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THE ONION AND GARLIC VALUE CHAINS

A QUICK ASSESSMENT OF THE ARUSHA AND MANYARA

PRODUCTION ZONES

STUDY COMMISSIONED BY:

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Table of Contents

LIST OF ACRONYMS ........................................................................................................ 5

EXECUTIVE SUMMARY ................................................................................................... 6

1. INTRODUCTION ............................................................................................................. 9

1.1. Background .......................................................................................................................... 9 1.1.1. Geographic focus: .................................................................................................................... 9 1.1.2. Objectives of study .................................................................................................................. 9

1.2. Study Methodology .........................................................................................................10 1.2.1. Literature Review .................................................................................................................. 10 1.2.2. Quantitative Tools ................................................................................................................. 10 1.2.3. Qualitative Tools .................................................................................................................... 12 1.2.4. Data Analysis........................................................................................................................... 12

2. THE ONION VALUE CHAIN .................................................................................... 13

2.1. The Production Areas .....................................................................................................13 2.1.1. Engaruka Ward ...................................................................................................................... 13 2.1.2. Selela Ward .............................................................................................................................. 13 2.1.3. The Mangola Valley ............................................................................................................. 13

2.2. The Value Chain Outline ................................................................................................15 2.2.1. A Functional Perspective ................................................................................................... 15 2.2.2. An Institutional Perspective .............................................................................................. 15 2.2.3. The Major Onion Marketing Channels ........................................................................ 18

3. PRODUCTIVITY AND GROSS MARGIN ANALYSES IN THE ONION

VALUE CHAIN .................................................................................................................. 19

3.1. The Farmer ..........................................................................................................................19 3.1.1. Engaruka Gross Margin Analysis for the Masika Season ................................ 19 3.1.2. Mang’ola Gross Margin Analysis for the Masika Season ................................. 19 3.1.3. Selela Gross Margin for the Kiangazi Season ........................................................ 20 3.1.4. Mangola Gross Margin for the Kiangazi Season ................................................... 20

3.2. Traders Gross Margin Analysis .................................................................................21

4. THE ONION VALUE CHAIN OPPURTINITIES AND CONSTRAINS ......... 22

4.1. Farmer Productivity .........................................................................................................22 4.1.1. Seeds .......................................................................................................................................... 22 4.1.2. Land ............................................................................................................................................. 24 4.1.3. Water and Irrigation .............................................................................................................. 24 4.1.4. Good Agricultural Practices.............................................................................................. 24 4.1.5. Seasonality and Storage ................................................................................................... 25 4.1.6. Post Harvest Losses and Buyer Requirements ..................................................... 27

4.2. Competition ........................................................................................................................27 4.3. Market Governance and Power Relations .............................................................28 4.4. Finance .................................................................................................................................29

4.4.1. The KDA Financing Model ................................................................................................ 31 4.5. Farmer Groups and Collective Marketing ..............................................................31

5. THE ONION VALUE CHAIN RECOMMENDATIONS ....................................... 32

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5.1. Reducing Production Costs and Increasing Productivity ..............................32 5.1.1. Address the Seed Problem .............................................................................................. 32 5.1.2. Variety Identification/Characterization ........................................................................ 32 5.1.3. Conducting Soil Sampling/Analysis ............................................................................. 32 5.1.4. Introduce Irrigation Technologies .................................................................................. 33 5.1.5. GAP Trainings ......................................................................................................................... 33 5.1.6. Storage ....................................................................................................................................... 33

5.2. Collective Marketing .......................................................................................................34 5.3. Financing .............................................................................................................................34

6. ONION STAKEHOLDER MAPPING ..................................................................... 36

7. THE GARLIC VALUE CHAIN .................................................................................. 40

7.1. The Production Areas .....................................................................................................40 7.1.1. The Bashay Valley .............................................................................................................. 40 7.1.2. Endagaw .................................................................................................................................... 41

7.2. The Value Chain Outline ................................................................................................41 7.1.1. The Functional Perspective.............................................................................................. 41

7.1.2. Institutional Perspective ............................................................................................42

8. GARLIC VALUE CHAIN PRIMARY ACTORS ..................................................... 44

8.1. Farmers .................................................................................................................................44 8.1.1. The Bashay Production ...................................................................................................... 44 8.1.2. The Endagaw Production .................................................................................................. 45

8.2. Local Agents/Brokers .....................................................................................................45 8.3. Wholesale Traders ...........................................................................................................46 8.4. Processors ..........................................................................................................................46

9. SECONDARY GARLIC VALUE CHAIN ACTORS ........................................... 47

9.1. Agro - dealers .....................................................................................................................47 9.2. MVIWATA .............................................................................................................................47 9.3. MIVARF .................................................................................................................................48 9.4. FARM AFRICA ....................................................................................................................48 9.5. CRDB .....................................................................................................................................49 9.6. Mbulu DAICO ......................................................................................................................49 10.1. Productivity ......................................................................................................................50

10.1. Inadequate Irrigation Water ............................................................................................... 50 10.1.2. GAPs ............................................................................................................................................ 50 10.1.3. Seeds ........................................................................................................................................ 50 10.1.4. Fertilizers ................................................................................................................................ 51

10.2. Gross Margin Analysis ................................................................................................51 10.2.1. Farmers ................................................................................................................................... 51 10.2.2. Traders Gross Margin Analysis ................................................................................... 52

11. THE GARLIC VALUE CHAIN OPPORTUNITIES AND CONSTRAINTS .. 54

11.1. Investing in GAPs for Greater Productivity ........................................................54 11.1.1. Irrigation technologies ...................................................................................................... 54 11.1.2. Adequate Fertilizer Use ................................................................................................... 54 11.1.3. Investing in More Marketable Seeds ........................................................................ 54

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11.1.4. Accessing Safer and More Reliable Pesticides ................................................... 55 11.1.5. GAPs Trainings on Garlic.............................................................................................. 55 11.1.6. Coordinated Water Management ............................................................................... 55

11.2. The Marketing Role for the DIDIHAMA and BAGARA AMCOS ...................56 11.3. The Role of the DIDIHAMA and ENDASAKI SACCOS in Enhancing Access to

Finance ...........................................................................................................................................56 11.4. Leadership Gaps in the AMCOS and SACCOS .................................................56 11.5. Storage and Post Harvest Losses ..........................................................................57 11.6 Unreliable Pricing, Weights and Measurement ..................................................57

12. CONCLUSIONS AND RECOMMENDATIONS ............................................... 59

12.1. Increase Productivity ...................................................................................................59 12.1.1. Train the Farmers on Water Conservation and Simple Irrigation

technologies .......................................................................................................................................... 59 12.1.2. Develop a Multi-stakeholder Water Use and Conservation Plan ............... 59 12.1.3. Improve on the Existing Garlic Variety ..................................................................... 60 12.1.4. Soil Analysis and Consequent Fertility Management ....................................... 60 12.1.5. Introduce a GAP Training Kit for the Farmers ...................................................... 60 12.1.6. Establish Farmers’ Safer Access to Inputs ............................................................ 60

12.2. Review the Infrastructural Requirement for Garlic Storage ........................61 12.3. Organizational Strengthening Support ................................................................61 12.4. Increasing Farmers Access to Reliable Markets ..............................................62 12.5. Increasing Representation at the LGA Decision Making Platforms ........62 12.6. Establish A Garlic Stakeholders Dialogue Platform .......................................62

13. GARLIC STAKEHOLDER MAPPING ................................................................ 64

ANNEXES ........................................................................................................................... 68

Annex 1: References ..................................................................................................................68 Annex 2: List of Farmers Interviewed ................................................................................69 Annex 3: List of Traders Interviewed .................................................................................81 Annex 4: List of Agro-dealers Interviewed .......................................................................82 Annex 5: List of Key Informants Interviewed ..................................................................83 Annex 6: List of Mang’ola Traders Interviewed in the Focus Group Discussions

..........................................................................................................................................................87 Annex 7: Farmers Questionnaire .........................................................................................88 Annex 8: Traders Questionnaire ....................................................................................... 100 Annex 9: Agro-dealers Questionnaire ............................................................................. 111

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LIST OF ACRONYMS

1. AMCOS – Agricultural Marketing Cooperatives Society

2. AVRDC – Asian Vegetables Research Centre

3. CIP – Commodity Investment Plan

4. DAICO – District Agriculture, Irrigation and Cooperatives Officer

5. DIDIHAMA – Dirim, DIomat, Harsha and Mangisa

6. GAPS – Good Agricultural Practices

7. IRDP – Institute of Rural Development and Planning

8. KDA – Karatu Development Association

9. MIVARF – Markets Infrastructure, Value Addition and Rural Finance

10. MVIWATA – A Network of Farmer Groups in Tanzania

11. NGOs – Non-Governmental Organizations

12. QDS – Quality Declared Seeds

13. SACCOS – Savings and Credit Cooperative Society

14. SUA – Sokoine University of Agriculture

15. TAHA – Tanzania Horticultural Association

16. TOSCI – Tanzania Official Seed Certifying Institute

17. VC – Value Chain

18. VICOBA – Village Community Banks

19. WAEO – Ward Agricultural Extension Officer

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EXECUTIVE SUMMARY

The onion and garlic value chains study was commissioned by the four organizations Trias, MVIWATA, TAHA and AgriProFocus aimed at creating a greater understanding of the two value chains. In so doing the study sought to identify the existing actors, opportunities and obstacles. The study has also gone a step further to recommend initiatives that can be taken to take advantage of the opportunities as well as address the obstacles The study was conducted in five production valleys in which three were surveyed for the onion value chain while two were surveyed for the garlic value chain. In Arusha region, Selela and Engaruka wards in Monduli district and the Mangola valley in Karatu district were surveyed for the onions value chain. In Manyara region, Bashay valley in Mbulu district and the Endagaw ward in Hanang’ district were surveyed for the garlic value chain. The methodology used in the study had both quantitative and qualitative methods. In the quantitative methods structured questionnaires were administered to 289 farmers, 21 traders and 12 agro-dealers. Out of the 289 farmers 173 were onion farmers while the rest were garlic farmers. For qualitative methods, key Informants were interviewed through semi-structured questionnaires and focus group discussions were held. With these methods the study has various findings for both value chains. This part of the study only discusses the main findings of the study and gives recommendations in summary. In discussing the structures of the value chains, the study first reveals the change in the onion marketing structure from the Kilombero hub dominance to a closer Mang’ola traders' dominated channel. This shift which is seen to bring the markets closer to the farmer and reduce the number of actors in the chain is also seen to be denying the farmers more information about the destination markets, hence, increasing the dominance of the traders in the value chain. The situation is not very different in the garlic value chain. In the garlic value chain the primary marketing channels is the traders channel. However, the bulking is shared with the farmer cooperatives AMCOS which have been formed to help farmers market their crops. Due to the same dominance by the traders, the cooperatives cannot access the markets and end up selling to the traders at a higher level. The positive effect that this has had on the farmers is that the farmers can get better prices from the same traders since they only choose to sell when prices are good. However, the cooperatives still account for only 150 out of the 5,000 tons of garlic that are being sold from the farmers. Independent farmers led channels are present in both value chains. However, they require that farmers afford an operating capital to cater for their transportation and storage costs. These channels have therefore been mostly used by medium and large-scale farmers for the onion farmers and the AMCOS for the garlic value chain. The study reveals similar value chain constrains for both onion and garlic value chains. First on the list is the poor agricultural practices that undermine the farmers’ productivity. While onion farmers are operating at 30% of their productivity potential, the garlic farmers are operating at a much lower 10% of their existing productivity potential. The most identified challenge is the access, use and quality of inputs that the farmers are using. For onions, the use of appropriate seed and the right application of fertilizers and pesticides are at the center of the challenges. For the garlic value chain chemical fertilizers and pesticides are not so much used. It could

