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MMMaaarrrkkkeeettt AAAnnnaaalllyyysssiiisss Final Report
Project of the
The Government of Jamaica
The International Bank for Reconstruction and Development
The Jamaica Second National Community Development Project (NCDP2)
Project to Improve Rural Incomes in Poor Rural Communities in Jamaica
The Jamaica Social Investment Fund, Jamaica
Consultant Govind Seepersad (PhD)
Glenroy Ennis (MPhil) Department of Agricultural Economics and Extension, The University of the West Indies, Trinidad, West Indies
March 9, 2009
Ms Stephannie Hutchinson-Ffrench
Project Manager
Jamaica Social Investment Fund
Kingston Jamaica
March 9, 2009
Dear Ms Hutchinson-Ffrench,
Analysis of the Jamaican Fresh Agricultural Produce Industry
Market Analysis
We write to submit the final report on the above study in electronic format.
Kind Regards
_XXXXXXXXXXXXXXXXXXX________
Govind Seepersad
March 9, 2009.
Acknowledgements
This study is a combined effort of several individuals drawn from the academic, business, policy,
hospitality, public and private sector institutions as well as practitioners / farmers and investors.
Many of these individuals were able to draw on their wide experiences. They supplied
invaluable data at short notice which made the analysis possible. To them we owe our deepest
appreciation.
Special thanks to Mr Courtland Grant and Dr Joseph Lindsay for their detailed knowledge of
Agriculture in Jamaica. They were particularly helpful in unravelling and distilling the web of
data that exists on the sector.
Support received from Mr Nkosi Felix and Mr Omardath Maharaj for database searches and
logistical support as well as preparation of the manuscript is gratefully acknowledged.
We also express our deep appreciation to Ms Stephannie Hutchinson-Ffrench and the other
Staff members of JSIF as well as the Agricultural Advisor for their patience and support in
providing overall guidance on this project.
Additionally, technical staff of the Ministry of Agriculture at the Head Office as well as RADA
district offices readily shared their experience and provided some guidance and technical
information that we used on the project. They were able to help us refine the database which
on many occasions proved difficult. Their commitment to agriculture, including fishery
development in the Region should not go unrecognized.
While the databases are varied and complex, any errors that may appear in the database as well
as the analysis and the conclusion drawn remain the burden of the consultant.
We also wish that the outcome of this project would contribute to the development of the
Jamaican Small Farmers and also to the body of information relevant to sector.
Govind Seepersad
Glenroy Ennis
i
TABLE OF CONTENTS
SECTION 1........................................................................................................................................ 1
TERMS OF REFERENCE AND METHODOLOGY USED FOR THE STUDY ............................................. 1
1.1 The Terms of Reference ............................................................................................................ 1
1.1.1 Tasks of the Study: ................................................................................................................. 2
1.2 Approach to the Study............................................................................................................... 2
1.3 Survey Methodology for performing the assignment............................................................... 3
1.3.1 General Approach and Survey Methodology ......................................................................... 4
PART A ............................................................................................................................................. 9
SECTION 2........................................................................................................................................ 9
ASSESSMENT OF THE MARKET OPPORTUNITIES FOR SELECTED COMMODITIES PRODUCED IN
JAMAICA .......................................................................................................................................... 9
2.0 Introduction............................................................................................................................... 9
2.1 Potential of the Domestic Market for Selected Commodities .................................................. 9
2.1.1 Tomato ................................................................................................................................... 9
2.1.2 Carrots .................................................................................................................................. 10
2.1.3 Watermelon ......................................................................................................................... 11
2.1.4 Cantaloupe ........................................................................................................................... 12
2.1.5 Yams ..................................................................................................................................... 13
2.1.6 Hot Pepper............................................................................................................................ 13
2.1.7 Escallion................................................................................................................................ 14
2.1.8 Small Ruminants ................................................................................................................... 14
2.1.9 Fish........................................................................................................................................ 17
2.2 Potential of the Domestic Market for Other Commodities –The Potential for Import
Substitution ................................................................................................................................... 17
2.3 Assessment of the Regional Market for Exports of Tomato and Carrots from Jamaica ......... 25
2.3.1 The Regional Tomato Market............................................................................................... 25
2.3.2 The Regional Carrot Market ................................................................................................. 26
2.4 Assessment of the International Market for Selected Agricultural Products ......................... 28
2.4.1 The Export Market for Yams................................................................................................. 28
2.4.2 Export Market for Escallion .................................................................................................. 30
2.4.3 Export Market for Hot Peppers ............................................................................................ 30
SECTION 3...................................................................................................................................... 34
FRESH AGRICULTURAL PRODUCE MARKET INFRASTRUCTURE ..................................................... 34
3.1 Existing Conditions of Public Markets and Marketing Infrastructure ..................................... 34
3.1.1 Condition of Infrastructure................................................................................................... 35
3.1.2 Health and Food Safety Conditions of the Marketplace ...................................................... 35
3.2 Development Work Required.................................................................................................. 36
SECTION 4...................................................................................................................................... 48
MARINE FISH MARKETING INFRASTRUCTURE AND HANDLING FACILITIES .................................. 48
4.1 Existing Situation of Fish Markets at Selected Landing Sites .................................................. 48
4.2 Public Sector Intervention....................................................................................................... 49
4.3 Development Work Required.................................................................................................. 50
ii
SECTION 5...................................................................................................................................... 58
MARKETS / BUYERS OF FRESH AGRICULTURAL PRODUCE ............................................................ 58
5.0 Introduction............................................................................................................................. 58
5.1 The Hotel Sector ...................................................................................................................... 58
5.2 Major Qualitative Characteristics of Hotel Buyers .................................................................. 59
5.3 Estimation of the Market Size ................................................................................................. 60
5.3.1 Approach to Estimation – Major Assumptions .................................................................... 61
5.3.2 The Results and Analysis ...................................................................................................... 64
5.4 Opportunities for Expansion of Domestic Production of Fresh Produce ................................ 64
5.5 Specific Requirements for Selected Fresh Produce................................................................. 66
5.6 Key Constraints / Challenges/Issues........................................................................................ 68
5.7 Development Work Required.................................................................................................. 68
SECTION 6...................................................................................................................................... 71
SUPERMARKETS............................................................................................................................. 71
6.1 Existing Situation ..................................................................................................................... 71
6.2 Summary of Major Findings from Field Visit to Supermarkets ............................................... 72
6.3 Challenges to Producers in Supplying the Supermarkets........................................................ 74
6.4 Recommendations................................................................................................................... 74
SECTION 7...................................................................................................................................... 76
RESTAURANTS ............................................................................................................................... 76
7.1 Existing Situation ..................................................................................................................... 76
7.2 Summary of Major Findings from Field Visit to the Restaurants ............................................ 77
7.3 Recommendations................................................................................................................... 77
SECTION 8...................................................................................................................................... 79
AGRO-PROCESSORS....................................................................................................................... 79
8.1 Existing Situation ..................................................................................................................... 79
8.2 Major Constraints / Challenges / Issues .................................................................................. 80
8.3 Recommendations................................................................................................................... 82
SECTION 9...................................................................................................................................... 83
GREEN GROCERS ........................................................................................................................... 83
9.1 Private Retail Markets – Green Grocers.................................................................................. 83
SECTION 10.................................................................................................................................... 85
MARKETEERS AND OTHER MARKETING INTERMEDERIES............................................................. 85
10.1 Marketers and Other Marketing Intermediaries................................................................... 85
10.2 Gender Issues and Movement of Produce along the Value Chain........................................ 86
10.3 Major Constraints / Challenges / Issues................................................................................ 89
10.4 Development Work Required................................................................................................ 89
SECTION 11.................................................................................................................................... 91
EXPORTERS .................................................................................................................................... 91
11.1 Major Exports and Infrastructure.......................................................................................... 91
11.2 Major Constraints / Challenges / Issues and Comments ...................................................... 91
11.3 Development Work Required................................................................................................ 92
SECTION 12.................................................................................................................................... 95
CONSUMERS.................................................................................................................................. 95
12.1 Methodology and Limitations ............................................................................................... 95
12.2 Meat Markets ........................................................................................................................ 95
iii
12.3 Fish Markets .......................................................................................................................... 95
12.4 Fresh Produce Markets ......................................................................................................... 96
12.5 Drivers that inform the Consumers’ Purchasing Decision..................................................... 96
12.6 Preference for Imported Fresh Produce ............................................................................... 98
12.7 Consumer Loyalty .................................................................................................................. 98
12.8 Strategies to Secure Marketshare......................................................................................... 99
12.9 Other Drivers of Demand for Fresh Produce....................................................................... 100
SECTION 13.................................................................................................................................. 102
MARKETING SERVICES................................................................................................................. 102
13.1 The Concept of Market Information and Intelligence......................................................... 102
13.1.1 Existing Situation .............................................................................................................. 102
13.1.2 Development Work Required........................................................................................... 103
SECTION 14.................................................................................................................................. 106
TRANSPORTATION OF FRESH AGRICULTURAL PRODUCE............................................................ 106
14.1 Introduction......................................................................................................................... 106
14.2 Transportation Systems in Jamaica ..................................................................................... 106
14.3 Handling and stowage during transportation ..................................................................... 108
14.4 Recommendations............................................................................................................... 109
Section 15 .................................................................................................................................... 115
HEALTH AND FOOD SAFETY......................................................................................................... 115
15.1 Introduction......................................................................................................................... 115
15.2 Food Bourne Illnesses in the Caribbean Region.................................................................. 116
15.2.1 Overview of Health in the Caribbean Region ................................................................... 116
15.2.2 Overview of Health in Jamaica ......................................................................................... 118
15.3 Major Findings- Food Safety................................................................................................ 123
15.3 Recommendations............................................................................................................... 124
SECTION 16.................................................................................................................................. 129
SUMMARY OF MARKET SIZE AND MARKET CHANNELS OF SELECTED FRESH AGRICULUTURAL
PRODUCE IN JAMAICA................................................................................................................. 129
SECTION 17.................................................................................................................................. 138
SUMMARY ................................................................................................................................... 138
MARKET / PACKINGHOUSE INSPECTION SURVEY ....................................................................... 165
1
SECTION 1
TERMS OF REFERENCE AND METHODOLOGY USED FOR THE STUDY
______________________________________________________________________________
1.1 The Terms of Reference
The Overall Objective of the Jamaica Second National Community Development Project (NCDP2)
is to improve rural incomes in poor rural communities. The project focuses on strengthening the
supply chain linkages between small farmers and the various markets that exist (Municipal
markets, supermarkets, hotels, restaurants, processors, exporters, wholesalers etc.) in the
country.
The TOR as supplied by the Jamaica Social Investment Fund (JSIF) background information states
that hotels in the country are currently importing between 70% - 80% of their fresh produce,
particularly fruits and vegetables. There is the expressed view however, that given the generally
favourable agro-ecological conditions in Jamaica, the small farming sector has the potential to
supply this demand. In order to successfully undertake this task, a number of issues will need to
be addressed as identified. These include:
(h) weak production organizations;
(i) poor production technology, resulting in low levels of production, low productivity, low
quality of produce and unstable supplies; and
(j) inappropriate packaging and transportation of produce.
The TOR suggests possible solutions in order to overcome these constraints. These include
adoption of improved technologies such as: irrigated farming, including drip irrigation,
greenhouse farming, growing plants with improved genetic potential, better utilization of
fertilizers and integrated pest management practices. Harvested produce will then require
improved packaging and utilization of refrigerated trucks to transport produce from the farm to
the market. In addition, farmers would need to organize themselves into associations to ensure
that they can supply produce to the hotels in large enough quantities and to insure reliability of
supplies over extended periods. It will also be necessary to organize a group of hotels (and other
2
buyers such as supermarkets, processors, wholesalers, etc) to purchase the farm products from
the group of farmers.
1.1.1 Tasks of the Study:
This study as stated in the TOR listed the following tasks:
a. Mapping of channels and relative volumes of each (supermarkets, processors, wholesale
buyers, hospitality industry, etc.)
b. Quantification of demand (local/import breakdown; list of buyers and what they
purchase) for fresh produce (broken down into major categories such as vegetables,
leafy lettuces, root vegetables), meat, fish (broken down into marine and aquaculture),
ingredients for spa products (herbs and spices)
c. Identification of market requirements (standards, seasonality of demand, credit
structure, minimum volume, contracting. price fixing, etc.) of each buyer using semi-
structured interviews
d. Description of significant policy tools that can impact on the demand for domestic
products, particularly imports and their tariff structures and import permits.
e. Identify low-hanging fruit (priority markets) for small farmers
f. Interviews with representatives from various relevant marketing interests e.g. large and
small supermarkets, wholesalers, farmers markets, restaurants, hotels, etc.
g. Concise recommendation of what will be necessary to substantially increase domestic
purchasing for the major product categories
1.2 Approach to the Study
Considering the overall objective of the Jamaica Second National Community Development
Project (NCDP2), which is to improve rural incomes in poor rural communities and the backdrop
as outlined in the terms of reference a decision was taken to examine the opportunities that
may exist with the following commodities in an attempt to improve incomes in poor rural
communities:
3
• Fruits - watermelons and cantaloupes (import substitution)
• Vegetables - tomatoes, carrots (import substitution)
• Yams – root crop (food security)
• Hot peppers, escallion (input into agro-processing & import substitution)
• Meats – fish, goats (employment of scalers at fish landing sites, nutritional
security, income generation)
In this regard, the project was undertaken through examination of a number of databases as
well as a series of consultations with major stakeholders and field visits in the selected parishes
of St James, St Elizabeth and St Ann. The stakeholders consulted include:
(1) The Government of Jamaica.
(2) The key players in the fresh produce market – hoteliers and other key personnel
in the hospitality industry, agro-processors, marketing intermediaries, supermarkets
and restaurants.
(3) In the case of fresh produce, the municipal as well as the central market at
Coronation was examined. With respect to fish, the objective was to examine the
conditions of the facilities under which small-scale fish processors (scalers) in the
Parishes of St James, St Elizabeth and St Ann conduct their business. Thus some
fishermen, scalers and community leaders at the fish landing sites were consulted.
A detailed assessment of each market segment was carried out, which included a determination
of the binding constraints of the segment. The analysis sought to highlight and prioritize the
constraints to be addressed, which can serve to better inform policy and decision makers as
they strive to ensure success in the country’s development programme.
1.3 Survey Methodology for performing the assignment
The project focuses on strengthening the supply chain linkages between small farmers and the
various markets that exist. This requires an understanding of the nature, volume and trends of
agri-food demand in Jamaica as it relates to the possible supply by Jamaican farmers. The
methodology employed is presented below.
4
1.3.1 General Approach and Survey Methodology
The intended outcome of the survey should provide answers for the tasks enumerated for the
consultancy. The methodology employed for the survey led to the identification of the main
participants in the Jamaican agri-food market, identification and quantification of products and
commodities demand, their unique requirements as they relate to quality, seasonality and
trading arrangements. The study also included identification of priority issues and constraints
confronting the development of this subsector. In this regard, the approach was ideally
stakeholder driven as well as comprised of a detailed review of the available literature. This
approach should lead to the identification of practical and cost effective business arrangements
that would enhance the long term business arrangements and increase market share between
marketers and the local Jamaican producers.
The client group will be representatives of:
(1) The Hoteliers
(2) Supermarkets (large and small)
(3) Wholesale buyers (exporters, higglers/hucksters, intermediaries at farmers markets)
(4) Processors and
(5) Restaurants.
(6) The Government of Jamaica
Group 1: The Hoteliers
A list of hoteliers was obtained from the Jamaican Hotel and Tourism Association (JHTA), from
which a sample was taken to represent the wider population. Before this sample was taken, this
grouping was first contacted by telephone to ascertain whether they provide meals to their
clientele and to establish appointments for visitation. Only those respondents who confirmed
5
that they provided meals (or intend to provide this service in the future) were short-listed for
enumeration.
Group 2: Supermarkets
Although the study concentrated in the parishes of St. Elizabeth, St. Ann and St. James, the
sampling population for supermarkets tend to represent a national perspective. It was
discovered that only large supermarkets in major townships were likely to sell fresh produce.
Super-Plus and Hilo were the two major supermarkets represented in the study areas and the
data available were for their conglomerates Island-wide, with Super-Plus consisting of 38 stores
and Hilo consisting of 13 stores. Together, the two conglomerates of Super-Plus and Hilo
constitute about 80% of all supermarkets in Jamaica. Visitations were made to several of these
supermarkets in the three parishes and discussion held with various procurement managers on
issues concerning the commodities of concern. However, the core data included in the analysis
was obtained directly from the head offices of these supermarkets and was aggregated for all
their stores across the Island. Some independent supermarkets in the parishes of concern were
also enumerated.
Group 3: Wholesale buyers (exporters, higglers/hucksters, intermediaries at farmers markets:
Cluster Sampling is typically used when the researcher cannot get a complete list of the
members of a population they wish to study but can get a complete list of groups or “clusters”
of the population. This was the situation with this research in the case of the wholesale
marketing intermediaries who engaged in the business. The main wholesale and retail markets
where they operate are known. Hence the population of wholesale marketing intermediaries
was divided geographically into clusters for the main markets (in the high population areas of
Jamaica) and a random sample of these clusters was selected. Convenience sampling was then
used to select wholesale marketing intermediaries from the selected clusters based on easy
availability and/or accessibility. This method allowed for randomness and categorization based
on different size of operations, number of years in business and type of commodity traded.
Visiting markets at different key times of the day and week for data collection also served to
reduce biases.
6
Group 4: Processors
A comprehensive listing of the major processors was obtained from the Jamaica Exporters
Association. From such a list effort was made to enumerate all processors who were involved
with the commodities of concern under the study, especially those located within the parishes
of St. Elizabeth, St. James and St. Ann. Only on few occasions were management able to
facilitate direct visits to their facilities. As such discussions and interviews were conducted
predominantly by means of telephone.
Group 5: Restaurants
Jamaica has several large restaurant chains that utilize a range of fresh agricultural produce.
The sample population in this study comprised of those major restaurant chains and a
representative sample of the smaller independent restaurants. Visitations were made to several
restaurants where quick and specific questions were accommodated since supervisors were
always busy. This was supported by telephone conversations with major personnel and the head
offices of the chain restaurants.
Group 6: The Government of Jamaica
Relevant Ministries and Departments of the Government of Jamaica was contacted and
interviewed on their roles, relationships and future development plans for the agricultural
sector as it relate to this project. These include The Ministry of Agriculture: Rural Agriculture
Development Authority (RADA), Planning and Policy Division, Data Bank and Evaluation Division
(DBED), Marketing Division, Project Monitoring Unit, Fishery Division, Rural Physical Planning
Division (RPPD), National Irrigation Authority; The Planning Institute of Jamaica (PIOJ); The
Statistical Institute of Jamaica (STATIN); The Bureau of Standards; The Jamaica Tourist Board,
The Ministry of Health (MOH); Jamaica Bauxite Institute (JBI) and the Jamaica Exporters’
Association. Such consultations also provided necessary information for the policy review
component of the study.
7
Structured questionnaires comprised mainly of open end questions were the major data
collection instruments. This was complemented by telephone conversations and frequent one-
on-one discussions with key personnel.
Group 7: Consumers in Jamaica
A consumers’ survey was conducted to determine the importance of various markets to
consumers and also to identify some drivers that promote current and future demands.
Structured questionnaire was used as the primary instrument for this exercise and was
administered at a public function geared towards promoting ‘eat Jamaican’. Participants were
chosen randomly at such a function.
Review of The Market Infrastructure and Packing Houses In Jamaica
The tourism industry is seen as inherently linked to the concept of exports of fresh fruits and
vegetables - differed only through location of consumption. In this regard, compliance with
international quality standards for markets and packing houses are perhaps the best way to
increase and guarantee the consumption of locally-produced fresh agricultural produce in its
Hotel-Tourism industry.
Local producers / farmers and marketers should also be made aware on GAP, EUREPGAP, SPS,
and other international market requirements. Even if already in place as yet in Jamaica,
implementation of such a project will yield positive results through local capacity building, and
establishment of the building blocks that will later add dividends towards international
certification.
In this regard, this study will adopt a standards approach at inspection and reporting on the
quality of market and packing house infrastructure currently available / used in Jamaica. The
minimum requirements considered necessary in the premises for Grading of Fruits & Vegetables
are:
1. Premises should be clean and in hygienic condition.
2. Surroundings of the premises should be clean.
8
3. It should not be situated near chemical plants, fertilizer plants, garbage dumps etc.
4. Walls of the premises should be properly plastered and free from crevices, holes,
dampness etc. Thatched and tarpaulin roof is not advisable.
5. Premises should be pest, insect, rodent proof.
6. Premises should be free from cobwebs and spiders.
7. Premises should have proper drainage system.
8. Premises should have arrangements for disposal of rejected, rotten, waste of
horticulture produce.
The study takes internationally accepted approach at assessment of the market and packing
house infrastructure in Jamaica using the checklist (Survey Form 3).
9
PART A
SECTION 2
ASSESSMENT OF THE MARKET OPPORTUNITIES FOR SELECTED
COMMODITIES PRODUCED IN JAMAICA
---------------------------------------------------------------------------------------------------------------------
2.0 Introduction
This section of the Report examines the market opportunities in Jamaica based on (1) actual
production, shortfalls and imports of the selected commodities and (2) imports of other
commodities and the country`s potential for domestic production. This is followed by an
examination of the potential of the Regional and International markets for the commodities
selected for the study. These were examined to highlight any opportunities that may exist for
domestic production and small-farmer investment or involvement.
2.1 Potential of the Domestic Market for Selected Commodities
2.1.1 Tomato
The Jamaican market for fresh tomatoes in 2007 was estimated at 19,938 tonnes of which
19,576 were satisfied through domestic production and 112 tonnes from imports. Supply
shortfalls were evident in the third and fourth quarters of the year when producers were
challenged by higher and intensified rainfall. Imports originate from the USA to satisfy market
demand.
Production during the dryer months averaged just above 6,000 tonnes (average production Q1
& Q2) while Q3 production declined to about 4,000 tonnes and Q4 to 3,000 tonnes. The data
therefore suggested a consumption shortfall of about 2,000 tonnes in Q3 and 3,000 tonnes in
Q4, and has been commensurated with higher prices. The data also suggests opportunities for
10
growers in the Q3 and Q4 periods subject to improvements in production technologies and
associated costs (Table 2.1).
Market Potential through Displacement of Imports: Using the fresh tomato import data as an
indicator of potential opportunities that exist suggest the need for an additional production area
of about 2.12 ha in Q1, 0.59 ha in Q2, 3.35 ha in Q3 and 15.18 ha in Q4. Alternatively, pursuing a
programme to increase production up to the level of the top quarter’s production will require an
estimated 4 ha in Q2, 135 ha in Q3 and 196 ha in Q4. Increasing production to the Q1 level
however may translate into lower market prices and impact negatively on the tomatoes
produced under “hydroponics”.
Table 2.1: Jamaica’s Quarterly Supply and Market for Tomato in 2007/08 and Estimation of
Production Requirements
2.1.2 Carrots
Jamaica produced 19,365 tonnes of carrot in 2007, for its market of 19,648 tonnes. The country
imported 316 tonnes in 2007 to satisfy production shortfall, mainly from the USA and smaller
amounts for Canada. Imports increased during the 3rd and 4th quarters of the year when
production shortfalls were greatest. However, imports were not enough to bring consumption
to the levels of the first and second quarters. Shortfalls in Q3 were 695 tonnes less and 1,143 in
Q4. Producers during these periods received higher market prices for their produce (Table 2.2).
Quarter of Year Production Import Availability
Self sufficiency
Production surplus /
deficit below
average
Production surplus /
deficit below top Quarter
Yield / Tonne
ha
Additional hectare required
to replace imports
Additional hectare
required to replace
deficit below top quarter
Q1 6314 36 6350 99.43% 1420 0 17 2.12 0
Q2 6253 10 6263 99.84% 1359 -61 17 0.59 4
Q3 4025 57 4082 98.60% -869 -2289 17 3.35 135
Q4 2984 258 3242 92.04% -1910 -3330 17 15.18 196
Average 4894
Top Quarter (Q1) 6314
11
Market Potential through Displacement of Imports: Using the import data as an indicator of
potential opportunities that exist for carrot producers suggest the need for an additional
production area of about 2.29 ha in Q1, 3.21 ha in Q2, 3.29 ha in Q3 and 14.07 ha in Q4.
Alternatively, pursuing a programme to increase production up to the level of the top quarter’s
production will require an estimated 37 ha in Q2, 134 ha in Q3 and 166 ha in Q4 using average
productivity.
Table 2.2: Jamaica’s Quarterly Supply and Market for Carrots in 2007/08 and Estimation of
Production Requirements
2.1.3 Watermelon
Jamaica produced 9,573 tonnes of watermelon in 2007, all of which was consumed locally. In
addition, the country also imported 112 tonnes to satisfy its supply shortfall. The country’s
production declined during the wetter months of the year and the supply shortfall goes largely
unsatisfied. Consumption in 2007 was estimated at about 9,685 tonnes (Table 2.3).
Market Potential through Displacement of Imports: When the import data is used as an
indicator of potential opportunities that exist for watermelon producers, it suggest the need for
an additional production area of about 2.67 ha in Q1, 0.22 ha in Q2, 0.50 ha in Q3 and 2.78 ha in
Q4. Alternatively, pursuing a programme to increase production up to the level of the top
quarter’s production will require an estimated 15 ha in Q1, 22 ha in Q3 and 98 ha in Q4 using
average productivity.
Quarter of Year Production Import Availability
Self
sufficiency
Production
surplus /
deficit
below
average
Production
surplus /
deficit
below top
Quarter
Yield /
Tonne
ha
Additional
hectare
required
to replace
imports
Additional
hectare
required to
replace deficit
below top
quarter
Q1 6019 32 6051 99.47% 1178 0 14 2.29 0
Q2 5502 45 5547 99.19% 661 -517 14 3.21 37
Q3 4146 46 4192 98.90% -695 -1873 14 3.29 134
Q4 3698 197 3895 94.94% -1143 -2321 14 14.07 166
Average 4841
Top
Quarter
(Q1) 6019
12
Table 2.3: Jamaica’s Quarterly Supply and Market for Watermelons in 2007/08 and Estimation
of Production Requirements
2.1.4 Cantaloupe
Jamaica produced 2,743 tonnes of cantaloupe in 2007, all of which was consumed locally. In
addition, the country also imported 260 tonnes to satisfy its supply shortfall. The country’s
production is considered low and data is largely unrecorded. There is a relatively high demand
for cantaloupes by the hospitality industry that remains to be satisfied. The potential of the
household consumer market remains to be determined and the crop is relatively
underdeveloped (Table 2.4).
Table 2.4: Jamaica’s Quarterly Supply and Market for Cantaloupe in 2007/08 and Estimation of
Production Requirements
Quarter of Year Production Import Availability
Self sufficiency
Production surplus /
deficit below
average
Production surplus /
deficit below top Quarter
Yield / Tonne
ha
Additional hectare required
to replace imports
Additional hectare
required to replace
deficit below top quarter
Q1 2732 48 2780 98.27% 339 -268 18 2.67 15
Q2 3000 4 3004 99.87% 607 0 18 0.22 0
Q3 2609 9 2618 99.66% 216 -391 18 0.50 22
Q4 1231 50 1281 96.10% -1162 -1769 18 2.78 98
Average 2393 Top Quarter (Q2) 3000
Quarter of Year Production Import Availability
Self sufficiency
Production surplus /
deficit below
average
Production surplus /
deficit below top Quarter
Yield / Tonne
ha
Additional hectare required
to replace imports
Additional hectare
required to replace
deficit below top quarter
Q1 75 75 0.00% 0 -2743 12 6.25 229
Q2 49 49 0.00% 0 -2743 12 4.08 229
Q3 37 37 0.00% 0 -2743 12 3.08 229
Q4 100 100 0.00% 0 -2743 12 8.33 229
Average
2006/7 2743
13
2.1.5 Yams
Jamaica produced 121,628 tonnes of yams in 2007, comprising 79,000 tonnes of Yellow Yams
and 43,000 tonnes of other varieties. Over 90% of “all yams” or 85% of Yellow Yam total
production was consumed locally and just about 10% of “all yams” or 15% of the Yellow Yams or
12,400 tonnes valued at USD 19.3 mn were exported.
2.1.6 Hot Pepper
Jamaica produced 6,596 tonnes of hot peppers in 2007, most of which was consumed locally.
From this total, 129 tonnes at USD 386,000 or 129 tonnes in 2007 were exported in the fresh
form to the USA and Canadian markets.
Both Scotch Bonnet and West Indian Red are demanded by processors, with the former
required mainly for blending due to its high and distinctive flavours. Some processors indicated
that large volumes of hot peppers were available locally for part of the year while there is deficit
in the other.
A review of the database show Jamaica periodically imports of HS 904120000 Pepper, crushed
or ground. Imports were 825 tonnes in 2005 valued at $J 71 mn, followed by 260 tonnes in 2006
or $J 37 mn and 250 tonnes in 2007 or 32 mn. Over this period, the majority of imports took
place during the months of September to February, where shortfalls were greatest.
Market Potential through Displacement of Imports: When the import data is used as an
indicator of potential opportunities that exist for hot pepper producers, it suggest the need for
an additional production area of only 1.0 ha in Q1, 1.85 ha in Q2, 0.65 ha in Q3 and 9 ha in Q4.
Alternatively, a programme to even out production levels, and using the top quarter’s
production as a benchmark will require an estimated 17 ha in Q1, 35 ha in Q3 and 67 ha in Q4.
14
Table 2.5: Jamaica’s Quarterly Supply and Market for Carrots in 2007/08 and Estimation of
Production Requirements
2.1.7 Escallion
Jamaica produced 10,841 tonnes in 2007 and imported just about 1 tonne of fresh escallion.
Production shortfalls were evident during the wetter months and soon after incidences of
hurricanes. In the past, the country periodically imported escallion mash. In December 2005,
Jamaica imported 67.3 tonnes of mash followed by 17.4 tonnes in October the following year.
The CIF values of imports were $J 8.3 mn and 1.6 mn respectively (Data Source: STATIN). No
imports were recorded for 2007 at the time of the study. Escallion mash is listed under HS
2004901 Other vegetables and mixtures of vegetables preferred otherwise than by acetic acid.
2.1.8 Small Ruminants
The Jamaican market for meats of small ruminant (mutton and chevron) was estimated at 7,684
tonnes with demand including both fresh and frozen meats. In 2007, mutton production was
just about 8 tonnes and imported the supply shortfall amounting to 6,203 tonnes for the 6,211
tonnes mutton market. While the country has a good production base with respect to goats,
production was 537 tonnes and imports 936 tonnes or a total market of 1,473 tonnes. A
significant amount of the imports (both mutton and chevron) enter the restaurant services
segment, contributing significantly to the Jamaican economy. Both mutton and chevron are sold
Quarter of Year Production Import Availability
Self sufficiency
Production surplus /
deficit below
average
Production surplus /
deficit below top Quarter
Yield / Tonne
ha
Additional hectare required
to replace imports
Additional hectare
required to replace
deficit below top quarter
Q1 1909 20 1929 98.96% 260 -337 20 1.00 17
Q2 2246 37 2283 98.38% 597 0 20 1.85 0
Q3 1542 13 1555 99.16% -107 -704 20 0.65 35
Q4 899 180 1079 83.32% -750 -1347 20 9.00 67
Average 1649 Top Quarter (Q2) 2246
15
as “curry goat”, while a small amount of lamb is now entering the jerk and bar-b-que food
service segment. This translates to significant market opportunities for Jamaican producers,
however, international price competitiveness of the local producers and the immediate
availability of quality breeding stock are the two major challenges that Jamaican producers will
need to overcome.
