Market Development Approach: CPBD Program Fresh and Dried Hot Pepper Value Chains Prepared by Tracy Gerstle Independent Consultant, Economic & Enterprise Development June 2006
Market Development Approach: CPBD Program
Fresh and Dried Hot Pepper Value Chains
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Prepared by Tracy Gerstle Independent Consultant, Economic & Enterprise Development
June 2006
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Table of Contents
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Market Trends
Solutions & Services
to Upgrade Micro & Small Enterprises
Enabling
Environment
Constraints & Opportunities
Competitivenes
Financing
Subsector Mapping
Relations Among
Market Actors
Geographic Coverage
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Strategy No. 1: Strengthen Farmers Groups
• Farmers Group selects leader • Farmers Group develops activity
plan � Increase farm sizes � Access tools, seeds &
transport collectively � Link to buyers � Buy storage container
together
Strategy No. 2: Susu Clubs & Asset Development
• Savings clubs - Capital to purchase tools, seeds in bulk & contract transport
• Asset Development – Capital to purchase storage
Strategy No. 3: Crop Husbandry, Preservation • Land Preparation • Planting in rows and with
mounds • Intercropping • Crop maintenance (cultural
practices) • Harvesting (pre harvest & post
harvest technology) • processing • Irrigation methods • Crop budgets • Crop calendars - When to
plant • IPM – for ants and weevils • Preserving seeds
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CRITERIA DESCRIPTION
Unmet Market Demand and Growth Potential
• Evidence of strong effective unmet demand for products being produced • Buyers have ready market for products but are unable to meet demand • Potential for growth and continued competitiveness of subsector
Potential Increase in Income and Wealth
• Potential for increased revenues at all levels of subsector. • Projected increases in sales, profits, or returns to labor
Opportunities For Linkages • Potential forward/backward linkages between large and small enterprise. • Large buyers are overlooking MSEs as a source of supply or unable to
organize them to meet their demands.
Potential For Employment Generation
• Potential for enterprises (large and small) to create new employment opportunities as the subsector develops or expands.
Number of MSEs • Number of SE operating in the subsector
Value Added Potential • Potential for SEs to add value to raw materials and gain higher earnings.
Potential For Increases in Productivity
• Potential for technologies or management systems to increase the productivity and earnings of enterprises in the subsector.
Competitiveness • Competitiveness of the subsector on the world market and/or of SEs in the subsector.
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1 In this table SE stands for Small Enterprise.
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Suitability for Target Population
Potential for Value Add
Existing Demand & Growth Potential
Potential to Increase Income
Profits Capital Required (Total Costs)
Time till Impact Total
Goats 3.5 3 5 5 1 1 1.5 20
Sheep 1 2 3 4 2 1 1.5 14.5
Cassava Processed
5 4 5 3 2 1 3 23
Cassava 5 4 5 3 2 5 3 27
Peanuts 5 4.5 5 5 4 2.5 4 30
Plantains 3 2.5 3 4 1.5 2 1 17
Hot Pepper
5 3.5 4.5 4.5 3 3.5 3.5 27.5
Bitter Ball 3.5 1.5 3.5 3 2.5 3.5 3.5 21
Corn 3.5 2 2.5 1.5 1.5 3.5 3.5 18
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Villages Interviewed Wrakleen
Town Harbel David
Cooper Kollie Kain Bong
County Red Light Total Number of farmers 6 1 1 6 11 2 27 # growing peppers 5 1 1 6 1 1 15 # growing peanuts 1 1 10 1 13 # of Single Bags of Peppers Grown 33.5 5.5 81.5 24.5 25 170 # of Single Bags of Peanuts Produced 1.5 9.5 95.5 1.5 108 # of farmers who grew enough to sell 100% 100% 100% 100% 100% 100% 100% �//":B�<0#!7$��*�50"<!"1�;!"!��3#!"2�!;!9��3�5�2!�6:<<83�#�!1�039�#;:�<0"?!#1&�3:#��36789�34�#.!�6:<<83�#$�5:681�4":8/1>���:"�#.!�:3!�:3�:3!��3#!"2�!;1&�;!�01?!9�6:<<83�#$�7!09!"1�#:��3#":986!�#.!�"!1!0"6.�#!0<�#:�#.:1!�50"<!"1�!3404!9��3�6:<<!"6�07�7!2!71�:5�687#�20#�:3&�1:�;!�6:879�7!0"3�0 :8#�#.!�.:#�/!//!"� 81�3!11>���3!�.839"!9�/!"6!3#�:5�#.!�50"<!"1�;!��3#!"2�!;!9�/":986!9�!3:84.�.:#�/!//!"1�039+:"�/!038#1�#:�1!!&�;.�6.��1�3:#�18"/"�1�34�1�36!� :#.�0"!�#"09�#�:307�601.�6":/1�039�#.!�50"<!"1�;!��3#!"2�!;!9�;!"!��3�6:<<!"6�07�/":986#�:3>���� ":09!"�/":5�7!�:5�077�#.!�!6:3:<�6�06#�2�#�!1�839!"#0?!3��3�#.!�6:<<83�#$�;!"!�60/#8"!9��3�#.!�6:<<83�#$�!6:3:<�6�<0//�341>���.!�<0A:"�#$�:5�50"<!"1��3#!"2�!;!9�"!/:"#!9�#.0#�#.!$�0"!��36"!01�34�#.!�"�.:#�/!//!"�/":986#�:3� $�03�02!"04!