sector. The Department is headed by a Director of Agriculture and
operates in a programme mode with specific programmes for crops and livestock
development. A Senior Management Team is responsible for the implementation of the
Government’s non-sugar agriculture policy.
Analytical support for agricultural
development is provided by the Multi-Purpose Laboratory while technical assistance is
received from regional and international agencies.
An analysis of the Department has identified its strengths and weaknesses with regards to
implementation of non-sugar agriculture.
The current strengths of the Department have been identified as follows.
1.
2.
3.
4.
5.
Well qualified staff
Comfortable work environment
Operation in the programme mode
Efficient input supply scheme
Effective coordination and good relationships with locally based regional and
international organisations
6. Frequent short term training opportunities
7. Good relationship with farmers
8. Clear identification of goals and targets
The weaknesses have been identified as follows.
1. Limited staff for animal health care and livestock production
2. Limited and inefficient transport for field work
The Department receives strong technical assistance from regional and international
organisations but many of the activities are increasingly threatened by limited budget
allocation and trade liberalization. The challenge for the Department is to make
agricultural products internationally competitive so as to ensure the viability of farmers’
enterprises. The 2005 to 2009 strategic plan attempts to address the major issues that the
sector is expected to face in the plan period.
6
MISSION STATEMENT
The Department has agreed to modify the previous mission statement that is used as the
rallying point, motivator and guide for the future. The mission statement is:
“TO BE A HIGH QUALITY PROVIDER OF LEADERSHIP AND
SUPPORT IN NON-SUGAR AGRICULTURE AND FORESTRY; TO
ENSURE FOOD SECURITY AND SATISFY EXPORT MARKETS
TOWARDS SUSTAINABLE DEVELOPMENT IN ST. KITTS AND
NEVIS”.
GOAL
The gap between local food production and consumption continued to widened during the
previous planning period, resulting in increasing amounts of foreign exchange being
spent on food imports.
As a result, the goal of the Department of Agriculture is “to significantly increase nonsugar agriculture production in a competitive and sustainable manner by the year
2009 through the development of farmers”.
STRATEGY STATEMENT
On the basis of the institutional analysis and as the Department seeks to carry out its
mission and aspire to its goals, the need to intensify the new management approach is
recognised. As a result, the Department accordingly:
“Intends to further develop the programme mode of operation so as to
effectively and efficiently deliver leadership and support services towards
sustainable agricultural development in St. Kitts”.
7
MAJOR FOCUS AND OBJECTIVES
During the plan period the major agricultural focus will be on the development of nonsugar agriculture using a market led approach. Major emphasis would be placed on the
penetration of both traditional and non-traditional markets.
Objective #1
To extend the period of vegetable production from 6 to 12 months of the year.
Objective #2
To expand the production of locally grown fruits.
Objective #3
To develop surface water sources for agricultural development.
Objective #4
To significantly increase local production of beef, pork and mutton.
Objective #5
To develop and implement a comprehensive marketing programme.
Objective #6
To develop an improved and comprehensive animal health service
Objective #7
To increase the capacity of the Basseterre Abattoir
Objective #8
To develop farmer groups.
Objective #9
To strengthen the programme of services to farmers in a manner that is commensurate
with their demands.
Objective #10
To give support to personal and professional growth of staff.
8
Objective #11
To further develop communication with stakeholders.
Objective #12
To develop creative funding approaches.
MANAGEMENT STRATEGY
A programme mode of operation was introduced at the Department during the 1995 to
2000 plan period. Under this management structure, specific programmes have been
developed for crops and livestock development. Each programme is led by a Programme
Leader who is responsible for providing technical leadership to his respective
programme. The Programme Leaders will be expected to conduct supervisory field visits
on a monthly basis with each member of his programme and to facilitate monthly
programme reporting meetings. The programmes are divided into sub-programmes and
units. The sub-programmes are developed by species or commodity groups and are
managed by multi-disciplinary teams.
The Department will continue to be led by a Director of Agriculture and a technical team
referred to as the Senior Management Team. The Senior Management Team includes
Programme and Sub-programme Leaders and is responsible for the implementation of the
strategic plan. Special emphasis will be placed on improved delivery of extension service
to farmers through frequent farm visits and other activities. Special attention will be
placed on the development of commercial farms so as to meet the market opportunities
for crop and livestock products. Development and strengthening of farmer groups will be
an area of focus for the achievement of the strategic plan while the working relationship
with stakeholder groups will be further enhanced. The Marketing Unit will be further
developed to respond to market opportunities and the needs of purchasers and producers.
Special focus will be placed on the development of creative financing, cost recovery
where relevant and prudent financial management of the Department’s budgetary
allocations.
BENEFITS
The benefits that will accrue to the agricultural sector and to the people of St. Kitts will
arise from:




Greater productivity and increased commercialisation among farmers.
Improved and expanded services to farmers.
Greater correlation between agricultural production and market requirements.
Effective land use management, the preservation of natural resources and the
conservation of the environment.
9
DEPARTMENT OF AGRICULTURE – ST. KITTS
STRATEGIC PLAN 2005 – 2009
3.0 CROP DEVELOPMENT
ANTECEDENTS
The mandate of the crops programme is to develop vegetable, root crop, fruit crop, tree
crop and floriculture production within St. Kitts. To satisfy this objective the programme
has been divided into two sub-programmes which are food crop and fruit & tree crop.
These sub-programmes are supported by six units which are marketing, communication,
engineering, plant quarantine & crop protection, research and extension. The crops
programme also receives support from international, regional and local agencies
including the Food and Agriculture Organization (FAO), Inter American Institute for
Cooperation on Agriculture (IICA), the Republic of China on Taiwan (ROC), Caribbean
Agricultural Research and Development Institute (CARDI) and the St. Kitts-Nevis
Multipurpose Lab.
The strengths of the crops programme have been identified as:
1. Utilization of Outreach Centres
2. Provide affordable inputs to farmers
3. Reliable research in vegetable production
4. State of the art communication unit
5. Dedicated and committed staff
6. Good relationship with stakeholders
7. Regular staff meetings
8. Functional marketing unit
9. Efficient plant quarantine and plant protection service
The weaknesses have been identified as:
1. Inadequate transport
2. Limited interest in floriculture
3. Extension service with two diverging roles
4. Limited resources to deal with stray animals, monkeys and praedial larceny
5. Not enough human resource development
6. Low output levels from the Plant Propagating Unit
The opportunities are identified as:
1. Existence of a market for vegetables during the second half of the year
2. Strong demand for fruits and tree crops
3. Availability of new farmers with a business approach
4. Availability of water to increase production during second half of the year
5. Existence of export market in the sub-region
6. Availability of land if the sugar industry closes
7. Expansion of the tourism market
10
8. Development of agro-processing
9. Strong demand for cut flowers and ornamental plants
The threats identified are:
1. Competition for land and water from other sectors
2. High incidence of pests and diseases
3. Frequent natural disasters
4. Crop damage caused by monkeys and stray animals
5. Absence of a land management unit
6. Trade liberalization
7. Limited financial allocation
8. High farm gate prices
9. Lack of sustainability in farmers’ group
10. Lack of business approach by farmers
BACKGROUND
St. Kitts has a total land area of about 176 km² and an estimated population of 32,000.