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however not be established if this has resulted to deficiencies or if it the right levels since no soil analyses and other lab tests have been done in the areas Another common factor that undermines productivity is the access to irrigation water. Farmers in both value chains acknowledge that water is not adequate in the production areas. For instance in both garlic production zones the farmers are only cultivating slightly less than 50% of the land available for garlic production. This is the farthest the irrigation infrastructure can support at the moment. In both value chains the study reveals that the smallholder farmers cannot maximize their incomes from their farming practices if their cash-flow challenges are not addressed. Due to the seasonality of the two crops the best prices are for the stored produce. However, the farmers don’t have liquidity to afford storage space or even to cushion them against the pressure whenever their produce is in the stores. There are no inventory credit schemes in both value chains that can also provide this liquidity to the farmers. As a result, the farmers engage in spot-cash dealings ending up with very low prices due to traders’ manipulation. Despite the existence of farmer groups in the areas surveyed, the study could not link the significance of the farmer groups to the daily farmer operations except in the garlic value chain where the farmer cooperatives have been used in produce bulking and management of irrigation infrastructure. More than 98% of the interviewed farmers still sell their produce individually, purchase their inputs individually and seek agronomic support on an individual basis. In terms of markets, the study reveals that there exist various markets with different requirements. However, the study does not give too much detail on the buyer requirement since the farthest the survey could go is the wholesale market where there is a lot of dark spots created by the trader cartels. However, from the traders diverse operations the study establishes that there exist different markets for the two crops with very little competition. For the onions the study reveals that the onions produced in the surveyed areas are considered the best variety in the markets. Even though the variety could not be scientifically identified, its redness is a favorite in the markets. For the garlic value chain, garlic produced in these areas is liked most in the markets due to their strong aroma. However, their small-sized cloves deny them diverse markets since some markets want bigger cloves. With the above findings and others discussed in the study recommendations are made for both value chains. For the onion value chain the study recommends that the stakeholders should:

Establish joint demonstration plots in the production areas for the use of improved seeds

Consider running QDS programs in areas where there is reluctance to use improved seed even after the demonstrations

Characterize and identify the onion varieties currently being cultivated in the areas

Conduct soil analyses in the production areas Introduce affordable irrigation technologies for the farmers Train farmers on good agricultural practices Invest in collective storage infrastructure at the farmer groups/cooperatives

level Introduce simple household storage technologies Build the capacities of farmer groups to better-serve their members Introduce SACCOS and other localized financial facilities to increase the

farmers’ uptake of financial support

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For the garlic value chain, the study recommends that the stakeholders should:

Train farmers on water conservation and simple irrigation technologies Develop a multi-stakeholder water conservation and use plan Improve the existing variety to meet the current buyer requirements Conduct a soil analysis to establish the existing deficiencies Introduce GAP trainings for the farmers Create mechanisms for farmers safer access to inputs Review the infrastructural and quality requirements for garlic storage Build and strengthen the capacities of farmer groups/cooperatives to offer

better services to their members Create a garlic traders’ association/platform Increase farmers representation at the LGAs level Establish a garlic stakeholders dialogue and knowledge sharing platform

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1. INTRODUCTION

1.1. Background The onions and garlic value chains study was commissioned by the AgriProFocus Tanzania members and partnership between three organizations i.e. Trias, MVIWATA, and TAHA. The study fits into the aims of one of the programs Trias Tanzania is in partnership with MVIWATA called the “Building Assets” (2014 – 2016) The program is being implemented in Arusha region (Man’gola, Engaruka and Selela) and Manyara region (Bashay, Endagaw). Being the largest member-based organization in the horticultural industry, TAHA looks at this study as an eye-opener on areas which it can focus on to help onion and garlic growers some of whom are already their members.

1.1.1. Geographic focus:

The two value chains are divided amongst the four target areas as follows:

Location Main crop

Man’gola Onions

Selela / Engaruka Onions

Bashay Garlic

Endagaw Garlic

1.1.2. Objectives of study

The three AgriProFocus Tanzania partners commissioned the study in order to know where their interventions would have the most impact. The study aimed to identify the obstacles and opportunities in the value chains and provide recommendations on how to improve the functioning of the chains and increase fair returns for all main actors. The study aimed also to promote learning through sharing of knowledge and information generated with interested AgriProFocus members and key stakeholders. Specific Objective:

1. Identify all (main) actors in the value chains including supporting / facilitating actors such as cooperatives / apices / AMCOs, microfinance actors, NGOs, veterinary services etc. This should be (location) specific, i.e. not “input suppliers” in general, but the names, locations, contact details etc. of the main actors.

2. Identify the main market outlets for the 2 value chains, the trends / development in these markets and the size of the market demand(s) (i.e. how much demand is there for the products by the different market outlets)

3. Identify the obstacles and needs that the different players in the chains face / have, including getting an overview of the legislation landscape / government regulations

4. Identify requirements of the different VC actors (e.g. with regard to quantities, quality, packaging etc.)

5. Profile the types and nature of relations between different actors along the 2 value chains

6. Determine the main costs and expenses of each actor and their profit (simplified gross margin)

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7. Come up with recommendations for Trias, TAHA and MVIWATA on which interventions can improve the functioning of the chain and fair returns to all main actors.

8. Learn more about the onion and garlic value chains and share this knowledge with all AgriProFocus Tanzania network members

1.2. Study Methodology

The onion and garlic value chains study has been done using a mix of tools as

follows:

1) Literature Review 2) Quantitative tools - Questionnaires 3) Qualitative Methods

Key Informant Interviews Focus Group Discussions

4) Data analysis

1.2.1. Literature Review

Literature review was very important in giving background knowledge on the two

value chains. Reports on previous value chain projects in the target area and out of

the target areas have been reviewed to establish overarching trends in the value

chains. Most importantly such literature has been very helpful in providing a broad

picture of different onion and garlic markets both within Tanzania and in the East

African region. Administrative documents was also collected from the Local

Government Authorities (LGAS) and reviewed to establish the production dynamics,

contribution of the two crops and the kind of support the crop is receiving from the

LGAs. A list of documents reviewed in this assignment has been included as a

bibliography under annex 1.

1.2.2. Quantitative Tools

This was the main tool used in the survey

The quantitative tool used in this survey is a structured questionnaire. Three

structured questionnaires were developed and administered with the help of

enumerators. The three questionnaires were:

Farmers Questionnaire

Traders Questionnaire

Agro-dealers questionnaire

The farmers questionnaire was administered with the help of AKVO flow a system

that enabled the field team to administer the questionnaires through smartphones.

Through the smartphones, a total of 289 questionnaires were administered with their

geographical distribution as follows

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TARGET PROGRAM

LOCATION

DISTRICT NUMBER OF FARMERS

INTERVIEWED

Engaruka Monduli 28

Selela Monduli 46

Mang’ola Karatu 92

Bashay Mbulu 77

Endagaw Hanang’ 45

Out of the interviews only 2% were found to grow both garlic and onions mostly in

Endagaw area and very few in Bashay.

By gender more men were interviewed than women

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The traders’ questionnaire was administered on paper with the enumerators asking

and recording the responses. A total of 21 trader questionnaires and 12 agro-dealers

questionnaires were administered. Please find a comprehensive list of farmers

interviewed in Annex 2. Annexes 3 and 4 are lists of traders and agro-dealers

interviewed while annexes 5, 6 and 7 are the farmers, traders and agro-dealers

questionnaires respectively.

1.2.3. Qualitative Tools

Key Informant Interviews

The key informants gave an in-depth understanding considering their experience and

extensive involvement in the issues being investigated. Key informants in this survey

included lead farmers, seed producers, LGA staff, partner organizations staff, staff

from organizations which have been involved in the onion and garlic value chains,

staff from organizations which have some presence or have just completed relevant

projects in the target locations, farmer organization leaders, large scale farmers,

transporters and interviewees from private companies. The Key informant interviews

were led by semi-structured questionnaires and were performed both in the field and

in the urban areas in the case of companies and NGOs. Please find a list of key

informants interviewed under annex 8.

Focus Group Discussions

In this study, only one focus group discussion was held. The focus group discussion

was held with 8 onion traders from Mang’ola Barazani. The traders who have

recently formed their association opted to respond to the interview as a group and

therefore insisted on an FGD. Please find the list of traders who participated in the

FGD under annex 9

1.2.4. Data Analysis

Data was collected from both primary and secondary sources. The primary sources

of data were the respondents of the interviews who answered the structured

questions while secondary data has been extracted from literature during the

literature review. Secondary data has also been provided by some interviewees from

field documents including the administrative data from the LGAs, data from previous

and ongoing projects and computed data from physical observation.

The collected data has been synthesized and analyzed using MS Excel. The

representations from the analysis have been interpreted and used in the report

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2. THE ONION VALUE CHAIN

This chapter describes the onion value chain giving the study findings from the three production areas upwards to the markets. The chapter starts by giving a background of the production areas then gives a basic value chain structure as per the findings. The structure is used to give major findings at different levels of the value chain.

2.1. The Production Areas Tanzania produces onions on more than 8,781 ha of land. (Ag. Census 2008) According to the 2008 agricultural census, the leading onion production region is Singida which accounts for 17.8% followed by Mbeya region which accounts for 10.8%. of the total annual production. Arusha and Iringa regions, which used to be the leading producers of onions, now only produce 8.6% and 8.5% respectively. This study focuses on the major onion production area in Arusha region. The study moves with the product from the production area to its diverse markets.

2.1.1. Engaruka Ward

Engaruka ward is found in Manyara division in Monduli district. The ward has a population of 12,132 people out of which 8,000 are adults. The ward is divided into four villages namely Engaruka Juu, Engaruka Chini, Oldonyo Lengai and Irerendeni. The people of Engaruka are mixed farmers with a majority of them coming from the Maasai community. The main crops grown in Engaruka are maize and lablab beans (Ngwara). With the existence of the Engaruka River, which passes through three of the four villages, the farmers of Engaruka are slowly transforming into commercial farmers with horticultural production being their main cash-crop activity. The main horticultural crops produced include, tomatoes, bell peppers, cabbages and onions. Leafy vegetables are also produced for household consumption. Onion farming has been introduced to Engaruka due to the availability of irrigation water. Farmers are now producing onions in an average farm size of ½ acre. However, it is still seen as a new crop with a majority of farmers still trying to learn the best technologies in onion production.

2.1.2. Selela Ward

Selela ward comprises of two villages i.e. Selela and Mbashi. The farmers in Selela practice mixed farming where they also keep animals like cows, goats and sheep. While the Selela village practices mixed farming, the Mbashi village solely comprises of livestock farmers since they have no source of water The crops grown in the ward include maize and horticultural produce like bananas, tomatoes, sweet pepper, cabbages, onions and leafy vegetables. The farmers practice onion production on a total land size of ½ acres. Onion production is relatively new to this ward just like the Engaruka ward. The farmers have learnt most of their practice from Mang’ola farmers and even source some of the inputs like seeds from Mangola

2.1.3. The Mangola Valley

The Mang’ola valley is amongst the leading onion producing areas in the country. With a population of 16,257 people the ward is a home to some 7,954 farmers. The

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livelihood of the valley is greatly dependent on one spring (chemichemi), which is the major source of water for both irrigation and domestic use. The people of Mang’ola have three cropping seasons in a year in which they grow three major crops; maize, paddy and onions. According to the Mang’ola WAEO, onions are grown by three major types of farmers:

FARMER TYPE ESTIMATED NUMBER OF FARMERS

FARMER CHARACTERISTICS

LARGE 35 Farm size: 5 acres and above Can afford adequate inputs for the farm sizes Mostly own machinery like tractors and trucks Can afford to store their produce since most of them own their stores Usually have their own market channels. Hence mostly use middlemen at the Kilombero market

MEDIUM More than 900. Form the majority of farmers

Farm size: 1 – 3 acres Can afford adequate inputs for their farms Hire machinery like tractors and trucks Don’t own stores but can afford hired storage space Depend on the markets by the middlemen both in Mangola and Kilombero

SMALL 400 - 500 Farm size: ¼ to ½ Acre Cannot afford adequate inputs for their farms Don’t use tractors Don’t prefer to store their onions and store them in their homesteads if they must Greatly depend on the middlemen in Mang’ola

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2.2. The Value Chain Outline

2.2.1. A Functional Perspective

From a functional perspective, the value chain can be traced as illustrated below:

Value chain with synthesis circles

FARMERS Farm-gate

sales

Wholesale markets Traders Buyers

• First level bullet

- Second level dash

8 Third level arrow


- Second level dash

8 Third level arrow


- Second level dash

8 Third level arrow


- Second level dash

8 Third level arrow


- Second level dash

8 Third level arrow

Produce cess, Market levies Road toll, Kajiado produce cess,

customs, phyto-certification, radiation certificates,

Inputs Finance Transport


Inputs Finance

Extension Agro-input

Mechanization

Water permits/levies, weights

and measures, village land titles

From a functional perspective, the main actors in the onion value chain are the farmers, traders and buyers. Whereas traders are sometimes viewed as value chain facilitators, it is important to note that in this value chain they are actual actors at the farm-gate. They do not broker but buy the onions at the farm-gate. They then sell the onions either at the farm-gate or at the wholesale markets. At the facilitators level, it is still evident that the farmer has the highest number of inputs compared to the traders and even wholesale buyers. They invest in extension, agro-inputs, mechanization amongst other inputs. However, financial input is a critical resource for all the value chain actors At the enabling environment level, the traders and buyers are encountered with more regulatory and legal issues than the farmers. They pay more levies and taxes than the farmer. However, when a farmer opts to send the produce to the market, they transform into traders and end up paying some of those levies.