�:5���� 041�/!"�1!01:3&�;.!"!01�5:"�/!038#1�#.!"!��1�03�!F807�1/7�#� !#;!!3�50"<!"1�4":;�34�#.!�10<!&�<:"!�:"�7!11�/!038#1�#.�1�1!01:3�6:</0"!9�#:�701#>���.!�<0A:"�#$�:5�50"<!"1�0"!�1#�77�!3404!9��3�#"09�#�:307�687#�20#�:3�<!#.:91&�;�#.�<:1#�:37$�81�34�0�68#7011�039�0�.:!>���:;!2!"&�0//":B�<0#!7$�:3!�#.�"9�:5�#.!�50"<!"1�;!"!�81�34�099�#�:307��3/8#1�#:��</":2!�8/:3�#.!�"�/":986#�2�#$&��36789�34�5!"#�7�E!"1&��31!6#�6�9!1�039�/8</��""�40#�:3>���.!1!�50"<!"1�#!39!9�#:� !� 01!9�67:1!"�#:��:3":2�0��3��0"4� ��039��:3#1!""09:�6:<<83�#�!1>���:1#�50"<!"1�071:��39�60#!9�0�;�77�343!11�#:��32!1#��3� !##!"�50"<�34��3/8#1��5��#�;:879�"!187#��3�03��36"!01!�:5�#.!�"�/":986#�2�#$>���3�#!"<1�:5�6:31#"0�3#1&�#.!�<:1#�6:<<:37$�6�#!9��118!1�;!"!�/!1#1�5:77:;!9� $��309!F80#!�#::71�039�066!11�34�F807�#$�1!!91>��//":B�<0#!7$�J=D�:5�50"<!"1�6�#!9��31!6#1�039+:"�1<077�03�<071�01�1:<!�:5�#.!�"�4"!0#!1#�6.077!34!1>���.�1�"!1!0"6.�;01�3:#�0 7!�#:�#!1#�066!11�#:�#::71�039�#.!"!�<03$� !�1:<!�"!/:"#�34� �01�.!"!&�1�36!��#��1�;!77�?3:;3��3�<03$�6:<<83�#�!1�#.0#����1�;�77�:5#!3�18//7$�50"<!"1�;�#.�5"!!�1!!91�039�#::71>���.!3�01?!9�.:;�#.!$�6:879� !1#��</":2!�#.!�"�107!1&�3:3!�:5�#.!�50"<!"1�6�#!9�<0"?!#�34�:"�"!70#�:31�;�#.�#"09!"1�039+:"�04!3#1�01�0�6:31#"0�3#>���0#.!"�#.!$�5:681!9�:3�.:;�#.!$�<�4.#��</":2!�8/:3�#.!�"�/":986#�2�#$� 01!9�:3��36"!01�34�#.!�#:#07�1�E!�:5�7039�#.!$�.09�839!"�687#�20#�:3�:"� $��</":2�34�8/:3�#.!�"�50"<�34�/"06#�6!1>����3#!"!1#�347$�#.":84.�A!07:817$�:5�1866!11�0#�#.!�6:<<83�#$�7!2!7�;01�:5#!3�6�#!9&�039�1:<!�50"<!"1�3:#!9�#.0#�6:<<83�#$�<!< !"1�;:879�203907�E!�#.!�6":/1�:5�1866!11587�50"<!"1>���3�#!"<1�:5�<0"?!#�34�#.!"!�;01�03�!2!3�1/7�#� !#;!!3�#.:1!�;.:�1:79�#.!�"�/":986!�#:�#"09!"1�039�#.:1!�;.:�;!3#�#:�#.!�<0"?!#�#:�1!77>���"02!7�34�#:�#.!�<0"?!#�#:�1!77��1�<:1#�6:<<:3�
Farmers often walk one to two hours or more to reach their fields and must then carry their produce out.
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3 Access is used loosely here since many farmers may have to walk one to two hours or more into the bush to reach their fields. This may include river crossings and other obstacles, when then have to be recrossed with the produce carried on their heads when it is ready for market.
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Bong Grand Basso Margibi Montserrado Local Red Light Local Red Light Local Red Light Local Red Light 50 kg peanuts 37.5 75 50 150 40 87.5 27.5 50 kg pepper 32.5 75 50 112.5 45 62.5 27.5
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Description of the Two Subsectors
Hot Pepper �:77:F8�077$�?3:;3�01��:#��!//!"1&�#.!�/!//!"1�687#�20#!9��3��� !"�0�0"!�:5�#.!���������� ���������:"����������1/!6�!1&� :#.�:5�;.�6.�0"!�5:839��3��!1#��5"�60�039�?3:;3�5:"�#.!�"�5�!"$�#01#!>���03$�:5�#.!�20"�!#�!1�5:839��3�#.!�"!4�:3�;!"!��3#":986!9� $�"!/0#"�0#�34�1702!1��3�#.!�701#�6!3#8"$>����:#�/!//!"��1�0�?!$��34"!9�!3#��3��� !"�03�68�1�3!�039�<03$��� !"�031�6:318<!��#�90�7$>���:#��!//!"�;01�1!7!6#!9�01�0�/":<�1�34�18 1!6#:"�5:"�58"#.!"�1#89$�5:"�0�38< !"�:5�"!01:31>���1��39�60#!9��3��//!39�B��&��#�:55!"!9�#.!�.�4.!1#�/":5�#0 �7�#$�:5�077�#.!�18 1!6#:"1�;!�!B0<�3!9&�;�#.�0�/:#!3#�07��!#8"3�:3��32!1#<!3#�:3�0�>��0�7:#�:5�:2!"�==D>���2!"04!�1#0"#�8/�6:1#1�#:�687#�20#!�.:#�/!//!"�;!"!�02!"04!�#:�7:;&�"!70#�2!�#:�#.!�:#.!"�18 1!6#:"1�;!�!B0<�3!9�077:;�34�6:<<83�#�!1�#:�!01�7$�!3#!"��3#:�.:#�/!//!"�/":986#�:3>���#.!"�
09203#04!1�:5�.:#�/!//!"�0"!��#1�1.:"#�687#�20#�:3�6$67!�:5�#."!!�#:�5:8"�<:3#.1�039��#1�.�4.&�$!0"�":839�9!<039>���.!"!��1�1�43�5�603#�2:70#�7�#$�:5�#.!�18//7$�:5��� !"�03�5"!1.&�.:#�/!//!"�98"�34�#.!�$!0"�039�01�0�"!187#�#.!�/"�6!��1�1�<�70"7$�2:70#�7!�"034�34�5":<��&===����/!"� 04�#:�01�7�##7!�01�J==�-==����0� 04��3��:3":2�0>����48"!����7781#"0#!1�#.!�18//7$�039�/"�6!�#"!391�5:"�5"!1.&�.:#�/!//!"��3�#.!��� !"�03�<0"?!#�:2!"�#.!�6:8"1!�:5�0�$!0">�
Women harvesting hot peppers to take to the market. Margibi County
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January February March April May June July August September October November December
PriceNationwide Supply
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4 This graph is for illustrative purposes, based on interviews on supply and price trends with actors throughout the hot pepper subsector. Given how dispersed the production and trade of fresh hot pepper is throughout the country, we were unable to estimate the total size of the market based on the number of locations visited.
Rainy Season Dry Season Hungry Season Dry
Seas
Dried and fresh Liberian hot pepper for sale in Harbel market.
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Peanut plant in Bong.