The island of St. Kitts consists of three central mountains that have been derived from a
volcanic origin with a maximum peak of 1,155 m above sea level. The upper part of the
island is steeply sloping, with slopes that exceed 30 %. Most of the agricultural soils are
loamy sands and sandy loams and are slightly acidic (pH of 5.0 to 6.5). These soils are
permeable, have a low water-holding capacity and are prone to erosion. They are low in
organic matter and clay content, thus have a low cation exchange capacity.
St. Kitts has a tropical climate characterized by a dry season from December to April and
a relatively wet season for the rest of the year. The average annual rainfall on the island
ranges from an estimated 3,050 mm in the higher elevations to about 1,295 mm in the
lower elevations. The south-east peninsula area has a much lower rainfall and
experiences drought and aridity. The mean daily temperature varies between 23ºC and
31ºC while the monthly evapo-transpiration varies between 123 mm for November and
173.6 mm for July. The island is within the hurricane zone and hurricanes normally occur
from July to November.
SITUATION ANALYSIS
The percentage contribution of agriculture to the GDP of St. Kitts and Nevis has declined
from 15.17 % in1982 to 5.52 % in 2002 (Table 1). This decline is mainly due to the poor
performance of the sugar industry and expansion in the other sectors. Sugar production is
facing its greatest challenge for survival as a result of increasing costs and declining
markets. The biggest contributors to GDP are tourism and manufacturing. These two
sectors’ contribution to GDP amounted to 10.4 % and 7.9 % respectively in 1999 with
tourism becoming the major source of foreign exchange earnings.
11
Table 1. St. Kitts and Nevis annual percentage contribution of selected commodities
to GDP
Economic Activity
1982
1987
1992
1997
2002
Sugarcane
8.69
4.78
2.90
3.40
2.21
Crops (Other)
2.35
1.49
1.22
1.16
1.12
Livestock
1.84
1.03
0.97
0.57
0.58
Forestry
0.07
0.07
0.08
0.08
0.08
Fishing
2.22
2.15
1.82
1.63
1.53
Total Agriculture
15.17
9.52
6.99
6.84
5.52
Sugar (Manufacturing)
6.16
3.21
2.01
2.36
1.42
Source: St. Kitts Statistical Division/ECCB 2002 Provisional Data
Vegetables, root and tubers are grown on holdings that are up to 8 hectares in size. Crop
farming is dominated by small farmers with average holdings of less than 1.0 hectare and
a few larger farms of holdings that are greater than 5.0 hectares. The crops cultivated
include pumpkin, carrot, watermelon, cucumber, tomato, sweet pepper, string beans,
onion, white potato, sweet potato, dasheen and yam. Vegetables tend to be grown in the
higher elevation while peanuts are grown at the lower altitude. Significant amount of
sweet potatoes is grown in fallow with sugarcane by workers of SSMC. The domestic
annual demand for these crops ranges from 550,000 kg for white potato to 45,000 kg for
sweet pepper (Table 2). Local production of the major vegetables have fluctuated over
the 5 year period 1999 to 2003 with annual average production ranging from 142,000 kg
for W. potato to 15,000 kg for pineapple. However, a large amount of food is imported
into the country on a regular basis. The value of vegetables and fruits imported on an
annual basis is over EC$14M (Table 3).
Table 2. Estimated annual production of major crops for St. Kitts and estimated
annual demand for St. Kitts & Nevis (‘000 kg)
Crop
Cabbage
Carrot
Onion
S. Pepper
Tomato
W. Potato
Peanut
Pineapple
Watermelon
Yam
Est. Annual
Demand
110
110
275
45
110
550
100
70
150
72
1999
2000
2001
2002
2003
Average
149
55
37
13
90
211
42
25
60
5
54
55
50
32
50
160
59
17
59
3
44
64
5
18
73
130
25
20
70
11
49
101
17
40
94
111
38
5
70
22
82
104
28
33
119
100
30
10
101
21
75
76
27
36
67
142
39
15
72
27
Source: Department of Agriculture – St. Kitts 2003 Annual Report
12
Table 3. Value of food imported into St. Kitts & Nevis for 2001 – 2003
Commodity
2001
(EC $)
14,992,201
2002
(EC $)
15,053,549
2003
(EC $)
15,516,360
7,434,215
7,515,408
8,127,000
4,804,287
4,808,257
5,037,930
Cereals and cereal
preparations
Vegetables and fruit
10,916,290
10,901,697
11,393,730
14,762,988
14,091,853
14,435,820
Sugars, sugar
preparations and honey
Coffee, tea, cocoa,
spices
Misc. edible products &
preparations
Total EC$
2,675,068
2,661,803
2,538,000
1,631,162
1,650,820
1,861,110
14,144,646
11,485,278
13,347,990
71,360,857
68,168,665
72,257,940
Meat and meat
preparation
Dairy products & birds
eggs
Fish
Source: St. Kitts Statistical Division
The landscape of St. Kitts is characterized by a range of fruit trees found in the foothills
of mountains, along ghauts and the sides of mountain paths. Traditionally fruits have
been consumed seasonally by Kittitians but now there is a strong demand on a continuous
basis as persons become more health conscious. There is also a very strong demand in
the hospitality sector and opportunities exist for the export market.
In terms of established orchards, there is one main mango, citrus and avocado orchard in
Wingfield Mountain. Along with this 13 hectare orchard there also exists two smaller
mango orchards in Molineaux and Parsons that are managed by individual farmers.
Farmers are now planting more of the minor exotics namely carambola, guava, Indian
Jujube and wax apple with a small emphasis on the traditional fruits. There has been
renewed emphasis on the production of pineapples and a farmers’ association was
recently formed with the aim being to ensure production on a year round basis.
13
PROBLEMS

Limited access to water for supplemental irrigation continues to restrict significant
vegetable production to the first half of the year. As a result, surplus amounts of
vegetables are normally available during the first four to five months of the year with
shortages for the remaining months.

Monkeys have remained a major pest for many farmers and have caused some to
abandon their lands. Increasing incidence of stray/roaming animals has also become
a major problem for crop farmers often resulting in significant losses. Farmers are
also becoming increasingly exposed to an increasing incidence of praedial larceny.
