Horticulture and Pearl Millet Value Chain Analysis (VCA) Study by United Purpose

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Horticulture and Pearl Millet Value Chain Analysis (VCA) Study

2018 December 2018

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Contents ACRONYMS & ABBREVIATIONS ............................................................... 4 ACKNOWLEDGEMENTS ............................................................................ 5 EXECUTIVE SUMMARY ............................................................................. 6 1

INTRODUCTION ............................................................................... 9 1.1 1.2

METHODOLOGY............................................................................. 13 2.1

LIMITATIONS OF THE SURVEY ............................................ 14

RESULT AND DISCUSSION (REGIONAL VALUE CHAIN MAPPING AND ANALYSIS) ...................................................................................... 15 3.1 3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.2 3.2.1 3.2.2 3.2.3 3.2.4 3.2.5 3.3 3.3.1 3.3.2 3.3.3 3.3.4 3.3.5 3.4 3.4.1 3.4.2 3.4.3 3.4.4 3.4.5 3.5 3.5.1 3.5.2 3.5.3 3.5.4 3.5.5 3.6 3.6.1 3.6.2 3.6.3 3.6.4 3.6.5

THE GAMBIA HORTICULTURE SECTOR ................................ 10 THE VALUE CHAIN APPROACH .......................................... 11

NBR VEGETABLE VALUE CHAIN PRODUCE, MARKETS AND ACTORS .................................................. 15 NBR Priority value chain produce .................................................................................... 15 NBR Detailed description of actors and their linkages .................................................... 20 NBR Analysis of the value chain activities and performance .......................................... 28 Sweet potato processing ................................................................................................. 30 NBR Value chain constraint and recommended solutions .............................................. 31 LRR VEGETABLE VALUE CHAIN PRODUCE, MARKETS AND ACTORS................................................... 36 LRR Priority value chain produce..................................................................................... 36 LRR Detailed description of actors and their linkages ..................................................... 40 LRR Analysis of the value chain activities and performance ........................................... 48 Sweet potato processing ................................................................................................. 50 LRR Value chain constraint and recommended solutions ............................................... 51 WCR VEGETABLE VALUE CHAIN PRODUCE, MARKETS AND ACTORS REGION ................................... 56 WCR Priority value chain produce ................................................................................... 56 WCR Detailed description of actors and their linkages ................................................... 59 WCR Analysis of The Value Chain Activities and Performance........................................ 66 Sweet potato processing ................................................................................................. 68 WCR Value Chain Constraint and Recommended Solutions ........................................... 69 URR VEGETABLE VALUE CHAIN, MARKETS AND ACTORS ............................................................. 74 URR Priority value chain produce .................................................................................... 74 URR Detailed description of actors and their linkages .................................................... 78 URR Analysis of The Value Chain Activities and Performance ........................................ 85 Sweet potato processing ................................................................................................. 87 URR Value Chain Constraint and Recommended Solutions ............................................ 87 CRR/NORTH VEGETABLE VALUE CHAIN PRODUCE, MARKETS AND ACTORS .................................... 94 CRR/N Priority value chain produce ................................................................................ 94 CRR/N Detailed description of actors and their linkages ................................................ 98 CRR/N Analysis of the value chain activities and performance ..................................... 106 Sweet potato processing ............................................................................................... 108 CRR/N Value Chain Constraint and Recommended Solutions ....................................... 108 CRR/SOUTH VEGETABLE VALUE CHAIN PRODUCE, MARKETS AND ACTORS ................................... 114 CRR/S Priority value chain produce ............................................................................... 114 CRR/S Detailed description of actors and their linkages ............................................... 119 CRR/S Analysis of The Value Chain Activities and Performance .................................... 126 Sweet potato processing ............................................................................................... 128 CRR/S Value Chain Constraint and Recommended Solutions........................................ 128

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

ANALYSIS OF VEGETABLE INDUSTRY ................................................................................................ 134 4.1 4.2 4.3 4.4 4.5

VEGETABLE PRODUCTION AND PROCESSING ............................................................................. 134 SITUATIONAL ANALYSIS........................................................................................................ 135 VEGETABLE VALUE CHAIN ACTORS, MARKETS AND TRADE FACILITATION ......................................... 136 VALUE CHAIN PROMOTION AND PRIORITY ACTIONS ................................................................... 137 VEGETABLE VALUE CHAIN PERFORMANCE ................................................................................ 138

OPERATIONAL FRAMEWORK ........................................................................................................... 140 5.1

PRODUCTION/PRODUCER LEVEL............................................................................................ 140

CONCLUSIONS .................................................................................................................................. 142

RECOMMENDATIONS....................................................................................................................... 144

REFERENCES ..................................................................................................................................... 145 ANNEX TABLE 1: INCOME/PURCHASING OF VEGETABLE CONSUMERS BY REGION .......................................................... 146 ANNEX TABLE 2: MILLET AREA AND PRODUCTION IN METRIC TON BY REGION 2013 â&#x20AC;&#x201C; 2017 .......................................... 147

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

AfDB

African Development Bank

AGIR

Global Alliance for Resilience Initiative

CILLS

Permanent Inter-State Committee for Drought Control in the Sahel

CPA

Country Programme Approach

CPCU

Central Projects Coordination Unit

Communication Strategy

DoA

Department of Agriculture

GAIMS

Gambia Agricultural Information System (GAIMS)

GLMA

Gambia Livestock Marketing Agency

GoTG

Government of the Gambia

ICT

Information and Communications Technology

ICT4D

Information and Communications Technology for Development

IFAD

International Fund for Agricultural Development

Information Management

NDP

National Development Plan

Knowledge Management

KMC

Knowledge Management and Communication

M&E

Monitoring and Evaluation

MOA

Ministry of Agriculture

MOHSW

Ministry of Health and Social Welfare

MTR

Mid-Term Review

NARI

National Agricultural Research Institute

NEMA

National Agricultural Land and Water Management Development Project

P2RS

Programme to Build Resilience to Food and Nutrition Insecurity in the Sahel

PSU

Project Support Unit

PMEL

Participatory Monitoring, Evaluation and Learning System

United Purpose

Value Chain

SDG

Sustainable Development Goals of the United Nations

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

This report was prepared by Tefa Global Solutions, a national Development and Management Solutions Consultancy firm. Overall leadership of the assignment was provided by Mr. Burang Danjo, Project manager United Purpose and Team. Our thanks and acknowledgement to those who generously contributed their time, knowledge and opinions to the assessment, as follows: -

Ismail Jarju, UP Programme Coordinator, The Gambia

Hon. Ousman Jammeh, Project Coordinator Bio-fortification project, UP Gambia,

Manfred Bojang of UP Gambia

Tefa affiliated data collector

Members of Producer and Marketing Federations at each region

Tefa support staff who painstakingly entered the data, many apologies for the stress caused

The vegetable value chain actors who patiently provided the answers to our queries

The donor partners especially the EUROPIAN UNION (EU) and the International Fund for Agriculture development (IFAD) for their support in funding this study

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Understanding of vegetable value chain in The Gambia is essential to increasing its efficiency and effectiveness. How crops are grown, crop selection, those involved in the production and marketing, and their relationship within the value chain, are a complex and often unpredictable modification of social, cultural and economic considerations. This study presents an analysis of actors and their connections in the horticulture sub sector in The Gambia with the objective of understanding these social and cultural factors, inform design of appropriate programmes to improve sustainable development of the sector particularly at the regional level. The emergence of global challenges such as climate change provide added complexity. Considering these factors, there is a fundamental underlying need for Gambian agriculture to be increasingly responsive to consumer and market needs in terms of produce quality, consistency and sustainable production systems linked to District, Regional, National and distanced markets. Horticultural production in the Gambia is undertaken by three distinct groups of growers: (i) commercial farmers with areas of between 5 and over 100ha using capital intensive means of production. (ii) Smallscale village-based communal farms of between 2 and 5 ha operated mainly by groups of women (the focus of this study). (iii) Individual small-scale vegetable gardens with an area less than 0.5 ha widely spread all over the country. These farms use very basic cultural practices with little inputs and between 70% and 80% of their produce are sold. The sector contributes between 4-1.5% of GDP and employs over 65% of the agricultural labour force and has great potential for import substitution, exports and foreign exchange generation. Despite the growth potential of the sector it is constrained by several factors including lack of access to markets both local and international, inadequate processing and marketing facilities and, seasonality of production due to poor production organization and land and water management systems. Production systems and extension services are still focused on food and nutritional security than market-oriented production. Thus, recent intervention in the sector are advocating for a shift to market oriented production. This change in production focus has resulted in some of the projects with components to develop sustainable vegetable value chain partnered with NGOs as in the Nema Chosso/UP partnership to develop a sustainable vegetable value chains in all the six-agricultural regions in the country. As a starting point in all such activities an assessment of the status quo is required to enable further comparison and determination of the incremental contribution of the project intervention. Hence commission of this study. The thrust of the assessment is to conduct a value chain mapping covering the six agricultural regions of The Gambia, NBR, WCR, CRR N/S, LRR and URR (plus activities in the Greater Banjul Area); including relevant value chains for the members of the marketing federations. The value chain mapping and analysis also show links of the chain from producers to the about 13 markets across the country and some in Senegal. The survey utilized both primary and secondary data gathering methods. Direct interviews reached about 960 respondents either has an individual producer and or as a focus group. About 240 of the totals were traders (wholesalers and retailers). The major constraints of the survey were the timing and lack of standard measuring unit at all segment of the value chain. Socio-cultural norms in crop

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

production also affected some of the crops traditionally termed as menâ&#x20AC;&#x2122;s crop being introduced to women towards food and nutritional security at household level. Vegetable value chains in the 7 regions are similar in terms main actors, marketing channels as well as constraints to value chain development. Most of the producers in the project target communities producing vegetables are women producing in externally supported gardens (climate proofed) except CRR south and therefore posed for market-oriented production and marketing with additional support envisaged under the partnershipincluding UP experience with Gambia is Good Project and position the in-development space in the country. There is very low level of organization/networking among actors such as producers, traders, processors etc. Between/across actors such as linkages between producers and input dealers on one hand and producers and wholesalers on the other. Wholesalers assume the responsibility of acting as an interface between producers and consumer market. This portion of the chain can be termed the riskiest segment of the chain and yet the most lucrative with both the highest cost and profit margin. However, there is good potential to increase their efficiency through three main actions infrastructure improvement (Access roads & storage); strengthening the regional Federations (production planning, collective marketing through a national Apex body); and linkage/formation credit schemes (value chain financing). There is still a huge gap between demand and supply for vegetable across the country signalling prioritization of supply side to reduce imports. Improved production technologies including provision of quality/improve seeds, pest and disease control, production planning and capacity building along these areas requires further support. Cost minimizing strategies (reduce acquisition and transportation cost of vegetables) as part of strengthening the federations will reduce price for consumers and increase purchases. and market expansion to distant local markets and international markets has the potential to improve standards, quality and enhance market-oriented production and marketing. The study also noted the apparent lack of linkages (horizontal and vertical) beyond informal linkages across all sectors in the vegetable and therefore recommend further strategies to enhance the linkages including, collaboration with GIEPA to finding international market for vegetable and linking women and youth vegetable producers with exporters. Major constraints hindering these approaches include lack of cold chains, insufficient market structure for storage and proper handling of vegetables. It must be noted that major production constraints highlighted by women vegetable growers are to be addressed through implementation of Nama Chosso/UP partnership. Limited access to the high-end domestic and the international market, due to information asymmetry, lack of storage facilities that weakened producer negotiation position. This shows that the farm gate price of vegetables can to be optimized with collective marketing envisaged with strengthened regional federations. The role and importance of vegetable processing in the vegetable value chain in the regions are limited because almost all fresh vegetable products from gardens are distributed and sold unprocessed compared to fruits. Leveraging on the processing training and provision of packaging materials will greatly improve the performance of the chain and the relative importance of processor to reduce wastage. Transportation and trade facilitation objective in a value chain is not been fully realized. Our traditional trade facilitators often perceived not to support the seamless flow of goods and services due to bureaucratic requirements and procedures, acting as a hindrance to the flow of goods and services.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Vegetable value chain performance for 2018 production season is satisfactory as all actors gained a positive profit. Seeds and fertilizers were the major cost items for vegetable producers accounting for 61% of the total cost of GMD15,123. Gross income for farmers stood at GMD 63,760 and a profit of GMD 48,637. National per capita vegetable production is about 1.11mt of assorted vegetable valued at GMD 19,215.00. This achievement is about 57% of the Nema Chosso target income of about GMD34,000 for women vegetable garden schemes. Regionally, all the regions where above 50% income target except for CRR/S with 37% income target achievement. URR and NBR regions performed better with 72% and 66% income achievement for women vegetable producers with an average annual income of GMD 24,293 and GMD 22,459 respectively. CRR/N and WCR women vegetable producers earned GMD 19,240/ 57% and GMD 17,867/ 53% of project income target. Wholesalers who are the major distributors of vegetable products supplying local retailers, restaurants and hotels and in some cases exporters. Their distribution mark-up range from 15-25% depending on the markets. This translates to about GMD6,900 to GMD7,600 per vegetable product handled on the average. Cost of vegetables sold/acquisition cost are the heaviest wholesaler investment, amounting to GMD557,849 (61%) of total cost. The same holds for retailers with the cost of vegetable sold as the main expenditure making up 89% of total cost at retail level. Input dealers and processors on the other hand, GMD 300,968 and GMD 34,421 at industry level.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

1. INTRODUCTION

km2

Population 1 300 growth rate 3.1% 60% land area 2 148564 40% Population in rural 1 2018 population Population in urban The Gambia is a small country located in the West Coast of Africa with a total land area of 11,300 square km, a population of 2,148,564 as of 2018 and growing at an annual rate of 3.1%. About 40 % of the population is concentrated in the urban areas while 60 % is living in the rural areas. The Gambia has been governed through democratic multi-partisan and enjoyed political stability since independence in 1964 until 1994. It is a member of many regional groupings such as ECOWAS and Senegalo-Gambian Secretariat among others.

km2

5580 arable land

Arable land actively used in agriculture

58% %

The total arable land area is estimated at 558,000ha and about 58% is cropped annually. It has a Sudano-Sahelian climate characterized by a short rainy season from June to October with savanna vegetation and forest cover.

Mean annual rainfall varies from 900 mm in the south-west to about 500 mm in the north-east. Mean temperatures vary from 14oC to 40oC and generally higher in the eastern part of the country. The country enjoyed a stable and broad-based macroeconomic performance and steady economic growth averaging 5-6 % per annum in 2007 and 2008. Domestic debt stood at 32.2 % of GDP with an external debt of about 133.6% of GDP in 2007. This has significantly reduced (50% of GDP) in 2008 as a result of the countries qualification to access the Highly-Indebted Poor Countries (HIPC) debt relief initiative in December 2007. This scenario has changed for the worst in the last decade of dictatorship with GDP growth at 3% in 2016. Poverty levels remaining unchanged in the past decade (the percentage of households living below the poverty line of USD $1.25 /day was 48.4 per cent in 2010 and 48.65 per cent in 2015 (NDP, 2018). The Agricultural sector remains undiversified, small scale and characterized by rain-fed subsistent farming. These limitations are prioritized in the NDP under priority 3, â&#x20AC;&#x153;Modernizing agriculture and

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

fisheries for sustained economic growth, food and nutritional security and poverty reductionâ&#x20AC;?. Horticulture offer a potential solution to the poverty reduction and improved food security through direct consumption and income generation.

1.1 The Gambia horticulture sector The evolving structures from pure subsistence to semi commercialisation and to some extent commercialisation of horticulture are a complex and often unpredictable modification of social, cultural and economic considerations. While the horticulture subsector had historically contributed towards improving the standard of living of farmers in The Gambia, the realisation of its importance has only been a recent occurrence. The increasing tourism sector provides added opportunities for these farmers to access the high value markets. While the scope for increasing food security and exports exists, the Gambian agriculture sector has challenges and opportunities which still remain unresolved. This section presents a historical overview of horticulture in The Gambia with the objective of understanding these social and cultural factors in order to contribute to effective design of programmes to improve sustainable horticulture production practices. Horticultural sector is currently contributing about 4.2% to GDP and employs over 65% of the agricultural labour force. Horticulture has always been an important source of rural income, employment and food. It directly contributes locally to food security and poverty alleviation. It also has great potential for import substitution, exports and foreign exchange generation.

4.2%

contribution of horticulture to GDP

horticulture labor force as percent of agriculture labor force

65% %

Despite the phenomenal growth potential of the sector it is constrained by lack of access to markets both local and international, the inadequate processing and marketing facilities and, seasonality of production due to poor production organization and land development were cited.

The draft ANR Policy 2017-2026 provide for the promotion of high-valued crops through the development of private sector horticultural enterprises and small-scale out-growers schemes to meet the increasing domestic demand and export market opportunities. Efforts will be geared towards strengthening of horticultural advisory/extension and research services and the establishment of a National Horticultural Development Authority (NHDA) to promote increased horticultural exports through aggressive horticultural export and investment promotion strategy to develop markets, storage and processing infrastructure and ensure quality control. Purposely supporting the National Export Strategy (NES) of GIEPA in a holistic manner to including a management information and feed back to the ministry for informed decision-making. This holistic approach to implementation of NES has the potential to address many of the horticulture value chain and market â&#x20AC;&#x201C;oriented production constraint.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Horticultural production is undertaken by three distinct groups of growers: (i) commercial farmers with areas of between 5 and over 100 ha using capital intensive means of production, usually with drip and sprinkler irrigation, who produce only for export with foreign ownership. The total area under commercial production is estimated at 1,000ha. (ii) Small-scale village-based communal farms of between 2 and 5 ha operated mainly by groups of women (a few including Banjulinding, Lamin and Sukuta which are 15 has in area). The production from UTILISED BY these gardens was initially COMMERCIAL intended to uplift the FARMERS nutritional intake of farm families, with 20%-30% for UTILISED BY home consumption; (iii) COMMUNAL GARDENS individual small-scale vegetable gardens less than UTILISED BY 0.5 ha in area widely spread INDIVIDUAL VEGETABLE all over the country.

5 to 100 ha 2 to 5 ha 0.5 ha

PRODUCERS

These farms use very basic cultural practices with little inputs and between 70% and 80% of their produce is sold. The government with support from development partners have instituted measure to increase horticulture production and marketing through value chain development for the last two categories of producers through project including the most recent ones pursuant to the GNAIP programs 1 and 3. The recent projects- GCAV project target area for vegetable production is 105 ha in 21 communities in WCR and NBR; FASDEP is to establish 125ha of vegetable gardens with at least 4 ha in size while Nema is to develop/establish 240ha vegetable gardens of not less than 5ha. An incremental 480ha approximately 350ha with a 75% achievement rate. These projects in turn are collaborating with NGOs and farmer organizations as implementing partners in an effort to develop viable market-oriented vegetable production linked to sustainable value chain development including strengthening micro enterprises/entrepreneurs and provision of market and market information. Funds were made available (matching grants and agricultural investment stimulation fund) to support value chain development. Implementing partners such United Purpose (UP) were tasked to assist with the Improvement of Horticulture Techniques for Market-Oriented Enterprises. This study is commissioned to provide information and data on the existing vegetable value chain that benefits women, rural communities, and improve food security and nutritional health in the country. It also recognized the fact that the long-term sustainability of the envisaged enterprises is anchored on the continues support that the government and reputable NGOs can sustain.

1.2 The Value Chain Approach In the recent years, there has been concerted efforts in the Gambia to approach agriculture development in the country using the value chain, an emerging paradigm in the country in development thinking and practice. The VC approach facilitates the spread of innovative solutions emerging from the field to a target audience of policy-makers, project designers and field practitioners.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

The mapping and analysis of horticultural value chains in six agricultural regions of the country is an important step to provide information and data on the existing vegetable value chain that benefits women, rural communities, and improve food security and nutritional health in the country. It also recognized the fact that the long-term sustainability of the envisaged enterprises is anchored on the continues support that the government and reputable NGOs can sustain. The scope of this assignment is to conduct value chain mapping and analysis for selected commodities – sweet potato, millet, African leafy vegetables (Amarantus, sorrel and cowpea) cabbage, onion, tomato, and hot pepper. The results of the value chain mapping and analysis are expected to:



Provide a visual and analytical representation of the value chain systems around the identified 6 commercial products, identifying business operations (functions), chain operators/service providers and their linkages as well as chain supporters within the value chain;



Quantify and describe each value chains in details by attaching numbers to the basic chain map including number of actors/service providers, the volume of produce or the market shares of particular segment of the chain; and



Conduct economic analysis of the 7 value chains by assessing the chain performance in terms of economic efficiency including determining the value added along the stages of the value chain, the cost of production, and to the extent possible, income of the operators. In addition, assessing the transaction costs, which are the cost of doing business, collecting information and enforcing contracts.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

2. METHODOLOGY The strengthening of womenâ&#x20AC;&#x2122;s marketing federations means that market conditions are understood with respect to quality and quantity demanded. We approached this assignment based on the information needs of the project, accordingly, three (3) aspects of value chain analysis have been applied in this assignment: 1. Value chain mapping: we systematically map the actors participating in the production, distribution, processing, marketing and consumption of the 7 products identified in the preceding pages. This mapping assessed the characteristics of actors, profit and cost structures, and flows of goods throughout the chain, employment characteristics, and the destination and volumes of domestic (and/or foreign sales). 2. Identifying the distribution of benefits to actors in the chain: Through the analysis of margins and profits within the chain, we determine who benefits from participation in the chain and which actors could benefit from increased support from either United Purpose or the Nema Project. 3. Examining the role of upgrading within the chain: Upgrading involves improvements in quality (and/or product design) that enable producers to gain higher-value or through diversification in the product lines served. We assessed the profitability of actors within the chain as well as information on constraints that are currently present. Governance issues play a key role in defining how such upgrading occurs. In addition, the structure of regulations, entry barriers, trade restrictions, and standards can further shape and influence the environment in which upgrading can take place. Possible forms of upgrading include: process upgrading, product upgrading and function upgrading. To provide us information, first, a desk study was conducted based on existing reports on horticulture in the Gambia. Also reviewed are the studies conducted by the Sustainable Trade Initiative, FAO, and CILLS. In addition, the National Agricultural Sample Survey (NASS) market price monitoring data on vegetable from both regular and weekly markets were also useful information and data source particularly on retail prices. Primary data was collected from both the federations and their membership, randomly selected by district and by region in the 6 rural administrative regions. The district level groups where than selected. Information on group membership were obtained from the Federations to enable sampling based on proportionality to size. Data on volume produced was segregated based on season and gender/youth for vegetable producers. Equal allocation was used for marketing participants with a quota of 10 respondents per market actor. A two level FGDs were conducted one for the Federation executives and another for the group executives give rise to a total 956 respondents 55% of which are vegetable producers Table 1.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Table 1. Number of respondents per region

TYPE OF QUESTIONNAIRE

CRR/N

CRR/S

WCR

URR

NBR

LRR

TOTAL

Producer

530

Wholesaler/retailer

120

Retailer

120

Input Dealer

Processor

FGD-Groups

FDG-Federation

157

150

167

163

152

956

TOTAL

A group of 2 enumerators per region were employed to collect the data after a dayâ&#x20AC;&#x2122;s training and pretesting and finalization of the questionnaires.

2.1 Limitations of the survey Selection of number of districts per region is biased by representation at federation level. Though 2 villages per district was followed as a rule, some of the villages are yet to be affiliated or just affiliated with the federation. As such, major vegetable growing districts/village such as Sukuta, Brufut, had no change of being included in the survey. Data collection was conducted at a time when vegetable production at a low season. Due differences in the units of measure (basket, pans, bags and heaps) most of the enumerators where not able to record as per questionnaire instruction. A separate survey was later commissioned to generate weights for units which also consumed longer time than anticipated.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3. RESULT AND DISCUSSION (REGIONAL VALUE CHAIN MAPPING AND ANALYSIS) This chapter describe Vegetable Value Chain (VC) in relation to demographic and geographic characteristics, chain actors (producers, processors, traders and transporters) products handled and related services including marketing and markets in each region. Due to the similarities between regions in terms of VC actors their functions and products/production technologies; service being performed with little specialization (production and marketing) analysis is based on regional variations rather than individual product chains.

3.1 NBR Vegetable value chain produce, markets and actors 3.1.1

NBR Priority value chain produce

In the North Bank Region, findings show that there are about 17 varieties of vegetables grown by producers namely Okra, Hot Pepper, Tomatoes, Egg Plant, Onions, Bitter Tomatoes, Sorrel, Bell Pepper, Cassava, Cabbage, Sweet Potato, Carrot, Amarantus, Cucumber, Cowpea, Lettuce and Morringa (Figure 1). Among vegetables grown, the 4 top vegetable crops widely grown were Okra attracting a score of 58 (63%) out of 92 growers in the region; 45 (49%) for hot paper; 42 (46%) for both tomato & eggplant while onions and bitter tomato scored 41 (45%) for both products.

COMMON VEGETABLES GROWN IN NBR Freq

Percent

Figure 1. NBR Common Vegetables grown in NBR

Crops that are preselected to form part of the value chain study for all the regions, which are African Leafy Vegetables (ALV) (comprising Morringa, Cowpea, Amarantus, and Sorrel/Roselle), attracted an average score of 42 (10.74%) of the total responses in the region. Sorrel is the most commonly grown among the ALVs grown by 28%, pearl millet 0 (0%) and Sweet potato 12 (15%) respectively out of 92 respondents.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Pearl Millet production is less common among women as millet is traditionally a male crop accounting for non-production figures. Nonetheless, Pearl Millet has huge potential in the region being a millet producing region. Two types of millet (Late Millet and Early Millet) are being grown in the region as in other parts of the country. Late millet which was the first widely grown millet with a maturity period ranging from 110-120 days. The early millet variety was introduced in response to draught and reduced rainy days attributed to climate change impact. Millet production has been declining in general due to change in diets, in favour of rice. The national per capita consumption of coarse grains is 58Kg compared to 117kg per capita for rice. As such, the importance of millet in the region decline from 51,185mt in 2012 to 12,995mt in 2017 representing a 55.2% decline refer to Annex Table 1 for more details. Recently pearl millet is also introduced as part of adaptation to climate change and food and nutritional security. This variety of millet is said to mature between 70-80 days and rich in ion and zinc. Some amount of pearl millet is being grown in the region with financial and technical support from United purpose Bio-Fortification Project. Thus, adoption of the pearl millet is an opportunity for the region to reach its 2013 millet production level in a relatively short period of time as millet production technologies are deeply enrooted in the farming system. Joint food security stakeholders (CILSS, WAMIS-NET/RESIMAO, Fews net, FAO, WFP & GoTG) February 2018 Market and Food security assessment mission to The Gambia reported an increasing millet stock over that of 2017 and the normal (averages of 5-year level) with increasing trend throughout. However, NBR NBR supply of cereals supply of cereals account for 60% of total in regional market supply of cereals in the regional markets and NBR cereal supplies are about 30% of cereal supply were sourced sourced from Senegal from Senegal. Over 50% of other food commodities are sourced form mainly from Senegal and Guinea.

60%

30% %

3.1.2 District, regional and national trends, market size, supply and demand gaps Supply of vegetable in the region comes from smallholder women vegetable producers, who either grow from group and individual gardens and imports mainly from Senegal and Europe. Ninety six percent of the respondents are members of Solicita Marketing Federation affiliated women vegetable growersâ&#x20AC;&#x2122; groups and they produces all kinds of vegetables. Eighty five percent (85%) of the producers sell their produce either directly or through wholesaler coming to their respective villages. Community or women gardens are the sites where 84% of the women produce their vegetables and 13% of them carry out production form both their own individual and group gardens. Many of the women respondent have been into vegetable production for 3 decades and with an average experience in growing vegetables is 9 years for the region. Vegetable production in the region is wider in the dry season. Nonetheless, year-round vegetable production is on the increase since 38% of the growers produce vegetables all year. Vegetable production in the region is wide spread in the dry season and lower in the rainy season, which mostly leads to scarcity and availability of certain vegetables in the rainy season (June to

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

October). Results of the study further revealed that in the region; vegetable production declined from 81.05mt during dry season to 48.25mt during rainy season production about 40.47% reduction. Yearly (both dry & rainy seasons) total production at 129,299kg (129.3mt) and representing 1.1% of the total national vegetable production of 12,000mt (FAO food Balance sheet 2010). Per capita production is estimated at 1.41mt for the region. The regional demand for vegetables is about 7,983mt in 2018, using a per capita consumption of 31kg per person per annum, indicating a 2% self-sufficiency in vegetable demand. Thus, leaving a large demand gap. The potential for increase production and productivity to bridge the gap supply gap is huge. At the technical level, reducing postharvest loses at the cross the value chain is critical together with availability of rainy season vegetable seeds, sensitization on the economics of a shift in labour allocation between competing crops and increase value chain efficiency through the Apex cooperative are recommended strategies. Postharvest loses at the production level are lower with an average of 6kg for non-leafy vegetables, while leafy vegetables can experience up to 15% losses. At the market level, the average loss is about 14.03% for all vegetables. Although vegetables are not staple food in the region; it is consumed in The Gambian diets as part of most stews to improve the dietary variety score and nutritional wellbeing of the population. Gross earnings from vegetable production in the region is valued at 2.1milion Dalasis, mainly earned during dry season production (63%). The weighted average price of the six most widely grown vegetables in the region ranged between D10 to D18 per kilogram.

3.1.3 Vegetable value chain distribution and marketing networks Six markets in NBR are considered major regular value chain markets of vegetable produce of smallholder farmers and include the formal markets of Farafenni, Kerewan and Barra on the one hand, and the weekly markets, called lumo, of Farafenni, Sare Pateh, Ndungu Kebbeh and Fass Njaga on the other hand. It is important to note that both the Farafenni formal and lumo markets are the most important markets in the North Bank Regions due to their proximity to the Senegalese northern border and lie along the trans-Gambia highway that stretches from northern to southern Senegal across the center of the Gambia. The functioning of these markets is competitive across all spectrum of channels/actors with minimal formal regulation. NBR regional markets are interlinked by wholesalers and other service providers who interface not only between the internal markets but also at interregional and national levels, thus bridging the demand and supply gaps in the region. According to the Economic Census 2014 there are 242 Wholesale and retail traders in the NBR; representing 5.2% of the total of 4,616 of these market agents. Only one (2.2%) of the establishment were in transportation and storage business was found in the region. The most common types of enterprises are those providing goods and services with were sole proprietorship, partnership and NGOs/Non-profit organizations accounting for 93.5%, 3.6% and 2.8% respectively Annex Table 2.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.1.4 Supply of vegetable Supply of vegetable in the region are mainly from women vegetable producers/gardens and imports mainly from Senegal and Europe. Women constituted 96% of all Solicita-affiliated groups producing all kinds of vegetable mainly for sale, accounting for 85% produced either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 84% produced their vegetables with few (13%) producing from both within own gardens and community/group gardens. Many of the women producers have been into vegetable production for 3 decades. The average experience in growing vegetables is 9 years for the region. Vegetable Growers producing production is usually in the dry season. However, vegetables year-round all year-round production is increasing with 38% of Vegetables the growers reporting all year-round production produced producing about 129mts in a year. year-round

38%

129mt

Input Usage among women vegetable gardeners is low, attributable to poor availability and high cost of inputs particularly on chemical fertilizers and pesticides. Majority (71%) applies chemical fertilizers; but these applications were usually below optimal quantities required to maximize production due to cost and timely availability of fertilizes. Agro-Ecology practices/climate resilient sustainable agricultural practices are the main practices for both fertilization and pest and disease control. Pesticides are applied only in above threshold pest infestation 22% of producers applied pesticides in such situations Figure 2.

Chemical fertilizers and pesticide usage 100 80 60 40 20 0 Yes

Total

apply chemical fertilizer

Yes

Total

apply chemical pesticide

Figure 2. Chemical fertilizers and pesticide usage

The vegetable seed sector is largely unregulated; thus, the government through the ministry of agriculture established the Seed Secretariat to be responsible for seed certification. Nonetheless, preservation of vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds; majority (78%) reported sourcing their vegetable seeds from input dealers while 18% received vegetable seed/cutting support from NGOs and Projects. Quantification of vegetable production reflects the subsistent nature of vegetable production systems among women groups throughout. Records keeping and production planning are at rudimentary stage, dictated by availability of seeds and working capital. There is an apparent lack of standard weights and measures at production sites coupled with self-consumption complicates quantification. Producers find it easier to recall in monetary terms (earning/loss) rather than the quantity produced which

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

depends on quantity harvested (whether first, second, third etc.) and unit of measure used for the harvest. Direct marketing by producers is another added dimension affecting prices received and total revenue from production. Thus, total quantity produced is calculated based on reported quantity produced including losses at production sites and during marketing as well as amount consumed. Total revenue includes only the marketed quantity a significant amount is consumed and but not valued. Vegetable production is mainly a dry season activity affecting availability at certain period in the rainy season (cyclical shortage). Vegetable production declined from 81.05mt during dry season production to 48.25mt during rainy season production about 68% reduction. Yearly total production is about 129,299kg (129.3mt). This represents 1.1% of the total national vegetable production of 12,000mt (FAO food Balance sheet 2010). Vegetable though not a staple food is consumed in The Gambian diets as part of most stews improving the dietary variety score and nutritional wellbeing of producers. Gross earnings from vegetable production is valued at 2.1milion Dalasi mainly earned during dry season production (63%), weighted average price is about GMD16 ranging from GMD 10 to GMD 18. African Leafy Vegetables (ALV) on the other hand, are produced in smaller quantities relative to other vegetables with Amarantus being the most popular accounting for 67.2% (186kg) of all ALV followed by sorrel with 32% (88kg). The rest in the ALV category accounted for less than a percentage point. Sweet Potato and Pearl Millet though produced in the region were not captured due to time of the survey, and the respondents (women) being majority in the sample. Table 2. Quantity of vegetables produced in kg, average prices and revenue

Production Season (kg)

Revenue

Dry

Rainy

Total

% Loses

Onions

58,207

34,647

92,854

598,950

356,518

955,468

Pepper (Hot)

5,040

3,000

8,040

90,418

53,820

144,238

Tomato

11,768

7,005

18,773

205,352

122,237

327,589

Cabbage

5,761

3,429

9,190

104,562

62,236

166,799

Sweet Potato

Pearl Millet

Sorrel

87.62

52.19

139.81

16,07

1,408

939

2,346

Moringa

2.07

1.23

3.30

186.07

110.84

296.91

2,990

1,679

4,669

Cowpea

1.24

0.74

1.98

Sub-Total ALV

277

165

442

4,451

2,652

7,103

Total/Average

81,053

48,246

129,299

6.03

1,295,227

770,971

2,066,198

Vegetables

Ave. Price/kg

Dry

Rainy

Total

African Leafy Veg

Amarantus

3.1.5 Vegetable value chain actors The actors along NBR vegetable value chain are similar to the other regions and comprising of 6 main stakeholders who are engaged in vegetable production, transportation, processing trading

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

(wholesalers and Retailers), input dealing and consumers presented in Figure 3. It shows the the close relationships between the different actors. Producers are at the center of the distribution chain. Transporters facilitate the flow of vegetables in regional markets, peri-urban and urban markets where revenues are higher than district and village markets. However, flow of vegetables within and outsider of the region is dictated by traders, mainly by wholesalers. These wholesalers are the major clients of the producers handling large quantities of vegetable for distribution. Transactions are mainly cash but occasionally, wholesalers may acquire vegetables from producers on credit. Due to transportation and labour pressure during rainy season, some form of collective marketing mainly between co-wives and relatives are observed.

NBR Map of vegetable value chain actors Input Dealers

Supplies inputs to producers mainly in cash bases- Small sole proprietorship with 3 basic inputs

Producers

Supplies to other actors directly or indirectly and also sells directly to consumersgroup based mainly women

Transporters

Carriers that provide the services of moving vegetablesbut mostly commercial passenger vehicles or truckers

Wholesalers / Retailers

Handles the aggregation and distribution functions. Performs import from Senegal

Processors

Transformed the product; buys from wholesalers and producers and sell it to consumersmicro/cottage types

Figure 3. NBR Map of vegetable value chain actors

The consumers of vegetables are mostly households using it as ingredients in their meals. This amount, though small and usually purchased daily from retailers account for a significant amount of the estimated demand for vegetables due limited hotels and restaurants in the region. Hotels and restaurants constitute the highest consumers of vegetables due variety of dishes they prepare thus purchasing large quantities of vegetable. Vegetable value chain in the region is constrained by lack of storage (cold chains); availability of storage is critical if the shelf life of vegetables is to be prolonged. However, information obtained during the survey indicate that no storage infrastructure exists at all levels in the chain. This needs to be addressed to avoid gluts and low prices in the markets.