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Retail
Wholesale
Input Supply
Growers
Processors
RURAL
Liberian Fresh Channel 1
Liberian Dried Channel 2
Imported Fresh Channel 3
Imported Dried Channel 4
URBAN/PERI-URBAN
Tools & Chemicals
Imported Seed Supply
Farmer Seed
Suppliers
Growers (Small, Medium & Large)
Small = 3-4 50kg-bags Medium = 5-30 50kg-bags
Large = 30 50kg-bags and up
Agents
Medium
Traders
Small Fresh Retailers
Small Traders
Small Fresh & Dried Retailers
Large Traders - Fresh Warehouse at Red Light
Small Dried
Importers & Traders
Large & Medium
Dried Importers & Traders
= Finance Linkage
= Chain Linkage
KEY: Small Traders = 5,000 LD in Capital (K) Medium Traders = 10-15,000 LD in K Large Traders = 15,000 LD in K and up
Figure 5: Hot Pepper Subsector Map
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Retail
Wholesale
Input Supply
Growers
Processors (Boiling)
RURAL
Liberian Fresh Channel 1
Guinea Dried Channel 2
Guinea & Cote d’Ivoire Fresh Channel 3
URBAN/PERI-URBAN = Finance Linkage
= Chain Linkage
Small Growers
Tools & Supplies
Small Fresh Retailers
Small Non- Specialized
Traders Large Traders - Dried
Warehouse at Red Light
Small Trader
Small Retail
Mechanized Processors
Small Manual Processors
Small
Traders
Large Traders - Fresh
Warehouse at Red Light
Small Retail
Seed Supply (small peanut traders)
KEY: Small Traders = 5,000 LD in Capital (K) Medium Traders = 10-15,000 LD in K Large Traders = 15,000 LD in K and up
Figure 6: Peanut Subsector Map
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Identification of Opportunities and Solutions �.!1!�#0 7!1�70$�:8#�/:#!3#�07�://:"#83�#�!1�039�1:78#�:31�5:"�#.!�6:31#"0�3#1��9!3#�5�!9��3�#.!�<0"?!#�011!11<!3#1�5:"�.:#�/!//!"�039�/!038#1>���.!�://:"#83�#�!1�039�1:78#�:31��9!3#�5�!9�0"!� 01!9�:3�7:607�6:39�#�:31�039�#.!�9!1�"!�#:�<:2!�#.!������/":4"0<�#:;0"9�<:"!�6:<<!"6�07�1:78#�:31>�
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Constraints Opportunities Solutions
Pests drastically reduce yield
Bring in horticulture expert from the FAO or OSU to study common local pests & diseases for pepper and other horticulture, and recommend appropriate pest management techniques5
Introduce identified pest management techniques via community agriculture trainings Future Opportunity : Work with input suppliers to develop regional supply network of the identified pesticides, complemented by field trainings & radio shows on appropriate usage
Market saturation during peak season
Promote off season production, when prices increase 100% to 300%
Introduce communities to the potential in off-season production, and use CPBD grants for financing requirements Assist communities to develop action plans & promote implementation of the plans via follow up visits throughout the year Use community grants to establish irrigation service providers who rent out irrigation systems during the dry season Future Opportunities: Facilitate access to irrigation through shared irrigation systems and/or water pumps partially financed by the communities Further investigation on the potential to introduce low cost, drip irrigation technologies
Lack of certainty around land access
Promote land usage agreements with private landholders & rubber plantations
Speak with community leaders and promote their more active involvement in assisting community members to realize land use agreements with private landowners Future Opportunity Train community members to draft legally recognized usage agreements for land owners and small holders This could be done on a fee for service basis, encouraging community members to specialize in this Build demand for the service through a marketing campaign in the communities and among land owners, plantations, etc.
5 Mercy Corps has an agreement with Oregon State University, allowing the program to access agricultural experts from the University for voluntary consultancies. MC covers their travel and lodging costs.
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Lack of financing for irrigation and fertilizer prevents many smallholders from increasing production in the off season
Strengthen existing informal credit networks of susus and trade credit that are available for farming
Future Opportunity Initiate agreement with the ARC’s microfinance institution, Liberty, to provide credit to traders, interested in extending trade credit for pepper to farmers OR/AND Work with AGHA to promote its ambition to start a rural credit program OR/AND Provide training to susus interested in lending to nonmembers in agriculture Susus could be linked to a bank, allowing them to onlend for the bank for a fee or retaining a percent of interest paid
Waste and poor storability of dried Liberian
Promote practice of drying fresh pepper when prices bottom out during the peak season and sell the dried pepper during times when fresh pepper is scare on the market Introduce new drying and storage techniques to increase production and availability of Liberian dried
Work with communities to plan their production strategy, including when they should dry & hold Use CPBD grant to work with communities to build storage houses, where communities can store dried peppers and other goods to sell in the non-peak season Conduct further investigation on drying techniques and technology appropriate to Liberian Peppers
Lack of access to quality seeds
Promote better practices in seed production for hot pepper Forge partnership with the FAO or other groups experienced in horticulture to look at means by which to improve upon local pepper varieties
Work with communities to build upon their collective knowledge of seed production OR work with master farmers who currently act as seed suppliers Further research is needed on what else can be done to improve upon the productivity of hot pepper production, including the seed stock, this may be best promoted via a partnership with an organization specialized in agriculture
Reduced bargaining power for small-scale producers
Promote collective selling Increase transparency around current prices for pepper
Work with smaller producers to help them coordinate their production and harvests, so that they may easily aggregate their production and sell it collectively Link smaller producers to a larger farmer in the community or to an agent who is willing to pay a higher price for an aggregated product Promote price transparency via weekly or daily price reports on community radio stations
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Constraints Opportunities Solutions
Unavailability of seeds at the market or community level
Communities can produce peanut seed which in high demand, while using some of the seed to increase their peanut production, providing two sources of income
Facilitate access to red peanut seeds from Guinea or Lofa to increase local production Research whether local seed production or annual sourcing of seeds from an outside source is a better option in terms of seed productivity. If local seed production is appropriate there is the potential to use the CPBD grant to assist communities in establishing peanut seed banks Future Opportunity Assess demand for and profitability of peanut seed production and marketing vs. fresh vs. roasted red peanuts Assist communities to develop packing and organized selling of seeds in local markets
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Activities Timeframe Site Selection Jul-Aug Nursery Preparation Aug-Sept Land Clearing/Brushing Aug-Sept Land Preparation Sept-Oct Planting Oct-Nov Maintenance Nov-May Harvesting/Processing Jan-Mar Marketing All year
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Activities Timeframe Nursery Preparation February Land Preparation March Transplanting April Harvesting for Fresh May-early July
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Appendix 1: Scope of Work for BDS Consultant Introduction For the past 3 years, the CPBD program has worked with community groups in Liberia to develop economic projects. In 2005 Mercy Corps and AED conducted a market analysis of the cowpea subsector which showed great opportunity for income-generation: farmers’ returns on a 50 kg bag of cowpeas could be 10 times more than what they currently get in the local market for a 50 kg bag of cassava, if they can grow cowpeas as a cash crop. This year, CPBD will investigate another subsector supply chain with the potential to increase farmer income. Developing a second cash crop or market will increase the options available to communities, farmers’ economic stability, and Liberia’s overall food security. Potential areas of investigation may include peanuts, non-timber forest products, citrus fruits, and handicrafts. CPBD will use a sub-sector approach, incorporating community mobilization through farmers groups and linking farmers to input and output markets while providing on-farm technical assistance with trained community people. Objectives a. A quick review of progress on the cowpea sector with recommendations for improvement
and next steps. (1 day, field visits if possible and interviews with key participants) b. A review of the BDS strategy which was introduced in 2005 through market data
collection, analysis, interpretation and results application training course with Mercy Corps and LNGO partners’ staff. Review what was done, what is remembered, and incorporate the answers to 5 questions into new work plan for second market assessment.
c. A training in market assessment to a mixed group of MC staff and LNGO partners (some of whom should have attended the May 2005 training) and preparation for the second market assessment to be conducted via this trip (3-4 days)
d. A second market assessment of another promising sector, evaluating both demand and supply side constraints for the sector, and opportunities to address these constraints (at least 7 days for interviews in the field, if we can have 3 teams)
e. A recommended second sector program strategy and implementation play developed with MC and LNGO staff (1-2 days at the end of the trip to review findings and brainstorm on program design).