This is creating frustration for affected farmers.

Inability to market products during periods of oversupply is frequently reported by
farmers during the first half of the year. Poor post-harvest practices and limited onfarm storage capabilities also increase crop losses.

Limited access to land for selected crops including peanut and white potato appears to
be restricting the production of these commodities. The expansion of fruit trees as
well as ornamental plants also appear to be restricted by unavailable land.
Some major constraints that are linked with food and tree crop production include the
following:
1. Absence of a functional central marketing unit
2. Limited water on farms
3. Increase in praedial larceny
4. Limited agro-processing capability
5. Poor maintenance of farm access roads
6. Absence of functional farmer groups
7. Limited farm labour
8. Crop damage caused by monkeys and stray animals
JUSTIFICATION / OPPORTUNITIES
The value for fruits and vegetables imported into St. Kitts and Nevis for 2003 was
approximately EC$14 million. Less than half of the domestic demand for vegetables is
met by local production. As a consequence, large volumes of vegetables that can be
produced locally are imported on a regular basis particularly during the second half of the
year. There is a clear opportunity for farmers to expand domestic production and to
explore new production methods.
Onion production has declined significantly over the past ten years while over 200,000 kg
are imported annually. Opportunities exist to revive onion production on a commercial
scale to meet the domestic requirement for at least six months of the year.
14
A very strong domestic demand exists for fruits but only a small portion of it is met from
local production. This demand appears to be increasing as people become more health
conscious and consume more fruits. Good market opportunities for fruits also appear to
exist in the nearby islands. Opportunities also exist for the development of agroprocessing using local fruits as the main portion of the raw materials.
The annual domestic demand for peanut is estimated at 100,000 kg per year while the
average yearly production is estimated a 39,000 kg. The production system is dominated
by farmers with 1-2 hectare plot and by farmers who were given the opportunity to utilize
SSMC lands for the rotation with sugar cane and peanuts. However, it is becoming a
problem to obtain land from the Corporation for peanut production.
The tourism sector appears to be expanding rapidly with corresponding increasing
demand for fruits, vegetables, flowers and ornamental plants. This sector requires high
quality products on a consistent and reliable basis.
Export market opportunities exist in the surrounding islands for a wide range of fruits and
vegetables. Further development of the Marketing Unit is required to facilitate trade of
local commodities in the sub-regional market.
Implementation of the strategic plan can lead to a decrease in importation of fruits and
vegetables, savings in foreign exchange, improvement of the nutritional status of the
population and an improvement of the standard of living in the farming population. This
improvement in the standard of living in the farming population should be able to attract
school leavers into the profession thus providing a window of opportunity for their
employment.
OBJECTIVES
General objectives
To facilitate commercial production of crops to ensure food security, foreign exchange
savings and sustainable development.
Specific objectives
1. To facilitate the expansion of 12 commercial and semi-commercial fruit tree
orchards
2. To increase pineapple production to meet the domestic demand
3. To collaborate in the strengthening of farmers associations
4. To reduce the West Indian Fruit fly population to the economic threshold level
5. To extend the period of production of the major vegetables from 6 months to 12
months of the year
6. To train farmers in improved agronomic practices and post-harvest technology
7. To increase farmer’s contact through frequent extension visits
8. To continue the development of the 2 outreach centers
15
9. To further develop the Estridge irrigated project
10. To facilitate the establishment of 4 irrigated farm settlements (Phillips, St. Peters,
Con Phipps, Fahies)
11. To penetrate 5 sub-regional markets with 2-3 commodities
12. To develop peanut production so as to meet local demand
13. To encourage private investment in land preparation services
14. To facilitate technology transfer and information sharing with the Department’s
clients and stakeholders using appropriate technology
15. To facilitate the development of floriculture
OPERATIONAL STRATEGY
The aim of the Crops programme is to provide an improved sustainable service to the
farming community. To implement such program the following strategies have been
proposed:
1. Fruit and Tree Crop
Fruit production is dominated by a few small orchards along with uncultivated trees in
the ghauts and foothills. Fruit trees are normally given limited care and consists
primarily of the traditional fruits. Within recent years minor exotic fruits including
Indian Jujube, Wax Apple and hybrid guava have been introduced and plants have been
established around the island. A strong unsatisfied market exists for locally grown fruits
but the current production methods are unable to supply the market in any significant
way. There is therefore a need to transform the traditional fruit and tree crop sub-sector
into vibrant commercial enterprises that are demand driven. Commercial farms would
therefore be developed and suitable land allocated to eligible farmers.
Special attention would also be given to the marketing of local fruits with the aim being
to develop a local fruit plate for sale in supermarkets and the hospitality sector. A
Kittitian fruit plate consisting of traditional fruits along with minor exotics should
become a norm in all hotels, restaurants and supermarkets. Fruits to be commercialized
would include sugar apple, custard apple, pineapple along with the minor exotics.
In designing a plan for increasing the availability of locally grown fruits on the market by
2009, implementation plans will be designed to achieve the following objectives.
 Increasing the productivity of Plant Propagation Unit
 Facilitating the expansion of 12 commercial and semi-commercial fruit tree
orchards:
 Increasing pineapple production to meet the domestic demand by 2009
 Development of control measures for the West Indian Fruit Fly
2. Extension of vegetable production from 6 months to 12 months
To increase vegetable production especially during the second half of the year, the aim
would be to develop irrigated farm settlements in areas where commercial farming
already exists. These areas would include Phillips, St. Peters and Fahies. Technical
assistance would be sought for the development of mini dams in the high rainfall areas.
16
Special attention would also be paid to the expansion of onion production. Lands would
be identified for onion production at the middle elevations in areas where above average
rainfall is received. Crop rotation with white potato and peanut would be practised in
these locations.
3. Water for Irrigation
The surface springs that currently supply domestic water are a potential source for
irrigation. It is proposed that at the national level, consideration be given to the further
development of ground water for domestic use and that surface water be made available
for agricultural development. This would facilitate the development of farms in the
middle lands where crop productivity is generally higher than at the lower elevations.
Potential sites for surface water use include Molineux/Phillips and Green Hill/St. Peters.
Some of the water currently made available for the sugar factor can also be diverted to
crop production if the industry ceases its manufacturing operation.