2.2.2. An Institutional Perspective

What is seen to be a very simple and straightforward functional relation in the value chain, is a more complex trade relation when the actual context in the surveyed areas is represented. This institutional context is illustrated in the sub-sector map

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below. It brings out the different roles that are currently being played by different value chain actors right from the three wards to the markets.

)"

The above sub-sector map gives a picture of how different institutions are involved at different levels of the map. Even though there are more actors than the ones included here, the key actors at different levels have been included in the map. Inputs Onion farmers are supplied by different inputs by different actors. It’s important to note that farmers in the three production areas source some inputs differently Seeds: According to the survey, a majority of onion farmers in the three production areas source their seeds locally. While 23% make their own seeds, 71% buy from their fellow farmers who are known to be good seed producers while some 5% use seeds from both their own production and the seed suppliers. As per the survey, no agro-dealer shop visited in the villages and in the nearest urban center stocked onion seeds of any kind. Fertilizers and Pesticides: Most of the onion farmers buy their fertilizers and pesticides from the local shops in the villages and those in the nearest urban centers. The agro-dealers sell the fertilizers both in 50kg bags and in small measurements of 1kg for those who cannot afford a bag. For pesticides the farmers buy more insectides compared to any other pesticide giving an indication that the most common pests are insects

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Extension: Most of the farmers get extension from their fellow farmers and the agro-dealers. Their biggest extension concern is the control of insects and the proper use of insecticides for better results. The agro-dealers also visit the farms upon request to sometimes demonstrate effective application of pesticides Finance: The biggest financial need for farmers has been inputs finance. Farmers in Mang’ola have accessed credit from KDA in Karatu for the past one year. Actors like Kisusi agro-vet has also engaged in offering input credit to farmers in Mang’ola. In Engaruka and Selela, farmers borrow from each other because no specific financial product is available within their wards. Mechanization: While 39% of onion farmers use tractors to plough their farms, 58% are still seen to be using ox-drawn ploughs. Some 1% is using power tillers while 2% were still seen to be using hand hoes. Production Production for the sake of this study mainly focuses on the small and medium scale farmers as defined in earlier sections of this report.

As per the diagram, the major onion production area in this study is the Mang’ola valley in Karatu district. However, onion farmers in Engaruka and Selela benefit from the fact that they are on the way from Arusha to Mangola. They are approximately positioned halfway between Arusha and Mang’ola. Despite the fact that there are only 193kms from Arusha to Mang’ola, it takes the truck drivers about four hours to get to Karatu and another close to three hours to get to Mang’ola. Comparatively it would take a truck driver some two hours to get to Mto wa Mbu and another one hour to get to Selela or another one and half hours to get to Engaruka. This is less than half-way the journey a trader would make to Mang’ola. Any trader travelling to Mang’ola for onions will therefore be so interested to hear that there are some onions halfway his journey. This gives them an advantage in the Kilombero market. Nevertheless, onion production in the two areas of Selela and Engaruka is still seen to be nascent with the farmers there learning their steps from the farmers in Mang’ola. They prefer to source seeds from Mang’ola and some of the Mang’ola farmers have leased land in the two areas to produce onions.

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2.2.3. The Major Onion Marketing Channels

As per the sub-sector map, onions produced in the three areas are marketed through three major channels: Channel 1: The Kilombero Market Hub in Arusha city The Kilombero market hub in Arusha has been a major historical onions marketing channel especially for onions that come from Mang’ola. The onions have been going to the Kilombero market before they are dispersed to different urban wholesale markets like Nairobi and Mombasa. The agents and traders in Kilombero had agents in Mang’ola who helped them to bulk produce from farmers and send them to the KIlombero market in Arusha In the sub-sector map, farm-gate sales and bulking have been used interchangeably. In the Kilombero hub channel, traders from the Kilombero market have been coming down to Mang’ola to source produce while some have telephone connections with farmers from Mang’ola. In that case the farmers are only paid after their onions have been sold in the Kilombero market. This study has established the great decline of the Kilombero market share especially for onions coming from the Mang’ola valley, which is a major onion production zone. The green line in the sub-sector map represents the onions produced by the large-scale farmers in Mangola. The onions that are currently going to the Kilombero market from Mangola are mostly produced by the large-scale farmers who can afford a credit scheme with the traders or agents in the market. The rest of the onions that are going to Kilombero are sourced from Selela and Engaruka. Channel 2: The Mang’ola Traders’ Led Channel As explained in channel 1, agents and traders in Kilombero used to have their representatives or agents in Mangola who helped them source onions at the farm-gate. In an unusual transformation, the agents in Mang’ola have now graduated into traders who now operate independently from the Kilombero traders. They now have direct links with traders especially from distant destinations like Nairobi, Mwanza, Bukoba, Kampala and South Sudan and deal directly with them. The Mang’ola traders cannot be called agents anymore since they have spot cash dealings with the farmer at the farm-gate. They buy the onions from the farmers and then transport them to the market destinations where they are paid a bigger price for the same. The emergence of this channel is the major cause of decline for the Kilombero onion hub. Channel 3: Independent Farmer Channels This channel is dominated by the large-scale farmers who have the economies to hire own transport. The large-scale farmers can also afford storage hence fetch better prices when the onions are out of season. The large-scale farmers have managed to convince some medium scale farmers into sending their onions to the Kilombero market mostly as consolidated consignments. In all instances, the farmer takes care of all the charges including transportation, government levies and market fees. When they arrive at the Kilombero market, their onions are marketed by the agents who take a commission of Tshs. 2,000 per sac sold.

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3. PRODUCTIVITY AND GROSS MARGIN ANALYSES

IN THE ONION VALUE CHAIN

This chapter examines how much value each of the key value chain actors derives from the chain as onions are moved from the farm-gate to the market. The key actors examined here are the farmers, agents and wholesale traders.

3.1. The Farmer Farmers produce onions in two seasons in a year i.e. the Masika (long rains season) and the Kiangazi (the dry season). Considering that the Engaruka and Selela production areas have similar costs, the analysis has been done for two production areas in each season. It is also important to note that the gross margin analyses done here are at the farm-gate level since less than 1% bring their onions to the wholesale markets.

3.1.1. Engaruka Gross Margin Analysis for the Masika Season

Item Units No. Of units Unit Cost Total Cost

Income Harvest Bags 30 60,000 1,800,000

Total Income

1,800,000

Expenditure Labor Acre 1 200,000 200,000

Ploughing (ox drawn) Acre 1 30,000 30,000

Seeds Acre 1 300,000 300,000

Fertilizers Acre 1 360,000 360,000

Pesticides Acre 1 130,000 130,000

Marketing Fees Bags 30 2,000 60,000

Total Expenditure

1,080,000

Farm-gate Gross Margin

720,000

3.1.2. Mang’ola Gross Margin Analysis for the Masika Season



Total Income

3,600,000

Expenditure

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Labor Acre 1 400,000 400,000

Ploughing (tractor hire) Acre 1 70,000 70,000

Seeds Acre 1 300,000 300,000



Transport to warehouse Acre 2 50,000 100,000

Marketing Fees Bags 45 2,000 90,000

Total Expenditure

1,760,000

Gross Margin

1,840,000

From the two cases above it is important to note that even though the Engaruka farmer is closer to the Kilombero market, the gross margin is still lower than the Mang’ola farmer due to a higher yield for the Mang’ola farmer

3.1.3. Selela Gross Margin for the Kiangazi Season



Total Income

1,650,000

Expenditure Labor Acre 1 300,000 300,000

Ploughing (ox drawn) Acre 1 50,000 50,000

Seeds Acre 1 200,000 200,000



Marketing fees Bags 30 2,000 60,000

Total Expenditure

1,220,000


430,000

3.1.4. Mangola Gross Margin for the Kiangazi Season


Income Harvest (optimum cash value) Bags 55 50,000 2,750,000

Total Income

2,750,000

Harvest Expenditure

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Labor Acre 1 500,000 500,000

Ploughing (tractor hire) Acre 1 70,000 70,000

Seeds Acre 1 360,000 360,000



Marketing fee Bags 55 2,000 110,000

Total Expenditure

1,810,000


940,000

The Kiangazi season is the best season for farmers and there is a higher production during the season. However, buying prices are lower considering that farmers sell their produce at the farm. Even though the Masika Season has better prices, very few farmers produce during this season due to the challenge of the long rains.

3.2. Traders Gross Margin Analysis

Item Units No. of units Unit Cost Total Cost

Income

Sales Bags 55 80,000 4,400,000

Agency Fees Bags 55 2,000 110,000

Total Income 4,510,000

Expenditure

Cost of Goods Bags 55 50,000 2,750,000

Harvesting Season 55 500 27,500

Loading Bags 55 500 27,500

Offloading Bag 55 500 27,500

Market Levy/storage Bag 55 500 27,500

Produce Cess Bags 55 1,000 55,000

Transport to market Bags 55 8,000 440,000

Packaging Bags 55 500 27,500

Total Expenditure 3,382,500

Gross Margin Harvest 1,127,500

The gross margin analysis has been made for costs during the harvesting season when farmers have enough produce and the traders move around the fields collecting produce. The gross margin analyses reveal that while the traders make higher margins, the marginal gaps between the farmer and the trader are not as high as they have been expressed by the farmers especially during the harvest season. They make quite higher margins after storage and that should be a greater concern to the farmers

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4. THE ONION VALUE CHAIN OPPURTINITIES AND

CONSTRAINS

Onion farmers in the three production areas are yet to reach their full potential and benefit from their farming as a business. The potential that exist can be seen through a number of opportunities that still exist within the value chain. The existing constraints are also examined as opportunities in this study

4.1. Farmer Productivity While the ideal onion productivity is said to be 160-bags/ acre (16 tons/acre), smallholder onion farmers in the surveyed areas are still struggling to produce 1/3 of this volume in an acre. The large-scale farmers productivity ranges from 100 to 160 bags/acre. Smallholder farmers’ productivity is undermined by the following key constraints

4.1.1. Seeds

The survey shows that all the interviewed farmers do not use improved seed, the survey with the agro-dealers also show that all the 8 interviewed agro-dealers do not stock any kind of onion seed.

The farmers gave different reasons for their choice of seed. Farmers in Engaruka and Selela also source most of their seed from Mangola with a few seed producers existing amongst them.