3.1.6

NBR Detailed description of actors and their linkages

Input Suppliers: Key inputs in vegetable production comprise of compost, chemical fertilizers, seeds, pesticide and manure and garden implements and tools. The supply of these inputs is carried out by individual private enterprises found in reginal. There is only one major input supplier/import in the country, the Gambia Horticultural Enterprise (GHE), which supplies agricultural inputs including seeds, agro-chemicals and agricultural equipment, and also provides pest control services to small

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

scale farmers particularly in WCR. All the input dealers in NBR are relatively small, handling quantities of 2-3 products (seeds, fertilizers and pesticides). Many frequent weekly markets to increase sales volume, sourcing their inputs from KMC at GHE, from weekly markets and from Senegalese markets as well. The input sector is also largely unregulated; the seed sector is the only sector were the government through the ministry of agriculture, which established the Seed Secretariat for seed certification and regulation. For vegetables such as sorrel, amarantus and moringa, women preserve their seeds for planting in the following cycle but majority (78%) reported sourcing their vegetable seeds form input dealers while 18% received vegetable seed support from NGOs and Projects, notably for cowpea and fertilizer. Several forms of transactions occur at this level, mostly on cash bases though credit sales tied to crop circle is also available particularly with the like of GHE who participates at levels such as production, processing and distribution of inputs. Producers: Vegetable production is the number one economic activity of women where few men participate in the production in the region. They grow a wide range of vegetables mainly for commercial purpose as reported by 85% of the respondents. Community/womenâ&#x20AC;&#x2122;s gardens are the most popular production sites where 84% produced their vegetables with few (13%) producing from both own gardens and community/group gardens. Many of the women producers have been into vegetable production for 3 decades with an average experience of 9 years in the region. Wholesalers are the major clients of the producers who buy large quantities of the vegetables for distribution. Producers also sell directly to consumers in the village, district and regional regular and weekly markets to capture high prices in these markets as well as non-availability of wholesalers at the time of harvest. At the urban markets and weekly markets, producers also sell to retailers in these markets. There are opportunities to sell to processors, hotel restaurant owners and exporters directly in some regions. These opportunities make this type of actor the most dynamic and perhaps the most important in the vegetable value chain (see Figure 4).

Transporters: Vegetables once produced in the gardens are transported to the growersâ&#x20AC;&#x2122; house or directly to the market. Transportation therefore involves several modes depending on the level along the chain. Head load and carts are the usual mode of transportation from the gardens to the village by both producers and wholesalers. Vehicles are normally used for distant regular and weekly markets. There are no specialized/refrigerated vehicle for transporting vegetables; trucks and commercial passenger vehicles are the main mode of transporting vegetables thus increasing the losses along the chain. The quantity of vegetable spoiled in-between ranged from 5%-30% and constituted a significant cost component of the chain which is further discussed under the economic analysis. Traders: Wholesalers/Retailers are commercial agents who are involved in the buying and selling operations of vegetables. The activities of the wholesalers are the most important due to their strategic

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

location in the value chain, often referred to as middlemen (refer to Table 3 for detailed operations of wholesalers). The vegetables flow between the traders in the vegetable value chain which is presented in Figure 4. Market information also flows between producers, traders, and transporters, on what types and quantities of vegetables are available in the villages and regional markets. Price information also flows from traders, who relay prices of vegetables in the markets, to producers which signals are also transmitted to other actors such as processors and exporters. Market relationships exist between actors who buy on vegetables on credit between producers and traders, between different traders such as wholesalers and exporters. Table 3. Frequency and percentage of wholesaler activities Frequency of getting Supplies* Dry Season Freq. Percent 12 14.12

Period Daily

Rainy Season Freq. Percent 2 2.35

Weekly Every2Weeks

63 7

74.12 8.24

71 7

83.53 8.24

Monthly Total

3 85

3.53 100.00

5 85

5.88 100.00

6 21 1 28

21 75 4 100

Freq. 18 2 20

Percent 90.0 10.0 100.0

35 2 10 8 12 6 73

47.95 2.74 13.70 10.96 16.44 8.22 100

Clients of wholesalers* Wholesaler Assembler Retailer Processor Total Membership of a marketing group No Yes Total Assistance required by wholesalers* Credit Information Marketing Storage Training Transportation Total

*Multiple responses were allowed

The study revealed that 75% of wholesalers in the value chain purchase from producers and sell to retailers; 21% sold to wholesaler assemblers and very few sell to processors (Table 4). These actors collect from productions sites (spanning several villages) mostly on a daily basis regardless of season. Daily purchases are more frequent during dry season when supply is highest. There is a low level of organization among traders. Most (90%) are not members of any marketing association; but when asked if they would like to join any organization many expresses willingness to join. They seem to look up to organization for support in addressing marketing constrains such as infrastructure, market information and credit. Among the support needed credit top the list with 48% followed by training 16% and marketing and storage facilities 14% and 11% respectively.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Vegetable value chain map, North Bank Region Input Dealers

Producers

Transporters

Consumers

Processors

Hotels Wholesalers / Retailers

Restaurants

Markets Regular & Weekly

Imports

Figure 4. Vegetable value chain map, North Bank Region

Department of Agricultural Services NGOs/CBOs/MBFIs

………… ..

FAO

Indicates flow of Vegetables Indicates weak linkages

Retailers on the other hand are mostly women (65%) of respondents; they are always found in regular and weekly regional markets to handle smaller quantities, buying from wholesalers and producers on a daily basis constituting 68%. These group of actors are in retail business from a year to 33 years; average experience of retailers was found to be 12 years. They are informal operating as sole proprietorship and more than half 55% were not registered as a business belonging to no organized group. They handle from 2 to 6 vegetable products, purchasing from a bag to few pans weighing about 30kg on the average. They purchase 3.8mt of vegetables during the rainy season and about 6.4mt during vegetable season. Processors: Vegetables are mostly consumed raw as an ingredient for dishes. Industrial processing is gaining momentum. Processor associations are formed and being capacitated. Among the vegetables being processed ALVs are the most popular notably moringa and sorrel flower. These are processed into powder, juice and tea. Sweet Potato is another product easily processed and offers solution to some health-related issues and food security. It is consumed as a vegetable, boiled, baked or as ingredient in food and beverages. According to International Potato Center (https://cipotato.org/crops/sweetpotato/sweet-potato-processing-and-uses/), sweet potato has high

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. In the Gambia, there is a good market for sweet potato roots, leaves and vines which are used as planting material usually in the market at the onset of rains (June â&#x20AC;&#x201C; July) when the vines are in high demand commanding a reasonable price for producers. NBR is endowed with women processing plant in Njawara with the capacity to process sorrel flower either as dried powder or juice. Several groups reported being trained in food processing and preservation especially for cereals and fruits and 2 of the respondents (one from lower Baddibu and the other from upper Baddibu) were actually processing.

3.1.7 Service providers Besides these main actors within the value chain, government extension agents, NGOs, and other private sector entities and development partners are also pivotal to the proper functioning of vegetable value chain. These ancillary service providers can be categorized as support institutions and influencers/enablers. Although the government stimulates the agricultural sector growth, the stimulus packages most often than not are food and nutrition security focused than market and profits. In addition, the capacity of the government to respond is always limited due to insufficient capacity and budgets to improve and strengthen vegetable production and trade particularly with over-ambitious programs that leave no product behind. Prioritizing higher value vegetables for government support will hasten growth and enable systematic promotion of selected vegetable crops. The government institutions relevant in the provision of services to the sector are MOA, MOTRIE, MOF, MOR&I and MIICI. The Gambia Investment Promotion Agency (GIEPA) is also another key institution with the aim of supporting and increasing engagement with the private sector. Aside from few foreign private direct investment (RADVILLE Farms & M.A. Kharafi â&#x20AC;&#x153;Most actors refrain from and Sons) and GHE, a national farm into borrowing from formal financial vegetable production, processing and export private investment in the vegetable sector are institutions due to high interest minimal and absent in NBR. Cooperative ratesâ&#x20AC;? development among women producers and several community-based and NGOs such as Universal Concern are notable service providers in the vegetable value chain. Financial services provision in the region is largely informal though few commercial banks and a number of microfinance institutions exist; groups usually use these institutions for savings rather than credit sources due to the interest charged on borrowing.

3.1.8 Characterisation of markets/consumers: Three distinct markets can be recognized in region, each hosting specific modes of exchange. The weekly markets, or lumos, the assembly markets and the urban consumer markets each performing a specific and well-defined role in the commodity value chains including vegetables. In rural areas, most exchanges take place on weekly markets where unprocessed commodities are traded against manufactured goods. The lumos of a specific local area coordinate their schedules, each holding its market day in turn. They operate in relationship with an assembly market for grains, notably millet and other grains. These assembly markets, which host transactions between wholesalers, functions as an

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

interface with the exporters and urban markets. The urban market receives supplies from the assembly markets for local goods, and from the importers for imported commodities. Some markets combine functions, for example, assembly and supply to urban consumers. The trading network can be fluid in that some markets will grow in a very short period of time while others vanish with time each of these markets are described below. Weekly markets: Weekly rural markets are also called lumos in Gambia and in Senegal. They are at the start of the market chain for local commodities (millet cowpea and vegetables). The purpose of these weekly markets is to aggregate supply and demand in order to reach a critical mass that can trigger trading activities. Taxes in these markets constitute a financial lifeline for the local authorities. Weekly markets serve as both producer and consumer markets. During the harvest for grains and dry season for vegetables, the marketâ&#x20AC;&#x2122;s role is to collect locally produced products and to sell imported or manufactured goods to households. During the lean season, the weekly markets will adapt to function as a supply source for goods. Mobile traders (usually wholesalers), who operate in these markets in a given area, are the main actors. These mobile traders ensure the collection and dispatch of local products as well as the supply of imported and manufactured goods. Mobile traders operate in liaison with a nearby assembly market where traders restock and pass on goods collected on to the weekly markets. Sellers in weekly rural markets include producers and retailers.

Assembly markets: Assembly markets are the interface between weekly markets, urban consumer markets and the international market. Although assembly markets commonly have a peak in activity once a week, transactions take place every day on such markets. Assembly markets constitute bulk loads of unprocessed goods (grain, cash crops) from the supplies received from neighboring weekly markets. These bulk consignments are dispatched to urban consumer markets and to the exporters where available. Assembly markets also channel imported goods received from importers to weekly markets. This market is particularly important for grain and cash crop marketing than vegetable trade due to the perishable nature of vegetable and lack of cold storage. Urban markets: Urban markets meet urban area demand through supplies brought in through imports or from assemblers from the assembly markets; mostly within the weekly markets. These are markets where high volumes are exchanged daily. Wholesalers and retailers are active for a wide range of food products in such markets. Urban consumer markets can accommodate hundreds of retailers. Supply in these markets is abundant and diversified, due to consumerâ&#x20AC;&#x2122;s relatively high purchasing power and the large volumes that are traded. Supply and demand are especially diversified in the markets of capital cities that have a seaport and a sizeable demographic weight (Banjul, Serekunda and Brikama). Consumer markets of a smaller size also exist in food deficit rural areas such as Farafenni, Bwiam, Soma, Wassu, and Basse. Although these markets function as collection markets for a short time at the harvest, their main role is to meet consumer demand.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Table 4. Characteristics and functions of market types in the region

Markey type

Characteristics

Function

Weekly market (lumo)

Active once a week and dominated by the presence of mobile traders. Usually there are few traders, with weak demand, low product quality for fresh produce.

Collecting production during harvest time and meeting consumer demand during lean periods

Assembly market

Weekly frequency. Specialization of markets by commodity (for example, crops and livestock

Wholesale trade

Urban market

High volumes, diversified supply

Meeting consumer demand throughout the year

Consumers: There are 3 major ethnic groups namely Mandinka, Wollof and Fula. Other smaller ethnic groups found in the area are Jola, Serer, Manjago and Bambara in NBR. There is a strong extended family system which acts as an important social safety net and coping mechanism. Agricultural production and productivity are highly affected by salinity particularly in the upper Niumi and some parts of Baddibu. It has population of 219,979 people living in 7 districts known as North Bank Region. The 2009 MDG Assessment showed a poverty rates were higher in the rural than in urban areas (67.8% rural compared to 39.6% urban). The NBR poverty rate is slightly higher (69.8%) than the nation rate despite several government initiative to reduce poverty. Poverty is found to be higher among population working in the agricultural sector accounting for the large rural-urban disparity in the poverty rates (69.8 % in NBR compared to 39.6 % urban). Given this regional poverty profile, the demand for vegetables are small and on a daily basis; hotels and restaurants who purchase large quantities became the most important consumers of vegetables. This study also shows that the regional rely heavily on imported vegetable to meet the regional demand. The presence of wholesalers provide opportunity for market expansion to other regional and beyond national borders.

3.1.9 Economic analysis of vegetable value chain The economic analysis of the value chain involves the assessment of the chainâ&#x20AC;&#x2122;s economic efficiency. This includes determining what value is added along the stages of the regional value chain. Cost of production, and the income of operators. Transaction costs, which are the costs of doing business are limited to transportation, processing and fees/taxes, and labour; managerial skills are taken as part of the profit given the nature of business entities (sole proprietorship form of business). The costs, gross income, net income and cost/benefit ratio of different agents in the regional vegetable value chain are summarized in Figure 4. In NBR, the BCR is greater than 1 for all actors. is more profitable for wholesalers with a ratio of 2.80; at this level, average profit is GMD 54,783; followed by input dealers

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

making GMD 24,200. The wholesalers profitability comes from two angles, one cheaper farm gate prices and difference of about 10kg per bag of vegetables purchased and sold (e.g. at production sites the weight of a bag of cabbage 52Kg and at the market selling to retailers its 42kg per bag) this means that the wholesalers are gaining from the extra kilos and their margin per kg handled.

Wholesaler

Input Dealer

Retailer

Processor

Seed D600

Goods Sold D19,600

Goods Sold D25,700

Goods Sold D7,500

Goods Sold D4,600

Organic/CRSA D300

Transportation

Rent D5,500

Duties D6,500

Ingredients D3,900

Fertilizer D1,000

Containers D800

Transportation

Pesticides D450

Duties D7,580

Duties/Taxes D14,800

AVE COST

D2,700

D30,480

D52,800

D14,000

D8,500

GROSS REVENUE

D11,482

D85,263

D77,000

D26,748

D25,689

D8,782

D54,783

D24,200

D12,748

D17,189

COSTS

Producer

PROFIT

Econ Analysis â&#x20AC;&#x201C; North Bank Region

D2,500

D6,800

Transportation

D350

Figure 5. Economic analysis of vegetable value chain for North Bank Region

The least profitable segment of this regional vegetable value chain is at producer level, with each producerâ&#x20AC;&#x2122;s gross earnings of about GMD 8,782 on average annually. A significant improvement (82%) on without project intervention income of GMD 1,615 per annum for women groups. However, compared to the project target income of GMD 35,340 for women vegetable gardeners at completion this achievement represents about 25% signalling the magnitude of the task now shared with UP. The targets are predicted on increase in area under improved vegetable production and productivity accruing from improved management and supported by an effective value chain development and management. The study revealed that women vegetable gardeners might have been supported in many ways technically to improve production and productivity. Nonetheless, record keeping at the production level is yet to again momentum as produce are being measured with different units such as pan, basket, bag and bucket which units are not standardized. Thus, the challenge for UP is determination of change

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

in production/productivity in response to project target. For example, project target for supported gardens were projected to increase from 0.7mt/ha to 8.0 mt/ha for onion and from 0.8 mt/ha to 9.0 mt/ha for tomatoes. Likewise, for youth marketoriented gardens, the target productivity improvement â&#x20AC;&#x153;The challenge for UP is is twice higher compared to women gardens determination of change in (18.0mt/ha for tomato and 16.0mt/ha for onion). This production/productivity in approach, though difficult, is more stable than income response to project targetâ&#x20AC;? approach which depends on both production and market forces exogenous to the project and the partnership. It is highly recommended that through this partnership, a more diligent data collection on area and yield be instituted in the absence of or ineffectiveness of the M&EWG expected to keep a close tag on these parameters.

3.1.10 NBR Analysis of the value chain activities and performance 3.1.11 Key relevant quantitative and qualitative indicators Reference to the following links in the chain [Input dealers/producers/transporters/wholesalers retailers/producers and consumers and in accordance to the following products In order of most produced, Okra, Hot pepper, tomato, and eggplant in addition to the ALVs, Orange Flesh Sweet Potato (OFSP) and pearl millet, the key indicators form the basis for analysis: These are cost, value addition, yield/crop, average cultivated area per grower/crop, number of trips, cost per trip, unit of measure for both wholesale and retail sale, cost per unit of measure, types of crops processed, preference among others.

3.1.12 Value chain Analysis on external sources of competitiveness including its economic and social environments The regional supply falls short of demand for vegetables. This situation is further compounded by the inability of most growers to attach correct value to produce in the absence of garden records of cost of production to enhance price determination and production planning and coordination glutting the limited markets and dampen prices. This has, to an extent, made the value chain less attractive and vulnerable to the intrusion of external market competitors especially from the neighbouring sister country, Senegal. Other variables include the packaging cost not readily available on demand resulting in poor presentation of processed local products limiting access to supermarkets. Vendors from external sources are more business committed and oriented as opposed to our local producers and dealers. Quantification of vegetable production reflect the subsistence nature of vegetable production systems among women groups throughout. Record keeping and production planning are encouraged or adopted. Production, most often than not, is dictated by availability of seeds and working capital. There is an apparent lack of standard weights and measures at production sites coupled with autoconsumption which are not also quantified. Thus, undervaluing production and profitability. Producers find it easier to recall in monetary terms rather than quantity produced which depends on quantity harvested (whether first, second, third etc.) and unit of measure used per harvest can also be different

December 2018

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

for an individual producer. Direct marketing by producers is another added dimension affecting prices received and total revenue from production. Thus, total quantity produced is calculated based on reported quantity produced including losses at production sites and during marketing as well as amount consumed. Total revenue includes only the marketed quantity a significant amount is consumed and but not valued.

3.1.13 Value chain Analysis on technological capacity including the production system and utilization of inputs within the region Supply of vegetable in the region are mainly from women vegetable producers/gardens and imports mainly from Senegal, Guinea and Europe. Women constituted 96% of all Solicita (the regional producer and marketing cooperative) affiliated groups producing all kinds of vegetable mainly for sale accounting for 85% of produce sold directly or through wholesalers aggregating from different villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 84% of producers produce their vegetables with few (13%) producing form both own gardens and community/group gardens. Many of the women producers have been into vegetable production for 3 decades. The average experience in growing vegetables is 9 years. Vegetable production in the region is usually in the dry season however, all year-round production is increasing with 38% of the growers reporting all year-round production. Input usage among women vegetable gardeners is low attributable to availability and cost of inputs particularly chemical fertilizers and pesticides. Majority (71%) applied chemical fertilizers; these applications were usually below optimal quantities required to maximize production due to cost and timely availability of fertilizes. Agro-Ecology practices/climate resilient sustainable agricultural practices are the main practices for both fertilization and pest and disease control. Pesticides are applied only when pest infestation is above threshold. Twenty two percent of producers applied pesticides in such circumstances. The vegetable seed sector is largely unregulated; the government through the ministry of agriculture established Seed Secretariat responsible of seed certification. Nonetheless, preservation of vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds; majority (78%) reported sourcing their vegetable seeds form input dealers while 18% received vegetable seed support from NGOs, FAO and Projects. Support service providers such as GIEPA, Department of Agriculture through Horticulture Technical Unit and Food Technology Unit are the main government institution providing capacity building in both production and processing. Complemented by national and international NGOs notably, Action Aid International and United Purpose formally Concern Universal. The later have been particularly involve in helping horticulture sector development through appropriate technology transfer and practical vegetable marketing system culminating in formation of regional apex (SOLICITA Federation).

3.1.13 Economic analysis of performance on benchmarking along the different stages of the chain The economic analysis of the value chain involves the assessment of the chainâ&#x20AC;&#x2122;s economic efficiency. This includes determining what value is added along the stages of the value chain. Cost of production,

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

and the income of operators. Transaction costs, which are the costs of doing business are limited to transportation, processing and fees/taxes, labour and management are taken as part of the profit given the nature of business entities (sole proprietorship form of business) at different segments along the chain. The costs, gross income, net income and cost/benefit ratio of different agents in the value chain are summarized in Figure 4. In NBR, the BCR is greater than 1 for all actors. The chain is more profitable for wholesalers with a ratio of 2.80; at this level, average profit is GMD 54,783; followed by input dealers making GMD 24,200. The wholesalers profitability comes from two angles, one cheaper farm gate prices and difference of about 10kg per bag of vegetables purchased and sold (e.g. at production sites the weight of a bag of cabbage up to 52Kg and at the market selling to retailers the average weight of the same bag is about 42kg per bag) this means that the wholesalers are gaining from the extra kilos for their margin per kg handled.

3.1.14 Sweet potato processing Sweet Potato is another product easily processed and offers solution to some health-related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center https://cipotato.org/crops/sweetpotato/sweet-potato-processing-anduses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. It can also be processed as chips.

3.1.15 Sweet potato planting material vendors Sweet potato has been cultivated in the country from time immemorial in small scale usually at the back yard by men. However, its cultivation for food security was promoted by the government through the Ministry of Agriculture with the implementation of Rural Finance and Community Initiative Project (RFCIP) in CRR/N and CRR/S. As a vine, its stems are the planting material hence having a commercial value as such the estimated earning/economic benefit has been under- valued in this study. Sale of sweet potato vines occur mainly before the onset of rainy season between June and July when itâ&#x20AC;&#x2122;s available in both rural and urban markets.

3.1.16 Potential for existing commercial and community-based orange fresh sweet potato multiplication enterprises The question of to what extent the community-based orange fresh sweet potato multiplication enterprises can be sustainable will depend on the ability of schemes to manage the enterprises. Nonetheless, the potential to sustain multiplication as a business high in the country. The health and nutritional benefits highlighted above notwithstanding, there is likelihood that itâ&#x20AC;&#x2122;s processing into chips and the establishment starch and starch-derived industrial plants in the future are also likely. This coupled with use of vine as animal feed, the leaves as vegetables offer huge potential for the OFSP demand to increase and stimulate the value chain for OFSP. Realization of this potential will require investment in technical capacity and skills in its production and processing. Advocacy and sensitization on benefits of OFSP should be pursued.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.1.17 NBR Value chain constraint and recommended solutions North Bank Region vegetable value chain constraints like in other regions are multi-faceted and similar throughout the country. Addressing these constraints can improve the quantity and quality of vegetables. Characterized as having limited processing (mainly preservation techniques), absence of cold chain, involving small scale women actors (except for retailers and input dealers) with rudimentary productive asset such as buckets, watering cans, hand trowels, hand fork, spade, wheel barrow, hand sprayer, and motivated by lack of productive activity for women most of year (7-8 months) than business/ profit maximization, weak linkage (vertical) particularly at the lower level of the chain. It became a void that the marketing federations can fill). For this region absence of major processor, exporter (horizontal linkage) the producers can rally around and meet stands also hindered the uptake of weights and measures. Common household containers are the main measuring units used thus making quantity traded difficult to determine. Lack of market information, near absence of record keeping (limiting activity planning) further weakened the value chain. Socio cultural tendencies (ceremonies) of women vegetable producers affects their saving and investment capacity. With limited financial institutions (commercial banks in Barra and Farafenni) and weak microfinance institutions availability of loans for working capital revolves around the lowest level of credit and loan schemes (“oususu”) family, friends and traders which preclude investment in productive assets such as power tillers and improved processing machines. As a result, regulation of the vegetable value chains is absent or not enforced. Weak technical capacity makes it difficult for some actors to be independent of technical service providers coupled with “government should be the provider” attitude is among the challenges besetting vegetable value chain development and strengthening. The draft FAO Horticulture Master Plan 2015-2035 summarized lack of regulation as due to Institutions capacity challenge and stated that “for policy advice, investment, information, research, marketing and extension are limited in resources to perform their expected tasks. “Weak technical capacity and Research and farmer extension linkages are limited ‘government should be the to adhoc projects and not programmed or provider’ attitude among the widespread to provide needed inputs to challenges besetting commercialise and modernise smallholder development” activities in the sector”.

3.1.18 Production level constraints At production level, depending on the level of support from partners (GoTG, NGOs/CBOs) revolves around the following constraints summarized in table 4; common among these constraints sited by vegetable producers were poor fencing, water availability, inadequate and limited quality inputs, pest and diseases infestation. Low productivity and low farm gate prices for vegetables as well as lack of storage are discouraging vegetable producers. Availability of buyers and limited wholesalers’ capacity and lack of markets in the communities in the region were among the common production constraint highlighted representing (see figure 6). Inadequate policy and farm to market roads have been noted throughout the study area, coupled with women access to land and land tenure system and inadequate skilled and competent human resource are also notable constraints reported for the region.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Table 5. Summary of constraints and solutions

Constraints

Recommendations

Water, fencing and fertilizer, seed, insecticide and garden implements

Government and donor support for equipment and improved fencing. Private entrepreneurs to supply timely inputs with subsidies.

Storage facility

Assistance from government, donors and NGO's

The wells are deep and using rope is not good for health

Support to purchase and install pumps in the wells

Market and transportation

Improve village market provide refrigerated transports to explore distance markets.

Capital

Link with projects, MFIs and NGO's to support provision of walking capital with ease.

Recent government and partner efforts at promoting market-oriented vegetable production are geared towards addressing most of these production constraints through development/improvement gardens infrastructure and watering systems. The challenge remains the sited general constraints to be addresses in a systems approach leveraging on related interventions such as adult literacy and numeracy; commodity platforms/MIS and extension/PM&E Working Group. Buyer and limited wholesalers 12%

NBR

Low product and product prices 37%

No Market in the village 8%

Storage facility problems 30%

Access to road to the market is lacking 7%

Lack of transportation to poor roads 6%

Figure 6. Production constraints and relative severity/importance.

The recommended solutions to these constraints include: 1) strengthening the capacity and skills of technical service providers, farmers and their organizations focusing on production planning (defining the purpose of production through to who to produce for and how much to produce); 2) Encourage development/linkage with a medium to large processor or exporter particularly for tomatoes; 3) Provision of working capital and financial management to ensure availability of working capital especially for the most vulnerable group members and linkage with Microfinance institutions or their development in all communities/groups; 4) Improve the vegetable market information generation and its use; 5) Provision of measuring scales, introduction of sorting and grading systems and price

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

determination based on production cost; and 6) provision/introduction of cold storage as well as improved transportation systems suitable for vegetables.

NBR

Provision of implements, seeds, good fence, water supply extensionservices 9%

Good linkage with marketing agents, increase production 33%

Provision of refrigerated truck 5% Provided transportation and construction of roads

Provision of storage facility, link with bying agents and good market prices 26%

Construction of roads to ease transportation

18%

Figure 7. Solutions to production constraints and relative importance

3.1.19 Marketing constraints Marketing challenges in the regional level were mainly price instability for vegetable, poor infrastructure and cost of transportation, capital for investment and acquisition and storage. In addition, the physical market infrastructure to support higher returns to producers and traders are poor without water sanitation, electricity, cooling chambers, and beds for produce marketing and lowincome consumers. The access road infrastructures particularly roads linking to main road from farms to market are usually not accessible during and after heavy rains thus making transportation not only costly but unavailable resulting in poor quality of produces; coupled with inappropriate packaging limiting farmersâ&#x20AC;&#x2122; access to international markets.

Marketing constraints, NBR 12%

High taxes

24% 12%

24%

28%

inadequate transportation and storage Poor infrastructure & increase stalls and toilets Low & unstable prices

Figure 8. Marketing constraints, NBR

Inadequate transportation and lack of storage are the main difficulty that traders face reported by 28% of traders Figure 8. Storage facilities can be more problematic during the dry season when most of the

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

vegetable are produced in the region. Traders consider poor roads and the lack of storage space slowed the development of their businesses. Poor roads conditions, increases transaction costs penalizing producers and consumers all year round, but especially in the rainy season. From the discussions held with traders it can be concluded that transportation cost is more expensive during the rainy season when costs increase and delays are frequent affecting vegetable produce. Taxes mainly area council and at crossing points are among the marking constrained cited by some 21% of the traders interviewed. Market information is another constraint mentioned by traders and producers alike. Price information are usually from wholesalers, friends and fellow producers visiting markets. Another major general marketing constraint particularly for those at the lower level (retailers) of the supply chain are the low purchasing power of consumers. The majority (70%) of the regionâ&#x20AC;&#x2122;s population were living below poverty line of USD$1 a day.

3.1.20 Recommended solutions to marketing constraints Marketing constraints in NBR region is the poor road networks and limited number of stall at all the markets as such majority (28%) recommended that this constraint can be resolved through government and partnerâ&#x20AC;&#x2122;s investment in road networks at district and regional levels as well as increasing the number of stalls in all market throughout the region.

FIGURE 9: SOLUTIONS TO MARKETING CONSTRAINTS; NBR Reduce veg. prices & stabilize prices 16%

Reduce taxes 12% Provide transportation to traders 25%

GoTG improve infrastructure & increase stalls and toilets 28%

Increase access to loans 19%

Other recommended solutions to the marketing constraints were dependent on the government intervention which include support with cold transportation (25%); improved access to credit such strategies may involve commercial bank branches investing certain percentage of profit in the regions together with mandatory credit where commercial banks will be required to allocate percentage of their loanable funds to agriculture of which certain portion allocated to vegetable sub-sector. Tax reduction particularly council levies is to be a solution by 12% of the respondents.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.1.21 Value chainâ&#x20AC;&#x2122;s performance constraints and development opportunities The performance of the regional vegetable value chain is satisfactory in that all actors in the chain are making a decent profit. However, the concept of linking all action in the production to marketing in a systematic approach to increase value for all including and service providers is developing in the country especially in the region despite the extensive experience in vegetable production and market the performance is constrained by inadequate linkages, inappropriate infrastructure, limited managerial and technical capacity of actors in value chain development and operation, poor product quality due to poor postharvest handling and limited transformation and storage. These constraints are gradually being addressed with the hope of escalation of efforts to harness full potential with shift in government development priorities for commercialization/modernization of agricultural sector. Thus, vegetable production in the country is among the priority areas for the government as enshrined in the national documents such as Agriculture and Natural Resource Policy, (ANRP); Programme for Accelerated Growth and Employment (PAGE) and recently National Development Plan (NDP) 20182021. The NDP emphasize on modernizing of agriculture and fisheries for sustained economic growth, food and nutritional security and poverty reduction as a priority, this priority pillar viewed together with other priorities such as making the private sector the engine of growth, transformation, and job creation offer huge potential for vegetable value chain enhancement with private sector lead initiatives. Commercializing the vegetable sub-sector require improvement in the subsector value chains and processing, market expansion and extended trade opportunities. Improvement in postharvest handling, value addition and strengthening provision of infrastructure, information system and access to micro finance to small-scale holders. Thus, vegetable value chain upgrading shall leverage on the opportunities to revisit diversification of export from groundnut to horticulture production. NBR has a favourable climate for vegetable production, closeness to Senegal from Lower Nuimi to Upper Baddibu. Improved road network and the Senegambia Bridge provide easy and fast transportation to the capital and its surrounding markets with relatively high-income consumers, its proximity to Banjul, NBR also contributes and benefit from the tourism industry. Apart providing supplies, tourists visit many of the historic sites in the region regularly. There is high potential for increased private sector investment in vegetable production in the region including upscaling of processing and provision of packaging materials. Formation of apex production and marketing federation are all opportunities for increase vegetable production, consumption and export.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.2

LRR Vegetable value chain produce, markets and actors

3.2.1 LRR Priority value chain produce Results of the vegetable value chain study for Lower River Region indicated that 16 vegetable varieties were grown in the region namely Okra, Hot Pepper, Tomatoes, Egg Plant, Onions, Bitter Tomatoes, Sorrel/Roselle, Bell Pepper, Cabbage, Sweet Potato, Carrot, Amarantus, Cowpea, Lettuce, Morringa and Pearl Millet (Figure 8). Among vegetables grown, the 5 most popular being grown by more than 50% of the respondents were Onion, Hot Pepper, Cabbage, Tomato and Eggplant scoring 76 (94%) for Onion of respondents out of 81 producers, 67 (83%) Hot paper, 55 (68%) for Cabbage, and 44(54%) for tomato and Eggplant for each product.

Common vegetables grown in LRR 90 80 70 60 50 40 30 20 10 0

94% 83%

22% 20% 9%

1% 2% 1

11%

6% 5

68%

21% 32%

42%

46%

54% 44

Figure 9. Common vegetables grown in LRR

Among the African Leafy Vegetables (ALV) category Sorrel/Roselle is the most common attracting an average score of 34 (42%) of the total responses in LRR. Followed by cowpea reported by 18(22%), Amarantus with 5(6%), Pearl Millet 2(2%) and Moringa 1(1%) of the 81 respondents. The popularity of Sorrel can be attributed to its ease of cultivation and its role in the diet of the consumers such both a main stew and side dish for variety of dishes. Millet production though menâ&#x20AC;&#x2122;sâ&#x20AC;&#x2122; crop few (2% of the respondents) women are cultivating pearl millet in LRR. Pearl Millet has huge potential in the region being a millet producing region. LRR produce about 11% of millet produced in the country between 2013 and 2017. Millet production has declined by 44% during the last 5 refer to Annex Table 1 for more details. The joint food security assessment of CILSS, WAMIS-NET/RESIMAO, Fews net, FAO, WFP & GoTG reported an increasing millet stock over that of 2017 and the normal (averages of 5 year level) with increasing trend in LRR. However, LRR regional supply of cereals account for 50% of total supply of cereals in the regional markets and about 30% of cereal supply were sourced from Senegal. Over 50% of other food commodities are sourced form mainly from Senegal and Guinea.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.2.2 District, regional and national trends, market size, supply and demand gaps Vegetable in the region are mainly coming from the women vegetable producers and imports mainly from Senegal/worldwide and distributed by wholesalers. Women constituted 93% of all Nama affiliated groups producing all kinds of vegetable mainly for sale which accounted for 85% of vegetables produced and sold either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 74% produced their vegetables with few (18.51%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 5 decades. The average experience in growing vegetables is 14 years for the region. Vegetable production in the region is also mainly in the dry season with 26% of the growers reporting all year-round production. Competition for labour during rainy season, limited rainy season vegetable varieties and high pest incidence means that vegetable production in the region is concentrated during the dry season leading to scarcity of certain vegetables in the rainy season (June to October). Vegetable consumption determination (throughout the country) is constrained by lack of data on volume of production due to lack of standard unit of measure (at production sites, district extension centers and national level). Another added dimension is the nutritional aspect, when significant amount of vegetables is consumed in small quantities or transformed (onion, leaves and tomato into a soup) several times prior to marketing especially leafy ones. While domestic supply caters for 18% of national demand for vegetable in 2010, the regional supply of vegetables stood at 72.69mt accounting for about 3% of the regional demand of 2,512.30mt per year. This potential to increase production and marketing not only to meet regional demand but also national demand as well. It reflects the relative importance of vegetables particularly for regularly consumed vegetables such as cabbage, tomatoes and onions, wealth creation and ultimately investment in productive assets. Postharvest loses at are at per with other regions LRR African leafy averaging 6kg for other vegetables, African leafy vegetables postvegetables on the other hand experienced harvest postharvest losses up to 18% on the average. At the market level, the average losses are about LRR losses at 6.91% for all vegetables. Though vegetables are market level not a staples food in the region; it is consumed in The Gambian diets as part of most stews to improve the dietary variety score and nutritional wellbeing of producers. Gross earnings from vegetable production in the region is valued at 1.42milion Dalasi mainly earned during dry season production (62%). The weighted average price of the six most widely grown vegetables in the region ranged between GMD 11.14 to GMD 26.57 per kilogram averaging GMD 16.1/kg.