Activities a. Conduct 2 day workshop at beginning of consultancy to kick off new activities, review
previous activities and training from 2005 and design strategy for 2006. b. Conduct a 3-day training course in market assessment and value chain analysis and
design of second market assessment. c. Increase AGRHA ability to serve as local BDS providers to smallholder producers and
entrepreneurs. Assess staff and partners BDS skills and performance, including client service delivery on core BDS skills, data collection, analysis, interpretation and application skills. Further develop skills in market research and client demand by working closely with local local staff and partners on assessment and providing additional training, as needed.
d. Prepare Step-By-Step Guide for the development of a new sub-sector for use by the BDS Facilitators and Agriculture Extension Officers of AGRHA, via brainstorming sessions the last two days in the field.
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Deliverables a. A comprehensive report b. A set of recommendations for a new sub-sector in Liberia. Assumptions: To ensure the best use of field time, the CPBD staff will collect as available all market data on the potential targeted sectors prior to the consultant’s arrival. This may include doing some primary research and interviews with key informants to gather information to inform the assessment. The consultant will provide CPBD will some guidance on the types of information that they should collect. The group participating in the analysis will include several individuals from the prior May 2005 training. These individuals will be asked to fill out a brief five question survey prior to the second training to help improve upon the first. CPBD staff will provide electronic notes of interviews and other information they help to gather with the Consultant every two to three days. The note taking can be shared, but everyone will need to take notes and provide electronic versions—particularly given the amount of information that will be collected in a short time. CPBD and key LNGO staff will reserve two days at the end of the consultancy for a brainstorming session on program design. Timeline 3 Weeks (19 working days, including 4 days for preparation and report writing, excluding Saturdays and Sundays) in May - June, 2006.
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Appendix 3: Research Team & Workshop Participants ��1!.� ��1�!:5!.<6!++�.1���+�:1
Participant name Institution Position Dee-Maxwell S. Kamayan, Sr. AGHA Executive Director Rev. Benjamin B.M. Bangura PNO AEDO Jerry S. Fumbah MC Project Officer Cecelia Nimely AGHA BSDO Thomas Marwolo NAEL NA A. Faiya Leebor AGHA BSDO D. Solomon Harris AGHA NA Zowolo Seepo AGHA Project Officer J. Vaari Kiazolu MC Office Manager, Kakata Tawah Blamal MC Office Manager, Buchanan J. Faiya Tandanpolie AGHA NA Tricia Matthews MC Deputy Director, Liberia Bakayoko Amadou MC General Program Officer Stephen Parker MC Project Officer .���.�61��$
Participant name Institution Jerry S. Fumbah MC Cecelia Nimely AGHA Thomas Marwolo NAEL A. Faiya Leebor AGHA Stephen Parker MC J. Faiya Tandanpolie AGHA Bakayoko Amadou MC
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Appendix 4: Information from Subsector Ranking Exercise �.!1!�/"!1!3#0#�:31�;!"!�/"!/0"!9� $������039������1#055!"1&�/":2�9�34�#.!�"�#.:84.#1�:3�#.!�/":<�1!�:5�9�55!"!3#�18 1!6#:"1� 01!9�:3�1�B�6"�#!"�0&��36789�34�#.!�/:#!3#�07�"!#8"31�:3��32!1#<!3#�039�60/�#07�"!F8�"!<!3#1>���86.�:5�#.!�6:<<!3#1�.!"!�0"!�1:<!;.0#�18 A!6#�2!&�1�36!�;!�6:879�3:#�5�!79�#!1#�#.!<�1:�#.!$�1.:879� !�2�!;!9�01�186.>��+.��:1�1�!:&!.+�++�.84�11�.4� ��!.:Criteria Pepper Bitterball Corn Targeted Pop & Capacity 10 farm family in a given
community 10 farm family in a given community
10 farm family in a given community
Potential for Value Add Fresh, dried stored, added to sauce, pounded into powder, prepared as a sauce
Cooked as sauce, dried Fresh, roasted, dried/shelled, boiled, pounded into powder, corn meal
Existing Demand & Growth Potential
High in demand all year around. 90% of homes consume
High consumption Very high
Potential to Increase Income
Is high especially in the dry season
Is high Is high but seasonal
Financial Feasibility Relatively high start up costs due to seeds, but has the highest ROI of all the sectors reviewed
NA NA
Time till Impact Crop from nursery to harvest is 90-110 days Two harvest seasons: Sept-Dec., March-May
Also a short growing cycle of three months or less.
NA
+.��:1�1�!:&!.���)�8+��:91�+ �:1��:Criteria Cassava Peanuts Plantain Targeted Pop & Capacity 20 farmers per village.
Can form a cooperative if they are strong.
Ditto Ditto
Potential for Value Add Raw, Fufu, Garie, Jeeper, Starch
Fresh peanuts, patched, peanut butter, weaning good. Candy
Cooked, fried rice bread
Existing Demand & Growth Potential
There is high existing demand & growth potential.
Ditto Ditto
Potential to Increase Income
There is high potential because of access to planting materials throughout the year
Ditto Very high potential because new sucker emerges every favorable season
Financial Feasibility Average capital requirement vis-à-vis the others. ROI of 158%
There was considerable debate amongst the group as to the returns on peanuts. At 100% not an impressive ROI and income of only $55, but start up costs were also low.
Average capital requirement vis-à-vis the others. One of the lower ROIs.
Time till Impact 8 months 4 months 10 months
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+.��:1�1�!:&!.0!�1Criteria Goats Targeted Pop & Capacity Both rural and urban community dwellers have the capacity to buy most especially in the
cities. (e.g. Monrovia). Production communities have always the interest in this sector. Potential for Value Add Easily maintained, clean for marketing. Can be sold bodily in carcass Existing Demand & Growth Potential
Can be consumed/sold during festivals. High demand. High rate of multiplication. Low cost of maintenance, feeding and medication
Potential to Increase Income
High cost (income) A lb of goat meat cost LD 180 as compared to cow meat LD 125 easily marketed, with high demand.
Financial Feasibility Depending on the location. In Grand Bassa you can get a pair of mature goast for US 100. Production requires medications shelter, supplementary feeding.
Time till Impact More than one year before it the enterprise breaks even. Calculated ROI for one and two years production to look at this
• The figures for this table were calculated by the different sector working groups for their presentations. All the groups used the same parameters, namely 0.3 Ha of land and one season of production. The calculations also included the costs of tools required. Live animals were the exception as there were not comparable parameters so the group looked at the economics of purchasing two males and three females for breeding. Returns were generated through a combination of live animal sales, and we also looked at change in total assets. Since the returns were so poor in Year 1 we looked through Year 2. All groups in working in crops included labor costs, while the groups working with livestock did not since it was assumed that the animals would be allowed to roam, rather than taken to grazing land.