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According to the pie chart above, the most prevailing reason given by farmers is the quality of seed in which farmers considers two things. The first consideration is the germination rate. The farmers claim that the purchased seed, which is sometimes hybrid, has a lower germination rate compared to their own local seed. The second interpretation of quality is the evenness of the seed. The farmers complain that when they once tried purchased seed; the seedlings were not even in color, a phenomenon that was a big worry to them. The second major reason given by the farmers is the high cost of purchased seed. A 1kg bag of improved onion seed sells for Tshs. 225,000 while the farmers can purchase 1 kg of their local seed at Tshs. 24,000. A discussion with Balton Tanzania, which is one of the leading agro-input companies in Tanzania, reveals the other half of the truth. According to the Balton technical office, 1kg of improved seed can produce seedlings enough for one-acre farm. This is a very small quantity compared to the current average 11 to 12kgs/acre ratio that is being used by the farmers sourcing local seed. This disparity of ratio between improved and local seed raises serious questions about the quality of the local seeds that the farmers are currently using. If farmers are spending up to Tshs. 360,000 per acre on seed when they can spend Tshs. 225,000 for the same, there is a possible knowledge gap amongst them in regard to choice of seed and the efficiency of using improved seed. The quality of seed is also a possible cause of productivity disparity. According to the survey, onion farmers in the three production areas source seeds from __ local seed producers. They however have no criteria for establishing the quality of the seeds and the choice of a seed supplier is based on trust and recommendation by fellow farmers. However, this needs to be researched further since the study did not come across any scientific studies to establish the quality of seeds that the farmers produce locally.

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4.1.2. Land

According to the survey, 55% of the farmers own the land that they farm on. The rest lease the land from the owners. The effect is that there are a very huge number of onion farmers hoping from one piece of farm to another. With the current serious water and pest problem in Mang’ola, the farmers are expected to even reduce their lease tenure and increase their hoping in search of better and easy to manage pieces of land

4.1.3. Water and Irrigation

Apart from Engaruka, farmers in the production zones complained of water stress. Their responses on water irrigation challenges were as follows:

From the responses, access to adequate water for irrigation is a major outcry by the farmers. 49% considered this as their sole problem while another 18% claimed the inadequate water is now bringing another problem, which is water use conflicts. Another 13% of the farmers have challenges with irrigation technologies added to the inadequate water challenge while 8% of the interviewed problems said they have no problem with access o water and irrigation technologies. In all responses, a majority acknowledged that inadequate water was major challenge.

4.1.4. Good Agricultural Practices

Elements of poor crop husbandry practices have been seen in the crop nutrition and protection practices applied by the farmers. The problem of crop nutrition and protection amongst the farmers has been seen in both extremes:

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While under-nutrition refers to the inadequate use of fertilisers in terms of regime and quantities, under-protection is used here to refer to the inadequate application of plant protection substances, mostly refered to in this case as pesticides. Under-nutrition and protection has been seen to be a result of the farmers’ financial constraints despite their great desire to yield more incomes. This is a typical challenge to the farmers in the small category. A farmer whose financial capacity allows him to invest in ½ an acre but decides to invest in an acre ends up either fertilizers and seeds but not pesticides or very small quantities of each. This results in very low yields and poor quality of onions produced. For over-nutrition and protection, farmers out of desperation over-invest in fertilizers and pesticides. This problem is a big concern in the Mang’ola valley where farmers are now using up to 600kgs of fertilizers on an acre of land compared to their counterparts’ 150kgs. The farmers are also using concoctions for insecticides in desperation to control insects. Experts observe that the farmers start their pest control program with very strong pesticides ending up enhancing pest resistance to other crop protection products. Even with these kinds of challenges and the dire need for GAP trainings, the farmers have not had enough GAP trainings and are mostly farming out of experience. 73% of the farmers have not received any trainings on their onion production while the other 27 agreed to have received some kind of advise and extension mainly from the agro-dealers.

4.1.5. Seasonality and Storage

Onions in the three areas have two production seasons namely the Masika (long rains) season and the Kiangazi (dry) season.

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Masika

26

Kiangazi

Key:

Planting months

Harvesting

months

While both seasons have an average four months of production season, it is important to note that the Kiangazi season has a longer marketing/trading season than Masika. However, from January to March onions are sourced from the stores and therefore traded by very few farmers (the large scale farmers) Most farmers do not like to grow onions during the Masika season due to the high risks of flooding. However, this is the season that has very good prices so a few farmers dare to produce onions during this season. According to the survey close to 60% of the farmers produce onions during the Masika season. The Kiangazi season is the favorite season for the onion farmers. It has a high number of onion farmers with a considerably higher volume compared to the Masika season. It’s a lesser intensive season with no rains to worry about. Considering that the smallholder farmers harvest, dry and sell their onions at the farm, the Kiangazi season works best for them as well as the agents who can easily bulk onions to fill a truck. The big question therefore is; “How do the traders survive in the entire Masika season? The answer is in storage. Insert the graph on storage While 47% of the farmers sell their produce without storage, those who manage to store benefit from very good prices starting from December to March. Storage is seen to be an expensive venture that can only be afforded by the large-scale farmers. It costs between 15 to 20 million to build a 2,000 bags store. With this capacity the farmers use the space and hire out some to farmers. The middle level farmers can only afford to hire storage space from the large-scale farmers. The farmers who mostly sell between December and April are the large-scale farmers and a few others who managed to store their produce. Some farmers have also managed to reserve some storage space for some 5 bags in their homes. However, the agents have complained that it is very costly to move around bulking onions of such quantities for them to fill up a truck. Another major challenge to storage is the very marginal capital that the farmers operate their farms on. The farmers cannot afford to store their produce since they need capital to enable them plant the next crop (either maize or rice). Instead of tying the capital on some stored value they prefer to sell the produce on the farm at whichever price the traders are willing to give

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Mr. Opio; An onion Farmer in Mang’ola Barazani

4.1.6. Post Harvest Losses and Buyer Requirements

Even though the results show that most of the farmers do not store their produce, post harvest losses could still be seen in the little produce that was stored by a few smallholder farmers and even the produce stored by the large-scale farmers. The two major causes for post harvest losses are moisture and shrinkage. Shrinkage is a more common cause than moisture. In as much as this study did not deeply dig into the buyer requirements, the most common requirement could be seen on how the farmers grade their produce. The biggest requirement is the size and it determines the grading. The farmers grade their onions into three grades: Grade 1: These are the big and medium sized onions. They fetch the best prices and are always sold to the distant markets. When packed in the sacs/bags they weigh up to 120kgs per sac Grade 2: They are the small sized onions also known as the “Segere” or “Mbururu” in some areas. They don’t sell in the mainstream market even though some markets like Bukoba like them. Their packaging is bigger indicating their reduced value. One sac/bag weighs between 140 to 180kgs and only 65 of them fit in a truck that would normally carry 80 to 90 sacs of Grade 1. Grade 3: These are the twin onion-lets also known as “Kwasu”. They fetch very low prices and are packaged like the grade 2 onions. A sac of this grade sells at Tshs. 12,000 compared to the 80,000 that grade 1 can fetch. The loss of value that the farmer gets greatly depends on the ration of Grade 1 to the other grades. As much as shrinkage can cause the deterioration of grade 1 into grade 2, the existence of grades 2 and 3 in the harvest is mostly attributed to poor agricultural practices especially the choice of a wrong seed. However, the grades significantly determine the amount of income a farmer gets from his farm. Farmers estimate that in a normal harvest, in one acre of onions where a farmer gets 80 bags the farmer will harvest the 80 bags of grade 1 and between 12 to 16 bags o grade 2 and 3 if the crops were well taken care of or some 70 bags of grade 1 and 20 to 25 bags of grade 2 and 3 if the farm wasn’t well taken care of.

4.2. Competition According to the traders, onions produced in these three areas enjoy a very good market share thanks to seasonality and the quality of onions from Mangola.

MARKETS COMPETING PRODUCERS

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Between 2003 and 2004, an onion hub was constructed at Gorfani area by the

then councilor Hon. Moshii. The idea was to shift the Kilombero activities to

Mangola where farmers could bring their onions and the traders end up at the

hub. This was also meant to reduce the interference of traders at the farm level.

However, farmers refused the idea and neglected the facility which has remained

an empty structure. We farmers prefer to sell our produce at the farm at any price

instead of storing it. We need the cash to engage in other farming activities

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Mwanza

Kidete - Morogoro

Shinyanga

Bukoba

Kampala

Nairobi Nyeri - Kenya

Kampala

Arusha

Ngagi - Moshi Kampala

Nairobi

Arusha Singida

In the Masika season, onions from Mangola meet competition from two major producers as indicated in the table while in the Kiangazi seaso they meet competition from one producing zone. According to the traders, Dar es Salaam is not a destination market for them since they cannot compete with production from Iringa due to proximity. Even with all the competition, the onions from these areas still enjoy a competitive advantage since buyers like their deep red color and the size of onions produced in these areas.

4.3. Market Governance and Power Relations The onion market behavior is more than just a response to the forces of demand and supply. The market seems to be subjected to some governance forces, which so much affect the prices and the price setting mechanism. Some elements of this governance are seen in the sub-sector map and the marketing channels that currently exist in the value chain. In order to understand the power relations, the study uses the Mang’ola valley as a case considering that it’s the biggest onion production zone in northern Tanzania.

Traders: These are the people who do the actual onion business in the

wholesale markets. They are the wholesale buyer of the onions in the final

destination market. These traders have no contact with the farmer and have

no idea of what kind of farm supplied his produce. Their best-known contact is

the traders agent.

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4.4. Finance Access to finance is one of the key challenges that the farmers are faced with. Farmers source their capital from different sources as illustrated below:

Traders Agent: This is the main point person for the trader. This position exists

mainly for the distant regional markets. The trader’s agent is the one who has

the contact with the supplying brokers. Based in the destination market, he

makes the order and receives the goods on behalf of the trader. He is the one

who informs the trader about the prices and availability of goods

Brokers/ Farmers Agents: the brokers are the grounds contacts for the traders

agents. The source the produce for the traders agents and arrange for collection.

They are either based in Kilombero or in Mang’ola in the latest development. The

brokers are the ones who set the prices since they also have a contact with the

farmers. It is important to note that the traders agents will only deal with a broker

and no one else. In fact they tend to deal with brokers they are more familiar with

and have a more personal relation with the broker.

The farmer: Even though the farmer has the produce, his/her best-known contact

point is the broker. Farmers have no knowledge of the trader and will hardly know

the trader regardless of the efforts. They have no idea of the price paid by the

trader and only receive what has been bargained with the broker. The best they

can do is to bypass the traders based in Mangola to reach out to the brokers

based in Kilombero – Arusha. Due to cash flow constrains the farmer is

sometimes given input credit by the broker making him/her even more vulnerable

to the broker.

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From the chart above, it is evident that most of the farmers do not have a single source of capital. 57% of them use profits from their other businesses while 8% proceeds from their previous season with the proceeds from other crops. Another 8% solely depend on the profits from the previous season while the others borrow from friends. In terms of borrowing most of the farmers borrow from their fellow farmers with borrowings from friends accounting for 4%. Borrowings from SACCOS and banks account for 1% each. The fact that farmers rely on more than one source of capital for their farming is an indication that the proceeds from their onion farming aren’t enough. The fact that a majority of them use proceeds from other businesses to run the farm gives the impression that the onion farming activity is more of a liability to their overall cash flow than an asset. As per the farmers cost analysis, the biggest cost drivers are inputs and labor. Farmers therefore spend a lot on the purchase of inputs and labor. In realizing this a number of stakeholders have tried to assist farmers in accessing financial products. However, the study did not find any operations of financial institutions in the area apart from the KDA, which offers loans to Mangola farmers. Most of the loans offered by KDA averaging at 1 million shillings are used by farmers purchase seeds, pesticides and fertilizers. Kisusi agro-vet has also tried to offer inputs to farmers on credit. Lessons Learnt from the Previously Existing Mang’ola Barazani SACCOS Accounts have been made by onion stakeholders including the onion farmers and the village leadership of Mang’ola Barazani on a previously existing SACCOS. The SACCOS, which was started by seed money from the district council, was meant to offer input financing but apparently run down by its leadership. The following reasons have been given for its run down: A wrong financing model: The SACCOS adopted a model similar to the model used by the National Input Voucher System where farmers were given inputs and not cash

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loans. The model did not have a good due diligence mechanism. As a result farmers took inputs and then sold the inputs less than 100metres from the SACCOS doorstep Leaders Integrity gaps: the leadership of the SACCOS also used the opportunity to earn themselves some cash through selling of the inputs and redirecting remittances made by members to their individual unrelated needs High Default Rates; A majority of members who took the loans never repaid their loans and ended up drying up the seed fund which was meant to revolve. The Borrowing Scare: As a result of the mismanagement of the fund, the government ordered for the audit and arrest of the leadership. Farmers have since then shied away from borrowing and are generally scared of accessing loans. T

4.4.1. The KDA Financing Model

KDA works with farmers in small groups of 4 to 6 members. However, members access loans individually. The group collateralizes the members but the members have to also guarantee themselves with immovable assets in this case, mostly their farms. The land titles have to be verified by the village government through the VEO who writes a recommendation letter to KDA. The KDA loan is a 6 months loan with an interest rate of 12% i.e. 2% per month. The KDA maintains that the only reason why the interest rates are high is the unreliable market prices as well as the high default rates by the farmers. KDA reaches to about 200 farmers annually with an annual lending of 200 million shillings. Their recapitalization rate is 30 million shillings per season i.e. 60 million annually. Their biggest clientele is onion and rice farmers.