18%

6.91% %

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.2.3 Supply of vegetable Vegetable in the region are mainly coming from the women vegetable producers and imports mainly from Senegal/worldwide and distributed by wholesalers. Women constituted 93% of all Nama affiliated groups producing all kinds of vegetable mainly for sale accounting for 85% produced either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 74% produced their vegetables with few (18.51%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 5 decades. The average experience in growing vegetables is 14 years for the region. Vegetable production in the region is also in the dry season with 26% of the growers reporting all yearround production producing 72.70mt per year valued at 1.42 million Dalasis. The use of agro-chemicals among women vegetable gardeners is low attributable to availability and cost of inputs particularly chemical fertilizers and pesticides. The majority (63%) did not apply chemical fertilizers; of those who applied, the applications were below optimal quantity required for optimal production and productivity. Agro-Ecology practices/climate resilient sustainable agricultural practices are the main practices for both fertilization and pest and disease control. Pesticides are applied only with infestation above thresholds; 50% of producers applied pesticides in such situations see Figure 11.

Input useage LRR 50 40 30 20 10 0 Yes

Yes

apply chemical fertilizer on your vegetables

apply chemical pesticide on your vegetables

Figure 10. Input usage LRR

Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and cowpeas. Exotic varieties are usually purchased per cultivation circle and or supplied through by project and NGOs. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signals for change towards market oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (40%) reported sourcing their vegetable seeds from input dealers while 25% received vegetable seed support from NGOs and Projects. A good percentage (33%) also used weekly market to source their vegetable seeds. Vegetable production in LRR is mainly during the dry season, supply during the rainy season is higher, about 62% (45.09Mt) of all vegetables were produced during this period. The region is not a major vegetable producing area, less than one percent (0.61%) of national supply came from LRR in 2018. Per capita production for the region is 0.09mt representing 0.04% of the national supply during the period.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Table 6. Quantity of vegetables produced in kg, average prices and revenue in LRR Production Season (kg)

Revenue

Dry

Rainy

Total

% Loses

Onion

27,387

16,598

43,985

7.34

13.09

358,401

217,213

575,614

Pepper (hot)

1,218

738

1,956

4.68

15.61

19,012

11,522

30,534

Tomato

2,879

1,745

4,624

10.69

11.14

32,064

19,433

51,496

Cabbage

7,912

4,795

12,707

4.86

26.57

210,204

127,397

337,601

743

450

1,193

2.56

15.20

11,285

6,840

18,125

268

40,138

24,594

64,732

5.02

16.32

810,012

490,916

1,300,928

Sorrel

2,557

1906

4,463

10.08

25,769

19,210.82

44,980

Moringa

1,027

376

1,403

15.97

16,396

6,004.86

22,401

Amarantus

1,372

721

2,093

18.88

25,898

13,613.24

39,511

Subtotal ALVs

4,955

3,003

7,958

18.34

14.98

74,225

44,985

119,210

Ave/Total

45,093

27,597

72,690

6.92

16.1

884,237

535,901

1,420,138

Vegetables

Sweet potato Pearl Millet Subtotal other veg

Ave. Price/kg

Dry

Rainy

Total

ALVs

Cowpea

Gross earnings from vegetable production is valued at 1.4milion Dalasi mainly earned during dry season production (62%,) weighted average price is about GMD16.10 ranging from GMD 11 per kg for tomato to GMD 27 for cabbage. African Leafy Vegetables (ALV) on the other hand, are produced in smaller quantities relative to other vegetables. Amarantus is the highest earner in the region, earning GMD25,898 form 1.37mt. Sorrel/Roselle is the popular in terms volume produced (2.56mt) however slightly cheaper than Amarantus earning GMD25,769. Women producers earned GMD 18.125 from Sweet Potato production from sale of 1.2mt of sweet potato. Postharvest Loses range from a low of 3% in sweet potato to a high 27% in cabbage production.

3.2.4 Vegetable value chain actors The actors along LRR vegetable value chain are similar to the other regions and comprising of 6 main stakeholders who are engaged in vegetable production, transportation, processing trading (wholesalers and Retailers), input dealing and consumers presented in Figure 15. It shows the close relationships between the different actors. Producers are at the center of the distribution chain. Transporters facilitate the flow of vegetables in regional, peri-urban and urban markets where revenues are higher than district and village markets. However, flow of vegetables within and outsider of the region is dictated by traders mainly wholesalers and ease of communication (Trans-Gambia highway connecting LRR with URR & WCR). These wholesalers are the major clients of the producers handling large quantities of vegetable for distribution. Transactions are mainly in cash bases but occasionally, wholesalers may acquire produce from producers on credit. Due to transportation and labour pressure during rainy season some form of collective marketing mainly between co-wives and relatives are observed. The consumers of vegetables are the households using it as ingredients in their

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

meals. This amount though small and usually purchased on a daily basis from retailers accounted for a significant amount of the estimated demand for vegetables due to underdeveloped hotels and restaurants in Soma and Mansakonko. Hotels and restaurants constitute the highest consumers of vegetables due variety of dishes they prepare thus purchasing large quantities of vegetable. Cultivation of field crops such as groundnut and millet are also low due to inadequate farm implements resulting in only subsistence farming. Thus, both agricultural and economic activities are low resulting to low income and high poverty in the region. The consumers of vegetables are the householdsâ&#x20AC;&#x2122; as ingredients in their meals. This amount though small and usually purchased on a daily bases from retailers accounted for a significant amount of the estimated demand for vegetables due to under developed hotels and restaurants in Soma and Mansakonko. Hotels and restaurants constitute the highest consumers of vegetables due variety of dishes they prepare thus purchasing large quantities of vegetable. Cultivation of field crops such as groundnut and millet are also low due to inadequate farm implements resulting in only subsistence farming. Thus, both agricultural and economic activities are low resulting to low income and high poverty in the region. Vegetable value chain in LRR is constraint by lack of storage (cold chains) availability of storage is critical to prolong the shelf life of vegetable. However, information obtained during the survey indicate that no storage infrastructure exists at all levels in the chain. This needs to be addressed to avoid gluts and low prices in the markets. Markets are few across the region. However, the Bureng weekly market provides enormous opportunities for farmer as a major outlet to market their products including horticultural crops and livestock.

Map of LRR vegetable value chain actors Input Dealers

Producers

Transporters

Supplies to other actors Carriers that directly or Supplies provide the indirectly and inputs to services of also sells producers moving directly to mainly in cash vegetablesconsumersbases- basesbut mostly group based Small sole commercial mainly proprietorship passenger women with with 3 basic vehicles or limited links inputs truckers in production decisionmaking Figure 11. Map of LRR vegetable value chain actors

3.2.5

Wholesalers / Retailers

Handles the aggregation and distribution functions. Mainly internal from NBR,NBR & URR

Processors

Transformed the product; buys from wholesalers and producers and sell it to consumerssmall/cottage types .

LRR Detailed description of actors and their linkages

Input Suppliers: Key inputs in vegetable production comprise of compost, chemical fertilizers, seeds, pesticide and manure and garden implements and tools. The supply these inputs are carried out by

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

individual private enterprises found in reginal. All the input dealers in the region are relatively small handling quantities of 2-3 products (seeds, fertilizers and pesticides). Many frequent weekly markets to increase sales volume sourcing their inputs from KMC (Gambia Horticultural Enterprise (GHE), weekly markets especially in Faranni NBR and Bureng weekly markets. The input sector is also largely unregulated; the seed sector is the only sector were the government through the ministry of agriculture established Seed Secretariat for seed certification and regulation, chemicals though monitored under the Environment Act is largely not enforced. Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and cowpeas. Exotic varieties are usually purchased per cultivation circle and or supplied through by project and NGOs.

These seeds are of good quality and viable but usually not hybrids. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (40%) reported sourcing their vegetable seeds from input dealers while 25% received vegetable seed support from NGOs and Projects. A good percentage (33%) also used weekly market (lumo) to source their vegetable seeds. Producers: Vegetable in the region are mainly coming from the women vegetable producers and imports mainly from Senegal/worldwide and distributed by wholesalers. Women constituted 93% of all Nama affiliated groups producing all kinds of vegetable mainly for sale accounting for 85% produced either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 74% produced their vegetables with few (18.51%) LRR vegetables produced producing from both own gardens and from community gardens community garden. Many of the women producers have been into vegetable Vegetables produced from both own and production for 5 decades. The average community gardens experience in growing vegetables is 14 years for the region.

74%

18.51% %

Wholesalers are the major clients of the producers who buy large quantities of the vegetables for distribution. Producers also sell directly to consumers in the village, district and regional regular and weekly markets to capture high prices in these markets as well as non-availability of wholesalers at the time of harvest. At the urban markets and weekly markets producers also sell to retailers in those markets. There exists opportunity to sell to processors, hotel restaurant owners and exporters directly in some regions. These opportunities make these actors the most dynamic and perhaps the most import actor in the vegetable value chain see Figure 4 for details.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Transporters: Vegetables once produced in the gardens are transported to the house or directly to the market. The transportation therefore involves several modes depending on the level along the chain. Head load and carts are the usual mode of transportation from the gardens to the village by both producers and wholesalers. Vehicles are normally used for distanced regular and weekly markets. There are no specialized/refrigerated vehicle for transporting vegetables; trucks and commercial passenger vehicles are the main mode of transporting vegetables thus increasing the losses along the chain. The quantity of vegetable spoiled in between ranged from 3%-30% and constituted a significant cost component of the chain further discussed under the economic analysis. Traders: Wholesalers/retailers: are commercial agents who are involved in buying and selling operations of vegetables. The activities of the wholesalers are the most important due to their strategic location often referred to as middlemen in the vegetable value chain refer to Table 6 for detailed operations of wholesalers. The vegetables flow between the traders in the vegetable value chain is presented in Figure 13. Market information also flows between producers, traders, and transporters, on what types and quantities of vegetables are available in the villages and regional markets. Price information also flows from traders, who relay prices of vegetables in the markets, to producers which signals are also transmitted to other actors such as processors and exporters though none of the respondents reported the later 2 functions hence presented as opportunity for the vegetable chain/sector. Market relationships exist between actors who buy on vegetables on credit between producers and traders, between different traders such as wholesalers and exporters at national level.

The study revealed that 91% of wholesalers in the value chain sold to retailers; 9% sold to wholesaler assemblers and none sold to processors (Table 6). These actors collect from productions sites (spanning several villages) mostly on a daily bases regardless of season. Daily purchases are more frequent during dry season when supply is highest. There is a low level of organization among traders. None of the traders is a member of any marketing association; but when asked if they would like to join any organization many expresses willingness to join. They seem to look up to organization for support in addressing marketing constrains such as infrastructure, market information and credit. Among the support needed credit top the list with 28% followed by training 21% transportation 12% and market information 10%.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Table 7. Frequency and percentage of wholesaler activities Frequency of getting Supplies* Dry Season

Rainy Season

Period Freq.

Percent

Freq.

Percent

Daily

14.08

4.23

Weekly

78.87

84.51

Every2Weeks

7.04

Monthly

4.23

100

100.00

Wholesaler Assembler

9.09

Retailer

90.91

100

Total Clients of wholesalers*

Processor Total

Membership of a marketing group Freq.

Percent

100

Yes

Total

100

Assistance required by Wholesalers* Credit

28.17

Information

14.08

Marketing

11.27

Storage

8.45

Training

21.13

Transportation

16.90

Total

100.00

Retailers (including producers) on the other hand handle smaller quantities buying from wholesalers in the market they operate, for LRR they predominantly female (82%) and in retail business from 2 to 30 years, the average years in retail business for the region is 9 years with an experience of 46 years. All of the retail businessese were not registered, and selling directly to consumers with no storage facility; this group also handle from 2 to 4 vegetable products purchasing from a bag to few pans weighing about 30kg on the average. The major source of market information is through word of mouth (74%), radio 22% and 4% source their market information by telephone.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Vegetable value chain map, Lower River Region Input Dealers

Producers

Transporters

Consumers

Processors

Hotels

Wholesalers / Retailers

Restaurants

Markets Regular & Weekly

Imports

Figure 12. Vegetable value chain map, Lower River Region

Department of Agricultural Services NGOs/CBOs/MBFIs

………… ..

FAO

Indicates flow of Vegetables Indicates weak linkages

Processors: Vegetables are mostly consumed raw as an ingredient for dishes. Industrial processing is gaining momentum. Processor associations are formed and being capacitated. Among the vegetables being processed ALVs are the most popular notably moringa and sorrel flower. These are processed into powder, juice and tea. Sweet Potato is another product easily processed and offers solution to some health-related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center (https://cipotato.org/crops/sweetpotato/sweet-potato-processing-and-uses/), sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. In the Gambia, there is a good market for sweet potato roots, leaves and vines which are used as planting material usually in the market at the onset of rains (June – July) when the vines are in high demand commanding a reasonable price for producers.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.2.5 Service providers Besides these main actors within the value chain, government extension agents, NGOs, and other private sector entities and development partners are also pivotal to the proper functioning of vegetable value chain. These ancillary service providers can be categorized as support institutions and influencers/enablers. Although the government stimulates the agricultural sector growth, the stimulus packages most often than not are food and nutrition security focused than market and profits. In addition, the capacity of the government to respond is always limited due to insufficient capacity and budgets to improve and strengthen vegetable production and trade particularly with over ambitious programs that leave no product behind prioritizing higher value vegetables for government support will hasten growth and enable systematic promotion of selected vegetable crops. The government institutions relevant in the provision of services to the sector are MOA, MOTRIE, MOF, MOR&I and MIICI. The Gambia Investment Promotion Agency (GIEPA) is also another key institution with the aim of supporting and increasing engagement with the private sector. A side from few foreign private direct investment (RADVILLE Farms & M.A. Kharafi and Sons) and GHE a national farm into vegetable production, processing and export private investment in the vegetable sector are minimal and absent in LRR. Cooperative development among women producers and several community-based and NGOs such as Universal Concern are notable service providers in the vegetable value chain. Financial services provision in the region is largely in formal though few commercial banks and a number of microfinance institutions exist; groups usually use these institutions for savings rather than sources credit due to interest rates charged on borrowing.

3.2.6 Characterisation of markets/consumers Three distinct markets can be recognized in region, each hosting specific modes of exchange. The weekly markets, or lumos, the assembly markets and the urban consumer markets each performing specific and well-defined roles in the commodity value chains including vegetables. In rural areas, most exchanges take place on weekly markets where unprocessed commodities are traded against manufactured goods. The lumos of a specific local area coordinate their schedules, each holding its market day in turn. They operate in relationship with an assembly market for grains notably millet and other grains. These assembly markets, which host transactions between wholesalers, functions as an interface with the exporters and urban markets. The urban market receives supplies from the assembly markets for local goods, and from the importers for imported commodities. Some markets combine functions, for example assembly and supply to urban consumers. The trading network can be fluid in that some markets will grow in a very short period of time while others vanish with time each of these markets are described below. Weekly markets: Weekly rural markets are also called lumos in Gambia and in Senegal. They are at the start of the market chain for local commodities (millet cowpea and vegetables). The purpose of these weekly markets is to aggregate supply and demand in order to reach a critical mass that can trigger trading activities. Taxes in these markets constitute a financial lifeline for the local authorities. Weekly markets serve as both producer and consumer markets. During the harvest for grains and dry season for vegetables, the marketâ&#x20AC;&#x2122;s role is to collect locally produced products and to sell imported or manufactured goods to households. During the lean season, the weekly markets will adapt to function as a supply source for goods. Mobile traders (usually wholesalers), who operate in these markets in a

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

given area, are the main actors. These mobile traders ensure the collection and dispatch of local products as well as the supply of imported and manufactured goods. Mobile traders operate in liaison with a nearby assembly market where traders restock and pass on goods collected on to the weekly markets. Sellers in weekly rural markets include producers and retailers. Assembly markets: Assembly markets are the interface between weekly markets, urban consumer markets and the international market. Although assembly markets commonly have a peak in activity once a week, transactions take place every day on such markets. Assembly markets constitute bulk loads of unprocessed goods (grain, cash crops) from the supplies received from neighboring weekly markets. These bulk consignments are dispatched to urban consumer markets and to the exporters where available. Assembly markets also channel imported goods received from importers to weekly markets. This market is particularly important for grain and cash crop marketing than vegetable trade due to the perishable nature of vegetable and lack of cold storage. Urban markets: Urban markets meet urban area demand through supplies brought in through imports or from assemblers from the assembly markets; mostly within the weekly markets. These are markets where high volumes are exchanged daily. Wholesalers and retailers are active for a wide range of food products in such markets. Urban consumer markets can accommodate hundreds of retailers. Supply in these markets is abundant and diversified, due to consumerâ&#x20AC;&#x2122;s relatively high purchasing power and the large volumes that are traded. Supply and demand are especially diversified in the markets of capital cities that have a seaport and a sizeable demographic weight (Banjul Serekunda and Brikama). Consumer markets of a smaller size also exist in food deficit rural areas such as Farafenni, Bwiam, Soma, Wassu, and Basse. Although these markets function as collection markets for a short time at the harvest, their main role is to meet consumer demand. Table 8. Characteristics and functions of market types in lower river region

Markey type

Characteristics

Function

Weekly market (lumo)

Active once a week and dominated by the presence of mobile traders. Usually there are few traders, with weak demand, low product quality for fresh produce.

Collecting production during harvest time and meeting consumer demand during lean periods

Assembly market

Weekly frequency. Specialization of markets by commodity (for example, crops and livestock

Urban market

High volumes, diversified supply

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Wholesale trade

Meeting consumer demand throughout the year

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Consumers: There are 3 major ethnic groups namely Mandinka, Wollof and Fula. There is a strong extended family system which acts as an important social safety net and coping mechanism. Swam rice is the major crop grown by the women in the area but due salt intrusion, low rainfall and insufficient labour supplies, the region experienced reduction in rice production over the years. Cultivation of field crops such as groundnut and millet are also low due to inadequate farm implements resulting in only subsistence farming. The 2009 MDG Assessment show that poverty rates were higher in the rural than in urban areas (67.8 % rural compared to 39.6 % urban). The LRR poverty rate is slightly lower (62.6%) than the nation rate despite several government initiative to reduce poverty. Poverty found to be higher among population working in the agricultural sector accounting for the large rural-urban disparity in the poverty rates (62.6 % in LRR compared to 39.6 % urban) Annex Table 1. Given this regional poverty profile, the demand for vegetables are small and on a daily basis; hotels and restaurants who purchase large quantities are the most important consumers of vegetables. This study also shows that the regional rely heavily either on vegetables produced in other region or imported vegetable to meet LRR demand. The presence of wholesalers provide opportunity for market expansion to other regional and beyond national borders should production and productivity improvement yield desired dividend in the future.

3.2.7 Economic analysis LRR vegetable value chain The profitability of LRR vegetable value chain though satisfactory especially at wholesale level, however, limited credit and low quality are a constraint affecting all actors in the chain which to some extend influence resource pooling particularly during lean vegetable production season among wholesalers going buy vegetable products from Senegal. Analysis of LRR vegetable value chain presented in Figure 14 show that all chain actors realized a positive gain with a BCR greater than 1. Business is more profitable again for wholesalers and input dealers who earned a profit margin of GMD 93,000 and GMD 80,082, respectively. The least profitable segment of the vegetable value chain in LRR is at retail level where each retailer earned about GMD 4,640 on average annually. The list competitiveness of the retail trade can be attributed to number of producers retailing their vegetables directly to the consumers. There appeared to be weak attractiveness of vegetable business given that there were few new traders. About 95% of wholesalers and 90% of retailers have been active for more than 5 years attributable to sociocultural barriers addition to insufficiency of credit for investment and business expansion.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Wholesaler

Input Dealer

Retailer

Seed D600

Goods Sold D19,600

Goods Sold D21,100

Goods Sold D7,850

Organic/CRSA D300

Transportation D2,500

Rent D1,500

Duties D1,818

Fertilizer D1,004

Containers D800

Transportation D968

Pesticides D450

Duties D7,580

Duties/Taxes D1,500

AVE COST

D2,448

D57,000

D18,678

D9,668

GROSS REVENUE

D7,567

D150,000

D98,760

D14,307

D5,119

D93,000

D80,082

D4,640

COSTS

Producer

PROFIT

Econ Analysis â&#x20AC;&#x201C; Lower River Region

Transportation D350

Figure 13. Economic analysis of Lower River Region vegetable value chain

Cost on the other hand was lower for producers than any other actor in the chain with an average of GMD 2,704 comprising of fertilizations and seeds/seedling cost. With the exception of retailersâ&#x20AC;&#x2122; profitability, business activity is highly dependent on the level of investment which the wholesalers and input dealers invest an average of GMD 57,000 and GMD18,678 and a BCR of 2.63 and 2.26 though producers appeared to be more cost effect than all other actors in the regional vegetable value chain.

3.2.8

LRR Analysis of the value chain activities and performance

3.2.9 Key relevant quantitative and qualitative indicators Reference to the following links in the chain [Input dealers/producers/transporters/wholesalers retailers/producers and consumers and in accordance to the following products in order of most produced, Onion, Hot Pepper and Cabbage in addition to the ALVs, Orange Flesh Sweet Potato (OFSP) and pearl millet, the key indicators form the basis for analysis: These are cost, value addition, yield/crop, average cultivated area per grower/crop, number of trips, cost per trip, unit of measure for both wholesale and retail sale, cost per unit of measure, types of crops processed, preference among others.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.2.10 Value chain analysis on external sources of competitiveness including its economic and social environments Price determination in absence of record keeping and production planning and coordination among producers led to oversupply of some vegetables while others are undersupplied resulting to sharp fluctuation of prices in a short span of time in the markets. This made the value chain less attractive and vulnerable to the intrusion of external market competitors especially from the neighbouring sister countries. Other variables include the packaging cost not readily available on demand resulting in poor presentation of processed local products limiting access to supermarkets. Vendors on the external sources are more business committed and oriented as opposed to our local producers and dealers. Quantification of vegetable production reflect the subsistence nature of vegetable production systems among women groups throughout. Record keeping and production planning are encouraged or adopted. Production most often than not is dictated by availability of seeds and working capital. There is an apparent lack of weights and measures at production sites coupled with auto consumption which are not also quantified thus under valuing production and profitability. Producers find it easier to recall in monetary terms rather than quantity produced which depends on quantity harvested (whether first, second, third etc.) and unit of measure used per harvest can also be different for an individual producer. Direct marketing by producers is another added dimension affecting prices received and total revenue from production. Thus, total quantity produced is calculated based on reported quantity produced including losses at production sites and during marketing as well as amount consumed. Total revenue includes only the marketed quantity a significant amount is consumed and but not valued.

3.2.11 Value chain analysis on technological capacity including the production system and utilization of inputs within the region Women constituted 93% of Nema federation members (the regional producer and marketing cooperative) affiliated groups producing several varieties of vegetable for sale accounting for 89% produced either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 74% of women produced their vegetables with few (18.51%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 5 decades. The average experience in growing vegetables is 14 years for the region. Vegetable production in the region is also in the dry season with 26% of the growers reporting all year-round production with less intensity during the rainy season due to cultivation of staple food crops, pest and disease prevalence and lack of rainy season vegetable varieties are among the reason for cited for low rainy season production. Input usage among women vegetable gardeners is low attributable to availability and cost of inputs particularly chemical fertilizers and pesticides. Availability and cost of inputs particularly chemical fertilizers and pesticides as affected productivity of vegetables in general. The majority (63%) did not apply chemical fertilizers; of those who applied, the applications were below optimal quantity required for optimal production/UP-Nema partnership productivity target increase of 100% in some situation. Agro-Ecology practices/climate resilient sustainable agricultural practices thatâ&#x20AC;&#x2122;s has been with us for since time in memorial is gaining popularity as an adaption measure to climate change impact on agriculture. It is coming the main practices for both fertilization and pest and disease control. Pesticides

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

are applied only with infestation above thresholds; 50% of producers applied pesticides in such situations. Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and cowpeas. Exotic varieties are usually purchased per cultivation circle and or supplied through by project and NGOs. These seeds are of good quality and viable but usually not hybrids. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (40%) reported sourcing their vegetable seeds from input dealers while 25% received vegetable seed support from NGOs and Projects. A good percentage (33%) also used weekly market (lumo) to source their Source their seeds vegetable seeds. Support service providers from input dealers such as GIEPA, Department of Agriculture through Horticulture Technical Unit and Food Receive their seed support Technology Unit are the main government from NGOs and Projects institution providing capacity building in both production and processing.

40%

25% %

3.2.12 Economic analysis of performance on benchmarking along the different stages of the chain

The economic analysis of the value chain involves the assessment of the chainâ&#x20AC;&#x2122;s economic efficiency. This includes determining what value is added along the stages of the value chain. Cost of production, and the income of operators. Transaction costs, which are the costs of doing business are limited to transportation, processing and fees/taxes, labour and management are taken as part of the profit given the nature of business entities (sole proprietorship form of business) at different segments along the chain. The costs, gross income, net income and cost/benefit ratio of different agents in the value chain are summarized in Figure 14. Gross earnings from vegetable production is valued at 1.4milion Dalasi mainly earned during dry season production (62%,) weighted average price is about GMD16.10 ranging from GMD 11 Dalasis per kg for tomato to 27 Dalasis for cabbage. Loses were above 10% for ALV and tomatoes with 18.34% and 10.69% respectively.

3.2.13 Sweet potato processing Sweet Potato is another product easily processed and offers solution to some health related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center https://cipotato.org/crops/sweetpotato/sweet-potato-processing-anduses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. It can also be processed as chips.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.2.14 Sweet potato planting material vendors Sweet potato has been cultivated in the country from time immemorial in small scale usually at the back yard by men. However, its cultivation for food security was promoted by the government through the Ministry of Agriculture with the implementation of Rural Finance and Community Initiative Project (RFCIP) in CRR/N and CRR/S. As a vine, its stems are the planting material hence having a commercial value as such the estimated earning/economic benefit has been under- valued in this study. Sale of sweet potato vines occur mainly before the onset of rainy season between June and July when it’s available in both rural and urban markets.

3.2.15 Potential for existing commercial and community-based orange fresh sweet potato multiplication enterprises The question of to what extent the community-based orange fresh sweet potato multiplication enterprises can be sustainable will depend on the ability of schemes to manage the enterprises. Nonetheless, the potential to sustain multiplication as a business high in the country. The health and nutritional benefits highlighted above notwithstanding, there is likelihood that it’s processing into chips and the establishment starch and starch-derived industrial plants in the future are also likely. This coupled with use of vine as animal feed, the leaves as vegetables offer huge potential for the OFSP demand to increase and stimulate the value chain for OFSP. Realization of this potential will require investment in technical capacity and skills in its production and processing. Advocacy and sensitization on benefits of OFSP should be pursued.

3.2.16 LRR Value chain constraint and recommended solutions All LRR regional value chain actors are grappling with similar challenges and opportunities, addressing which can greatly improve the performance of the chain as a whole regionally and nationwide. Characterized no vegetable processing, absence of cold chain, involving small scale women actors at all levels of production and marketing, weak linkages, limited credit facilities, insufficient market information and governance resulting in low productivity and wastage. Vegetable production is motivated by lack of productive activity for women most of year (7-8 months) than business/profit maximization, weak linkages (vertical) particularly at the lower level of the chain. The inadequate linkage among producers can be filled by Nema production and marketing federations). LRR region absence no processor or exporter horizontal linkage whose demand producers can meet which also limited the uptake of weights and measures. Common household containers are the main measuring units used thus making quantity traded difficult to quantify. Lack of market information, near absence of record keeping (limiting activity planning) further weakened the value chain. Socio cultural tendencies (ceremonies) of women vegetable producers affect their saving and investment capacity. With limited financial institutions (commercial banks in only Jarra Soma) and weak microfinance institutions availability of loans for working capital revolves around the lowest level of credit and loan schemes (“oususu”) family, friends and traders which preclude investment in productive assets such as power tillers and improved processing machines. As results, regulation of the vegetable value chains is absent or not enforced. Weak technical capacity makes it difficult for some actors to be independent of technical service providers coupled with government should be the provider attitude are among the challenges besetting vegetable value chain development and

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

strengthening. The lack of regulation is attributed to institutional capacity challenges associated with resources limitations to perform as expected. As such research and farmer extension linkages are projects driven rather than programmed producer-centered for envisaged commercialization and modernization of smallholder agricultural production.

3.2.17 Production level constraints Production level major concerns are summarized and presented in table 8. The most common constraints sited by vegetable producerâ&#x20AC;&#x2122;s in the region include lack of markets in the surrounding villages, price instability making producers vulnerable to wholesalers who find their way to the production sites, timely availability of inputs as well as pest and diseases incidence. Low productivity and low farm gate prices for vegetables as well as lack of storage are discouraging vegetable producers. Availability of buyers and limited wholesalersâ&#x20AC;&#x2122; capacity were among the common production constraint highlighted. Inadequate policy and farm to market roads have been noted throughout the study area coupled with women access to land and land tenure system and inadequate skilled and competent human resource are also notable constraints reported for the region. Table 9. Production constrains and recommendations SN

Constraints

Recommendations

Long distance to market, encounter losses if not sold out, duties paid at the market.

The marketing federation should link with projects, NGOs and the government for support to mitigate marketing constrains

No ready market to sell, No store, high cost of transport and inputs

Provide customers, to buy produce, storage facility, inputs

Agreement with middlemen on price is one major problem and costing at the market, storage facility to keep products, when not sold

Linkage with buyers that can buy at doorstep

Transportation, storage facility, and pricing at middlemen levels

cool storage and creating ready markets for products

No ready market, Transportation, Seeds, Storage

Provide market linkage, storage facility, provision of village market.

Majority of the producers reported would like to see duties levied on sellers reduced, federations and other agents securing contract growing to ensure ready market for produce as most of unsold produce are spoiled due to lack coal storage. Availability of buyers and limited wholesalers and lack of markets in the communities in the region were among the common production constraint highlighted. The recommended solutions to these constraints include: 1) linkage with buyers who will come to the villages to buy at a negotiated price, 2) development of coal storage facilities, garden tools and inputs, 3) provision of farm records to strengthen production planning, 4) improve the vegetable market information generation and its use, and 5) provision of measuring scales, introduce sorting and grading systems and price determination based on production cost; and provision/introduction of cold storage as well as improved transportation systems suitable for vegetables.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.2.18 Marketing constraints The marketing agents in LRR performing the function of refining the form, time, place and possession of vegetables into a product and increasing value to the consumer also bring buyers and sellers together and establishing prices for vegetable products in the region. These functions are affected by the marketing environment including social conditions, weather and other conditions affecting production, climate change, competitive conditions such as international trade in vegetables, information flow between regions and government/area council regulations and policies particularly taxes imposed at the markets. The region is experiencing large quantity of unfulfilled domestic demand for vegetables presenting an opportunity for improvement together with processing which can stabilize prices and to ensure consistent quality throughout. Export also provided some opportunity for the regional VC which can be explored more once domestic demand is fulfilled and product quality improved. Inadequate storage coupled with high cost of storage is the main difficulty that traders face Figure15. Traders 33% of them claimed that storage is their major constraint in marketing of vegetable. These storage facilities can be more problematic especially during the dry season when most of the vegetable are produced in the region.

Marketing constraints of traders LRR MIS Structure 15%

inadequate & high cost of storage facilities 33%

High taxes 22%

transportation (cost & Availability) 30%

High taxes

transportation (cost & Availability) inadequate & high cost of storage facilities MIS Structure

Figure 14. Marketing constraints of traders LRR

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Traders consider poor roads and the lack of storage space slowed the development of their businesses thus storage space at the market represents a major limitation to business. Poor roads conditions, increases transaction costs penalizing producers and consumers all year round, but especially in the rainy season. From the discussions held with traders it can be concluded that transportation cost is more expensive during the rainy season when costs increase and delays are frequent affecting vegetable produce. Taxes mainly area council and at crossing points are among the marking constrained cited by some 22% of the traders interviewed. Market information is another constraint mentioned by traders and producers alike. Price information are usually from wholesalers, friends and fellow producers visiting markets. Another major general marketing constraint particularly for those at the lower level (retailers) of the supply chain are the low purchasing power of consumers. The majority (63%) of the regionâ&#x20AC;&#x2122;s population were living below poverty line of USD$1 a day.

3.2.19 Recommended solutions to marketing constraints The main marketing constraints in LRR region is the lack of storage particularly cold storage as such the majority (39%) recommended that this constraint can be resolved through provision of cold storage by the government and partners given the level of investment required.

Solution To Marketing Constraints Reduce council/Customs duties 31%

provision of storage facilities/cold chain 39%

Construction good transportation network 30% Figure 15. Solution To Marketing Constraints

Other recommended solutions to the marketing constraints were dependent on the government intervention which include reduction of taxes believed to be a solution by 31% of the respondents and 30% of them also recommended a good read network will go a long way in ensuring availability of transportation and reduce cost of marketing.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.2.20 Value chainsâ&#x20AC;&#x2122; performance constraints and development opportunities The performance of the regional vegetable value chain is satisfactory in that all actors in the chain are making a decent profit. However, the concept of linking all action in the production to marketing in a systematic approach to increase value addition for all including and service providers is a developing concept in the country especially in LRR region, despite the extensive experience in vegetable production and market. The support institutions and the government are making value chain concept a high priority in their development process. Vegetable value chain performance is constrained by inadequate linkages, inappropriate infrastructure, limited managerial and technical capacity of actors and their support institutions in value chain development and operation, poor product quality due to poor postharvest handling and limited transformation and storage. These constraints are gradually being addressed to harness the latent potential with government emphasis on commercialization/modernization of agricultural sector. Thus, vegetable production in the country is among the priority areas for the government as enshrined in the national documents such as Agriculture and Natural Resource Policy, (ANRP); Programme for Accelerated Growth and Employment (PAGE) and recently National Development Plan (NDP) 20182021. The NDP emphasize on modernizing of agriculture and fisheries for sustained economic growth, food and nutritional security and poverty reduction as a priority, this priority pillar viewed together with other priorities such as making the private sector the engine of growth, transformation, and job creation offer huge potential for vegetable value chain enhancement with private sector lead initiatives. Commercializing the vegetable sub-sector require improvement in the subsector value chains and processing, market expansion and extended trade opportunities. Improvement in postharvest handling, value addition and strengthening provision of infrastructure, information system and access to micro finance to small-scale holders. Thus, vegetable value chain upgrading will leverage on the opportunities to revisit diversification of export from groundnut to horticulture production. Improved road network and the Senegambia Bridge provide easy and fast transportation interregional connectivity as well as linking regional market to the capital and its surrounding markets with high end consumers. There is high potential for increased private sector investment in vegetable production in the region as land in western regions are gradually becoming residential areas. Vegetable processing and provision of packaging materials and establishment of apex production and marketing cooperatives are all opportunities for increase vegetable production, consumption and export.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.3 WCR Vegetable value chain produce, markets and actors in the region 3.3.1 WCR Priority value chain produce West Coast Region (WCR) had the highest number of vegetable varieties grown than any other region; about 19 varieties were grown in 2018 including Okra, Hot Pepper, Tomatoes, Egg Plant, Onions, Bitter Tomatoes, Sorrel Bell Pepper, Cabbage, Sweet Potato, Carrot, Amarantus, Cowpea, Lettuce, Morringa, Bell Pepper, Cassava, Shallot, White Radish, Cucumber and Pearl Millet (Figure 17). Among vegetables grown, Bell Pepper is the most popular reported by 81% of the respondents; followed by Okra 73%, Onion with 66%. Bitter tomato 48%, eggplant 46%, and sorrel 40% respectively. Cassava, moringa, cowpea and Pearl Millet were the least popular vegetables grown by producers.