Production targets towards expansion and self-sufficiency
In order to achieve 100% self-sufficiency to displace 6,203 tonnes of imported mutton will
require an estimated 517,000 heads of lamb per year for fattening using a 30 kg carcass
equivalent. A scenario for immediate self-sufficiency at 100% is unlikely. It is therefore
suggested that a target of 10% self-sufficiency in 10 years be pursued, using the three parishes
for pilot projects.
Recommendations
(1) Establishment of a 1,000-ewe (or goat) production / multiplication unit in each of the
targeted parishes. Feedstock should include formulated feed, agro industrial by-
products and cut-and-carry forages. Total of 100 acres (42 ha) should be allocated for
this project to allow for future expansion. Each parish can then produce an estimated 19
tonnes of mutton by the end of Year 5 and remain relatively steady given the 20% going
into ewe replacement and the rest of stock being sold; females as breeders and 90% of
the males entering the meat market. The offsprings from this project averaging about
just over 700 females per year / project will be released to small farmers and lead to
further multiplication. The initial programme will also have yielded a total of 6,275 ewes
for distribution over the 10 years.
16
Table 2.6: Project 1: Breeder Expansion Programme and Output from an Initial 500 Ewe
Investment over a Five Year Period in one Parish
Year of
Operation
No of ewes at
Beginning of Year
Female Breeding Stock
Yield at End of Year
Ewe Available for
Sale
Meat Production
from Rams (kg)
1 1000 606 303 8176
2 1303 789 395 10652
3 1697 1028 514 13877
4 2211 1339 670 18079
5 2367 1433 717 19352
6 2414 1462 731 19737
7 2428 1471 735 19854
8 2433 1473 737 19889
9 2434 1474 737 19900
10 2434 1474 737 19903 (*) To estimate the number of ewes required to produce the equivalent of imported meat, it was assumed that there was an 85%
conception rate, litter size of 1.5, number of litter/year 1.5, mortality (incl. culls) rate of 25%, a ewe replacement rate of 20%
per year. Half of the available offspring’s are sold, females may be bred and most of the rams slaughtered.
(2) Accelerated Production for Industry Development. This model requires a system of re-
introducing animals for breeding stocking for more rapid population expansion. The
model should maximize re-introduction of females; only culled females and males go
into meat production. This may require the project to offer a ready market for breeding
stock, one that is more attractive than the lucrative meat market.
(3) Product Development and Marketing: The potential of Culinary Festivals and
competitions should be further exploited to encourage consumption of locally-produced
mutton. Value chain development may also make the product more attractive to
producers and also serve to curtail the “roadside slaughter” from a public health
perspective.
(4) Market Exploitation through Synchronized Breeding: This will allow producers to target
seasonal markets such as Christmas. ``Other breeders`` can then target year-round
availability / market.
17
(5) Product Differentiation: ``Meat from sheep`` are not attractive to Jamaicans. Imported
mutton are either consumed as ``Curry Goat`` or `Mutton`` (Jamaican consumers are
averse towards consumption of meat from sheep for religious reasons). Expansion of
the sheep industry will require a commensurate education programme.
Challenges: Availability of adequate numbers of females for breeding, the genetic merit of the
national herd, availability of feedstock, technical and capital resources as well as international
trade policies can all impact on a programme for mutton production in Jamaica.
2.1.9 Fish
Jamaica produced an estimated 11,838 tonnes of fish and imported 22,082 tonnes. From this
production, exports were recorded at 9,052 tonnes, leaving a net availability of 24,868 tonnes.
An assessment of the market for fish in Jamaica reveals a fresh/frozen market of about 10,000
tonnes and cured fish – salted / smoked at 6,955 tonnes. These represent significant market
and investment opportunities for Jamaican entrepreneurs.
2.2 Potential of the Domestic Market for Other Commodities –The Potential for Import
Substitution
This section of the report examines the Jamaican market for opportunities that may exist
through import substitution. Further detailed analyses are taken of those commodities that are
considered “tropical” and can be grown or produced in Jamaica. This preliminary examination
can be used as an indicator for other detailed studies that may better inform Jamaica’s
suitability to undertake production activities.
A review of the ITC database show highest imports of USD 103 mn expended on HS 10: Cereals
over the 2003/07 period representing 15% of Jamaica’s agricultural imports. HS 22: Beverages,
18
spirits and vinegar were ranked second at USD 64 mn or 9% of imports in value terms followed
by HS 17: Sugars and Sugar Confectionary at USD 58 mn or 8% and HS 4: Dairy Produce, Bird
Eggs at USD 58 mn or 8%.
Jamaica exports HS 17: Sugar to fulfil the Sugar Protocol and Special Preferential Sugar quota
arrangements with the EU (and USA under CBI). Total Sugar exports averaged USD 85 mn over
2003/07. Exports followed a gradual increasing trend and in 2007 were reported at USD 101 mn
of which 83% was exported to the UK and 13% to Finland and 3% to USA in 2007.
Imports and HS 03 Fish, Crustaceans, Molluscs USD 52 mn or 7%, similar values were recorded
for HS 19 Preparation of Cereals, Flour and Starches at USD 52 mn or 7%. HS 20 Preparations of
Vegetables, Fruit, Nuts was USD 51 mn or just about 7%. In the case of HS 2 Meat and Edible
Offal, imports were USD 46 mn (7%) and HS 21 Miscellaneous Edible Preparations was USD 41
mn or 6%. Other Fish preparations as well as meats which are being imported are listed under
HS 16, at USD 39 mn. The classification of interest HS 7 Edible Vegetables under which fresh
tomato, carrots, hot peppers and escallion are listed total USD 18 mn while HS Chapter 8 Fruits
are USD 4 mn (Figure 2.1 and Annex Table 2.1).
19
(a) Cereals: Further disaggregation of the five-year average data show the major
components of HS 10: Cereals imports were Maize at 232,432 tonnes (USD $ 37 mn), all
imported from the USA. Wheat import was 172,652 tonnes (USD $ 34 mn) all from the
USA and Rice 94,798 tonnes (USD $ 32 mn) from which 53% was imported from the USA
and 40% from Guyana. An examination of the production database show Jamaica
produces 1,888 tonnes of maize and 6.2 tonnes of rice (FAOStat). Given the suitability
of Jamaica’s climate for growing maize and rice, it is recommended that these
commodities may be the subject of further examination of its true potential.
(b) Beverages: Imports listed under HS 22: Beverages, spirits and vinegar, ranked second
and include value added imports – non-alcoholic beverages (excl water, fruit or
vegetable juices) estimated at 50,409 tonnes (USD $ 42 mn), ethyl alcohol at 16,484
tonnes (USD $ 10 mn), mineral and aerated waters 3,151 tonnes (USD $ 2 mn), wines
2,202 tonnes (USD $ 5 mn) and spirits 798 tonnes (USD $ 4 mn). Jamaica has a
20
developing cadre of fruit juice producers. With the required attention and support,
they are expected to make significant inroads into the beverages market (Table 2.7).
(c) Eggs: Jamaica imported of HS 4: Dairy produce and Eggs was estimated at USD 59 mn.
While the potential of Jamaica’s dairy industry is being impacted by imports of lower
priced milk and dairy preparations (7,853 tonnes or USD 17 mn), the country also
imported 4,728 tonnes of eggs in shell (USD 16 mn), all from the USA. Production of this
quantity in Jamaica will mean production of an estimated 84 mn eggs, requiring
303,930 birds and 55,000 – 82,000 sq m of brood space (light bird breed and heavy
bird breed respectively), see Table 2.7.
In addition to this fresh egg import, an estimated 3.4 tonnes of dried eggs were
imported valued at USD 27,000 or an equivalent of 242,857 fresh eggs, (13,600 tonnes
of fresh eggs). Domestic production of fresh eggs will require just about 883 birds and
159 sq m or 238 sq m for small and large birds respectively.
Jamaica produced 114,904,946 eggs and this level of imports show self sufficiency level
of 73% and a potential for expansion at 27%. Given the volume of imports of eggs into
Jamaica, it is recommended that further evaluation of this potential take place. Should
it prove to be feasible, using the above five year average import level, this will require
investment in 304,813 layer birds and 55,159 sq m of egg layer housing for light birds
or 82,238 sq metres for heavy birds1. This operation can be attractive from a poverty
alleviation perspective given the short gestation period as birds begin laying at 20-22
weeks and achieve maximum production at 30-36 weeks. Birds can lay about 275 eggs
per year.
1 Key assumptions: The normal egg weight ranges from 35gms to 77gms (av wt = 56 gms) while 2 tablespoon dry eggs =
1/2 oz or 14 grams (1 oz = 28 grams). Deep litter floor space requirement was estimated at 1800 sq. cm for light breeds
and 2700 sq. cm for heavy breeds. Production was estimated at 275 eggs per year per bird.
21
(d) Snack Foods: Imports of HS 19 Preparation of Cereals, Flour and Starches was USD 52
mn. Imports averaged 7,500 tonnes (USD 16 mn) of Breakfast cereals and cereal bars of
which 45% came from the USA and 44% from Trinidad and Tobago. Malt extracts and
flour preparations’ imports were 5,127 tonnes (USD 21.2 mn) and Bread, biscuits, cakes
etc’ 5,127 tonnes (USD 2.8 mn). These highlight the size of the “snack food market” in
Jamaica and the potential for development and investments in this regard (Table 2.7).
(e) Fish: As indicated earlier, the 6th highest imports of agricultural commodities and
products into Jamaica are HS 3: Fish, was 19,741 tonnes (2003/07 av) valued at USD 52
mn. Review of the trade data show average annual frozen fish imports at 10,548 tonnes
valued at USD $ 19 mn, of which 40% originated in Guyana, 32% Suriname and 16% USA.
The next highest volume is Fish, cured or smoked at 6,955 tonnes, valued at USD 24 mn
most of which originating in the Norway (59%) and Canada (33%). In addition to this HS
classification of ‘Fish’, Jamaica also imported 10,452 tonnes of HS 1604 Prepared /
preserved fish & caviar valued at USD 20.8 mn. From this, 44% originated from
Thailand, 24% Chile and 23% Canada (Table 2.7).
(f) Fruit and Vegetable Juices: Jamaica imports of HS 20 Preparations of Fruits Vegetables
and Nuts was USD 51 mn. Within this classification, unfermented fruit and vegetable
juices comprised 16,653 tonnes or USD 20 mn, of which 40% came from the USA, 20%
Brazil, and 10% Belize. In addition, imports of prepared and preserved vegetables,
frozen, was 11,982 tonnes valued at USD 7.6 mn of which 55% came from Holland, 26%
Canada and 10% Belize. Imports of Prepared and preserved vegetables, not frozen, was
4,060 tonnes or USD 9.1 mn and Preserved fruits was 3,725 tonnes or USD 9.3 mn
(Table 2.7).
(g) Foods, Ice cream, Sauces and Condiments: HS 21 Miscellaneous Edible Preparations
was USD 41 mn or 7%. This comprised of Food Preparations at 8,747 tonnes (USD 21.2
mn) Ice cream 3,486 tonnes (USD 5.8 mn), Sauces mixed condiments & mixed
seasonings 3,141 tonnes (USD 6.3 mn). The latter two: ice creams and sauces mixed
condiments may be subject to further examination given the potential to produce
22
these in Jamaica. Linkages with the Milk and Coconut industries in the case of the
former and the seasonings and spices in the case of the latter (Table 2.7).
23
Table 2.7: Average Annual Imports of Selected Items into Jamaica (2007 – 07)
HS code Item
Imports
(Tonnes)
5YR Av.
(2003-07)
Country of Origin
Top Three Market Share
1 st 2 nd 3 rd
Live animals, nes 5806 MEX 100%
Live horses, asses, mules and hinnies 33 USA 100%
Live poultry 33 USA 100%
HS
co
de
01
Live sheep and goats 11 USA 100%
Meat & edible offal of poultry meat 29021 USA 90% CAN 10%
Edible offal of red meat 6101 USA 55% CAN 19% AUS 22%
Meat of sheep or goats - fresh, chilled or frozen 5388 AUS 89%
Meat of bovine animals, frozen 1790 NZ 51% USA 15% HS
co
de
02
Meat & edible meat offal 1064 CAN 96%
Fish, frozen, whole 10548 GUY 40% SUR 32% USA 16%
Fish, cured or smoked and fish meal fit for human
consumption 6955 NOR 60% CAN 32%
Fish fillets and pieces, fresh, chilled or frozen 1514 GUY 47% SUR 42%
Crustaceans 549 GUY 42% BEL 24% USA 19% HS
co
de
03
Fish, fresh, whole 175 USA 44%
Milk and cream, concentrated or sweetened 7853 NZ 14% GER 10%
Birds' eggs in shell 4728 USA 100%
Cheese and curd 4662 NZ 77% USA 15%
Butter and other fats and oils derived from milk 1777 NZ 45% HS
co
de
04
Buttermilk and yogurt 600 NZ 46% USA 33%
Guts, bladders and stomachs of animals other than fish 358 CAN 99%
HS
co
de
05
Bristles, hair & waste of pigs, hogs etc 22 USA 88% CHINA 11%
Cut flowers and flower buds for bouquets, fresh or dried 96 COL 94%
Foliage, branches etc 24 CAN 51% USA 46%
Plants, live, nes (incl their roots), cuttings & slips;
mushroom spawn 17 USA 49% Thailand 39%
HS
co
de
06
Bulbs, tubers, corms, etc 5 USA 70% Thailand 15%
Potatoes 11157 CAN 42% HOL 40% USA 16%
Onions, garlic and leeks, fresh or chilled 10425 HOL 78% CHINA 13%
Dried vegetables, shelled 8264 USA 70% CAN 13% BEL 11%
Vegetables nes, fresh or chilled 1001 USA 100% HS
co
de
07
Frozen vegetables 732 HOL 32% USA 24% CAN 19%
Grapes, fresh or dried 1714 USA 50% TUR 42%
Apples, pears and quinces, fresh 1504 USA 50%
Melons (including watermelons) & papayas, fresh 329 USA 100%
Fruits nes, fresh 114 USA 100%
HS
co
de
08
Apricots, cherries, peaches, nectarines, plums & sloes,
fresh 134 USA 100%
24
Table 2.7: Average Annual Imports of Selected Items into Jamaica (2007 – 07) continued
HS code Item
Imports
(Tonnes)
5YR Av.
(2003-07)
Country of Origin
Top Three Market Share
Pepper, peppers and capsicum 749 USA 29% Sing’ore 20%
Ginger, saffron, turmeric, thyme, bay leaves & curry 225 USA 53% CAN 12%
INDIA
11%
Coffee 219 MEX 30% Guat’la. 28% USA 24%
HS
co
de
09
Tea 210 CHILE 37% UK 30% USA 18%
Maize (corn) 232432 USA 100%
Wheat and meslin 172652 USA 100%
Rice 94798 USA 53% GUY 40%
Oats 968 CAN 66% USA 33% HS
co
de
10
Buckwheat, millet and canary seed 38 USA 98%
Malt, whether or not roasted 13805 UK 64% HOL 14% BEL 11%
Cereal grouts, meal and pellets 5341 USA 62% MEX 19% CAN 16%
Wheat or meslin flour 5243 TT 89% USA 10%
Starches; inulin 2282 USA 95% HS
co
de
11
Cereal grain, worked post hulling, excluding rice 1122 USA 46% CAN 36% CR 15%
Ground-nuts, not roasted 254 USA 51% CHINA 48%
Seeds, fruit and spores, for sowing 160 USA 90%
Soya beans, whether or not broken 102 USA 70% CAN 30%
Medicinal plants 92 UK 42% CAN 22%
Malaysia
20% HS
co
de
12
Flour and meals of oil seeds 67 USA 53% TT 31%
Soya-bean oil&its fractions 19001 USA 67% TT 21%
Argentin
a 11%
Margarine 6003 Indon’ 48% COL 22% TT 13%
Animal or vegetable fats & oils chemically modified;
inedible mixtures 4686 USA 100%
Palm oil & its fraction 4545 USA 77% COL 11%
Malaysia
11%
HS
co
de
15
Ground-nut oil&its fractions 1698 USA 56% ARG 44%
Prepared/preserved fish & caviar 10452 Thail’d 44% CHILE 24% CAN 23%
Prepared or preserved meat, meat offal or blood, nes 9153 USA 43%
HS
co
de
16
Sausages and similar products, of meat, offal or blood 661 B’dos 68% TT 19%
Cane or beet sugar and chemically pure sucrose, in solid
form 109502 COL 37% Guat’la 25% GUY 12%
Molasses resulting from the extraction or refining of sugar 26217 Fiji 40%
Venezuela
19% BEL 15%
Sugars, nes, incl chem pure lactose etc; artif honey;
caramel 6044 USA 97% HS
co
de
17
Sugar confectionery (incl white choc), not containing cocoa 4318 COL 35% TT 16% USA 16%
Chocolate and other food preparations containing cocoa 1133 TT 32% USA31%
Cocoa powder, without added sugar 379 BRA 89%
HS
co
de
18
Cocoa paste, whether or not defatted 190 Ghana 41% USA 22% DR 19%
Breakfast cereals & cereal bars 7500 USA 45% TT 44%
Malt extract; food preparations of flour, meal, starch or
malt extract 7729 USA 34% BEL 34%
Bread, biscuits, wafers, cakes and pastries 5127 TT 36% USA 29%
HS
co
de
19
Pasta & couscous 1538 USA 61% CR 18%
25
Table 2.7: Average Annual Imports of Selected Items into Jamaica (2007 – 07) continued
HS code Item
Imports
(Tonnes)
5YR Av.
(2003-07)
Country of Origin
Top Three Market Share
Fruit & vegetable juices, unfermented 16653 USA 40% BRA 20% BEL 10%
Prepared or preserved vegetables nes (incl. frozen) 11982 HOL 55% CAN 26% BEL 10%
Prepared or preserved vegetables nes (excl. frozen) 4060 USA 48% CAN 25%
Preserved fruits nes 3725 USA 28% TT 27%
Venezuel
a 21% HS
co
de
20
Jams,fruit jellies & marmalades 1798 BRA 25% USA 24% COL 21%
Food preparations, nes 8747 USA 65% TT 4%
Ice cream 3486 DR 73% USA 17%
Sauces mixed condiments & mixed seasonings 3141 USA 54% TT 30%
Soups, broths & preparations thereof 2835 USA 83%
Guatemala
9% HS
co
de
21
Yeast 506 HOL 52% MEX 15% TT 13%
Non-alcoholic beverages (excl. water, fruit or vegetable
juices 50409 TT 72% USA 16%
Ethyl alcohol & other spirits (if undenatured then higher
than 80% 16484 BRA 81%
Mineral & aerated waters 3151 TT 59% USA 20% FRA 11%
Wine of fresh grapes 2202 CHILE 29% USA 25% FRA 19% HS
co
de
22
Spirits, liqueurs, other spirit beverages, alcoholic
preparations 798 USA 47% Sweden 12% FRA 11%
Soya-bean oil-cake and other solid residues 67484 USA 81% Paraguay 19%
Bran,sharps and other residues 19790 USA 98%
Animal feed preparations, nes 6993 USA 58%
Beet-pulp, bagasse and brewing or distilling dregs and
waste 1002 USA 100% HS
co
de
23
Flour etc of meat,meat offal,fish,crust etc unfit for human
consumptio 711 USA 63%
Cigars, cheroots, cigarillos & cigarettes 650 TT 89%
HS
cod
e
24
Pipe, chewing & snuff tobaccos 431 TT 100%
2.3 Assessment of the Regional Market for Exports of Tomato and Carrots from Jamaica
2.3.1 The Regional Tomato Market
CARICOM annual imports of tomatoes during the 2005/07 averaged USD 3.0 mn or 2,108
tonnes. Within CARICOM, Jamaican imports represented 9% in value and 5% in volume while
imports into Trinidad represent about 7% of CARICOM tomato imports in value term and 11% by
volume. Imports by The Bahamas however, accounted for the major tomato imports into
CARICOM at 58% and 43% in value and volume terms respectively (Table 2.8). Given the similar
geographic zone of most countries of the region in terms of the major agro-environmental
26
effects, and knowledge of vegetable production in the region, higher levels of imports in
Jamaica during the latter months of the year are expected to coincide with those of the rest of
CARICOM. In the short term therefore, given Jamaica’s production capability at this time,
production of tomatoes for export do not appear as an attractive option at this time.
Table 2.8: World and CARICOM Imports of Tomatoes (2005 – 2007)
2005 2006 2007 2005/07 av
Importers
USD
(000)
Volume
(tonnes)
USD
(000)
Volume
(tonnes)
USD
(000)
Volume
(tonnes)
USD
(000)
Volume
(tonnes)
'World 5296773 5083899 5747834 5579151 6874266 5755956 5972958 5473002
CARICOM 1588 1295 4037 2550 3503 2479 3043 2108
'Bahamas 2963 1482 2366 1257 1776 913
'Trinidad &Tobago (*) (*) 231 218 473 509 235 242
‘Barbados 582 360 323 416 207 359 371 378
‘Jamaica 244 316 96 144 161 154 167 205
‘Saint Kitts /Nevis 146 67 150 58 126 64 141 63
‘Antigua 304 93 61 63 115 54 160 70
‘Saint Vincent 77 204 56 33 16 52 50 96
‘Montserrat 14 15 4 14 10 14 5
‘Haiti 11 3 8 11 8 5 9
‘Belize 9 11 7 12 6 8 7 10
‘Dominica 6 3 1 1 4 2 4 2
‘Saint Lucia 190 147 128 109 4 2 107 86
‘Grenada 1 0 1 0 1 0
‘Guyana 0 0 1 1 0 0
‘Suriname 15 83 1 1 5 28
(*)Import data for Trinidad and Tobago in 2005 excluded as outliers
Data Source: Data Source: ITC Database based on Comtrade Statistics
2.3.2 The Regional Carrot Market
World carrot trade was estimated at USD 1,105 mn in 2005/07 av or 1,855,000 tonnes.
CARICOM annual imports of carrots averaged USD 6.2 mn or 7,502 tonnes. Within CARICOM,
Jamaican imports represent 3% in value and 2% in volume while imports into Trinidad represent
about 50% of CARICOM carrot imports in value term and 57% by volume (Table 2.9). Imports by
the other CARICOM member states are much smaller.
27
Up to the end of 2005, Trinidad and Tobago imported all its carrots from the USA (66%) and
Canada (33%). However, since 2006, imports have been originating from Costa Rica, while the
USA and Canada have both lost more than 75% marketshare (Table 2.10). Costa Rica was able to
enter this market through a bilateral trade arrangement with CARICOM. Given the proximity of
Jamaica to Trinidad and Tobago and its intrinsic trading relationships that lies therein, this
may represent a good market, should the country be able to increase its production and
compete based on quality and price. After successful entry in the lucrative Trinidad and Tobago
market, the other CARICOM markets may then be accessed.
Table 2.9: World and CARICOM Imports of Carrots (2005 – 2007)
2005 2006 2007 2005/07 av
Importers USD
(000)
Volume
(tonnes) USD (000)
Volume
(tonnes) USD (000)
Volume
(tonnes) USD (000)
Volume
(tonnes)
‘World 968938 1746032 1155866 1934885 1190882 1883252 1105229 1854723
CARICOM 4768 7140 7079 7820 6902 7502 6250 7487
‘Trinidad and
Tobago 2275 3908 3296 4511 3496 4492 3022 4304
‘Bahamas 1527 834 1634 795 1054 543
‘Guyana 410 324 490 389 475 553 458 422
‘Barbados 431 445 418 435 444 413 431 431
‘Saint Kitts/ Nevis 127 271 145 304 179 336 150 304
‘Belize 128 914 141 359 156 323 142 532
‘Saint Lucia 511 609 563 501 156 172 410 427
‘Jamaica 380 109 148 121 116 138 215 123
‘Grenada 126 114 150 107 101 92 126 104
‘Antigua 241 236 42 51 67 91 117 126
‘Dominica 23 28 22 27 29 37 25 31
‘Saint Vincent 74 100 99 126 24 33 66 86
‘Montserrat 19 30 18 31 18 18 18 26
‘Suriname 21 9 11 24 4 9 12 14
‘Haiti 2 43 9 3 5 14
Data Source: ITC Database based on Comtrade Statistics
28
Table 2.10: Trinidad and Tobago Imports of Carrots (2005 – 2007)
Exporters
Imported
value in
2003
Imported
value in
2004
Imported
value in
2005
Imported
value in
2006
Imported
value in
2007
'World 1591 2105 2110 3150 3305
'Costa Rica 0 0 0 1612 2625
'United
States of
America 1011 1388 1288 880 410
'Canada 579 706 800 650 270
2.4 Assessment of the International Market for Selected Agricultural Products
2.4.1 The Export Market for Yams
Jamaica exported 12,400 tonnes of Yellow Yams valued at USD 19.3 mn in 2007. Major
destinations include USA (USD 13.9 mn or 69%), the UK (USD 3 mn or 15%) and Canada (USD 2
mn or 12%). Just about 2% goes to the Cayman Islands and less than 1 % to Antigua and smaller
quantities to Bermuda.
During 2007, the USA imported USD 37.6 mn of yams; Jamaica accounted for just about 37% of
this market. The UK and Canadian market database didn’t facilitate full disaggregation for
estimation but these also represent emerging markets.
USA imports of yam from the world were reported at USD 37.6 mn in 2007, up from USD 32 mn
in 2004. Imports from Costa Rica were USD 13.5 mn in 2007 and Jamaica USD 13.9. The other
major suppliers, Nicaragua and Guatemala accounted for about USD 13.0 mn. In close proximity
to Jamaica, the Dominican Republic accounted for a mere USD 137,000 of exports in yams
(Table 2.11).
While the trade in yams is small in the Caribbean and may be largely unrecorded, Jamaica may
wish to explore this market further. For example, Trinidad and Tobago is a large consumer of
Yams and supply has been seasonal and unable to satisfy domestic demand.
Table 2.11: USA Imports of HS 0714902000 Yams from
Major Suppliers: Costa Rica and Jamaica
Source
Value in 2007
(USD 1,000)
29
World 37609
Costa Rica 13464
Jamaica 13943
Data source: ITC Database
30
2.4.2 Export Market for Escallion
During certain times of the year Jamaica has also been exporting escallion. Exports have
however followed a declining trend. Over 95% of Jamaica’s exports of escallion went to Canada
and smaller amounts went to the UK and the USA.
The USA imported USD 139 mn of HS 0703104000 ONIONS AND SHALLOTS, FRESH OR CHILLED,
NESOI in 2007 from other global producers to satisfy its production shortfall (Table 2.12). While
full disaggregation does not allow for this (scallions or Shallots) commodity, the market is still
expected to be significant. Major competitors in this market are Mexico at over 72% and Peru at
10%. Jamaica exports to this market are very low.
Table 2.12: Destinations for HS: 070310 Onions and shallots,
fresh or chilled Exported by Jamaica in 2007
2007
Export Destinations Volume
(Tonnes)
Value
(1,000)
‘World 26 139
‘Canada 25 133
‘United Kingdom 1 3
USA 1 2
Data Source: ITC calculations based on COMTRADE statistics.
2.4.3 Export Market for Hot Peppers
Jamaica is famous for its highly flavoured fresh Scotch Bonnet peppers in the North American –
USA (Miami & New York) and Canadian markets. Based on recent trade data, exports of Hot
Peppers HS: 070960 Peppers of the genus Capsicum or of the genus Pimenta, fresh or chilled
was recorded at USD 386,000 or 129 tonnes in 2007 (Table 2.13). The USA market for HS
0709602090 Chili peppers, fresh or chilled was recorded at USD 258 mn in 2007 of which
Jamaican had a share of less than 1%. The major competitor in this market is Mexico at 99%, the
Dominican Republic and Trinidad and Tobago, both at less than 1%. Further disaggregation of
31
the fresh hot pepper market in the USA will reveal segmentation based on Heat Scoville Units of
which Jamaica will occupy a much larger part of the niche market. The Canadian market for
Capsicum (which includes bell peppers and chillies) was recorded at USD 179 mn in 2007. This
market database didn’t allow for further disaggregation but this market can best be described as
small but expanding given its mixed ethnic consumer population and cultural foods expression.
Jamaica’s already export hot pepper to Canada and the UK markets mad may wish to continue
expanding in these markets. Exports accounted for just about 2% of domestic production in
2007.
Major competitors for Jamaican Scotch Bonnet peppers include the USA’s New Jersey’s hot
pepper producers during the summer and Mexican production (habaneros) which has been
continuously expanding. Other exporters include Trinidad and Tobago and the Dominican
Republic with habaneros which compete successfully with the Scotch Bonnet.
Table 2.13: Jamaican Export Market for HS: 070960 Peppers of the genus Capsicum or of the
genus Pimenta, fresh or chilled in 2007
Importers
Exported value
2007, (USD
1,000)
Exported
quantity 2007
(Tonnes)
Value Share in
Jamaica's
exports, %
'World 386 129 100
USA 318 107 82%
Canada 61 20 16%
UK 4 1 1%
Sources: ITC calculations based on COMTRADE statistics.
32
Annexes to Section 2
Annex Table 2.1 Jamaica Agricultural Imports of HS Classification 1-24 (2003-07 av)
HS Classification
Imports of HS
Classification 01-24
2003-2007 avg
(USD mn)
Volumes
(Tonnes)
Percentage
Share
Chapter 10 - Cereals $103 500918 15
Chapter 22 - Beverages, Spirits and Vinegar $64 73666 9
Chapter 17 - Sugars and Sugar Confectionery $58 146081 8
Chapter 4 - Dairy Produce; Birds Eggs; $58 20034 8
Chapter 3 - Fish, Crustaceans, Molluscs $52 19864 7
Chapter 19 - Preparations of Cereals, Flour, Starch $52 21895 7
Chapter 20 - Preparations of Vegetables, Fruit, Nuts $51 39939 7
Chapter 2 - Meat and Edible Meat Offal $46 44420 7
Chapter 21 - Miscellaneous Edible Preparations $41 18855 6
Chapter 16 - Prep. of Meat, of Fish, ... $39 20425 5
Chapter 23 - Residues $38 95982 5
Chapter 15 - Animal or Vegetable Fats and Oils $35 39861 5
Chapter 7 - Edible Vegetables and Certain Roots and
Tubers $18 33846 3
Chapter 11 - Products of the Milling Industry $17 29053 2
Chapter 12 - Oil Seeds and Oleaginous Fruits $8 808 1
Chapter 18 - Cocoa and Cocoa Preparations $6 1708 1
Chapter 24 - Tobacco $6 1082 1
Chapter 9 - Coffee, Tea, Mat‚ and Spices $5 1509 1
Chapter 1 - Live Animals $4 5884 1
Chapter 8 - Edible Fruit and Nuts $4 4046 1
Chapter 13 - Lac; Gums, Resins $1 50 0
Chapter 5 - Products of Animal Origin,NES $1 381 0
Chapter 6 - Live Trees and other Plants $1 142 0
Chapter 14 - Vegetable Plaiting Materials $0 5 0
33
PART B
PART B of this Report presents a cursory examination of the conditions of the market
infrastructure in Jamaica. In Section 3-5, the findings of visits made to various marketing
infrastructure in Kingston as well as those in St James, St Elizabeth and St Anns are
included.