�&�:�:��� &���4� �1;�:� ;� Net Income Total Costs Return on Investment Cassava $270 $132 159% Peanuts $55 $52.67 104% Plantains $136 $131.42 103.8% Hot Pepper $827 $213 388% Bitter Ball NA NA NA Corn NA NA NA Goat Year 1 -$328 $458 -70.25% Goat Year 2 $290 $317 91.64% Sheep NA NA NA
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Appendix 5: Research Plans
RESEARCH PLAN FOR HOT PEPPER IN GRAND BASSO, BONG, MONTSERRADO & MARGIBI COUNTIES, LIBERIA
Hypothesis: Pepper production, processing, and marketing offers an opportunity for CPBD communities to increase their incomes, by engaging in a high value crop for the Liberian market.6 Following the Liberian Civil War, cultivation of pepper is increasing annually and during the primary harvesting season Liberian markets are sometimes saturated with fresh pepper. To be successful in the fresh and dried value chains for hot pepper, communities will need to enter into off season production as well as looking at means by which they may preserve excess production during the peak season through processing and/or storage for sale when there is scarcity. Goal: To increase CPBD communities’ engagement in value chains for hot pepper, through improved production and processing and the development of a marketing plan. Choice of Hot Pepper Value Chains:
� Highest ROI among the potential sectors examined, at 388% per production cycle7 � Short production cycle of 3 months till first yield � Staple of the Liberian diet and it is in demand year round � Liberians will pay a premium for fresh hot pepper in the off season
Objectives of the Market Research: • To map the dynamics of the relevant pepper value chains—likely fresh and dried hot
peppers, sweet or garden peppers and cayenne, fresh and dried—for markets in Monrovia, Buchanan and greater Liberia
• To identify other actors, particularly input suppliers along the relevant value chains that can support off-season production, as well marketing, storage and other productivity improvements
• To identify current and potential markets for residents’ products • To assess the investments needed to promote residents participation in the industry and
potential sources and means of financing Activities: • Map an estimate of the current level of pepper production and market in a sample of
CPBD communities and identify potential clusters of communities with which to collaborate on a project in hot pepper value chains
• Gather relevant local agriculture and business statistics • Contact the Ministry of Agriculture and other relevant institutions to identify their
current initiatives related to hot pepper and horticulture • Identify traders, marketers, input suppliers, wholesalers, etc. to outline the supply chains
and economics of the relevant pepper value chains • Identify high potential market channels and linkages for CPBD communities
6 Per a discussion with an official at the FAO, prior to the Liberian Civil War there may have been exports of hot fresh and dried pepper to neighboring African countries. 7 Need to double check this calculation and then cite in plan
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• Calculate financing requirements and potential profitability of different types of operations related to pepper value chains
• Estimate based on seasonality and program startup the length of time before residents may start to see results
• Research the efforts of other organizations working in pepper and/or horticulture in Liberia
Interview Contacts See pepper subsector map. Potential Constraints and Opportunities Given that the CPBD partners and Mercy Corps staff already do work in pepper and related sectors, we hypothesize that the market research will identify the following constraints. Accordingly, the research will delve deeper on these constraints and potential opportunities, for which the market research will attempt to identify sustainable solutions.
Constraints Opportunities Market Saturation in the High Season � Means by which to continue
cultivation during the rainy season � Irrigation in the Dry Season
Lack of storage � Storage facilities for fresh peppers � Better storage during transport
Traditional & inefficient processing & drying
� Identify alternative methods and potentially technology by which to
o Reduce waste during drying and/or smoking
o Increase storability of the dried product
o Introduce new pepper-based products, based on other processing methods
Inefficient or Nonexistent Distribution Networks outside of Urban Areas
None identified initially
Production � Introduction of better seeds � Training in seed selection
techniques � Training in Modern Production
Processes
Lack of trust between different actors in the chain
None identified initially
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Appendix 6: Participatory Economic & Marketing Appraisals with Communities
<! ��<��:8$�.0�4��!9:1;
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Ranking in Order of Importance
No.
Product Importance to Village
Brings the Most Money
Easy to Sell
Reason
1 Peanuts 1 1 1 � Fast to produce
� Provide more revenue
� High demand
� Pay school fees
2 Pineapple 9
3 Pepper 5 2 2 � High demand
� Easy to sell
� Use in daily diet
4 Cassava 2 � Staple crop
5 Bitterball 6 3 � Jointly demanded with pepper
� Easy to sell
� High demand
6 Rice 3 � Staple crop for consumption
7 Plantain 4
8 Corn 7 � Easy to grow on any type of
land
� Use for food & cash
9 Tapping � Most men engage in it
� Brings more money & fast
10 Kerosene
11 Okro
12 Fishing
13 Palm Oil
14 Sell fish
15 Potato 8
COMMENTS:
1. Discussions were likely biased, since the community knew we were studying peppers and peanuts. This is evidenced by the ranking of peanuts as the most important crop to community, although they do not grow it currently and historically Margibi is not known for peanut cultivation.
2. The community doesn’t grow peanuts now because they don’t have money to buy seeds and there is scarcity on the market, but used to grow before the war. Based on that they were able to tell which crops would bring the most money into the community. Now almost all the young men are tapping to get money, so it brings the most money into the community.
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3. Usually buy peanuts for household consumption. Because the production of pepper was not large and most of them were not producing for the market, it was difficult for them to determine their total sales and their profit. They stated financial problem being the factor hindering their capacity to produce for the market, but the willingness is always there. Also to get the community organized to undertake mass production was another factor preventing them to engage in that venture. Only three (3) men are producing the pepper for the market and they were not at the PRA meeting. The seeds were easy to get, and mostly they could be obtain in the community with the local farmers without disbursing any money.
4. Had a demo plot of peanuts, but it was overtaken by pests. 5. Almost everybody is growing pepper but at a smaller scale for local sale and consumption. 6. Only a few grow pepper in large scale, its hardier than peanuts. 7. Other crops are mostly produce for local consumption and from time to time they sell some to get some
cash.
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Price in Village Price Outside village No. Item Unit
Non-Peak Peak Harvest Peak Location
1 Peanuts Bag 1,750 2,500 Kakata 2 Pepper Bag 300 – 900 Averages 800 1,200 1,500 2,500-3000 Kakata Monrovia COMMENTS: 1. Many prefer to sell at the village level, since risk if you go to the market that you will not sell your goods. 2. Most of the prices are for outside markets in St Johns. Kakata or Monrovia since there is not an active market at the community level.
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Ranking in Order of Importance No.