Common Vegetables Grown , WCR 2

Percentage Frequency

Figure 16. Common Vegetables Grown, WCR

Among the African Leafy Vegetables (ALV) category Sorrel/Roselle is the most common attracting an average score of 38 (40%) of the total responses. Followed by Amarantus reported by 20(21%), Moringa and Cowpea with 2(2%) each. Pearl Millet adoption by women vegetable producers is still few affected by the sociocultural norms, 2(2%) of the 96 respondents reported growing it. The popularity of Sorrel/Roselle can be attributed to its adaptation to the environment (grows as wild crop in the region) and its role in the diet of the consumers as it can be cooked as a stew and or side dish for variety of dishes. The followers of Sorrel/Roselle are more expensive at the market than leaves which is processed into powder and used as juice and tea. Millet though mansâ&#x20AC;&#x2122; crop few (2% of the respondents) women are cultivating pearl millet in WCR. Pearl Millet is introduced in the Gambia as part of efforts of Concern Universal and partners to explore the potential of Orange Fleshed sweet potato (OFSP) and Pearl Millet (PM) having high in Ion (Fe) and Zinc (Zn) content in response to Fe deficiency (anaemia) which stood at 72.8% in children under five and in 60.3% in women of childbearing. Given that millet is not new to the region adoptability is not critical furthermore, demand for millet will increase as it is a staple food for certain ethnic groups (Fulas and wollofs) and for health reasons many diabetic patients are advised to consume coarse grains rather than rice. The region, produced about 5% of the total millet produced in the country in 2017 (Annex Table 2). WCR regional supply of cereals accounted for 63.50% of total demand of cereals in the regional, 30% of cereal supply were sourced from Senegal. Due to these reasons, the UP Bio-

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

fortification program proposed a systemic and sustainable approach that will provide better health and nutrition based on a value-chain approach to ensure maximum profitability. The value chain for millet is very similar to that of vegetable value chains except that the cereal value chain is male dominated with aggregators/ assemblers occupying a central role in the marketing process.

3.3.2 WCR District, regional and national trends, market size, supply and demand gaps Vegetable in the region are mainly coming from the women vegetable producers and imports mainly from Senegal/other countries and distributed by wholesalers. There are also commercial farms such as the MP Farm, RADVILLE Farms and Karafi Farms and other farms largely producing horticultural product for external markets. The markets are classified as regular and village markets. The village market operates for a short period during the day while regulars operates longer hours. Women constituted most of Fansoto affiliated groups producing all kinds of vegetable mainly for sale and sold either directly or through wholesalers coming to the villages. Sales represented 87% of vegetables. Most (92%) of these members have their own externally supported garden making them suitable for market-oriented production capable of catalyzing (efficiency, employment and friendly competition) the other segments of the chain. However, community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 46% produced their vegetables with few (24%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 3 decades. The average experience in growing vegetables is 12 years for the region. Vegetable production in the region is usually (63%) in the dry season however, all year-round production is increasing with 47% of the growers reporting all year-round production though the intensity decreases during the rainy season due to labour competition with other crops and pest and disease prevalence is another deterrent as well. While domestic supply caters for 18% of national demand for vegetable in 2010, the regional supply of vegetables stood at 108.65mt accounted for less than 1 percent of the regional demand of 21,374.22mt per annum. This potential to increase production and marketing not only to meet regional demand but also national demand as well. It reflects the relative importance of vegetables particularly for regularly consumed vegetables such as cabbage, tomatoes and onions, wealth creation and ultimately investment in productive assets. Vegetable supply during the dry season is higher, (68.00mt compared to 41.00mt) than the rainy season production. Due to limited rainy season vegetable varieties, higher pest and disease prevalence as well as labour availability (competition between crops especially staple food crops) making dry

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

season as the vegetable producing period. Demand for vegetable on the other hand is estimated at 21,374.22mt for WCR therefore regional production cover less than a percentage point and a demand gap of 21.266mt filled with imports.

Vegetable though not a staple food is consumed in The Gambian diets as part of most stews improving the dietary variety score and nutritional wellbeing of producers. Gross earnings from vegetable production is valued at 1.72milion Dalasi mainly earned during dry season production (71.25%), weighted average price is about GMD19 ranging from GMD 4 to GMD 60. African Leafy Vegetables (ALV) on the other hand, are produced in smaller quantities relative to other vegetables with sorrel/roselle being the most popular accounting for 74.14% (22.86mt) of all ALV followed by cowpea with 23.49% (7.24mt). Value chain is more profitable for retailers and wholesalers earning a profit of GMD812,482 and GMD 246,105 respectively. The least profitable segment of the WCR vegetable value chain are the producer and input dealer levels, earning about GMD 5,119 and GMD 80,800 on the average annually. Table 10. Quantity of vegetables produced in kg, average prices and revenue, WCR Production Season (kg)

Revenue

Dry

Rainy

Total

% Loses

Onion

18,632

10,960

29,592

11.21

208,865

122,862

331,726

Pepper (hot)

2,244

1320

3,564

9.58

59.59

133,720

11,522

145,242

Tomato

13,853

8,149

22,002

17.5

22.06

305,604

19,433

325,037

Cabbage

10,737

6,316

17,053

6.82

33.54

360,126

223,297

583,423

Sweet potato

2898.5

1705

4,604

4.65

17.05

49,419

19,440

68,859

1000

1,000

48,365

29,450

77,815

1,057,734

396,554

1,454,287

Cowpea

4,559

2,681.79

7,241

4.34

19,778

11,634

31,412

Sorrel/Roselle

14,394

8,466.89

22,861

20.3

9.70

139,598

82,116

221,714

Moringa

194.83

114.60

309

11.5

2,241

1,318

3,558

Amarantus

264.71

155.71

420

10.33

2,735

1,609

4,344

Sub-total ALVs

19,412

11,419

30,831

18.325

8.97

164,352

96,677

261,029

Ave/Total

67,777

40,869

108,646

6.92

18.83

1,222,085

493,231

1,715,316

Vegetables

Pearl Millet Sub-total other veg

Ave. Price/kg

Dry

Rainy

Total

African Leafy Veg

3.3.3 Vegetable value chain actors The actors along WCR vegetable value chain are similar to the other regions and comprising of 6 main actors who are engaged in vegetable production, transportation, processing trading (wholesalers and Retailers), input dealing and consumers presented in Figure 18. It shows the the close relationships between the different actors. Producers are at the center of the distribution chain. Transporters facilitate the flow of vegetables in regional, peri-urban and urban markets where revenues are higher

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

than district and village markets. However, flow of vegetables within and outsider of the region is dictated by traders mainly wholesalers and ease of communication (Trans-Gambia highway connecting WCR to the rest of the regions. These wholesalers are the major clients of the producers handling large quantities of vegetable for distribution. Transactions are mainly in cash bases but occasionally, wholesalers may acquire produce from producers on credit. Due to transportation and labour pressure during rainy season some form of collective marketing mainly between co-wives and relatives can be observed. The consumers of vegetables are the householdsâ&#x20AC;&#x2122; as ingredients in their meals. This amount though small and usually purchased on a daily bases from retailers accounted for a significant amount of the estimated demand for vegetables. The existence of hotels and restaurants and the presence of seaport for ease of exports. Hotels and restaurants constitute the highest consumers of vegetables due variety of dishes they prepare thus purchasing large quantities of vegetable. Cultivation of field crops such as groundnut and millet are also low due to inadequate farm implements resulting in only subsistence farming. Thus, both agricultural and economic activities are low resulting to low income and high poverty in the region. Vegetable value chain in WCR is constraint by lack of storage (cold chains) availability of storage is critical to prolong the shelf life of vegetable. However, information obtained during the survey indicate that no storage infrastructure exists at all levels in the chain except for commercial farmers who grow vegetables for export. This needs to be addressed to avoid gluts and low prices in the markets.

Map of WCR vegetable value chain actors Input Dealers

Supplies inputs to producers mainly in cash bases- Small sole proprietorship

Producers

Supplies to other actors directly or indirectly and also sells directly to consumersgroup based mainly women

Transporters

Carriers that provide the services of moving vegetables- but mostly commercial passenger vehicles or truckers

Wholesalers / Retailers

Handles the aggregation and distribution functions. Performs import from Senegal & other places

Processors

Transformed the product; buys from wholesalers and producers and sell it to consumersmicro/cottage types

Figure 17. Map of WCR vegetable value chain actors

3.3.4

WCR Detailed description of actors and their linkages

Input Suppliers: Key inputs in vegetable production comprise of compost, chemical fertilizers, seeds, pesticide and manure and garden implements and tools. Supply of these inputs are carried out by individual private enterprises mainly in and around Banjul, Serekunda and growth centers of Brikama and Bwiam. All the input dealers in the region are relatively small handling quantities of 2-3

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

products (seeds, fertilizers and pesticides) except Gambia Horticultural Enterprise (GHE) who sales other inputs such as farm implements including tractors and power tillers. The input sector is largely unregulated; the seed sector is the only sector were the government through the ministry of agriculture established Seed Secretariat for seed certification and regulation, chemicals though monitored under the Environment Act is largely not enforced. Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and cowpeas. Exotic varieties are usually purchased per cultivation circle and or supplied through by project and NGOs. Seeds obtained as support are of good quality and viable but usually not hybrids. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. The majority (53%) did not apply chemical fertilizers while 47% applied chemical pesticide; of those who applied, the applications were below optimal quantities required for optimal production due to cost and timely availability of fertilizes. Producers: Vegetable reaching the local markets are produced by women vegetable producers and imports mainly from Senegal/and other countries and distributed by wholesalers. Women constituted most of Fansoto affiliated groups producing all kinds of vegetable mainly for sale and sold either directly or through wholesalers coming to the villages. Sales represented 87% of vegetables. Most (92%) of these members have their own externally supported garden making them suitable for marketoriented production capable of catalyzing (efficiency, employment and friendly competition) the other segments of the chain. However, community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 46% produced their vegetables with few (24%) producing from both own gardens and community garden. Contract growing of vegetables are common in WCR due to the presences of exporters. Wholesalers are the major clients of the producers who buy large quantities of the vegetables for distribution. Producers also sell directly to consumers in the villages, and urban markets to capture high prices in these markets. There exists opportunity to sell to processors, hotel restaurant owners and exporters directly in the urban and peri-urban areas. These opportunities make these actors the most dynamic and perhaps the most import actors in the vegetable value chain see Figure 18 for details. Transporters: Vegetables once produced in the gardens are transported to the house or directly to the market. The mode of transportation therefore involve several modes depending on the level along the chain. Head load and carts are the usual mode of transportation from the gardens to the village/roadsides by both producers and wholesalers. Vehicles are normally used for distanced the markets. There are no specialized/refrigerated vehicle for transporting vegetables; trucks and commercial passenger vehicles are the main mode of transporting vegetables thus increasing the losses along the chain. The quantity of vegetable spoiled ranged from 5%-18% and constituted a significant cost component of the chain further discussed under the economic analysis. Traders: Wholesalers/retailers: are commercial agents who are involved in buying and selling operations of vegetables. The activities of the wholesalers is the most important due to their strategic location often referred to as middlemen in the vegetable value chain refer to Table 10 for detailed operations of wholesalers. The vegetables flow between the traders in the vegetable value chain is

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

presented in Figure 18. Market information also flows between producers, traders, and transporters, on what types and quantities of vegetables available in the villages and regional markets. Price information also flows from traders, who relay prices of vegetables in the markets, to producers which signals are also transmitted to other actors such as processors and exporters. Market relationships exist between actors who buy vegetables on credit from producers and traders, and between different traders such as wholesalers and exporters.

It can be gleaned from Table 11 that 67% of wholesalers in the value chain sold to retailers; 24% sold to processors and 10% sold to wholesaler assemblers. These actors collect from productions sites (spanning several villages) mostly on a daily bases regardless of season. Table 11. Frequency and percentage of wholesaler activities Period Frequency of getting Supplies* Daily Weekly Every2Weeks Monthly Total Clients of wholesalers Wholesaler Assembler

Dry Season Freq. Percent 18 67 8 3 96

18.75 69.79 8.33 3.13 100.00

9.52

Retailer

66.67

Processor

23.81

Total Membership of a marketing group

100.00

Freq. 18 3 21

Percent 85.71 14.29 100

29 10

56.86 19.61

Marketing

3.92

Storage Training Transportation Total *Multiple responses were allowed

8 2 51

15.69 3.92 100

No Yes Total Assistance required by wholesalers* Credit Information

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Rainy Season Freq. Percent 6 80 10 0 96

6.25 83.33 10.42 100.00

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Daily purchases are more frequent during dry season when supply is highest. There is a low level of organization among traders, 86% of the traders were not a member of any marketing association while 14% reported being a member a marketing organization. However, majority of those not in any organization when asked if they would like to join any organization many expresses willingness to join a marketing organization particularly when that organization can support in addressing marketing constrains such as infrastructure, market information, training and credit. Among the support required credit top the list with 29% followed by market information with 10%, training 8%, transportation and marketing cost with 4% each. Retailers (including producers) on the other hand, handle smaller quantities buying from wholesalers in the market they operate, for WCR they predominantly female (92%) and in retail business from 4 to 35 years, the average years in retail business for the region is 10 years with an average age of 49 year old. All the retail business were registered, and selling directly to consumers with no storage facility; this group also handle from 4 to 6 vegetable products purchasing from a bag to few pans weighing about 30kg on the average. The major source of market information is through telephone (46%), friends/family 37% and fellow wholesalers 15%. Vegetable value chain map, West Coast Region Input Dealers

Transporters

Producers

Processors

Wholesalers / Retailers

Consumers

Hotels

Restaurants

Imports

Peri-urban, Urban & Export Markets

Figure 18. Vegetable value chain map, West Coast Region

Department of Agricultural Services

………… .. 62

NGOs/CBOs/MBFIs

Indicates flow of Vegetables Indicates weak linkages

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FAO

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Processors: Aside from the traditional methods of preserving and processing vegetables, processing and preservation of vegetables can be in a form of storing with salt call part processing which as makes vegetables available throughout the year and therefore smoothening the fluctuation in vegetable production. Vegetable processing is more wide spread in WCR than other regions in the country due to presence of high-income consumers, access to technical capacity and commercial storage for exports. Processorsâ&#x20AC;&#x2122; associations such as Gambia Food Processors Association under the umbrella of National Coordinating Organization for Farmers Association The Gambia (NACOFAG) are being capacitated by government and partners to overcome processing challenges as well as improve the processing and marketing environment. Among the vegetables being processed, ALVs are the most popular notably moringa and sorrel flower being processed into powder, juice and tea. Sweet Potato is another product easily processed and offers solution to some health-related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center https://cipotato.org/crops/sweetpotato/sweet-potato-processing-and-uses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. In the Gambia, there is a good market for sweet potato roots, leaves and vines which are used as planting material usually in the market at the onset of rains (June â&#x20AC;&#x201C; July) when the vines are in high demand commanding a reasonable price for producers.

3.3.5 Service providers Besides these main actors within the value chain, government extension agents, NGOs, and other private sector entities and development partners are also pivotal to the proper functioning of vegetable value chain. These ancillary service providers can be categorized as support institutions and influencers/enablers. Although the government stimulates the agricultural sector growth, the stimulus packages most often than not are food and nutrition security focused than market and profits. In addition, the capacity of the government to respond is always limited due to insufficient capacity and budgets to improve and strengthen vegetable production and trade particularly with over ambitious programs that leave no product behind prioritizing higher value vegetables for government support will hasten growth and enable systematic promotion of selected vegetable crops. The government institutions relevant in the provision of services to the sector are MOA, MOTRIE, MOF, MOR&I and MIICI. The Gambia Investment Promotion Agency (GIEPA) is also another key institution with the aim of supporting and increasing engagement with the private sector. These support institutions are being relied on to promote cross cutting issues such as transportation & trade facilitation, telecommunications, financial services, human resource development and research & development. A side from few foreign direct investments in the horticulture sector such as those of RADVILLE Farms & M.A. Kharafi and Sons; and GHE a national farm into vegetable production, processing and export private investment in the vegetable sector and institutions such as United Purpose formally Concern Universal are in to vegetable production and processing is in the domain of rural women. Cooperative development among women producers and several community-based organizations (CBOs) and NGOs such as UP and Action Aid International are notable service providers in the vegetable value chain.

3.3.6 Characterisation of markets/consumers The 3 distinct markets notwithstanding, the roll of weekly markets or lumos is limited to providing market access for wholesalers in WCR, the assembly markets are also limited to cereals for WCR. The

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

most important markets for vegetables in the region are the peri-urban and the urban consumer markets where most exchanges take place, exchanging unprocessed commodities with manufactured goods. The coordinated schedules of lumos enabled assemblers and wholesalers to participate in almost all weekly markets. The level of participation is associated with financial endowment of assemblers and wholesalers and to some extent the experience and networks established. They operate in relationship with an assembly market for grains notably millet and other coarse grains. These assembly markets, which host transactions between wholesalers, functions as an interface with the exporters and urban markets. The urban market receives supplies from the assembly markets for local goods, and from the importers for imported commodities. Some markets combine functions, for example assembly and supply to urban consumers. The trading network can be fluid in that some markets will grow in a very short period of time while others vanish with time. Assembly markets: Assembly markets are the interface between weekly markets, urban consumer markets and the international market. Although assembly markets commonly have a peak in activity once a week, transactions take place every day on such markets through an associate/representative. Assembly markets constitute bulk loads of unprocessed goods (grain and cash crops) from the supplies received from neighboring weekly markets. These bulk consignments are dispatched to urban consumer markets and to the exporters where available. However, for vegetables this function hindered by lack of storage and transportation. Assembly markets also channel imported goods from importers and distributors and to weekly markets. This market is particularly important for grain and cash crop marketing than vegetable trade due to the perishable nature of vegetable and lack of cold storage. Urban markets: Urban markets meet urban area demand through supplies collected from weekly markets imports. These are markets where high volumes are exchanged on a daily basis. Wholesalers and retailers are active for a wide range of food products in such markets 4-6 products. Urban consumer markets such as Brikama, Serekunda and Banjul which accommodates several wholesalers mostly wholesale/retailers and retailers. Supply in these markets are abundant and diversified, due to high purchasing power of consumerâ&#x20AC;&#x2122;s and the large volumes that are traded daily. In these markets, opportunities exist for niche market development targeting high to middle income consumers, hotels, supermarkets, restaurants and export; where premium is attached to quality. Table 12. Characteristics and functions of market types in West Coast Region

Markey type

Function

Characteristics

Village markets

Selling small quantities of producers unaccommodated by wholesalers or too small to transport to peri urban or urban markets

Active daily for a short period and dominated by the presence of women retailers. Usually there are few traders, with weak demand, low product quality for fresh produce.

Urban market

Meeting consumer demand throughout the year

High volumes, diversified supply

Import/Export & Re-export Markets

Ensure flow of goods within the region particularly Senegal, Mali and Guinea

Less competitive with oligopolistic tendencies

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Consumers: the region due to its proximity to the capital its consumers are more heterogenic with diversified demand. There is a strong extended family system which acts as an important social safety net and coping mechanism particularly for food security. This region has the biggest chunk of The Gambiaâ&#x20AC;&#x2122;s population 689,491 or 37% of the population in 2013. The seat of the tourism and fishery industries. Horticulture mainly dominated by women is the main farming activity in the region with backyard farming for upland crops such early maturing groundnut (Pilipine pink), maize and cassava cultivated mostly on undeveloped plots of land. The 2009 MDG Assessment show that poverty rates were higher in the rural than in urban areas (67.8 % rural compared to 39.6 %t urban). WCR poverty rate is slightly (56.7) lower than the national average of 58 see Annex Table 2 for details.

3.3.7 Economic analysis WCR vegetable value chain As can be gleaned from Figure 20; all chain actors realized a positive gain with a BCR greater than 1 for all actors. Value chain is more profitable for retailers and wholesalers earning a profit of GMD812,482 and GMD 246,105 respectively. The least profitable segment of the WCR vegetable value chain are the producer and input dealer levels, earning about GMD 5,119 and GMD 80,800 on the average annually. Cost on the other hand was lower for producers than any other actor averaging GMD 2,448 comprising of fertilizations and seeds/seedling cost. With the exception of retailers profitability of business activity is highly dependent on the level of investment where wholesalers and retailers invested an average of GMD 769,368 and GMD 691,010 and a BCR of 2.63 and 1.46, respectively. Producers appeared to be more cost effect than all other actors in the regional vegetable value chain.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

COSTS

Econ Analysis â&#x20AC;&#x201C; West Coast Region Producer

Wholesaler

Input Dealer

Retailer

Processor

Seed D723

Goods Sold D461,621

Goods Sold D21,350

Goods Sold D621,909

Goods Sold D935

Organic/CRSA D350

Transportation

D153,874

D3,050

Duties D69,101

Ingredients D412

Fertilizer D750

Containers D38,468

Duties/Taxes D4,575

Pesticides D350

Duties D115,405

Transportation

D409 Packaging D113

Transportation

AVE COST

D2,448

D769,368

D30,500

GROSS REVENUE

D7,567

D1,015,474

D111,300

D1,503,492

D9,400

PROFIT

D275

D5,119

D246,105

D80,800

D812,482

D7,531

D1,869

Figure 19. Economic analysis of West Coast Region vegetable value chain

3.3.8

WCR Analysis of the value chain activities and performance

3.3.9 Key relevant quantitative and qualitative indicators Reference to the following links in the chain [Input dealers/producers/transporters/wholesalers retailers/producers and consumers and in accordance to the following products in order of most produced, Bell Paper, Okra, Onion and Better Tomato in addition to the ALVs, Orange Flesh Sweet Potato (OFSP) and pearl millet, the key indicators form the basis for analysis: These are cost, value addition, yield/crop, average cultivated area per grower/crop, number of trips, cost per trip, unit of measure for both wholesale and retail sale, cost per unit of measure, types of crops processed, preference among others.

3.3.10 Value chain analysis on external sources of competitiveness including its economic and social environments Price determination in absence of record keeping and production planning and coordination among producers led to oversupply of some vegetables while others are undersupplied resulting to sharp fluctuation of prices in a short span of time in the markets. This made the value chain less attractive

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

and vulnerable to the intrusion of external market competitors especially from the neighbouring sister countries. Other variables include the packaging cost not readily available on demand resulting in poor presentation of processed local products limiting access to supermarkets. Vendors on the external sources are more business-committed and -oriented as opposed to our local producersâ&#x20AC;&#x2122; traders. Quantification of vegetable production reflect the subsistence nature of vegetable production systems among women groups throughout. Record keeping and production planning are encourage or adopted. Production most often than not is dictated by availability of seeds and working capital. There is an apparent lack of weights and measures at production sites coupled with auto consumption which are not also quantified thus under valuing production and profitability. Producers find it easier to recall in monetary terms rather than quantity produced which depends on quantity harvested (whether first, second, third etc.) and unit of measure used per harvest can also be different for an individual producer. Direct marketing by producers is another added dimension affecting prices received and total revenue from production. Thus total quantity produced is calculated based on reported quantity produced including losses at production sites and during marketing as well as amount consumed. Total revenue include only the marketed quantity a significant amount is consumed and but not valued.

3.3.11 Value chain analysis on technological capacity including the production system and utilization of inputs within West Coast Region Women constituted 85% of Fansoto federation members (the regional producer and marketing cooperative) affiliated groups producing several varieties of vegetable for sale accounting for 87% produced either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 46% of women produced their vegetables with (24%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 3 decades. The average experience in growing vegetables is 12 years. Vegetable production in the region is usually (63%) in the dry season however, all year-round production is increasing with 47% of the growers reporting all year-round production though the intensity decreases during the rainy season due to labour competition with other crops and pest and disease prevalence is another deterrent as well. Chemical input utilization among women vegetable gardeners is relatively higher in this Apply chemical region than other regions. The majority (53%) fertilizers in WCR did not apply chemical fertilizers while 47% Did not apply chemical applied chemical fertilizers; of those who fertilizers applied, the applications were below optimal quantities required for optimal production due to cost and timely availability of fertilizes. Agro-Ecology practices/climate resilient sustainable agricultural practices are the main practices for both fertilization and pest and disease control. Pesticides are applied only with above threshold pest infestation, 58% of producers applied pesticides in such situations.

53%

47%

Vegetable seeds commonly cultivated were indigenous/traditional varieties such as okra, hot pepper and beans usually produced from last production, however, seeds of exotic varieties purchased and or supplied through by project and NGOs. These seeds are good quality and viable and occasionally hybrid

December 2018

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

seeds. Keeping of from previous harvest is gradually being replaced by purchased seeds only 17% relied on this type of vegetable seeds. Majority (62%) reported sourcing their vegetable seeds form input dealers while 21% received vegetable seed support from NGOs and Projects. Of those who received seed support in the region 63% received support from Nema project while Fansoto federation provided seed support to about 25%. Support service providers such as GIEPA, Department of Agriculture through Horticulture Technical Unit and Food Technology Unit are the main government institution providing capacity building in both production and processing.

3.3.12 Economic analysis performance on benchmarking along stages of the chain The economic analysis of the value chain involves the assessment of the chainâ&#x20AC;&#x2122;s economic efficiency. This includes determining what value is added along the stages of the value chain. Cost of production, and the income of operators. Transaction costs, which are the costs of doing business are limited to transportation, processing and fees/taxes, labour and management are taken as part of the profit given the nature of business entities (sole proprietorship form of business) at different segments along the chain. The costs, gross income, net income and cost/benefit ratio of different agents in the value chain are summarized in Figure 20. Gross earnings from vegetable production is valued at 1.4milion Dalasi mainly earned during dry season production (62%,) weighted average price is about GMD16.10 ranging from GMD 11 Dalasis per kg for tomato to 27 Dalasis for cabbage. Loses were above 10% for ALV and tomatoes with 18.34% and 10.69% respectively.

3.3.13 Sweet potato processing Sweet Potato is another product easily processed and offers solution to some health related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center https://cipotato.org/crops/sweetpotato/sweet-potato-processing-anduses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. It can also be processed as chips.

3.3.14 Sweet potato planting material vendors Sweet potato has been cultivated in the country from time immemorial in small scale usually at the back yard by men. However, its cultivation for food security was promoted by the government through the Ministry of Agriculture with the implementation of Rural Finance and Community Initiative Project (RFCIP) in CRR/N and CRR/S. As a vine, its stems are the planting material hence having a commercial value as such the estimated earning/economic benefit has been under- valued in this study. Sale of sweet potato vines occur mainly before the onset of rainy season between June and July when itâ&#x20AC;&#x2122;s available in both rural and urban markets.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.3.14 Potential for existing commercial and community-based orange fresh sweet potato multiplication enterprises The question of to what extent the community-based orange fresh sweet potato multiplication enterprises can be sustainable will depend on the ability of schemes to manage the enterprises. Nonetheless, the potential to sustain multiplication as a business high in the country. The health and nutritional benefits highlighted above notwithstanding, there is likelihood that itâ&#x20AC;&#x2122;s processing into chips and the establishment starch and starch-derived industrial plants in the future are also likely. This coupled with use of vine as animal feed, the leaves as vegetables offer huge potential for the OFSP demand to increase and stimulate the value chain for OFSP. Realization of this potential will require investment in technical capacity and skills in its production and processing. Advocacy and sensitization on benefits of OFSP should be pursued.

3.3.15 WCR Value chain constraint and recommended solutions As in the other Regions; all actors in the vegetable value chain are struggling with similar challenges and opportunities, addressing which can greatly improve the performance of the chain as a whole regionally and nationwide. Characterized by limited vegetable processing, absence of cold chain, involving small scale women actors at all levels of production and marketing, weak linkages, limited credit facilities, market information and governance resulting in low productivity and wastage. Common household containers are the main measuring units used thus making quantity traded difficult to determine. Lack of market information, near absence of record keeping (limiting activity planning) further weakened the value chain. Socio cultural tendencies (ceremonies) of women vegetable producers affects their saving and investment capacity. With limited financial institutions (commercial banks in Barra and Farafenni) and weak microfinance institutions availability of loans for working capital revolves around the lowest level of credit and loan schemes (â&#x20AC;&#x153;oususuâ&#x20AC;?) family, friends and traders which preclude investment in productive assets such as power tillers and improved processing machines. As results, regulation of the vegetable value chains are absent or not enforced. Weak technical capacity makes it difficult for some actors to be independent of technical service providers coupled with government should be the provider attitude are among the challenges besetting vegetable value chain development and strengthening.

3.3.16 Production level constraints Major production constraints are presented on summarized in Figure 21; common among these constraints sited by vegetable producers were weak village markets, price instability making producers vulnerable to wholesalers who find their way to the production sites, lack of inputs, pest and diseases especially during rainy season are among the constraints frequently cited by producers. Inadequate policy and farm to market roads have been noted throughout the study area coupled with women access to land and land tenure system and inadequate skilled and competent human resource are also notable constraints reported for the region.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Production constrains, West Coast Region Low product and price for product Lack of transportation due to poor road condition Storage facility problems No Market in the village Contact with buyer

Figure 20. Production constrains in West Coast Region

Major challenges affecting production and productivity of producers were lack of storage, followed by low product and product prices reported by 29% and 24% of producers respectively. Poor road networks and lack of transportation is heavy on the producers with 16%. Availability of contract buying and limited wholesalers in the communities were among the list cited production constraint.

Recommended solutions, WCR

Provision of storage facility & refrigerated trucks, contract buying & good stable market prices

5% 11% 16%

Good marketing MIS and increase production

11%

Construction of roads to ease transportation

30%

Building of a storage facility and good marketing info system

27%

To have a market in the village help with transportation and contact with whole sellers to come in the village to buy Support with implement, seeds, fence and efficient water supply & extension services

Figure 21. Recommended solutions, WCR The recommended solutions to these constraints include: 1) Provision of storage facility & refrigerated trucks, contract buying & good stable market prices 2) Construction of roads to ease transportation 3) Building of a storage facility and good marketing info system 4) Good marketing MIS and increase production 5) to have a market in the village help with transportation and contact with whole sellers to come in the village to buy 6) provision of measuring scales, introduce sorting and grading systems and price determination based on production cost were cited as major solutions to production and marketing constrains.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.3.17 Marketing constraints The functions of marketing agents in WCR are affected by the business environment including sociocultural norms and values, climate change impacts affecting production, competitive conditions such as international trade in vegetables (chain governance) an important element in the drive towards to diversification. An underdeveloped market information system to enhance market information flow between regions and support service institutions. Area council/municipal regulations particularly taxes at the markets. There exists a large unfulfilled regional demand for vegetables. Improving the quality and presentation offer a potential to increase effective demand from the tourism sector. Export also provided some opportunity for sub-regional integration vegetable VC. Inadequate storage coupled with high cost of storage particularly for producer/retailers who have to sale to â&#x20AC;&#x153;residentâ&#x20AC;? wholesalers/retailers at give a way prices in the evening all points the inefficiency of vegetable value chain. Figure 23 detail some of the challenges faced by vegetable market participants. Traders 24% of them claimed that storage is their major constraint in marketing of vegetable. These storage facilities can be more problematic especially during the dry season when most of the vegetable are produced in the region.

Marketing constraint for traders, WCR insufficient supply of veg 8% Ferry crossing, high losses 18% limited sources of capital & high exchange rates of CFA 16%

High taxes 13%

High taxes transportation (cost & Availability)

transportation (cost & Availability) 21%

inadequate & high cost of storage facilities limited sources of capital & high exchange rates of CFA

inadequate & high cost of storage facilities 24%

Ferry crossing, high losses insufficient supply of veg

Figure 22.Marketing constraint for traders, WCR

Road infrastructure (farm to market/village to urban) make transport cost and availability a challenge thus penalizing producers and consumers during rainy season. Discussions with traders indicated that transportation cost is dearer during the rainy season when costs increase several folds and delays are frequent affecting vegetable quality. Municipal /council taxes, cost of ferry at crossing are among the constrained cited by 13% of the traders interviewed.

3.3.18 Recommended solutions to marketing constraints The demand for vegetables in WCR for vegetable is high and seasonality of production/access in the country; traders during the rainy season and festival poll their resources to hire a truck to Senegal for vegetables. Thus access capital for investment and transportation support are high in the list of

December 2018

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

recommended solutions, 23% and 21% of the respondents cited capital and transportation respectively. Related to transportation are ferry crossing cost and delays recommend to only reduction in the cost but also support in priority privilege for vegetables at crossing point was reported by 18%. Linkage with hotels and restaurants who demand large quantities at frequent intervals is desired by 13% of the traders Figure 24.

Solutions to Marketing Constraints, WCR GPA to provide priority crossing for veg. 18%

Linkage to hotels & restaurants 13%

GoTG improve infrastructure & increase stalls 15%

Reduce taxes 10% Provide transportation to traders 21%

Provide financial assistance for business expansion 23%

Figure 23. Solutions to Marketing Constraints, WCR

Appropriate and limited space at all markets is felt another felt need of traders as such 15% of traders recommended support in increasing market infrastructure and to build extra stalls in the markets.

3.3.19 Value chain performance constraints and development opportunities The performance of the regional vegetable value chain is satisfactory in that all actors in the chain are making a decent profit. However, the concept of linking all action in the production to marketing in a systematic approach to increase value addition for all including and service providers is a developing concept in the country. The support institutions and the government are making value chain concept a high priority in their development process. Vegetable value chain performance is constrained by inadequate linkages (to hotels, restaurants and exporters), inappropriate infrastructure, limited managerial and technical capacity of actors and their support institutions in value chain development and operation, poor product quality due to poor postharvest handling and limited transformation and storage. These constraints are gradually being addressed to harness the latent potential with government emphasis on commercialization/modernization of agricultural sector. Thus, vegetable production in the country is among the priority areas for the government as enshrined in the national documents such as Agriculture and Natural Resource Policy, (ANRP); Programme for Accelerated Growth and Employment (PAGE) and recently National Development Plan (NDP) 20182021. The NDP emphasize on modernizing agriculture and fisheries for sustained economic growth, food and nutritional security and poverty reduction as a priority, this priority pillar viewed together with other priorities such as making the private sector the engine of growth, transformation, and job creation offer huge potential for vegetable value chain enhancement with private sector lead initiatives in western region. This notwithstanding, commercializing the vegetable sub-sector require heavy investment in the value chains development with cooperative movements as conduits, processing, market expansion and extended trade opportunities.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

These actions will enable the vegetable to leverage on the opportunities to revisit diversification of export away from groundnut to horticulture in general and vegetables in general. Vegetable processing and provision of packaging materials and establishment of apex production and marketing cooperatives as well as exploiting contract growing are all opportunities for increase vegetable production, consumption and export.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.4

URR Vegetable Value Chain, Markets and Actors

3.4.1 URR Priority value chain produce Common vegetables grown in the region in 2018 including Okra, Hot Pepper, Tomatoes, Egg Plant, Onions, Bitter Tomatoes, Sorrel Bell Pepper, Cabbage, Sweet Potato, Carrot, Amarantus, Cowpea, Lettuce, Cassava, and Pumpkin; see Figure 25. Among vegetables grown, Hot Pepper is the most popular reported by 89 (93%) of the respondents; followed by Onion 74 (77%), Cabbage 68 (71%), and Egg Plant 62 (65%). Among the ALVs sorrel/Roselle, is the most popular grown by 37 (39%) of vegetable the growers. The popularity of Sorrel/Roselle can be attributed to its adaptation to most soil types in the country (grown wild) and its role in the diet of the consumers as it can be cooked as a stew and or side dish for variety of Gambian dishes. The followers of Sorrel/Roselle are more expensive in the market than leaves processed into powder and used as juice and tea. Amarantus and cowpea are also grown but as popular with 6% and 3% respectively.