4. Marketing
In 2001 a marketing unit was established within the Department of Agriculture. This Unit
consists of a marketing officer and an assistant. The Marketing Unit is expected to play a
pivotal role in the development of local and export markets. The Unit will develop the
mechanism for coordinating the delivery of produce to major outlets including hotels and
supermarkets. For the period 2005-2009 the marketing unit will focus on the following:
 Provide market intelligence for farmers as well as hotels, restaurants and
service sector
 Develop a brand for local crops and meat products
 Development of an export market within the sub-region
 Facilitate and provide training for farmers in areas of trade and post harvest
technology
 Implement promotion campaigns for agricultural products
 Facilitate the movement of products from the farmer to the hotels and
restaurants
 Improvement in the handling area at La Guerite for agricultural commodities
5. Farmer Training
The training of farmers will be a major component of the operational strategy. Farmers
will be trained in improved agronomic practices, post-harvest technology, farm
management, good agricultural practices (GAPS), integrated pest management, irrigation
and soil conservation.
6. Technology generation and transfer
The adoption of new technologies such as the utilization of plastic mulch and the
development of green houses and other appropriate technologies will be transferred from
the researcher to the farming community by extension officers and the communication
unit. In the area of technology transfer, method and result demonstration as well as
farmers’ field tours would play an important role. The outreach centres would be used to
demonstrate improved production technologies.
17
7. Agro processing
The Department will work closely with the private sector so as to facilitate the
development of agro-processing enterprises. Technical support would be provided to
persons in the cottage industry so as to further develop the processing of local products.
8. Farmers’ organizations
A few fledging farmer organizations exist and appear unable to sustain themselves. To
develop and improve management of these groups, members will be exposed to training
in groups dynamics and the mechanics involved in the operation of a successful group.
9. Research
The La Guerite station is responsible for research in vegetable production, the sale of
vegetable seedlings and farm’s input to farmers. Efforts will be made to continue
providing farmers with the latest technology. Farmers will continue to be provided with
inputs and seedlings at an affordable cost. Efforts would also be made to further improve
the service to farmers to include the availability of seedlings to the general public on a
daily basis.
10. Island tree planting
The Department of Agriculture will collaborate with the Ministry of Environment in the
implementation of an island tree planting programme. The Department will be in a
position to provide technical support for the programme.
11. Floriculture
The Department will provide technical support to the entrepreneurs who are involved in
the horticultural business. Specifically, the Department will facilitate the identification of
land for private nurseries.
12. Stray animals
Due to increase livestock population there has been an increase in stray animals. To
minimize this problem crop farmers would be encouraged to consider fencing of their
plots.
13. Land Preparation
A major percentage of the land preparation services is being done by the Department’s
tractor. To improve the efficiency of land preparation, private service will be encouraged.
14. Human Resource Development
Personal development and the motivation of staff will be a priority. Staff will continue to
receive internal and external training in the areas of management and technical skills.
Every effort will be made to provide a comfortable working environment for each
member of the crops programme.
15. Peanut Production
To meet domestic annual demand for peanut it is proposed that at least 80 hectares be
established on an annual basis. There is a seasonal peak demand for Culturama and
18
Christmas. It is therefore proposed that 20 hectares be planted during the months of May
and October. Four hectares per month should be planted for the remaining months. Due
to the difficulty in accessing the require land, it is proposed that areas be designated for
peanut production as is currently done for white potato. Peanut production can also be
rotated with white potatoes and onions. Increasing productivity of peanut production
would also be a major focus. With regards to post-harvest handling, the necessary steps
would be taken to procure a dryer.
16. Agro tourism
Expansion of agriculture tourism linkages would be a major area of focus. The
Department would intensify its efforts to coordinate the supply of local produce to the
hospitality sector. Production of specific crops to meet the requirements of the sector
would be encouraged. A special feature would be the development of a local fruit plate
to be served in hotels and restaurants on a regular basis.
17. Maintenance of farm access roads
Previously farm access roads were maintained by the SSMC as part of their management
programme. However with the decline in the sugar industry, maintenance has diminished
and the level of erosion has apparently increased. This highlights the urgent need for the
development of a land management unit to assume the soil conservation role of the
SSMC and to implement mitigation measures.
EXPECTED OUTPUTS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
The domestic demand for vegetables met on a continuous basis
Increase production of tropical and exotic fruits
Availability of vegetable seedlings on a daily basis
Availability of fruit trees on a continuous basis
Improved marketing and post harvesting practices
Farmers adopted a commercial approach towards farming
Improved food safety practices
Export market for selected fruits and vegetables developed
Improved communication and marketing units
An improved extension service
An efficient integrated pest management in place
Reduction in the West Indian fruit fly population
19
IMPLEMENTATION PLAN
Each sub programme and unit will develop a detailed implementation plan
MONITORING AND EVALUATION
To monitor and evaluate work programmes the following will be instituted:
 Implementation schedule will be monitored so as to ensure that the respective
activities have taken placed (Table 4).
 Use will be made of monthly, quarterly and annual reports.
 Use of responsibility matrix.
20
Table 4. 2005 to 2009 Crops Programme Strategic Plan Implementation Schedule
Activity
Fruit and Tree Crop
2005
Increase productivity of plant propagation unit
Expand 12 commercial and semi commercial orchards
Expand pineapple production to meet domestic demand
Reduce W. I. Fruit Fly to economic threshold level
Vegetable Production
Further develop irrigated settlement
Develop surface water for irrigation expansion
Increase vegetable production up to 12 months per year
Specific crop expansion onion, peanut
Increase mechanization for selected crops
Marketing
Develop export market within sub region
Develop brand for local commodities
Expansion of agro-tourism linkages
Market facility improvement
Farmer Training
Training in selected areas
Introduction of new technologies
Develop farmer organizations
Research
Conduct station and field experiments
Floriculture
Provide technical support
Agro Processing
Encourage the expansion of cottage industries
Provide technical support
Human Resource Development
Training
Improve work environment
21
2006
2007
2008
2009
DEPARTMENT OF AGRICULTURE – ST. KITTS
STRATEGIC PLAN 2005 – 2009
4.0 LIVESTOCK DEVELOPMENT
ANTECEDENTS
The Department of Agriculture is charged with the responsibility for non-sugar
agricultural development. The development of the livestock sub-sector is a subset of this
responsibility. This is executed through the Livestock Programme of the Department of
Agriculture. To facilitate efficient management, accountability and control the Livestock
Programme has been subdivided into four sub-programmes each with a technical leader.
The four sub-programmes are as follows:
 Animal Health;
 Pigs and Poultry;
 Large Ruminants; and
 Small Ruminants.
These sub-programmes are supported by other units of the Department of Agriculture
including Engineering, Communication, Marketing and Plant Propagation.
The strengths, weaknesses, opportunities and threats to the livestock development
programme have been identified as follows.