4.5. Farmer Groups and Collective Marketing Collective marketing is unheard of in the thee surveyed areas. Farmers in the production areas still tend to market their produce individually even with the existence of the groups like MVIWATA in all the three production areas. According to the survey only 37% belong to any kind of farmer groups. 67% of those belonging to groups use the groups as platforms for knowledge sharing while some 3% seem not to have seen any benefits of belonging to a group.. This situation has ended up giving the agents a very strong control of the markets becoming the sole source of market information to the farmers and consequently controlling the prices. The feedback received from the farmers is contrary to what has been gathered from some key players in the production areas. According to the field officer, Farm Concern through its DOHOMA project has mobilized some 49 farmer groups in 4 out of its 8 villages of Mangola in a model called commercial villages. Through these groups farmers have formed VICOBAs and are borrowing from each other. Farmers have also been linked to renown input suppliers through a bulk input scheme. Another account has been given by MVIWATA, which has primary networks in Engaruka, Selela and Mang’ola.

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5. THE ONION VALUE CHAIN RECOMMENDATIONS

The findings of the study in the onion value chain expose a number of opportunities that can be further developed to increase the farmers’ benefit from the existing value chain. The study therefore makes the following recommendations:

5.1. Reducing Production Costs and Increasing Productivity In order to reduce the costs of production and increase productivity, the following are key in the onion value chain:

5.1.1. Address the Seed Problem

The seed problem is one of the biggest problems that stand between the farmers and productivity. While the farmers believe that improved seed does not give them their required results, the agro-input companies believe that the farmers are only ignorant of the benefits of using improved seed. The only similarity that the two groups share is that none of them has invested in empirical evidence. The farmers and local agro-dealers in the three locations cannot even remember the last time improved seed was seen in a shop. The study therefore recommends the following: Establish seed demo plots in the production areas: It is important that the seed companies work with the farmers to demonstrate the quality and benefits of improved seeds compared to the seeds that they are currently using. This is the easiest way to convince the farmers to use improved seeds. Amongst the demonstration should be investments on the seed and the returns in terms of germination rates. Currently farmers believe that they will have to invest in 12kgs of improved seed as they are now doing on local seeds, Establish QDS Producers: The study has established that one critical factor that affects the choice of farmers in the production areas especially the Mang’ola area is the cultural factor. The farmers are very hesitant to try anything new and are generally pessimistic. In the event that farmers are hesitant to invest in improved seed, they can be assisted to go through a QDS registration with TOSCI. This will help them improve on the current quality of seed and have a few trusted seed producers unlike now where everyone can produce seed whose quality is not verified by anyone.

5.1.2. Variety Identification/Characterization

While a majority of the farmers know that their onion variety is a red variety, no one can really tell the variety. Ideas are around Red Bombay while others call it Red Mang’ola. The truth is that even the seed producers who have produced the seeds for a while don’t remember buying seeds from a shop. It is important that the onion variety is identified so that it can help in giving the farmers the right agronomic trainings about its required crop husbandry

5.1.3. Conducting Soil Sampling/Analysis

According to the experts and the farmers interviewed, no soil analysis has been done in the past 20 years. Soil analyses will help the farmers make the right investments in

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the right fertilizer regimes. This will significantly reduce unnecessary fertilizer use and increase their yields significantly

5.1.4. Introduce Irrigation Technologies

Onion farmers acknowledge the importance of water in their production and have complained about the inadequacy of water as one of their challenges. While the LGAs and other actors have invested in irrigation infrastructure, it is high time farmers were introduced to irrigation and water conservation technologies. Farmers should now graduate from flooding and furrow irrigation to technologies like drip irrigation which ensure that they use minimal amounts of water for maximum results.

5.1.5. GAP Trainings

Only 47 out of the 173 farmers interviewed onion farmers had received some kind of agronomic advice or training. The malpractices especially in crop nutrition and protection require that the farmers are given trainings on how to efficiently use these products and increase their technologies. Farmers cannot maximize their incomes if they keep on investing on practices like applying 600kgs (12 bags) of fertilizers on a one acre farm or practice a pesticides routine of spraying after every three days.

5.1.6. Storage

Lack of storage space stands between the farmers and increased incomes. The only people who own stores are the large-scale farmers who rent them out at considerably high costs. The farmers have to pay 10% of their produce if they want to store their produce. A farmer whose turnover of 3.6 million will therefore part with some Tshs. 360,000 as storage fees. This is equivalent to the amount invested in pesticides or fertilizers during production. If farmers can have some collective storage space, the cost of production can be much lower resulting in more than 40% increase in gross margins in three months. An example has been demonstrated below:

ON-FARM SALES SALES AFTER STORAGE

Item Units

No. of units

Unit Cost

Total Cost

No. of units

Unit Cost

Total Cost

Income

Harvest Bags 45 80,000 3,600,000 45 100,000 4,500,000

Total Income

3,600,000

4,500,000

Expenditure

Labor Acre 1 400,000 400,000 1 400,000 400,000

Ploughing (tractor hire) Acre 1 70,000 70,000 1 70,000 70,000

Seeds Acre 1 300,000 300,000 1 300,000 300,000

Fertilizers Acre 1 420,000 420,000 1 420,000 420,000

Pesticides Acre 1 380,000 380,000 1 380,000 380,000

Transport to warehouse Acre 2 50,000 100,000 2 50,000 100,000

Marketing Fees Bags 45 2,000 90,000 45 2,000 90,000

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Storage Months

3 50,000 150,000

Total Expenditure

1,760,000

1,910,000

Gross Margin

1,840,000

2,590,000

Marginal Difference

750,000

5.2. Collective Marketing Even though farmer groups have been formed, the roles and leadership of these groups are yet to be seen by the farmers. The first role that the farmer groups can play is collective marketing. As per the gross margin analyses, the agents are still enjoying a large margin for very little efforts invested. The farmer groups can play the following roles in collective marketing; Collective Storage: first they can offer collective storage facility, which will be at a reduced cost and increased efficiency, hence reduced losses to shrinkage and moisture. Produce Bulking: The biggest challenge the agents have just after the harvesting period of the Kiangazi season (as from December) is the very high costs of collecting the small quantities of onions that farmers have in different localities. If farmers have a common bulking place, they can easily fill up a truck hence attract more buyers. Market Information Point: Unlike the situation now where the agents are the sole source of market price information, the farmer group can easily play this role if they establish a bulking point. Individual farmers can either come to sell their produce from the point or may just want to enquire about the market prices of the day to enable them bargain from an informed point of view. This will reduce the vulnerability of farmers. Produce Guarantee Scheme: In a step towards a receipt system. The farmers can later agree on a standard valuation system, which can later allow them to access financing equivalent to the stored value. The produce can later be sold to recover the value borrowed and any excess given to the farmer. The most common outfit that the farmers have used in collective marketing is the AMCOS. However, in the preliminary stages the farmers with some capacity building can decide on what is the best outfit to start with considering that not all farmers will join at the beginning. Now that a number of farmers in all the three areas are already in MVIWATA, they can use the platform to define the best outfit for them.

5.3. Financing Prior to investing in any financial facilities for the farmers, it is important to first invest in the safeguards for the financial weaknesses and threats established by actors like KDA and the village leadership. The following are some proposed safeguards:

RISK SAFEGUARDS

Fluctuating Prices reduce the chances of farmers

Invest in farmer productivity to capitalize on the volumes of production as a guarantee against price

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repaying their loans fluctuations. Products can also be developed benchmarking on very conservative market prices compared to very ambitious price commitments during the pre-feasibility

Farmers reluctance to borrowing due to consequences of default

Financial awareness campaign and entrepreneurial trainings will help the farmers make good forecasts and reduce the rates of default

Double collateralization as a requirement makes the loans unattractive

Products that go through the SACCOS cushions the farmers from stringent conditions that they are faced with when they directly deal with finance institutions. Other facilities like VICOBA can be developed to reach out to the very small scale farmers

Competing cash flow interests makes the farmer unable to repay the loan

Entrepreneurial trainings to farmers will help them run their farming activities as businesses. A prioritization process for the farmers is necessary for them to reduce investments in “cash cows”

The findings of the study reveal that in the onion value chain, financial facilities like the KDA Micro-finance facility are very good and necessary for the farmers. They however lack the right uptake platforms at the farm-gate level. Administering individual loans to farmers whose markets are reigned by price volatility is a risk in itself. It is highly recommended that within the farmer groups two strong outfits are formed; a marketing outfit and a financial outfit. The marketing outfit will ensure that the farmers maximize their gains in the best prices while the financial outfit will be responsible for the dissemination of credit to the farmers. The financial outfit will also come up with a group guarantee system to enhance a quicker access to credit and a quicker and more reliable repayment mechanism. The most common financial outfit at the farmers level is a SACCO. Forming an onion

growers SACCO would be very handy in helping the farmers access different

sources of finance including banks.

36

6. ONOIN STAKEHOLDER MAPPING

The following stakeholders can be involved in addressing some of the problems that have been raised in the value chain

CHALLENGE RECOMMENDATION COLLABORATIN

G PARTNER

PRESENCE

IN THE

AREA

ACTIVITIES &

STRENGTHS

COLLABORATIVE

AREA

1

Farmers do not trust

improved seed

Test and demonstrate

the use and yield of

improved see

Balton Tanzania Periodic Has a number of

improved seed

varieties which can

be demonstrated

Can establish some demo

sited in the production

areas for farmers to

observe the differences

TAHA/TAPP Arusha office Have worked with

onion farmers in

Ngage

Can demonstrate farmers

on seed selection and

use

Introduce QDS

producers to reduce

the number of poor

quality seeds

DAICO Host The DAICO’s office

have been involved

in supporting QDS

farmer preparations

for certification

Could offer the trainings

and assist in other

registration formalities

Assist farmers in the

identification of their

current variety so as

to get the right GAP

AVRDC Not yet Has an onion

breeding program in

Mali which could be

used as a technical

Could provide resource

material to actors like

TAHA & MVIWATA who

train the farmers

37

practices for it resource

2

Excessive use of

fertilizers

Soil Analysis and

Fertility Management

SUA Not yet Training institute Soil lab tests and analysis

Balton Tanzania Not Yet Supplier of agro-

inputs

Can enter into an input

supply scheme with the

farmers

Kisusi Agro-Vet Works in

Manyara

region

Has a facility that

offers up to 20 mil of

agricultural inputs

loans



farmers

3

Inadequate irrigation

water

Introduce irrigation

technologies

BALTON Tanzania Not Yet Supplier of irrigation

technology & agro-

input

Setting up of demo plots

for irrigation

TAHA/TAPP Arusha Office Technical trainings

on irrigation

technologies

Training programs on

irrigation technologies

4

Poor Onion Husbandry

practices

Introduce a GAP

training program

TAPP/TAHA Arusha Office Has been involved in

supporting onion

farmers in Ngage

and Rundugai in

Kilimanjaro regions

Could use the experience

to develop training

programs for the onion

farmers

MVIWATA Farmers are

MVIWATA

Have trained

promoters working

The promoters can be

part of the technical

38

members with farmers in the

area

training teams

5

Farmers cannot

maximize their margins

due to lack of storage

space

Introduce collective

storage space for

farmer groups

MVIWATA Has primary

groups and

networks in

the area

Has developed

storage

infrastructure for

other crops in other

areas

The experience with

storage for other crops

could be borrowed to help

farmers establish

collective storage spaces

VECO East Africa Not yet Has had a phased

out project in which

VECO helped

farmers construct

onion stores in

Simanjiro district

The experience in

SImanjiro could be

borrowed from to help

farmers construct their

won storage facility

TAHA Arusha Office Has established a

number of collection

centers in the

country

The experience can be

shared especially during

pre-feasibility.