Section 3 presents general findings as well as detailed observations of the conditions of the
infrastructure as it relates to health and food safety. Observations of the fisheries
infrastructure are presented in Section 4 and Section 5 has details of the packing houses
visited.
34
SECTION 3
FRESH AGRICULTURAL PRODUCE MARKET INFRASTRUCTURE
---------------------------------------------------------------------------------------------------------------------
3.1 Existing Conditions of Public Markets and Marketing Infrastructure
Fresh produce markets can serve a developmental role by maximizing farmers’ income through
attractive and functional display of fresh produce. Alternatively, the public market infrastructure
provides a physical place for consumers to obtain their food - fresh fruits and vegetables. This
part of the public infrastructure is very important for the attractiveness of the image of the
farming profession, safeguarding the income of producers by maintaining or enhancing the
integrity of the farmers produce and for sustainability of the income and welfare of other actors
in the supply chain.
The fresh produce markets are an integral part of the marketing infrastructure, performing an
important multifunctional role in Jamaica. The market building and its locale should represent a
central location for optimal and functional display and trade of fresh produce at competitive
prices; store the produce for various lengths of time for further trade and re-distribution and
also facilitate some level of retail sales. Ideally, the fresh produce markets should have the
necessary infrastructure to facilitate the efficient trade of fresh produce without compromising
integrity and food safety and should be carried out in clean, well lit and ventilated, secure
facilities.
Fresh produce from the farms are distributed through a number of channels as it moves to the
market. The key focal point for fresh produce trading in Jamaica is the Coronation Market where
an estimated 60-70% of the fresh fruits and vegetables are exchanged and then re-distributed
through other municipal wholesale-retail markets in various parishes, hoteliers, restaurants,
processors and other consumers. Farmers as well as marketing intermediaries (higglers)
facilitate this movement of produce from the farms throughout the distribution chain.
The municipal markets located across Jamaica are strategically placed in the major towns of
each Parish. At these markets, wholesale and retail trade takes place. Traders’ at all municipal
35
markets (including Coronation) include farmers, higglers and buyers as well as a number of
other persons engaged in market-related and unrelated activities.
3.1.1 Condition of Infrastructure
Visits were conducted to the Coronation, Queens, Constant Spring, Papine, Mandeville, Santa
Cruz, Montego Bay, Ocho Rios, Browns Town, the key locations where the targeted farmers /
stakeholders produce are traded. It was evident that the market infrastructure provided less
than ideal conditions as it relate to the efficient display and marketing of the farmers and
intermediaries fresh produce (See detailed assessment in Annex 3.1 of this section). Lighting was
inadequate, the concrete pavement inside and outside some markets need to be either repaired
or reconstructed to facilitate easy and efficient cleaning and washing. In many instances,
haberdashery and clothing traders occupied the prime locations while legitimate fresh produce
traders resort to the market periphery. Security is inadequate and some farmers reported
having to pay an unofficial security fee of up to $J 1,000 / visit to trade in the case of at the
Coronation market. The Market management provided support services at all markets, but there
is an inherent need for upgrade. A range of non-market related activities were also evident,
some of which are shown in Illustration 1 and summarized in Table 1. The opportunity is also
taken here to highlight examples of other public market infrastructure in Trinidad and Tobago
and Canada for comparison.
3.1.2 Health and Food Safety Conditions of the Marketplace
While already providing a trading platform on which farmers and intermediaries perform their
trade, the conditions as it relate to health and food safety at the markets can best be described
as less than optimal. The poor health conditions at these markets pose:
(i) major food safety risks to residents
(ii) major food safety risk to tourist and business visitors with implications for the
premium tourist destination
36
(iii) compromise processors quality who purchase at the markets
(iv) limit market expansion and
(v) risk losing market share to imported substitutes.
Any uncoordinated publicity of the existing unsanitary conditions at the Coronation and other
municipal markets can result in a crisis situation at this time and can lead to hoteliers,
consumers and others shifting to more imported and processed products which guarantee
higher food safety standards. A loss of market to the hoteliers can impact 10% to 15% of
domestic production (certain vegetables and fruits) which will eventually translate into lower
market prices to farmers and loss of value added to the economy. Box 3.1 lists some of the
major observations. Other health and safety issues have been reviewed in further details in
Section 16 of this report.
Box 3.1: Summary of Conditions at the Fresh Produce Markets
Existing Condition Key Constraints / Challenges/Issues
• Proliferation of derelict structures
• Evidence of rodents, stray dogs
• Poor drainage and inadequate lighting
• Dilapidated toilets and bathrooms, unavailability
of running water
• Storage of hardware items that can be
considered as “garbage”
• Poor fresh produce garbage disposal and illicit
dumping
• Inadequate implementation of standard sanitary
operating procedures
• Poor security for buyers and sellers
• Coronation market located in a high crime and
socially volatile area
• Proliferation of a wide range of unrelated fresh
produce market activities
• The poor health conditions at the markets pose:-
o Major food safety risks to Jamaican residents.
o Major food safety risk to tourist and other
visitors with negative implications for the
premium tourist destination.
o Rapid loss of fresh produce quality and
integrity.
o Risk of losing market share to imported
substitutes.
o Farmers and traders being extorted by
“informal” security personnel.
Trading takes place during the night and early mornings.
Lighting is inadequate in all markets.
3.2 Development Work Required
The visits to the markets highlighted a number of infrastructural services and food safety
challenges. Details of the condition of each market is summarised in the survey forms in Annex
37
2.1 of this section. In order to address the challenges facing the farming sector which includes
farmers and intermediaries of the selected parishes, the following are recommended:
1. Immediate removal of all unauthorized structures within and the vicinity of the fresh
produce market compounds.
2. Upgrading of all municipal markets to satisfy minimum acceptable health food safety and
security conditions.
3. Special emphasis on full modernization of the Ocho Rios, Mandeville, Santa Cruz and
Montego Bay markets.
4. Development of plans and construction of a new, modern fresh produce wholesale market
to replace the Coronation market at a much larger location in Kingston is required. This area
should have at least 50 acres to facilitate future expansion and development.
5. Permanent discontinuation of fresh produce trading from the surrounding public open areas
and streets into the targeted market buildings.
The annex to this subsection presents a set of panels as well as checklists of the physical
conditions of two of the markets visited (Annex Table A3.1 & A3.8). Generally similar conditions
can be found at all the markets visited. The market infrastructure is an integral part of the
national post-harvest, health and food safety system. A significant amount of fresh produce that
enters the hospitality industry as well as the supermarkets is transacted at these facilities.
38
Picture 3.6: Absence of cold chain for Fish being offered for sale. Panel 3.5: Waste management Practices at the Coronation Market,
Kingston
Picture 3.4: Higgler “dwelling” among Derelict items (old boxes,
tarpaulins, sponges) at the Queens Market, Kingston
Panel 3.2: Derelict items (old vehicle engine) at the Papine Market,
Mona, Kingston
Panel 3.3: Derelict structures surrounding the Santa
Cruz Market, Santa Cruz, St Elizabeth.
Panel 3.1: Cluster and derelict items at the Queens Market,
Kingston
39
Panel 3.9: Santa Cruz Market
Compound, St Elizabeth –
note sturdy structure of main
Market building
Panel 3.8: Santa Cruz
Market Compound, St
Elizabeth – note illegal
structures
Panel 3.7: Santa Cruz Market
Compound, St Elizabeth -
Note illegal structures
40
Annex Table A 3.1: Market Infrastructure Data – Coronation & Queens Market Standard Checklist Yes /
Good
No /
Poor
Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Very unsanitary, difficult to clean and to
maintain clean
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
Lots of garbage strewn, clogged drains, vehicle
pollution
c. Is the approach and service roads around building clear and
easily accessible?
√ Highly congested, limited access to trading
area, traders occupy streets on approach to
trading area
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Inside the trading area
has covered stalls, non-food storage material
and garbage being stored.
f. Is the drainage system open to surface or permanently
installed underground?
√ No noticeable drainage system and there are
areas with clogged drains and stagnant water
g. Are the external walls properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs
immediate attention
INTERNAL INFORMATION
a. Are the walls and ceilings properly painted? √
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Floor space predominantly asphalt but severely
worn
c. Is there adequate ventilation arrangement inside building? √ Inadequate. High temperatures inside building;
heat generated from the galvanized sheet roof.
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None installed in building. Inside the building
is very hot and humid.
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ Heaps of rotten garbage strewn in open areas
and evidence of burnt garbage.
g. Do traders and other occupants sleep overnight in the
building?
√
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized
sheets. Roof leaking and steel need repainting
and adequate maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√ Clustered, no ramp
c. Is there adequate facilities for washing and drying fresh
produce?
√
d. Are there proper and adequate tables for grading produce?
e. Are there fans for air drying washed produce?
TRANSPORTATION
a. Is there adequate parking lots for clients? √ Clients park on public roadway
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √ To be verified
d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? √
b. Is the in-house staff educated in marketing and food safety? √
11. MISCELLANEOUS
a. Comment on the need for modernisation/upgrading needs of
the market
To be fully refurbished or new market built in
another larger, open access location
b. Comment on specific activities for improving appearance of
surroundings and environment in the short-term
Remove all temporary and unauthorized
structures. Stop all unrelated fresh-produce
activities, remove all market dwellers, rodent
and other vermin control, repaint, refurbish all
surfaces, construct proper drainage, implement
programme for cleaning and maintenance,
waste disposal, and SSOP.
(Checklist adapted from EU Standards)
41
Annex Table A3.2: Market Infrastructure Data – Ocho Rios Market
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Very unsanitary, difficult to clean and to
maintain clean
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
Lots of garbage strewn, clogged drains, vehicle
pollution
c. Is the approach and service roads around building clear and
easily accessible?
√ Good road access to trading area. Large open
areas available for farmers and traders
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Inside the trading area
has covered stalls, non-food storage material
and garbage being stored.
f. Is the drainage system open to surface or permanently
installed underground?
√ No noticeable drainage system and there are
areas with clogged drains and stagnant water
g. Are the external walls properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs
immediate attention
INTERNAL INFORMATION
a. Are the walls and ceilings properly painted? √
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Concreted floor exist inside the market
buildings but external environment need to be
paved.
c. Is there adequate ventilation arrangement inside building? √ Inadequate. High temperatures inside building;
heat generated from the galvanized sheet roof.
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None installed in building. Inside the building
is very hot and humid.
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ Heaps of rotten garbage strewn in open areas
and evidence of burnt garbage.
g. Do traders and other occupants sleep overnight in the
building?
√
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized
sheets. Need repainting and adequate
maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√
c. Is there adequate facilities for washing and drying fresh
produce?
√
d. Are there proper and adequate tables or trading platform for
grading produce?
√
e. Are there fans for air drying washed produce? √
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? √
b. Is the in-house staff educated in marketing and food safety? √
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full refurbishment
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Remove all temporary and unauthorized
structures. Stop all unrelated fresh-produce
activities, remove all market dwellers, rodent
and other vermin control, repaint, refurbish all
surfaces, construct proper drainage, implement
programme for cleaning and maintenance,.
(Checklist adapted from EU Standards)
42
Annex Table A3.3: Market Infrastructure Data – Mandeville Market
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Unsanitary, difficult to clean and to maintain
clean
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
c. Is the approach and service roads around building clear and
easily accessible?
√ Good road access to trading area. Open areas
available for farmers and traders is limited.
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access.
f. Is the drainage system open to surface or permanently
installed underground?
√
g. Are the external walls properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs
immediate attention
INTERNAL INFORMATION
a. Are the walls and ceilings properly painted? √
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Concreted floor exist inside the market
buildings but external environment need to be
paved.
c. Is there adequate ventilation arrangement inside building? √ But hot days may be problematic. Excess heat
generated from the low galvanized sheet roof.
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None installed in building.
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√
g. Do traders and other occupants sleep overnight in the
building?
√
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized
sheets. Need repainting and adequate
maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√
c. Is there adequate facilities for washing and drying fresh
produce?
√
d. Are there proper and adequate tables or trading platform for
grading produce?
√
e. Are there fans for air drying washed produce? √
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? None available at time of visit
b. Is the in-house staff educated in marketing and food safety? None available at time of visit
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full refurbishment
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Stop all unrelated fresh-produce marketing
activities, rodent and other vermin control,
repaint, refurbish all surfaces, implement
programme for cleaning and maintenance,.
(Checklist adapted from EU Standards)
43
Annex Table A3.4: Market Infrastructure Data – Santa Cruz Market
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Very unsanitary, difficult to clean and to
maintain clean
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
Lots of dilapidated and unapproved structures.
Impeded drainage in some areas and back of
market accumulates water.
c. Is the approach and service roads around building clear and
easily accessible?
√ Good road access to trading area. Large open
areas available for farmers and traders.
Roadway and parking areas have unapproved
structures.
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Inside the trading area
has illegal stalls. Market dwellers in stalls.
f. Is the drainage system open to surface or permanently
installed underground?
√ Impeded drains and stagnant water evident.
g. Are the external walls are properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs
immediate attention. Very good super-structure.
INTERNAL INFORMATION
a. Are the walls and ceilings are properly painted? √
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Concreted floor exist inside the market
buildings but external environment need to be
paved.
c. Is there adequate ventilation arrangement inside building? √ Seems inadequate.
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None installed in building. Inside the building
is very hot and humid.
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√
g. Do traders and other occupants sleep overnight in the
building?
√
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized
sheets. Need repainting and adequate
maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√
c. Is there adequate facilities for washing and drying fresh
produce?
√
d. Are there proper and adequate tables or trading platform for
grading produce?
√
e. Are there fans for air drying washed produce? √
TRANSPORTATION
a. Is there adequate parking lots for clients? √ Removal of illegal structures will be required.
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? √ None available at time of visit
b. Is the in-house staff educated in marketing and food safety? √ None available at time of visit
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full refurbishment
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Remove all temporary and unauthorized
structures. Stop all unrelated fresh-produce
activities, remove all market dwellers, rodent
and other vermin control, repaint, refurbish all
surfaces, construct proper drainage, implement
programme for cleaning and maintenance.
(Checklist adapted from EU Standards)
44
Annex Table A3.5: Market Infrastructure Data – Papine Market
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Unsanitary, difficult to clean and to maintain
given the array of other cativities in the area.
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
Fish cleaning taking place outside. Flume water
drains on roadway.
c. Is the approach and service roads around building clear and
easily accessible?
√ Reasonable good road access to trading area.
Area for parking limited.
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Inside the trading area
has covered stalls, non-food storage material
and garbage being stored.
f. Is the drainage system open to surface or permanently
installed underground?
√
g. Are the external walls properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs
immediate attention
INTERNAL INFORMATION
a. Are the walls and ceilings properly painted? √ Leaking roof
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Concreted floor exist inside the market
buildings.
c. Is there adequate ventilation arrangement inside building? √ Inadequate. Lighting poor.
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None installed in building. Inside the building
is very hot and humid.
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ Non-fresh produce waste stored in market area.
g. Do traders and other occupants sleep overnight in the
building?
√
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized
sheets. Need repainting and adequate
maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√
c. Is there adequate facilities for washing and drying fresh
produce?
√
d. Are there proper and adequate tables or trading platform for
grading produce?
√
e. Are there fans for air drying washed produce? √
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? √ None available at time of visit
b. Is the in-house staff educated in marketing and food safety? √ None available at time of visit
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full refurbishment
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Potable pipe borne water required. Toilets need
to be refurbished in working condition. Water
available in barrel for washing hands.
(Checklist adapted from EU Standards)
45
Annex Table A3.6: Market Infrastructure Data – Constant Spring Market
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Reasonably clean
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
c. Is the approach and service roads around building clear and
easily accessible?
√ Good road access to trading area.
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps. Cockroaches were
quite evident, among produce being offered for
retail sale.
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access.
f. Is the drainage system open to surface or permanently
installed underground?
√ Good drainage system and area well drained
g. Are the external walls are properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs
immediate attention
INTERNAL INFORMATION
a. Are the walls and ceilings are properly painted? √
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Concreted floor exist inside the market
buildings.
c. Is there adequate ventilation arrangement inside building? √
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None installed in building. Inside the building
is very hot and humid.
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√
g. Do traders and other occupants sleep overnight in the
building?
√
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized
sheets. Need repainting and adequate
maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√
c. Is there adequate facilities for washing and drying fresh
produce?
√
d. Are there proper and adequate tables or trading platform for
grading produce?
√
e. Are there fans for air drying washed produce? √
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? √ None available at time of visit
b. Is the in-house staff educated in marketing and food safety? √ None available at time of visit
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full refurbishment
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Rodent, cockroach and other vermin control,
repaint, refurbish all surfaces, construct proper
drainage, implement programme for cleaning
and maintenance,.
(Checklist adapted from EU Standards)
46
Annex Table A3.7: Market Infrastructure Data – Browns Town Market
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Very unsanitary, difficult to clean and to
maintain clean
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
Lots of garbage strewn
c. Is the approach and service roads around building clear and
easily accessible?
√ Good road access to trading area. Large open
areas available for farmers and traders
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Inside the trading area
has covered stalls, non-food storage material
and garbage being stored.
f. Is the drainage system open to surface or permanently
installed underground?
√ Open to surface
g. Are the external walls are properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs
immediate attention
INTERNAL INFORMATION
a. Are the walls and ceilings are properly painted? √
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Concreted floor exist inside the market
buildings but external environment need to be
paved.
c. Is there adequate ventilation arrangement inside building? √ Adequate
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None may be required
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ Waste disposal less than optimum.
g. Do traders and other occupants sleep overnight in the
building?
√ Insecure and exposed to risk.
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized
sheets. Need repainting and adequate
maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√
c. Is there adequate facilities for washing and drying fresh
produce?
√
d. Are there proper and adequate tables or trading platform for
grading produce?
√
e. Are there fans for air drying washed produce? √
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? √ None available at time of visit
b. Is the in-house staff educated in marketing and food safety? √ None available at time of visit
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full refurbishment
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Remove all temporary and unauthorized
structures. Adequate potable pipe borne water
required. Toilets and bathroom need to be
refurbished in working condition. implement
programme for cleaning and maintenance,.
(Checklist adapted from EU Standards)
47
Annex Table A3.8: Market Infrastructure Data – Montego Bay Market
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Unsanitary, difficult to clean and to maintain
clean
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
c. Is the approach and service roads around building clear and
easily accessible?
√ Good road access to trading area.
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access.
f. Is the drainage system open to surface or permanently
installed underground?
√ Surface drainage
g. Are the external walls are properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs
immediate attention
INTERNAL INFORMATION
a. Are the walls and ceilings are properly painted? √
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Concreted floor exist inside the market
buildings but external environment need to be
paved.
c. Is there adequate ventilation arrangement inside building? √ Inadequate.
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None installed in building. Inside the building
is very hot and humid.
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√
g. Do traders and other occupants sleep overnight in the
building?
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized
sheets. Need repainting and adequate
maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√
c. Is there adequate facilities for washing and drying fresh
produce?
√
d. Are there proper and adequate tables or trading platform for
grading produce?
√
e. Are there fans for air drying washed produce? √
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? √ None available at time of visit
b. Is the in-house staff educated in marketing and food safety? √ None available at time of visit
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full refurbishment
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Remove all temporary and unauthorized
structures. Stop all unrelated fresh-produce
activities, remove all market dwellers, rodent
and other vermin control, repaint, refurbish all
surfaces, construct proper drainage, implement
programme for cleaning and maintenance,.
(Checklist adapted from EU Standards)
48
SECTION 4
MARINE FISH MARKETING INFRASTRUCTURE AND HANDLING
FACILITIES
______________________________________________________________________________
4.1 Existing Situation of Fish Markets at Selected Landing Sites
This study examined the key marketplaces for fresh fish and the conditions under which the
product is handled and traded as part of the market component. The target marketplaces visited
were fish landing sites in the parishes of concern: St Elizabeth, St James and St Ann. The markets
were examined to assess the handling and display facilities for seafood landed at the sites, the
physical facilities used by the fish handlers / scalers and the working conditions under which
they conduct their businesses.
In this regard, a series of field visits were undertaken. Fish Markets reviewed include (i) Alligator
Pond (St Elizabeth), (ii) Salem Fish Complex - Runaway Bay (At Ann), (iii) Old Jail Fisherman’s Beach
Fish Market (St Anns) (iv) Sailor Hall Fishermen Beach - Ocho Rios, (St Anns) and interviews were
conducted with scalers, fishers and key stakeholders at the facilities. In addition, personnel in
the Fisheries Department of the Ministry of Agriculture were also consulted.
The following were observed at the fishery facilities:
1. The artisanal fishing operation may involve a stay at sea that extends up to 24 hours.
Only in few cases, fishermen go out to sea with ice and insulated boxes.
2. Absence of basic and appropriate physical infrastructure for display and post harvest
processing / handling of fish.
3. At all facilities, scaling of fish is done on temporary wooden tables or on pieces of wood.
4. Scalers and fish handlers practiced minimal (but inadequate) basic food handling
practices.
5. Pipe borne water was unavailable at the fish handling facilities and thus, sea water was
used for washing fish after scaling operations.
49
6. Disposal of the fish offal involved its return to sea.
7. Fishers indicated that they experienced low rates of harvest at certain time of year
which impact negatively on their income flow and livelihood.
8. At one facility in Ochio Rios, St Anns, there also existed a number of small scale fish
restaurants.
9. Over 90% of the fish scalers operating at the landing sites were women.
10. Although the facilities were rudimentary in nature, scalers cleaned the areas of
operations after each business day.
11. The cold chain was absent - use of ice and the presence of cooling facilities were not
evident.
12. Primary customers mostly included household consumers. Thus, the value chain was
short and addition of value was limited.
13. Fishers requested training in the use of fish finders and GPS to assist their operation.
14. Informal groups exist at all facilities and better facilities were being requested.
4.2 Public Sector Intervention
The MOA has also recognized the need to improve facilities at the fish landing and handling
sites. In this regard, the Fisheries Division of the Ministry of Jamaica has highlighted the
following:
1. The need to improve the value chain in the fishing industry.
2. The Ministry plans to provide service support infrastructure at fishing beaches. These
are to include refurbishing of simple post harvest handling facilities and redesign of the
infrastructure. Facilities may not be the same on every beach but the intention is to
target locations which have the best potential.
As it relate to the influence of Policy, the following were noted:
1. No detailed strategic plan is currently in place, and thus operations are guided only by
general policy objectives.
50
2. There is a very urgent need to focus on ensuring that basic phytosanitary facilities are in
place.
3. There is an absence of focus on food safety programmes. Those currently in place are
diverse and disconnected. There should be some minimum basic facilities with
operations protocols and facilities to handle disposal of offal.
4. The need to place additional regulating mechanisms on the fisher-folk sub-segment
(fishermen and handlers); ie being mindful of the challenges to productivity and income
security.
5. Need to give consideration to the exploration and utilization of many underexploited
species; striving towards a balanced approach to exploitation and for sustainability of
operation.
6. Need to clearly define fish landing sites versus beaches towards rationalization of its
appropriateness and feasibility of operations.
7. Some major fishers operate in the rivers (eg riverine fishing in Black River, St Elizabeth).
Currently these are not included, but should benefit from any intervention for the
sector.
*Reference / Consultation: Mr Ande Kong., Director Jamaica Fisheries Department (Dec. 2008)
4.3 Development Work Required
In order to address the challenges facing the farming sector which includes farmers and
intermediaries of the selected parishes, the following are recommended:
1. Construction of fish markets, with proper post harvest handling facilities for processing
(scaling) and retail sales.
2. Construction and establishment of cold storage and ice making facilities at major fish
landing sites.
3. Develop and implement a cold chain system throughout the supply side of the industry.
51
4. Conduct training courses and implement sanitary standard operating procedures at
each landing facility.
5. Train “scalers” in post harvest handling, processing and marketing of fish.
6. Development of a strategic plan for fisheries sector to include strategies for small scale
fish processors.
Other related intervention required:
1. Develop a market information and intelligence system and foster linkages between fish
processors , larger-scale buyers, hoteliers and food services.
2. In the case of Sailor Hall Fishermen Beach - Ocho Rios, develop linkages with the tourism
sector to increase income of small scale fishers, moreso during periods of low harvests.
Fishers may be re-trained to conduct diving and fishing tours.
3. Training for fishers in the use of fish finders and GPS.
The annex to this subsection presents a set of panels showing the physical conditions and some
fish post harvest handling practices at the markets / landing sites visited. Panels are also
presented of fish post harvest and handling facilities in other countries.
52
Annex Table A4.1: Fish Market Infrastructure Data – Alligator Pond Fish Market Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Unsanitary, difficult to clean and to maintain
clean. Beach construction, sand floor. Fish
scalers clean area daily.
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√ Existence of a number of other structures,
many in poor conditions
c. Is the approach and service roads around building clear and
easily accessible?
√ Good road access to trading area.
d. Is there systems or equipment for control of unwanted
animals such as traps?
√ No animal or vermin traps. Area is open and
uncontrolled. Stray dogs frequent area
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Flies will have open
access to fish handling area.
f. Is the drainage system open to surface or permanently
installed underground?
√ Surface drainage / adsorption. No established
drainage infrastructure
g. Are the external walls properly plastered and free from
crevices, holes, dampness?
√ Informal structure, generally dilapidated.
INTERNAL INFORMATION - Fish Scaling Area
a. Are the walls and ceilings are properly painted? √ No walls and ceiling
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ No concreted floor exists. Floor comprise of
beach sand
c. Is there adequate ventilation arrangement inside building? √ Open to beach. Good ventilation
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None required
e. Is there adequacy of waste receptacles? √ Inadequate. Waste returned to sea
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ Waste returned to sea
g. Do traders and other occupants sleep overnight in the
building?
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material
or permanent’ such as steel or reinforced concrete?
√ Temporary structure
b. Is there a raised platform for displaying and/or unloading
fish?
√ Fish kept in containers for display or placed on
temporary tables
c. Is there adequate facilities for washing fish? √ Fish washed at sea before delivery to market
d. Are there proper and adequate tables or trading platform for
grading and sorting of fish?
√ Fish kept in containers for display or placed on
temporary tables
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √
SCALERS – FISH PROCESSORS
a. Are the scalers educated about fish processing technology? √
b. Is ice being used for storing fish? √ No ice available
c. Is pipe-borne water available / being used √ Sea water being used. No pipe borne water
available
d. Are proper tables available for scaling operations √ Temporary wooden tables are used. Does not
allow for proper sanitizing
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full upgrade
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Need to remove all temporary and
unauthorized structures. Discontinue all fishery
unrelated activities, construct proper building
and implement programme for cleaning and
maintenance,.
53
Annex Table A4.2: Fish Market Infrastructure Data – Salem Fish Market, Runaway Bay
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Generally sanitary, upgrade will facilitate
better cleaning and management of
surroundings. Fish scalers clean their
processing area daily.
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√ Existence of a number of other structures,
many in poor conditions
c. Is the approach and service roads around building clear and
easily accessible?
√ Reasonably good road access to trading area.
Building available for fishers to store their
equipment in same area
d. Is there systems or equipment for control of unwanted
animals such as traps?
√ No animal or vermin traps. Area is open and
uncontrolled. Stray dogs frequent area
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Flies will have open
access to fish handling area.
f. Is the drainage system open to surface or permanently
installed underground?
√ Surface drainage / adsorption. No established
drainage infrastructure
g. Are the external walls properly plastered and free from
crevices, holes, dampness?
√ Informal structure, generally dilapidated.
INTERNAL INFORMATION - Fish Scaling Area
a. Are the walls and ceilings are properly painted? √ No walls and ceiling
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ No concreted floor exists. Floor comprise of
beach sand
c. Is there adequate ventilation arrangement inside building? √ Open to beach. Good ventilation
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None required
e. Is there adequacy of waste receptacles? √ Inadequate. Waste returned to sea
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ √ Waste returned to sea
g. Do traders and other occupants sleep overnight in the
building?
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material
or permanent’ such as steel or reinforced concrete?
√ Temporary structure
b. Is there a raised platform for displaying and/or unloading
fish?
√ Fish kept in containers for display or placed on
temporary tables
c. Is there adequate facilities for washing fish? √ Fish washed at sea before delivery to market
d. Are there proper and adequate tables or trading platform for
grading and sorting of fish?
√ Fish kept in containers for display or placed on
temporary tables
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √
SCALERS – FISH PROCESSORS
a. Are the scalers educated about fish processing technology? √
b. Is ice being used for storing fish? √ No ice available
c. Is pipe-borne water available / being used √ Sea water being used. No pipe borne water
available
d. Are proper tables available for scaling operations √ Temporary wooden tables are used. Does not
allow for proper sanitizing
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full upgrade
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Need to remove all temporary and
unauthorized structures. Discontinue all fishery
unrelated activities, construct proper building
and implement programme for cleaning and
maintenance.
54
Annex Table A4.3: Fish Market Infrastructure Data – Old Jail Fisherman’s Beach Fish Market,
St Ann Bay Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Open beach, no structure exist. Scaler uses a
tarpaulin and piece of wood on ground.
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
c. Is the approach and service roads around building clear and
easily accessible?
√ Poor access to trading area. Unpaved and
undeveloped
d. Is there systems or equipment for control of unwanted
animals such as traps?
√ Area is open and uncontrolled. Stray dogs
frequent area
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Flies will have open
access to fish handling area.
f. Is the drainage system open to surface or permanently
installed underground?
g. Are the external walls properly plastered and free from
crevices, holes, dampness?
INTERNAL INFORMATION - Fish Scaling Area
a. Are the walls and ceilings are properly painted? √ No walls and ceiling
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ No concreted floor exists. Floor comprise of
beach sand
c. Is there adequate ventilation arrangement inside building? √ Open to beach.
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None required
e. Is there adequacy of waste receptacles? √ Inadequate. Waste returned to sea
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ √ Waste returned to sea
g. Do traders and other occupants sleep overnight in the
building?
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material
or permanent’ such as steel or reinforced concrete?
√
b. Is there a raised platform for displaying and/or unloading
fish?