Strengths
 Clear lines of responsibility
 Allows for staff initiative
 Good farmer/staff collaboration
 Good team work
 Reliability of abattoir
 Work progress monitoring system
 Excellent exotic disease monitoring
 Low cost animal health care
 On-going farmer training
Weaknesses
 Limited mitigating and recovery capability
 Shortage of trained staff
 Weak staff mobility and other transport vehicle
 Limited size of the Basseterre Abattoir
 Limited field testing capability for animal health cases
 Inability to effectively implement Tropical Bont Tick (TBT) surveillance
22
Opportunities
 Alternative use of sugarcane lands and machinery
 Availability of external germplasm
 Development of agro-processing enterprises
 Development of commercial farming
 Domestic and export markets
 Formation of livestock associations and Co-operatives
 Strong farmer interest
 Strong demand for quality livestock products
 Strong demand for value added products
Threats
 Destruction/damage by natural disasters
 Difficulty of farmers to access credit
 Part-time nature of farmers
 Disruption in travel/tourism
 Continual dog attack on livestock
 High cost of imported farm inputs
 Limitation in existing legislation
 Limited budget allocation
 Maintenance of the Sugar Industry
 Competition from other sectors for land
 Man-made hazards (war/terrorism)
 Introduction of foreign animal diseases into St. Kitts
 Resurgence of the Tropical Bont Tick
 Trade Liberalization
SITUATION ANALYSIS
Economic progress can be measured by the Gross Domestic Product (GDP). The
contribution of agriculture to the GDP has declined significantly over the years and was
less than 6% for the five year period from 1999 to 2003 (Table 5). During that period its
contribution declined from 5.24% in 1999 to 4.85% in 2003. However, the contribution
of livestock showed a marginal increase from 0.52% in 1999 to 0.59% in 2003. It is
important to note that while in general the contribution of the agricultural sector to the
GDP has declined over that period the contribution of the livestock sub-sector has
increased albeit marginally.
Table 5. St. Kitts and Nevis Annual Percentage Contribution of Agriculture in
general and Livestock Production to GDP
1999
2000
2001
2002
2003
5.24
4.52
4.91
5.52
4.85
Agriculture
0.54
0.35
0.49
0.58
0.59
Livestock
Source: St. Kitts Statistical Division and ECCB
23
If agriculture is to be given priority for the allocation of any resource including land, then
its level of contribution to the GDP must increase significantly. Specifically, the
development of the livestock subsector which is based on existing and projected market
demand requires much more land than crop production needs to make a significant
contribution to the GDP.
The total value of imported meat and meat preparation in 2003 was approximately EC$
15.5 Million (US$ 7.5 M). The importation of large quantities of meat and meat products
offers tremendous opportunities for increased local production and reduction in the
leakage of scarce foreign exchange. This drive will be dictated by the country’s ability to
produce sufficient quantities of these products and commodities (beef, pork, mutton) in a
competitive manner. There still exists a large gap between imported meats and locally
produced meats with the exception of beef as shown in table 6. The data shows that in
the years 2002 and 2003 local beef production exceeded importation. However, the
challenge still exists to substitute large quantities of imported meats and to sustain the
improved level of beef production.
Table 6. Annual livestock production and import data for St. Kitts and Nevis 1999 2003 (‘000 kg)
Product
1999
2000
2001
2002
2003
local
import
local
import
60.7 106.7 52.2 173.0
Total beef
167.4
225.2
51.7
178.9
39.1
209.8
Pork
Total pork
230.6
248.9
47.4 172.7 47.2 203.9
*Mutton
Tot. mutton
220.1
251.1
* Goat meat included with mutton
Beef
local
import
76.6 150.1
226.7
48.4 215.8
264.2
50.0 199.7
249.7
local
import
88.4 85.4
173.8
66.0 232.7
298.7
48.9 120.3
169.2
local
import
104.6 96.5
201.1
77.8 375.8
453.6
51.2 105.0
156.2
Source: Public Health Departments, Government Statistical Unit and Abattoirs
BEEF PRODUCTION
An opportunity exists for the replacement of a significant proportion of imported
boneless beef. The amount of beef consumed in 2003 was estimated at 201,100 kg of
which St. Kitts produced 83,200 kg (41%), Nevis produced 21,400 kg (11%) and
importation was 96,500 kg or 48% of the estimated consumption (Table 7). During
2003 the estimated cattle population in St. Kitts was 3,921 heads (Appendix 1) and raised
on an estimated 3,921 acres of land (2000 Preliminary Results of the Agricultural
Census). If an effort is made to produce the total amount of beef consumed in 2003
(201,100 kg), then 1,256 heads of cattle from a herd size of 3,000 breeding cows would
need to be slaughtered. In order to maintain a herd of this size 6,384 acres of good forage
land would be required.
Cattle production is dominated by part-time farmers who generally raise a few animals on
unimproved pastures. There are a few medium sized farms (50 to 100 heads) and one
relatively large farm that is operating in an open range system on the S. E. Peninsular.
The total number of cattle slaughtered annually has increased from 386 in 1999 to 657 in
24
2003 and beef production increased from 60,700 to 104,600 kg during the same period.
The current level of production cannot be maintained under the present farming system
and there is a need to develop commercial farms. It is proposed that a core group of fulltime and part-time commercial beef farmers be established to sustain a significant share
of the domestic market. It is also proposed that a full-time farm should gross at least
$6,000.00 per month. To achieve this gross sale, a farmer would be required to slaughter
6 cattle per month or 72 per year. To achieve this target, a herd size of 80 breeding cows
on 152 acres of land would be required. If 10 farmers were involved, then 720 heads
would be slaughtered producing 100,800 kg (221,760 lb) representing 50% of the
estimated St. Kitts and Nevis consumption in 2003. A herd size of 800 breeding cows
would be required to achieve this target and under our local condition, 1,520 acres would
be needed to raise these animals. A crude estimate of the needed resources to develop
one of these beef farms with 80 breeding cows is presented in appendix 2.
Table 7: Estimated local beef production, importation and consumption data for St.
Kitts and Nevis 1999-2003 (‘000 kg)
1999
2000
2001
2002
2003
local
import
local
import
local
import
local
import
local
import
Source
60.7 106.7 52.2 173.0 76.6 150.1 88.4 85.4
104.6 96.5
Est. Amount
167.4
225.2
226.7
173.8
201.1
Consumed
Prod’n by
Island
SKB
35.4
NEV
25.3
SKB
32.8
NEV
19.4
SKB
57.7
NEV
18.9
SKB
67.5
NEV
20.9
SKB
83.2
NEV
21.4
Source: Public Health Department, Government Statistic Unit and Abattoirs
MUTTON PRODUCTION (sheep and goat meat)
In 2003, the estimated amount of mutton consumed was 156,200 kg of which 105,000 kg
or 63% was imported (Table 8). Of the total local production Nevis produced an
estimated 26,600 kg or 17% of the domestic consumption and St. Kitts 24,600 kg or
16%. During 2003 the estimated small ruminant population in St. Kitts was 11,078 heads
that were raised on an estimated 1,430 acres of land. If the Federation was to produce
100% of the 2003 estimated consumed, then 13,016 animals would have to be
slaughtered annually. To achieve this output, a national herd size of 28,000 animals
raised on 3,500 acres of good forage land would be required.