Establish AMCOS for

collective marketing

MVIWATA Has primary

groups and

networks

Has promoted the

AMCOS model in

other places in the

region

This experience can be

used to create and

strengthen AMCOS in the

production areas

Farm Concern Phasing out Has established

some 49 farmer

Could work with the

stakeholders t to graduate

39

in 2015 groups through the

commercial village

model

the farmers into

structures existing in

MVIWATA

6

Leadership capacity

gaps amongst the

farmer cooperatives

Organizational

Strengthening support

MVIWATA The farmers

are

MVIWATA

members

Has an expertise in

farmer group models

and how to make

them work

Can offer support for

structural adjustment to

accommodate both

marketing and financing

aims

7

Dominance by local

brokers

Linkages to more

reliable markets &

buyers

TAHA Arusha Office Has a marketing

department that

helps farmers with

market access

Link farmers with buyers

in different wholesale

markets

8

Farmers cannot access

adequate resources

Form SACCOS which

will bring the money

closer to the farmers

MVIWATA Has

membership

Has formed

functional

cooperatives in other

areas

Establish and link the

SACCOS with financial

institutions like KDA

40

7. THE GARLIC VALUE CHAIN

Garlic is one of the key cash crops produced in Manyara region. Produced in Mbulu and Hanang districts the crop comes second to maize, which is predominantly produced in most parts of Manyara region. According to the regional records, the production of garlic has been fluctuating both in acreage and in volumes between 2007 and 2012 with the peaks hitting in the financial years 2009-2010 and 2010-2011 as shown below:

As per the statistics, there was a sharp decline of after the year 2010 – 11 . This decline has been given two different counts of explanations. The first account is that after this high production there was a spell of drought, which denied the farmers some good yields. However, the second group of stakeholders claims that these records were taken by the government and that these are the years that the DC gave a decree for all the garlic to be marketed through the warehouse. It was therefore easy to capture the production and trade trends. The stakeholders therefore believe that so much is being traded that does not go into the government records For this value chain, garlic production has been investigated in two major areas; Bashay in Mbulu district and Endagaw in Hanang’ district

7.1. The Production Areas

7.1.1. The Bashay Valley

In Mbulu district, garlic is mainly produced in the Bashay valley. The valley has some 2,500 ha of land suitable for garlic production. Out of this only 1,200 ha is currently being utilized due to availability of irrigation infrastructure. Other cash crops produced in the area include carrots and potatoes for horticulture and maize, which has become both food and cash crop. Garlic production is mainly dependent on river Mangisa which is the main source of irrigation water in the area. The river, which flows from the Nou hills, is directed through the Bashay dam constructed purposefully to conserve water, which is used by the farmers during the dry season.

41

The river therefore supports four major producing villages namely Diomat, Dirim, Harsha and Mangisa.

7.1.2. Endagaw

Endagaw produces garlic in some 640 ha out some potential 1,200 ha. The village, which has recently been graduated to a ward, has a farmer population of 647 farmers out of 1,999 households living in the ward. Just like the Bashay valley, irrigation infrastructure is the major reason standing between the farmers and increased production area. Agricultural production in the area is supported by 5 canals out of which only 3 are currently functional

7.2. The Value Chain Outline

7.1.1. The Functional Perspective

From a functional perspective the garlic value chain is not very different from the onion value chain. It can be outlined as follows:

Value chain with synthesis circles

FARMERS Farm-gate

sales

Wholesale markets Traders Buyers


- Second level dash

8 Third level arrow


- Second level dash

8 Third level arrow


- Second level dash

8 Third level arrow


- Second level dash

8 Third level arrow


- Second level dash

8 Third level arrow

Produce cess, Market levies Market infrastructure, Road-blocks



Inputs Finance

Extension Agro-input

Mechanization

Irrigation

Water permits/levies, weights

and measures, village land titles

The major difference between the functional perspectives is that the garlic traders have a different set of regulatory issues compared to their onion counterparts. Secondly, while the onion value chain is very well organized on the traders side and less organized on the farmers side, the garlic value chain is the exact opposite. There are enough structures at the farmers level compared to the onion value chain.

42

7.1.2. Institutional Perspective

The primary actors of the garlic trade are mapped out through a sub-sector map. Trade from the two production areas is done through one major channel and two minor channels.

RETAIL

PROCESSING Med0Foods

WHOLESALE

TRANSPORT

FARM0GATE6SALESPROCESSORS666666666666666666

(Med0Fodds6etc)

BULKING BARAGA6AMCOS DIDIHAMA6AMCOS

PRODUCTION ENDAGAW6Farmers

BASHAY6non6

DIDIHAMA6

members

DIDIHAMA6Farmers

WHOLESALERS

URBAN6RETAILERS

INPUTS

URBAN6WHOLESALE6MARKETS

LOCAL6AGENTS/6TRADERS

AGRO0DEALERS6(Local6Agro0dealers6in6Bashay,6Dongobesh6&6Endasaki)6

FINANCE66(6DIDIDHAMA6SACCOS,6Endasaki6SACCOS,6

KISUSI)6

EXTENSION666666666666666666(6Local6Agro0dealers,6LGAs)66

The Integrated Trader Led Channel: This is the key trade channel used in both

production areas. The traders have their agents based in the production areas just

like the case in the onion value chain. These agents help in bulking the produce

before they are sent to the traders in the wholesale markets. As per the sub-sector

Integrated Trader-led channel AMCOS Channel

Processor Channel

43

map, the first and major supply to the traders through the agents is the individual sale

by the farmers. In all cases individual farmers sell their produce to the traders

through the agents/brokers who are within their localities. Even farmers who store

their produce in the AMCOS warehouses still sell their produce individually to the

traders. A major cause of such transactions is short-term cash flow constrains and

the pressure exerted by the different needs. While the AMCOS does not pay spot

cash for the stored produce, the agents have spot cash dealings, which are relatively

lower than the prices that the farmer may get from the AMCOS

The second supply source is the AMCOS and farmer organizations. Despite the

desire to have their own direct channels with the markets, the AMCOS and other

farmer grouping still deal with the brokers/agents within their localities. These

groupings usually set their prices and don’t mind selling to the agents if the agents

are willing to pay the prices. It is important to note that the dominance of the

agents/brokers at the bulking stage is due to their spot cash transactions. The farmer

would rather get a low price in cash than to wait for a promised higher price that

comes in a month’s time

The agents deal with the farmers with the farmers on behalf of the wholesale traders.

The traders send the money to the agents who buy the produce on behalf of the

traders. The traders also cater for the transportation costs or send their trucks to the

production. In some cases, there are agents who afford to send the produce to

wholesale markets directly.

As per the accounts of the agents and the farmers, the current destination markets

for the garlic produced in the two areas are Tanga, Zanzibar, Kariakoo and Arusha.

However, there are accounts of very high volumes going through the informal

channels to destinations like Mozambique.

The AMCOS Channel: Unlike the onion value chain, the AMCOS provide a very

good collective marketing opportunity for the garlic farmers. However, the channel

has not been developed much as seen in the sub-sector. The AMCOS have not yet

got direct markets and still rely on the traders either at the agents level or at the

wholesale market. As the situation is now, the AMCOS are still selling more of their

members produce to the traders but through agents. The AMCOS channel therefore

becomes a small or minor channel, which is so much dependent on the integrated

trader channel.

The Processor Channel; The processor channel is a very small channel but with a

very huge potential. Currently there are very few buyers like Med-Foods, which have,

buy small volumes of 4 tons in a month. The processors buy directly from individual

farmers and not from the AMCOS. Currently most of the processors buy from

Bashay. The study did not find any processor buyers in the Endagaw production

area.

44

8. GARLIC VALUE CHAIN PRIMARY ACTORS

The sub-sector map gives an outline of the relations of the different value chain actors. This section describes the different primary value chain actors and their current capacities to engage.

8.1. Farmers Garlic farmers as per the sub-sector come from two areas namely Bashay and Endagaw valleys.

8.1.1. The Bashay Production

Farmers in Bashay valley are united under a MVIWATA primary network called the Bashay Primary Network. The Network works with farmers under a devolved structure illustrated below:

The primary farmer network comprises of farmer groups uniting farmers from the four key production villages namely Dirim, Diomat, Harsha and Mangisa. In working with the farmers the network works through primary groups, which are currently three in the valley. DIDIDHAMA AMCOS: The primary farmer groups have come together to form an AMCOS called DIDIHAMA AMCOS. Amongst the key roles of the AMCOS is collective produce marketing where the two key cash crops for the farmers; maize and garlic are stored and marketed. The AMCOS runs both the maize and garlic stores that are in very good conditions. DIDIHAMA AMCOS has 226 members out of

45

the 346 farmers. The AMCOS is a member-based group where members pay an entry fee of Tshs. 5000 and at a purchase of at least one share, which goes for Tshs. 10,000. The AMCOS also charges the farmers who choose to store their produce in the warehouse some Tshs. 2000 for every 100kg bag of garlic stored every month. The benefits that the farmers get from their AMCOS membership include

Storage services (at a fee) Irrigation infrastructure maintenance: - The AMCOS is currently the

overseeing body for the irrigation schemes on behalf of the farmers Market information dissemination Linkages to business development services

DIDIHAMA SACCOS: The SACCOS is the latest outfit formed under the network. With a membership of 214 the SACCOS main source of income is currently the membership fee and shares in which a member must have a minimum of 5 shares each amounting to Tshs. 10,000. Each member is also expected to have a minimum saving of Tshs. 100,000. The SACCOS just like many others serves members engaged in all the crops grown in the area.

8.1.2. The Endagaw Production

The second group of garlic farmers are found in the Endagaw ward in Hanang’ district. The ward has about 647 farmers who practice their garlic production in about 480ha of land. The area produces some 1,800 tons of garlic annually. Garlic farming in the Endagaw valley is done by farmers from both the Endagaw and Endasaki wards. In fact the farmers are more organized in the Endasaki area than the Endagaw area. In Endasaki, the farmers have an AMCOS called the BAGARA AMCOS. The AMCOS currently has 56 members and has been very active in maize marketing as well as helping farmers access input subsidies. Garlic farmers in the AMCOS are only 12 members and have not benefited much from collective marketing compared to their onion counterparts. It is therefore evident that most garlic farmers in the Endagaw and Endasaki wards still sell their produce individually to the agents. Farmers have also formed the Endasaki SACCOS, which has a total of 285 members. The SACCOS has a revolving capital of 45 million shillings and has recently boosted this with a loan from CRDB amounting to 72 million shillings. The loan has since then been distributed to the members with 40 million being injected to agricultural production and some 32 million being given to non-agricultural enterprises.

8.2. Local Agents/Brokers Unlike the onion value chain, most of the agents in the garlic value chain are also

engaged in production. They therefore do not only sell produce but also engage in

the actual production during the production season. In Bashay area there are

therefore two types of agents; there are those who are most available in the market

center and can be accessed by the farmers whenever they go to the market center

and there are those who are hardly available in the market center since they are also

engaged in other farming businesses.