√ Fish kept in containers for display or placed on
ground or hanged on strings
c. Is there adequate facilities for washing fish? √
d. Are there proper and adequate tables or trading platform for
grading and sorting of fish?
√
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √
SCALERS – FISH PROCESSORS
a. Are the scalers educated about fish processing technology? √
b. Is ice being used for storing fish? √ No ice available
c. Is pipe-borne water available / being used √ Sea water being used. No pipe borne water
available
d. Are proper tables available for scaling operations √ Temporary wooden tables are used. Does not
allow for proper sanitizing
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full construction. Land is
available at current site.
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Old Jail Fisherman’s Cooperative is a
formalized group; seeks to improve facilities
for fishers and scalers
55
Annex Table A4.4: Fish Market Infrastructure Data – Ocho Rios Fish Market
Standard Checklist Yes /Good No /Poor Description of Problems
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Generally sanitary, upgrade will facilitate better
cleaning and management of surroundings. Fish
scalers clean their processing area daily. Small
unfinished concrete structure exists.
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√ Existence of a number of other structures, many
in poor conditions
c. Is the approach and service roads around building clear and
easily accessible?
√ Reasonably good road access to trading area.
Building available for fishers to store their
equipment in same area
d. Is there systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps. Area is open and
uncontrolled. Stray dogs frequent area
e. Are there pest, insect, rodent proofing and / or baiting
stations?
√ Market has open access. Flies will have open
access to fish handling area.
f. Is the drainage system open to surface or permanently
installed underground?
√ Surface / drainage adsorption.
g. Are the external walls properly plastered and free from
crevices, holes, dampness?
√ Incomplete informal structure, generally
dilapidated.
INTERNAL INFORMATION - Fish Scaling Area
a. Are the walls and ceilings are properly painted? √ No walls and ceiling
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ No concreted floor exists except for those with
access to small unfinished building
c. Is there adequate ventilation arrangement inside building? √ Open to beach. Good ventilation
d. Is there adequate exhaust fans for cooling the trading /
working area?
√ None required
e. Is there adequacy of waste receptacles? √ Inadequate. Waste returned to sea
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ √ Waste returned to sea
g. Do traders and other occupants sleep overnight in the
building?
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
√ Temporary structure
b. Is there a raised platform for displaying and/or unloading fish? √ Fish kept in containers for display or placed on
temporary tables
c. Is there adequate facilities for washing fish? √ Fish washed at sea before delivery to market
d. Are there proper and adequate tables or trading platform for
grading and sorting of fish?
√ Fish kept in containers for display or placed on
temporary tables
TRANSPORTATION
a. Is there adequate parking lots for clients? √
b. Is there adequate internal market transport? √
c. Is there adequate access ramps/loading bay? √
d. Are the aisle clear and easily assessable? √
SCALERS – FISH PROCESSORS
a. Are the scalers educated about fish processing technology? √
b. Is ice being used for storing fish? √ No ice available
c. Is pipe-borne water available / being used √ Sea water being used. No pipe borne water
available
d. Are proper tables available for scaling operations √ Temporary wooden tables are used. Does not
allow for proper sanitizing
11. MISCELLANEOUS
a. Comments on the need for modernisation/upgrading needs of
the market
Recommended for full upgrade
b. Comments on specific activities for improving appearance of
surroundings and environment in the short-term
Remove all temporary and unauthorized
structures. Discontinue all fishery unrelated
activities, construct proper building and
implement programme for cleaning and
maintenance.
56
Key Practices / Condition Handling and Marketing Facilities and Operations at Selected Fish
Landing Sites in St Elizabeth, St James and St Ann
Panel 4.1: Scaling Fish, Fish processing activities
at Old Jail Fisherman’s Beach, St Ann Bay
Panel 4.2: Washing fish using fetched sea water, Fish
processing activities at Old Jail Fisherman’s Beach, St Ann Bay
Panel 4.6: Lobster.
Absence of cold chain.
Lobster processing in wheel barrow at Alligator
Pond, St Elizabeth, Jamaica
Panel 4.5: Scaling Fish,
Fish processing activities at Alligator Pond, St
Elizabeth, Jamaica
Panel 4.4: Scaling Fish,
Fish processing activities at Alligator Pond, St
Elizabeth, Jamaica
Panel 4.3: Fish Scaling facilities at Salem,
Runaway Bay, St Anns, Jamaica
57
Panel 4.8: Ocho Rios
Unfinished fish scaling facilities
Panel 4.10: Fish displayed on crush ice for retail
sales, Toronto, Canada Panel 4.9: Enclosed, air conditioned in Toronto,
Canada
Panel 4.12: Fish handling facilities in Toronto,
Canada
Panel 4.7: Ocho Rios.
Unfinished fish scaling facilities, St Ann, Jamaica
Panel 4.11: Seafood stored in Cold Water to
maintain freshness
58
SECTION 5
MARKETS / BUYERS OF FRESH AGRICULTURAL PRODUCE
_____________________________________________________________
5.0 Introduction
Sections 5 to 8 of the report focus on key buyers of fresh produce in Jamaica. These include
hotels, processors, supermarkets, restaurants, exporters, marketing intermediaries and
household consumers. The characteristics and size of each market segment are addressed.
5.1 The Hotel Sector
In 2007, an estimated 2.9 million tourist visited Jamaica, of which 1.7 million or 59% was
characterised as stop-over arrivals. Of this category, 1.6 million (94%) were foreign nationals
with 71% of them arriving from the United States of America, 15.2 % from Europe and 9.1%
from Canada. The average length of stay in 2007 was 9.6 days, declining from 9.8 days during
2005 and 2006 (PIOJ 2007). Tourists were accommodated in a range of hotels, including resorts,
super clubs and guest houses contributing USD 1,934 mn in 2007. Montego Bay, Ocho Rios, and
Negril continued to be the most popular tourist destinations. Hotels scheduled for completion in
2008 were Iberoster-Phase ll, Fiesta – Phase 1, Riu – Phase iv, Gurpo Excellence and Palmyra –
Phase 1.
This section of the report presents the major findings from the survey conducted mostly among
the larger hotels in Jamaica. A combination of cluster and convenience sampling was employed
in the approach to the study. The survey sought to assess the preferred terms and conditions of
the hoteliers when purchasing fresh agricultural produce from farmers and middlemen. In
addition, an understanding of difficulties encountered during procurement is highlighted
including procurement arrangements, volumes and regularity of supplies.
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5.2 Major Qualitative Characteristics of Hotel Buyers
Based on the field visits to the hotels, the study found that there was an expressed preference
to purchase and utilize local fresh agricultural produce in the hospitality industry. This was
accredited to the (i) superior taste and (ii) the interest in supporting local farmers.
While the purchasing process for manufactured and pre-packaged foods were relatively simple,
this can be more complex in the case of fresh fruits and vegetables given the need for
minimization of wastage, labour saving initiatives and food safety. In some cases, the fresh
produce purchasing managers were quite knowledgeable of standards, quality and food safety
issues as they relate to fresh agricultural produce, including meat and fish while in others, the
purchasing managers lacked the minimum required skills.
Visits to the purchasing departments in some hotels found that the quality chain began at the
hotel rather than the field. Delivery of low quality fresh produce and poor post harvest handling
poses challenges at the point of purchase.
Supply contracts are typically negotiated for duration of 3 to 6 months. Payments for fresh
produce deliveries can range from 7 to 30 days. Some of the major qualitative characteristics of
this market segment are summarized below:
Box 5.1 Small Hotels
(May Fair, Salem Resort, Mandeville Hotel)
(i) Cooks decides on range and types of vegetables to be bought
(ii) Some chefs prefer to purchase at Wet Markets which allows for selection and bartering.
(iii) Prefer to purchase local vegetables, however price is an important consideration.
(iv) Do not want fresh-cut and pre-packed vegetables – staff available in-house for processing and recipes
may require both whole and chopped vegetables.
60
Box 5.2 Large Hotels
(Sandals Chain, Rui, Jamaica Grand, Super Clubs {7 hotels} )
(i) Some hotel chains have centralized policy with respect to purchasing fresh produce but there is
flexibility in some geographic locations.
(ii) Purchases from suppliers and farmers are on a contractual basis. Contracts are negotiated in advance
and may be for periods of 3 to 6 months.
(iii) Farmers must register at the hotels Head Office before supplying.
(iv) Shortfalls in supply and rejects are major concerns as the deficits have to be purchased from other
suppliers.
(v) Consistent prices and supply volumes are required as it is difficult to change menu at short notice.
(vi) Produce managers require notification of fruits and vegetables that are in short supply or going out of
season and also those that will become available to allow their inclusion in the menu.
(vii) Selection criteria include size, colour, wholesomeness, maturity and dressing percentage.
(viii) Hotels typically operate under a 7-14 day credit arrangement with suppliers.
(ix) Imported vegetables are purchased to satisfy forecasted supply shortfall or where there is quality
deficiency as the case of carrots. This may be purchased from designated importers / suppliers.
(x) Hoteliers (purchasing managers and chefs) have expressed their willingness to participate in training
programmes to improve quality and food safety standards in the sector.
(xi) Shortages experienced with romaine lettuce, cabbage, sweet peppers, broccoli, cantaloupe, winter
melon, Asian vegetables and carrots. Quality is critical.
5.3 Estimation of the Market Size
The analysis of the buyer characteristics and estimation of the market size of the hotel/tourist
sector places primary focus on the larger hotels in order to facilitate wider coverage of the
industry. In this regard, hotels were selected on the basis of their location in Montego Bay and
Ocho Rios and the larger chains. A comprehensive list of hotels was generated and telephone
calls were made in a bid to set up appointments. This approach however proved difficult in that
respondents claimed that they already accommodated individuals from Government
departments and consultants who were doing similar study and that it was time consuming.
61
The researcher therefore resorted to using convenience sampling, primarily through making
cold calls to head offices, hotels, and some telephone calls to key stakeholders. In many
instances, the purchasing managers of fresh agricultural produce were enumerated. Data on
monthly occupancy levels, which were to be used to correlate with purchases proved difficult to
access as the data was either deemed confidential or unavailable. In this regard, an alternative
approach was derived based on consultations with the industry’s Chefs, Nutritionists and
researched literature. Such an approach was supported be major stakeholders within the sector.
5.3.1 Approach to Estimation – Major Assumptions
In 2007, tourist visiting Jamaica spent an estimated USD 43.93 (38.4%) on room, USD 24.74
(21.6%) on food and beverage (in accommodation); USD 7.34 (6.4%) on Food and beverage
(outside accommodation); USD 11.19 (9.8%) on entertainment and USD 27.34 (33.6%) on
transport, shopping and miscellaneous from a total average expenditure of USD 114.54/day.
Given the expenditure on food and beverages, the hospitality industry also represents a
potentially important market for Jamaica’s fresh agricultural produce.
This subsection therefore sets out to estimate the volume of selected agricultural commodities
that will be required by this market. Two sets of data were used:
(i) the minimum daily nutritional requirement for an adult, and
(ii) the population of stop over visitors and their average length of stay.
This approach to estimate the potential demand was consistently advised by various
professional chefs in the hospitality sector. Given the paucity of quantitative data in the
industry differentiated by consumption patterns of various types of fruits and the actual
occupancy of the hotels. It also offered a less tedious approach than actual volumes bought by
each hotel and the commensurate occupancy levels. Attempts were also made using the latter
approach but in most cases proved futile and the data obtained at best may be considered as
either “estimated” or “confidential and thus cannot be released”. The monthly Visitor Arrivals
however, had the potential of offering a good monthly forecasting mechanism. Data for the
latter was obtained from the Jamaican Tourist Board website.
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The average stay used for the estimation was 9.8 days. The monthly visitor arrivals varied by
months with peaks during March, August and December and troughs in January, May and
September. Arrival trends were similar during the three years and arrivals were higher during
2006 and 2007 over the 2005 period (Figure 5.1).
The Recommended Daily Serving (Exchange List) used in the analysis was adopted from
Campbell, V.S., Sinha, D.P. (2006)2, Indar, P (2002)3 and through consultation with Granderson, I
(2009)4, as well as various hospitality chefs in the sector in Jamaica5. These represent the
average industry standards and are consistent with average daily energy (calories), protein and
fat in servings of commonly eaten foods recommended for persons over 18 years of age at 2,000
calories per day. The study recognizes that calorie intake per day will vary according to age,
body type, activity levels and sex (women – 2,000 calories/day, men 3,000 calories / day). The
2 Campbell, V.S., Sinha, D.P. (2006)., Nutrition Made Simple. Caribbean Food and Nutrition Institute. Pan American Health
Organization. PAHO/CFNI/95.J12. pp. 241-42 3 The Multi-Cultural Cuisine of Trinidad and Tobago and the Caribbean (2002)., Naparima Girls High School Cookbook., Updated
and Revised Edition. 4 Granderson, I, (PhD). Methodology developed in consultation of Dr Isabella Granderson, Lecturer / Food Nutritionist in the Human
Ecology programme of the Department of Agricultural Extension, UWI, Trinidad. 5 Includes president of the Jamaica Hotel Chef’s Association
63
formula used for conversion from food equivalent to raw equivalent is presented in equation 1
and the key assumptions and the residency duration are detailed in Table 5.1 and 5.2 below.
Monthly Requirement = (Monthly number of stopover visitors) x (Average length of stay) x
(Recommended daily serving) x (No. of serving / day) x
(conversion to raw equivalent) ...............eqn (1)
Table 5.1: Key Assumptions and Parameters used for Estimation of Daily Consumption of Raw
Fruit, Vegetable, Fruit and Meat Equivalent (Exchange List)
Parameters Tomato Lamb
Fresh
Fish Carrots Watermelon Cantaloupe Yam Escallion
Hot
Peppers
Recommended
Serving (ozs*)
4 ozs
(1 cup
raw)
6 ozs fresh
2 ozs cooked
(60 gm)
120 g
(4 ozs)
4 ozs
1 cup raw
8 ozs pulp
16 ozs slice
(450 gms)
8 ozs pulp
16 ozs slice
(450 gms) 4 ozs 0.1 0.1
No. of Servings / day 2 0.33 1 2 0.33 0.33 1 1 1
Required weight
/day (ozs) 2 1.98 5 8 2.64 2.64 3 0.1 0.1
Conversion to raw
equivalent
(conversion factor) 1.1 1.1 1.2 1.2 2 2 1.25 1.1 1.2
Monthly number of
stopover visitors 2005-07 average monthly arrival (see Table 5.2)
Average Visitor
length of stay 9.8 days
Total resident days Average monthly arrival * Average visitor stopover
Lamb requirement 1/3 chicken requirement. Chicken is served daily.
*1 ounce = 28 grams
Yam: 1 lb of raw yam yield 12 ozs of vegetable and 4 ozs peel = 3 cups of cooked yam (12 ozs) 1cup cooked yam = 4 ozs
Table 5.2: Average Monthly Tourist / Visitor Residency in Jamaica (Source JTB)
Monthly Visitor Arrival
Month 2005 2006 2007 3 Year Average
Average
Visitor
Stop Over
(days)
Total
Resident
(Days)
Jan 117,000 131,000 130,000 126,000 9.8 1,234,800
Feb 123,000 138,000 133,000 131,333 9.8 1,287,067
Mar 155,000 167,000 165,000 162,333 9.8 1,590,867
Apr 124,000 163,000 151,000 146,000 9.8 1,430,800
May 111,000 134,000 132,000 125,667 9.8 1,231,533
Jun 133,000 158,000 157,000 149,333 9.8 1,463,467
Jul 151,000 180,000 195,000 175,333 9.8 1,718,267
Aug 118,000 142,000 137,000 132,333 9.8 1,296,867
Sep 73,000 80,000 90,000 81,000 9.8 793,800
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Oct 87,000 94,000 108,000 96,333 9.8 944,067
Nov 122,000 122,000 125,000 123,000 9.8 1,205,400
Dec 165,000 168,000 180,000 171,000 9.8 1,675,800
5.3.2 The Results and Analysis
Using the arrival and residency data for stop-over tourist in Jamaica as well as the exchange list ,
the monthly estimates for selected commodities: Tomato, lamb, fish, carrots, watermelon,
cantaloupe, yam, escallion and hot peppers are presented in Table 5.3. Both monthly and
annual estimates are presented.
Table 5.3: Estimated Monthly Requirement of Selected Commodities based on
Average Tourist Arrival and Residency in Jamaica (kg)
Month Tomato Lamb Fish Carrots Watermelon Cantaloupe Yam Escallion
Hot
Peppers
Jan 308,700 76,403 168,382 364,827 185,220 185,220 168,382 3,859 4,210
Feb 321,767 79,637 175,509 380,270 193,060 193,060 175,509 4,022 4,388
Mar 397,717 98,435 216,936 470,029 238,630 238,630 216,936 4,971 5,423
Apr 357,700 88,531 195,109 422,736 214,620 214,620 195,109 4,471 4,878
May 307,883 76,201 167,936 363,862 184,730 184,730 167,936 3,849 4,198
Jun 365,867 90,552 199,564 432,388 219,520 219,520 199,564 4,573 4,989
Jul 429,567 106,318 234,309 507,670 257,740 257,740 234,309 5,370 5,858
Aug 324,217 80,244 176,845 383,165 194,530 194,530 176,845 4,053 4,421
Sep 198,450 49,116 108,245 234,532 119,070 119,070 108,245 2,481 2,706
Oct 236,017 58,414 128,736 278,929 141,610 141,610 128,736 2,950 3,218
Nov 301,350 74,584 164,373 356,141 180,810 180,810 164,373 3,767 4,109
Dec 418,950 103,690 228,518 495,123 251,370 251,370 228,518 5,237 5,713
Total(*) 3,968,183 982,125 2,164,464 4,689,671 2,380,910 2,380,910 2,164,464 49,602 54,112
(*) Monthly Requirement = (Monthly number of stopover visitors) x (Average length of stay) x (Recommended
daily serving) x (No. of serving / day) x (conversion to raw equivalent)
The specific hotel requirement will differ based on their number of rooms, occupancy levels and
individual menu. Nonetheless, the monthly data gives a good estimation of the volume
requirements and the market potential for selected fresh fruits, vegetables and meats.
5.4 Opportunities for Expansion of Domestic Production of Fresh Produce
Analysis of the data for the hospitality industry show very high demand (as a percent of total
availability) in the case of cantaloupe (79%) and medium demand for carrot (24%), watermelon
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(25%), tomato (20%) sheep meat (16%) and fish (9%) as shown in Table 4.5. The requirements
for scallion, yams and hot pepper were low.
Further analysis of the data in the hospitality sector show tourism sector requirement as share
of domestic production to be 12,277% more than production of sheep meat / mutton and lamb
and 87% of the cantaloupe production; watermelon 25%, carrot 24%, tomato 20% and fish 18%.
The data also identify the production segments with additional opportunities for Jamaican
producers and also the commodities that are imported to satisfy production shortfall. Although
the annual data requirement shows a high level of satisfaction, analysis of the monthly
requirements did not follow the same trend of the monthly production volumes.
Table 5.5: Estimated Hospitality Sector Demand for Selected Foods based on
Jamaica 2007 Agricultural Production Levels and Availability (Tonnes)
Commodity Production
Tonnes Imports Exports Availability
Tourism
Requirement
(Tonnes)
Tourism
Requirement
as share of
availability (%)
Tourism Sector
Requirement
as share of
Domestic
Production (%)
Fish
(Seafood) 11,838 22,082 9,052 24,868 2,164 9% 18%
Carrot 19,365 319 0 19,684 4,690 24% 24%
Cantaloupe 2,743 260 0 3,003 2,381 79% 87%
Escallion 10,841 1 26 10,816 50 0% 0%
Hot Pepper 6,596 251 129 6,718 54 1% 1%
Tomato 19,576 362 0 19,938 3,968 20% 20%
Watermelon 9,573 112 0 9,685 2,381 25% 25%
Yam 121,628 0 12 121,616 2,164 2% 2%
Sheep Meat 8 6,203 0 6,211 982 16% 12277%
Goat Meat 537 936 0 1,473 0% 0%
The Market for Tomato: The analysis of the data for the hospitality industry show tourism
sector requirement as share of domestic production to be 20% in the case of tomato. The
industry has a high preference for the larger tomatoes vs the smaller plummy which makes up
the majority of tomatoes produced in Jamaica. The higher tourist arrival during the latter
quarter of the year coincides with the months of lower tomato production in Jamaica (Figure
5.2). These latter months of the year also coincides with the increased imports of tomato into
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Jamaica. Most of these imports are used to satisfy the demand for large tomatoes by the
hospitality sector during the months of supply shortfall. Herein lies a window of opportunity
for tomato producers in Jamaica. Tomato volume imports are presented in Table 5.5 above.
Note: Monthly production was extrapolated from Quarterly Production data in Figure 5.2 above.
5.5 Specific Requirements for Selected Fresh Produce
In addition to the volume requirements presented above, visits to the hoteliers also identified a
set of requirements based on qualitative characteristics. The key requirements and
recommendations are presented in Table 5.6 below. Data for other commodities that the sector
is having difficult to access are also presented.
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Table 5.6: Specific Qualitative Requirements made by the Hospitality Sector
Commodity Existing Situation Key Constraints / Challenges/Issues Development Work Required
Tomato
Demand for large tomatoes. Inadequate quantities of good quality
large tomatoes year-round.
Develop systems to insure year-round
supply, moreso during the critical
months- shadehouses, irrigation, cold
storage.
Carrots The hotel industry requires
large carrots, similar varietal
characteristics well trimmed,
firm, fairly clean, fairly well
coloured, fairly smooth /not
excessively rough, not
seriously misshapen; fairly
well formed; free from
damage, growth cracks etc.
Poorly shaped lead to low dressing
percentage or yields in the kitchen.
Additional trimming during food
preparation places a demand for
additional labour, thereby increasing
costs.
Agronomic interventions.
Specialized training of producers.
Implementation of a strict system of
grading and standardization.
Watermelon Fruits too small, sometimes
soggy inside and immature
at harvest.
Hoteliers require large fruits for scale
economy. There is a year round
scarcity of good quality fruits.
Cultivation of large fruits for the
hotel/tourism sector year-round.
Cantaloupe Fruits too small, sometimes
soggy inside and immature
at harvest.
Hoteliers require high quality fruits for
scale economy. There is a year round
scarcity of fruits.
Cultivation to insure year-round supply
of good quality fruits.
Fish Hotels purchase fish from
local contracted supplier.
Local and imported marine
fish also included in the
menu.
Small scale processors with good
processing and handling standards
may enter this market.
Training of a cadre of small-scale fish
processors.
Training of fishermen re. Fish handling,
and maintenance of cold chain.
Mutton and
Chevron
Local mutton and chevron
bought when there is special
request for local meats for
various festivities.
Quality standards need to be
addressed at:
(i) Slaughter- abattoir, health
inspections, approvals
(ii) Meat quality- marbling,
firmness, texture, age of
animal.
(iii) Maintenance of cold chain
after slaughter
Programme to improve local mutton
and chevron quality standards to insure
optimal quality attributes such as
marbling, color, firmness, texture, and
age of the animal. Animals are often
slaughtered beyond optimal age.
Hot Peppers &
Escallion
Adequate supplies available
Asian vegetables Inadequate supplies
available. Opportunities exist
for exports.
There is a year round scarcity of good
quality vegetables for the growing
Asian community / visitors.
Agronomy of growing Asian vegetables.
Development of local and export
markets.
Other commodities
in high demand
Sweet Peppers
Requires large yellow, red
and green bell peppers
Small sweet peppers yield low
dressing percentage and require
additional labour for preparation.
Cultivation to insure year-round supply
of good quality sweet peppers.
Other commodities
in high demand
Beef
Industry requires high quality
beef.
Quality standards need to be
addressed at:
(i) Slaughter- abattoir, health
inspections, approvals
(ii) Meat quality- marbling,
firmness, texture, age of
animal.
Maintenance of cold chain after
slaughter
Programme to improve local beef
quality standards to insure optimal
quality attributes such as marbling,
color, firmness, texture, and age of the
animal. Animals are often slaughtered
beyond optimal age. There may be the
need to address the feeding regime of
local beef animals.
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5.6 Key Constraints / Challenges/Issues
The major challenges facing the hospitality sector are as follows:
1. Lack of a market information and intelligence system. This makes it difficult to locate
suppliers, farmers, higglers etc and for farmers to exploit the opportunities that may
exist.
2. Lack of an effective quality assurance system for the fresh produce industry.
3. Low technical capability of some farmers, higglers and other marketing intermediaries
as it relate to quality assurance and food safety.
4. Farmers have generally indicated that their lack of interest in servicing the hospitality
industry relates to the need to supply on credit. In this regard, when prices are higher at
the wet markets, the hospitality industry may end up as a residual market. Lower quality
produce may then be delivered to the hotels.
5.7 Development Work Required
In order to address the challenges facing the hospitality sector, the following are recommended:
1. Training of purchasing managers in areas of post harvest handling, food safety and quality
assurance that can in turn insure quality in the supply chain and enforce industry fresh
produce standards.
2. Develop and implement as system of Good Agricultural Practices (GAP) extending from farm
to fork in the fresh produce industry.
3. Train farmers, higglers, other intermediaries, purchasing personnel and chefs / kitchen staff
in post harvest handling, quality assurance, food safety and tracability.
69
4. Develop and make widely available a Market Information and intelligence system to include
monthly estimates of hotel requirement based on seasonality, availability, quality and
standards.
5. Development of a farmers and suppliers database for use by hoteliers.
6. Special agronomic and quality assurance management training for farmers / producers to
insure high standards and continuity of supply. Commodities to be targeted include
cantaloupe, watermelon, sweet (bell) peppers, tomatoes, romaine lettuce, carrots, broccoli,
and cauliflower. These vegetables were identified by hoteliers as commodities that are
difficult to access locally.
7. Cultivation and promotion of organic linkages between the hospitality and agriculture
industries. Consultation to include chefs, hotel purchasing managers, farmers, marketing
intermediaries and transport services providers.
8. Upgrade of the Ocho Rios market to meet high health and food safety standards where it
may facilitate wholesale market trade between the major farming communities and the
hospitality sector on the north coast of Jamaica. It is expected that hoteliers will visit this
market facility to purchase a full range for fresh produce, develop contacts and undertake
cash (vs credit) transactions. The Ocho Rios market is strategically located on a large
property, offering much opportunity for expansion, parking facilities and additional
conveniences. Transport distances that may be beneficial to farmers who are likely to use
this market are presented in Figure 5.1 and 5.1.
Basis of Selecting Major Tourism Centres Relative to Townships: A list with distances to
major townships across Jamaica was accessed from the Ministry of Agriculture Data Bank.
From this list, the ten major townships closest to Montego Bay were selected as well as the
ten closest ones to Ocho Rios. Both sub-lists were aggregated into 20 townships to
generate the maps presented in Figures 5.1 and 5.2 below. The analysis shows that 12
major agriculturally based township were within 50 kilometres from the Ocho Rios tourism
centre while only four of similar townships were within the same range from Montego Bay.
In the case of Montego Bay, the largest cluster (9) of agricultural townships was located
within the 50 - 150 kilometres range. The average relative distances between townships
from Ocho Rios was 52 kilometres and 78 kilometres from Montego Bay. The other
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prominent tourism area in the north coast, Negril, centre was also included in the analysis
to show accessibility to the market of concern.
71
SECTION 6
SUPERMARKETS
______________________________________________________________________________
6.1 Existing Situation
In Jamaica, supermarkets have been adding convenience by including fresh agricultural produce
in the range of goods presented. They have recognized that consumers in the urban areas are
becoming increasingly concerned about food safety and quality and also, they have less time
available to visit the wet markets to purchase produce. The supermarkets have also been using
the fresh produce sections to capture market share from the retail fresh produce markets,
traditionally dominated by small farmers and higglers.
In some cases, the supermarkets require farmers to supply high quality produce – quality and
size and continuity of supply is critical. Most supermarkets return spoilt and sometimes unsold
fresh produce to farmers and intermediaries. The growth in supermarket retailing of fresh fruits
and vegetables may have been enhanced by the poor health and food safety conditions in the
local wet markets. In fact, a random consumer survey conducted in November 2008 in response
to separate questions found that 70% of consumers considered quality as the major driving
factor, 53% considered “loyalty to country” and 43% said “price”. Prices at the wet markets are
known to be lower, for example tomatoes $J 228/kg while at the supermarket was $J 386/kg,
representing a spread of 69 % between the wet market retail price and the supermarket prices.
Analysis of the marketshare databases found that over 80% of Jamaica’s fresh produce passes
through the wet markets, and less than 5% are sold retail at the supermarkets. Farmers may
periodically supply the supermarkets with fresh produce, most times one or a few commodities,
while marketing intermediaries often purchase from the fields, from exporters (culls in the case
of yams) or at the various wholesale markets.
The major supermarket chains include HiLo (13 stores), Superplus (22 stores), Shoppers Fair and
Mega Mart. It was found out the Hilo and Superplus, together control 80% of the supermarkets
in Jamaica, with each controlling 40%. The estimated sale volumes for the commodities of
interest for the supermarket segment of the market are presented in Table 6.1. The study found
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that some supermarkets carried negligible volumes of fresh produce, especially those located
outside of Kingston, in the lower income neighbourhoods and those in close proximity to the
municipal markets.
Table 6.1: Estimates of Supermarket Demand for Selected Fresh Agricultural Produce
Commodity Total Supermarket
(Tonne)
Carrots 101
Tomatoes 145
Yams 107
Watermelon 73
Cantaloupe 28
Hot peppers 16
Escallion 43
Mutton (Imported) 50
Data Sources: HiLo (13 stores), Superplus (22 stores), Shoppers Fair and Mega Mart (2008)
6.2 Summary of Major Findings from Field Visit to Supermarkets
Hereunder is a summary listing of the major findings from visits to the supermarkets in Jamaica.
The listing represents qualitative data and characteristics peculiar to the sector.
1. The range of whole vegetables includes hot peppers, tomato, cauliflower, green and red
cabbage, corn, celery, pumpkin, carrot, string bean, cho-cho (christophene), hot pepper
and iceberg lettuce.
2. Vegetables were either presented lose which allows for sorting or packed using
styrofoam trays and then wrapped in shrink wrap plastic.
3. Fresh produce is delivered loose to the supermarket and packed in-house.
4. Produce managers indicate that their customers purchase their fresh vegetables at
supermarkets primarily because of cleanliness, safety and comfort.
5. Supermarkets in close proximity to the wet markets indicated that they cannot compete
with prices at the wet markets.
6. Vegetables are purchased from farmers and other suppliers based on cleanliness,
wholesomeness and appearance.
73
7. Quality-based selection of vegetables is done at time of delivery to the supermarket and
spoilt vegetables are returned to supplier. In this regard, some level of tracability exists
at this retail level.
8. There are no testing facilities or stated protocol for cleanliness or residues---confidence
is therefore placed on the suppliers which may be a major weakness in the supply chain.