An opportunity exists to increase mutton production to 60% of the amount imported in
2003 (105,000kg) which is 63,000 kg. Small ruminant farming is mainly undertaken by
part-time farmers who raise less than 100 heads of animals. A significant characteristic
of these farmers/livestock owners is their reluctance to sell except on special occasions.
There is only one large small ruminant farm and it is operated as an open range system on
the S. E. Peninsular. Significant increases in production would require the development
of commercial farms that are financially viable and are demand driven. It is estimated
that a viable enterprise should gross at least $6000.00 per month. To achieve this target,
a farmer would be required to slaughter 48 animals per month or 576 on an annual basis.
A flock size of 384 breeding females on 120 acres of good forage land would be required
to achieve this target.
25
It is proposed that a core group of full-time and part-time commercial small ruminant
farmers be developed to expand production. If ten farmers were involved then 5,760
heads would be slaughtered annually producing 65,454 kg (144,000 lb). A flock size of
3,840 breeding females and 1,200 acres of good forage land would be required to achieve
this output. A crude estimated of the needed resources to develop one of these small
ruminant farms with 380 breeding females is presented in appendix 3.
Table. 8: Estimated Mutton* Production, Importation, Consumption data for St.
Kitts and Nevis 1999-2003 (‘000 kg)
1999
2000
2001
2002
2003
local
import
local
import
local
import
local
import
local
import
Source
47.4 172.7 47.2 203.9 50.0 199.7 48.9 120.3 51.2 105.0
Est. Amount
220.1
251.1
249.7
169.2
156.2
Consumed
Prod’n by
Island
SKB NEV
20.5 26.9
*Goat and Sheep meat
SKB
19.1
NEV
28.1
SKB
19.9
NEV
30.1
SKB
18.8
NEV
30.1
SKB
24.6
NEV
26.6
Source: Public Health Department, Government Statistic Unit and Abattoirs
PORK PRODUCTION
Pork production has increased annually in St. Kitts from 27,000 kg in 2000 to 66,600 kg
in 2003 but has shown a marginal decline in Nevis from 12,100 kg to 11,200 kg over the
same period (Table 9). It is important to note that the increased pork produced is mainly
sold in the fresh market and that there is minimal penetration of supermarkets.
Interestingly the data shows that although local production of pork has been on the
increase imports have also been increasing. There has been an increasing demand for
pork products and this has generated a strong interest in pig production. In 2003, the total
amount of pork consumed was estimated at 453,600 kg of which 375,800 kg or 83% was
imported. To produce the total amount of pork consumed in 2003 (453,600kg) would
require the slaughter of 18,144 pigs annually from 2,268 breeding sows. During 2003 a
total of 3,316 pigs were slaughtered producing an estimated 77,800 kg.
Opportunities exist for farmers to significantly expand pork production. If one is to
target a gross of $6,000 per month from pork production and assuming a carcass weight
of 27.2 kg (60 lb) and sold at $5.00 /lb, then a farmer would be required to slaughter 20
heads of animals per month or 240 annually. A 12-sow unit would be required to achieve
this target. If 25 farmers were to be in operation, then 6,000 heads would be slaughtered
producing 163,636 kg (360,000 lb) annually representing 36% of that imported in 2003.
Achieving this level of output would require 300 breeding sows.
The main challenge for increasing pork production is not related to the availability of
large areas of land but instead to the penetration of supermarkets and hotels. It is
therefore critical that the housing, feeding and sanitation of pigs to target these markets
be given high priority. A crude estimate of the needed resources to develop one of these
pig units with 12 breeding sows is presented in appendix 4.
26
Table 9: Estimated Pork Production, Importation, Consumption data for St. Kitts
and Nevis 1999-2003 (‘000 kg)
1999
2000
2001
2002
2003
local import local import local import local import local
import
Source
51.7 178.9 39.1 209.8 48.4 215.8 66.0 232.7 77.8 375.8
Est.
230.6
248.9
264.2
298.7
453.6
Consumed
Prod’n by
Island
SKB
37.5
NEV
14.2
SKB
27.0
NEV
12.1
SKB
37.8
NEV
10.6
SKB
54.9
NEV
11.1
SKB
66.6
NEV
11.2
Source: Public Health Department, Government Statistic Unit and Abattoirs
ANIMAL HEALTH UNIT/CARIBBEAN AMBLYOMMA PROGRAMME (CAP)
In an effort to realize the goal of the livestock programme the Animal Health Unit will
have to play a pivotal role. The Unit currently operates with a skeleton staff which
includes the CAP surveillance and hot spot treatment teams. There exists a concern with
respect to response time to animal health cases and the inability of farmers to contact and
obtain the services of the Unit outside of normal working hours. An inability to supply
vital veterinary farm supplies on a regular basis is also a concern of farmers.
The recent decertification of St. Kitts from being provisionally tick free is cause for much
concern. Shortage of staff, irregular supply of recommended acaricide, poor animal
inspection and an inappropriately applied animal sampling method appear to have led to
this situation. Redoubling the efforts of CAP will be a major focus in an effort to prevent
the resurgence of the TBT and its associated disease, dermatophilosis. During the
planned period efforts of CAP would focus on providing the necessary resources to
prevent the resurgence of the TBT.
BASSETERRE ABATTOIR
Though a very reliable unit in the past, the abattoir is unable to efficiently cope with the
demand to slaughter increasing number of animals. This has signaled the need for
improvement and expansion in all aspects of the abattoir. The three main areas that
require immediate attention are cold storage, meat transport and the lairage. In response
to the challenges demanded by the market, human resource development will also be a
priority in its overall development. The projected increase in livestock production would
not be achieved unless improvement and expansion of the abattoir is implemented.
BOURKES BREEDING UNIT
Bourkes Breeding Unit has a critical role to play in the development of the livestock
programme. The main roles that the Unit will perform are the conservation,
multiplication and sale of a pure breeding stock of sheep and the generation and
dissemination of production data. Also of fundamental importance would be its
development as a demonstration farm to show farmers what can be achieved under local
conditions. Hence, the further development of the Unit into a model farm will be given
priority.