The agents who are mostly available in the market center usually have a general

information about buyers/traders in markets. They serve different buyers from

46

different market destinations based on requests and general inquiry. The other

groups of agents who are not usually available in the market center tend to have

some dedicated buyers/traders with whom they have more of a personal rapport.

They are the agents who can even invest on sending a consignment to the traders

on credit due to this rapport. This kind of traders also invests in the transportation of

the produce to the destination markets unlike the first group.

The agents/brokers just like in the onion value chain are the major price-setters in the

value chain. They set the prices based on the timing of the season and the demand

from different market destinations. While most of the garlic from the Endagaw area

go to the lake zone, the Bashay producers who are much bigger serve quite a variety

of destination markets

8.3. Wholesale Traders The wholesale traders are said to be of two major types. The first type of traders is the known and more formal trader. These traders mostly dominate the Kariakoo, Zanzibar, Tanga and Arusha markets. They are known to the agents and deal with the agents on a more personal and planned basis. They send their orders in time and can even be sent produce on credit depending on the financial capacities of the agents. The second group is the group of the more impromptu buyers who usually speculate in different production zones. A good number of them come from neighboring countries like Congo, the Comoros and are more of informal buyers. They tend to work with proxies from the wholesale markets especially Zanzibar and Kariakoo. It is very difficult to trace the volumes of produce they buy since they tend to be one-off deals, which are done, in more informal means.

8.4. Processors The amount of processed garlic in the urban markets is a very good indicator that garlic processing is a business with so much potential. However, it becomes very difficult to trace the processing channel and establish the exact volume that goes through the channel due to the individual business relations that individual processors have with individual farmers. However, there are processors like Med-Foods who have initiated long-term relationships with the farmers. Such processors have dedicated farmers who supply them with produce in a more contractual manner. Most of the processors who deal with the garlic farmers are the small-scale processors. The study did not come across any medium or large scale processing companies sourcing garlic from both production areas.

47

9. SECONDARY GARLIC VALUE CHAIN ACTORS

The secondary value chain actors are the actors in the value chain who support the primary actors to efficiently engage with each other. In the case of the garlic value chain, the secondary actors are mapped as follows:

9.1. Agro - dealers

Farmers source their agro-input locally. The study established that there are agro-dealer shops in the market centers, which serve the farmers. Unlike the onion value chain, garlic production is mostly challenged by fungal diseases, which don’t have a wide range of pesticides like the insecticides.

From the above diagram fungicides account for 51% of the pesticides used in the value chain. As a result, the agro-dealers make more money during the maize production season than garlic since the garlic farmers do not also buy seeds. Agro-dealers also offer extension services to farmers including advising them on the type of pesticides to use based on the symptoms that the farmer will explain, the application rates for the sold pesticides and in some cases the agro-dealers visit the farms to offer on-farm advice. In some cases the agro-dealers offer input credit services to the farmers. The credit is offered in terms of fertilizers and pesticides to the farmers who are expected to pay back after selling their produce. A good example is Kisusi Agro-Vet, which loans to farmers up to 25 million shillings worth of input in a year.

9.2. MVIWATA

MVIWATA Manyara is actively involved in the production areas with 8 farmer groups in Bashay being supported in Bashay alone. Amongst the groups are also youth and women groups dealing in other farming activities like bee keeping. For the garlic farmers, MVIWATA has been very much involved in the rehabilitation of irrigation

48

infrastructure and currently plan to improve some 1km of canals in the production areas. These infrastructural projects are implemented under the oversight of a committee appointed at a local level. Through promoters, MVIWATA offers technical support to the farmer groups. The promoters offer a range of capacity building services including farmer organizational strengthening and GAP trainings. In Manyara region, MVIWATA has trained 16 promoters out of which four are in Mbulu district and one in Hanang’ district.

9.3. MIVARF MIVARF project in Mbulu district has three components namely, Infrastructure, Producer Empowerment and Market Linkages (PEML) and Finance. Under PEML the project has offered a range of trainings including leadership, bookkeeping, marketing, entrepreneurship, processing, post harvest management, GAPs and value addition. The project also works to link farmers to markets, agro-dealers and financial service providers. MIVARF does not create new groups but works with existing groups Currently MIVARF is working with 35 groups in the district whose membership reaches 813 farmers out of the target 1,400 farmers. The farmers are also reached through VICOBA, SACCOS and AMCOS. One of the key things that MIVARF is exploring is value addition. The objective is to help the farmers venture into value addition of garlic including storage, sorting and grading and having small machines, which can process the garlic into different forms of processed foods. MIVARF has dedicated some 45 thousand dollars grant for this initiative and has been negotiating with the district on how to raise a match for this grant. Amongst the linkages that MIVARF has so far done for the garlic farmers include linking them to TAHA for market information, linkages with agro-dealers like JB Agro Vet and Kisusi Agro vet for input credit In supporting farmers to access finances, MIVARF plans to link them with community banks, which are expected to offer loans at affordable rates, and with very few requirements compared to the commercial banks In infrastructural projects MIVARF is working with Mbulu district in in renovating the Diomat Bridge along the course of river Mangisa. This is one amongst the infrastructural projects that MIVARF is currently undertaking in the district.

9.4. FARM AFRICA Farm Africa is not directly involved in supporting the garlic supply chain or the identified primary actors. However, Farm Africa is implementing a conservation project, which seeks to conserve the source of river Mangisa. In so doing the project has been looking into alternative income sources that will help the villagers reduce the rates of deforestation. Farm Africa has also been working on the rehabilitation of the river course including sustainable water use trainings for the villagers of upstream villages like Yaeda Ampa.

49

9.5. CRDB CRDB Bank is the only financial institution that has worked with the farmers in the production areas, specifically farmers through the Endasaki SACCOS. However, the loans given to the farmers have been in relation to their maize trade and so far no product has been developed for the garlic members.

9.6. Mbulu DAICO The Mbulu district through the office of the DAICO has worked with Bashay farmers to help them increase their productivity. After constructing a warehouse in Bashay, the district now plans to operationalize the warehouse under a Warehouse Receipt System. The DAICO projects that in a year garlic gives the district revenue estimated at some 240 million shillings from produce cess collections. The district has also invested some 735 million in the rehabilitation of infrastructure along the Mangisa River. Even though the district acknowledges that the area needs thee extension experts, the government has dedicated on two extension officers in the area

50

10. GARLIC PRODUCTIVITY AND GROSS MARGIN ANALYSES

10.1. Productivity The Ideal productivity for garlic production in the two areas is 25 tons/ ha which is 250 bags/ha of 100kgs each or 100 bags/acre. This is by the standards and the experience of garlic farmers in Bashay. In fact there are farmers in the area who produce more than 100 bags in an acre in the same area. However, the farmer productivity is still seen to be low with a majority producing 10 bags in an acre. This very low productivity can be attributed to a number of factors:

10.1. Inadequate Irrigation Water

Garlic production areas are still seen to be lacking adequate irrigation water. In Bashay valley the area suitable for garlic production is said to be 2500ha. However, only 1,200ha are being cropped due to inadequate water for irrigation. In Endagaw there are some 1,200 acres suitable for garlic production but only 640 is currently being utilized due to lack of water. The problem of inadequate water is compounded by two more challenges. First is the infrastructure. Even though the government and other stakeholders have worked hard to increase the length of rehabilitated canals, the small canals that go to the farms are still in poor state resulting in loss of water and many farmers not being able to get adequate water for their production. The second challenge is the lack of water conservation and irrigation equipment. Many farmers still rely on the rationing program for access to water. During the rainy season, there is too much water that goes to waste since it is not the garlic production season and the farmers do not need the water. Farmers do not have any dams or tanks that they can use to conserve the water for later use in the year where there is water scarcity. The government and other stakeholders have constructed a dam in Bashay that has been of great assistance to the producers. However, with the growing siltation of the dam the water is continuously becoming inadequate. Furthermore, there is a lack of ownership that is seen in the unkempt state of the canals. The water users associations and the committees seem to be more focused on the rationing program than ensuring that the available supplying infrastructure.

10.1.2. GAPs

The most common GAP challenge is pest control. Despite the existence of agro-dealers within some 5km radius, the farmers still do not know which pesticides to use in order to control rust. Rust is the biggest problem for garlic farmers compared to insects. The agro-dealers who focus more on maize compared to garlic, usually stock fertilizers and pesticides for the maize and other crops and not garlic.

10.1.3. Seeds

The seed challenge is more of a cash flow than a technical problem. Farmers recycle their harvest and choose the best cloves to be used as seeds in the next season. However, they are usually tempted to sell the garlic, which they have already

51

dedicated for seed whenever they are approached by buyers with a more lucrative price.

10.1.4. Fertilizers

This is another phenomenal difference between the onion and garlic farmers. While the onion farmers use so much chemical fertilizers and no farm manure, garlic farmers are almost the opposite. Their investments in fertilizers is too low a characteristic that has been attributed to as one of the causes of their very low productivity.

The major reasons for this low investment in the use of fertilizers is cash flow constrain according to the farmers. However, some stakeholders feel the farmers lack the appropriate knowledge on agronomy guiding them to the right fertilizer regimes and application rates.

10.2. Gross Margin Analysis

10.2.1. Farmers

Unlike the onion farmers, the garlic farmers only have one production season which is between the months of April and September. The farmers margins are analyzed below:


Income

Harvest Bags 10 300,000 3,000,000


Expenditure

Labor Acre 1 200,000 200,000

Ploughing Acre 1 70,000 70,000

Seeds Acre 1 250,000 250,000

52



Storage Bags 40 2,000 80,000


Post Harvest Loss

Total Expenditure 755,000

Gross Margin 2,245,000

The gross margin analysis has been done for an average situation during an off-season where the prices are expected to be high mainly between February and March. However, the season is usually conducive for farmers who have enough cash flow and can afford to pay for storage so as to benefit from the prices. Considering that most of these farmers sell their produce during the harvesting season where there is so much garlic in the market, the actual gross margins can be analyzed as follows:


Income

Harvest Bags 10 200,000 2,000,000


Expenditure

Labor Acre 1 200,000 200,000

Ploughing Acre 1 70,000 70,000

Seeds Acre 1 250,000 250,000



Storage Bags 10 2,000 20,000


Total Expenditure 695,000

Gross Margin 1,305,000

From the analysis it is evident that the farmer can earn up to a million shillings more in an acre if he/she stores the produce to sell in the off-season. However, due to cash flow problems farmers opt to sell their produce at the low prices due to desperation.

10.2.2. Traders Gross Margin Analysis

In order to understand how to maximize the farmers benefits out of the trade, it is also important to understand the traders costs and cost drivers. The traders costs can therefore be understood through a simple gross margin analysis as follows:

53

Item Units

No. of

units Unit Cost Total Cost

Income

Sales Bags/nets 10 500,000 5,000,000


Expenditure

Cost of Goods Bags 10 300,000 3,000,000

Harvesting Season 1 100,000 100,000

Loading Bags 10 4,000 40,000

Offloading Bag 10 2,500 25,000

Storage Season 1 45,000 45,000

Produce Cess Bags 10 7,300 73,000

Transport from farm bags 10 5,000 50,000

Transport to market Bags 10 20,000 200,000

Storage Bags 10 2,000 20,000

Packaging Season 1 25,000 25,000

Agency fee Bags 10 5,000 50,000

Total Expenditure 3,628,000

Gross Margin Harvest 1,372,000

54

11. THE GARLIC VALUE CHAIN OPPORTUNITIES AND

CONSTRAINTS

Garlic from Bashay has earned itself a name in the regional markets for its very strong scent that cannot be found even in the imported garlic from China. For that reason the garlic fetches very high prices in the wholesale markets including Kariakoo and Zanzibar. The strong command in the market is a guarantee for the crop to maintain or even increase its market share and is an opportunity The general mood of the garlic value chain is a kind of laxity by the stakeholders especially the farmers due to this market niche. Production is therefore done without so much effort and the margins made are seen to be enough to address needs more at the household level than the actual financial needs of the farming business. The functioning of the garlic value chain still has a big room for growth considering that the farmers are currently only using an estimated half of the available production potentials. These potentials could be met if the following opportunities and challenges are addressed by the value chain stakeholders;

11.1. Investing in GAPs for Greater Productivity While other farmers can get up to 120 bags in acre, most of the farmers still get the low levels of 10bags in an acre. For farmers to increase their productivity, the following areas are key:

11.1.1. Irrigation technologies

The current water scarcity in the production areas cannot be solved by rehabilitating irrigation infrastructure alone. Farmers need to be taught different water conservation technologies to enable them use the minimum necessary water resource and farm without overly relying on the rationing program

11.1.2. Adequate Fertilizer Use

From the farmer gross margin analysis, it is evident that the farmers investments in fertilizers is still very low. It is however not easy to tell at the moment whether this is adequate without a soil analysis. If the current productivity levels are being achieved without the right soil nutrition, the farmers could greatly benefit from increased nutrition once it is established.