Common Vegetables Grown, URR

13%

22%

28%

39%

65%

71%

77%

93%

Percent Frequency

Figure 24. Common Vegetables Grown, URR

Pearl Millet (PM) production is yet to be adopted by many women vegetable producers attributable to the sociocultural norms (considered as mansâ&#x20AC;&#x2122; crop) grown by 12(13%) of the 96 respondents. Pearl Millet and Orange Fleshed sweet potato (OFSP) are high in Ion (Fe) and Zinc (Zn) a good strategy in the fight against Fe deficiency (anaemia) in children under five and in women of childbearing age. Given that millet is not new to the region adoptability is not a critical issue in the region with little rice production (a traditional womenâ&#x20AC;&#x2122;s crop) thus can be grown in upland fields furthermore, demand for millet will increase as it is a staple food health reasons as many diabetic patients are advised to consume coarse grains rather than rice. The region, produced about 21% of the total millet produced in the country in 2017 (Annex Table 2). A surplus millet producing regional requiring only a shift millet variety to PM, sensitization and availability of PM variety will enhance the shift being aware of the benefits of PM which include a above mentioned benefits including early maturing than the earliest millet varieties available in the country. The value chain for millet is very similar to that of vegetable

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

value chains except that the cereal value chain is male dominated with aggregators/ assemblers occupying a central function in the marketing process,

3.4.2 District, regional and national trends, market size, supply and demand gaps Vegetable in the region are mainly coming from the women vegetable producers and imports mainly from Senegal/other countries and distributed by wholesalers. There are few commercial farms in the region such as Jah Oil banana planation and male vegetable producers with areas bigger than an individual share in communal gardens and selling in the regional markets. Its one of the regions where both men and women are engaged in cultivating field crops production due to the unsustainable rice irrigation schemes during the First Republic introduced by the Chinese. Market outlets for vegetables is a challenge leaving many of their produces to rot due to excessive heat normally experience in the region. Women constituted 95% of all Nematoulie affiliated groups (Nematoulie is a marketing federation) producing all kinds of vegetables mainly for sale either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 67% produced their vegetables with (19%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 5 decades. The average experience in growing vegetables was 15 years for the region. Vegetable production in the region is usually (53%) in the dry season however, all year-round production is reported by 47% of the growerâ&#x20AC;&#x2122;s one of the highest in the country. Rainy season production intensity decreases as a result of labour competition with other crops and pest and disease prevalence and general low-income levels during the rainy season. Due to limited rainy season vegetable varieties, vegetable production in the region is wide spread in the dry season and lower in the rainy season, which mostly leads to scarcity and availability of certain vegetables in the rainy season (June to October), higher pest and disease prevalence as well as labour availability (competition between vegetables and staple food crops). A total of 146.48mt of assorted vegetables were produced during 2018 vegetable season. Vegetable supply during the dry season is higher (91.08mt compared to 55.40mt) compared to rainy season production. Gross earnings from vegetable production is valued at 2.3milion Dalasi. Average price for vegetable ranged from GMD 8 to GMD 36.00 per kg averaging of GMD 12 per kg. Loses were single digit for cabbage and sweet potato with 7% and 6%a. the rest were above 10% averaging 12.35% of the volume produced.

3.4.3 Vegetable value chain distribution and marketing networks This region has a network of weekly markets supplying 2 regular market (Basse and Fatoto). The famous weekly markets include Dingri and Sare Ngai due to their proximity to Senegalese boarder. A significant amount of re-export trade pass through this region with goods coming from Guinea especially palm oil, making it a strategic location for trade in general. Being the 3rd most populated region with relatively high-income consumers (Sarahules and Jahankas) ensuring high effective demand for vegetables. With one of the poorest road networks in the country, vegetables produced in the hinder lands of Sandu and Wuli reach the Basse market in a poor quality. It is more cost effective to transport vegetables from CRR/S up to Brikama (WCR) than from many of the districts (Jimara and Kantora) in URR. The 2013 population census recorded 237,019 people with 1,737 business establishments into wholesale, retail and repairs services. There are few known large scale commercial vegetable

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

producers and exporters. Only 2 (10%) of the establishment were in transportation and storage business in the region in 2014.

3.4.4 Supply of vegetable Vegetable in the region are mainly coming from the women vegetable producers and occasionally from commercial farms for banana. Women constituted 95% of all Nematoulie affiliated groups (Nematoulie is a marketing federation) producing all kinds of vegetables mainly for sale either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 67% produced their vegetables with (19%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 5 decades. The average experience in growing vegetables was 15 years for the region. Vegetable production in the region is usually (53%) in the dry season however, all year-round production is reported by 47% of the growerâ&#x20AC;&#x2122;s one of the highest in the country. Rainy season production intensity decreases as a result of labour competition with other crops and pest and disease prevalence and general low-income levels during the rainy season. Chemical input utilization among women vegetable gardeners is high in this region. The majority (83%) applied chemical fertilizers while 80% applied chemical fertilizers; of those who applied, the applications were minimal quantities due to cost and timely availability of fertilizes. Agro-Ecology practices/climate resilient sustainable agricultural practices are the main practices for both fertilization and pest and disease control. Pesticides are applied only with above threshold pest infestation, 58% of producers applied pesticides in such situations Figure 25.

Input Utilization, Upper River Region 100 80 60 40 20 0 Yes

Yes

Apply chemical fertilizer

No Apply chemical pesticide

Figure 25. Input Utilization, Upper River Region

Seeds of vegetable commonly cultivated were indigenous/traditional varieties such as okra, hot pepper and beans usually saved from last production, however, seeds of exotic varieties are purchased and or supplied through by project and NGOs. These seeds are good quality and viable and occasionally hybrid seeds. Saving seeds from previous harvest is gradually being replaced by purchased seeds 26% relied on this type of vegetable seeds. Majority (49%) reported sourcing their vegetable seeds form input dealers while 25% received vegetable seed support from NGOs and Projects mainly from WASDA (47%); and Department of Agriculture (DoA) supply about 28% of the seed support. Nema and FAO projects are the only project mentioned as a source of vegetable seeds. Quantification of vegetable production and determination of revenue and expenditure in this region are as described in the previous regions.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Vegetable supply during the dry season is higher (91.08mt compared to 55.40mt) than the rainy season production. Due to limited rainy season vegetable varieties, higher pest and disease prevalence as well as labour availability (competition between crops especially staple food crops. of all vegetables were produced during this period. Table 10 shows the level of production, prices and expected revenue. The total of 146.48mt of vegetables were produced during 2018 vegetable season. Three varieties (Hot pepper, Cabbage and Sweet Potato) accounted for 61% (89,682mt) of the regionâ&#x20AC;&#x2122;s total supply of vegetables. Gross earnings from vegetable production is valued at 2.3milion Dalasi earned mainly during dry season production through hot pepper, cabbage, onion and sweet potato earning GMD 1,139,643, GMD 454,591; onion GMD 261,586 and GMD 202,071 respectively. Average price for vegetable ranged from GMD 8 to GMD 36.00 per kg with an average of GMD 12 per kg. Loses were single digit for cabbage and sweet potato with 7% and 6%a. the rest were above 10%; tomatoes leading with 20.45% followed by onions with 16.35%, and hot pepper 13% and average volume of vegetables wasted amounted about 12.35%. Table 13. Quantity of vegetables produced in kg, average prices and revenue, URR Production Season (kg)

Revenue (GMD)

Dry

Rainy

Total

% Loses

Onion

15,021

8,888

23,909

16.35

12.90

193,767

67,819

261,586

Pepper (hot)

23,662

14,001

37,663

12.7

35.68

844,180

295,463

1,139,643

Tomato

6,569

3,887

10,456

20.45

14.10

92,652

32,428

125,080

Cabbage

17,268

10,218

27,486

7.56

19.5

336,734

117,857

454,591

Sweet potato

15,413

9,120

24,533

6.46

9.71

149,682

52,389

202,071

1,500

77,933

47,614

125,547

10.59

15.32

1,617,016

565,955

2,182,971

Cowpea

4,728.62

2,798

7,526.62

10.00

47,286

12,365

Sorrel/Roselle

8,051.22

4,764

12,815.25

7.47

60,116

24,494

Amarantus

371.80

220

591.80

8.20

3,049

1,820

Sub-total ALVs

13,152

7,782

20,934

8.40

110,489

38,671

149,160

Ave/Total

91,084

55,396

292,961

15.01

12.84

1,727,505

604,627

2,332,131

Vegetables URR

Pearl Millet Sub-total other veg

Ave. Price/kg

Dry

Rainy

Total

African Leafy Veg

3.4.5 Vegetable Value chain actors The actors along URR vegetable value chain actors are similar to the other regions except that of WCR comprising of 6 main stakeholders who are engaged in vegetable production, transportation, processing trading (wholesalers and Retailers), input dealing and consumers presented see Figure 27. For details. It shows the close relationships between the different actors. Producers are at the center of the distribution chain. Transporters facilitate the flow of vegetables to regional markets, peri-urban and urban markets. Wholesalers are the major clients of the producers handling large quantities of vegetable for distribution. Transactions are mainly in cash bases but occasionally, wholesalers may

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

acquire produce from producers on credit. Due to transportation and labour pressure during rainy season some form of collective marketing mainly between co-wives and relatives are observed.

Map of URR Vegetable Value Chain Actors Input Dealers

Supplies inputs to producers mainly in cash bases- Small sole proprietorship with 3 basic inputs

Producers

Supplies to other actors directly or indirectly and also sells directly to consumersgroup based mainly women

Transporters

Carriers that provide the services of moving vegetables- but mostly commercial passenger vehicles or truckers

Wholesalers / Retailers

Handles the aggregation and distribution functions. Performdistribution regional & inter-regional

Processors

Transformed the product; buys from wholesalers and producers and sell it to consumersmicro/cottage types

Figure 26. Map of URR Vegetable Value Chain Actors

The consumers of vegetables are the householdsâ&#x20AC;&#x2122; as ingredients in their meals. This amount though small and usually purchased on a daily bases from retailers accounted for a significant percentage of estimated demand for vegetables due limited hotels and restaurants in the region except in Basse. Vegetable value chain in the region is constraint by lack of storage (cold chains) availability of storage is critical if the shelf life of vegetables is to be prolonged. However, information obtained during the survey indicate that no storage infrastructure exists at all levels in the chain. This needs to be addressed to avoid wastage, gluts and low prices in the markets.

3.4.6

URR Detailed description of actors and their linkages

Input Suppliers: Key inputs in vegetable production comprise of compost, chemical fertilizers, seeds, pesticide and manure and garden implements and tools. Supply these inputs are carried out by individual private enterprises found in reginal moving from one weekly market to another. All the input dealers in URR are relatively small handling quantities of 2-3 products (seeds, fertilizers and pesticides). Many frequent weekly markets to increase sales volume sourcing their inputs from KMC (Gambia Horticultural Enterprise (GHE), weekly markets and Senegal. Seeds of vegetable such as sorrel/Roselle, amarantus and moringa are usually saved for planting the following circle but majority (49%) reported sourcing their vegetable seeds form input dealers while 25% received vegetable seed support from NGOs and Projects notably for cowpea and fertilizer; mainly WASDA (47%); and Department of Agriculture (DoA) supplying about 28% of the seed support. Nema and FAO projects are the only project mentioned as a source of vegetable seeds. Several forms of transactions occur at this level, mostly on cash bases though credit sales tied to crop circle is also available. Producers: Vegetable production is the number one economic activity of women few men also participate in the production in the region at a larger scale than women, growing a wide range of vegetables mainly for commercial purpose as reported by 67% of the respondents.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Community/womenâ&#x20AC;&#x2122;s gardens are the most popular production sites where 84% produced their vegetables with few (19%) producing from both own gardens and community/group gardens. Many of the women producers have been into vegetable production for 5 decades with an average experience of 15 years in the region. Wholesalers are the major clients of the producers who buy large quantities of the vegetables for distribution. Producers also sell directly to consumers in the village, district and regional regular and weekly markets to capture high prices in these markets as well as non-availability of wholesalers at the time of harvest. At the urban markets and weekly markets producers also sell to retailers. There exists opportunity to sell to processors, hotel restaurant owners and exporters directly in some regions. These opportunities make these actors the most dynamic and perhaps the most import actor in the vegetable value chain see Figure 28 for details. Transporters: Vegetables once produced in the gardens are transported to the house or directly to the market. The mode of transportation therefore involves several modes depending on the level along the chain. Head load and carts are the usual mode of transportation from the gardens to the village by both producers and wholesalers. Vehicles are normally used for distanced regular and weekly markets. There are no specialized/refrigerated vehicle for transporting vegetables; trucks and commercial passenger vehicles are the main mode of transporting vegetables thus increasing the losses along the chain. The quantity of vegetable spoiled between ranged from 5%-23% and constituted a significant cost component of the chain further discussed under the economic analysis. Traders: Wholesalers/retailers: are commercial agents who are involved in buying and selling operations of vegetables. The activities of the wholesalers is the most important due to their strategic location often referred to as middlemen in the vegetable value chain refer to Table 14 for detailed operations of wholesalers. The vegetables flow between the traders in the vegetable value chain is presented in Figure 28. Market information also flows between producers, traders, and transporters, on what types and quantities of vegetables are available in the villages and regional markets. Price information also flows from traders, who relay prices of vegetables in the markets, to producers which signals are also transmitted to other actors such as processors and exporters. Market relationships exist between actors who buy on vegetables on credit between producers and traders, between different traders such as wholesalers and exporters.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Table 14. Frequency and percentage of wholesaler activities, URR

Period

Dry Season

Rainy Season

Freq.

Percent

Freq.

Percent

Daily

12.5

6.25

Weekly

81.25

87.5

Every2Weeks

6.25

Monthly

Total

100

Wholesaler Assembler

39.29

Retailer

42.86

Processor

17.86

Total

100

Freq.

Percent

81.25

Yes

18.75

Total

100

Credit

37.5

Information

18.75

Marketing

31.25

Storage

Training

12.5

Transportation

Total

100

Frequency of getting Supplies*

Clients of wholesalers

Membership of a marketing group

Assistance required by wholesalers*

*Multiple responses were allowed

The table also show that retailers are the principal clients (43%) of wholesalers in the value chain purchasing from producers and selling to retailers; the role of wholesaler assemblers is fairly important in this region with 39% of wholesalers selling to wholesaler assemblers and very few (18%) selling to processors. These actors collect from productions sites (spanning several villages) mostly on a daily bases regardless of season. Daily purchases are more frequent during dry season when supply is highest. There is a low level of organization among traders as 81% were not members of any marketing association. Many of them when asked if they would like to join any organization many expresses willingness to join. They seem to look up to organization for support in addressing marketing constrains

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

such as infrastructure, market information and credit. Among the support needed credit top the list with 38% followed by marketing support and market information with 31% and 19% respectively. Vegetable retailers on the other hand; are predominantly female (98%) and in retail business from 6 to 39 years, the average years in retail business for the region is 12 years; handling smaller quantities buying from wholesalers and producers on a daily basis. All the retail businesses were not registered, and selling directly to consumers with no storage facility; this group also handle from 2 to 4 vegetable products purchasing from a bag to few pans weighing about 30kg on the average. The major source of market information is through telephone (40%), friends/family 36% and fellow wholesalers 24%. Vegetable value chain map, Upper River Region Input Dealers

Transporters

Producers

Processors

Consumers

Hotels Wholesalers / Retailers

Restaurants

Imports

Markets Regular & Weekly

Figure 27. Vegetable value chain map, Upper River Region

Department of Agricultural Services

………… ..

NGOs/CBOs/MBFIs

FAO

Indicates flow of Vegetables Indicates weak linkages

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. In the Gambia, there is a good market for sweet potato roots, leaves and vines which are used as planting material usually in the market at the onset of rains (June â&#x20AC;&#x201C; July) when the vines are in high demand commanding a reasonable price for producers.

3.4.7 Service providers Besides these main actors within the value chain, government extension agents, NGOs, and other private sector entities and development partners are also pivotal to the proper functioning of vegetable value chain. These ancillary service providers can be categorized as support institutions (influencers/enablers). Although the government supports the agricultural sector, this stimulus packages most often than not are food and nutrition security focused than markets and profits. In addition, the capacity of the government to respond is always limited due to insufficient capacity and budgets to improve and strengthen vegetable production and trade for all vegetables. Prioritizing/supporting higher value vegetables by government will hasten growth and enable systematic promotion of selected vegetable crops. The government institutions relevant in the provision of services to the sector are MOA, MOTRIE, MOF, MOR&I and MIICI. The Gambia Investment Promotion Agency (GIEPA) is also another key institution with the aim of supporting and increasing engagement with the private sector. There is no known foreign private direct investment in vegetable production, processing and export in the region. Cooperative development among women producers and several communities based and NGOs such as Universal Concern in partnership with WSDA are notable service providers in the regionâ&#x20AC;&#x2122;s vegetable value chain. Financial services provision in the region is largely informal though with commercial banks in Basse and a number of microfinance institutions exist; groups usually use these institutions for savings rather than as a source of credit due to prohibitive interest rates charged on borrowing.

3.4.8 Characterisation of markets/consumers Three distinct markets can be recognized in region, each hosting specific modes of exchange. The weekly markets, the assembly markets and the urban consumer markets each performing a specific and well-defined role in the commodity value chains including vegetables. In rural areas, most exchanges take place in weekly markets where unprocessed commodities are traded against manufactured goods. The URR weekly markets as in other regions are coordinated such that each holding its market day in turn. They operate in relationship with an assembly market for grains notably millet and other grains. These assembly markets, which host transactions between wholesalers who functions as an interface with the exporters and urban markets. The urban market receives supplies from the assembly markets for local goods, and from the importers for imported commodities. Some markets combine functions, for example assembly and supply to urban consumers. The trading network can be fluid in that some markets will grow in a very short period of time while others vanish with time each of these markets are described below. Weekly markets: Weekly rural markets are also called lumos in Gambia and in Senegal. They are at the start of the market chain for local commodities (millet cowpea and vegetables). The purpose of these weekly markets is to aggregate supply and demand in order to reach a critical mass that can trigger profitable trading activities. Taxes in these markets constitute a financial lifeline for the local

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

authorities. Weekly market serves as both producer and consumer markets. During the harvest for grains and dry season for vegetables, the marketâ&#x20AC;&#x2122;s role is to collect locally produced products and to sell imported or manufactured goods to households. During rainy season, the weekly markets will adapt to function as a supply source for goods. Mobile traders (usually wholesalers), who operate in these markets in a given area, are the main actors. These mobile traders ensure the collection and distribution of local products as well as the supply of imported and manufactured goods. Mobile traders operate in liaison with a nearby assembly market where traders restock and pass on goods collected to the weekly markets. Sellers in weekly rural markets include producers as retailers. Assembly markets: Assembly markets are the interface between weekly markets, urban consumer markets and the international market. Although assembly markets commonly have a peak in activity once a week, transactions take place every day on such markets. Assembly markets constitute bulk loads of unprocessed goods (grain, cash crops) from the supplies received from neighboring weekly markets. These bulk consignments are dispatched to urban consumer markets and to the exporters where available. Assembly markets also channel imported goods received from importers to weekly markets. This market is particularly important for grain and cash crop marketing than vegetable trade due to the perishable nature of vegetable and lack of cold storage. Urban markets: Urban markets meet urban area demand through supplies brought in through imports or from assemblers from the assembly markets; mostly within the weekly markets. These are markets where high volumes are exchanged daily. Wholesalers and retailers are active for a wide range of food products. Urban consumer markets can accommodate several of retailers. Supply in these markets is abundant and diversified, due to consumerâ&#x20AC;&#x2122;s relatively high purchasing power and the large volumes that are traded. Supply and demand are especially diversified in the markets of Basse and Fatota that have a sizeable demographic weight Table 15. Characteristics and functions of market types in the region

Market type

Function

Characteristics

Weekly market (lumo)

Collecting production during harvest time and meeting consumer demand during lean periods

Active once a week and dominated by the presence of mobile traders. Usually there are few traders, with weak demand, low product quality for fresh produce.

Assembly market

Wholesale trade

Weekly frequency. Specialization of markets by commodity (for example, crops and livestock

Urban market

Meeting consumer demand throughout the year

High volumes, diversified supply

Consumers: There are 3 major ethnic groups namely Mandinka, Sarahule and Fula. Other smaller ethnic groups also exist in URR. There is a strong extended family system which acts as an important social safety net and coping mechanism. Agricultural production and productivity are highly affected by draught and other climate change impacts It has population of 237,019 people leaving in 7 districts of Jimara, Basse, Tumana, Kantora, Wuli West, Wuli East and Sandu.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

The number of people leaving below the poverty line 68% URR poverty rate is slightly lower than the nation rate (69.8%) Poverty as in other regions were found to be higher among population working in the agricultural sector accounting for the large rural-urban disparity in poverty rates (68 % in URR compared to 39.6 % in urban areas). Given this regional poverty profile, the effective demand for vegetables are small and on a daily bases; hotels and restaurants who purchase large quantities became the most important consumers of vegetables. This study also show that the region relies heavily on imported vegetable to meet the regional demand. The presence of wholesalers provide opportunity for market expansion to other regional and beyond national borders.

3.4.9 Economic analysis URR vegetable value chain Figure 29 shows financial analysis for URR vegetable value chain. All chain actors realized a positive profit with a BCR greater than 1 for all actors. Value chain is more profitable for wholesalers and input dealers earning a profit of GMD82,250 and GMD 60,000 respectively. The least profitable segment of the vegetable value chain in URR was at the processor and producer levels, earning about GMD 2,170 and GMD 14,052 on average annually.

Wholesaler

Input Dealer

Retailer

Processor

Seed D1,500

Goods Sold D7,400

Goods Sold D35,875

Goods Sold D 9,269

Goods Sold D630

Organic/CRSA D500

Transportation

D2,467

D5,125

Duties D1,091

Ingredients D385

Fertilizer D1,400

Containers D617

Taxes D7,688

Transportation

D545

D168

Pesticides D1,000

Duties D1,850

Rent D2,563

AVE COST

D4,909

D12,333

D51,250

D10,905

D1,400

GROSS REVENUE

D18,960

D94,583

D111,250

D25,221

D3,570

D14,052

D82,250

D60,000

D14,316

D2,170

COSTS

Producer

PROFIT

Econ Analysis â&#x20AC;&#x201C; Upper River Region

Packaging D158

Transportation

D509

Figure 28. Economic analysis of Upper River Region vegetable value chain

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Cost on the other hand was lowest at processor level than any other segment along the chain with an average of GMD 1,400 comprising of cost of goods processed, ingredients and packaging. This lower cost is associated with processing of own produce which like home consumption are not adequately accounted for; this appears to be case for all processors thought out the country except in WCR. Wholesaling was found to be the most profitable segment of URR vegetable value chain with an average investment of GMD 12,333 and profit GMD 82,250 giving rise to BCR of 7.67. The profitability of wholesaling is attributable to the central role wholesalersâ&#x20AC;&#x2122; play in the value chain. Positioned between producers and the market, they can leverage on the information (price) asymmetry and dictate prices at both levels. Many of the wholesalers also retail vegetables which can also improve revenue.

3.4.10 URR analysis of the value chain activities and performance 3.4.11 Key relevant quantitative and qualitative indicators Reference to the following links in the chain [Input dealers/producers/transporters/wholesalers retailers/producers and consumers and in accordance to the following products In order of most produced, Okra, Hot pepper, tomato, and eggplant in addition to the ALVs, Orange Flesh Sweet Potato (OFSP) and pearl millet, the key indicators form the basis for analysis: These are cost, value addition, yield/crop, average cultivated area per grower/crop, number of trips, cost per trip, unit of measure for both wholesale and retail sale, cost per unit of measure, types of crops processed, preference among others.

3.4.12 Value chain Analysis on external sources of competitiveness including its economic and social environments The regional supply falls short of demand for vegetables. This situation is further compounded by the inability of most growers to attach correct value to produce in the absence garden records of cost of production to enhance price determination and production planning and coordination glutting the limited markets and dampen prices. This has to an extent made the value chain less attractive and vulnerable to the intrusion of external market competitors especially from the neighbouring sister country. Other variables include the packaging cost not readily available on demand resulting in poor presentation of processed local products limiting access to supermarkets. Vendors on the external sources are more business committed and oriented as opposed to our local producers and dealers. Quantification of vegetable production reflect the subsistence nature of vegetable production systems among women groups throughout. Record keeping and production planning are encouraged or adopted. Production most often than not is dictated by availability of seeds and working capital. There is an apparent lack of weights and measures at production sites coupled with auto consumption which are not also quantified thus under valuing production and profitability. Producers find it easier to recall in monetary terms rather than quantity produced which depends on quantity harvested (whether first, second, third etc.) and unit of measure used per harvest can also be different for an individual producer. Direct marketing by producers is another added dimension affecting prices received and total revenue from production. Thus, total quantity produced is calculated based on reported quantity produced including losses at production sites and during marketing as well as amount consumed. Total revenue includes only the marketed quantity a significant amount is consumed and but not valued.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.4.13 Value chain analysis on technological capacity including the production system and utilization of inputs within the region Supply of vegetable in the region are mainly from women vegetable producers/gardens and imports. Women constituted 95% of all Nematoulie (the regional producer and marketing cooperative) affiliated groups producing all kinds of vegetable mainly for sale directly or through wholesalers aggregating from different villages. Community/women’s gardens are the most favoured production sites where 67% produced their vegetables with (19%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 5 decades. The average experience in growing vegetables was 15 years for the region. Vegetable production in the region is usually (53%) in the dry season however, all year-round production is reported by 47% of the grower’s one of the highest in the country. Rainy season production intensity decreases as a result of labour competition with other crops and pest and disease prevalence and general low-income levels during the rainy season. Chemical input utilization among women vegetable gardeners is high in this region. The majority (83%) applied chemical fertilizers while 80% applied chemical fertilizers; of those who applied, the applications were minimal quantities due to cost and timely availability of fertilizes. Agro-Ecology practices/climate resilient sustainable agricultural practices are the main practices for both fertilization and pest and disease control. Pesticides are applied only with above pest infestation is above the threshold. Seeds of vegetable commonly cultivated were indigenous/traditional varieties such as okra, hot pepper and beans usually saved from last production, however, seeds of exotic varieties are purchased and or supplied through by project and NGOs. These seeds are good quality and viable and occasionally hybrid seeds. Saving seeds from previous harvest is gradually being replaced by purchased seeds 26% relied on this type of vegetable seeds. Majority (49%) reported sourcing their vegetable seeds form input dealers while 25% received vegetable seed support from NGOs and Projects mainly from WASDA (47%); and Department of Agriculture (DoA) supply about 28% of the seeds. Vegetable supply during the dry season is URR vegetable higher (91.08mt compared to 55.40mt) than supply during the rainy season production. Due to limited rainy season vegetable varieties, higher pest dry season and disease prevalence as well as labour Vegetable supply availability (competition between crops during rainy season especially staple food crops. of all vegetables were produced during this period. The total of 146.48mt of vegetables were produced during 2018 vegetable season. Three varieties (Hot pepper, Cabbage and Sweet Potato) accounted for 61% (89,682mt) of the region’s total supply of vegetables.

91.08mt

55.4mt

3.4.14 Economic performance on benchmarking along different stages of the chain The economic analysis of the value chain involves the assessment of the chain’s economic efficiency. This includes determining what value is added along the stages of the value chain. Cost of production, and the income of operators. Transaction costs, which are the costs of doing business are limited to transportation, processing and fees/taxes, labour and management are taken as part of the profit given

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

the nature of business entities (sole proprietorship form of business) at different segments along the chain. The costs, gross income, net income and cost/benefit ratio of different agents in the value chain are summarized in Figure 29. In URR the BCR is greater than 1 for all actors. Value chain is more profitable for wholesalers and input dealers earning a profit of GMD82,250 and GMD 60,000 respectively. The least profitable segment of the vegetable value chain in URR was at the processor and producer levels, earning about GMD 2,170 and GMD 14,052 on average annually.

3.4.15 Sweet potato processing Sweet Potato is another product easily processed and offers solution to some health-related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center https://cipotato.org/crops/sweetpotato/sweet-potato-processing-anduses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. It can also be processed as chips.

3.4.16 Sweet potato planting material vendors Sweet potato has been cultivated in the country from time immemorial in small scale usually at the back yard by men. However, its cultivation for food security was promoted by the government through the Ministry of Agriculture with the implementation of Rural Finance and Community Initiative Project (RFCIP) in CRR/N and CRR/S. As a vine, its stems are the planting material hence having a commercial value as such the estimated earning/economic benefit has been under- valued in this study. Sale of sweet potato vines occur mainly before the onset of rainy season between June and July when itâ&#x20AC;&#x2122;s available in both rural and urban markets.

3.4.17 Potential for existing commercial and community-based orange fresh sweet potato multiplication enterprises The question of to what extent the community-based orange fresh sweet potato multiplication enterprises can be sustainable will depend on the ability of schemes to manage the enterprises. Nonetheless, the potential to sustain multiplication as a business high in the country. The health and nutritional benefits highlighted above notwithstanding, there is likelihood that itâ&#x20AC;&#x2122;s processing into chips and the establishment starch and starch-derived industrial plants in the future are also likely. This coupled with use of vine as animal feed, the leaves as vegetables offer huge potential for the OFSP demand to increase and stimulate the value chain for OFSP. Realization of this potential will require investment in technical capacity and skills in its production and processing. Advocacy and sensitization on benefits of OFSP should be pursued.

3.4.18 URR value chain constraint and recommended solutions As in the other Regions; all actors in the vegetable value chain are struggling with similar challenges and opportunities, addressing which can greatly improve the performance of the chain as a whole regionally and nationwide. Characterized by limited vegetable processing, absence of cold chain, involving small scale women actors at all levels of production and marketing, weak linkages, limited credit facilities, market information and governance resulting in low productivity and wastage. Producers with rudimentary productive asset such as buckets, watering cans, hand trowels, hand fork,

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

spade, wheel barrow, hand sprayer, and motivated by lack of productive activity for women most of year (7-8 months) than business/ profit maximization, weak linkage (vertical) particularly at the lower level of the chain. It became a void that the marketing federations can fill). For this region absence of major processor, exporter (horizontal linkage) the producers can rally around and meet stands also hindered the uptake of weights and measures. Common household containers are the main measuring units used thus making quantity traded difficult to determine. Lack of market information, near absence of record keeping (limiting activity planning) further weakened the value chain. Socio cultural tendencies (ceremonies) of women vegetable producers affects their saving and investment capacity. With limited financial institutions (commercial banks in Basse) and weak microfinance institutions availability of loans for working capital revolves around the lowest level of credit and loan schemes (â&#x20AC;&#x153;oususuâ&#x20AC;?) family, friends and traders which preclude investment in productive assets such as power tillers and improved processing machines. As results, regulation of the vegetable value chains is absent or not enforced. Weak technical capacity makes it difficult for some actors to be independent of technical service providers coupled with government should be the provider attitude are among the challenges besetting vegetable value chain development and strengthening.

3.4.19 Production level constraints At production level, depending on the level of support from partners (GoTG, NGOs/CBOs) revolves around the following constraints poor fencing, water availability, inadequate and limited quality inputs, pest and diseases infestation; lack of markets in the surrounding villages; price instability making producers vulnerable to wholesalers. Low productivity and low farm gate prices for vegetables as well as lack of storage are discouraging vegetable producers. Availability of buyers and limited wholesalersâ&#x20AC;&#x2122; capacity and lack of markets in the communities in the region were among the common production constraint highlighted representing see Figure 30. Inadequate policy and farm to market roads have been noted throughout the study area coupled with women access to land and land tenure system and inadequate skilled and competent human resource are also notable constraints reported for the region.

Production level constraints, URR

Lack of transportation due to poor road condition

12% 7%

Low product and price for product

Storage facility problems

26%

No Market in the village 15% Contact with buyer 28%

lack of wholesale buyers Poor water supply, poor fence, lack of inputs

Figure 29. Production level constraints, URR

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Majority challenges affecting production and productivity is the lack of storage, followed by low product and product prices reported by 29% and 24% of actors in the region. Poor road networks and lack of transportation is heavy on the producers with 15%. Availability of contract buying and limited wholesalers in the communities were among the list cited constraint.

3.4.20 Recommended solutions for production level constraints These set of suggested recommendations can be a starting point in developing/strengthening participatory monitoring and evaluation criteria (Nema and UP/Nema collaboration) suitable continues monitoring and feedback linked to federations activities. The recommended solutions to these constraints include: 1) Provision of storage facility & refrigerated trucks, contract buying; a good stable market prices 2) Construction of roads to ease transportation being the most urgent in the region 3) Building of a storage facility and good marketing info system 4) Good marketing MIS and increase production 5) to have a market in the village help with transportation and contact with whole sellers to come in the village to buy 6) provision of measuring scales, introduce sorting and grading systems and price determination based on production cost were cited as major solutions to production and marketing constrains.

Recommended solutions to constraints, URR 34 35 29 30 25 20

15 9

5 0 Good marketing Provision of Construction of Building of a To have a Support with MIS and storage facility roads to ease storage facility market in the implement, increase & refrigerated transportation and good village help with seeds, fence production trucks, contract marketing info transportation and efficient buying & good system and contact water supply & stable market with whole extension prices sellers to come services in the village to buy

Figure 30. Recommended solutions to constraints, URR

These constraints and recommended solutions are age old issues being address at multiple levels and strategies with significant achievements and measurable at project level which deeds to be extended to regional and perhaps a level system. The federations and their NGO partners take ownership the chain is critical to sustainability. Effective use the MIS platform at federation level can support solutions most other solutions constraints highlighted.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.4.21 Marketing constraints The marketing agents in URR also perform value addition function in the chain to the final consumers they bring buyers and sellers together and establishing prices for vegetable products in the region. These functions are affected by the marketing environment including social conditions, weather and other conditions affecting production, climate change, competitive conditions such as international trade in vegetables, information flow between regions and government/area council regulations and policies particularly taxes imposed at the markets. The region is experiencing large quantity of unfulfilled domestic demand for vegetables presenting an opportunity for improvement together with processing which can stabilize prices and to ensure consistent quality throughout. Export also provided some opportunity for the regional VC which can be explored improve product quality. Traders 23% of them claimed that of poor infrastructure and limited stalls at the markets, high council taxes reported by 21%, inadequate storage coupled with high cost of storage are constraint for 18% in marketing of vegetable. These storage facilities can be more problematic during the dry season when most of the vegetable are produced in the region Figure 32.

Marketing Constraints of Traders, URR 10%

High taxes

21%

transportation (cost & Availability) inadequate & high cost of storage facilities

23%

limited sources of capital 15% Poor infrastructure & Small space insufficient supply of veg

13% 18%

Figure 31. Marketing Constraints of Traders, URR

Traders consider poor roads has a negative impact on development of their businesses thus storage space at the market represents a major limitation to business. Poor roads conditions, increases transaction costs penalizing producers and consumers all year round but more so during the rainy season. From the discussions held with traders it can be concluded that transportation cost is more expensive during the rainy season when costs increase with frequent delays affecting vegetable quality. Another major general marketing constraint particularly for those at the lower level (retailers) of the supply chain are the low purchasing power of consumers. The majority (68%) of the regionâ&#x20AC;&#x2122;s population living below poverty line of USD$1 a day in 2014.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.4.22 Recommended solutions to marketing constraints Major marketing constraints in URR were transportation, storage particularly cold storage as such the majority (26%) recommended that this constraint can be resolved through continues production of vegetables and improving access roads. Provision improved infrastructure including increased number of market stalls and toilets.

Recommended solutions to marketing constraints, URR

12% 24% 12%

High taxes inadequate transportation and storage Poor infrastructure & increase stalls and toilets

24%

28%

Low & unstable prices Lack of capital

Figure 32. Recommended solutions to marketing constraints, URR

Other recommended solutions to the marketing constraints were dependent on the government intervention which include reduction of taxes as well as improving postharvest handling and reducing loses believed to be a solution by 15% of the respondents as a measure to ensuring availability of transportation and reduce cost of marketing.

3.4.23 Value chain performance constraints and development opportunities The performance of the URR regional vegetable value chain is satisfactory in that all actors in the chain are declared profit. However, the concept of linking all action in the production to marketing in a systematic approach to increase value addition for all including and service providers is a developing concept in the region. The support institutions and the government are making value chain concept a high priority in their development process. Vegetable value chain performance is constrained by inadequate linkages, inappropriate infrastructure, limited managerial and technical capacity of actors and their support institutions in value chain development and operation, poor product quality due to poor postharvest handling and limited transformation and storage. These constraints are gradually being addressed to harness the latent potential with government emphasis on commercialization/modernization of agricultural sector. However, commercializing the vegetable sub-sector require improvement in the subsector value chains and processing, market expansion and extended trade opportunities. Improvement in postharvest handling, value addition and strengthening provision of infrastructure, information system and access to micro finance to small-scale holders.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Thus, vegetable value chain upgrading will leverage on the opportunities to revisit diversification of export from groundnut to horticulture production. There is high potential for increased private sector investment in vegetable production in the region as land in western regions are gradually becoming residential areas. Vegetable processing; provision of packaging materials and establishment of apex production and marketing cooperatives are all opportunities for increase vegetable production, consumption and export.

