support prices when they are too low to amortize investments in production. In that way, thefund would provide a hedge against investors’ risk <strong>of</strong> fluctuations in world oil prices.A funding mechanism along these lines would not have to be built in <strong>Jamaica</strong> from scratch. Thecountry already counts on the Development Bank <strong>of</strong> <strong>Jamaica</strong> and the Agricultural SupportServices Project, institutions that could play key roles in establishing and administering it.Feedstock and Electricity PricingTwo issues that arose in the formulation <strong>of</strong> the bi<strong>of</strong>uels policy were pricing arrangements forsugar cane produced by independent farmers and for independent power exported to theelectrical grid by processing installations. Although the feasibility study could estimate thecosts and benefits <strong>of</strong> bi<strong>of</strong>uel production, such an analysis cannot readily determine how theachievable benefits should be divided among interested parties. For example, the studyestimated that, at least in the case <strong>of</strong> cogeneration at one <strong>Jamaica</strong>n sugar mill, a price <strong>of</strong> $0.15per kWh for cogenerated electricity would result in an annual return <strong>of</strong> approximately 15percent. The study also estimated that the value <strong>of</strong> electricity to the national grid, expressedas avoided cost, was between $0.20 and $0.25 per kWh. Whether a return <strong>of</strong> 15% is sufficientto result in equity being invested in a new bi<strong>of</strong>uel cogeneration plant, and how the potentialnet benefit <strong>of</strong> $0.05 to $0.10 per kWh should be distributed among the investor, the utilityrate payer, and the public service company remains to be determined, presumably throughnegotiations among prospective producers, <strong>Jamaica</strong> Public Service, and the Office <strong>of</strong> UtilityRegulation.Similarly, cane prices paid to farmers by sugar mills have been based historically on theproduction <strong>of</strong> granular sugar and do not reflect any additional benefits associated withbioethanol or energy sales. As the sector become more multi-product oriented, a moresophisticated payment model will be needed to incentivize farmers to provide sugar mills withfeedstock that maximizes overall value. These pricing arrangements will require negotiationbetween the cane growers and the sugar mill estates and possibly others.Finally, the study estimates based on Brazilian experience that biodiesel from plants likecastor, and by extension jatropha, are unlikely to be produced economically without someform <strong>of</strong> subsidy. Such a subsidy may be justified as a means to slow urban migration or as an<strong>of</strong>fset against other costs associated with rural poverty. How such a subsidy, if justified, mightoperate, and at what level is another feedstock price-related subject for agreement among thegovernment and other parties involved in any prospective biodiesel industry.An expanded bi<strong>of</strong>uels task force could play a key role in identifying the parties, bringing themtogether, and providing a neutral forum for resolving differences and reaching agreement onhow to distribute the benefits <strong>of</strong> bi<strong>of</strong>uel ventures. The result would be to enlist thecooperation <strong>of</strong> all parties, so projects can move forward.110
Project ImplementationTask Force activities will focus on establishing the basis for project implementation andfacilitating ensuing activity, which will be largely led by the private sector. If the feasibilitystudies’ results are positive, pricing negotiations are successful, public support is forthcoming,and a financing mechanism comes into being, project developers should be in a position tomove forward with major investments in bi<strong>of</strong>uel facilities. The next steps would include finalcontractual and financing arrangements, detailed design and bid preparation, site preparation,facility construction and shakedown, and commencement <strong>of</strong> operation.<strong>Jamaica</strong> Bi<strong>of</strong>uel Implementation ScheduleYear2011 2012 201320142015Quarter 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4<strong>Bi<strong>of</strong>uels</strong> Task ForceAppoint coordinatorExpand membershipElect chairSelect feasibility study targetsOversee feasibility studiesInputs to technology surveillanceMonitoring and new program initiativesTechnology SurveillanceContinuing agronomic studiesExpand SIRI RoleTechnical ExchangesGrant-supported university researchFeasibility StudiesGather data; confer with ownersDesign systemsEstimate costs and revenue requirementsAnalyze feasibility<strong>Report</strong> resultsFinancing MechanismsExplore interest with investorsDevelop legal frameworkIssue securitiesMake loans to project developersOngoing management; price stabilizationPricing NegotiationsElectric powerCane feedstockVegetable oil/oilseed feedstocksProject No. 1 ImplementationContracts and project structureFinancial closing; commitment to proceedDetailed design and specificationsSite preparationFacility constructionFacility operation beginsProject No. 2 ImplementationContracts and project structureFinancial closing; commitment to proceedDetailed design and specificationsSite preparationFacility constructionFacility operation begins111