Product Importance to
Village Brings the Most
Money Easy to Sell
Reason
1 Cassava 1 5 4 � Takes a longer period to grow � Easily process in gari, fufu, deepor
2 Peanuts 10 4 2 � Fast to harvest compare to cassava � Generates more money � Scarcity of good seeds � Produce twice a year � Cro cro type only available
3 Pepper 9 3 3 4 Pineapple 11 5 Plantain 6 Bitterball 3 2 1 � Fast to harvest
� More people growing it � 1st in bringing money for women
7 Construction 7 8 Midwives 8 9 Okra
10 Fishing 5 11 Tapping 2 1 � All men involved in tapping
� Fast cash 12 Palm oil 4 13 Rice 6 14 Corn
COMMENTS:
1. Most if not all the women in that community are engaged in garden production, since its easy to do and garden crops bring more money.
2. Bitter ball was first for them in terms of bringing the mof money because it is easy and fast to harvest and sell. They can harvest many times in a season compare to pepper or other crops.
3. Men classified tapping as first activity bringing the most money because what they grow takes a longer period before they can harvest (rice, cassava, etc).
4. The peanuts were classified in 10th position in terms of importance for the village because of scarcity of seeds and also unavailability of quality seeds. Sometimes when they plant the seeds bought from at the market, the seeds do not succeed. Less people were involved in peanut production for that reason, and those growing peanuts were doing so on a small scale for their own consumption or retailing them in pile of LD 5 of tied them in plastic bag for LD 5.
5. The main problem with pepper is the prevalence of pests and insects, which destroy the plants. Sometimes the production goes down, but few use insecticides or chemicals due to its costs and limited availability.
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+.�����&&�.�:��4;��!:� !��1�!:@ �(� ��A
Price In Village Price Outside village
No. Item Marketed
Unit
Harvest
Peak Harvest Peak Location
Bucket
75
150 75 75 1 Bitter ball
Pile 5 5 5 5
Kakata
Bag
900-1,000 1,000-1,200
1,200-1,500 1,500-1,400
2 Pepper
Pile
5
Bag
1,000-1,500
3,000
1,500
4,000-5,000
3 Peanuts
Pile 5 5 5 5
COMMENTS: In shortage period, the pile reduces in size but the price remains always at LD 5.Most at time people come to buy the pepper and peanuts from the community because the community members seek to reduce their transportation costs. 0�:��..! ��:$�.<�1�:0
Who sells the product?
Who controls the earnings from sales? No. Product
Women Men Women Men 1 Bitter ball X X 2 Pepper X X 3 Peanuts X X 4 Cassava X X
COMMENTS:
1. Women are primarily in charge of selling the crops because they have more contact (relationships) with people operating in the market, and they are more skilled in trading than the men.
2. Women control the business income, since they are in charge of the family daily expenses, and they know how to manage it by investing in a susu to earn more profits.
3. The spending of the revenue varies according to each family in the community, but usually the husband receives some “something for his pocket” while the woman has total control over the overall expenditures of the family. Additionally many men have more than one wife, so often the man’s income is not sufficient to meet the family’s needs.
4. They don’t save money in banks or with business people in town for lack of confidence. Save money always in the community by using it in susu. They mostly registering all the family members to make sure they get more profit to solve their problems and make their life.
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WRAKLEEN �:1�.+.��.�:<�:0$!�9 �
Ranking in Order of Importance No.
Product Importance to
Village Brings the Most
Money Easy to Sell
Reason
1 Pepper 5 3 � Fast money to buy school fees, hospital supplies
2 Cassava 2 2 � Seedlings always available, & seedlings can be used for up to three years.
3 Bitterball � Hard to sell since too much available.
� Wastes since there is not way to preserve it
� Women’s crop. 4 Peanuts 3 4 � Fast and more money to pay
school fees 5 Plantain 6 5 � Always available for food in
hunger period 6 Rice 4 � Stable food sell on needs basis
when no other options available 7 Palm Oil 1 1 � Always available 8 Beans 9 Tapping � Very few people in the village
have tapping jobs, since only one person is needed for every 50 to 100 trees.
� Men in the village are planting rubber trees for future income.
10 Weaving 11 Fishing 12 Cocoa 13 Hunting 14 Poultry 15 Blacksmith 7 6 � Repair the tools for farming
Comments 1. Community made over USD$ 3,000 last year on 30 drums of palm oil. 2. Many prefer to sell at the village level, since risk if you go to the market that you will not sell your goods. 3. Limited market for cow peas at St. Johns since people do not usually eat it here. 4. Insects are a challenge across all the horticulture crops. 5. This year have a demo plot of peanuts, but it has been overtaken by pests. Peppers are more hardy and
have fewer problems.
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+.�����&&�.�:��4;��!:� !��1�!:@ �(� ��A
Price In Village Price Outside village
No. Item Marketed
Unit
Harvest
Peak Harvest Peak Location
Bucket
75
150 75 75 1 Bitter ball
Pile 5 5 5 5
Kakata
Bag
900-1,000 1,000-1,200
1,200-1,500 1,500-1,400
2 Pepper
Pile
5
Bag
1,000-1,500
3,000
1,500
4,000-5,000
3 Peanuts
Pile 5 5 5 5
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No. Production Price Production Sales Profits Reason for change
1 Palm Oil Last year
100-125
now 75-80
Up to 7 bags ? ? More production with the
returness
2 Cassava Up last year 50-80 this yr
?150
No seed rice two years ago.
Last year shifted so more
planint cassava now
3 Pepper Down last yr. 1200-1500 up
750-1300
4 Peanuts Down last year up this year
Unavailability of seeds last yr.
Crocro doesn’t produce much
5 Bitterball Last year 400-600 down to 300-350 this year
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Appendix 7: Hot Pepper & Peanut Feasibility, Production Methods
Hot Pepper, Modern Production, One Season ($USD) Land Size 0.3 Ha No. of workers 3 1 $USD 56 LD No. of plants, with 10 % loss 2700 Total Productive months (1) 4 months Total No. of Harvests 8 Total Peppers Produced, kg (2) 1080 Total Bags, 62 kg 17.3 One Time Costs/Capital Tools (3) Units Price Total Cost Cutlass, Small 2.00 2.95 5.89 Hoe, Regular 1.00 5.98 5.98 Hoe, Scratching 1.00 2.68 2.68 Watering Can, Small 1.00 10.00 10.00 Sharpening File 1.00 3.50 3.50 Shovel 1.00 10.00 10.00 Twine 2.00 1.50 3.00 Tapeline 1.00 7.50 7.50 Rake 1.00 3.50 3.50 Total One Time Costs 52.05
Recurring Costs/Working Capital Units Price Total Cost Seeds, 1 Jumping Deer Bottle (4) 1.00 26.79 26.79 Insecticides, ml 0.2 44.64 8.93 Fertilizer, kg 0.52 60.00 31.20 Total Recurring Costs 66.91
Labor Costs Units Price Total Cost Brushing 10.00 1.34 13.39 Clearing 25 1.34 33.48 Land Preparation 25 1.34 33.48 Planting 25 1.34 33.48 Field Maintenance 25 1.34 33.48 Total Labor Costs 147.32
Sales, Two Scenarios, Peak and Non-Peak Units Price Total Sales Non-Peak 17.3 24.11 416.57
Peak 17.3 12.50 216.00
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Net Income & Return On Investment Net Income ROI Non Peak 150.28 56.44% Non Peak, without labor 297.60 250.15% Peak -50.29 -18.89% Peak, without labor 97.03 81.56% Two Year NPV (5) Discount rate: 35% (5) Season 1 Season 2 Season 3 Season 4 Cash Inflows, without tools 202.34 1.76 202.34 1.76 Cash Inflows, without tools & labor 349.66 97.03 349.66 97.03 NPV $211.12 NPV, without labor $523.92 Notes: (1) Useful life of a pepper plant can be extended from 6 months up to 2 years. Here using a conservative 4 month estimate, since many farmers only harvest for one season. (2) Further field research is needed on the average yield for a pepper plant. (3) Most farmers, including those growing on a larger scale, undertake cultivation with far fewer tools than included here. (4) Traditional units seeds supplied by a local farmer used here. 85 grams of seed needed for .3 Ha of land. (5) Here one year's cash flows are calculated as Peak plus Non-Peak Season. No depreciation of equipment calculated, since given low quality assumption of two year life. (6) Unable to check with microcredit institutions on current rates of interest, so given Inflation rate of 15% to 20% and high operational costs, estimate cost of capital at 35%.