9. Some members of staff received training in various aspects of supermarket
management in the USA and at UWI, St Augustine, Trinidad. This includes post harvest
handling, packing and fresh agricultural produce display food safety.
10. Shortages are seasonal and intermittent – droughts, rainy reason and times of
hurricanes.
11. Additional trading space is available in-house in some supermarkets for expansion,
should a wider range of fresh produce become available.
12. Post harvest losses in supermarkets include soft rot in tomatoes and sweet peppers,
rapid dehydration of leafy vegetables, browning of cut surfaces on yams, yellowing of
escallions.
13. Supermarkets have verbal contract arrangements with farmers and other suppliers and
in some cases may know farmers personally.
14. There is an indicated preference to purchase directly from farmers because of better
prices.
15. Suppliers are paid 1 - 2 weeks after delivery of fresh produce to the supermarkets.
16. Small hotels purchases from supermarkets when their stocks run out.
17. There is a need to enhance the quality and post harvest handling of fresh fruits and
vegetables as imported vegetables always look fresher and crisper.
18. Consistency of supplies and honouring of contract for delivery are important. Supplies of
domestic vegetables are periodically irregular and suppliers cancel delivery without
notice when prices are higher elsewhere and also where the crop fails.
74
19. Supermarkets expressed a willingness to work with farmers to ensure product safety,
quality standards and traceability in the industry.
20. Local farmers need to address competitiveness and efficiency.
21. A system of grades and standards need to be implemented in the industry.
22. Selection takes place at time of delivery and generally higher quality produce is
preferred.
6.3 Challenges to Producers in Supplying the Supermarkets
Farm-gate or wholesale markets represent short, simple supply chains to which the farmers are
accustomed and receives cash at time of transaction. Supermarkets involves credit transactions,
small volumes, returns of spoilt and unsold produce and often requires refrigerated transport,
plastic field crates and a wide range of produce. In some cases purchasing of fresh produce is
left to the decision of the managers of each retail store rather than a centralized procurement
system. Relationships have been identified as important; many supermarkets buy from
traditional wholesalers, as well as individual farmers.
6.4 Recommendations
Supermarkets represent a small but significant market segment for fresh fruits and vegetables.
They add convenience, security, have improved post harvest handling and presentation and are
generally cleaner or more sanitary than the wet markets. Focus on supermarkets can reduce
pressure on the municipal markets in terms of provision of trading space, improving the
distribution system thus allowing for easier access of fresh fruits and vegetables to consumers
and also act as drivers by providing a “quality shopping and trading environment”.
Fostering the supermarket trade will require the following:
1. Improvement of farmers’ agronomic, post harvest and agribusiness skills.
75
2. Improvement in transportation systems, using better adapted vehicles, stackable
crates and chilling where required.
3. Strengthening of farmer linkages with agribusiness and implementation of a system
of ongoing market information and training.
4. Development of a farmers’ database that allows supermarkets to insure supply
reliability and continuity.
In addition, the supermarket chains can facilitate targeted food safety improvements in the food
and beverage industry through:
1. Development and implementation of a system of grades and standards.
2. Implementation of a system of Good Agricultural Practices from ‘farm to fork’ to
insures consumers’ health and safety.
3. Improved postharvest systems are required in supermarkets to address
malfunctioning display chillers that lead to rapid dehydration and losses of leafy
vegetables.
4. Encourage adoption of appropriate and attractive display packaging.
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SECTION 7
RESTAURANTS
______________________________________________________________________________
This section presents the finding of a survey conducted among the restaurant food service
market segment in Jamaica. The annual volume of fresh produce requirement is first presented,
followed by the transaction practices and other characteristics. Data were collected through
meetings and other contacts with representative at the restaurants’ head offices and a series of
visits to various outlets.
7.1 Existing Situation
There are four major restaurant chains in Jamaica that utilize a significant amount of fresh
agricultural produce: Juicy Patties, Island Grill, Mother’s and Tastee. Juicy Patties has 31
restaurants, Mother’s has 18, Island Grill 14 and Tastee has one major factory outlet. Burger
King and KFC use negligible volumes of the commodities of interest. The estimated volumes for
the commodities of interest for these restaurants are presented in Table 4.7.
Table 7.1: Estimated Annual Use of Fresh Produce by
Selected Major Restaurants, 2008 (Tonnes) Commodities Total (Tonne)
1. Carrots 57
2 Tomatoes 124
3. Escallion 49
4. Hot peppers 57
5.Watermelon 0
6.Cantaloupe 0
7. Yams 74
Data Sources: Juicy Patties, Island Grill, Mother’s, Tastee & KFC (2008)
77
7.2 Summary of Major Findings from Field Visit to the Restaurants
1. Vegetables are purchases from many farmers and they hedge with the open market.
2. Price is the most important consideration -- due to the nature of the fast food
restaurant operation, cannot change prices according to fluctuations in the market.
3. Recognises the importance of food safety and tracability as it can affect the business
reputation.
4. Willingness to collaborate in market research and training programmes for farmers
to ensure a better and guaranteed supply of vegetables.
5. Prefer to purchase from producers who grow according to an approved crop
agronomy protocol.
6. Purchases only on delivery to the factory gate to minimize post harvest losses and
conflicts.
7. The franchise restaurants do their own purchases of vegetables.
8. Shelf life, food safety and quality are major driving factors.
9. No contract system is used and there are no penalties.
10. Require farmers to indicate chemicals used in growing the crops.
11. Expansion of demand depends on the performance of the economy.
12. Vegetables that are difficult to access include: spinach (calaloo) and pakchoi.
7.3 Recommendations
Restaurants represent a small yet significant market segment for fresh vegetables. They
represent a major value added segment to local vegetables. Given the nature of the business
and price stickiness, continued work is required to insure this set of buyers obtain the required
vegetables year-round and at stable prices.
Fostering stability and growth in this business will require the following:
78
1. Improvement of farmers’ agronomic, post harvest and agribusiness skills and
implementation of a system of good agricultural practices and tracability to
guarantee high quality products enter this market.
2. Improvement in transportation systems, using better adapted vehicles, stackable
crates and chilling where required.
3. Strengthening of farmer linkages and development of a farmers’ database that
allows food service operators access to a reliable supply base.
4. Low Hanging Vegetables: Possible opportunities may exist for small farmers to
supply spinach (calaloo) and pakchoi to the food service sector6.
6 Identified by Juci Patties head office.
79
SECTION 8
AGRO-PROCESSORS
______________________________________________________________________________
8.1 Existing Situation
A comprehensive list of agro processors were provided by Jamaica Export Market Association
from which those processors who were processing the commodities of interest were selected. In
order to enumerate the processors, attempts were made for appointments; however, this
resulted in limited success. As such, the researchers resorted to telephone conversations and
cold calls, which were more successful. A total of fourteen such processors were contacted,
some of whom were located within the selected parishes. Processors purchase produce across
Jamaica rather than bounded by parishes.
The data show that in 2007, an estimated 6,557 tonnes of tomato went into agro processing;
2,304 tonnes of escallion, 5,620 tonnes of hot pepper, 3,907 tonnes of carrot and 13 tonnes of
yams (Table 8.1).
Table 8.1: Volume of Locally Produced Vegetables used by Processors in Jamaica,
2007 – Tonne/year PROCESSORS DOMESTIC PRODUCE
Tomato Escallion Hot Pepper Carrot Yam
True Juice 0 0 0 65 0
Grays Pepper 0 0 436 0 0
Musson Jamaica 0 0 0 1745 0
King Pepper 0 436 436 0 0
Spur Tree Spices Ja Ltd 0 22 55 0 0
West Best Foods 6546 44 22 35 13
Picka Pepper 0 0 3273 0 0
Busha Brown 11 68 45 0 0
Ashman Food Products 0 9 23 0 0
Central Food Packers 0 164 68 0 0
TiJule Company Ltd 0 682 545 0 0
Boston Jerk Seasoning 0 9 11 0 0
Southern Fruits & Food Processors Ltd 0 188 24 2062 0
WALKERS WOOD 0 682 682 0 0
TOTAL 6557 2304 5620 3907 13
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In addition to the data in Table 8.1, agro-processors also imported 1,298 tonnes of tomato paste
in 2007 valued at USD 1.4 mn. The country imported 59% from China, 35% from Chile and 6%
from the USA. This is an equivalent of 7,788 tonnes of tomato using a conversion rate of 6:1. At
an exchange rate of J88 = 1 USD, the cif import price averaged J$ 92.00/kg of tomato paste or
J$ 15.00 / kg tomato, ceteris paribus. At a domestic cost of production of J$ 56.00/kg,
Jamaican tomato producers will clearly be uncompetitive with the producers in China, Chile
and the USA. Based on this scenario, it will not be feasible for Jamaican tomato farmers to
pursuing the tomato paste market.
The processors manufactured a range of pepper-based products, seasonings, sauces and other
condiments for both the domestic and export markets. The major constraints, challenges and
issues raised are listed in the next subsection below.
8.2 Major Constraints / Challenges / Issues
1. Hot pepper is easily available locally for six months during the year. While adequate
volumes are available during these months for processing through the year, the
challenge is to access adequate finance for these purchases and storage without
disrupting the cash flow of the business.
2. Industry stakeholders have indicated that strong support will be required if
processors were to take up the task of purchasing hot peppers during time of glut.
Past experiences has been disastrous when the dependence was placed solely on
local supply.
3. There exists the “The Walker’s Wood Farmers Group” which is strongly supported
by the processing plant. The group has been existence for over 7 years. Though not
very structured/formal, they remain very active. Crops grown primarily include hot
pepper, lettuce, pumpkin, sweet pepper.
4. The annual demand by Walkers Wood has been estimated at 682 tonnes (1.5 mn
lbs) each of pepper and scallion per year. Factory anticipates a willingness to
purchase up to 68 tonnes (150,000 lbs) of mash.
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5. Marketing is critical for expansion of the hot pepper industry. There is a need to
have a workable arrangement with farmers. That is, the farmers need to understand
the way the market work, know the different segments and price levels. They should
consider planting a variety of crops to compensate for the payment lapse with
processors as well as the fairly lower prices. The Walkers Wood’s group was able to
do so with their mixed cropping system.
6. Other farmers can examine the Walker’s Wood farmers’ model in a bid to broaden
the strategy.
7. Base price paid to farmers for hot pepper is $25-30/lb for red (Caribbean and West
Indian) and Scotch Bonnet at $40-45/lb.
8. As it relates to post harvest handling, there are specific protocols. Produce must be
free from residue and should be produced using GAP. There are stipulations for
spraying and use of agrochemicals. Use of plastic crates are stipulated and feed or
fertilizer bags are not allowed.
9. Industry needs assistance for establishing soil fertility and control of thrisp and
mites to enhance their suppliers’ capability.
10. Payment system includes a 14 days credit. At that price, farmer should benefit from
a 30% profit margin.
11. Plot sizes of the typical suppliers range from ¼ to ½ acre (0.1 – 0.2 ha) of hot pepper.
12. Processor expressed willingness to semi-process and store excess during glut
periods and will corroborate with other agencies on resource use efficiency.
13. Problems with having farmers agreeing on prices offered.
14. Other processor (St Elizabeth) expressed willingness to work closely with Escallion
and watermelon producers to restore the size of the industry in that parish. R&D
includes extraction of oleochemicals. Require assistance for establishing cold
storage to purchase and store farmers produce for processing.
15. Low Hanging Vegetables: Possible opportunities may exist for small farmers to
supply tomato to agroprocessor7.
7 Identified by West Best, Savanna La Mar. Indicated a willing to purchase, however volumes and prices were not indicated
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8.3 Recommendations
Based on the findings and the concerns emanated from the discussions with the processors the
following recommendations, if employed should lead to much improvement between the
farmers and this market segment.
1. Making available access to capital to facilitate processors purchasing and storage of
hot peppers and scallion during times of gluts. Given the need for HACCP and
maintenance of formulations, processors may be best positioned to handle this task.
Facilitation will require adequate capital to prevent disruption in the processing
plant’s cash flow requirement.
2. Access to new formulations and products to expand the markets for fresh
agricultural produce. This is critical in the case of yams.
3. Developing model satellite farms around the major processors to supply the
processing plants year-round.
4. Provision of an agronomist for the hot pepper segment with a special portfolio for
insuring anticipated processing volumes are met, especially during the Q3 and Q4
periods of the year.
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SECTION 9
GREEN GROCERS
_____________________________________________________________
9.1 Private Retail Markets – Green Grocers
The concept of Green Groceries is now at an early emerging stage in Jamaica. These private
markets, if strategically located have the potential for increasing consumer comfort and
reducing the demand on the public sector for provision of public markets. Given the pressure
already evident in all wholesale and retail markets visited, promotion of green groceries as an
agribusiness initiative is recommended.
Green groceries can also provide convenient parking, more sanitary facilities, security, proper
toilet facilities, and ease of promotion and modification of display area to suit the targeted
clientele. This initiative could also provide additional direct market outlets for the small farmers
and ultimately provide them with higher prices for their produce.
Private Green Groceries can carry a wider range of fresh vegetables and meats in the same
location, thereby offering the one-stop-shop concept. They can easily compete with the
municipal wet markets as evident in from one within the vicinity of the Ocho Rios municipal
market. This concept is quite popular in the metropolitan countries town centres Miami, New
York, Toronto and London. The panels that follow presents the layout of Green Groceries in
other parts of the Caribbean as well as Toronto. These are presented as a model for Jamaica to
consider.
Opportunity: green grocers offer significant business opportunities for both Agribusiness,
groups and for direct linkages with farmers.
Green Grocers in Suriname
84
Green Grocers Display in Toronto
85
SECTION 10
MARKETEERS AND OTHER MARKETING INTERMEDERIES
______________________________________________________________________________
10.1 Marketers and Other Marketing Intermediaries
The marketing intermediaries (higglers / hucksters) perform a range of functions in the supply
chain, including farmgate purchase, harvest, collection, post harvest, aggregation, sales,
wholesale market purchasing and re-distribution service in the fresh produce marketing system.
Sometimes purchasing may be done 3-5 days before transaction date, requiring price hedging at
purchase.
Further examination of the higglers / marketing intermediaries at the markets, show the
performance of an important collection, aggregation and re-distribution service in the fresh
produce marketing system. Characteristics of these actors are as follows:
(i) Type 1 Higglers – those bought the fresh produce from the farmers holding,
may be involved in harvesting, post harvest handling -washing, packaging, and
transport to wholesale markets. These higglers bear significant market risk by
purchasing produce up to 5-6 days in advance of actual sale.
(ii) Type 2 Higglers – purchase from farmers and other higglers a wider range of
produce, comprising of varying varieties and volumes for re-sale at other
wholesale markets in the various parishes, sale to supermarkets, hoteliers,
restaurants, ship chandlers and for small processors. These buyers also bear
significant market information and intelligence risks as they have to compete
with farmers and other higglers in the parish markets, at hotels and
supermarkets.
(iii) Type 3 Higglers – purchase from farmers and higglers at the Coronation market
for re-sale at this same location. These buyers hedge with limited market
information and intelligence, accept volumes from the Type 1 higglers and
farmers, and would store and transact at that location.
86
(iv) Type 4 Higglers – buy small volumes of fresh produce from farmers and higglers
during the trading that takes place primarily during the night and early morning
for resale to small wholesale/retail buyers during the daylight hours. These
higglers provide storage and security services in the produce value chain. Given
the high crime risk nature of the Coronation market, they carry over the
produce for those who are willing to pay more for daylight versus night
transactions.
10.2 Gender Issues and Movement of Produce along the Value Chain
Over 90% of higglers in the marketplace are women, most of whom perform the lead role of
income earning in the household. They perform the important trading and negotiation role,
buying from farmers for resale while the males / husbands may assist with some of the loading,
packing and moving roles. They perform the varied role in the marketplace under a free,
unregulated marketing system. Costs are recovered and overhead and profits are extracted for
this facilitation role. Transportation vehicles include large open trucks which may transport a
number of farmers and higglers produce to individual small tarpaulin-covered pickup trucks with
individual shipments and a range of types between. Some higglers will purchase fresh produce
and custom hire taxi cars for transport. Analysis of the carrot market during October 12-18th,
2008 showed the following price spreads in the marketplace (Table 10.1).
The infield price of carrots was $143.00/kg. Moving the crop up to the farm-gate added a cost of
23% and an additional cost of 3% to move the produce to the wholesale market level. Within the
Wholesale market, the higglers then benefitted from a 21% mark-up, representing their return
to labour, management and investment. Of this 21% return, quarter (25%) is allocated to the
higglers personal labour cost (effectively a 15% return to management and investment). Should
farmers decide to move up the value chain they stand to benefit from an additional 15% mark
up if they chose to sell at the wholesale market.
In the case of the retail wet market, the price spread from the farm gate is estimated at 56%,
which include an additional 12% cost from the farm gate to the retail market. This represents a
44% spread from the farm gate directly to the retail level. The analysis showed that the higglers
87
benefitted from a 17% mark up from the wholesale level to the retail market. This Scenario
suggests that should the farmer decide to sell directly to the retail market he will benefit from
a mark up of 44%. Although this situation suggests an opportunity for the farmers to raise
personal income levels it does relegate the importance of the higgler. The large volume of
carrots that is usually available from any one crop coupled with very limited marketing
options pose major challenges for the farmer to benefit from moving up the value chain. The
higgler usually search for and distribute produce in a variety of market outlets, activities that
would be otherwise difficult for the farmer if he is to continue in the production process.
Moving carrots from the wholesale to retail market may be encouraged at this time, only for
farmers with very small plots and for others who may do so through available household
members.
88
Table 10.1: Assessment of Performance and Costs of Marketing Functions
(Supply / Value Chain Analysis, Cost for Class 1 Carrot)
Activity $J / lb $J / kg
Location in
Value
Chain
Percentage
Difference
In-field Purchase Price $65.00 $143.00 Field
Harvest Cost $7.50 $16.50
Field to
wholesale 153.85%
Washing Cost $6.00 $13.20
field to
farmgate 123.08%
Packaging Bag $0.10 $0.22
Misc Costs $1.40 $3.08
Farmgate Cost $80.00 $176.00
Farmgate
to
wholesale 125.00%
Transport to Market $2.00 $4.40
In-Market Transport $0.50 $1.10
Official Market Fee $0.17 $0.37
Unofficial Market Fee $0.33 $0.73
Total cost at Wholesale Level $83.00 $182.60
Wholesale Market Price $100.00 $220.00
Return to Labour, Management & Investment $17.00 $37.40
Higgler Labour $3.30 $7.26
Farmgate
to wet
retail
market 150.00%
Return to Management and Investment ($J) $13.70 $30.14
Level 1
Higgler
Return to Management and Investment (%) 21% 21%
Wholesale Market Price - Coronation Market $100.00 $220.00
Out-market Transport $0.50 $1.10
Transport to Retail Market $1.50 $3.30
Farmgate
to wet
retail
market 156.25%
Retail Market Fee $0.17 $0.37
In-market Transport $0.50 $1.10
Total Cost at Retail Level $102.67 $225.87
Wet Market Retail Price $120.00 $264.00
Return to Labour, Management and
Investment ($J) $17.33 $38.13
Level 2
Higgler
Return to Labour, Management and
Investment (%) 17% 17%
89
10.3 Major Constraints / Challenges / Issues
Currently a significant amount of higglers trade throughout the day (and some nights) from
Thursday to Saturday at the markets and may overnight at these markets, sleeping on sponges,
tarpaulins, or old boxes. This unhealthy situation exposes them to criminal activities and is
generally undignified. Their exposure also includes a series of unrelated market activities,
leaking market buildings, poor toilet facilities, rodents and stray dogs. Higglers (marketing
intermediaries) indicated that their business is also sometimes negatively affected by lack of
working capital. Some other key observations include:
• The majority of higglers in the marketplace are women.
• Most of who also perform the lead role of income earning in the household.
• They perform the important trading and negotiation role, buying from farmers for
resale.
• Few males are also involved as marketing intermediaries.
• Transportation vehicles include large open trucks which may transport a number of
farmers and higglers produce to individual small tarpaulin-covered pickup trucks with
individual shipments and a range of types between.
10.4 Development Work Required
1. Conduct agribusiness, post harvest, food safety and marketing training programmes,
targeting farmers, higglers and market managers to improve quality standards, efficiencies
and reduce losses in the fresh produce industry.
2. Develop a training and assistance programme to upgrade the skill base of higglers, to
facilitate progress into sustainable business relationships with hoteliers, supermarkets,
processors and exporters and to invest as Green Grocers
3. Restrict overnight occupancy at the markets and encourage a low cost hostel for marketers
who live in remote locations.
4. Easier access to soft loans for working capital.
5. Development and distribution of incentives for:
90
a. The purchase and use of stackable crates for the fresh produce trade.
b. Purchase and use of enclosed, insulated or cold storage vehicles for the
maintenance of produce quality.
c. Purchase and use of open vehicles which allows stacking to minimize squeezing and
crushing of produce.
91
SECTION 11
EXPORTERS
______________________________________________________________________________
11.1 Major Exports and Infrastructure
The AMC packinghouse in Kingston is used by exporters to wash, dry and pack their produce for
export. The major commodities exported from this location include Yams and Hot Peppers.
Farmers deliver direct to this location using various size trucks. In 2007, Jamaica exported
12,000 tonnes of yams and 129 tonnes of hot peppers, the majority of which was destined to
the USA. The fresh produce export segment is in its early developmental stage.
While exporters expressed satisfaction with the quality of fresh produce for export, the facilities
at the AMC complex can best be considered as rudimentary and a breach in the quality aspect of
the supply chain. The postharvest handling was highly labour intensive and done under very wet
conditions (see Panels below). Should Jamaica decide to expand it marketshare in the global
marketplace, modernization of the AMC complex will be critical.
Conceptually, sale for locally-produced fresh fruits and vegetables to the hospitality sector
may be considered an extension of “exports”, varying only by point of purchase and location
of consumption. This market allows for much larger value added that the commodities shipped
abroad. Two groups were enumerated which target the hospitality industry as their market
market: (i) The Mafoota Farmers Cooperative and (ii) The Santoy Farmers Cooperative.
11.2 Major Constraints / Challenges / Issues and Comments
1. Exporters expressed satisfaction with the quality of fresh produce available for
export. However, the range is highly limited.
2. Some markets offered strict directives as to how produce should be transported,
usually in refrigerated trucks. This requires high overhead expenditures for
appropriate packaging areas and to acquire other required high end facilities.
92
3. Construction of suitable packing houses could encourage hotels to purchase
required produce directly from these facilities using their own refrigerated trucks.
4. Farmers need to form a basis for negotiation, usually through appropriate farm
records. This was lacking in many instances and as such they could not state clearly
whether they were operating profitably.
5. There should be a stable price or narrow price differences across all hotels. This will
foster proper planning for production activities for farmers.
6. The view was expressed that prices should be fixed over a period of 2 to 4 months
as beyond 6 months it is considered risky due to inflation and other factors.
7. Farmers requested projections of volume requirements at different times of the
year to assist them in their planning schedules.
8. Farmers indicate a desire for a close working relationship with hoteliers and
exporters.
9. Farmers called for officers with high proficiency levels who will give them the
requisite guidance to ensure that their produce meets international standards.
10. Farmers thought that they should visit hotel facilities to get firsthand
knowledge/experience of their operations as part of their education process.
Likewise, they indicated that hoteliers would need to visit the production facilities of
the farmers. Such synergy will foster better understanding of the needs of the
players, there encouraging greater trust.
11. There is need for an umbrella producer association comprising of members of all
farmers’ cooperative who sell to exporters and hoteliers to negotiate prices and
volume on behalf of their members. This could be supported by a Produce
Ombudsman to mediate disputes and anomalies that may arise.
11.3 Development Work Required
1. Rehabilitation of the AMC Complex at Spanish Town Road, Kingston. Installation of
impellor washers for yams, produce drying facilities; forklift for internal transport.
2. Construction of packing houses in the major food crop and vegetable production areas
in St Elizabeth, Douglas Castle – St Ann, Mafoota – St James, Santoy – Westmoreland.
93
3. Consideration be given to provision of an “Ombudsman” to mediate between farmers,
hotel and export buyers.
4. Training a cadre of specialist extension officers to work with farmers and producer
organizations who supply the hospitality and export segment of the market. This is to
insure that their produce continually meet internationally accepted standards.
5. Provision of basic infrastructure such as good access roads and water for irrigation to
maintain quality and insure continuity of supply year-round.
Picture 11.2
Incomplete sluice gate for
irrigation requiring completion
to insure continuity of supply –
Mafoota Farmers Cooperative
St James
Picture 11.1
Pond for irrigation requiring
plastic liners to insure
continuity of supply – Mafoota
Farmers Cooperative
Picture 11.3
Incomplete Packing house.
Santoy Farmers Cooperative
Westmoreland
94
Picture 11.4
Packing house operations.
Yams being off-loaded at AMC
Complex, Kingston
Picture 11.6
Packing house operations
Yams being manually washed
before air drying and packed
for export.
Note: labour intensive, wet
conditions
Picture 11.5
Packing house operations
Yams being manually washed
before air drying and packed
for export.
Note: labour intensive, wet
conditions
95
SECTION 12
CONSUMERS
______________________________________________________________________________
12.1 Methodology and Limitations
In previous sections we looked at the drivers in the demand for selected fresh produce as well as
the infrastructure and the actors in the market. In this section, we look at the consumers and
the divers therein. In this regard, a consumer survey was conducted on November 25th at the
Agricultural Fair in Denbeigh, Jamaica to try to determine the importance of various markets to
consumers, and also, what are the drivers that influence the demand for fresh vegetables now
and in the future. From the population of persons who visited the Jamaica Social Investment
Fund information booth, a total of 30 respondents participated in the exercise. The results of
the survey are now presented.
12.2 Meat Markets
Consumers were asked where they purchased most of their fresh meats for consumption (single
response was requested). The study found that 53% purchased their meats at supermarkets and
17% purchased at the wet markets (Figure 1). In addition, an estimated 30% purchased their
meats at other outlets which include – informal abattoirs.
12.3 Fish Markets
Consumers were then asked where they purchased most of their fresh fish for consumption. The
study found that 17% purchased at the wet markets, 17% at supermarkets and 53% purchased
96
their fish at the seaside (Figure 2). Others reported that they purchased their fish at other
outlets (13%), suggesting places such as roadside stalls and areas close to fish farms.
12.4 Fresh Produce Markets
Consumers were also asked where they purchased most of their fresh fruits and vegetables for
consumption. The study found that 57% purchased at the wet markets, 30% at supermarkets
and 10% purchased their produce at the roadside stalls (Figure 3). Less than 5% purchased their
fruits and vegetables elsewhere such as the farmgate.
12.5 Drivers that inform the Consumers’ Purchasing Decision
Given the globalization and the liberalization of markets, it is no longer possible to prevent
market entry of other country into the Jamaican fresh produce markets based on non-technical
issues or reasons. Thus, it was also important to determine criteria the consumers considered as
important – that informs their purchasing decisions. In this case, multiple responses were
solicited. Thus, when the consumers were asked what informed their choice to purchase fresh
97
fruits and vegetables, 70% considered “quality” as the most important driver; 53% considered
“loyalty to country” and 43% said “price” (Figure 4). Only 23% chose the produce because it was
imported.
98
12.6 Preference for Imported Fresh Produce
An estimated 53% of consumers said that they do not purchase fresh produce when they know
it is imported. Nonetheless, 17 % responded that the packaging was better, 7% thought that it
was cleaner and safer and 7% found it to be tastier.
12.7 Consumer Loyalty
A strong “loyalty to country” was evident in the marketplace. While this is important to secure
marketshare, such a relationship will need to be nurtured and also preserved. Competition,
cheaper prices, attractive packaging and shrewd advertising can easily erode the domestic
farmers share in the marketplace. Should a decision be taken to secure the marketplace for local
producers for reasons such as food and nutritional security, income security, poverty alleviation
among others, the way the message should be communicated was considered important. In this
regard, we asked consumers (multiple responses) what are the important criteria that drive
them to purchase local fresh produce, 57% reported that they choose local produce because it
“secures local farmers income”; 50% said that it was “tastier”; 37% said it was through their
“Love for Jamaica”. A much smaller percentage, 17% thought that it was “cleaner and safer” and
7% said that the origin doesn’t matter (Figure 6). While the first two responses help to secure
the tenure of the farmers in the marketplace, the latter two responses can be considered as
causes for concern as this seem to suggest a low percent of the population thought that the
produce is safe and clean. If this concern is valid, this should serve to inform policy makers of
99
the need to develop programmes to address food safety. Lack of such programmes and the
perception that imported produce is cleaner and healthier can lead to loss of market share.
12.8 Strategies to Secure Marketshare
In order to determine the issues that will secure marketshare in the future, multiple responses
were invited. Nonetheless, while concerns about food safety may be considered low, issues
about produce quality may be considered as high. An estimated 60% of consumers reported
that farmers will need to “supply better quality produce” in the future in order to guarantee
continued consumer support. In addition, 47% requested “better packaging and presentation”
while 10% asked to be convinced that the local fresh produce is actually cleaner and healthier
(Figure 7). Consumers were also practically indifferent: 10% said that they can continue as they
are doing now. Nonetheless, although 10% said that the farmers can “continue as they are
conducting business now” and a small percent need to be convinced that “it is cleaner and
healthier”, as more consumers become more aware about food safety issues, these values can
be very fluid and change substantially in the future.
100
12.9 Other Drivers of Demand for Fresh Produce
Consumers were asked what are the other drivers that influenced their decision to purchase
local fresh produce? In this question, multiple responses were invited. While quality ranked high
in the previous question, the study found that “prices” or rather “cost or affordability of the
fresh produce to the consumer” was the most important driving factor to 40% of the
respondents (Figure 8). Shortages were also a major concern, that is, 33% highlighted this issue
while only 13% highlighted “quality” and 10% ‘presentation”. Food safety issues again ranked
low; only 7% were concerned about the chemical / pesticide residue while just 3% thought that
it creates jobs.
101
The consumers were just as concerned about the quality of the imported fresh produce. An
estimated 33% were concerned about quality (discussions with consumers said that the
imported produce has a lower shelf life) as shown in Figure 9 below. In addition 13% were
concerned about the chemical content (that is, the amount of fertilizer and chemicals used for
growing the crop). Again however, food safety was also of low concern; just about 3% were
concerned about sanitation.
Consumers also thought that nutritional information was important. In fact, 80% of the
respondents said that they would like to know the nutritional content of the fresh fruits and
vegetables in Jamaica (Figure 10).
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SECTION 13
MARKETING SERVICES
______________________________________________________________________________
13.1 The Concept of Market Information and Intelligence
Market Intelligence in the fresh produce sector is about providing buyers and sellers with a view
of the market using existing sources of information, to understand what is happening in a
marketplace, highlighting the issues as well as the likely market potential. In addition to
historical information, farmers also require a competitive intelligence system. That is, on-going
information about competitors and new developments from a wide variety of sources. Ongoing
information can be provided using the print, radio and television media as well as ICT – internet
and cell phone.
