Developing a cross-cultural program designed to equip, adapt and enhance agricultural knowledge.

1. Agri-Ponics International Developing a cross-cultural program designed to equip, adapt and enhance agricultural knowledge.

2. Why Agri-Ponics International? Agri-Ponics International’s purpose is to equip, adapt and enhance the transfer of knowledge through hands-on learning. 13.6% worldwide (925 million people) - are undernourished; a number that has been on the rise since 1995 Through the innovation of hydroponics, plants can be raised in nontraditional locations using PVC piping, water and can be harvested within 30-45 days, doubling or tripling produce output.

3. How is the Project going to proceed? Through community garden coop programs and veterinary sciences webinars, Agri-Ponics International will give how-to demonstrations and equip its International partners with emerging technology and best-practice efficiencies.

4. Tell Me More! A virtual training program will be established and designed to be replicated back in their homesteads, the jungle and mountain regions where virtual communication and Internet capabilities are limited to nonexistent. In remote regions, Agri-Ponics International will depend on the train-the-trainer model. Trainers will have recorded virtual video clips, DVDs, Power Point presentations and face-to-face trainings at their disposal.

5. Where is Agri-Ponics International going to pilot the project and Why? PERU 53% of Peruvians live in poverty with 1/3 living on less than $2.00 a day Peru is one of the richest countries in the world in terms of natural resources – gold, copper, lead, zinc, silver, iron, natural gas, and oil reserves – yet making a liviing is very difficult

6. Peru’s Cultural Clues Peru very high Uncertainty Avoidance (UAI) with a score of 87 – Try to mitigate or lessen perception of risk and sudden change. Peru low Individualism (IDV) score of 11 showing the society is Collectivist as compared to Individualist. Peruvian people feel comfortable in close physical proximity http://www.geert-hofstede.com/hofstede_peru.shtml

7. More cultural Clues of Peru • Tone of voice frequently used to express opinions or feelings • often unpunctual and show little concern for other people’s time • Prefer verbal information and instructions; although it may be available in documents, brochures, bulletin boards, or websites

8. Agri-Ponics International One-Year Action Plan • Recruit partners ID teams with relationships for best-practice collaborations. • Establish meeting schedule (timeline) for team. • Identify an international nonprofit to partner • Develop a wiki to create a web source for team members • ID modes of virtual communication tools • Create training site at World Vision headquarters in Lima, Peru • Develop virtual training video volunteers • Identify future Peruvian managers & farmers to attend training program • Work for own non-profit status • Secure accommodations, food, travel and educational needs training week . • Set up co-op network and inter-connect micro-financing • Identify post-Peru plan to replicate model in other parts of the world • Conduct survey of participants to understand adjustments • Adapt training model into a replication model • Create a communication plan back to stakeholders

9. US Cultural clues High Individualism (IDV) score of 91 = a more individualistic attitude, relatively loose bonds with others. Dimension of Masculinity score of 62 vs. world average of 50=preponderance of men dominating a significant portion of the society. Uncertainty Avoidance Dimension score of 46 vs. world average of 64 =society that with a greater level of tolerance for a variety of ideas, thoughts, and beliefs; fewer rules; does not attempt to control all outcomes and results. Long Term Orientation score of 29 vs. world average of 45 = much faster cultural pace, and US society spends less time reflecting and appreciating historical cultural trends. http://www.geert-hofstede.com/hofstede_united_states.shtml

10. Venezuela Cultural Clues High Power Distance (PDI) score with an 81 = high level of inequality of power and wealth within the society. Uncertainty Avoidance score (Peru 87, and Venezuela 76) =advantageous to investigate the various options and then present a limited number of choices. Venezuelans rate very high in the idea of particularism = belief that circumstances dictate how ideas and practices should be applied. Status is related to person’s age, gender and social connections. Potential conflict due to U.S gives status to people based on how well people perform their functions. http://www.geert-hofstede.com/hofstede_venezuela.shtml

11. The Agri-Ponics Team • Simon Cruz, The Green Farmer, Businessman (Peru) • Olivia Flores, Banco de Comercio, Agribusiness Banking Executive (Peru) • Jorge Pascal, Simon Boliver University, Biology Professor (Venezuela) • Elisha Sites, Heifer Project International, Co-Director and Missionary (Venezuela) • John Harris, State of Michigan DMV, Department Manager (United States) • Matt McAllister, Riverside HealthCare Foundation, Fundraiser (United States) • Alex Yasell, Allied Barton Security Services, Security Officer (United States) • Selena Escobar, Walt Disney World, Consultant (United States) • Universidad AutónomaAgraria Antonio Narro, Agronomy Professor (Mexico) • Sidney Clarke, Veterinarian, Acreage Owner (Venezuela) • Kent Hill, World Vision International, Sr. VP of International Business (United States) • James Pitaro, Walt Disney World/Disney Interactive Media Group, Co-President (United States)

12. Risk Assessment • Forces of Nature challenges of floods, drought, winds, and El Nino • Civil/Political Unrest Protests regarding labor and social issues have become common in Peru • Cultural Differences - be familiar with specific differences of the host country’s culture compared to their own regarding the roles people play in projects. • Communications & Virtual Training Regional locations will have Internet capabilities while the remote posts will have little or no access • Team Cohesiveness if members have no way to measure their performance as a team compared to similar organizations

13. So what? Why are we doing this?