3.4.24 Vegetable income of rural women as baseline Vegetable production is the main income of women in the region and constitute a major empowerment for women. Traditionally women cultivate crops for household consumption while men cultivate cash crops for sale to fulfil other household requirements other than food. Therefore, contribution of vegetable production can vary between 70% and 85% for women. This income also contributes significantly to the wellbeing of the household. Women are able to acquire household assets such as radio, TV, telephone and jewellery on their own. At household level, vegetable incomes are spent on improving the quality of food served in the household as women augment fish money from husband, good percentage is also spent on education, health and clothing for their children. Certain portion is also saved in small ruminants (sheep and goat) and revolving saving and loan schemes oususu and revolving material schemes such as bed cooking puts etc. From the data presented in Table 13 the estimated per capita earning from vegetable production is about GMD 24,293 per year (wet and dry season production). Nonetheless, the economic analysis shows an average individual gross earning of GMD18,960 per year. This difference is attributed to the later measuring only the marketed quantity whiles the former includes gross harvest and annual profit of about GMD 14,052 for 2018. This is comparable to similar UP studies conducted in the region recently using a different methodology. This income when compared Nema/Chosso project target income of GMD 35,340 from women vegetable gardens at completion it represents an achievement rate of 69% using gross production and 54% using earnings from sale of vegetables rate at baseline. The targets are predicted on increase in area under improved vegetable production and productivity accruing from improved management and supported by an effective value chain development and management with an apex cooperative organization.

3.4.24 Employment opportunities in the horticultural value chain businesses in URR This section is adopted from a UP baseline study of 20â&#x20AC;Ś

3.4.25 Horticulture value chain businesses women are engaged in Most of the women were mostly engaged in production of vegetables and some on â&#x20AC;&#x153;marketingâ&#x20AC;? (selling) of vegetables, and none of the women were involved in other horticulture value chain businesses such as input selling and transportation. The statistics in figure 6 shows that all the surveyed women (97 100%) were engaged in production of vegetables as a business. Apart from producing, 62% were also engaged in selling vegetable produce in markets. The women in this group are both producers and sellers, but their degree of involvement in the two greatly varies and the survey could

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

not establish that. Some just stop at selling their own produce at the market while others buy other produces in addition to their own produce to sell.

Value Chain Businesses engaged in* 120.0 100.0 80.0 60.0 40.0 20.0 0.0

100.0 61.9 38.1 0.0 Yes

Yes

Marketing

No Production

Figure 33. Value Chain Businesses engaged in* *adopted from a UP baseline study of 20â&#x20AC;Ś

3.4.26 Employment created When asked about whether they employ any one in their value businesses, 87.6% of the women farmers said that they did not employ workers in their value chain and only 12.4% did employ workers. Even the 12.4% did not employ workers on full time basis but rather on daily basis to execute certain key activities such as fencing, well re-deepening which are too difficult for women and mostly perform by men.

Employment created and number of employees* 100.0

87.6 12.4

50.0 0.0 YES

Percent

yes 12.4

no 87.6

Figure 34. Employment created and number of employees* *adopted from a UP baseline study of 20â&#x20AC;Ś

On the number of male and female hired, of course 87.6% of the women gardeners did not hire casual labour and of the 12.4% that hired, 9.3% hire male workers and 3.1% hired female workers.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

3.5

CRR/North Vegetable value chain produce, markets and actors

3.5.1 CRR/N Priority value chain produce Total of 16 varieties of vegetables were grown in 2018 including Okra, Hot Pepper, Tomatoes, Egg Plant, Onions, Bitter Tomatoes, Sorrel, Cabbage, Sweet Potato, Carrot, Amarantus, Cowpea, and Lettuce Figure 36. Among the vegetables grown 5 varieties were the most popular, these are onion, Tomato, Hot Pepper and eggplant. Onion and tomatoes were grown by 76% and 51% growers respectively, the popularity of these 2 vegetables have to do with their importance in the diet of Gambian. These were followed by Egg Plant and Bitter Tomato scoring 34 (40%) each. Other commonly consumed vegetables such as cabbage, sorrel/roselle, okra and cowpea. Exotic vegetables such as carrots was grown 4 (5%).

C o m m o n Ve ge t a b l e G r o wn , C R R / N 76%

70 51%

45% 40% 40%

50 38%

26% 26%

14%

30 9% 20

6% 22

2% 2

Frequency

Percent

Figure 35. Common Vegetable Grown, CRR/N

Crops classified as African Leafy Vegetables (ALVs) (comprising Morringa, Cowpea, Amarantus, and Sorrel/Roselle), have an average score of 42 (49%) of the total responses in the region. Sorrel/Roselle and cowpea were the most important vegetables among the ALVs grown by 22 (26%) each. None of the sample respondent grew Pearl Millet during 2018 growing season. Pearl Millet production is less common among women as millet is traditionally a male crop explaining the low production and in the case of CRR/N the non-production figures. Nonetheless, Pearl Millet has huge potential in the region being a millet producing region. Two types of millet (Late Millet and Early Millet) are widely grown in the region as in other parts of the country. Late millet which was the first known millet variety with a maturity period ranging from 110-120 days which a characteristic that makes it difficult for birds to waste and therefore does not require much labour to scare birds. The early millet variety was introduced in response to draught and reduced rainy days attributed to climate change impact this variety is popular for its early maturing characteristics but requires at least a month of attention to ensure that birds did not finish the grains.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Millet production though declining in general due to change in diets in favour of rice. The national per capita consumption of coarse grains is only 58Kg/year compared to 117kg/year per person for rice which used to be the reverse in many regions in the country. As such the production millet in the region declined from 12,771mt in 2013 to 10,295mt in 2017 representing a 4% decline refer to Annex Table 1 for more details. CRR/N produced 20% of millet produced in the country 2017 and the introduction of yet another millet variety (called pearl millet) as part means to ensuring food and nutritional security. This variety of millet matures between 70-80 days and rich in ion and zinc thus considered as a biofortified crop. However, CRR/N is a surplus millet producing region requiring little over half (57%) of its millet production for consumption in 2017 and selling 4,436mt. PM then has the potential to empower women in the region as an income source.

3.5.2 District, regional and national trends, market size, supply and demand gaps Women smallholder vegetable producers are the main sources of vegetables in the region. Women constituted 95% of all Heewal affiliated groups producing many kinds of vegetables mainly for sale either directly or through wholesalers who comes to production sites. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 66.28% produced their vegetables with few (4%) producing from both own gardens and community garden. Some of these women have been producing vegetables for 5 decades. Average regional experience vegetables production was 10 years. Vegetable production is mainly dry season activity though all year-round production is increasing with 47% of the growers reporting all year-round production. Vegetable production in the region is wide spread in the dry season and lower in the rainy season, which mostly leads to scarcity of certain vegetables in the rainy season (June to October). Results of the study further revealed that 60% of the annual vegetable production were produced during the dry season due to reason already discussed. Production declined at a rate of 31.03% (from 45.16mt 31.14mt) during rainy season. The regionâ&#x20AC;&#x2122;s annual vegetable production stood at 76.30mt values at GMD1.7million. The ALVs accounted for 6% of the total revenue mainly coming from sorrel/roselle sales 86% representing 86% of the total sales of ALVs. The trade-off between vegetable production and food crop production require further investigation, however, imperial evidence tend to support vegetable production due to its high value and productivity. Sensitization aimed at highlighting the economic, financial and health gains in vegetable compared to other cash crops is important to decrease the gap between seasonal production in furtherance of Nema project target quantity and value from investment in climate proofing vegetable gardens. Central River Region North is highly deficit vegetable growing region, using the 31kg per capita vegetable consumption; the regional demand for vegetables is estimated at 7,983mt in 2018 while regional annual vegetable production stood at 76.30mt, indicating 2% self-sufficiency in vegetable production and a demand gap of over 3,000mt. Per capita production of less than a metric ton of assorted vegetable can be increased to bridge the demand and supply gap. The potential for increase production and productivity to bridge the gap supply gap constitute. At the technical level, reducing postharvest losses, availability of rainy season vegetable varieties, innovative pest management beyond the traditional IPM, sensitization on the economics of a shift in labour allocation between competing crops and increase value chain efficiency through the Apex cooperatives for collective bargaining, coordinated production and marketing are suggested strategies.

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Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

The weighted average postharvest loses is estimated at 13% for all vegetable; these loses ranged from a low of 5% for sweet potato to a high of 18% for tomatoes in the other vegetable category. Sorrel/Roselle incurred the highest loses of 20% of production averaging 10% for the region. Gross earnings from vegetable production in the region is valued at 1.7milion Dalasis mainly earned during dry season production (81%). Earnings from tomatoes contributed the highest GMD 761,681(46%) to total revenue from vegetable production. Other major contributors were hot pepper and cabbage contributing 24% and 19% respectively. Prices of vegetable ranged from a low of GMD15/kg for cowpea to a high of GMD29/kg for tomatoes averaging GMD 20/kg

3.5.3 Vegetable value chain distribution and marketing networks Wassu and Panchang weekly market is the main market in the region, Farafenni â&#x20AC;&#x201C;NBR also serve as a major outlet for vegetables produced in the region. Access to Janjanbureh and Bansang markets is also made easier with the bridge. CRR/N markets interlinked by virtue of the regionâ&#x20AC;&#x2122;s location with ease to access to good part of Gambian markets in URR, NBR and LRR with potential to expand to some parts of Senegal. These Senegalese markets are frequented by vegetable traders especially during the dry season when the roads are more pliable. These markets have also become the major sources of most production input notably fertilizers, seeds, and pesticides and herbicides. Wholesalers and other service providers who interface between these markets serves to bridging the demand and supply gaps in the region.

3.5.4 Supply of vegetable Vegetable in the region are mainly coming from the women vegetable producers and imports mainly from Senegal and distributed by wholesalers. Women constituted 95% of all Hewal affiliated groups producing many kinds of vegetables mainly for sale either directly or through wholesalers who comes to production sites. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 66.28% produced their vegetables with few (14%) producing from both own gardens and community garden. Some of these women have been producing vegetables for 5 decades. Average regional experience vegetables production was 10 years. Vegetable production is mainly dry season activity though all year-round production is increasing with 47% of the growers reporting all year-round production. Input dealers in CRRN are clustered around these lumos in a rotational basis coming from as far has WCR. Most of the input dealers found within the region were medium scale entrepreneurs handling at least 3 basic products (seeds, fertilizers and pesticides). There are no known barriers to entry into the input market other than the hazardous chemical act being enforced at the Gambia Environment Agency (NEA). The initial capital outlay serve has a barrier particularly for women vegetable producers. The input dealers in the region spend GMD 24,700 on inputs in an annual basis. The majority (65%) apply chemical fertilizers; of those who applied, the applications were below optimal quantity required for optimal production and productivity. Agro-Ecology practices/climate resilient sustainable agricultural practices are the main practices for pest and disease control, most 77% did not apply pesticides of the few that applies use pesticides only with infestation above thresholds; 23% of producers applied pesticides in such situations Figure 37.

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Input usage, CRR/N 70 60 50 40 30 20 10 0 Yes

Yes

apply chemical fertilizer

No apply chemical pesticide

Figure 36. Input usage, CRR/N

Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and different cowpea varieties. Exotic varieties are usually purchased per cultivation circle and or supplied through project and NGOs. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (47%) reported sourcing their vegetable seeds from input dealers while 28% received vegetable seed support from NGOs and Projects. A good percentage (43%) also used weekly market to source their vegetable seeds. Vegetable production in the region is wide spread during dry season and lower during the rainy season. The regionâ&#x20AC;&#x2122;s annual vegetable production stood at 76.30mt values at GMD1.7million. The ALVs accounted for 6% of the total revenue mainly coming from sorrel/roselle sales 86% of the total sales of ALVs. The trade-off between vegetable production and food crop production require further investigation, however, imperial evidence tend to support vegetable production due to its high value and productivity. Gross earnings from vegetable production in the region is valued at 1.7milion Dalasis mainly earned during dry season production (81%). Earnings from tomatoes contributed the highest GMD 761,681(46%) to total revenue from vegetable production. Other major contributors were hot pepper and cabbage contributing 24% and 19% respectively. Prices of vegetable ranged from a low of GMD15/kg for cowpea to a high of GMD29/kg for tomatoes averaging GMD 20/kg. The weighted average postharvest loses is estimated at 13% for all vegetable; these loses ranged from a low of 5% for sweet potato to a high of 18% for tomatoes in the other vegetable category. Sorrel/Roselle incurred the highest loses of 20% of production averaging 10% for the region.

3.5.5 Vegetable value chain actors The actors along CRR/N vegetable value chain comprising of 6 main stakeholders who are engaged in vegetable production, transportation, processing, trading (wholesalers and Retailers), input dealing and consumers presented in Figure 38. Showing the the close relationships between the different actors. Producers are at the center of the distribution chain. Transporters facilitate the flow of vegetables in regional, peri-urban and urban markets where revenues are higher than district and village markets. However, flow of vegetables within and outsider of the region is dictated by traders

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mainly wholesalers and ease of communication (good road network connecting CRR/N with URR, NBR & WCR). These wholesalers are the major clients of the producers handling large quantities of vegetable for distribution. Transactions are mainly in cash bases but occasionally, wholesalers may acquire produce from producers on credit. Due to transportation and labour pressure during rainy season some form of collective marketing mainly between co-wives and relatives are observed. Table 16. Quantity of vegetables produced in kg, average prices and revenue, CRR/N Production Season (kg)

Revenue

Dry

Rainy

Total

% Loses

310

214

523

23.76

7,357

5,074

12,431

Pepper (hot)

8,546

5,894

14,440

9.58

384,584

11,522

396,106

Tomato

25,446

17,549

42,995

17.5

29.17

742,248

19,433

761,681

Cabbage

4,286

2,956

7,242

6.82

19.35

82,951

223,297

306,248

Sweet potato

3088.5

2130

5,219

4.65

18.43

56,917

19,440

76,357

41,677

28,743

70,419

1,274,057

278,766

1,552,823

147

1,305

900

2,205

2,871

1980

4,851

51,678

35640

87,318

522

360

882

7,308

5040

12,348

3,480

2,400

60,291

41,580

101,871

45,157

31,143

13.03

20.09

1,334,348

320,346

1,654,694

Vegetables CRR/N Onion

Pearl Millet Sub-total other veg

Ave. Price/kg

Dry

Rainy

Total

African Leafy Veg Cowpea Sorrel/Roselle Moringa Amarantus Sub-total ALVs

Ave/Total

76,299

The consumers of vegetables are the householdsâ&#x20AC;&#x2122; as ingredients in their meals. This amount though small and usually purchased on a daily bases from retailers accounted for a significant amount of the estimated demand for vegetables due to lack of hotels and good restaurants in the region. Hotels and restaurants constitute the highest consumers of vegetables due variety of dishes they prepare thus purchasing large quantities of vegetable. Vegetable value chain of CRR/N is constraint by lack of storage (cold chains) confirming survey results indicating non-existence of storage facilities at all levels in vegetable value chain. Markets are few across the region with Bureng and Wassu weekly markets being the busiest markets for both horticultural crops and livestock.

3.5.6

CRR/N Detailed description of actors and their linkages

Input Suppliers: Key inputs in vegetable production comprise of compost, chemical fertilizers, seeds, pesticide, manure and garden implements and tools. The supply these inputs are carried out by individual private enterprises found in reginal. All the input dealers in the region are relatively small handling quantities of 2-3 products (seeds, fertilizers and pesticides). Many frequent weekly markets

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to increase sales volume and sourcing their inputs from GHE, weekly markets especially in Faranni, NBR and Bureng weekly markets; Senegalese input dealers also attend weekly markets in the region.

Map of CRRN vegetable value chain actors Input Dealers

Supplies inputs to producers mainly in cash bases- Small sole proprietorship

Producers

Supplies to other actors directly or indirectly and also sells directly to consumersgroup based mainly women

Transporters

Carriers that provide the services of moving vegetables- but mostly commercial passenger vehicles or truckers

Wholesalers / Retailers

Handles the aggregation and distribution functions. A good number of producers also retails

Processors

Transformed the product; buys from wholesalers and producers and sell it to consumersmicro/cottage types

Figure 37. Map of CRRN vegetable value chain actors

The input sector is unregulated; the seed sector is the only sector were the government through the ministry of agriculture established Seed Secretariat for seed certification and regulation, chemicals though monitored under the Environment Act is largely not enforced. Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and cowpeas. Exotic varieties are usually purchased per cultivation circle and or supplied through by project and NGOs. These seeds are of good quality and viable but usually not hybrids. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (47%) reported sourcing their vegetable seeds from input dealers while 28% received vegetable seed support from NGOs and Projects. A good percentage (43%) also used weekly market to source their vegetable seeds. Producers: Vegetables in the region are mainly coming from the women vegetable producers and imports mainly from Senegal and distributed by wholesalers. Women constituted 95% of all Heewal affiliated groups producing many kinds of vegetables mainly for sale either directly or through wholesalers who comes to production sites. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 66.28% produced their vegetables with few (4%) producing from both own gardens and community garden. Some of these women have been producing vegetables for 5 decades. Average regional experience vegetables production was 10 years. Vegetable production is mainly dry season activity though all year-round production is increasing with 47% of the growers reporting all year-round production.

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Transporters: Vegetables once produced in the gardens are transported to the house or directly to the market. The mode of transportation therefore involves several modes depending on the level along the chain. Head load and carts are the usual mode of transportation from the gardens to the village by both producers and wholesalers. Vehicles are normally used for distanced regular and weekly markets. There are no specialized/refrigerated vehicle for transporting vegetables; trucks and commercial passenger vehicles are the main mode of transporting vegetables thus increasing the losses along the chain. The quantity of vegetable spoiled ranged from 5% for sweet potato to a high of 18% for tomatoes in the other vegetable category. Sorrel/Roselle incurred the highest loses of 20% of production averaging 10% for the region. Traders: Wholesalers/retailers: are commercial agents who are involved in buying and selling operations of vegetables. The activities of the wholesalers are the most important due to their strategic location often referred to as middlemen in the vegetable value chain refer to Table 17 for detailed operations of wholesalers. The vegetables flow between the traders in the vegetable value chain is presented in Figure 39. Market information also flows between producers, traders, and transporters, on what types and quantities of vegetables are available in the villages and regional markets. Price information also flows from traders, who relay prices of vegetables in the markets, to producers which signals are also transmitted to other actors such as processors and exporters though none of the respondents reported the later 2 functions hence presented as opportunity for the vegetable chain/sector. Market relationships exist between actors who buy vegetables on credit between producers and traders, between different traders such as wholesalers and exporters at national level. Retailers (including producers) on the other hand, handle smaller quantities buying from wholesalers in the market they operate, and predominantly female (98%) and in retail business from 6 to 39 years, the average years in retail business for the region is 12 years with an average age of 28 years. All the retail businesses were registered, and selling directly to consumers with no storage facility; this group also handle from 2 to 4 vegetable products purchasing from a bag to few pans weighing about 30kg on the average. The major source of market information is through telephone (40%), friends/family 36% and wholesalers 24%. The major source of market information is through word of mouth (74%), radio 22% and 4% source their market information by telephone.

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Table 17. Frequency and percentage of wholesaler activities Dry Season

Period

Rainy Season

Freq.

Percent

Freq.

Percent

Daily

7.14

Weekly

100

Every2Weeks

7.14

Monthly

Total

100.28

100

Wholesaler Assembler

Retailer

100

Processor

Total

100

Freq.

Percent

100

Yes

Total

100

Frequency of getting Supplies*

Clients of wholesalers

Membership of a marketing group

Assistance required by wholesalers* Credit

Information

Marketing

Storage

Training

Transportation

Total

100

*Multiple responses were allowed

Processors: Vegetables are mostly consumed raw as an ingredient for dishes. Industrial processing is gaining momentum. Processor associations are formed and being capacitated. Among the vegetables being processed ALVs are the most popular notably moringa and sorrel flower. These are processed into powder, juice and tea. Sweet Potato is another product easily processed and offers solution to some health-related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center https://cipotato.org/crops/sweetpotato/sweet-potato-processing-and-uses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. In the Gambia, there is a good market for sweet potato roots, leaves and vines which are used as planting material usually in the market at

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the onset of rains (June – July) when the vines are in high demand commanding a reasonable price for producers. Vegetable value chain map, Central River Region - North Input Dealers

Transporters

Producers

Processors

Wholesalers / Retailers

Consumers

Hotels

Restaurants

Imports

Markets Regular & Weekly

Figure 38. Vegetable value chain map, Central River Region - North

Department of Agricultural Services

………… ..

NGOs/CBOs/MBFIs

FAO

Indicates flow of Vegetables Indicates weak linkages

3.5.7 Service providers

Besides these main actors within the value chain, government extension agents, NGOs, and other private sector entities and development partners are also pivotal to the proper functioning of vegetable value chain. These ancillary service providers can be categorized as support institutions and influencers/enablers. Although the government stimulates the agricultural sector growth, the stimulus packages most often than not are food and nutrition security focused than market and profits. In addition, the capacity of the government to respond is always limited due to insufficient capacity and budgets to improve and strengthen vegetable production and trade particularly with over ambitious programs that leave no product behind prioritizing higher value vegetables for government support will hasten growth and enable systematic promotion of selected vegetable crops. The government institutions relevant in the provision of services to the sector are MOA, MOTRIE, MOF, MOR&I and MIICI. The Gambia Investment Promotion Agency (GIEPA) is also another key institution with the aim of supporting and increasing engagement with the private sector.

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A side from few foreign private direct investment (RADVILLE Farms & M.A. Kharafi and Sons) and GHE a national farm into vegetable production, processing and export private investment in the vegetable sector are minimal and absent in CRR/N. Cooperative development among women producers and several community-based and NGOs such as Universal Concern are notable service providers in the vegetable value chain. Financial services provision in the region is largely in formal though few commercial banks and a number of microfinance institutions exist; groups usually use these institutions for savings rather than sources credit due to interest rates charged on borrowing.

3.5.8 Characterisation of markets/consumers Three distinct markets can be recognized in region, each hosting specific modes of exchange. The weekly markets, or lumos, the assembly markets and the urban consumer markets each performing specific and well-defined roles in the commodity value chains including vegetables. In rural areas, most exchanges take place on weekly markets where unprocessed commodities are traded against manufactured goods. The weekly markets of a specific local area coordinate their schedules, each holding its market day in turn. They operate in relationship with an assembly market for grains notably millet and other grains. These assembly markets, which host transactions between wholesalers, functions as an interface with the exporters and urban markets. The urban market receives supplies from the assembly markets for local goods, and from the importers for imported commodities. Some markets combine functions, for example assembly and supply to urban consumers. The trading network can be fluid in that some markets will grow in a very short period of time while others vanish with time each of these markets are described below. Weekly markets: Weekly rural markets are also called lumos in Gambia and in Senegal. They are at the start of the market chain for local commodities (millet cowpea and vegetables). The purpose of these weekly markets is to aggregate supply and demand in order to reach a critical mass that can trigger trading activities. Taxes in these markets constitute a financial lifeline for the local authorities. Weekly market serves as both producer and consumer markets. During the harvest for grains and dry season for vegetables, the marketâ&#x20AC;&#x2122;s role is to collect locally produced products and to sell imported or manufactured goods to households. During the lean season, the weekly markets will adapt to function as a supply source for goods. Mobile traders (usually wholesalers), who operate in these markets in a given area, are the main actors. These mobile traders ensure the collection and dispatch of local products as well as the supply of imported and manufactured goods. Mobile traders operate in liaison with a nearby assembly market where traders restock and pass on goods collected on to the weekly markets. Sellers in weekly rural markets include producers and retailers. Assembly markets: Assembly markets are the interface between weekly markets, urban consumer markets and the international market. Although assembly markets commonly have a peak in activity once a week, transactions take place every day on such markets. Assembly markets constitute bulk loads of unprocessed goods (grain, cash crops) from the supplies received from neighboring weekly markets. These bulk consignments are dispatched to urban consumer markets and to the exporters where available. Assembly markets also channel imported goods received from importers to weekly markets. This market is particularly important for grain and cash crop marketing than vegetable trade due to the perishable nature of vegetable and lack of cold storage. Urban markets: Urban markets meet urban area demand through supplies brought in through imports or from assemblers from the assembly markets; mostly within the weekly markets. These are markets where high volumes are exchanged daily. Wholesalers and retailers are active for a wide range of food

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products in such markets. Urban consumer markets can accommodate several of retailers. Supply in these markets is abundant and diversified, due to consumerâ&#x20AC;&#x2122;s relatively high purchasing power and the large volumes that are traded. Supply and demand are especially diversified in the markets of capital cities that have a seaport and a sizeable demographic weight (Banjul, Serekunda, Brikama and Basse). Consumer markets of a smaller size also exist in food deficit rural areas such as Farafenni, Bwiam, Soma, Wassu, and Panchang. Although these markets function as collection markets for a short time at the harvest, their main role is to meet consumer demand. Table 18. Characteristics and functions of market types in Central River Region North

Market type Weekly market (lumo)

Characteristics Active once a week and dominated by the presence of mobile traders. Usually there are few traders, with weak demand, low product quality for fresh produce.

Function Collecting production during harvest time and meeting consumer demand during lean periods

Assembly market

Weekly frequency. Specialization of markets by commodity (for example, crops and livestock)

Wholesale trade

Urban market

High volumes, diversified supply

Meeting consumer demand throughout the year

3.5.9 Economic analysis CRR/N vegetable value chain The profitability of CRR/N vegetable value chain can be said to be satisfactory especially at wholesale level, however, limited credit and low quality are a constraint affecting all actors in the chain which to some extend influence resource pooling particularly during lean vegetable production period among wholesalers going buy vegetable products from Senegal. Analysis of CRR/N vegetable value chain presented in Figure 40 show that all chain actors realized a positive gain with a BCR greater than 1.

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Business is more profitable again for wholesalers and input dealers who earned a profit of GMD80,390 and GMD 31,300 respectively. The least profitable segment of the vegetable value chain in CRR/N is at retail and processor level who earned about GMD 3,074 and GMD 7531 respectively on average annually. The least competitiveness of the retail trade can be attributed to number of producers retailing their vegetables directly to the consumers. There appeared to be weak attractiveness of vegetable business given that there were few new traders. All (100%) of wholesalers and 95% of retailers were in business for more than 5 years attributable to sociocultural barriers in addition to insufficiency of credit for investment and business expansion.

COSTS

Econ Analysis â&#x20AC;&#x201C; Central River Region/North Region Producer

Wholesaler

Input Dealer

Retailer

Processor

Seed D423

Goods Sold D6,376

Goods Sold D17,290

Goods Sold D5,327

Goods Sold D935

Organic/CRSA D80

Transportation D6,376

Transportation D2,470

Duties D592

Ingredients D412

Fertilizer D750

Containers D1,594

Taxes D3,705

Transportation D409

Pesticides D132

Duties D4,782

Rent D1,235

Packaging D113

D1,560

D31,880

D24,700

D5,919

D1,869

D14,085

D112,270

D56,000

D8,993

D9,400

D12,525

D80,390

D31,300

D3,074

D7,531

PROFIT

GROSS REVENUE

AVE COST

Transportation D175

Figure 39. Economic analysis of Central River Region/North vegetable value chain

Cost on the other hand was lower for producers than any other actor in the chain with an average of GMD 1,500 comprising of fertilizations and seeds/seedling cost. With the exception of retailers profitability of business activity is highly dependent on the level of investment which the wholesalers and input dealers invest an average of GMD 31,880,000 and GMD24,70 and a BCR of 2.63 and 2.26 though producers appeared to be more cost effect than all other actors in the regional vegetable value chain.

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3.5.10 CRR/N Analysis of the value chain activities and performance 3.5.11 Key relevant quantitative and qualitative indicators Reference to the following links in the chain [Input dealers/producers/transporters/wholesalers retailers/producers and consumers and in accordance to the following products in order of most produced, Onion, Hot Pepper and Cabbage in addition to the ALVs, Orange Flesh Sweet Potato (OFSP) and pearl millet, the key indicators form the basis for analysis: These are cost, value addition, yield/crop, average cultivated area per grower/crop, number of trips, cost per trip, unit of measure for both wholesale and retail sale, cost per unit of measure, types of crops processed, preference among others.

3.5.12 Value chain Analysis on external sources of competitiveness including its economic and social environments Price determination in absence of record keeping and production planning and coordination among producers led to oversupply of some vegetables while others are undersupplied resulting to sharp fluctuation of prices in a short span of time in the markets. This made the value chain less attractive and vulnerable to the intrusion of external market competitors especially from the neighbouring sister countries. Other variables include the packaging cost not readily available on demand resulting in poor presentation of processed local products limiting access to supermarkets. Vendors on the external sources are more business committed and oriented as opposed to our local producers and dealers. Quantification of vegetable production reflect the subsistence nature of vegetable production systems among women groups throughout. Record keeping and production planning are encouraged or adopted. Production most often than not is dictated by availability of seeds and working capital. There is an apparent lack of weights and measures at production sites coupled with auto consumption which are not also quantified thus under valuing production and profitability. Producers find it easier to recall in monetary terms rather than quantity produced which depends on quantity harvested (whether first, second, third etc.) and unit of measure used per harvest can also be different for an individual producer. Direct marketing by producers is another added dimension affecting prices received and total revenue from production. Thus, total quantity produced is calculated based on reported quantity produced including losses at production sites and during marketing as well as amount consumed. Total revenue includes only the marketed quantity a significant amount is consumed but not valued.

3.5.13 Value chain analysis on technological capacity including the production system and utilization of inputs within the region Women constituted 95% of all Heewal federation members (the regional producer and marketing cooperative) affiliated groups producing several varieties of vegetable for sale accounting for 85% produced either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 66% of women produced their vegetables with few (14%) producing from both own gardens and community garden. Many of the women producers have been into vegetable production for 5 decades. The average experience in growing vegetables is 14 years for the region. Vegetable production in the region is also in the dry season with 47% of the growers reporting all year-round production with less intensity during the rainy season due to

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cultivation of staple food crops, pest and disease prevalence and lack of rainy season vegetable varieties are among the reason for cited for low rainy season production. Input Usage among women vegetable gardeners is low attributable to availability and cost of inputs particularly chemical fertilizers and pesticides. Availability and cost of inputs particularly chemical fertilizers and pesticides as affected productivity of vegetables in general. The majority (65%) applied chemical fertilizers; of those who applied, the applications were below optimal quantity required for optimal production/UP-Nema partnership productivity target increase of 100% in some situation. Agro-Ecology practices/climate resilient sustainable agricultural practices thatâ&#x20AC;&#x2122;s has been with us for since time in memorial is gaining popularity as an adaption measure to climate change impact on agriculture. It is coming the main practices for both fertilization and pest and disease control. Pesticides are applied only with infestation above thresholds; 23% of producers applied pesticides in such situations. Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and cowpeas. Exotic varieties are usually purchased per cultivation circle and or supplied through by project and NGOs. These seeds are of good quality and viable but usually not hybrids. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (47%) reported sourcing their vegetable seeds from input dealers while 28% received vegetable seed support from NGOs and Projects. A good percentage (43%) also used weekly market to source their vegetable seeds. Support service providers such as GIEPA, Department of Agriculture through Horticulture Technical Unit and Food Technology Unit are the main government institution providing capacity building in both production and processing.

3.5.14 Analysis of economic performance on benchmarking the stages of the chain The economic analysis of the value chain involves the assessment of the chainâ&#x20AC;&#x2122;s economic efficiency. This includes determining what value is added along the stages of the value chain. Cost of production, and the income of operators. Transaction costs, which are the costs of doing business are limited to transportation, processing and fees/taxes, labour and management are taken as part of the profit given the nature of business entities (sole proprietorship form of business) at different segments along the chain. The costs, gross income, net income and cost/benefit ratio of different agents in the value chain are summarized in Figure 40. Gross earnings from vegetable production is valued at 1.7milion Dalasi mainly earned during dry season production (81%) weighted average postharvest losses is estimated at 13% for all vegetable; these losses ranged from a low of 5% for sweet potato to a high CRR/N post-harvest of 18% for tomatoes in the other vegetable loss for sweet potato category. Sorrel/Roselle incurred the highest (lowest) loses of 20% of production averaging 10% for CRR/N post-harvest loss the region. for tomatoes (highest)

18%

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3.5.15 Sweet potato processing Sweet Potato is another product easily processed and offers solution to some health-related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center https://cipotato.org/crops/sweetpotato/sweet-potato-processing-anduses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. It can also be processed as chips.

3.5.16 Sweet potato planting material vendors Sweet potato has been cultivated in the country from time immemorial in small scale usually at the back yard by men. However, its cultivation for food security was promoted by the government through the Ministry of Agriculture with the implementation of Rural Finance and Community Initiative Project (RFCIP) in CRR/N and CRR/S. As a vine, its stems are the planting material hence having a commercial value as such the estimated earning/economic benefit has been under- valued in this study. Sale of sweet potato vines occur mainly before the onset of rainy season between June and July when itâ&#x20AC;&#x2122;s available in both rural and urban markets.

3.5.17 Potential for existing commercial and community-based orange fresh sweet potato multiplication enterprises The question of to what extent the community-based orange fresh sweet potato multiplication enterprises can be sustainable will depend on the ability of schemes to manage the enterprises. Nonetheless, the potential to sustain multiplication as a business high in the country. The health and nutritional benefits highlighted above notwithstanding, there is likelihood that itâ&#x20AC;&#x2122;s processing into chips and the establishment starch and starch-derived industrial plants in the future are also likely. This coupled with use of vine as animal feed, the leaves as vegetables offer huge potential for the OFSP demand to increase and stimulate the value chain for OFSP. Realization of this potential will require investment in technical capacity and skills in its production and processing. Advocacy and sensitization on benefits of OFSP should be pursued.

3.5.18 CRR/N Value chain constraint and recommended solutions All CRR/N regional value chain actors are grappling with similar challenges and opportunities, addressing which can greatly improve the performance of the chain as a whole regionally and nationwide. Characterized no vegetable processing, absence of cold chain, involving small scale women actors at all levels of production and marketing, weak linkages, limited credit facilities, insufficient market information and governance resulting in low productivity and wastage. Vegetable production is motivated by lack of productive activity for women most of year (7-8 months) than business/profit maximization, weak linkages (vertical) particularly at the lower level of the chain. The inadequate linkage among producers can be filled by Heewal production and marketing federations). CRR/N region absence no processor or exporter horizontal linkage whose demand producers can meet which also limited the uptake of weights and measures. Common household containers are the main measuring units used thus making quantity traded difficult to quantify. Lack of market information, near absence of record keeping (limiting activity planning) further weakened the value chain.

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Socio cultural tendencies (ceremonies) of women vegetable producers affect their saving and investment capacity. With no commercial banks and weak microfinance institutions availability of loans for working capital revolves around the lowest level of credit and loan schemes (â&#x20AC;&#x153;oususuâ&#x20AC;?) family, friends and traders which preclude investment in productive assets such as power tillers and improved processing machines. As results, regulation of the vegetable value chains is absent or not enforced. Weak technical capacity makes it difficult for some actors to be independent of technical service providers coupled with government should be the provider attitude are among the challenges besetting vegetable value chain development and strengthening. The lack of regulation is attributed to institutional capacity challenges associated with resources limitations to perform as expected. As such research and farmer extension linkages are projects-driven rather than programmed producercentered for envisaged commercialization and modernization of smallholder agricultural production.

3.5.19 Production level constraints At production level, major constraints summarized in Figure 41; common among these constraints sited by vegetable producerâ&#x20AC;&#x2122;s lack of markets in the surrounding villages, price instability making producers vulnerable to wholesalers who find their way to the productions sites, inputs, pest and diseases.

Value chain constraints, CRR/N Low product and price for product

11% 7%

29%

Lack of transportation and its cost Storage facility espeially cool problems

No Market in the village

27%

18% Contact with buyer lack of capital to invest

Figure 40. Value chain constraints, CRR/N

Majority of these challenges affecting the production and productivity levels were low product and product prices, lack of cool storage, followed by low product and product prices reported by 29% and 27% of actors in the region. Lack of transportation and cost of transportation is heavy on the across all actors except for retailers with 18%. Availability of contract buying and limited wholesalers in the communities were also among the least cited as constraint.

3.5.20 Recommended solutions to production and marketing constraints The perceived solutions though ranked, actual implementation of the recommendations will depend on institution and relative capacity. While other constraints are being addressed. The establishment of

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the marketing federations also added another critical dimension involving its strategies and their partners (The ends being the same but means may defer).