Management of Risks and Uncertainty: The availability of timely, accurate and relevant market
information is critical to the sustainability of a successful farming enterprise. Use of market
information can be an important tool in managing risks by affording better production planning,
by facilitating production based on market demand rather than the current supply driven system
approach. A market support portal can improve the farmers market by providing more buyers
through advertisement and e-trade or auctions, away from the current system where the only
buyer may be one or two higglers (intermediaries). Buyers can also post their requirements on
such a facility, thus facilitating two way opportunities, linking buyers and sellers. ICT market
information access can facilitate technology transfer and best practices.
13.1.1 Existing Situation
A review of the database available at the Ministry of Agriculture shows a collection of
agricultural information. These include quarterly production data, farmgate, wholesale, retail
wet market and supermarket prices. Additionally, rainfall data is available at the Meteorological
Office and import and export data are available at STATIN. Unfortunately, the information is not
103
available at a single repository or through a single portal, rather it has to be accessed at multiple
locations and in different forms – electronic, paper and easy access can be challenging. The
information is largely unassimilated and thus its usefulness remain to be assessed.
Currently, some farmers obtain information during their visits to the markets while others may
call their counterparts at the marketplace for current market prices. The lack of timely
information creates a scenario of distrust between farmers, marketing intermediaries,
processors and the hotel/ tourism buyers in the supply-demand chain.
13.1.2 Development Work Required
1. Through the Ministry of Agriculture’ Marketing Division, development of a computerized
market information and intelligence system.
2. Prompt dissemination of wholesale market prices, publicised using the mass media – radio,
television, newspapers and ICT – internet and cell phones.
3. Establish large, easily visible display monitors / terminals at the Coronation and other
wholesale produce markets with simultaneous display of market prices.
4. Detailed analyses of fresh produce trade – import, export and domestic situation is
recommended.
5. Dissemination of these market information and intelligence analyses to farmers, investors
and other stakeholders.
6. Training of farmers to assimilate market information.
Examples of market information bulletins are presented in Boxes 1 and 2 below. The Panel that
follow show a display board at a Wholesale Market in Trinidad.
104
Box 1: USDA AMS Daily Market Information Sheet
Commodity
Name
City
Name Type Package Variety Date
Low
Price
High
Price
Mostly
Low
Mostly
High Origin
Item
Size Color
TOMATOES ATLANTA 25 lb cartons loose 16/01/2008 25 26 FLORIDA 5x6 sz GREEN
TOMATOES ATLANTA 25 lb cartons loose 16/01/2008 24 24.5 FLORIDA 6x6 sz GREEN
TOMATOES ATLANTA 25 lb cartons loose
MATURE
GREENS 16/01/2008 22 24 22.5 23.5 FLORIDA 5x6 sz
TOMATOES ATLANTA 25 lb cartons loose
MATURE
GREENS 16/01/2008 19 21.75 21 21.75 FLORIDA 6x6 sz
TOMATOES ATLANTA 25 lb cartons loose
MATURE
GREENS 16/01/2008 18 19 FLORIDA 6x7 sz
TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 22 22.75 FLORIDA jbo
TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 22 22.75 FLORIDA xlge
TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 18.75 18.75 FLORIDA lge
TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 18 20 19.5 19.5 FLORIDA 5x6 sz
TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 16.5 18 16.5 17.5 FLORIDA 6x6 sz
TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 17.5 18.5 FLORIDA 6x7 sz
TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 25 25 4x4s
TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 19.75 20.75 4x5s
TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 19.75 23 20 21 5x5s
TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 21 21 5x6s
TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 15 16.5 15.5 16.5 6x6s
TOMATOES ATLANTA 10 lb cartons VINE RIPES 16/01/2008 9.5 10 6x6s
TOMATOES ATLANTA 20 lb cartons VINE RIPES 16/01/2008 14.75 14.75 MEXICO 4x5s
Box 2: Market Information available on the Internet
MIAMI Terminal Prices as of 29-DEC-2008
Provided by: Fruit and Vegetable Market News,
Federal - State Market News Service, USDA.
Phone: (305) 373-2955 Fax: (305) 373-3562
MH_FV056
Weather at 7:00 AM: Partly Sunny 66
Yesterday's High: 81
MISC TROPICAL FRUIT AND VEG
---BREADFRUIT: OFFERINGS VERY LIGHT. 40 lb sacks DR 24.00 few higher
---CALABAZA: 50 lb sacks HT 30.00 few lower JM 26.00 few higher PN 23.00-24.00 few
higher
---COCONUTS: 65-70 lb sacks DR Dry 40s 20.00-22.00 mostly 20.00 few higher and lower
---GINGER ROOT: 30 lb cartons CQ 24.00-26.00 mostly 24.00-25.00 few higher and lower
CR 24.00-25.00
---MALANGA: 40 lb cartons CR Blanca med 35.00-37.00 mostly 35.00-36.00 few higher lge
54.00-55.00 few higher Lila lge 50.00 few higher EC Blanca med 38.00 few higher lge
54.00-55.00 few higher NI Lila lge 48.00 few higher
---TAMARINDO: 40 lb cartons MX 36.00-38.00 mostly 37.00-38.00 cartons 16 1-lb packages
TL Sweet 36.00 few higher
---TARO: 40 lb cartons CR Eddoes sml 24.00-25.00 mostly 24.00 40 lb containers Local
Repack Dasheen (Coco, Islena) lge fr cond 26.00 few higher 50 lb sacks JM Dasheen (Coco,
Islena) med 33.00-34.00 few higher NI Dasheen (Coco,Islena) med 24.00 few higher
---TOMATILLOS: OFFERINGS LIGHT. 38-44 lb containers MX 28.00 few lower 1 1/9 bushel
cartons FL 27.00-28.00
---YAMS (NAMES): 45 lb cartons JM Yellow 44.00-45.00 mostly 44.00 few lower 50 lb
cartons CB Hespino 26.00-28.00 mostly 28.00 few lower CR Blanca 23.00-25.00 mostly 23.00-
24.00 few higher and lower
---YUCA (CASSAVA): WAXED 40 lb cartons CR 20.00-22.00 mostly 20.00 few lower
http://www.ams.usda.gov/mnreports/mh_fv056.txthttp://www.ams.usda.gov/mnreports/mh_fv056.
txt
105
Panel: 13.1: Market Information Dissemination,
Macoya Farmers Wholesale Market, Trinidad 2008
106
SECTION 14
TRANSPORTATION OF FRESH AGRICULTURAL PRODUCE
______________________________________________________________________________
14.1 Introduction
Transportation can sometimes be the most costly and limiting factor in the production -
marketing channel. In the case of export marketing, the cost of air freight can exceed the FOB
value of the fresh produce. The method of transportation used for fresh fruit and vegetables is
determined by distance, terrain, perishability and the value of the product.
As it relate to transportation of fresh fruits and vegetables, the FAO advises the following:
• Loading and unloading should be as careful as possible.
• Transmit times should be as short as possible.
• The product should be well protected in relation to its susceptibility to physical injury.
• Jolting and movement should be reduced as much as possible.
• Overheating should be avoided.
• Water loss by the produce should be restricted.
• The required conditions of preservation should be obtained and maintained constantly,
regarding in particular temperature, relative humidity and air circulation.
(Reference: On the hove - transportation of fresh produce
http://www.fao.org/Wairdocs/X5014E/X5014e08.htm)
14.2 Transportation Systems in Jamaica
A review of the transportation system used for fresh produce in Jamaica ranged from manual,
animal drawn, open pick-up trucks and enclosed chilled trucks. Exportation uses both aircraft
and ocean-going vessels. Transit time can extend from less than one hour to various retail
outlets to as long as 5-6 hours from St Elizabeth to Coronation Market. Systems employed varied
based on terrain, distances, resources available to the farmers and marketing intermediaries.
Table 14.1 presents a listing of transportation equipment used at different locations along the
supply chain.
107
Table 14.1 Listing of Transportation Equipment used at
Different Locations along the Supply Chain
From To Mode of Transport
Farm Farmgate Manual, Donkeys, Pickup trucks
Farmgate Coronation &
Other Markets
Pickup trucks, open trucks, enclosed
trucks, enclosed chilled trucks
Within Coronation
and other
Municipal Markets
Distribution
Trucks
Hand Trucks
Coronation Market Municipal
Markets &
Other Buyers
Pickup trucks, open trucks, enclosed
trucks, enclosed chilled trucks
Produce is transported using pick-up truck, large enclosed truck, open truck and refrigerated
vehicle. Some of the implications are as follows:
i. Draft Animals: these have the advantage of traversing difficult terrain and areas where
there are limited or no access roads. Suitable for traversing short distances, transporting
field inputs such as yam stakes, fertilizer, and produce out of the field. Donkeys easily
carry 200 – 250 lbs while Mules carry up to 300 lbs. Cost of maintenance is low but
replacement animals are becoming more difficult to access.
ii. Enclosed vehicles - the produce inside heats up rapidly during the hotter hours of the
day unless equipped with a cooling system. These can be more suitable for short
journeys. Enclosure protects the produce from pilferage and physical injury, but is
suitable for urban delivery.
iii. Open vehicle – the use of open pick-up trucks and large open trucks are the most
common type of road transport. These have the advantage of ventilation and thus
prevent the overheating of produce over short journeys or during the cooler hours of
the day. Modifications include fixed roof and use of tarpaulins for cover.
iv. Refrigerated vehicle – Some companies in the hospitality industry have been using
refrigerated vehicles to transport perishable produce. These businesses allows for
delivery to their chill rooms, thereby reducing respiration and minimizing condensation
on the produce.
108
14.3 Handling and stowage during transportation
A review of the farmers / higgler transportation and handling operations to the fresh produce
market show the need for training of handling personnel with respect to physical handling.
Current practices are very inappropriate and lead to produce injury, spoilage and high losses.
Examples of practices and implications are as follows:
1. Yams are packed in bags instead of stackable crates. Bags are then packed up to ten
layers high at the back of large trucks. Simple estimation will show that the bag at the
bottom of the stack will be bearing a load of 0.8kg – 0.9kg. This is counter to the advice:
“Only stack to a load height which the lowest containers can withstand without crushing
or damage to the pack”.
2. Ten to 20 higglers may sit on lower stacks of produce at the back of the trucks. This also
serves to increase the physical injury to the produce.
At the marketplace, bags are manually offloaded and placed on custom-made hand trucks. This
handling process may also add to injury of the produce. If stackable crates or boxes were used,
hand-trucks can be used to carry up to six or more crates of produce without any significant post
harvest losses. These are much more maneuverable, lightweight and durable than those
currently used (which has an estimated empty weight of about 125 lbs – see Panel below).
The method of stowage of the produce in the transport vehicle varies with the commodity and
the type and size of the vehicle. The following were observed:
• Lack of stackable crates or modifications to the tray did not allow for ventilation or
weight redistribution.
• Some of the vehicles appeared to lack proper maintenance. Breakdowns translate to
higher transaction costs through delays and may increase spoilage of the produce.
• Experience of vehicle operators is important. Inexperienced drivers can increase losses,
moreso on bad agricultural roads.
109
Additionally, it is quite common to see trucks carrying many higglers produce to market. In many
cases, up to 20 higglers and helpers were seen in these transport vehicles (see panel on right).
This trip to market takes place during very late hours at night and sometimes traverses
treacherous countryside. The trip at the back of the truck can extend up to 5 hours. The tray of
the trucks was neither designed nor equipped with
safety devices for passenger safety and comfort. It
is recommended that this mode of transport for
passengers be reviewed (i) with a view to improve
the health and safety conditions of the transport
vehicle (ii) discontinue the current practice and
encourage the use of minibuses for transportation
of the higgler and their helpers. During the course
of this study, 16 persons being transported at the back of a truck on the way to the Coronation
markets lost their lives through a freak accident (see newspaper article annexed (A14.1)). The
research did not extend to persons involved in other fresh accidents and those suffer from
debilitation. Should this be the case, costs to state include hospitalization and life-long care.
14.4 Recommendations
There is often a tendency to recommend the use of refrigerated trucks for the transportation of
fresh agricultural produce. Given the atmospheric / environmental temperature and humidity of
Jamaica, this system is recommended where there will be a continuum of the cold chain beyond
the truck. Movement of the produce from cold storage to warmer and humid temperatures will
result in condensation of water on the produce and may thus enhance the rate of deterioration
and spoilage. In the absence of such a continuum, investments on farm buildings that can be
used for pre-cooling to reduce field heat, insulated-covered, and well ventilated vehicles that
allows for stacking is recommended. Use of plastic tarpaulins during the hotter hours of the day
is not recommended as these can trap a significant amount of heat. The following are also
recommended:
110
1. Adoption of the use of stackable crates or modifications to the tray to facilitate high
ventilation and weight redistribution.
2. Frequent inspection for roadworthiness of transportation vehicles.
3. Defensive driving and post harvest training for drivers / service providers.
4. Easily accessible loans for professional agricultural transportation service providers
to facilitate repairs and replacement of vehicles.
5. Improvement of agricultural access roads to reduce vehicle maintenance and for
more efficient use of transportation vehicles.
6. Encourage the use of minibuses for transportation of higglers and helpers to and
from markets.
7. Genetic improvement, conservation, breeding and nutrition programme for donkeys
and mules.
8. Construction of a system of field cables conveyors in suitable, strategic locations to
transport produce such as yams from the field to collection points.
111
Transportation systems used in Jamaica in 2008
Panel 14.3: Fresh produce packed for
transport from Douglas Castle to the
Coronation Market, Kingston
Note: High temperatures are generated
under tarpaulins during daylight hours.
Absence of stacking leads to compression
of fresh produce. Highlights the need for
crates.
Panel 14.1: On- Farm Transport Highlights
the need for access roads.
Panel 14.2: Absence of Stackable crates
leads to crushing of fresh agricultural
produce and significant post harvest losses.
(Mandaville Market, St Elizabeth, Jamaica)
112
Panel 14.4: Insulated vehicle used by some
farmers for transport and marketing.
Panel 14.6: Vehicle constructed for stacking
crates of fresh produce, Trinidad.
Panel 14.5: Short Distance Transportation.
Hand Truck, Coronation Market, Jamaica
(Estimated empty weight at 125 lbs)
113
Panel 14.8: Insulated Fresh Produce Truck, Ontario Food Terminal,
Canada
Panel 14.9: Electric Pallet Jack
Panel 14.10: Modified Hand Truck being used in Trinidad
Panel 14.11: Examples of Field Cables Conveyors being used in the
Banana Industry in Belize
Panel 14.12: Detailed view of Field Cables Conveyors being used in
the Banana Industry in Belize
Panel 14.7: Stackable Crates for Fresh
Produce
114
Annex A14.1: Transportation Issues – Health and Safety
14 killed in truck crash - Major catastrophe, says PM
Published: Sunday | December 21, 2008
Gareth Davis, Sr, Sunday Gleaner Writer
Port Antonio, Portland:
FOURTEEN BODIES, including that of a 10-year-old boy, were recovered from a precipice at Dam Bridge in the Rio Grande Valley of Portland, Friday,
after a truck transporting higglers to market in Kingston overturned.
Major freak accident
Meanwhile, Superintendent of Police Dudley Scott said they were "treating the situation as a major freak accident". According to the commanding
officer for the parish, "It is the worst road accident ever recorded in the parish and is also probably the worst ever recorded islandwide in terms of
fatality in a single day."
According to police accounts, the truck, which was loaded with a variety of agricultural produce, was transporting 21 persons to Coronation Market in
Kingston, shortly after 8 p.m. Friday when it stopped and was reversing along the narrow roadway to allow a car to pass when its left rear wheels went
over the precipice. Several persons were reportedly crushed on impact and others were thrown from the vehicle. A survivor, Headley Evans, told The
Sunday Gleaner that he held on to an overhead rail on the truck and uttered "Save me, oh God!" "I was scared, but felt lucky to be alive," he said. "After
I cleared my head, I also assisted with removing two women who were both pinned down among bags of dasheens, yams and plantains."
Struggling to come to grips
Firefighters, who worked tirelessly, are still struggling to come to grips with the horrific accident, which has left thousands mourning in various
communities in the Rio Grande Valley, including Comfort Castle, Mill Bank, Seaman's Valley, Cornwall Barracks and Ginger House.
And after being trapped for more than six and a half hours, Lynford Jackson was removed from underneath the 30-foot truck, alive, but only because of
the dedication, resilience and professionalism displayed by a medical team from the Port Antonio Hospital.
Rackell Wilson, a nurse, related the ordeal to The Sunday Gleaner: "He kept crying for help. We were determined to keep him alive at all costs. I said to
myself, 'Please, God! Help me to save this man's life', and that really kept us going. It is the most gruesome sight I have ever seen, but I am happy and
relieved that we were able to save the life of a human being."
Jackson was transferred to St Ann's Bay Hospital in a critical, but stable condition, while four other persons - Balford Richards, Veronica Cockrane,
Novlette Fuller and Joyce White - were admitted to the Port Antonio Hospital.
The dead
Among those who died in the accident are a mother known only as Sandra and her 10-year-old son, Neiko Palmer; another mother and son - Joyce
Scott and 21-year-old Feston Telfer; Beverley Bernard; Fay Dillon; Lynford Rogers; Pauline Wilson-Taylor and Voilet Fuller. The dead also include a man
wearing dreadlocks, known only as Chippie Dread; a man called Leroy, and three other women known only as Dimple, May May and Beverly.
The police are appealing to anyone knowing the whereabouts of the truck driver, known only as Chris, to contact them to facilitate their investigation.
Photos by Ricardo Makyn/Staff Photographer
LEFT: Prime Minister Bruce Golding tries to comfort
Carel Brady who could not hold back the tears after
learning that her brother was one of the many who
died in the accident in Fellowship, Portland.
RIGHT: Desrick Fuller, a sideman who survived the
accident that killed 14 persons in Fellowship,
Portland, on Friday night.
115
SECTION 15
HEALTH AND FOOD SAFETY
______________________________________________________________________________
15.1 Introduction
Consumers are becoming more aware of health and food safety issues as it affect human health.
As issues of Food Safety become more prominent, the number of food borne illnesses being
publicized has been increasing. Examples of losses to the economy due to food safety breaches
include expenditure for medications and travel due to minor ill health, lowered productivity in
the workplace, and larger scale hospitalization. Some of these outbreaks have resulted in mild to
severe illnesses and in a few cases death. It has also resulted in litigation and loss of market.
There is also the potential for damage to the country’s tourism product and interruption of
international trade.
In addition, modern fresh produce operations are increasingly using the principles embodied in
Quality Assurance (QA) management. Establishing a proper QA system should be an integral
part of all operations along the value chain of a modernized fresh produce business. While Good
Agricultural Practices (GAPs) were first introduced as voluntary guidelines, they are now
becoming a compulsory requirement.
The subsections that follow presents the key issues on food safety as it relate to quantification,
effects, formal statistics and the reporting of illnesses and the status of food related illnesses in
Jamaica within recent years. While the scope of this study did not require determination of the
bacterial load on foods – fruits and vegetables, the data reported by other agencies in Jamaica
are presented a priori. The major observations from the cursory examination of the markets and
other infrastructure as it relates to assessment the health and food safety conditions are then
presented. The reported observations are qualitative in nature. Other literature is highlighted
for support and verification.
116
15.2 Food Bourne Illnesses in the Caribbean Region
Definition: Food poisoning has been described by the Centre for Disease Control (CDC) as a
common, usually mild, but sometimes deadly illness. Typical symptoms include nausea,
vomiting, abdominal cramping, and diarrhoea that occur suddenly (within 48 hours) after
consuming a contaminated food or drink. Depending on the contaminant, fever and chills,
bloody stools, dehydration, and nervous system damage may follow. These symptoms may
affect one person or a group of people who ate the same thing (called an outbreak).8
The article states further that more than 250 known diseases can be transmitted through
food. The CDC estimates unknown or undiscovered agents cause 81% of all food-borne
illnesses and related hospitalizations. Many cases of food poisoning are not reported because
people suffer mild symptoms and recover quickly. Also, doctors do not test for a cause in
every suspected case because it does not change the treatment or the outcome (ibid).
15.2.1 Overview of Health in the Caribbean Region
Hospedales, J., stated that several outbreaks of food and water-borne disease in major hotels
and some in the region in recent years, have resulted in some destinations experiencing
cancellations of visitors arrivals, demonstrating the clear link between health and sustainable
tourism. Also highlighted is evidence of an emergence of a new strain of Salmonella, S.
Enteritidis (SE), in the past few years, that is associated with eggs9.
8 http://www.emedicinehealth.com/food_poisoning/article_em.htm
9 Dr. C. James Hospedales is a past Director of the Caribbean Epidemiology Centre (PAHO/WHO), the Caribbean's Health Monitoring
and Disease Prevention Agency. http://www.carec.org/overview_health.htm
117
In a related study, Surujlal, J et al., stated that 52.4% of consumers in Trinidad had experienced
some form of food-borne illness with main symptoms of vomiting and diarrhoea (48.8%). Of
those who had experienced food borne illness, only 23.8% sought medical treatment10.
Likewise, the Internet Journal of Food Safety stated that the true incidence of food-borne
disease is difficult to ascertain because cases of illness are under-reported. It is believed that in
industrialized countries less than 10% of the cases are reported, while in developing countries
reported cases account for less than 1 % of the total11. Majowicz et al, 2005 confirmed the
proportion of cases that go undetected is very high, based on completed national burden of
illness studies done in Ontario, Canada. The study reported that the ratio of acute
gastrointestinal illnesses (AGI) cases in surveillance compared to AGI cases in the community is
1:313. That is, only 0.3% of all community cases of AGI are captured in the Canadian national
disease surveillance system. Understanding the under-reporting of infectious disease leads to an
appreciation of the true magnitude and impact these illnesses are causing in the community12.
Further, CAREC reported in ``Caribbean Travel & Tourism, 2002” that the Caribbean is the most
tourism dependant region in the world with 20 million stay-over arrivals and 14 million cruise
ship arrivals13. They stated further that as it relate to Health Issues in the Caribbean Tourism
Industry, outbreaks of food-borne diseases, Legionnaires’ disease have cost more than $US200
million in terms of direct and indirect losses from cancellations in property and destination and
indirect losses from lawsuits14. Major issues of Food-borne Diseases collated by CAREC for the
Caribbean were summarized:
10 Marsha Surujlal and Neela Badrie., Household consumer food safety study in Trinidad, West Indies., Department of Food
Production, Faculty of Science and Agriculture, University of the West Indies, St. Augustine, Republic of Trinidad and Tobago, West
Indies., http://www.internetjfs.org/articles/ijfsv3-3.pdf
11
Internet Journal of Food Safety V.3, 8-14 12
“Estimating the Burden of Illness in JAMAICA STUDY PROTOCOL” Ministry of Health, Jamaica (2008) 13
CAREC CAREC view; http://www.uoguelph.ca/crifs/NFSS/Presentations/Towards%20A%20Noational%20Food%20Strategy
%20Presentations/Day%201-%20English/LIndar.ppt#521,31,How communication, harmonization & integration among food safety
stakeholders across Canada be improved. 14 Legionellosis infection normally occurs after inhaling an aerosol (suspension of fine particles in air) containing Legionella bacteria.
Such particles could originate from any infected water source. Freshwater ponds, creeks, and ornamental fountains, the dust from
purchased bags of soil, compost, or potting mix is also a potential source of Legionella. The bacteria reproduce at the greatest rate in
stagnant water at temperatures of 35 °C to 46 °C (Source: http://en.wikipedia.org/wiki/Legionellosis).
118
� Major cause of economic burden, illness & death
� 1989-2003: FBD increased >300%, from 607 to 3,100 cases
� Gastro Enteritis in < 5 years: 1981-’99: from 24,000 to 31,000 cases
� Gastro Enteritis in > 5 years: 1994-2000: from 7,000 to 24,000 cases
� 1990-2003: 73 outbreaks: 33 viral; 43 bacteria
� 48% were FBD due to Salmonella (mainly SE)
� Increase in hotels and cruise ship FBD outbreaks: visitors
� 2002: 4 hotels, 10 cruise ships FBD outbreaks
15.2.2 Overview of Health in Jamaica
Ashley et al (undated) reported that in 1996, a study in Jamaica found that approximately one in
four tourists to Jamaica were affected with traveller’s diarrhoea (TD) during their stay. That year
the Ministry of Health initiated a programme for the prevention and control of TD. The aim of
this ongoing programme was to reduce attack rates of TD from 25% to 12% over a 5-year period
by improving the environmental health and food safety standards of hotels15.
The study reported that at the end of May 2002, TD incidence rates were 72% lower than in
1996, when the Ministry of Health initiated its programme for the prevention and control of TD.
Both hotel surveillance data and airport surveillance data suggest that the vast majority of
travelers to Kingston and southern regions were not afflicted with TD during their stay. The
training and technical assistance programme improved compliance to food safety standards
over time (ibid).
15 Interventions to Prevent and Control Food-Borne Diseases Associated with a Reduction in Traveler`s Diarrhoea in Tourists to
Jamaica., Ashley David V.M.†Walters Christine 2 Dockery-Brown Cheryl
2 McNab André
2 Ashley Deanna E.C.
2
The work was supported by the Ministry of Health, Tourism Product Development Company Ltd., and the Pan American Health
Organization, Jamaica. The exit survey on tourists from Donald Sangster International Airport in 1996/7 was part of a larger study
supported by SmithKline Beecham Biological (Belgium). The survey from the Norman Manley International Airport, Kingston, was
jointly financed by Caribbean Action on Sustainable Tourism (CAST) of the Caribbean Epidemiology Centre (CAREC), Pan American
Health Organization, and the Ministry of Health. http://www3.interscience.wiley.com/journal/119922927/abstract
119
The study concluded that interventions to prevent and control TD in visitors to Jamaica are
positively associated with a reduction in TD in the visitor population and improvements in food
safety standards and practices in hotels (ibid).
Caribbean Food and Nutrition Institute (CFNI) also reported that according to their study, they
found on average 10,000 episodes of diarrhoea every month from poor food hygiene alone
(CFNI 2005)16.
In another report entitled ``Salad blamed for unusual meningitis outbreak in travelers to
Jamaica `, highlighted an outbreak of eosinophilic meningitis among a group of young Americans
who had dined together at a Jamaican restaurant. This marked the first known outbreak of
infection with the rat lungworm in the Western Hemisphere, according to a report in the New
England Journal of Medicine17
.
Further, the CIDRAP News (2002) reported an infection with Angiostrongylus cantonensis
apparently resulted from eating a contaminated Caesar salad, according to the report by Trevor
J. Slom, MD, of Northwestern University Medical School in Chicago and colleagues from
Northwest. The outbreak surfaced in April 2000, when two medical students in Chicago were
hospitalized after 10 days of worsening headache, neck pain, and paresthesias. They had been in
a group of 23 travelers who had visited Jamaica for a week earlier in the month. Seven more
members of the group were hospitalized with similar symptoms within a week and a half after
the first two18.
16 Practise Proper Food Safety to Stave Off Illnesses- CFNI KINGSTON, (JIS): Tuesday, December 20, 2005.,
http://www.jis.gov.jm/health/html/20051217t080000-
0500_7624_jis_practise_proper_food_safety_to_stave_off_illnesses__cfni.asp
17
``Salad blamed for unusual meningitis outbreak in travelers to Jamaica`
http://www.cidrap.umn.edu/cidrap/content/fs/food-disease/news/meningitis.html
18 Slom TJ, Cortese MM, Gerber SI, et al. An outbreak of eosinophilic meningitis caused by Angiostrongylus cantonensis in travelers
returning from the Caribbean. N Engl J Med 2002;346(9):668-75
120
Interviews with the 23 travelers led the authors to link the illness with a restaurant meal that 16
members of the group had eaten the night before returning from Jamaica. "Only one restaurant
meal was eaten by all 12 patients," the report states. "Twelve of the 16 travelers who ate this
meal became ill, whereas none of the 7 who did not eat this meal become ill (P=.001)." Of 13
travelers who ate Caesar salad during the meal, 12 became ill, while the three who didn't eat
the salad stayed healthy (P=.007). None of the group reported eating snails or other typical
carriers of the parasite. The salad contained romaine lettuce imported from the United States
along with canned anchovies, but no mollusks or other seafood. The authors concluded that the
lettuce was the most likely source of contamination, but they could not exclude the possibility of
some other common exposure.
Further, the Jamaica Ministry of Health (2008) reported the priority pathogens commonly
transmitted by food in Caribbean Countries are Salmonella, Shigella, Campylobacter, pathogenic
Staphylococus aureus, Escherichia coli 0157: H, Vibrio and Norwalk.19 The report also stated that
in Jamaica, the epidemiology of food, waterborne and respiratory diseases at the community
level are poorly understood. Little information is available on the magnitude and burden of
these illnesses, and on the key pathogens responsible for food and water borne infections,
thereby limiting appropriate prevention measures. The reason these illnesses are not well
understood is because many people affected by them do not seek medical attention and are not
captured by national surveillance systems (ibid).
In Jamaica, the epidemiology of food, waterborne and respiratory diseases at the community
level are poorly understood. Little information is available on the magnitude and burden of
these illnesses, and on the key pathogens responsible for food and water borne infections,
thereby limiting appropriate prevention measures. The reason these illnesses are not well
19 “Estimating the Burden of Illness in JAMAICA STUDY PROTOCOL” Ministry of Health, Jamaica (2008)
121
understood is because many people affected by them do not seek medical attention and are not
captured by national surveillance systems (ibid).
However, even CAREC’s recent region-wide initiative to improve communicable disease
surveillance by expanding syndromic reporting and strengthening laboratory diagnostics, still
observes a gap in the data. Individuals who are unable or unwilling to present themselves to a
health care provider will not be captured, leading to a paucity of information about these
individuals and the illnesses they face. This is especially true for the large number of
marginalized and vulnerable populations with poor access to health services and who are often
at high risk to foodborne infections, but is largely undetected by routine surveillance system
(ibid).
Additionally, even when syndromes are reportable under national surveillance, they are often
under-reported. This is especially true for gastroenteritis as it is self-limiting and many people
tend to self-treat without presenting to a health care provider (ibid).
Data reported to the National Surveillance Unit from its sentinel sites show high and increasing
numbers of reported cases of gastroenteritis (the key reported syndrome of foodborne illness).
In 2005 and 2006, approximately half of the cases reported to the CAREC’s surveillance system
were reported from Jamaica. This suggests high and increasing level of FBD in the Jamaica. The
under five years old (<5) age group, which is particularly susceptible, continue to represent
more than 50% of cases each year. Unfortunately, the exact proportion of gastroenteritis
illnesses that is food borne is not fully known, and community level outbreaks continue to go
unreported. (CAREC, 2006).
The study also reported that many FBD outbreaks have occurred in tourist based hotels having
adverse effects on the country’s economy which is highly tourist-dependent. (Ministry of Health,
Jamaica, 2006a) (ibid).
Another disease of importance include Leptospirosis. A total of 824 cases of Leptospirosis were
notified, however only 180 cases were confirmed by the lab in 2006. There were four reported
deaths from Leptospirosis (ibid).