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Hot Pepper, Traditional Production, One Season ($USD) Land Size 0.3 Ha No. of workers 3 1 $USD 56 LD Total Productive months (1) 4 Months Total No. of Harvests 8 Total Peppers Produced, kg (2) 700 Total Bags, 62 kg 11.2 One Time Costs/Capital
Tools Units Price Total Cost
Cutlass, Small 2.00 2.95 5.89 Hoe, Scratching 2.00 2.68 5.36 Watering Can, Small 1.00 10.00 10.00 Total One Time Costs 21.25
Recurring Costs/Working Capital
Units Price Total Cost
Seeds, 1 Jumping Deer Bottle (3) 1.00 26.79 26.79
Insecticides, ml 0.2 44.64 8.93 Total Recurring Costs 35.71
Labor Costs
Units Price Total Cost
Brushing 10.00 1.34 13.39 Clearing 25 1.34 33.48 Land Preparation 25 1.34 33.48 Planting 25 1.34 33.48 Field Maintenance 25 1.34 33.48 Total Labor Costs 147.32
Sales, Two Scenarios, Peak and Non-Peak
Units Price Total Sales
Non-Peak 11.2 24.11 270
Peak 11.2 12.5 140
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Net Income & Return On Investment Net Income ROI Non Peak 76.96 39.87% Non Peak, without labor 224.29 490.63% Peak -53.04 -27.47% Peak, without labor 94.29 206.25% Two Year NPV (4) Discount rate: 35% (5)
Season 1 Season 2 Season 3
Season 4
Cash Inflows, without tools 98.21 -31.79 98.21 -31.79 Cash Inflows, without tools & labor 245.54 115.54 245.54 115.54 NPV 64.41 NPV, without labor 444.33 Notes: (1) Useful life of a pepper plant can be extended from 6 months up to 2 years. Here using a conservative 4 month estimate, since many farmers only harvest for one season. (2) Further field research is needed on the average yield for a pepper plant. (3) Traditional units seeds supplied by a local farmer used here. 85 grams of seed needed for .3 Ha of land. (4) Unable to check with microcredit institutions on current rates of interest, so given Inflation rate of 15% to 20% and high operational costs, estimate cost of capital at 35%. (5) Unable to check with microcredit institutions on current rates of interest, so given Inflation rate of 15% to 20% and high operational costs, estimate cost of capital at 35%.
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Peanuts, Modern Production, One Season ($USD) Land Size 0.3 Ha No. of workers 3 1 $USD 56 LD No. of plants, with 10 % loss 1080 Total Bags 3.5 One Time Costs/Capital
Tools Units Price Total Cost
Cutlass, Small 2.00 2.95 5.89 Hoe, Regular 1.00 5.98 5.98 Hoe, Scratching 2.00 2.68 5.36 Sharpening File 1.00 3.50 3.50 Shovel 1.00 10.00 10.00 Twine 2.00 1.50 3.00 Tapeline 1.00 7.50 7.50 Total One Time Costs 41.23
Recurring Costs/Working Capital
Units Price Total Cost
Seeds 18.00 0.89 16.07 Total Recurring Costs 16.07
Labor Costs
Units Price Total Cost
Brushing 5.00 1.34 6.70 Clearing 15 1.34 20.09 Land Preparation 25 1.34 33.48 Planting 25 1.34 33.48 Field Maintenance 25 1.34 33.48 Total Labor Costs 127.23
Sales
Units Price Total Sales
Non-Peak 3.5 28.57 $100.00 Peak 3.5 15.18 $53.13 Net Income & Return On Investment Net Income ROI Non-Peak -84.54 -45.872% Non Peak, without Labor 42.70 74.509% Peak -$4.18 -2.26% Peak, without labor -$131.41 -71.21%
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Two Year NPV (4) Discount rate: 35% (5) Season 1 Season 2 Season 3 Season 4 Cash Inflows, without tools -43.30 37.05 -43.30 37.05 Cash Inflows, without tools & labor 211.16 37.05 211.16 37.05 NPV -49.29 NPV, without labor 278.82
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Appendix 8: Input Supply Prices 9.)�;!&�:+919++ ;+.���8��� !"#$%�
Bong Grand Basso Margibi Montserrado High Low High Low High Low High Low
Local, Peanuts (Cro Cro), salmon cup 30 15 25 20 Imported, Peanuts, salmon cup 50 Local, Pepper, jumping deer bottle 1,100 950 950 325
Seeds Imported, Pepper, 110 grams 550 500 Fertilizer, 15-15-15, 50 kg 3,360 3,000 2,800 2,520 Urea, 50 kg 3,080 3,000 Insecticides, Decis, 1 liter 2,240 2,000
Chemicals (2) Insecticides, Dursban, 1 liter 2,520 2,300 Cutlass, Small 150 140 196 165 Cutlass, Large 175 165 165 160 Hoe 335 225 280 200 Shovel 560 500 560 500 Watering Can, Large 392 380 672 600 Watering Can, Small 560 500 Sprayer, Knapsack 9,800 8,960
Tools Sprayer, Knapsack, 5 gallon 4,480 4,200 Lg. Pump, 30 m tube, 5 gallon 25,200 25,000 29,400 29,000 Sm. Pump, 30 m tube 22,400 22,000 26,400 26,000 2 in. tube, per yard 280
Irrigation (1) 3 in, tube, per yard 560 Processing Grinding, Retail 875 6,750 Processing Hand Grinding, Retail 3,750 Notes: Grinding, Service 450 400 (1) Pump prices inc. 30 meters of tubing, which is sufficient to irrigate 1 Ha of land. (2) Other insecticides we found available and in use by farmers are: Thionex 2,240 Agristom 2,520 Cydim 2,240
Market Research Findings & Program Recommendations Tracy Gerstle
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Appendix 9: Prices for Hot Pepper & Peanuts 6!1+�++�.+.���4;�!9:1;8$�.<�1��1!.���!:�(=��4��041&��� !"#$%�
County: Margibi County: Bong County: Grand Basso County: Montserrado Wholesale Retail Wholesale Retail Wholesale Retail Wholesale Retail Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak
Fresh 1,500 550 3,750 1,125 1,500 1,225 3,000 1,125 950 725 Farmer Dried Lib 2,000 750
Fresh 1,000 900 1,750 800 3,500 650 Dried Lib Guinea, Dried 7,000 3,500 2,000 4,875 Cote d'Ivoire, Dried 5,000 4,000 Guinea, Fresh 3,500 1,400
Traders Cote d'Ivoire, Fresh 1,500 1,200 Fresh 850 1,125 3,000 1,875 975 4,500 2,625 Dried Lib 3,750 Guinea, Dried 5,000 4,500 4,500 Guinea, Fresh 6,500 5,250 6,000 2,888 Cote d'Ivoire, Dried 4,500 5,250