27
CURRENT PROBLEMS
 Dog attacks and the resultant high mortality continues to adversely affect the
production of sheep and goat meat and has led to increased frustration among
small ruminant producers and severely negatively impacted production
 Limitation of existing abattoir to slaughter projected market demands of livestock
 Longstanding tradition of raising livestock as a part-time activity mainly to
supplement income
 Poor development and management of allocated lands
 Reluctance to form vibrant farmer groups
 Absence of production standards
STRATEGIC OUTLOOK
 Beef production
The development of commercial farms both full- and part-time will be the focus for beef
production over the next five years. The aim would be to establish 10 full-time farmers
with a total herd size of 800 breeding cows on 1,520 acres of land. These farms would be
expected to slaughter 720 cattle annually and thereby producing 100,800 kg of beef.
Farmers who currently operate medium size beef herds would be identified as the ones to
be developed as full-time commercial farmers. Part-time commercial farms would also
be developed with 20 to 40 breeding cows. Mechanised harvesting of forages would be
introduced so as to improve the efficiency of pasture management and to reduce the
drudgery of farming. Mechanised harvesting of forages would complement rotational
grazing. The farms will be developed in blocks so as to allow for the most efficient use
of machinery. The beef farms will be developed strategically to sustain the current
demand and projected increase for boneless beef.
 Mutton production
The development of commercial farms both full- and part-time will also be the focus for
small ruminant production over the next five years. The aim would be to establish 10
full-time farmers with a total flock size of 3,840 breeding females on 1,200 acres of land.
These farms would be expected to slaughter 5,760 heads annually producing an estimated
65,454 kg of sheep and goat meat. Farmers who currently operate medium size small
ruminants flocks would be identified as the ones to be developed as full-time commercial
farmers. Part-time commercial farms would also be developed with up to 100 breeding
females.
The system of production will be transformed through the use of mechanical forage
harvesters and the construction of dog proof areas. The animals would be restricted to a
specially constructed dog proof area that can be up to one acre in size. Forages will
therefore be harvested and brought to the animals in a dog proof area rather than allowing
the animals to graze freely on pastures. This system would be of benefit to small
ruminant farmers where production is constantly being adversely affected by frequent
and fatal dog attacks. Introduction of new breeds to upgrade the current flock would also
be implemented. The development of small ruminant commercial farms can be expected
28
to displace large quantities of imported mutton and possible develop into the export
markets.
 Pork production
The increase demand for pork has led to the proliferation of unorganized pig units around
the island. In many instances these units are unsightly because of poor sanitary practices
as well as rudimentary housing and feeding methods that are not recommended.
Moreover, the units are generally placed in areas where water is not easily accessible and
proper sanitary conditions cannot be maintained. Of particular concern is the issue of
food safety under those conditions. The main strategy for expansion of pork production
would require penetration of supermarkets and hospitality sector. The new outlook will
dictate that proper sanitation, housing and feeding is practiced for pig production taking
into consideration environmental protection mainly by the construction of soak-a-way to
handle wastewater.
Pig production sites would therefore be identified around the island. Minimum housing
and feeding standards would be established and enforced. To successfully penetrate the
supermarkets and hospitality sector, a core group of 25 part-time commercial farmers
each with a 12-sow unit would be developed. The realization of this plan will require
forging of relationships with supermarkets and the hospitality sector to determine their
specific requirements. The market for fresh pork would continue to be met by smaller
producers. Improved breeds would also be introduced to upgrade the quality of the
current stock.
 Animal Health Unit and Caribbean Amblyomma Programme
To efficiently execute the role of the Animal Health Unit, the activities will focus on
three main areas namely surveillance, ambulatory and regulatory. Additional technical
support staff will be recruited so as to achieve the desired operational level. In order to
improve the reliability of input supplies, a method would be developed to effectively
monitor and replenish veterinary farm supplies. A system that allows farmers to access
the services of the Unit irrespective of time will also be developed and implemented.
Collaboration among the Unit’s staff will be strengthened to enhance efficiency.
Greater attention will be given to CAP in its efforts to prevent the resurgence of the
Tropical Bont Tick. The surveillance and hot spot treatment teams will be strengthened
and the recommended acaricide procured. The Unit will also aim to develop an effective
dog control programme and will seek to have relevant legislation implemented.
 Basseterre abattoir
The abattoir would require refitting and expansion during 2005 if it is to meet the
projected increased demand for slaughter. A study to determine the expansion required
by the abattoir to meet the projected increased throughput would therefore be conducted
during the first quarter of 2005. Critical areas for expansion include lairage, cold storage
and transportation. It is projected that a new abattoir would be required in the next five
years.
29
Special attention would also have to be paid to enhancing the capacity of the staff.
Annual training for abattoir staff will therefore be implemented to achieve and maintain
the highest level of recommended practices. The required skills for an expanded abattoir
will also be determined and accessed.
 Bourkes Breeding Unit
The Unit will be transformed into an efficient and viable small ruminant model farm
where new production systems would be demonstrated. The unit will take a lead role in
systems demonstration while gathering and analyzing useful information that would be
made available to farmers. The Unit will also serve as a source for improved germplasm
including the Barbados Black Belly sheep.
The development of the small ruminant sub-programme will depend largely upon
Bourkes Breeding Unit. Existing at the unit is a pure line of Barbados Black Belly sheep
that will be conserved and multiplied. This is critically important as several countries
have tightened their grip on their animal genetic resources. This has led to difficulty in
accessing their germplasm.
 Livestock extension and farmer groups
Part-time farming dominates livestock production and this has posed a difficulty to access
farmers on farms for the delivery of livestock extension. In an effort to improve farmer
contact on farms a system will be developed to allow extension workers to visit farmers
during periods when they are available on their farms.
The reluctance of farmers to form vibrant groups limits their chances of accessing grant
funds. In an effort to encourage the formation of farmer groups, forums will be
organized where groups can congregate to discuss common ideas or challenges or where
persons are invited to speak to them. These groups will then be used as a means to
develop projects to access grant funds dubbed ‘creative financing’.
CONSTRAINTS
1. Absence of commercial farmers
2. Insufficient number of ruminant animals to realize market demands
3. Very low penetration of supermarkets for locally grown pork
4. Insufficient lands allocated to livestock development
5. Low management and husbandry skills of livestock farmers
6. Farmers difficulty to access available credit
7. Part-time nature of farmers
8. High degree of individualistic attitude
OBJECTIVES
GENERAL OBJECTIVE
To increase and market more locally produced meat products thereby increasing the
contribution of the livestock subsector to the Gross Domestic Product (GDP) of St. Kitts
and Nevis by the year 2009.