122
The study reported that the Salmonella species was the most common pathogen isolated from
specimen tested for food borne pathogens in Jamaica, with an annual average of 50+ laboratory
confirmed cases annually and several phage types are endemic to the island. There have also
been several hotel related outbreaks reported to the country’s surveillance system (Ministry of
Health, Jamaica. 2006a, 2007a) (ibid).
The MOH, 2008 however claimed that there is currently no valid data on the true impact of
specific pathogen on the population’s health. The laboratory surveillance system only captures a
proportion of this information. The number of persons submitting specimen, the number of
specimen tested and the number of positive isolates is unknown. There are deficiencies in the
types of organisms that laboratories are capable of isolating. The reported cases of illnesses
associated with AGI, ARI and UF and of the specific foodborne related pathogens- Salmonella,
Shigella, Campylobacter, Staphylococcus aureus, Escherichia coli 0157 H7, Vibrio spp, Rotavirus,
and Norovirus, from Jamaica’s infectious disease surveillance system underestimates the actual
number of cases identified or isolated in all Ministry of Health’s clinical laboratories in Jamaica
(ibid).
Latest published reports of the Ministry of Health; Jamaica reported the health statistics
presented in Table 15.1. This is listed against the background of the apparently low number of
cases are reported or sought treatment. The report didn’t indicate the age group of those who
sought treatment (persons may seek treatment for babies while adults may go untreated by
official health institutions).
Nonetheless, from a review of the databases and the apparent under-reporting of FBD, one may
be led to conclude that (i) there is a problem of FBD in Jamaica and (ii) the value of prophylactic
measures should not be discounted. The findings from the field visits to various post harvest
infrastructure as it relate to food safety are presented in the next section.
123
Table 15.1 Number of cases of Selected Communicable Diseases
Reported in Jamaica (2004-07)
Disease 2004 2005 2006 2007
Hepatitis B 307 346 363 311
Typhoid 10 3 0 1
Gastroenteritis 39,515 21,202 44,922 36,192
Food Borne
Illness
28 33 18 25
Data Sources: Ministry of Health & Planning Institute of Jamaica.
15.3 Major Findings- Food Safety
The fresh produce markets are physical locations where food is traded. Presence of pests, stray
animals and harmful bacteria can cause food-borne illnesses to humans, leading to loss of
productivity and marketshare in the case of the hospitality industry. The cost of re-capturing
marketshare in the case of the latter can be prohibitive. For example, in 2007, tourist visiting
Jamaica spent an estimated USD 114.54/day. Tourist cancellation for the equivalent of 1 month
using the 2005/07 three year average will lead to a loss of 134,972 persons or 1,295,731
resident days at an average length of stay of 9.6 days. This can translate to a loss of USD 148
million per month to the national economy.
During visits to the field in Jamaica, a number of possible gaps in the food safety system of the
fresh produce supply chain were evident. A number of these will predispose food handlers and
consumers to food borne illnesses. Some of these were as follows:
1. Recycled broiler chick boxes were seen in use in the fresh produce industry for
packaging of freshly harvested lettuce. These boxes will most likely contain Salmonella
bacteria and can serve as a source of contamination and infection of humans.
2. Presence of dogs, rats and cockroaches in the fresh produce and fish wet markets. Rats
are known carriers of Leptospirosis.
3. Heaps of garbage in the various markets, sometimes being burnt in-situ.
124
4. Unavailability of pipe borne water and soaps for washing hands at the markets.
5. Derelict, malfunctioning, damaged and unsanitary toilet and bathroom facilities at the
markets visited.
6. Absence of cold chain in the supply of fresh fish and fish processing at the seaside
facilities.
7. Unavailability of pipeborne water for washing of fish after cleaning.
8. Markets poorly maintained, storage of non-market related items and evidence of little
or no washing.
9. Absence of field toilets and other sanitary facilities in production fields.
10. Limited mechanisms in place for monitoring pesticide usage and MRL’s.
15.3 Recommendations
Given the evidence and also possibility for more food safety breaches, a number of operating
procedures and practices are therefore recommended:
1. Plastic crates and new card boxes should replace the broiler chick boxes currently being
used for packing fresh produce.
2. Rodent control programmes should be ongoing; dogs should be excluded from the
marketplaces and recruitment of regular pest control services to get rid of cockroaches
and other insects from all fresh produce and fish markets.
3. Market refuse should be removed daily from the fresh produce markets and disposed at
managed garbage dumps.
4. Reliable supply of pipe borne water and soaps for washing hands at the markets.
5. Rehabilitation and continuous maintenance of toilet facilities at all markets.
6. Establishment of proper processing facilities with a cold chain at all fresh fish seaside
and riverine processing locations. These markets should also have a reliable source of
pipe-borne water for washing of fish after cleaning.
7. Implement a documented and easy to follow procedure and protocol for cleaning and
washing of wet markets after each trading day.
125
8. Cleaning and sanitizing transport vehicles being used for fresh produce.
9. Discontinue the application of raw manure on vegetable crops. Animal manure is known
to contain very high levels of dangerous microorganisms that can result in human
illnesses. These include Salmonella, E. coli and the tetanus bacteria, Clostridium tetani.
10. Drip irrigation systems minimize contact while overhead sprinklers can deposit high
bacterial load on the surface of the fruits and vegetables as well as in the pulp through
suction. Thus, when water is used from rivers and other open water systems such as
existing mini-dams, it is important to check upstream for possible sources of pollution.
11. Monitor worker / food handler health and hygiene. Poor health and hygiene practices
can result in food borne illnesses associated with the consumption of fresh fruits and
vegetables.
12. At the national level, include in the organizational structure a portfolio for quality
assurance.
13. Training and retraining of stakeholders along the value chain on the requirements of a
quality assurance/food safety system. Recommended GAP / QA strategies that promote
good health and hygiene include:
(i) Adequate training of workers, marketers and other food handlers in good
personal hygiene.
(ii) Presence of on-farm sanitary conveniences with appropriate hand washing
facilities easily accessible to all farm workers.
(iii) Install notices at strategic locations reminding workers, marketers and farmers
to practise hand-washing after using bathrooms etc.
(iv) Water tanks with potable water for drinking and other sanitation purposes must
be kept covered at all times.
The panels that follow highlight some of the food safety breaches in the Jamaican Fresh Produce
industry. These were evident in the post harvest infrastructure as well as various critical points
along the food-supply chain.
126
Panel 15.1: Broiler Chick
Boxes being used to pack
fresh lettuce for transport to
market
Microbial content in chick
faeces include: Salmonella
and ecoli bacteria.
Panel 15.2: Poor Garbage
Disposal Practices, Ochio Rios,
St Anns, Jamaica
Panel 15.3: Water for washing
hands stored in barrel at the
Papine Market, Mona, Kingston
127
PANEL 15.6: ABSENCE OF COLD
CHAIN IN THE FISH
MARKETPLACE, ALLIGATOR
POND, ST ELIZABETH, JAMAICA
PANEL 15.5: STRAY DOGS IN
THE FISH MARKETPLACE,
ALLIGATOR POND, ST
ELIZABETH, JAMAICA
PANEL 15.4: DAMAGED AND
UNSANITARY TOILET FACILITIES
AT THE PAPINE MARKET,
MONA, KINGSTON
128
PANEL 15.9: TABLES TO
PREVENT PLACEMENT OF
FRESH PRODUCE ON FLOOR
AND FACILITATE WASHING OF
MARKET. WHOLESALE
MARKET, TRINIDAD
PANEL 15.8: MARKET WASHED
AND CLEANED AFTER TRADING.
WHOLESALE MARKET,
TRINIDAD
PANEL 15.7: MANAGEMENT
POSTED NOTICES AT
WHOLESALE MARKET,
TRINIDAD
129
SECTION 16
SUMMARY OF MARKET SIZE AND MARKET CHANNELS OF SELECTED
FRESH AGRICULUTURAL PRODUCE IN JAMAICA ___________________________________________________________________________________________________________________________
This section of the report presents a summary of the market for the selected commodities of
interest. Here the summary situation is presented, showing the production, imports, exports
and trade at the national level and is further broken down showing the flow and the relative
volumes of each commodity along the supply chain.
In order to estimate the final situation for each commodity, the production data for 2007 was
first obtained from the Data Bank Division of the Ministry of Agriculture. The import and export
data was accessed from the ITC Database based on Comtrade Statistics and supplemented with
data from STATIN, Jamaica. Data for the supermarket segment of the market was obtained from
actual sales report from the major supermarkets. In the case of the hotels, the average visitor
arrival for the period 2005-2007 was used and the meal equivalent was computed based on
minimum nutritional requirement / volume per serving. This was considered as the best
approach given higher level statistical accuracy of the data collected by the Jamaica Hotel and
Tourism Organization. In addition, while qualitative data on the purchasing arrangements was
easily obtained, the level of detail required for this quantitative analysis wasn’t easily and
readily available. Consultations with the chefs at the hotels also supported the use of the
monthly and annual arrival data. Data for the restaurants were also based on actual purchases
and processors requirement was based on visits and consultations at the processing plants and
supported by other studies.
In order to derive the domestic availability, the following formula was used:
Availability = (Production + Imports – Exports)………………………………………(16.1)
The availability for household consumption represents the volumes available at the wet
markets, that is after each other market segment was satisfied. A summary situation of the
supply / market analysis for the selected commodities are presented in Table 16.1 and further
detailed in Figures 16.1 – 16.2.
130
Table 16.1: Summary Situation of the Supply and Availability of Selected Commodities in the
Jamaican Market - Tonnes
Commodity Production
Tonnes Imports Exports Availability Supermarkets Hotels Restaurants Processors
Household
Consumers
Fish (Seafood) 11,838 22,082 9,052 24,868 - 2164 - - 22,703
Carrot 19,365 316 0 19,681 101 4690 57 3908 10,928
Cantaloupe 2,743 260 0 3,003 28 2381 0 0 594
Escallion 10,841 1 26 10,816 43 50 49 2304 8,370
Hot Pepper 6,596 251 129 6,718 16 54 57 5620 971
Tomato 19,576 359 0 19,938 145 3968 124 6557 9,144
Watermelon 9,573 112 0 9,685 73 2381 0 - 7,231
Yam 121,628 0 12 121,616 107 2164 74 13 119,258
Sheep Meat 8 6,203 0 6,211 - 982 - - 5,229
Goat Meat 537 936 0 1,473 - - - - 1,473
131
FIGURE 16.1:
SUPPLY
CHAIN FOR
TOMATOES
IN JAMAICA
132
FIGURE 16.2:
SUPPLY CHAIN
FOR CARROTS
IN JAMAICA
133
FIGURE 16.3:
SUPPLY CHAIN
FOR ESCALLION
IN JAMAICA
134
Figure 16.4: Supply
Chain for Yams in
Jamaica
135
FIGURE 16.5:
SUPPLY CHAIN FOR
WATERMELONS IN
JAMAICA
136
FIGURE 16.6:
SUPPLY CHAIN FOR
CANTALOUPES IN
JAMAICA
137
Figure 16.7:
Supply Chain for
Small Ruminants
in Jamaica
138
SECTION 17
SUMMARY
______________________________________________________________________________________
This market study looked at the situation with respect to the infrastructure at the various
markets as well as conditions of the infrastructure from a physical and health and food safety
perspectives. The requirements for each buyer is also outlined as well as the market sized
estimated from data provided by key operators and from databases in the case of the hospitality
industry. The key findings as well as recommendations are now summarized below and in Table
18.1 below.
(a) Cereals: Further disaggregation of the five-year average data show the major
components of HS 10: Cereals imports were Maize at 232,432 tonnes (USD $ 37 mn), all
imported from the USA. The country also imported Rice 94,798 tonnes (USD $ 32 mn)
from which 53% was imported from the USA and 40% from Guyana. Given the
suitability of Jamaica’s climate for growing maize and rice, it is recommended that
these commodities may be the subject of further examination of its true potential.
(b) Jamaica imports of HS 4: Dairy produce and Eggs was estimated at USD 59 mn. Within
this classification, the country also imported 4,728 tonnes of eggs in shell (USD 16 mn),
all from the USA. Production of this quantity in Jamaica will mean production of an
estimated 84 mn eggs, requiring 303,930 birds and 55,000 – 82,000 sq m of brood
space (light bird breed and heavy bird breed respectively).
Jamaica produced 114,904,946 eggs and this level of imports show self sufficiency level
of 73% and a potential for expansion at 27%. Given the volume of imports of eggs into
Jamaica, it is recommended that further evaluation of this potential take place. Should
it prove to be feasible, using the above five year average import level, this will require
139
investment in 304,813 layer birds and 55,159 sq m of egg layer housing for light birds
or 82,238 sq metres for heavy birds20. This operation can be attractive from a poverty
alleviation perspective given the short gestation period as birds begin laying at 20-22
weeks and achieve maximum production at 30-36 weeks. Birds can lay about 275 eggs
per year.
(c) Fish: As indicated earlier, this comprises the 6th highest imports of agricultural
commodities and products into Jamaica are HS 3: Fish, was 19,741 tonnes (2003/07 av)
valued at USD 52 mn. Review of the trade data show average annual frozen fish imports
at 10,548 tonnes valued at USD $ 19 mn, of which 40% originated in Guyana, 32%
Suriname and 16% USA. The next highest volume is Fish, cured or smoked at 6,955
tonnes, valued at USD 24 mn most of which originating in the Norway (59%) and Canada
(33%). Jamaica may wish to examine the fishery segment for any investment
opportunities that lies therein.
(d) Carrot: CARICOM annual imports of carrots averaged USD 6.2 mn or 7,502 tonnes.
Within CARICOM, Jamaican imports represent 3% in value and 2% in volume while
imports into Trinidad represent about 50% of CARICOM carrot imports in value term
and 57% by volume. Imports by the other CARICOM member states are much smaller.
Given the proximity of Jamaica to Trinidad and Tobago and its intrinsic trading
relationships that lies therein, this may represent a good market, should the country
be able to increase its production and compete based on quality and price.
The key findings as well as recommendations are now detailed in the summary tables below.
20 Key assumptions: The normal egg weight ranges from 35gms to 77gms (av wt = 56 gms) while 2 tablespoon dry eggs =
1/2 oz or 14 grams (1 oz = 28 grams). Deep litter floor space requirement was estimated at 1800 sq. cm for light breeds
and 2700 sq. cm for heavy breeds. Production was estimated at 275 eggs per year per bird.
140
Summary Tables
Fresh Agricultural Produce Market Infrastructure
Situation Key Constraints Recommendations
1. Public market infrastructure provides a
physical place for consumers to obtain
their food - fresh fruits and vegetables.
2. The fresh produce markets are an
integral part of the marketing
infrastructure, performing an
important multifunctional role.
3. Fresh produce from the farms are
distributed through a number of
channels as it moves to the market.
4. Coronation Market estimated trade of
60-70% of the fresh fruits and
vegetables.
5. Municipal markets are strategically
placed in the major towns of each
Parish.
1. The poor conditions at the markets
pose:-
� Major food safety risks to farmers,
tourists and locals
� Rapid loss of fresh produce quality
and integrity.
� Risk of losing market share to
imported substitutes.
2. Farmers and traders being extorted
by “informal” security personnel.
3. Inadequate Lighting in all markets.
1. Immediate removal of all
unauthorized structures within and
the vicinity of the fresh produce
market compounds.
2. Upgrading of all municipal markets
to satisfy minimum acceptable
health food safety and security
conditions.
3. Construction of a new market to
replace the Coronation market.
4. Permanent removal of fresh
produce trading from the
surrounding public open areas and
streets into the targeted market
buildings.
141
Marine Fish Marketing Infrastructure and Handling Facilities
Situation Key Constraints Recommendations
1. The artisanal fishing operation may
involve a stay at sea that extends up to
24 hours.
2. In few cases, fishermen go out to sea
with ice and insulated boxes.
3. Absence of basic and appropriate
physical infrastructure:
� For display
� Post harvest processing
4. Scaling of fish is done on temporary
wooden tables or on pieces of wood.
5. Scalers and fish handlers practiced
minimal (but inadequate) basic food
handling practices.
6. Pipe borne water was unavailable at
the fish handling facilities.
7. Low rates of harvest experienced at
certain times of the year.
8. Existance of a small number scale fish
restaurants.
9. Over 90% of the fish scalers operating
at the landing sites were women.
10. Scalers cleaned the areas of
operations after each day of business.
11. The cold chain was absent.
12. Primary customers mostly included
household consumers.
1. No detailed strategic plan is currently
in place for the fish landing sites.
2. Basic phytosanitary facilities are not
in place.
3. Absence of focus on food safety
programmes.
4. Absence of major regulating
mechanisms on the fishermen and
handlers.
5. No consideration to the exploration
and utilization of many
underexploited species.
6. Lacks definition of fish landing sites
vs beaches. Need action for
rationalization of its
appropriateness and feasibility of
operations.
7. Some major fishers operate in the
rivers
1. Fish markets, with proper post harvest
handling facilities for processing
(scaling) and retail sales.
2. Construction and establishment of
cold storage and ice making
facilities
3. Develop and implement a cold chain
system throughout the supply side
of the industry.
4. Conduct training courses and
implement sanitary standard
operating procedures at each
landing facility.
5. Train “scalers” in post harvest
handling, processing and marketing
of fish.
6. Develop a market information and
intelligence system
7. Training for fishers in the use of fish
finders and GPS.
8. Re-train fishers in some locations to
conduct diving tours for tourists to
compensate for periods of low harvests.
142
Markets / Buyers of Fresh Agricultural Produce
Situation Key Constraints Recommendations
1. Tourist spent an estimated, USD
24.74 (21.6%) on food and beverage
(in accommodation); USD 7.34
(6.4%) on Food and beverage
(outside accommodation).
2. Average stay over was reported at
11 days.
3. Supply contracts are typically
negotiated for duration of 3 to 6
months.
4. Payments for fresh produce
deliveries can range from 7 to 30
days.
5. Preference to purchase and utilize
local fresh agricultural produce in
the hospitality industry:
� superior taste
� supporting local farmers
6. Cooks decide on range and types of
vegetables to be bought
7. Fresh-cut and pre-packed
vegetables are not preferred.
8. Quality chain began at the hotel
rather than the field.
9. Shortfalls in supply and rejects are
major concerns for Large Hotels.
10. Consistent prices and supply
volumes are required.
1. Lack of a market information and
intelligence system.
2. Lack of an effective quality
assurance system for the fresh
produce industry.
3. Low technical capability of some
farmers, higglers and other
marketing intermediaries as it
relates to quality assurance and
food safety.
4. The credit purchases serve to
discourage transaction with the
hospitality industry.
5. Delivery of low quality fresh
produce and poor post harvest
handling.
1. Training of purchasing managers in
areas of post harvest handling, food
safety and quality assurance.
2. Develop and implement a system of
Good Agricultural Practices (GAP).
3. Train farmers, higglers, other
intermediaries, purchasing
personnel and chefs / kitchen staff
in post harvest handling, quality
assurance, food safety and
tracability.
4. Publicize Market Information to
include monthly estimates of hotel
requirement.
5. Development of a farmers and
suppliers database.
6. Special agronomic and quality
assurance management training for
farmers / producers.
7. Cultivation and promotion of
organic linkages between the
hospitality and agriculture
industries.
143
Supermarkets
Situation Key Constraints Recommendations
1. An estimated 70% of consumers
considered quality as the major
driving factor, 53% considered
“loyalty to country” and 43% said
“price”.
2. Prices at the wet markets are
known to be lower, for example
tomatoes $J 228/kg while at the
supermarket was $J 386/kg,
representing a spread of 69 %.
3. About 80% of fresh produce passes
through the wet markets, and less
than 5% are sold retail at the
supermarkets.
4. The major supermarket chains
include HiLo, Superplus, Shoppers
Fair and Mega Mart.
5. Fresh produce is delivered loose to
the supermarket and packed in-
house.
6. Tourists visitors seem to prefer
imported fruits and vegetables.
1. There are no testing facilities or
stated protocol for cleanliness or
residues.
2. Shortages are seasonal and
intermittent.
3. Supply of domestic vegetables are
periodically irregular.
4. Suppliers cancel delivery without
notice when prices are higher
elsewhere and also where the crop
fails.
5. Supermarkets use credit
transactions.
6. Purchase of small volumes.
7. Return spoilt and unsold produce.
8. Often requires refrigerated
transport, plastic field crates.
9. Wide range of produce is required.
1. Improvement of farmers’
agronomic, post harvest and
agribusiness skills.
2. Improvement in transportation
systems, using better adapted
vehicles, stackable crates and
chilling where required.
3. Strengthening of farmer linkages
with agribusiness.
4. Implementation of a system of
ongoing market information and
training.
5. Development of a farmers’ database
that allows supermarkets to insure
supply reliability and continuity.
144
Restaurants
Situation Key Constraints Recommendations
1. There are four major restaurant
chains:
� Juicy Patties,
� Island Grill,
� Mother’s
� Tastee’s.
2. Juicy Patties has 31 restaurants,
Mother’s has 18 and Island Grill 14.
3. Practices forward buying.
4. Of the annual purchases used by
restaurants, yams were 25%,
Tomatoes 24%, Carrots 20%, and
hot peppers 18%.
1. The importance of food safety and
traceability is recognized
2. Price is the most important
consideration.
3. Purchases only on delivery to the
factory gate.
4. Shelf life, food safety and quality
are major driving factors.
5. Require farmers to indicate
chemicals used in growing the
crops.
6. Prefer to purchase from producers
who grow according to an approved
crop agronomy protocol.
1. Improvement of farmers’
agronomic, post harvest and
agribusiness skills.
2. Improvement in transportation
systems, using better adapted
vehicles, stackable crates and
chilling where required.
3. Strengthening of farmer linkages
with agribusiness.
4. Implementation of a system of
ongoing market information and
training.
5. Development of a farmers’ database
that allows restaurants to insure
supply reliability and continuity.
145
Agro processors
Situation Key Constraints Recommendations
1. Hot pepper is easily available locally
for six months during the year.
2. Past experiences has been
disastrous when the dependence
was placed solely on local supply.
3. The “The Walker’s Wood Farmers
Group” group has been existence
for over 7 years which is supported
by the processor group.
4. Walker’s Wood Farmers Group
grows primarily hot pepper, lettuce,
pumpkin, and sweet pepper.
5. The annual demand by Walkers
Wood has been estimated at 1.5
million lbs each of pepper and
scallion per year. Factory anticipates
a willingness to purchase up to
150,000 lb of mash.
6. Base price paid to farmers for hot
pepper is $25-30/lb for red
(Caribbean and West Indian) and
Scotch Bonnet at $40-45/lb.
7. Payment system includes a 14 days
credit. At that price, farmer should
benefit from a 30% profit margin.
8. Plot sizes of the typical suppliers
range from ¼ to ½ acre (0.1 – 0.2
ha) of hot pepper.
9. Other processor (St Elizabeth)
expressed willingness to work
closely with Escallion and
watermelon.
1. Access to adequate finance for
purchase and storage without
disrupting the cash flow of the
business.
2. Strong support will be required if
processors are to take up the task of
purchasing during time of glut.
3. Marketing knowledge is critical for
expansion of the hot pepper
industry.
4. Produce must be free from residue
and should be produced using GAP.
5. There are stipulation for spraying
and use of agrochemicals.
6. Use of plastic crates are stipulated
and feed or fertilizer bags are not
allowed.
7. Problems with having farmers
agreeing on prices offered.
8. Cold storage to purchase and store
farmers produce for processing.
1. Making available access to capital to
facilitate processors purchasing and
storage of hot peppers and escallion
during times of gluts.
2. Access to new formulations and
products to expand the markets for
fresh agricultural produce.
3. Developing model satellite farms
around the major processors to
supply the processing plants year-
round.
4. Provision of an agronomist for the
hot pepper segment with a special
portfolio for insuring anticipated
processing volumes are met,
especially during the Q3 and Q4
periods of the year.
146
Marketeers and Other Marketing Intermediaries
Situation Key Constraints Recommendations
1. Type 1 Higglers buy the fresh
produce from the farmers holding,
may be involved in harvesting, post
harvest handling
2. Type 2 Higglers purchase from
farmers and other higglers a wider
range of produce, for re-sale at
other wholesale markets
3. Type 3 Higglers purchase from
farmers and higglers at the market
for re-sale at this same location.
4. Type 4 Higglers buy small volumes
of fresh produce from farmers and
higglers primarily during the night
and early morning trade.
5. Over 90% of higglers in the
marketplace are women.
6. Transportation vehicles include
large open trucks which may
transport a number of farmers and
higglers produce.
7. Farmgate prices for washed carrots
packed in large used poultry feed
bags : $ 30.00/lb lowest grade and
$60.00/lb best grade. Carrots were
then mixed and resold at $J 80.00 /
lb for wholesale / retail at the
Mandeville Market.
1. Hagglers may overnight at these
markets, sleeping on sponges,
tarpaulins, or old boxes which is
generally undignified
2. Exposure to criminal activities
3. Leaking market buildings, poor
toilet facilities, rodents and stray
dogs
4. Lack of working capital
1. Conduct agribusiness, post harvest,
food safety and marketing training
programmes, to improve quality
standards, efficiencies and reduce
losses in the fresh produce industry.
2. Develop a training and assistance
programme to upgrade the skill
base of higglers, to facilitate
business relationships.
3. Restrict overnight occupancy at the
markets and encourage a low cost
hostel for marketers who live in
remote locations.
4. Easier access to soft loans for
working capital.
5. Development and distribution of
incentives for:
� The purchase and use of stackable
crates.
� Insulated or cold storage vehicles
for the maintenance of produce
quality.
� Open vehicles which allows stacking
to minimize squeezing and crushing
of produce.
147
Marketing Services
Situation Key Constraints Recommendations
1. Quarterly production data,
farmgate, wholesale, retail wet
market and supermarket prices are
available at the Ministry of
Agriculture.
2. Rainfall data is available at the
Meteorological Office.
3. Import and export data are
available at STATIN.
1. Information is not available at a
single repository or through a single
portal.
2. Information is largely unassimilated.
3. Lack of timely information creates a
scenario of distrust between
farmers, and other trade partners.
1. Development of a computerized
market information and intelligence
system.
2. Prompt dissemination of wholesale
market prices, publicised using the
mass media, cell phones.
3. Establish large, easily visible display
monitors / terminals at markets
with simultaneous display of market
prices.
4. Detailed analyses of fresh produce
for import, export and domestic
trade
5. Dissemination of market
information and intelligence
analyses to stakeholders.
6. Training of farmers to assimilate
market information
148
Transportation of Fresh Agricultural Produce
Situation Key Constraints Recommendations
1. Produce is transported using draft
animals, enclosed vehicles, open
vehicles, and refrigerated vehicles.
2. Yams are packed in bags instead of
stackable crates. Bags are then
packed up to ten layers high at the
back of large trucks. Simple
estimation will show that the bag at
the bottom of the stack will be
bearing a load of 800 – 900 lbs.
3. Ten to 20 higglers may sit on lower
stacks of produce at the back of the
trucks.
1. Lack of stackable crates or
modifications to the trays not
allowing ventilation or weight
redistribution.
2. Lack proper maintenance of Vehicles
3. Tray of the trucks was neither
designed nor equipped with safety
devices for passenger safety and
comfort.
4. Inexperienced drivers.
1. Adoption of the use of stackable
crates or modifications to the tray
to facilitate high ventilation and
weight redistribution.
2. Frequent inspection for
roadworthiness of transportation
vehicles.
3. Defensive driving and post harvest
training for drivers / service
providers.
4. Easily accessible loans to facilitate
repairs and replacement of vehicles.
5. Improvement of agricultural access
roads providing efficient use of
transportation vehicles.
6. Encourage the use of minibuses for
transportation.
7. Genetic improvement,
conservation, breeding and
nutrition programme for donkeys
and mules.
8. Construction of a system of field
cables conveyors to transport
produce from the field to collection
points.
149
Health and Food Safety
Situation Key Constraints Recommendations
1. Consumers are becoming more
aware of health and food safety
issues as it affect human health.
2. Losses to the economy due to food
safety breaches include losses due
to minor ill health and the
associated costs for medications
and lowered productivity in the
workplace, to larger scale
hospitalization.
3. Modern fresh produce operations
are increasingly using the principles
embodied in quality assurance
management.
4. Tourist cancellation for the
equivalent of 1 month using the
2005/07 three year average will
lead to a loss of 134,972 persons or
1,484,692 resident days at an
average length of stay of 11 days.
This will translate to a loss of USD
170 million per month to the
national economy at an average
expenditure of USD 114.50/day.
1. Recycled broiler chick boxes were
seen in use in the fresh produce
industry for packaging
2. Presence of dogs, rats and
cockroaches in the fresh produce
and fish wet markets.
3. Heaps of garbage in the various
markets.
4. Unavailability of pipe borne water
and soaps for washing hands at the
markets.
5. Derelict, malfunctioning, damaged
and unsanitary toilet and bathroom
facilities at the markets visited.
6. Absence of cold chain in the supply
of fresh fish and fish processing
7. Storage of non-market related items
and evidence of little or no washing.
8. Absence of field toilets and other
sanitary facilities in production
fields.
9. Limited mechanisms in place for
monitoring pesticide usage and
MRL’s.
1. Plastic crates and new card boxes to
replace the broiler chick boxes.
2. Rodent control programmes should
be ongoing; dogs should be
excluded and regular pest control
services.
3. Market refuse should be removed
daily.
4. Reliable supply of pipe borne water
and soaps for washing hands at the
markets and fish after cleaning.
5. Rehabilitation and continuous
maintenance of toilet facilities at all
markets.
6. Establishment of a cold chain at all
fresh fish seaside and riverine
processing locations.
7. Implement a documented and easy
to follow procedure and protocol
for cleaning and washing of wet
markets after each trading day.
8. Cleaning and sanitizing transport
vehicles being used for fresh
produce.
9. Discontinue the application of raw
manure on vegetable crops
10. Testing for Maximum Residual
Levels (MRLs).
11. Monitor worker health and hygiene.
12. At the national level, include in the
organizational structure a portfolio
for quality assurance.
13. Training and retraining of
stakeholders along the value chain
on the requirements of a quality
assurance / food safety system.
150
References
1 Agricultural Support Services Project (Nov. 2008), Report for Project Steering Committee Meeting.
2 Campbell V., Sinha D., (2006). Nutrition Made Simple, Caribbean Food and Nutrition Institute, Kingston,
Jamaica.
3 CARDI, (2001). Hot Pepper Focus Group Results – Jamaica.
4 CAREC CAREC view;
http://www.uoguelph.ca/crifs/NFSS/Presentations/Towards%20A%20Noational%20Food%20Strategy
5 Caribbean Agricultural Research and Development Institute, (2002). Draft Final Report, Walkers Wood
Sustainable Agricultural Practices Project.