Solutions to production constraints, CRR/N 27 30 25 20 15 10 5 0

23 15

Good marketing Provision of MIS and storage facility increase & refrigerated production trucks, contract buying & increase stalls in the market

Construction of roads to ease transportation

Building of a storage facility and good marketing info system

Provision of transportation and reduction of taxes

Support with implement, seeds, fence and efficient water supply & extension services and credit

Figure 41. Solutions to production constraints, CRR/N

The recommended solutions to these constraints include: 1) Provision of storage facility & refrigerated trucks, contract buying & increase the number of stalls at the markets good stable market prices; 2) Construction of roads to ease transportation being the most urgent in the region; 3) Building of a storage facility and good marketing info system; 4) Good marketing MIS and increase production; 5) provision transportation and reduce taxes; and 6) provision of measuring scales, introduce sorting and grading systems and price determination based on production cost were cited as major solutions to production and marketing constrains.

3.5.21 Marketing constraints The marketing agents in CRR/N performing the function of refining the form, time, place and possession of vegetables into a product and increasing value to the consumer also bring buyers and sellers together and establishing prices for vegetable products in the region. These functions are affected by the marketing environment including social conditions, weather and other conditions affecting production, climate change, competitive conditions such as international trade in vegetables, information flow between regions and government/area council regulations and policies particularly taxes imposed at the markets. The region is experiencing large quantity of unfulfilled domestic demand for vegetables presenting an opportunity for improvement together with processing which can stabilize prices and to ensure consistent quality throughout. Export also provided some opportunity for the regional VC which can be explored more once domestic demand is fulfilled and product quality improved. Inadequate storage coupled with high cost of storage is the main difficulty that traders face Figure 43. Traders 23% of them claimed that inadequate storage and availability of transport during rainy season and cost of transportation were major constraint in marketing of vegetable and of equal importance. These storage facilities can be more problematic especially during the dry season when most of the vegetable are produced in the region.

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Marketing constraints, CRR/N Limited stalls in the markets 18%

High taxes 15%

Transportation (cost & Availability) 23%

limited sources of capital 23%

inadequate storage & lack of cold stores 21%

Figure 42. Solutions to production constraints, CRR/N

Traders considered poor roads and the lack of storage space hindered the development of their businesses thus limited stalls in the market represents a major limitation to business. Taxes mainly area council and at crossing points are among the marking constrained cited by some 15% of the traders interviewed. Market information is another constraint mentioned by traders and producers alike. Price information are usually from wholesalers, friends and fellow producers visiting markets. Another major general marketing constraint particularly for those at the lower level (retailers) of the supply chain are the low purchasing power of consumers. The majority (94% the highest in the country) of the regionâ&#x20AC;&#x2122;s population were living below poverty line of USD$1 a day Annex Table1.

3.5.22 Recommended solutions to marketing constraints The main marketing constraints in CRR/N region were transportation and storage particularly cold storage as such the majority (23%) recommended that this constraint can be resolved through provision of cold storage by the government and partners given the level of investment required for appropriate transportation and cold storage.

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Solutions to marketing challenges, CRR/N GoTG to support taxes reduction 16%

Provide more stall at the mkts. 21%

Provide transportation to traders 24%

Increase access to credit facilities 21%

support provision of cold storage 18%

Figure 43. Solutions to marketing challenges, CRR/N

Government intervention which include provision of good read network and transportation 24%, provision of more stalls in the market 21% and reduction of taxes believed to be a solution by 16% of the respondents.

3.5.23 Value chain performance constraints and development opportunities The performance of the regional vegetable value chain is satisfactory in that all actors in the chain are making a decent profit. However, the concept of linking all action in the production to marketing in a systematic approach to increase value addition for all including and service providers is a developing concept in the country. The support institutions and the government are making value chain concept a high priority in their development process. Vegetable value chain performance is constrained by inadequate linkages, inappropriate infrastructure, limited managerial and technical capacity of actors and their support institutions in value chain development and operation, poor product quality due to poor postharvest handling and limited transformation and storage. These constraints are gradually being addressed to harness the latent potential with government emphasis on commercialization/modernization of agricultural sector. Thus, vegetable production in the country is among the priority areas for the government as enshrined in the national documents such as Agriculture and Natural Resource Policy, (ANRP); Programme for Accelerated Growth and Employment (PAGE) and recently National Development Plan (NDP) 20182021. The NDP emphasize on modernizing of agriculture and fisheries for sustained economic growth, food and nutritional security and poverty reduction as a priority, this priority pillar viewed together with other priorities such as making the private sector the engine of growth, transformation, and job creation offer huge potential for vegetable value chain enhancement with private sector lead initiatives. Commercializing the vegetable sub-sector require improvement in the subsector value chains and processing, market expansion and extended trade opportunities. Improvement in postharvest handling, value addition and strengthening provision of infrastructure, information system and access to micro finance to small-scale holders.

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Thus, vegetable value chain upgrading will leverage on the opportunities to revisit diversification of export from groundnut to horticulture production. Improved road network and the Senegambia Bridge provide easy and fast transportation interregional connectivity as well as linking regional market to the capital and its surrounding markets with high end consumers. There is high potential for increased private sector investment in vegetable production in the region as land in western regions are gradually becoming residential areas. Vegetable processing and provision of packaging materials and establishment of apex production and marketing cooperatives are all opportunities for increase vegetable production, consumption and export.

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3.6 CRR/South Vegetable value chain produce, markets and actors 3.6.1 CRR/S Priority value chain produce Total of 16 varieties of vegetables were grown in 2018 including Okra, Hot Pepper, Tomatoes, Egg Plant, Onions, Bitter Tomatoes, Sorrel, Cabbage, Sweet Potato, Carrot, Amarantus, Cowpea, and Lettuce Figure 45. Among the vegetables grown 5 varieties were the most popular, these are onion, Hot Pepper, okra, Tomato, and eggplant. Onion and hot pepper were grown by 71% and hot pepper 70% of growers, the popularity of these 2 vegetables have to do with their importance in the diet of Gambian. These were followed by okra, and tomato scoring 49 (62%) respectively. Other commonly consumed vegetables such as cabbage 39(49%), sorrel/Roselle 37(47%), better tomato 24 (24%) and cowpea 13 (15%). Exotic vegetables such as carrots was grown 11(14%).

Common vegetables grown, CRR/S 60 50 40 30 10

14%

11%

8% 6

21 13

71%

27%30% 16%

62%

47% 49%

52%

56%

70%

Frequency

Percentage

Figure 44. Common vegetables grown, CRR/S

Crops classified as African Leafy Vegetables (ALVs) (comprising Morringa, Cowpea, Amarantus, and Sorrel/Roselle), have an average score of 56 (71%) of the total responses. Sorrel/Roselle and cowpea were the most important vegetables among the ALVs grown by 37 (47%) and 13(16%) respectively. CRR/S women vegetable growers had the highest adoption rate of Pearl Millet than any other region in the country, reported 21(27%) grew PM in 2018. CRR/S region women adopted Pearl Millet production relatively well this notwithstanding, millet is traditionally a male crop to in the region. It would be important to further assess the elements responsible for this successful adoption and replicate them in other region. Usually, two types of millet (Late Millet and Early Millet) are grown in the region as in other parts of the country. Late millet which was the first known millet variety with a maturity period ranging from 110-120 days which a characteristic that makes it difficult for birds to waste and therefore does not require much labour to scare birds. The early millet variety was introduce in response to draught and reduced rainy days attributed to climate change impact this variety is popular for its early maturing characteristics but requires at least a month of attention to ensure that birds did not finish the grains.

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Millet production though declining in general due to change in diets in favour of rice. The national per capita consumption of coarse grains is only 58Kg/year compared to 117kg/year per person for rice which used to be the reverse in many regions in the country. As such the production millet in the region declined from 19,557mt in 2013 to 8,961mt in 2017 representing a 54% decline refer to Annex Table 1 for more details. CRR/S produced 17% of millet produced in the country in 2017. Another millet variety (called pearl millet) was introduced as part of strategy to ensure food and nutritional security. This variety of millet is said to mature between 70-80 days and rich in ion and zinc thus considered as a biofortified crop. However, CRR/S is also a surplus millet producing region, producing 1, 756 (20%) above the regional demand of 7,206mt in 2017 and selling 1,756mt. PM then has the potential to empower women in the region as an extra income source.

3.6.2 District, regional and national trends, market size, supply and demand gaps Women constituted 90% of all Fankaso affiliated groups producing all kinds of vegetables mainly for sale either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 71.08% produced their vegetables with (10%) producing from both own gardens and community garden while 18% produce from their own gardens only. Many of the women producers have been into vegetable production for 3 decades. The average experience in growing vegetables was 8 years for the region. Adoption of all year-round vegetable production has taken root in the region where 79% of the growers reporting all year-round production though the intensity decreases during the rainy season. All year-round vegetable production is attributed the increase number of supported gardens and late rice cultivation where transplanting of rice seedling is usually up to July/August. Recently most women do not cultivate rice during the rainy season due draught/flood and low yields during rainy. Vegetable production in the region is wide spread in the dry season and lower in the rainy season, which mostly leads to scarcity of certain vegetables in the rainy season (June to October). Results of the study further revealed that 60.31% of the annual vegetable production were produced during the dry season due to reason already discussed. Production declined at a rate of 34.18% (from 34.60mt 22.77mt) during rainy season. The regionâ&#x20AC;&#x2122;s annual vegetable production stood at 57.37mt values at GMD 995,570. The ALVs accounted for 9.38% of the total production mainly coming from sorrel/roselle production 68.37% of ALVs. The trade-off between vegetable production and food crop production require further investigation. Sensitization aimed at highlighting the economic, financial and health gains in vegetable compared to other cash crops is should be pursued to decrease the gap between seasonal production in furtherance of Nema project target quantity and value from investment in climate proofing vegetable gardens. Central River Region South is highly deficit vegetable growing region, using the 31kg per capita vegetable consumption; the regional demand for vegetables is estimated at 3,851mt in 2018 while regional annual vegetable production stood at 57.37mt, indicating 1.5% self-sufficiency in vegetable production and a demand gap of over 3,794mt. Per capita production of less than a metric ton of assorted vegetable can be increased to bridge the demand and supply gap. The potential for increase production and productivity to bridge the supply gap instituted to be hastened. At the technical level, reducing postharvest losses, availability of rainy season vegetable varieties, innovative pest management strategies beyond the traditional IPM , sensitization on the economics of a shift in labour allocation between competing crops and increase value chain efficiency through the Apex cooperatives

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for collective bargaining, coordinated production and marketing are suggested strategies for inward looking strategy. The weighted average postharvest loses is estimated at 15.24% for all vegetable; these loses ranged from a low of 5% for cabbage to a high of 24% for tomatoes in the other vegetable category. Sorrel/Roselle incurred the highest loses of 18% of production averaging 21% for the region. Gross earnings from vegetable production in the region is valued at 995,570 Dalasis mainly earned during dry season production (69%). Earnings from cabbage and onion contributing the highest GMD 301,676 (30.30%) and GMD 300,524 (30,19%) respectively to total revenue from vegetable production. Other major contributors were tomatoes and hot pepper contributing 13.06% and 3.88% respectively. Prices of vegetable ranged from a low of GMD5/kg for sweet potato to a high of GMD45/kg for Hot Pepper and cabbage averaging.

3.6.3 Vegetable value chain distribution and marketing networks A side from the potential to supply and or receive supply from most parts/regions of the country and surrounding village in Senegal (the study covered 2 Senegalese markets Jawbe and Medina Yorro Fula all in Kolda Region of Senegal). These Senegalese markets are frequented by vegetable traders especially during the dry season when the roads are more pliable. These markets have also become the major sources of most production input notably fertilizers, seeds, and pesticides and herbicides. Wholesalers and other service providers who interface between these markets serves to bridging the demand and supply gaps in the region. The region is blessed with very important weekly markets of Brikamaba, Sare Bojo and Jarreng and Bansang as a regular market. These markets are also major sources of most production input notably fertilizers, seeds, and pesticides and herbicides.

3.6.4 Supply of vegetable Vegetable in the region are mainly coming from the women vegetable producers and imports mainly from Senegal and distributed by wholesalers. Women constituted 90% of all Fankaso affiliated groups producing all kinds of vegetables mainly for sale either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 71.08% produced their vegetables with (10%) producing from both own gardens and community garden while 18% produce from their own gardens only. Many of the women producers have been into vegetable production for 3 decades. The average experience in growing vegetables was 8 years for the region. Adoption of all year-round vegetable production has taken root in the region where 79% of the growers reporting all year-round production though the intensity decreases during the rainy season. Input dealers in CRR/S are clustered around these lumos in a rotational basis coming from as far has WCR. About 10 input dealers were found within handling at least 3 basic products (seeds, fertilizers and pesticides). There are no known barriers to entry into the input market other than the hazardous chemical act being enforced at the Gambia Environment Agency (NEA). The initial capital outlay serve has a barrier particularly for women vegetable producers. Input dealers in the region spend GMD 10,114 on inputs in an annual basis. Chemical input utilization among women vegetable gardeners is very low for this region, the lowest in the country. The majority 72 (91%) out of 79 respondents did not apply chemical fertilizers while 75 (95%) did not also applied chemical pesticide also; of those who applied, the applications were minimal quantities due to cost and timely availability of fertilizes. Agro-

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Ecology practices/climate resilient sustainable agricultural practices are the main practices for both fertilization and pest and disease control. Pesticides are applied only with above threshold pest infestation, many of those who applied pesticides used it in such circumstances Figure 46.

Input Usage, CRR/S 70 60 50 40 30 20 10 0 Yes

Yes

apply chemical fertilizer

No apply chemical pesticide

Figure 45. Input Usage, CRR/S

Vegetable seeds are still being saved for seeds selected from the finest vegetables such as okra, small hot pepper and cowpea different cowpea varieties however, this practice is not the best practice where commercialization is envisaged due to genetically issues (dilution/mixture) which may reduce the yield potential beyond the seed cost. Exotic varieties are usually purchased per cultivation circle and or supplied through project and NGOs. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (98%) reported sourcing their vegetable seeds form input dealers usually from the weekly markets while 10% received vegetable seed support mainly from NGOs and Projects Figure 46. Vegetable production in the region is wide spread during dry season and lower during the rainy season. The regionâ&#x20AC;&#x2122;s annual vegetable production stood at 56.37mt values at GMD99,570. The ALVs accounted for 3.88% of the total revenue mainly coming from sorrel/roselle sales 68% of the total sales of ALVs. The trade-off between vegetable production and food crop production require further investigation, however, imperial evidence tend to support vegetable production due to its high value, high productivity per unit area and huge unsatisfied demand. Gross earnings from vegetable production in the region is valued at GMD99,570 mainly earned during dry season production (74.07%). Earnings from cabbage and onion contributing the highest GMD 301,676 (30.30%) and GMD 300,524 (30,19%) respectively to total revenue from vegetable production. Other major contributors were tomatoes and hot pepper contributing 13.06% and 3.88% respectively. Prices of vegetable ranged from a low of GMD5/kg for sweet potato to a high of GMD45/kg for Hot Pepper and cabbage averaging Table 19.

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3.6.5 Vegetable value chain actors The actors along CRR/S vegetable value chain comprising of 6 main stakeholders who are engaged in vegetable production, transportation, processing, trading (wholesalers and Retailers), input dealing and consumers presented in Figure 47. Showing the the close relationships between the different actors. Producers are at the center of the distribution chain. Transporters facilitate the flow of vegetables in regional, peri-urban and urban markets where revenues are higher than district and village markets. However, flow of vegetables within and outsider of the region is dictated by traders mainly wholesalers and ease of communication (good road network connecting CRR/S with the rest of the regions). These wholesalers are the major clients of the producers handling large quantities of vegetable for distribution. Transactions are mainly in cash bases but occasionally, wholesalers may acquire produce from producers on credit. Due to transportation and labour pressure during rainy season some form of collective marketing mainly between co-wives and relatives are observed. Table 19. Quantity of vegetables produced in kg, average prices and revenue, CRR/S Production Season (kg)

Revenue

Dry

Rainy

Total

% Loses

Onion

17,257

10,211

27,468

222,610

77,914

300,524

Pepper (hot)

2,115

1,252

3,367

96,299

33,705

130,003

Tomato

6,748

3,993

10,741

152,702

53,446

206,147

Cabbage

4,879

2,887

7,766

223,463

78,212

301,676

355

210

565

1,627

569

2,196

2,300

31,354

20,853

52,206

696,701

243,845

940,546

Sorrel/Roselle

2,218.44

1,275

3,493.44

8.46

27,861

10,787

38,648

Amarants

1,026.66

645

1,671.66

5.40

12,894

3,483

16,377

Sub-total ALVs

3,245

1,920

5,165

40,752

14,263

55,025

Ave/Total

34,599

22,773

57,371

15.24

21.00

737,452

258,108

995,570

Vegetables CRR/S

Sweet potato Pearl Millet Subtotal other Veg

Ave. Price/kg

Dry

Rainy

Total

African Leafy Veg Cowpea

The consumers of vegetables are the householdsâ&#x20AC;&#x2122; as ingredients in their meals. This amount though small and usually purchased on a daily bases from retailers accounted for a significant amount of the estimated demand for vegetables due to lack of hotels (except in Bansang) and good restaurants in the region. Hotels and restaurants constitute the highest consumers of vegetables due variety of dishes they prepare thus purchasing large quantities of vegetable. Vegetable value chain of CRR/S is constraint by lack of storage (cold chains) confirming survey results indicating non-existence of storage facilities at all levels in vegetable value chain. Markets are few across the region with Bansang and Brikamaba weekly markets being the busiest markets for both horticultural crops and livestock.

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3.6.6

CRR/S Detailed description of actors and their linkages

Input Suppliers: Key inputs in vegetable production comprise of compost, chemical fertilizers, seeds, pesticide, manure and garden implements and tools. The supply of these inputs are carried out by individual private enterprises found in reginal. All the input dealers in the region are relatively small handling quantities of 2-3 products (seeds, fertilizers and pesticides). Many frequent weekly markets to increase sales volume and sourcing their inputs from GHE, weekly markets especially in Bansang, and Brikamaba weekly markets; Senegalese input dealers also attend weekly markets in the region.

Map of CRR/S vegetable value chain actors Input Dealers

Supplies inputs to producers mainly in cash bases- Small sole proprietorship

Producers

Supplies to other actors directly or indirectly and also sells directly to consumersgroup based mainly women

Transporters

Carriers that provide the services of moving vegetables- but mostly commercial passenger vehicles or truckers

Wholesalers / Retailers

Handles the aggregation and distribution functions. A good number of producers also retails

Processors

Transformed the product; buys from wholesalers and producers and sell it to consumersmicro/cottage types

Figure 46. Map of CRR/S vegetable value chain actors

The input sector is unregulated; the seed sector is the only sector were the government through the ministry of agriculture established Seed Secretariat for seed certification and regulation, chemicals though monitored under the Environment Act is largely not enforced. Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and cowpeas. Exotic varieties are usually purchased per cultivation circle and or supplied through by project and NGOs. These seeds are of good quality and viable but usually not hybrids. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (98%) reported sourcing their vegetable seeds form input dealers usually from the weekly markets while 10% received vegetable seed support mainly from NGOs and Projects. Producers: Vegetables in the region are mainly coming from the women vegetable producers and imports mainly from Senegal and distributed by wholesalers. Women constituted 90% of all Fankaso affiliated groups producing all kinds of vegetables mainly for sale either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 71.08% produced their vegetables with (10%) producing from both own gardens and community

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garden while 18% produce from their own gardens only. Many of the women producers have been into vegetable production for 3 decades. The average experience in growing vegetables was 8 years for the region. Adoption of all year-round vegetable production has taken root in the region where 79% of the growers reporting all year-round production though the intensity decreases during the rainy season. Transporters: Vegetables once produced in the gardens are transported to the house or directly to the market. The mode of transportation therefore involves several modes depending on the level along the chain. Head load and carts are the usual mode of transportation from the gardens to the village by both producers and wholesalers. Vehicles are normally used for distanced regular and weekly markets. There are no specialized/refrigerated vehicle for transporting vegetables; trucks and commercial passenger vehicles are the main mode of transporting vegetables thus increasing the losses along the chain. The quantity of vegetable spoiled ranged from a low of 5% for cabbage to a high of 24% for tomatoes in the other vegetable category. Sorrel/Roselle incurred the highest loses of 18% of production averaging 21% for all vegetable in the region. Traders: Wholesalers/retailers: are commercial agents who are involved in buying and selling operations of vegetables. The activities of the wholesalers are the most important due to their strategic location often referred to as middlemen in the vegetable value chain refer to Table 20 for detailed operations of wholesalers. The vegetables flow between the traders in the vegetable value chain is presented in Figure 48. Market information also flows between producers, traders, and transporters, on what types and quantities of vegetables are available in the villages and regional markets. Price information also flows from traders, who relay prices of vegetables in the markets, to producers which signals are also transmitted to other actors such as processors and exporters though none of the respondents reported the later 2 functions hence presented as opportunity for the vegetable chain/sector. Market relationships exist between actors who buy vegetables on credit between producers and traders, between different traders such as wholesalers and exporters at national level. Retailers handle smaller quantities buying from wholesalers in the market they operate or retailing own produce in the case of producers. These group of actors are usually women over 80% for CRR/S; in business from 2 to 30 years, the mean years of business is about 9 years. All the retail business was not registered except for one. There is no specialization at retail level, a range of products are handled by one retailer depending on supplier situation and purchasing power (from 2 to 4 vegetable products) purchasing from a bag /pan weighing about 30kg on the average for onions, 52/42kg for cabbage.

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Table 20. Frequency and percentage of wholesaler activities Dry Season

Period

Rainy Season

Freq.

Percent

Freq.

Percent

Daily

7.14

Weekly

100

Every2Weeks

7.14

Monthly

Total

100.28

100

Wholesaler Assembler

Retailer

100

Processor

Total

100

Freq.

Percent

100

Yes

Total

100

Frequency of getting Supplies*

Clients of wholesalers

Membership of a marketing group

Assistance required by wholesalers* Credit

Information

Marketing

Storage

Training

Transportation

Total

100

*Multiple responses were allowed

The major source of market information is through word of mouth among retailersâ&#x20AC;&#x2122; friends/family, wholesalers and other market actors. The major source of market information is through word of mouth (67%), radio 18% and 10% source their market information by telephone. Processors: Vegetables are mostly consumed raw as an ingredient for dishes. Industrial processing is gaining momentum. Processor associations are formed and being capacitated. Among the vegetables being processed ALVs are the most popular notably moringa and sorrel flower. These are processed into powder, juice and tea. Sweet Potato is another product easily processed and offers solution to some health-related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center

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https://cipotato.org/crops/sweetpotato/sweet-potato-processing-and-uses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. Vegetable value chain map, Central River Region - South Input Dealers

Transporters

Producers

Processors

Wholesalers / Retailers

Consumers

Hotels

Restaurants

Imports

Markets Regular & Weekly

Figure 47. Vegetable value chain map, Central River Region-South

Department of Agricultural Services

………… ..

NGOs/CBOs/MBFIs

FAO

Indicates flow of Vegetables Indicates weak linkages

In the Gambia, there is a good market for sweet potato roots, leaves and vines which are used as planting material usually in the market at the onset of rains (June – July) when the vines are in high demand commanding a reasonable price for producers.

3.6.7 Service providers Besides these main actors within the value chain, government extension agents, NGOs, and other private sector entities and development partners are also pivotal to the proper functioning of vegetable value chain. These ancillary service providers can be categorized as support institutions and influencers/enablers. Although the government stimulates the agricultural sector growth, the stimulus packages most often than not are food and nutrition security focused than market and profits. In addition, the capacity of the government to respond is always limited due to insufficient capacity and budgets to improve and strengthen vegetable production and trade particularly with over ambitious

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programs that leave no product behind prioritizing higher value vegetables for government support will hasten growth and enable systematic promotion of selected vegetable crops. The government institutions relevant in the provision of services to the sector are MOA, MOTRIE, MOF, MOR&I and MIICI. The Gambia Investment Promotion Agency (GIEPA) is also another key institution with the aim of supporting and increasing engagement with the private sector. A side from few foreign private direct investment (RADVILLE Farms & M.A. Kharafi and Sons) and GHE a national farm into vegetable production, processing and export private investment in the vegetable sector are minimal and absent in CRR/S. Cooperative development among women producers and several community-based and NGOs such as Universal Concern are notable service providers in the vegetable value chain. Financial services provision in the region is largely in formal though few commercial banks and a number of microfinance institutions exist; groups usually use these institutions for savings rather than sources credit due to interest rates charged on borrowing.

3.6.8 Characterisation of markets/consumers Three distinct markets can be recognized in region, each hosting specific modes of exchange. The weekly markets, or lumos, the assembly markets and the urban consumer markets each performing specific and well-defined roles in the commodity value chains including vegetables. In rural areas, most exchanges take place on weekly markets where unprocessed commodities are traded against manufactured goods. The weekly markets of a specific local area coordinate their schedules, each holding its market day in turn. They operate in relationship with an assembly market for grains notably millet and other grains. These assembly markets, which host transactions between wholesalers, functions as an interface with the exporters and urban markets. The urban market receives supplies from the assembly markets for local goods, and from the importers for imported commodities. Some markets combine functions, for example assembly and supply to urban consumers. The trading network can be fluid in that some markets will grow in a very short period of time while others vanish with time each of these markets are described below. Weekly markets: Weekly rural markets are also called lumos in Gambia and in Senegal. They are at the start of the market chain for local commodities (millet cowpea and vegetables). The purpose of these weekly markets is to aggregate supply and demand in order to reach a critical mass that can trigger trading activities. Taxes in these markets constitute a financial lifeline for the local authorities. Weekly market serves as both producer and consumer markets. During the harvest for grains and dry season for vegetables, the marketâ&#x20AC;&#x2122;s role is to collect locally produced products and to sell imported or manufactured goods to households. During the lean season, the weekly markets will adapt to function as a supply source for goods. Mobile traders (usually wholesalers), who operate in these markets in a given area, are the main actors. These mobile traders ensure the collection and dispatch of local products as well as the supply of imported and manufactured goods. Mobile traders operate in liaison with a nearby assembly market where traders restock and pass on goods collected on to the weekly markets. Sellers in weekly rural markets include producers and retailers. Assembly markets: Assembly markets are the interface between weekly markets, urban consumer markets and the international market. Although assembly markets commonly have a peak in activity once a week, transactions take place every day on such markets. Assembly markets constitute bulk loads of unprocessed goods (grain, cash crops) from the supplies received from neighboring weekly markets. These bulk consignments are dispatched to urban consumer markets and to the exporters where available. Assembly markets also channel imported goods received from importers to weekly

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markets. This market is particularly important for grain and cash crop marketing than vegetable trade due to the perishable nature of vegetable and lack of cold storage. Urban markets: Urban markets meet urban area demand through supplies brought in through imports or from assemblers from the assembly markets; mostly within the weekly markets. These are markets where high volumes are exchanged daily. Wholesalers and retailers are active for a wide range of food products in such markets. Urban consumer markets can accommodate several of retailers. Supply in these markets is abundant and diversified, due to consumerâ&#x20AC;&#x2122;s relatively high purchasing power and the large volumes that are traded. Supply and demand are especially diversified in the markets of capital cities that have a seaport and a sizeable demographic weight (Banjul, Serekunda, Brikama and Bansang). Consumer markets of a smaller size also exist in food deficit rural areas such as Farafenni, Bwiam, Soma, Wassu, and Panchang. Although these markets function as collection markets for a short time at the harvest, their main role is to meet consumer demand. Table 21. Characteristics and functions of market types in Central River Region - South

Market type

Characteristics

Function

Weekly market (lumo)

Active once a week and dominated by the presence of mobile traders. Usually there are few traders, with weak demand, low product quality for fresh produce.

Collecting production during harvest time and meeting consumer demand during lean periods

Assembly market

Weekly frequency. Specialization of markets by commodity (for example, crops and livestock)

Wholesale trade

Urban market

High volumes, diversified supply

Meeting consumer demand throughout the year

Consumers: There are 3 major ethnic groups namely Mandinka, Wollof and Fula. There is a strong extended family system which acts as an important social safety net and coping mechanism. Swam rice is the major crop grown by the women in the area but due salt intrusion, low rainfall and insufficient labour supplies, the region experienced reduction in rice production over the years. Cultivation of field crops such as groundnut and millet are also low due to inadequate farm implements resulting in only subsistence farming. The 2009 MDG Assessment show that poverty rate in CRR/S is one of the highest (76%) nest to CRR/N. Poverty was found to be higher among population working in the agricultural sector accounting for the large rural-urban disparity in the poverty rates (76% in CRR/S compared to 39.6 % urban) Annex Table 2. This study also show that this region relies heavily on vegetables produced in other regions or imported to meet CRR/S demand. The presence of wholesalers provide opportunity for market expansion to other region and beyond national borders (particularly Jawbe and Medina Yerro Fula in Kolda).

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3.6.9 Economic analysis CRR/S vegetable value chain The profitability of CRR/S vegetable value chain can be said to be satisfactory especially at wholesale level, however, limited credit and low quality are a constraint affecting all actors in the chain which to some extend influence resource pooling particularly during lean vegetable production period among wholesalers going buy vegetable products from Senegal. Analysis of CRR/S vegetable value chain presented in Figure 49 show that all chain actors realized a positive gain with a BCR greater than 1. Business is more profitable again for input dealers and wholesalers who earned a profit of GMD24,586 and GMD9,541 respectively. The least profitable segment of the vegetable value chain in CRR/S is at producer and retailer level who earned about GMD4,651 and GMD3,040 respectively on average annually. The least competitiveness of the producers can be attributed to number of producers retailing their vegetables directly to the consumers and will sale at a giveaway prices as the day draw to an end. There appeared to be weak attractiveness of vegetable business given that there were few new traders. All (100%) of wholesalers and 85% of retailers were in business for more than 3 years attributable to sociocultural barriers in addition to insufficiency of credit for investment and business expansion.

Goods Sold D5,898

Goods Sold D7,080

Goods Sold D5,327

Organic/CRSA D100

Transportation D1,966

Rent D506

Duties D592

Fertilizer D200

Containers D491

Transportation D1,011

Pesticides D100

Duties D1,474

Duties/Taxes D1,517

D1,059

D9,829

D10,114

D5,919

D4,099

D19,371

D34,700

D10,570

D3,040

D9,541

D24,586

D4,651

COSTS

Seed D384

AVE COST

Retailer

GROSS REVENU E

Input Dealer

PROFIT

Econ Analysis â&#x20AC;&#x201C; Central River Region/South Region Producer Wholesaler

Transportation D275

Figure 48. Economic analysis of Central River Region/South vegetable value chain

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Cost on the other hand was lower for producers than any other actor in the chain with an average of GMD 1,059 comprising of fertilizations and seeds/seedling cost. The input dealers and wholesalers invested on the average of GMD 10,114 and GMD9,829.

3.6.10 CRR/S Analysis of the value chain activities and performance 3.6.11 Key relevant quantitative and qualitative indicators Reference to the following links in the chain [Input dealers/producers/transporters/wholesalers retailers/producers and consumers and in accordance to the following products in order of most produced, Onion, Hot Pepper and Cabbage in addition to the ALVs, Orange Flesh Sweet Potato (OFSP) and pearl millet, the key indicators form the basis for analysis: These are cost, value addition, yield/crop, average cultivated area per grower/crop, number of trips, cost per trip, unit of measure for both wholesale and retail sale, cost per unit of measure, types of crops processed, preference among others.

3.6.12 Value chain analysis on external sources of competitiveness including its economic and social environments Price determination in absence of record keeping and production planning and coordination among producers led to oversupply of some vegetables while others are undersupplied resulting to sharp fluctuation of prices in a short span of time in the markets. This made the value chain less attractive and vulnerable to the intrusion of external market competitors especially from the neighbouring sister countries. Other variables include the packaging cost not readily available on demand resulting in poor presentation of processed local products limiting access to supermarkets. Vendors on the external sources are more business committed and oriented as opposed to our local producers and dealers. Quantification of vegetable production reflect the subsistence nature of vegetable production systems among women groups throughout. Record keeping and production planning are encouraged or adopted. Production most often than not is dictated by availability of seeds and working capital. There is an apparent lack of weights and measures at production sites coupled with auto consumption which are not also quantified thus under valuing production and profitability. Producers find it easier to recall in monetary terms rather than quantity produced which depends on quantity harvested (whether first, second, third etc.) and unit of measure used per harvest can also be different for an individual producer. Direct marketing by producers is another added dimension affecting prices received and total revenue from production. Thus, total quantity produced is calculated based on reported quantity produced including losses at production sites and during marketing as well as amount consumed. Total revenue includes only the marketed quantity a significant amount is consumed but not valued.

3.6.13 Value chain analysis on technological capacity including the production system and utilization of inputs within the region Women constituted 90% of all Fankaso affiliated groups producing all kinds of vegetables mainly for sale either directly or through wholesalers coming to the villages. Community/womenâ&#x20AC;&#x2122;s gardens are the most favoured production sites where 71.08% produced their vegetables with (10%) producing from both own gardens and community garden while 18% produce from their own gardens only. Many of the women producers have been into vegetable production for 3 decades. The average experience

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in growing vegetables was 8 years for the region. Adoption of all year-round vegetable production has taken root in the region where 79% of the growers reporting all year-round production though the intensity decreases during the rainy season. Input Usage among women vegetable gardeners is low attributable to availability and cost of inputs particularly chemical fertilizers and pesticides. Availability and cost of inputs particularly chemical fertilizers and pesticides has affected productivity of vegetables in general. The majority (91%) did not apply chemical fertilizers; of those who applied, the applications were below optimal quantity required for optimal level for profit maximization. The rate of usage of pesticides were much lower where 94% did not apply pesticides at all. Agro-Ecology practices/climate resilient sustainable agricultural practices that’s has been with us for since time in memorial is gaining popularity as an adaption measure to climate change impact on agriculture. It is coming the main practices for both fertilization and pest and disease control. Among those who applied pesticides, applied only when infestation is above thresholds; 65% of producers applied pesticides in such situations. Vegetable seeds commonly cultivated were indigenous varieties such as okra, small hot pepper and cowpeas. Exotic varieties are usually purchased per cultivation circle and or supplied through by project and NGOs. These seeds are of good quality and viable but usually not hybrids. The fact that vegetable seeds kept from previous harvest is gradually being replaced with purchased seeds is a signal for change towards market-oriented production which should be exploited to maximize profitability together with introduction of improved/hybrid seeds. Majority (98%) reported sourcing their vegetable seeds form input dealers usually from the weekly markets while 10% received vegetable seed support mainly from NGOs and Projects. A good percentage (53%) also used weekly market to source their vegetable seeds. Support service providers such as GIEPA, Department of Agriculture through Horticulture Technical Unit and Food Technology Unit are the main government institution providing capacity building in both production and processing.

“In CRR/S, of those who applied chemical fertilizers, it was applied below optimal level for profit optimization”

3.6.14 Analysis of economic performance on benchmarking along stages of the chain The economic analysis of the value chain involves the assessment of the chain’s economic efficiency. This includes determining what value is added along the stages of the value chain. Cost of production, and the income of operators. Transaction costs, which are the costs of doing business are limited to transportation, processing and fees/taxes, labour and management are taken as part of the profit given the nature of business entities (sole proprietorship form of business) at different segments along the chain. The costs, gross income, net income and cost/benefit ratio of different agents in the value chain are summarized in Figure 49. Gross earnings from vegetable production in the region is valued at GMD99,570 mainly earned during dry season production (74%); weighted average postharvest loses is estimated at 15% for all vegetable; these loses ranged from a low of 5% for cabbage to a high of 24% for tomatoes in the other vegetable category. Sorrel/Roselle incurred the highest loses of 18% of production averaging 20% for ALVs for the region.

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3.6.15

Sweet potato processing

Sweet Potato is another product easily processed and offers solution to some health related issues and food security. It is consumed as a vegetable, boiled, baked or as food and beverages. According to International Potato Center https://cipotato.org/crops/sweetpotato/sweet-potato-processing-anduses/ sweet potato has high starch content and has become an important source of raw material for starch and starch-derived industrial products. Many parts of the sweet potato plant are edible, including the root, leaves, and shoots; the vines are also high in protein and a good animal feed. It can also be processed as chips.