Retailers Cote d'Ivoire, Fresh +��:91+.���4;�!9:1;8$�.<�1��1!.���!:�(=��4��041&��� !"#$%� County: Margibi County: Grand Basso County: Bong County: Montserrado Wholesale Retail Wholesale Retail Wholesale Retail Wholesale Retail Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Non-Peak Peak Farmer Fresh 1250 850 1250 800 1500 600 3250 1000 1850 850 3375 1850
Fresh 6000 5000 Traders Imported 4750 3250 4500 3750 4000 5000
Fresh 3500 3000 5000 4000 Small Retail Imported 6000 5000 6875 5000
Market Research Findings & Program Recommendations Tracy Gerstle
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Appendix 10: Activity Plan Meeting with Farmers8 Materials needed to facilitator the meeting:
o 1 calculator o 1 pen o 1 notepad o Flipchart/picture of calendar
June July August September
o Reference sheet with tool costs, seed costs, transportation costs
1. Introduction
• Welcome and thank farmers for coming together • Ask them for their names and record this on a paper • Go over the purpose of the meeting: to develop an activity plan so that they
will be ready to plant cowpeas • Review some of the constraints and solutions and the reason that they are
getting together to develop a plan – go over pictures • During meeting they will select a leader of the farmers group and develop an
activity plan 2. Selecting a Leader
• Brainstorm what are the characteristics of a good leader: good character, respected by everyone, can run a meeting, is not single
• Have pictures ready of the characteristics • Ask: “Who has these characteristics amongst you?” • Vote for the individual
3. Making an Activity Plan • Facilitator asks: How much land does each farmer want to plant? Each farmer announces
what they want to plant and puts one stone down for each ½ acre they want to plan. (if they want to plant 1 acre they put two stones, 1.5 acres – 3 stones, etc.) As a facilitator – beside each farmers name put down how much land they are committing to cultivate of cowpeas
8 Developed by Mary Morgan.
Market Research Findings & Program Recommendations Tracy Gerstle
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• Facilitator asks: If the group wants to plant by October, what are the things that need to be done by September? Ask them to pick the pictures out from the constraints. When thy have picked out the pictures, then ask them to put the pictures in order:
o Buy tools o Make farm bigger o Buy seeds o Contact buyers o Contract transport company
• Facilitator asks: “When will we do all these things?” o Ask the farmers to put the pictures of the activities in the month that it should
be done • Facilitator asks: “How can we pay for these things?” – putting small small money
together – ask someone to pick out the picture of the savings group • Facilitator asks: “how much can each person save a week?” Farmers can put down the
number of stones that represents LD$1.00 for each stone. This can then be counted together.
• Facilitator asks: “How many weeks in each month?” – 4- how much can we save in a month?- Facilitator multiplies number of stones by 4 and this is the amount in a month
Buying Tools • Facilitator asks: “what tools do you want to buy? And how many?” • Facilitator then uses calculator to go over how much each tool costs – draw picture on
sheet of paper of tool and amount of the individual tool and write the total amount for the number they want to buy
• Buying Seeds • Facilitator has pictures of amount of seeds needed with cost for .5, 1, 1.5, 2 and 2.5 acres • How much seeds do we need to buy? – quantify amount in relation to the land being
cultivated • Calculate the amount and write on a paper – total kilograms and price Preparing the land • Facilitator asks: When do we start to prepare the land? • Who will help each other? Facilitator needs to record all this and then hand over to the leader as well as keep copy for themselves. 4. Closure • Have farmers set next meeting • Thank farmers again for coming • Let them know when you will be back
Market Research Findings & Program Recommendations Tracy Gerstle
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Appendix 11 Value Chain Governance Structures ��:2!"3036!�1#"86#8"!1��3��078!��.0�31�9!#!"<�3!�#.!�30#8"!�:5�#"09!�"!70#�:31.�/1� !#;!!3�077�#.!�6.0�3�06#:"1>���!/!39�34�:3�#.!�1#"86#8"!�#.!$�<0$�071:�9!#!"<�3!�.:;� !3!5�#1�039�/":5�#1�0"!�1.0"!9�#.":84.:8#�#.!�6.0�3�039�9!6�1�:31�:3�;.0#�;�77� !�/":986!9�039�1:79��3�#.!�6.0�3>����#��1��</:"#03#�#:�839!"1#039�#.!�4:2!"3036!�1#"86#8"!� :#.��3�#!"<1�:5�7::?�34�0#� !3!5�#1�1.0"�34�039�#.!�6.0�3C1�:2!"077�6:</!#�#�2!3!11>���:!1�#.!�6.0�3C1�4:2!"3036!�1#"86#8"!�/":2�9!��#�;�#.�#.!�F807�#�!1��#�3!!91�#:�1#0$�6:</!#�#�2!��3�#.!�<0"?!#�/706!��3�;.�6.��#�:/!"0#!1P���.!�6.0"06#!"�1#�61�:5�#.!�5:77:;�34�5:8"�4:2!"3036!�1#"86#8"!1�0"!�01�5:77:;1��
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Market Research Findings & Program Recommendations Tracy Gerstle
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Appendix 12 List of Handouts and Materials Given to the Research Team & Program Management ����039��"�/7!��"81#��01!� #89�!1���0"9�6:/�!1�7!5#�;�#.�#!0<��3��� !"�0>���1!587�!B0</7!1�:5�����1�<:2�34�5":<�0�1!"2�6!�/":2�9!"�":7!�#:�0�506�7�#0#:">��������039 ::?1�5:"��"403�E�34� <077.:79!"��":8/1���0"!��01!� #89$�:3��35:"<07��":986!"��":8/1��3��034709!1.�039� !77�34��:�3#1��