6 Caribbean Food and Nutrition Institute, (1994). Recommended Dietary Allowances for the Caribbean, Mona,
Kingston, Jamaica
7
Caribbean Food and Nutrition Institute, (2000). Pan American Health Organization, Pan American Sanitary
Bureau, Regional Office of the World Health Organization (2000). Food Composition Tables for Use in the
English Speaking Caribbean, Supplement .
8
Caribbean Food and Nutrition Institute, Pan American Health Organization, Pan American Sanitary Bureau,
Regional Office of the World Health Organization (1998). Food Composition Tables for Use in the English
Speaking Caribbean (Second Edition).
9 Credit Division, Ministry of Agriculture (2007), Target Market for Hot Pepper
10 Credit Division, Ministry of Agriculture (April 2005), Target Market for Carrot
11 Credit Division, Ministry of Agriculture (April 2005), Target Market for Escallion
12 Credit Division, Ministry of Agriculture (July 2007), Target Market for Watermelon
13 Data Bank and Evaluation Division, (1997). Report on the Survey of Food Use in the Hotel Sector, Ministry of
Agriculture, Jamaica.
14 Douglas, M., (1982). Food as a System of Communication. In: Douglas, M., Editor, , 1982. The Active Voice,
Routledge and Kegan Paul, London, pp. 125–134.
15 Dr. C. James Hospedales is a past Director of the Caribbean Epidemiology Centre (PAHO/WHO), the
Caribbean's Health Monitoring and Disease Prevention Agency. http://www.carec.org/overview_health.htm
16 Elmont, S., 1995. Tourism and Food Service: Two Sides of the Same Coin. Cornell Hotel and Restaurant
Administration Quarterly 36 1, pp. 57–63.
17 Estimating the Burden of Illness in JAMAICA STUDY PROTOCOL” Ministry of Health, Jamaica (2008)
18 Estimating the Burden of Illness in JAMAICA STUDY PROTOCOL” Ministry of Health, Jamaica (2008)
19 FINTRAC, (June 2002). The Caribbean Market for Value-Added Meats.
151
20 Fisheries Division, Ministry of Agriculture and Lands, (2008). Draft Fisheries Policy, Kingston, Jamaica
21 Hayles, Carolyn et al, (May, 2008) Marketing Research on Agro Tourism Products and Services, Final Report,
Institute for Hospitality and Tourism, UWI, Mona.
22 http://www.ams.usda.gov/mnreports/mh_fv056.txthttp://www.ams.usda.gov/mnreports/mh_fv056.txt
23 http://www.cidrap.umn.edu/cidrap/content/fs/food-disease/news/meningitis.html
24 http://www.emedicinehealth.com/food_poisoning/article_em.htm
25 IADB Multi-Lateral Investment Fund Adopt-A-Farmer Program in Tobago
http://www.iadb.org/mif/lessons/lessonlearned.cfm?lesson=37&tab=1&Language=English&parid=4
26 IICA, (2007), Annual Report, Hope Gardens, Kingston, Jamaica
27 IICA, (2007). PROCEEDINGS OF THE IICA/OAS AGRO-TOURISM WORKSHOP 7TH Caribbean Week of
Agriculture, Gran Bahia Principe Hotel, St. Ann, Jamaica, W.I.
28 Internet Journal of Food Safety V.3, 8-14
29
Interventions to Prevent and Control Food-Borne Diseases Associated with a Reduction in Traveler`s
Diarrhoea in Tourists to Jamaica., Ashley David V.M.†Walters Christine 2 Dockery-Brown Cheryl 2 McNab
André 2 Ashley Deanna E.C. 2
30 Jamaica Daily Gleaner, September 2008
31 James, Fitzroy, (2006). Report of the FAO/TCDC Marketing, Economist/Consultant, Project TCP/JAM/3004
(A), Project Title: Assistance to Improve Fruit Crop Production.
32 Legionellosis infection <http://en.wikipedia.org/wiki/Legionellosis>.
33
McDonald, Frank et al (Nov. 2001), Stakeholder Meeting – Market Issues Affecting the Hot Pepper Industry
in Jamaica and the Caribbean, Development of the Hot Pepper Industry in Jamaica and the Caribbean,
CARDI, Jamaica
34 MIAMI Terminal Prices as of 29-DEC-2008., Provided by: Fruit and Vegetable Market News,Federal - State
Market News Service, USDA.
35 Ministry of Agriculture (2008), Food Security
36 Ministry of Agriculture, (2005). Agriculture Development Strategy.
37 Ministry of Health & Planning Institute of Jamaica
38 Naparina Girls’ High School Cookbook, (2002). The Multicultural Cuisine of Trinidad and Tobago and the
Caribbean, San Fernando, Trinidad
39 On the hove - transportation of fresh produce http://www.fao.org/Wairdocs/X5014E/X5014e08.htm)
40
Pingali, p., Can Farmers Survive in a Globalized World. Director of the Agriculture and Development
Economics Division of Rome-based Food and Agriculture Organization (FAO) of the United Nations, 0Policy
Brief Series No 2005-6.
152
41 Planning Institute of Jamaica (2007), Economic and Social Survey of Jamaica, National Planning Agency.
42
Practise Proper Food Safety to Stave Off Illnesses- CFNI KINGSTON, (JIS): Tuesday, December 20, 2005.,
http://www.jis.gov.jm/health/html/20051217t080000-
0500_7624_jis_practise_proper_food_safety_to_stave_off_illnesses__cfni.asp
43 Pro-Poor Tourism Partnership and the Caribbean Tourism Organization, (2003), Agro Tourism Linkages: A
Case Study From St. Lucia
44 Pro-Poor Tourism Partnership and the Caribbean Tourism Organization, (2006), Bringing Local Producers into
the Supply Chain.
45 Reid Robert, Graham, Hough, (April 1997). Integrated Pest Management Collaborative Research Program,
Draft, Market Research, Sweet Potato, Hot Pepper, Callaloo, CARDI, UWI, Mona.
46
Riley, M., (2000). What are the Implications of Tourism Destination Identity for Food and Beverage Policy?
Culture and Cuisine in a Changing Global Marketplace in Strategic Questions. In: Wood, R., Editor, (2000).
Food and Beverage Management, Butterworth-Heinemann, London, pp. 187–194.
47 Salad blamed for unusual meningitis outbreak in travelers to Jamaica`
48 SIDSnet (September 18 2003). Agro-Tourism, a must in A&B.
49 Slom TJ, Cortese MM, Gerber SI, et al. An outbreak of eosinophilic meningitis caused by Angiostrongylus
cantonensis in travelers returning from the Caribbean. N Engl J Med 2002;346(9):668-75
50 Stewart, Vassel et al (September, 2000), Hot Pepper Industry Study, Phase 1, Consumer and Retail Market
Segments Assessment, CARDI, CTA, USAID,
51
Surujlal, M and Neela Badrie, Household consumer food safety study in Trinidad, West Indies., Department
of Food Production, Faculty of Science and Agriculture, University of the West Indies, St. Augustine, Republic
of Trinidad and Tobago, West Indies., http://www.internetjfs.org/articles/ijfsv3-3.pdf
52 The Jamaica Manufacturer Association Limited, (2008). Serving the Industrial Sector With Excellence for Sixty
One Years: Manufacturing: The Way Forward, 1st
Draft.
53 Tufton C. (April, 2008) Budget Speech, Minister of Agriculture.
54 Turner, A. (Jan. 2008). Rural Enterprise and Community Tourism (REACT) Project Mid-Term Evaluation, ARD,
Inc, for USAID, Jamaica W.I.
55 Zephrin Manuelita and Hagley Knox, (1994). Meal Planning for Diabetes, Fourth Edition , Caribbean Food and
Nutrition Institute, Kingston, Jamaica.
56 %20Presentations/Day%201-%20English/LIndar.ppt#521,31,How communication, harmonization &
integration among food safety stakeholders across Canada be improved.
153
List of Contacts
Name Contact Position
Francine L. Webb RADA, Hope Gardens, Kingston 6
Tel 876-927-1780-1
Assistant Health and Food Safety
Officer
Johnny McFarlane Walkerswood, Caribbean Foods Ltd, St.
Ann
Tel. 876-917-2318 (O), 387-4037(C)
Director, Group Development
Dennis McIntosh Culinary Federation of Jamaica, Ocho
Rios, St. Ann
Tel. 876-881-7225
President
Neville Lindo Development Bank of Jamaica Ltd, 11a-
15 Oxford Road, Kingston 5
Tel. 876-929-4010-17
Agricultural Specialist, AFI
Relationships
Ainsworth Riley IICA, Hope Garden, Kingston 6
Tel. 876-927-0020, 702-4779
Agri-business Specialist
Audrey Wright ASSP, Ministry of Agriculture, Hope
Garden, Kingston 6
Tel. 876-470-7692
Chief Technical Officer
Rosalee Stephens ASSP, Ministry of Agriculture, Hope
Garden, Kingston 6
Tel. 876-970-2868
Procurement Officer
Ian Chambers Data Collection Statistics and
Evaluation Division, Ministry of
Agriculture, Hope Garden, Kingston 6
Tel. 927-1731-4
Project Evaluation Officer
Calvin Campbell Data Collection Statistics and
Evaluation Division, Ministry of
Agriculture, Hope Garden, Kingston 6
Tel. 927-1731-4
Paulette Dodd Project Management Unit, Ministry of
Agriculture, Hope Garden, Kingston 6
Tel. 927-1731-4
Director
Gaston Shakespeare Mafota Farmers Association, Mafota,
St. James
Tel. 876-582-5849
President
Neville Morgon RADA, St. Elizabeth Parish Manager, Actg.
Pedro Worghs RADA, St. Ann, 972-4208 Parish Manager
Leroy Kennedy RADA, ST. Ann, 972-4208 Extension Officer
Wentworth Mitchell RADA, St. James, 564-3425 Parish Manager
Sadie Dixon RADA, St. James, 564-3425 Deputy Parish Manager
Kirk Evans RADA, St. James, 564-3425 Extension Officer
Tony Freckleton Jamaica Exotic Flavors and Essence
Ltd., Bull Savanah, St. Elizabeth
Tel. 876-607-6338
Manager
Chedda Douglas Jamaica Exotic Flavors and Essence
Ltd., Bull Savanah, St. Elizabeth
Tel. 876-579-5900
Production Manager
Glenroy Wisdom Salem Fishing Complex, St. Ann Fish Vendor
154
Tel. 865-3358
Shanna-Lee Jones Riu Club Hotel Resort, St. Ann
Tel. 876-972-8325
Purchasing Manager
Rudolph Green St. Anns Bay Old Jale Fisherman’s
Cooperative, 805-2263
President
Romeo McIntyre Jamaica Grande, Ocho Rios, St. Ann
Tel. 867-
Purchasing Manager
Lawrence Madden JAS, Tel. 876-922-8145 President
Janet Lawrence RADA, Tel. 876-564-3542 Executive Director
Christopher Malcolm Sandals, Jamaica
Opal Smith-Winco Hilo Supermarket, Head Office Procurement Manager
Lenworth Thomas Hilo Store,794-0903 Warehouse Manager
Norda Mattis Square one supermarket, 974-5278 Coordinator, Farm Produce
Paul Francis Super Plus Supermarket, 360-8202 Produce Manager
Loraine Seow Seow’s Supermarket,974-2532 Manager
Zulieka Budhan Planning and Policy, MOA, 927-1735-
50
Principal Director
Patricia Lyttle Marketing Division, MOA, 927-1735-50 Marketing Officer
Hope Perkins Statistical Institute of Jamaica, 927-
5311
Director
Lindo Development Bank of Jamaica Agricultural Officer
Malden Miller United States Agency for International
Development, 702-6452
Project Officer
Clarence Osbourne Jamaica Bauxite Institute, 927-2070 Project Coordinator
Hugh Lambert Jamaica Bauxite Institute, 927-2070 Agricultural Specialist
Dionne Clark-Harris Caribbean Agricultural Research and
Development Institute, 927-1232
Entomologist
Don McGlashan Ministry of Agriculture, 927-1731 Director General
Barrington Hibbert Planning Institute of Jamaica, 935-5133 Agricultural Economist
Andre’ Kong Fisheries Division, Ministry of
Agriculture, 928-8811-3
Director
Stacy Rose 927 1731 - 50 Planning Officer, Ministry of
Agriculture, Jamaica
Ricardo Morris Fisheries Division, Ministry of
Agriculture, 928-8811-3
Fisheries’ Officer
Tanisha Williams Bureau of Standard, 926-3141-5 Standard Development and
Certification Oficer
Derrick Vermont Goat Breeders Association President
Leslie Grant European Union Banana Support
Program , 970-3937
Manager, Rural Development
Glennis Ford Rural Physical Planning Division, MOA,
927-0441
Marvel Gray Rural Physical Planning Division, MOA,
927-0441
Director
David Thomas Mothers, 929-2980 Assistant Procurement Manager
Odette Dacosta Mothers, 840-6635 Branch Supervisor
S. Liu (Ray) Rexo Supermarket Manager
Donovan Harty Green Grocery, 776-6638 Manager
Kenisha Bentley Island Grill Restaurant, 926-3826 Supervisor
Debbie Richard Island Grill, Head Office, 931-9869 Produce Manager
155
Gene Chung Juicy Patty, 904-2619 Purchasing Manager
Natien Hall Juicy Patty Franchise Manager
Juliette Newell Tijule Company Ltd Managing Director
Quest Boston Jerk Centre Manager
Yvonne Gauntlet Central Food Packers Manager
Richard Ashmond Ashmond Food Product Ltd Manager
Debbie Garbutt Busha Brown, 926-6449 Manager
Dianne Tomlinson Picka Pepper Company General Manager
Andrew Morales West Best Foods, 909-9764 Manager
Lewis Taylor Spur Tree Spices Jamaica Ltd, Production Manager
Stacy Davidson Southern Foods Products Quality Control Manager
L. Sammons Mussons Jamaica Ltd. Manager
Sylvia Tai Tastee Company Secretary
Milton Murdock Santoy Farmers’ Association, 850-4214 President
Janet Murray Grays Pepper, 918-0395 Quality Control Manager
Dwane Virgo KFC (Kentucky Fried Chicken) Procurement Manager
Raymond Mattis Commodity Monitoring and
Information Unit, MOA, 927-1731-50
Head of Department
Richard Grove True Juice, 708-2158 Director
Peter Knight Ministry of Health, 967-1100-1 Director
Collin Cooper Ministry of Health, 967-1100-1
Kingsley Palmer Agro Grace, Potsdam, St. Elizabeth,
381-0137
Sales Representative/Farmer/ Justice
of the Peace
Melville Miruan 354-5710 / 564-3572 RADA
Douglas Chedda 577-5900 (C) / 607-6338 (O) Production Manger, Jamaica Exotic
Flavours Ltd, Bull Savannah.,
Agroprocessor,
Tony Freckleton 607-6338 / 470-7969
CEO, Jamaica Exotic Flavours & Essences
Ltd
Agroprocessor,
Andrew Gray Sav La Mar Grace Pepper Factory
Denese Perkins Walkers Wood
Christine Wong King Pepper
Donna Bromfield 965-8060 Southern Fruits and Food Processors
Village Pride Products, Bull Savannah PO,
St Elizabeth, Jamaica
Sadie Dixon 878 1429 Deputy Regional Marketing Officer,
Western Region, RADA, Montego Bay
Kirk Evans 579-7786 427-5425
RADA, Montego Bay
Joshu Williams
387-9489 Vice President, MAFOOTA Farmers Group
Mafoota District, Mount Horeb PO.,
Montego Bay, St James, Jamaica
Marlon Tingley 407- 6379 322-4990 952=5510 PRO, MAFOOTA Farmers Group
Mafoota District, Mount Horeb PO.,
Montego Bay, St James, Jamaica
Leon Green 582-5849 MAFOOTA Farmers Group
Mafoota District, Mount Horeb PO.,
Montego Bay, St James, Jamaica
Robert Brown 859-3425 MAFOOTA Farmers Group
Mafoota District, Mount Horeb PO.,
Montego Bay, St James, Jamaica
Glenroy Williams 865-3358 Scaler, Salem Fishing Complex, Runaway
156
Bay, Jamaica
Geoffery Brooks (Palanka) 459-4738 Scaler, St Anns Bay
Damian Benjamin Nigel
Benjamin
890 8567
370-4740
Douglas Castle
Benjamin Elsie 872 6494 Transport Service Provider
Andymore Carter 862 5527 Trelawney
Shanna Lee-Jones 972-8325 (O) / 401 7915 (c)
Purchasing Manager
RUI Hotel Resorts, Ocho Rios
Frederick Sutherland 516-4093
Executive Sous Chef
Super Clubs
Nikki-Ann Bahadosingh 516-4083
Purchasing Manger
Super Clubs
Romeo McIntyre 360-1933 Purchasing Manager
Sunset Jamaica Grande
Syvan Mc Morris 331-5976 Sailor Hall Fishermen Beach, Ocho Rios
Lot 87, Roaring River, Ocho Rios, St Anns
Charles Benjamin & Jestina
Benjamin
Tomato Farmer, Douglas Castle 843-2824 / 362-0716
Alfred Morrison Goat Farmer, Chalky Hill, St Anns 870-8639
Woodrow Mitchell Managing Director, Walkers Wood,
Caribbean Foods Ltd
379-4462 (c) 917-2318 (O)
Fax 917-2648
Marcia Sonia Henry Higgler, Mandeville Market
Patsy Dixon Tropical Foods 923-0775
Josef Alder Manager, AMC 580-1480
Errol Simpson Farmer, Bull Savannah Postal Agency, St
Elizabeth
Clayberke Baptiste carrot farmer, Mount prospect P.O. 889 7297
ValconSimpson Tomato, scallion farmer, duff house 456-7616
Calvin Thompson Databank RADA
Noel George Lawrence Sailor Hall Fishermen Beach, Ocho Rios
Great Pond, Ocho Rios
876-4625
Neville Lindo Agricultural Specialist, Development Bank
of Jamaica Ltd
Mr Andre Kong Director Jamaica Fisheries Department.
Ministry of Agriculture
Derrick Vermont President, Goat Breeders Association; 848-9097, 547-2919, 978-6826
Mr Sandor Pyke Director, Marketing Division, Ministry of
Agriculture, Jamaica
927 1731 - 50
Mr. Mr Neville Morgon Dept. Parish Manger, RADA, St Elizabeth 577-9147 or 564-3572
Sharon Willis STATIN [email protected]
157
SAMPLE
JSIF Logo
SURVEY FORM 1
CONFIDENTIAL QUESTIONAIRE NO.________
Jamaica Social Investment Fund (JSIF)
1c-1f Pawsey Road
Kingston 5
Jamaica
MARKET DEMAND SURVEY
This survey is being undertaken by the JSIF of Jamaica to assess the market demand for fresh
agricultural produce in the country. The questions listed seeks to determine the volumes of fresh
vegetables, fruits, meats and fish demanded by the hotelier, processors, marketeers and the
restaurant / food service operators. The study also seeks to determine any emerging trends in this
subset, and to ascertain any demand and supply-side constraints that may exist. The information
obtained will help to inform the development of policies required to support the agri-food sub-
158
sector. The overall objective is to assess the opportunities that may exist for the local farming
sector.
1. Business Name:
2. Respondent Name and Position:
3. Address: Phone…………………….Email:…………………..
4. Buyer Category:
Processing Plant … Cottage Scale Processor Farm / Home Processing
Supermarket (large) Supermarket (small) Wholesalers / Intermediary
Restaurant Hotels
5. No. of years in operation? Years……………….
The next two questions are designed to collect information from hoteliers, restaunteurs and processors
and other buyers. In the case of hoteliers, either question 6 or 7 should be completed; only question 6
should be completed for restaunteurs, processors and other buyers.
159
6. For the major commodities utilized for your business, please indicate the quantities in terms of volume
and frequency (or visitor arrival and food plate composition per visitor for hoteliers).
Source of
Supply
Volume [lb] or [kg] Commodity
Local Import Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1. Carrots
2 Tomatoes
3. Escallion
4. Hot peppers
5.Watermelon
6.Cantaloupe
7.Fish
8. Goat meat
9. Yams
7. Number of Rooms: Average stay over:
Volume [lb] or [kg] Visitor
characteristics Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1.Visitor arrival
2. Percent
occupancy
160
8. Which is your major market for your commodities purchased?
Market % share
Consumers / households
Wet Market Retailers
Hotel / restaurant / hospitality
Supermarket
Other:………
9. Where do you get your stock of fresh vegetables, fruits, meats, fishes?
Market Fresh Vegetables Fruits Meats Fish
Public / Wet Market
Farmers
Supermarket
Imports
Own farm
Contracted suppliers:
formal / informal
Other:………
161
10. If not already purchasing directly from farmers, would you be willing to transact business directly
with individual farmers or farmers groups?
Yes [ ] No [ ]
Give reasons:
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
11. (To be done for major hotels, processor, supermarkets only)
What special supply arrangement (contracts, fixed / variable price, credit) do you require from the
fresh vegetables / raw material suppliers? (note the nature of the relationship between farmers and
supermarkets varies greatly depending on the crop, alternative markets and farmers’ experience).
Explain and tick below..............................…………………………………………………………….
……………….………….............………………………………………………………………………
Contract Fixed Price Variable
Price
Credit
(no. of days)
Open
Trading
Verbal
arrangement
1. Carrots
2 Tomatoes
3. Escallion
4. Hot peppers
5.Watermelon
6.Cantaloupe
7.Fish
8. Goat meat
9. Yams
162
12. From the commodities that you utilize, which are the most difficult to obtain?
List
…..……………….. …………………… …………………………
…………………… …………………… …………………………
13. Are you satisfied with the standard or quality of fresh vegetables / meats / raw material available
for your operation?
Yes No
If no, explain………………………………………………………………………………………
.……………………………………………………………………………………………………
14. What special standard / quality / attributes do you require for the fresh vegetables / / meats / raw
material supplied?
Describe quality / attributes……………………………………………………..……………………
………………………………………………………………………………………………………….
15. What do you see as the most important or critical drivers in this fresh vegetable / meat / fish
business? (Prioritize by numbering if possible)
For example:
Delivery in new boxes or stackable plastic
packaging/crates
Health and Food Safety
GAP procedures
Free from pesticide residue
Proper post harvest handling
Optimal storage temperatures
Other…………………
163
16. Do you have any other special demands such as minimum quantity, frequency and time of
delivery? Please explain:
Frequency of supply ……………………………………………………………..…………………
Minimum volumes…………………………………………………………..…………………….
Delivery at specified time…………………………….………………………..……………………
17. In terms of trends that may be developing, what are the top three (3) vegetables / fruits being
demanded?
(i) ………………… Most
(ii) …………………
(iii) ………………… Least
18. What can Government do to develop and improve the supply capability of Jamaican farmers?
Please specify. eg
a. Initiatives to improve the organizational capacity of small producers.....
……………………………………………………………………...................................
b. Encourage farmers to club together to benefit from economies of scale...........................
……………………………………………………………………………………............
c. Improve access to capital....................................................................................................
d. Make investments in machinery and infrastructure...............................................................
e. Offer more consistent levels of supply...............................................................
f. Other...(specify)..................................................................
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19. Can producers expect a better deal by supplying the supermarket chains / hotels / middlemen /
processors?
Yes No
Explain………………………………………………………………………………………………
Stable prices……………………………………......…………...…………………
Less uncertainty………………………………………………...…………………
Opportunity to grow with firm………………………………...…………………
Training in GAP………………………………………………...…………………
Strategic alliance………………………………………………...…………………
Other……………………………………………………………………………….
20. What are your future plans with respect to your agri-food or food service / processing / marketing
business?
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
End of Questionnaire
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FORM 3
MARKET / PACKINGHOUSE INSPECTION SURVEY
This checklist seeks to map out the availability and quality of the market infrastructure as part of
the national post-harvest infrastructure. The assessment includes a cursory and detailed
examination of the physical facilities at the local and wholesale markets. This was done given the
task for examination of post harvest infrastructure and it being part of the fresh agricultural
produce chain. A significant amount of fresh produce that enters the hospitality industry as well
as the supermarkets is transacted at these facilities. It is also important to highlight here that the
market infrastructure is an integral part of the national food handling infrastructure. In addition,
given the advent of globalization and the heightened and ever-increasing stringency standards as
it relates to food, countries must find it necessary to upgrade its food infrastructure giving
cognizance to the importance of food safety or risk losing its marketshare in the global (and local
marketplace). It is not in all cases that quality assurance and international standards examiners
announce their visit to countries seeking marketshare in other countries, for market entry or trade
in services. Thus, as a pre-empetitive measure for retention of marketshare and to gain the
benefits of globalization, countries would need to get its food handling infrastructure to an
internationally acceptable standard. The table below summarizes the conditions at various public
markets in Jamaica.
1. Name and address of the Respondent :
2. Address of the Market / Packinghouse : eg. Coronation Market
4. Name and address of the Respondent :
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MARKET & PACKINGHOUSE INFRASTRUCTURE DATA
Audit / Criteria Rating
Yes /
Good
Rating
No /
Poor
Recommendation for Improvement
a. Is the surroundings clean and is it sanitized at least once per
week?
√ Very unsanitary, difficult to clean and to maintain clean
b. Is there obnoxious fumes, garbage, other waste, unapproved
structures in the vicinity?
√
Lots of garbage strewn, clogged drains, vehicle pollution
c. Is the approach and service roads around building clear and
easily accessible?
√ Highly congested, limited access to trading area, traders occupy
streets on approach to trading area
d. Is there a systems or equipment for control of unwanted animals
such as traps?
√ No animal or vermin traps
e. Are there pest, insect, rodent proofing and / or baiting stations? √ Market has open access. Inside the trading area has covered
stalls, non-food storage material and garbage being stored.
f. Is the drainage system open to surface or permanently installed
underground?
√ No noticeable drainage system and there are areas with clogged
drains and stagnant water
g. Are the external walls are properly plastered and free from
crevices, holes, dampness?
√ Paint severely worn, dusty and needs immediate attention
INTERNAL INFORMATION
a. Are the walls and ceilings are properly painted? √
b. Are the floor, walls and ceilings properly plastered with
impervious material?
√ Floor space predominantly asphalt but severely worn
c. Is there adequate ventilation arrangement inside building? √ Inadequate. High temperatures inside building; heat generated
from the galvanized sheet roof.
d. Is there adequate exhaust fans for cooling the trading / working
area?
√ None installed in building. Inside the building is very hot and
humid.
e. Is there adequacy of waste receptacles? √
f. Is the frequency of waste removal from the building and away
from the site adequate?
√ Heaps of rotten garbage strewn in open areas and evidence of
burnt garbage.
g. Do traders and other occupants sleep overnight in the building? √
GENERAL SUPERSTRUCTURE
a. Is the market building constructed with temporary material or
permanent’ such as steel or reinforced concrete?
RC and steel superstructure with galvanized sheets. Roof leaking
and steel need repainting and adequate maintenance
b. Is there a raised platform for displaying and/or unloading fresh
produce?
√ Clustered, no ramp
c. Is there adequate facilities for washing and drying fresh produce? √
d. Are there proper and adequate tables for grading produce?
e. Are there fans for air drying washed produce?
TRANSPORTATION
a. Is there adequate parking lots for clients? √ Clients park on public roadway
b. Is there adequate internal market transport? √ Crude manually powered hand carts
c. Is there adequate access ramps/loading bay? √ To be verified
d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested
IN-HOUSE STAFF
a. Is the in-house staff educated about post harvest technology? √
b. Is the in-house staff educated in marketing and food safety? √
11. MISCELLANEOUS
a. Comment on the need for modernisation/upgrading needs of the
market
To be fully refurbished or new market built in another larger,
open access location
b. Comment on specific activities for improving appearance of
surroundings and environment in the short-term
Remove all temporary and unauthorized structures. Stop all
unrelated fresh-produce activities, remove all market dwellers,
rodent and other vermin control, repaint, refurbish all surfaces,
construct proper drainage, implement programme for cleaning
and maintenance, waste disposal, and SSOP.
FORM 4
POLICY MAKERS AND STAKEHOLDERS QUESTIONNAIRE
(SAMPLE)
The Jamaica Social Investment Fund (JSIF) has undertaken the initiative to improve the income in poor
rural communities of Jamaica. The primary goal is to strengthen the supply chain linkages between small
farmers and the markets: (Hotels, Restaurants, Processors, Supermarkets, wholesalers, etc). This list of
questions provides a guide for the discussions with policy makers and other key stakeholders. The
intention is to obtain the views and recommendations that can be used to inform policy makers as it relate
to the commodities of interest and for the development of the target group.
______________________________________________________________________________
Name of Respondent: …………………………………….
Name of Organization:…………………………………….
Address / Contact No.:……………………………..
We have been asked by the JSIF as part of their social development portfolio to examine the commodities
listed below and the possible roles they may play as part of a rural development initiative. The rationale
for choosing the commodities is also listed:
Rationale Targeted Commodities
Import
Substitution Tomato Carrots Watermelon Cantaloupe
Import
Substitution and
Processing
Capacity
Hot Peppers Escallion
Food security and
value added Yellow yams Yams
Import
Substitution Fish Sheep and goats
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(1) In terms of your responsibility or portfolio, what is your principal role as it relates to development
of the agricultural sector of Jamaica in general?
_____________________________________________________________________________________
_____________________________________________________________________________________
____________________________________________________________________________________
(2) What is your principal role as it relates to development of the small farming community in
particular?
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
(3) What is your specific area of interaction as it relates to greater utilization of locally produced
agricultural commodities vs imports by the following?
Agro-processors:_______________________________________________________________
Supermarkets__________________________________________________________________
Hoteliers_____________________________________________________________________
Restaurant / Food Service________________________________________________________
Middlemen____________________________________________________________________
4. What can be done to develop and / or strengthen the relationship between small farmers and the local
hospitality sector as it relate to marketing and greater utilization of the commodities of interest?
_____________________________________________________________________________________
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_____________________________________________________________________________________
_____________________________________________________________________________________
5.What are your views on the current tariffs on imports on the commodities of interest and the benefits
they accrue to small farmers?
_____________________________________________________________________________________
_____________________________________________________________________________________
6. What regulatory instrument would you support for the following agricultural produce?
Tariffs Licenses & Approval
Permits
1. Carrots
2 Tomatoes
3. Escallion
4. Hot peppers
5.Watermelon
6.Cantaloupe
7.Fish
8. Goat meat
9. Yams
7. Given the state of the agricultural sector in general and small farmers in particular as they exist now,
and the need to improve to international standards, what do you recommend for the following?
a. Food safety and adherence to international standards:
170
_____________________________________________________________________________________________
_____________________________________________________________________________________________
________________________________________________________________________
b. The regime of tariffs, safeguards and support for sensitive/strategic products;
_____________________________________________________________________________________________
_____________________________________________________________________________________________
________________________________________________________________________
c. Development of any other trade policy instruments as a production and marketing strategy.
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
7. What final comment would you like to make about this JSIF attempt to strengthen the relationship
between small farmers and the local key players in the market?
_________________________________________________________________________________
___________________________________________________________________________
______________________________________________________________________________
171