3.6.16 Sweet potato planting material vendors Sweet potato has been cultivated in the country from time immemorial in small scale usually at the back yard by men. However, its cultivation for food security was promoted by the government through the Ministry of Agriculture with the implementation of Rural Finance and Community Initiative Project (RFCIP) in CRR/S and CRR/S. As a vine, its stems are the planting material hence having a commercial value as such the estimated earning/economic benefit has been under- valued in this study. Sale of sweet potato vines occur mainly before the onset of rainy season between June and July when itâ&#x20AC;&#x2122;s available in both rural and urban markets.

3.6.17 Potential for existing commercial and community-based orange fresh sweet potato multiplication enterprises The question of to what extent the community-based orange fresh sweet potato multiplication enterprises can be sustainable will depend on the ability of schemes to manage the enterprises. Nonetheless, the potential to sustain multiplication as a business high in the country. The health and nutritional benefits highlighted above notwithstanding, there is likelihood that itâ&#x20AC;&#x2122;s processing into chips and the establishment starch and starch-derived industrial plants in the future are also likely. This coupled with use of vine as animal feed, the leaves as vegetables offer huge potential for the OFSP demand to increase and stimulate the value chain for OFSP. Realization of this potential will require investment in technical capacity and skills in its production and processing. Advocacy and sensitization on benefits of OFSP should be pursued.

3.6.18 CRR/S Value chain constraint and recommended solutions All CRR/S regional value chain actors are grappling with similar challenges and opportunities, addressing which can greatly improve the performance of the chain as a whole regionally and nationwide. Characterized no vegetable processing, absence of cold chain, involving small scale women actors at all levels of production and marketing, weak linkages, limited credit facilities, insufficient market information and governance resulting in low productivity and wastage. Vegetable production is motivated by lack of productive activity for women most of year (7-8 months) than business/profit maximization, weak linkages (vertical) particularly at the lower level of the chain. The inadequate linkage among producers can be filled by Fankaso production and marketing federations). CRR/S region absence no processor or exporter horizontal linkage whose demand producers can meet which also limited the uptake of weights and measures. Common household containers are the main measuring

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units used thus making quantity traded difficult to quantify. Lack of market information, near absence of record keeping (limiting activity planning) further weakened the value chain. Socio cultural tendencies (ceremonies) of women vegetable producers affect their saving and investment capacity. With no commercial banks and weak microfinance institutions availability of loans for working capital revolves around the lowest level of credit and loan schemes (â&#x20AC;&#x153;oususuâ&#x20AC;?) family, friends and traders which preclude investment in productive assets such as power tillers and improved processing machines. As results, regulation of the vegetable value chains is absent or not enforced. Weak technical capacity makes it difficult for some actors to be independent of technical service providers coupled with government should be the provider attitude are among the challenges besetting vegetable value chain development and strengthening. The lack of regulation is attributed to institutional capacity challenges associated with resources limitations to perform as expected. As such research and farmer extension linkages are projects driven rather than programmed producer centered for envisaged commercialization and modernization of smallholder agricultural production.

3.6.19 Production level constraints At production level, major constraints summarized in Figure 50; common among these constraints sited by vegetable producerâ&#x20AC;&#x2122;s lack of markets in the surrounding villages, price instability making producers vulnerable to wholesalers who find their way to the production sites, inputs, pest and diseases.

Value production constraints CRR/S 14%

Low product and price for product

Lack of transportation and its cost

10% 28% 8% 20%

Storage facility especially cool problems No Market in the village Contact with buyer

12%

lack of capital to invest Poor water supply, poor fence, lack of inputs

Figure 49. Value production constraints CRR/S

Majority of these challenges affecting the production and productivity levels were low product and product prices, Lack of transportation and cost of transportation is heavy on the across all actors except for retailers with 28%, followed by lack of storage particularly cool storage reported by 20% of producers. Availability of contract buying and limited wholesalers in the communities were also among the least cited as constraint.

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2.6.20 Recommended solutions to production constraints The perceived solutions though ranked, actual implementation of the recommendations will depend on institution and relative capacity. While other constraints are being addressed. The establishment of the marketing federations also added another critical dimension involving its strategies and their partners (The ends being the same but means may defer).

Suggested solutions to VC constraints, CRR/S

28 30 25 20 15 10 5 0

20 12

Good marketing MIS and increase production

Provision of storage facility & refrigerated trucks, contract buying & increase stalls in the market

Construction of roads to ease transportation

Building of a storage facility and good marketing info system

Provision of transportation and reduction of taxes

Support with implement, seeds, fence and efficient water supply & extension services and credit

Figure 50. Suggested solutions to VC constraints, CRR/S

The recommended solutions to these constraints include: 1) Provision of storage facility & refrigerated trucks, contract buying & increase the number of stalls at the markets good stable market prices 2) Construction of roads to ease transportation being the most urgent in the region 3) Building of a storage facility and good marketing info system 4) Good marketing MIS and increase production 5) provision transportation and reduce taxes and 6) provision of measuring scales, introduce sorting and grading systems and price determination based on production cost were cited as major solutions to production and marketing constrains.

3.6.21 Marketing constraints The marketing agents in CRR/S performing the function of refining the form, time, place and possession of vegetables into a product and increasing value to the consumer also bring buyers and sellers together and establishing prices for vegetable products in the region. These functions are affected by the marketing environment including social conditions, weather and other conditions affecting production, climate change, competitive conditions such as international trade in vegetables, information flow between regions and government/area council regulations and policies particularly taxes imposed at the markets. The region is experiencing large quantity of unfulfilled domestic demand for vegetables presenting an opportunity for improvement together with processing which can stabilize prices and to ensure consistent quality throughout. Export also provided some opportunity for the regional VC which can be explored more once domestic demand is fulfilled and product quality improved. Inadequate storage coupled with high cost of storage is the main difficulty that traders face Figure 52. Traders 26% of them claimed that inadequate storage especially cold storage, availability of transport

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and cost of transportation particularly during rainy season were reported as major constraint in marketing of vegetable reported by 23%. These storage facilities can be more problematic especially during the dry season when most of the vegetable are produced in the region. Traders considered availability of credit facilities both for working capital and investment hindered the development of their businesses (21%) of the claimed this to be the case.

Figure 52: Solution to marketing challenges CRR/S Provide transportation to traders

18% 23%

support in cold storage

12% Increase access to loans

Reduce veg. prices & stabilize prices

26% 21% high losses

Postharvest losses as a constraint to production and profit maximization is a cited by 18% of the marketing agents. Taxes mainly area council and at crossing points are among the marking constrained cited by some of the traders interviewed. Market information is another constraint mentioned by traders and producers alike. Price information are usually from wholesalers, friends and fellow producers visiting markets. Another major general marketing constraint particularly for those at the lower level (retailers) of the supply chain are the low purchasing power of consumers; the region is one of the poorest regions with 76% of the inhabitants living below poverty line of USD$1 a day in 2009 Annex Table 1.

3.6.22 Recommended solutions to marketing constraints The main marketing constraints in CRR/S region were transportation and storage particularly cold storage as such the majority (28%) recommended provision of appropriate transport for vegetables. Provision/strengthening rural financial institutions was seen as a major solution for 27% of the market participants. This capital during discussions revealed that this capital should include both production and investment for business expansion. Provision of cold storage by the government and partners given the level of investment required for appropriate transportation and cold storage was recommended by 21%. Training in business management was least recommended solution reported by 12% of the market actors Figure53.

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Marketing Challenges, CRR/S Transportation (cost & Availability) 21%

28% inadequate storage & lack of cold stores limited sources of capital

27%

24% Training on business mgt.

Figure 51. Marketing Challenges, CRR/S

3.6.23 Value chains performance constraints and development opportunities The performance of the regional vegetable value chain is satisfactory in that all actors in the chain are making some profit. However, the concept of linking all action in the production to marketing in a systematic approach to increase value addition for all including and service providers is a developing concept in the country. The support institutions and the government are making value chain concept a high priority in their development process. Vegetable value chain performance is constrained by inadequate linkages, inappropriate infrastructure, limited managerial and technical capacity of actors and their support institutions in value chain development and operation, poor product quality due to poor postharvest handling and limited transformation and storage. These constraints are gradually being addressed to harness the latent potential on commercialization/modernization of agricultural sector. Thus, vegetable production in the country is among the priority areas for the government as enshrined in the national documents such as Agriculture and Natural Resource Policy, (ANRP); Programme for Accelerated Growth and Employment (PAGE) and recently National Development Plan (NDP) 20182021. The NDP emphasize on modernizing of agriculture and fisheries for sustained economic growth, food and nutritional security and poverty reduction as a priority, this priority pillar viewed together with other priorities such as making the private sector the engine of growth, transformation, and job creation offer huge potential for vegetable value chain enhancement with private sector lead initiatives. Commercializing the vegetable sub-sector require improvement in the subsector value chains and processing, market expansion and extended trade opportunities. Improvement in postharvest handling, value addition and strengthening provision of infrastructure, information system and access to micro finance for small-scale holders. Thus, vegetable value chain upgrading will leverage on the opportunities to revisit diversification of export from groundnut to horticulture production. Improved road network and the Senegambia Bridge provide easy and fast transportation interregional connectivity as well as linking regional market to the capital and its surrounding markets with high end consumers. There is high potential for increased private sector investment in vegetable production in the region as land in western regions are gradually becoming residential areas. Vegetable processing and provision of packaging materials and

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establishment of apex production and marketing cooperatives are all opportunities for increase vegetable production, consumption and export.

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4. ANALYSIS OF VEGETABLE INDUSTRY This section gives a brief discussion of the vegetable value chain as an industry using SWOT analysis for a more complete analysis as opportunity for women small holder producers.

4.1 Vegetable production and processing Vegetable production has grown since the 1970s and 80s, when the price of groundnuts took a downturn in the world market. Additionally, recurrent long dry spells are causing groundnut production to fall. Horticulture has provided a way to diversify Gambian agriculture and to develop a new higher value crop for export, but also to support rural livelihoods. Horticulture in modern Gambia falls in three main categories: 1) the mechanized and highly commercialized export oriented large-scale gardens of 100 hectares or more; 2) the medium-scale, womenâ&#x20AC;&#x2122;s communal, village-based donor supported schemes of 5-20 hectares - some may have irrigation systems; others; bore holes or concrete wells, with or without pumps; 3) the small-scale gardens of less than 5 hectares that are spontaneously adopted by women using low technology. Well construction, fencing, tillage and watering are often done manually. This category is more common in the rural areas where the use of residual moisture of inland rice swamps to cultivate vegetables is practiced. This trend is gradually being address with recent project interventions as in this partnership. The subsector contributes about 4.2% to GDP and 24% agricultural GDP; employing over 65% of the active agricultural labour force. An estimated 1000 ha of land is devoted to horticultural production by smallholder farmers largely women The Gambian vegetable sector is facing several bottlenecks: lack of knowledge among growers, traders and distributors (e.g. cold chain concept), most producers have small scale gardens and use traditional cultivation methods and local varieties (do not respond to consumers preferences), limited access to high-end market (weak position of producers and no collaboration between producers on sales), limited access to finance (banks have many restrictions and charge high interest to producers and wholesalers) and poor support from the government (no strong agricultural policy, capacity and budgets are limited and weak public-private connections). There is lack of technical knowledge among growers how to use improved technologies in a proper way. Moreover, the country has a very conservative society, this is manifested in agricultural production, and farmers tend to hold on tight to farming techniques that they have already known and less open to new techniques. As a consequence, adapting new technology remain low and takes time to create impact Quality control during pre and post-harvest phase is limited, so fresh products are very vulnerable. The concept of the cold chain is hardly known and implemented, so optimal conditions for harvesting, storage and transport of vegetable products are hardly present with high levels of post-harvest losses as consequence. This hinders the production and delivery of quality products to the market. Another obstacle is the presentation of products by producers. Products are mostly presented with no packaging at all. Consumer segmentation and more variation in presentation, like various packages for different consumer segments, will make products more attractive. Anticipating on needs and wishes of retailers is undeveloped. This point is especially relevant for high quality products.

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Table 22. Industry Vegetable Production, post-harvest losses and revenue Production Season (kg)

Revenue (GMD)

Dry

Rainy

Total

% Loses

Onion

136,814

81,518

218,332

12.45

13.99

1,589,950

847,400

2,437,350

Pepper (hot)

42,825

26,205

69,030

8.92

36.65

1,568,213

417,554

1,985,767

Tomato

67,263

42,328

109,591

15.36

19.41

1,530,622

266,410

1,797,032

Cabbage

50,843

30,601

81,444

5.68

27.16

1,318,040

832,296

2,150,336

Sweet potato

22,498

13,615

36,113

4.05

10.90

268,930

98,678

367,608

5,068

320,243

199,335

519,578

9.77

28.94

6,454,802

2,570,847

9,025,649

Vegetables

Pearl Millet Sub-total other veg African Leafy Veg

Ave. Price/kg

Dry

Rainy

Total

Sorrel/Roselle

30,179

18,444

48,623

20.05

11.63

306,430

173,187

479,617

Moringa

2,251

1,137

3,387

12.67

8.15

31,564

10,829

42,393

Amarantus

2,717

1,568

4,284

15.83

11.24

41,980

23,761

65,741

Cowpea

9,376

5,541

14,916

5.83

7.56

68,389

24,911

93,300

Sub-total ALVs

44,521

26,689

71,210

17.44

12.56

454,560

238,828

693,388

Ave/Total

364,763

226,024

590,787

10.53

17.48

7,200,854

2,983,184

10,184,038

Vegetable production though seasonal throughout the country; the study data revealed in Table 22 show the potential of vegetable production in meeting the food and nutritional and income generation thus a powerful tool for women empowerment. The total production 5 selected vegetable amounted to 520mt, of which 3 vegetables accounted for 69.29% of the total production; onions top the list with 37%, tomatoes and cabbage followed with 19% and 14% respectively. National per capita vegetable production is estimated at 1.11mt of assorted vegetable valued at GMD 19,215.00. This average income per women is about 57.30% of the Nema Chosso target income of about GMD34,000 for women vegetable garden schemes. Total revenue from selected vegetable production is valued at 10.18million Dalasis. Onion, cabbage and hot pepper contributed 73% of the total revenue; each contributing over 20%. Onions top the list with 27%, cabbage and hot pepper followed with 24% and 22% respectively.

4.2 Situational analysis The Gambian vegetable sector is facing several bottlenecks: lack of knowledge among growers, traders and distributors, limited respond to consumer preferences, limited access to high-end market (linkages), limited access to finance and inadequate support from the government. Despite these challenges; there are also several opportunities for further development of the horticulture industry including value addition, proximity to export markets, growing domestic demand. However, the ability of the sector to realize its full potentials is also constrained by a number of factors across the supply and market value chains including quality inputs, increasing productivity, limited access to markets and

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limited and expensive credit markets and high incidence of pest and diseases. Analysis of the sectors strengths, weaknesses, opportunities and threats is presented in Table 23. Table 23. SWOT analysis of vegetable production and processing STRENGTHS

WEAKNESSES

1. 2. 3. 4. 5. 6.

7. 8. 9.

Land availability Proximity to the EU The River Gambia for transportation Ready availability of labour supply Availability of underground water Government commitment to support horticulture Political stability Horticulture widely practiced throughout the country Favourable diverse climatic conditions that allows for cultivation of wide range of horticultural products

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

High inputs and logistics costs â&#x20AC;&#x201C; seeds, fertilizers, electricity Inadequate cold storage facilities, market access, packaging, and processing Inadequate financing opportunities & high interest cost Inadequate human resources Limited specialization in extension services Logistical challenges of ready air and sea freight availability Lack of reefer transport facilities Limited use of weights & measures & calibration challenges Unfavourable land tenure system for financing High & peculiar incidence of pests & diseases Periodic Ferry inefficiencies and delays High transportation cost Low quality and quantity of produce Limited shelve life

OPPORTUNITIES

THREATS

1. 2.

Commercialize horticulture for export Certification of businesses for enhanced market access 3. Proximity to EU and US Markets 4. Sector diversification into other horticultural products 5. Improvement in standards and quality infrastructure 6. Federations for private sector led cooperative schemes 7. Agro-processing 8. Inter-linkage with Tourism industry 9. The River Gambia for transportation 10. Commercialized Horticulture for exports 11. Packaging and processing

3. 4. 5. 6.

Global Warming and climate change Pests and disease â&#x20AC;&#x201C; also occasional invasion of locusts from the Sahara Price volatility Rural-urban migration Non-tariff barriers on exports â&#x20AC;&#x201C; specifically Sanitary & Phytosanitary (SPS) measures Regional stability

4.3 Vegetable value chain actors, markets and trade facilitation Producers have limited access to the high-end domestic and the international market, due to information asymmetry, lack of storage facilities weakening negotiation position. This means that the selling price they get has a room to be optimized which the federations have high potential to address. This situation is further worsened by the fact that Gambia has more or less the same production calendar as Senegal and other West African countries, which results in strong competition even on the domestic market.

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There six main actors in the vegetable value chain who are engaged in input dealing, production, transportation, trading (wholesale & retail), processing and export/imports. There exist close relationships between these different actors. The role and importance of processing in vegetable value chain is limited because almost all fresh vegetable products from gardens are distributed and sold unprocessed compared to fruits. Leveraging on the processing training and provision of packaging materials will greatly improve the performance of the chain and the relative importance of processor and reduce wastage. Other than these six main actors, government, NGOs, and other private sector entities play an important role in the functioning of the chain, they are categorized as supporters and or influencers. Most often than not these groups’ supports are largely insufficient and the capacity and budgets are limited to improve and strengthen the agricultural production and trade. Moreover, public-private connections are weak, especially between the private sector and research, extension services and education. The land tenure system (customary) in the country also preclude farmers’ use of land as a productive resource or as an asset against which to secure loans from banks. Transportation and Trade facilitation in The Gambia has remained a major challenge. A key domestic challenge is the Ferries Services between Banjul and the North Bank Region. Trade facilitation which deals with Supply Chain Management (including ICT and logistics), Customs Modernization, International Trade Systems, and Trade Negotiation initiatives guided by the WTO. As such, Transportation & Trade Facilitation is a cross-cutting phenomenon with implications on Competitiveness, National Security, Trade Policy, Government Revenue, the Environment, Consumer Health, Food Safety, and Quality Infrastructure. In the case of The Gambia, Transportation & Trade Facilitation has not realized the requisite support needed to improve the regulatory interface between the Government and businesses. Traditional Trade Facilitators – notably Customs, Ports, Shipping Lines, Shipping Agencies, Clearing Agents & Freight Forwarders, Immigration, and the Police – are perceived not to support the seamless flow of goods and services due to bureaucratic requirements and procedures, which act as a hindrance to the flow of goods and services. Instead of facilitating trade, the Customs, Immigration, Police, and Ports are mostly seen as “policing trade” and in the process impact negatively on the competitiveness of the country’s trade. In addition, trade facilitation services and capabilities provided by Information Communications Technology are not leveraged to enhance the competitiveness of the country and neither is there a focus on rewarding compliance history of businesses on customs procedures and protocols.

4.4 Value chain promotion and priority actions The ANR policy and NDP strategies emphasized the development of agribusiness support of smallholder farmers through fast tracking growth in the sector. To rapidly commercialize the vegetable sector will require improvements in the subsector value chains and agro-processing. These improvements will target expanding market chain linkages, trade opportunities, improvements in postharvest handling, value addition and strengthening provision of infrastructure, information system and access to rural finance to small-scale holders. The shift to viable market-oriented vegetable sector will also require addressing the weak extension support services and strengthening the capacity of for smallholder women vegetable producers, expanding market opportunities and increasing postharvest handling to improve product quality and management to meet the desired level of market demand.

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Priority actions: An initial exchange of ideas throughout the consultative meetings generated the following preliminary list of actions necessary to advance The Gambian horticulture sector in the short and medium terms. 

commercialization of horticulture production through enhanced use of improved inputs including quality seed of improved varieties of crops;



Support training and capacity building of public and private sector extension workers



Improving Production through fencing and provision of water and irrigation systems to vegetable gardens



Marketing and value chain promotion



Creating public awareness and raising visibility of the role horticultural crops in food security and nutrition



Support establishment of horticulture industry Alliance to champion and lobby for sector’s development



Establish a development fund for horticulture development



Rationalization of taxes on horticulture inputs and equipment.

4.5 Vegetable value chain performance The economic analysis of the value chain involves the assessment of the chain’s economic efficiency. This includes determining what value is added along the stages of the value chain. Cost of production, and the income of actors. Transaction costs, which are the costs of doing business are limited to transportation, processing and fees/taxes, labour and management are taken as part of the profit given the nature of most horticulture business entities (mainly sole proprietorship) at different segments along the chain. The costs, gross income, net income and cost/benefit ratio of different Actors in the value chain of the 6 regions aggregated and presented as Figure 54. Vegetable value chain performance for 2018 production season is satisfactory in that all actors realized a positive profit, despite the bottle necks highlighted. For producers, seeds and fertilizers were the major cost outlays accounting for 61% of the total cost of GMD15,123. Expenditure on pesticides and transportation accounted for the bulk (29%) of production cost. Reducing production cost while improve the production technologies to increase productivity. Production planning, on the garden research (farming systems) to determine varietal/ enterprise combination sequence that maximize total revenue and increase production efficiency are corner stones to strengthen producer segment of vegetable value chain within existing partnership framework. Gross income for farmers stood at GMD 63,760 and a profit of GMD 48,637 during 2018 vegetable season see Table 23. The use of agroecology/smart agriculture practices can improve profitability and allow further investment of put 24% of the present production cost. This means to say that there is a possibility of investing on improved/hybrid seeds, conduct research and sensitization for all year-round production and the trade-off between keeping own seeds vs reliance on seed companies.

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Table 24. Industry level performance analysis for vegetable value chain actors Producer

Wholesaler

Input Dealer

Retailer

Processor

4,074

Cost Goods Sold

557,849

Cost Goods Sold

122,005

Cost Goods Sold

657,182

Cost Goods Sold

7,100

1,630

Transp’n

179,687

Rent

12,828

Duties/ taxes

79,693

Ingred’ts

5,109

Fertilizer

5,104

Container

43,371

Transp’n

19,424

Transp’n

545

Transp’n

986

Pesticides

2,432

Duties

129,984

Duties/ taxes

33,785

Packaging

384

Transp’n

1,884

Average Cost

15,123

910,891

188,042

737,421

13,638

Gross Revenue

63,760

1,476,961

489,010

1,589,331

48,059

Profit

48,637

566,069

300,968

851,911

34,421

Seed

Organic /CRSA

Wholesalers who buy fresh products either directly from gardens or from the weekly markets and distribute these products to local retailers, restaurants and hotels. The distribution mark-up (on producers’ price) is 15-25% depending on the markets. This translates to translating to GMD6,900 to GMD7,600 per vegetable product with a BCR of 62% this low investment can be attributable to wholesalers being price setters for producers and cost of vegetables sold being the heaviest investment accounting for GMD557,849 (61%) of total cost. The same holds for retailers with the cost of vegetable sold as the main expenditure which is 89% of total cost at retail level. The retail market of vegetable products are mostly fresh produce markets in the Greater Banjul Area, Brikama and the small village markets all over the country.

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5. OPERATIONAL FRAMEWORK The regional and national performance analysis notwithstanding, this framework is developed with focus on Nema Chosso/UP Partnership deliverables as factors that the parties have direct control rather than an attempt to consider the whole vegetable value chain challenges most of which are exogenous to the partnership.

5.1 Production/Producer level Key topic Productivity target

Areas of improvement Clarifying and agreeing on physical targets

How to do these Establish a common standard of measure for all vegetables Introduce weighing scales in the gardens, provide incentives for record keeping Introduce daily harvest recording in all gardens. Introduce record keeping of all expenses including mandays/hours

Sensitization on the economics of all year round.

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Introduce rainy season varieties, further research on most profitable crop rotations,

Resources/ Partnerships Human, material and finance Nema project, UP and other projects

Timeli ne July 2019

Financing research and extension Decem ber 2019

Key agencies Nema project, CPCU, PSU, DoA, and UP

DoA, CPCU other projects and UP

Seed Secretariat, MoA

Seed Secretariat, MoA, UP

Identify and Encourage bulk purchasing, work with major credit purchase. input dealers/associati ons

UP/Nema & input dealers

UP/Nema & Agribusiness unit

Encourage organic production

Introduce chemical free production of vegetables for environmental and health.

UP/Nema & DoA

Clearly define the role and responsibilities of partner NGOs

Define a clear ToRs with clear milestones for all engagement e.g. uptake of NGO services by women gardeners.

UP/Nema/NG Os

Develop a set of data collection tools in all gardens.

Signed and encourage collection of appropriate data and information

UP/Nema

December 2018

Nov 2019

UP/Nema & DoA

UP/Nema

Nov. 2019

Nema/UP and CPCU

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

5.2

Marketing level

Key topic Strengthen the apex and its regional federations

Areas of improvement Market assess drives. Determination of what to produces base on effective demand

How to do these

Resources/ Partnerships MoA/UP/FAO and other projects with resources for

Timeli ne Nov 2019

Key agencies

Determine the modalities of engagement/par ticipation different actors in the federations.

Division of members based on functions and relations, makeups for different services e.g. marketing, transportation, mode of acquisition od stalls (apex, federations, wholesalers.

Local government authorities, MoA, UP/Nema and other agencies.

Early 2020

LGAs, UP/Nema

Reduce marketing cost.

Lobby/advocate for tax holidays for apex members in the markets.

LGA, UP/Nema

Nov. 2019

LGA, UP/Nema

Increase number of stalls, consider funds for market development at community/village level for improvement of markets in growth centers.

GoTG, IFAD, UP/Nema

Dec. 2019

GoTG, IFAD, UP/Nema and other partners

Provide cold storage and processing facilities

Support the apex and its members with few refrigerated trucks, processing centers equipped with package and labelling technologies

GoTG, IFAD, UP/Nema

Dec. 2020

GoTG, IFAD, UP/Nema and other partners

Develop prudential regulations for apex and members

Regulations on day to day management and decision making, reporting mechanisms, financial management etc

Chamber of Commerce, trade, MoA and projects

Improve vegetable presentation and or designated vegetable sections in all markets

Increase understanding of demand for vegetables by hotels and restaurants.

MoA, AgriBusiness unit, UP/Neme

Enter into production contracts with major clients and exporters

December 2018

Nov. 2019

Chamber of Commerce, trade, UP/Nema and projects

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6. CONCLUSIONS The conclusion reached are summarized collectively instead of regional conclusions due the similarity of women vegetable production and marketing throughout the country, the interconnectivity of the markets, market characteristics the functions of wholesalers in the vegetable value chain as well as the role of lumo markets in the chain. Women vegetable production initially aimed at improving food and nutritional security is gradually shifting towards market-oriented production which has the potential to attain the initial objective and an added benefit of increase income and women economic empowerment. Vegetable markets are relatively competitive with demand and supply (including imported vegetable) as the main determinants of market prices. The main actors in the value chain were the input dealers and producers whose presence in the retail trade has been established in all regions. Traders such as wholesalers and retailers, processors and transporters animate the chain and continually adding value up to the final consumer. The demand for vegetables is found to be higher than the domestic supply for all regions (cater to 18% of national requirement). This rather huge gap is filled to a large extent by imports. These supplies are being further eroded by losses due to perishability of vegetables and lack of cold storage. Production and marketing federations are established in all the regions and affiliated with a NGO for the technical and managerial backstopping of these federation. All the federations are being operated on voluntary bases with a weak resource base throughout the country. The objectives of these federations were the same, the establishment a MIS platform as a major pull factor for increased membership. However, the means to attain these objectives will defer from region base on management capacity, level of support (both internal and external) and the natural endowment of the region. The level of linkage of the federation at the national level is not clearly thought out or assessed. There is a need to further assess the federations in relation to capacity and skills, linkages and suitability and sustainability of the federation. The linkage between value chain actors is rather weak or none existent. At the production level horizontal linkage is limited to sharing common garden with each producer responsible of her own production and marketing decisions. This relationship between producers affected the sustainability of the garden infrastructure maintenance in sponsored gardens at support is withdrawn. Resulting in an uncoordinated production and marketing strategies affecting constant quality of the supply and marketing of vegetable in the country. All the actors in the distribution and marketing were on selfaccount bases with few being members of an organization beyond the rotational USUSU group to membership in the federation thus limiting collective bargaining and improved market share in face of value chain financing opportunities. Absences of an exporter or commercial processor further affected the chain in terms of production decision and standards to be met, as such sorting and grading has not been introduced, neither uniform standard of measure. The value chain operation is profitable at all segments of the chain with cost benefit ratios of greater than one. The most profitable segment was at wholesale level while producers were the least profitable actors in the chain. Profitability of the entire chain is constrained by limited capacity and technology at producer level, in appropriate infrastructures, lack of or limited availability rainy season vegetable varieties and or hybrid vegetable seeds. High transportation and input cost coupled with lack of cold storage leading to low vegetable quantity, quality and prices. Low and decreasing purchasing power, particularly among the urban poor and absence of value chain financing schemes is another constraint limiting effectiveness and efficiency of vegetable value chains. Some of the

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suggested measures to improve the functioning, effectiveness and efficiency of the value chain includes refocusing on agricultural research and the advice provided by extension services, which recommend levels of fertilizer usage higher than current actual usage given the risk of market glut and effect on total revenue which may be lower than the input cost at optimum/recommended fertilizer application rate require critical review. Advocacy for increased use of agro-ecology /climate smart practices that focus on use of organic matter and bio pesticides with a potential of lowering production cost on a sustainable and environment friendly production system for women vegetable producers. Another potential source of strength for the value chain is increased linkage with the domestic hotel industry aided by mandatory uptake of local vegetables in the hotels and big restaurants once standards are met. Exporters around which vegetable producers can rally around in a form of contract growing for specific varieties required for chain upgrading in response to changing global demand is very much under developed. The lack of information and membership to certification bodies such as Good Agricultural Practices known as Global Gap - a set of practices defined as "practices that address environmental, economic and social sustainability for on-farm processes, and result in safe and quality food and nonfood agricultural products" (FAO 2003). With no formal/enforced system of quality regulations at national level and at wholesale level. This lack of certification limits the countryâ&#x20AC;&#x2122;s potential for market expansion in the medium to long term. For export to Europe, European supermarket chains (representing over 60% of fresh produce retail sales in many European countries) are demanding that their suppliers be certified against a private food safety standard this is a huge market given the proximity of the country to Europe. Increased involvement of NGOs and CBOs in the execution of the national export strategy and private sector and or foreign direct investment in the vegetable sector all have the potential to foster development of viable vegetable value chain development. One of the strength of women groups aside from solidarity and peer pressure is their role in the economic activities in the rural arears. These women are the members of the village development committees, other income generating activities, poultry schemes and staple food crops. Mapping out support received and or planned for these groups is a starting point in planning and management. The beauty of such participatory approaches is that it has the capacity to unlock latent synergies between activities and support agencies and make joint planning and co funding options available to address limited access to capital. International promotion and use of diaspora to market test vegetable products are additional option while efforts meeting international standards are being intensified.

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7. RECOMMENDATIONS These set recommendations are suggested taking into account the domestic vegetable value chain within the context of Nema/UP partnership entitled “Improved Horticulture Techniques for MarketOriented Enterprises” with the objectives of contributing toward achieving Nema’s set results and objectives. Its anchored on three strategies: technical mentoring of 10 horticultural gardens supports with improve irrigation facilities. The mentoring will cover about 350 women gardeners for skills development, including technical as well as business skills; strengthen regional women cooperative marketing association leading to creation of a national apex society to address atomistic production constraints and develop/strengthen community seed networks within the five marketing federations alongside seed gardens, seed fairs and linked to nutritional health cooking demonstrations. It will also considered a possible upgrading and linkages in furtherance to federation/national vegetable value chain that leads export-oriented vegetable sector. The food security and food safety, sustainable production and, niche products formation, professionalization of the chain organisation and development on the other hand as second level opportunities aligned with the National horticulture master plan and the National Export Strategy and the NDP objectives. The following recommendations are made to improve the competiveness of the six vegetable value chains: •

Professionalise the value chain: improvement of the organisation of the value chain from producer to exporter by creating an environment with better access to technology, knowledge and finance. This will improve the cold chain structure in all links of the value chain, like cold storage and new packing materials or methods. This can also make the market structure more transparent and reduces the role of the middlemen. The process of professionalization should start with business skills development through production planning.

•

Stimulate collaboration between (small and medium-sized) producers in order to establish joined forces and to reach larger volumes of (quality) products in order to be a more interesting supplier of quality products for traders and exporters.

•

Improve the agricultural knowledge and information system: enhance and support the level of education, research and extension service and their mutual interactions for all stages in the value chain (from producer to exporter).

•

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Strengthen the linkages between public and private sector in order to reach a common strategy on developing and supporting the horticulture sector. Enhance the linkage between education, research and extension service for practical farmer oriented research and development.

•

Establish support for the Apex beyond the three-year contract period with viable business plan.

•

Agree on monitoring and reporting mechanism for the partnership indicators particularly physical productivity target to evaluates effectiveness of UP introduces the vegetable production technologies on productivity increases for scaling up.

•

Develop/link the apex with microfinancing schemes beyond the project loans schemes.

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8. REFERENCES 1. 2. 3. 4. 5. 6. 7. 8.

Baseline Survey report: Livestock and Horticulture Development Project (LHDP) Gambia Bureau of Statistics: Economic Census 2014 Gambia Bureau of Statistics: Statistical abstract 2016 Gambia National Agricultural Investment Plan 2011-2015 Gambia National Horticulture Sector Master Plan 2015-2035 Gambia Poverty Assessment Report 2009 Nema Chosso appraisal report United Purpose: Support to alternative livelihoods: value chain analysis of onion, tomato, pepper fish and honey 2014

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Annex Table 1: Income/purchasing of vegetable consumers by region MDG Status 2009, relevant to income status/purchasing power Indicators Target

Halve, between 1990 and 2015, the proportio n of people whose income is less than $1 a day

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Global Target

Nationa l Target

Proportion of population below $1 purchasing power parity (PPP) per day

15%

Prevalence of underweight children under 5 years of age Literacy rate of 15-24 years old, women and men

Target 1.A:

CRR North

CRR South

BCC

KMC

WCR

NBR

LRR

58%

7.60%

37.60 %

56.70 %

69.80 %

62.60 %

94.00 %

75.70 %

67.90 %

10.40 %

20.30%

17.50 %

13.50 %

16.80 %

23.70 %

27.00 %

27.30 %

26.10 %

23.50 %

72.00 %

62.90%

75.10 %

70.60 %

69.70 %

59.80 %

69.30 %

62.90 %

49.50 %

December 2018

URR

Horticulture and Pearl Millet Value Chain Analysis Study, The Gambia 2018

Annex Table 2: Millet area and production in metric ton by region 2013 – 2017 2013

Millet LRR

Area

Prod’n

10,820

10,942

2014 Area 9,625

G. Rate NBR

26,983

22,229

29,168

13,835

13,877

9,067

16,627

12,771

17,011

19,557

16,073

17,070

G. Rate

19,335

7,153

13,467

11,817

17,970

17,907

18,889

15,637

9,260

93,799

100,830

76,817 (18.10)

7,170

Area 10,357

21,995

7,425

17,103

13,902

21,936

12,155

9,450

16,193

15,487

74,270 (3.32)

December 2018

10,114

20,683

22,006

7,189

4,052

12,555

16,311

(9.69) 16,880

10,988

16,733

(9.60) 22,193

3.56 91,149

7,681

Area

(3.17)

2.86 18,803

Prod’n

(0.06)

3.23 16,987

2017

0.07

3.80

(12.68) 105,792

Prod’n

0.02

(26.48)

G. Rate Total

21,639

2016

0.01

5.45

G. Rate URR

9,663

(48.45)

G. Rate CRR/S

7,103

Area

(0.03)

G. Rate CRR/N

Prod’n

(0.35)

G. Rate WCR

2015

17,270

16,917

6.65 96,303

72,460 (2.44)

86,133

Average Prod’n

Prod/GR

6,127

7,805

(0.20)

(0.09)

12,995

19,908

(0.37)

(0.09)

2,539

7,637

(64.68)

(22.50)

10,295

10,044

(18.00)

(3.80)

8,961

8,784

(18.45)

(10.33)

11,090

12,038

(35.78)

(7.65)

52,009

55,111

(28.22)

(10.42)

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