30
SPECIFIC OBJECTIVES
1. To develop commercial farmers
2. To produce 100,800 kg of boneless beef.
3. To facilitate the establishment of ten 125-acre commercial beef farm.
4. To facilitate the establishment of five 120-acre full-time commercial and ten 60acre part-time commercial small ruminant farms
5. To produce 100,000 kg of mutton annually
6. To identify and recommend suitable pig production sites around the island
7. To provide fodder trees and shrubs for pasture improvement
8. To secure a forage harvester
9. To facilitate the development of twenty five 12 sow pig production units
10. To produce 200,000 kg of pork annually
11. To conduct a minimum of four (4) farmer training courses each year.
12. To facilitate the creation and development of farmer groups
13. To provide an efficient and expanded animal health care service
14. To have established an expanded and properly managed animal health input
supply
15. To implement an effective TBT management programme
16. To introduce annual training for abattoir staff
17. To improve and expand abattoir facilities
18. To have establish an effective dog control programme
19. To develop a means of extension visits that is time flexible
GENERAL OPERATIONAL STRATEGY
Stakeholder participation/contribution in the development of clear objectives of this
strategic plan will be the engine for the realization of stated objectives. This will be
accomplished through the development and executing of annual work programmes.
In an effort to provide effective monitoring of these annual work programmes month-tomonth implementation schedules will be developed and closely monitored through
monthly programme meetings and quarterly reports.
Other supporting Units of the Department of Agriculture along with regional and
international agencies will contribute to the implementation/operation of this livestock
development strategic plan.
Sustainability and environmental protection will be the watchwords for the livestock
development programme. An attempt to develop commercial farms and replace a
substantial amount of imported meat and meat products will be undertaken during the
planned period. The recommended allocation of lands for livestock production will be
influenced by farmers’ ability to develop commercially viable livestock enterprises. The
development of these enterprises will take into account recommended practices to protect
the physical environmental as well as preventing public hazards.
31
EXPECTED OUTPUTS
1. Development of 15 full- and 45 part-time commercial farmers
2. 100% demand of boneless beef met
3. Ten 120-acres commercial beef farms established
4. Adequate farm input available at all times
5. Vibrant farmer groups operational
6. Pool of ‘trained’ farmers increased
7. Improved animal health care services
8. Expanded and properly managed animal health input supply established
9. TBT provisional free status regained
10. 60% of imported mutton achieved
11. Five 120 acre and ten 60-acre commercial small ruminant farms established
12. Trained abattoir staff
13. Abattoir facilities improved and expanded
14. Dog proof production systems for small ruminants introduced
15. Designated area for pig production sites identified island wide
16. Construction of twenty five 12-sow pig production units
17. 50% demand for pork met
18. Well developed pastures with grass and legumes
19. Fresh local pork sold in supermarkets
20. Better organized herds
21. Mechanical harvesting of forages introduced
22. Increased farmer contact on farms
IMPLEMENTATION PLAN
An implementation schedule showing the main areas of intervention during the planned
period (2005 to 2009) for each of the four sub-programmes is provided in Appendix 5.
Also included is the expected time to achieve the expected outputs.
NEEDED RESOURCES
If this strategic plan is to come to fruition then allocation of the necessary resources must
be done in a timely manner to effect the expected outputs with the
stipulated/predetermined time periods. This means that action must be taken to provide
the human, physical, technical and financial resources that would be required.
MONITORING AND EVALUATION
A 5-year implementation schedule for 2005 to 2009 will guide the overall livestock
development plan. The schedule is a reflection of the objectives needed to achieve the
general objective of the programme. Each subprogramme individual work programme
and implementation schedule will be the window to determine if the overall objective is
been achieved. Status of these work programmes will be monitored by monthly
programme meetings and quarterly staff meetings.
32
APPENDICES
Appendix 1: Estimated livestock numbers in St. Kitts for 2000-2003
Year
Large Ruminant
Small Ruminant
2000
3,807
11,265
2001
3,903
11,303
2002
3,957
11,437
2003
3,921
11,078
This information was estimated using the following technical co-efficients:
1. Opening stock 2000 agriculture census
2. 50:50 ratio, bull to cow and ewe to ram
3. 35% of females were in reproductive state
4. Slaughter numbers were collected from Public health Department
5. The mortality rate, large ruminant 5% and small ruminant 10%.
Note:
1.
2.
There was not a large increase by natural progression over the years.
Increased market demand for local meats has resulted in a reduction of the national herd which is a
concern for food security.
Appendix 2: Crude estimate to establish a 120-acre beef farm with 80 breeding cows
Item
Number
Unit cost
Total cost
Barbed wire (rolls)
500
$75.00
$37,500.00
Tee post
500
$15.00
$7,500.00
Water pipe and trough
$1,500.00
Chute
$3,000.00
Total
$ 49,500.00
Assuming that a loan of $49,500.00 with an interest rate of 8% to be paid over a 7 years period.
49,500.00- loan amount
27,270.00- interest
77,620.00 total/ 84 months
$924.04 /month
33
Appendix 3: Crude estimate to establish a 60-acre small ruminant farm with 380
breeding ewes/does
Item
Number
Unit cost
Total cost
Barbed wire (rolls)
200
$75.00
$15,000.00
Tee post
200
$15.00
$3,000.00
Water pipe and trough
$1,500.00
Night pen
1
$5,000.00
Dog Proof area
$7,000.00
Total
$31,500.00
Assuming that a loan of $31,500.00 with an interest rate of 8% to be paid over a 7 years period
31,500.00-loan amount
17,640.00-interest
49,140.00- total/ 84 months
$585.00/ month
Appendix 4: Crude estimate to establish and produce a 12 sow unit
Item
Number
Unit cost
Total cost
Pig pen
1000 sq. ft.
$40.00/sq. ft.
$40,000.00
Feed
138,240 lbs.
$0.50/lb.
$69,120.00
Total
$109,120.00
Assuming a loan of $109,120.00 with an interest rate of 8% to be paid over a 10 years period
109,120.00- loan amount
61,107.20-interest
170,227.20-total/120 months
$1,418.56/ month
34
Appendix 5. 2005 to 2009 Livestock Programme Strategic Plan Implementation Schedule
Activity
Develop commercial farmers
2005
Produce 100 % Boneless beef
Establish ten 120 ac beef farms
Farmer groups supplying inputs
Enhancement of farmer groups
Farmer training
Improved and expand AH care
Expand & improved AH input supply
Establish ten 60 ac SR. farms
Produce 60% of imported mutton
Annual training for abattoir staff
Improvement in abattoir
Effective dog control programme
Dog proof systems small ruminants
Establish Pig production sites
Market local pork in supermarkets
36% of imported pork achieved
Pasture development
Better structured herds
Mechanical harvesting of forage
Bourkes developed as a model farm
Increased farmer contact on farm
35
2006
2007
2008
2009