11.1.3. Investing in More Marketable Seeds

Despite the fact that the garlic in Bashay and Endagaw are liked for their scent, they still have a disadvantage compared to the Mbeya garlic due to the clove size. Buyers don’t seem to like the small cloves of the Bashay and Endagaw areas claiming that their customers complain of the time they take to remove the outer skin. The market opportunity for bigger cloves is wide. Med – Foods alone needs to export 35 tons of garlic on a monthly basis. However, they cannot buy garlic from Bashay due to the small clove size. The small clove size is attributed to the poor agronomic practices

55

11.1.4. Accessing Safer and More Reliable Pesticides

This study has established that despite the existence of agro-dealers in the nearest trading centre to the farmer, the farmers still have a tendancy of looking for cheaper pesticides which may not be safe. A special example is given in the Endagaw area where farmers opt to buy their pesticides from the local markets where they cannot verify the source of the pesticide nor can they verify the safety of the pesticide. Despite the local government banning this business, the agro-dealers still bring the inputs to these markets where they are sold in the open area with no proper building and arrangements as can be seen in the above photos

11.1.5. GAPs Trainings on Garlic

According to the Mbulu district council, garlic farming could be traced in Bashay since 1947. However, there haven’t been any technical trainings on garlic crop husbandry, not even for the district experts. The study could not also establish any academic programs in Horti- Tengeru and SUA that zero into garlic production. After the many years of experience, there is an opportunity for the farmers to increase their knowledge and learn the new technologies of garlic production.

11.1.6. Coordinated Water Management

A number of stakeholders have invested in the rehabilitation of irrigation infrastructure and conservation of water resources including MVIWATA & TRIAS, the DAICO, Farm Africa and MIVARF. As much as each actor seems to be addressing one part of the problem, there seems to be very little communication amongst them to ensure synergies. Farmers are forming water users associations with functions conflicting with the roles of existing outfits like the cooperative while the basin authorities are collecting fees that farmers don’t really understand. The general water use and management picture seems to be mixed up. The coordination role is bestowed on the DAICO through the district irrigation officers and engineers. It may be difficult to see how this can affect garlic production and productivity. Lets take an instance of the Bashay valley. Farm Africa has been working with farmers around the river source on conservation of the source. Their initiative comes down Yaeda Ampa and ends up somewhere before the dam. MVIWATA and the DAICOs office have helped the farmers construct the dam to help them reserve irrigation water. Apart from the dam the water intake and some major canals have also been renovated. The canals are now managed by committees which have an apex at the DIDIHAMA. On the other hand MIVARF is helping construct and rehabilitate some infrastructure including bridges. The effect of this lack of coordination can now be seen in the following needs:

The dam is increasingly reducing the level of water and there is no mechanism to come up with remedies for the situation

During the rainy season the farmers don’t need the same volume of water as the dry season. However, the stakeholders do not have a mechanism of regulating this uptake to ensure more water is conserved

The stakeholders downstream don’t seem to quite agree on how to use water from the dam and the water from the river course that does not pass through the dam

The stakeholders seem to be very concerned with main canals. As a result while in some parts there are spillovers and flooding, there are areas where

56

farmers have had to divert the course of the river and the canals to ensure that the water is very close to their farms

The prioritization of the investments on irrigation infrastructure at some levels are done without consultation ending up in addressing needs which some stakeholders don’t consider a priority

At the end of it all, the farmers cannot access adequate water for their irrigation ending up in very low productivity levels

11.2. The Marketing Role for the DIDIHAMA and BAGARA

AMCOS The existence of the two marketing cooperatives in the garlic value chain is a great step towards market access. DIDIHAMA AMCOS has a very good storage facility with a storage capacity of 800 tons. However, up to now, the AMCOS only stores 150 tons out of the possible 5000 tons that are produced in the village. The AMCOS could be more attractive to the farmers if it plays more than a storage role. The AMCOS as a marketing entity could be easily trusted by buyers and engage in significant volumes of sales contracts. According to some interviewed farmers, between the years 2009 and 2011, the Mbulu DC once made a decree for all garlic to be sold through the AMCOS . One of the results was that the district was able to register very high volumes of sales since the AMCOS was a more formal channel. One of the obstacles that stand in the way of the AMCOS to such important functions is the lack of the required management capacities in the AMCOS. It is a common behavior of AMCOS to try to handle everything through its elected leadership even if there are no such management capacities.

11.3. The Role of the DIDIHAMA and ENDASAKI SACCOS in

Enhancing Access to Finance The existence of the two SACCOS and their devolved structures that involve other smaller groupings like the VICOBA is an excellent environment for enhancing access to finance to the farmers. Their experience in accessing finances for the maize farmers whose are also believed to be the same garlic farmers is even an added advantage and an indication of some level of financial literacy. The only difference between the maize and garlic markets is that maize seems to have some very direct buyers including WFP and maize millers. The financial institutions are therefore quickly attracted and do not have problems in giving financial facilities to the farmers through the SACCOS. There is therefore an opportunity to work with the SACCOS to ensure that they help the farmers access more finances for their garlic production.

11.4. Leadership Gaps in the AMCOS and SACCOS While these two organizations are usually viewed as one and the same thing, sometimes they get themselves entangled in supremacy battles especially where the two have different leaders with one targeted source of income. In the Warehouse Receipt System, some stakeholders have viewed the SACCOS as a financial broker while other models have proved that they offer the best solution for securing individual farmer loans. For the case of DIDIHAMA , the cold war that exists between the two is centered on resource control. While the AMCOS does the actual marketing business and sells the maize produce, the SACCOS needs this money to keep

57

revolving it amongst the farmers in form of loans. In the onset, the AMCOS sees no reason why this should be done since they could still administer the loans from the AMCOS leadership. In Endasaki, the situation is much different and more peaceful considering that the SACCOS has more money than the AMCOS and that the model may have been recommended by a financier. It is also a fact that some of the AMCOS leaders are the same leaders in the SACCOS, some being in the same positions in both outfits. The two scenarios are indicators of a lack of leadership model and training that can make the farmers understand how best they can run the two outfits for greater benefits

11.5. Storage and Post Harvest Losses

Storage and post-harvest management is still seen as a challenge to the garlic farmers in the surveyed areas. However, this problem is still not very visible considering the high value of the crop and the existing demand in the areas. According to the MVIWATA promoter in Bashay, Bashay valley alone produces more than 5,000 MT of garlic. However, only 150 tons go through the DIDIHAMA warehouse with the rest being sold to the traders through the other channels. Farmers who opt to store their produce in their houses take different measures to increase the shelf-life of garlic including hanging the garlic closer to the roofs and subjecting them to some smoke. In an unexpected revelation, interviews with garlic traders in Kariakoo revealed that the traders still prefer the garlic that is not stored in the DIDIHAMA warehouse. According to the traders, the DIDIHAMA store is not well ventilated and therefore has two effects on the garlic quality. First the garlic tends to discolor giving the customers a mixed feeling about the quality of the garlic. Secondly the garlic shrinks and loses weight giving the traders a loss in terms of their sales. The traders could however not tell the amount of loss experienced by storing garlic in the DIDIHAMA store. They also complained of a moisture problem for garlic that goes into the DIDIHAMA store. The farmers seem to be bringing the garlic into the store before properly drying. According to them while the garlic have a shelf-life of up to 7 months, the garlic bought from the DIDIHAMA warehouse can hardly go beyond four months. The challenge mentioned by the traders is even made more complicated by the accounts of the DIDIHAMA AMCOS. They mentioned one of their major challenges as the farmers lack of understanding of post-harvest losses. Farmers who deposit 100kgs of garlic expect to be given their 100kgs when they are ready to sell regardless of the number of months the garlic has taken in the stores. For them, shrinkage is least in their expectation and expect that this liability is taken care of by the warehouse manager who in this case is the AMCOS leadership.

11.6 Unreliable Pricing, Weights and Measurement Just like the onion value chain, the problem of pricing and weights is also experienced in the garlic value chain. In fact, ooking at the garlic sacs, it seems that the problem is of a lesser magnitude compared to the onion value chain. However, the weights issue in the garlic value chain seems to be of a different version. Garlic farmers are selling their garlic in Kgs except for the harvest season where the buyers buy garlic in plastic basins whose exact weights are not known. It

58

is said they are between 2kgs and 2 ½ kgs but sell at much lower price than a kilo. Furthermore, considering that more than 97% of the produce is still traded without passing through the warehouse, it is expected that a majority of the farmers still sell their garlic at prices much lower than what has been discussed in this report.

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12. CONCLUSIONS AND RECOMMENDATIONS

Even with all the challenges that the garlic farmers and traders are faced with, they are still able to make some margins. Unlike the onion value chain the garlic value chain has very good structures at the farmers level which can be used to increase the benefits farmers get from their interactions with other value chain stakeholders. The second great opportunity is that garlic from this part of the country still ranks first due to its strong scent. With a very big cut-out market share and the a very good structures at the production base, the study makes the following recommendations:

12.1. Increase Productivity

In order to increase productivity, the study recommends that the following actions are taken:

12.1.1. Train the Farmers on Water Conservation and Simple Irrigation

technologies

It is high time that irrigation technologies are introduced in the production areas. The first step should be teaching the farmers water conservation technologies including the use of simple water reservoirs and overhead tanks for those who can afford. Considering that a majority of the farmers own farms whose sizes range between ½ acre and 1 acre, they should also be introduced to simple irrigation techniques using drip irrigation

12.1.2. Develop a Multi-stakeholder Water Use and Conservation Plan

It is the opinion of the consultant that any district which is making a commercial gain as high as the should have in place a comprehensive water conservation use and management plan. This plan will give each and every stakeholder the same understanding and help coordinate the efforts of each stakeholder towards sustainable use of the scarce water resource. The plan should include mechanisms that will be put in place to ensure that the 1200 ha that is currently not being utilized can be utilized after access to the water resource.

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12.1.3. Improve on the Existing Garlic Variety

In order to produce the quality of garlic that is required by the market, it is important to start with the seed. A seed multiplication program is necessary for quicker results to be realized. Small and strategic demonstration and multiplication sites can be established in the two production areas for knowledge transfer purposes. Such sites can be hosted by the farmer groups like the AMCOS and run with some technical help at the beginning.

12.1.4. Soil Analysis and Consequent Fertility Management

Soil sample analysis will help the stakeholders to understand which and how much fertilizers is needed for the farmers to increase their production in a unit area. Once this is established, farmers can be advised on the appropriate fertilizers to use and that information also used by agro-dealers

12.1.5. Introduce a GAP Training Kit for the Farmers

Crop husbandry guides for garlic production should be developed not only to help the farmers but also the agro-dealers and government extension workers who have been providing agronomic support to the farmers. These guides can also be used by the promoters to continuously support the farmers

12.1.6. Establish Farmers’ Safer Access to Inputs

As it is now in the areas, farmers are not sure of the safety of their pesticides since most of them would love to access the pesticides from the cheapest point available. The challenge can therefore be addressed from different angles. This study gives a number of suggestions for safe access to inputs as follows: Option 1: Work with Dedicated Agro-dealers: The farmers in their various groupings (SACCOS, AMCOS, farmer group) can enter into agreements with agro-dealers like Kisusi or even the agro-dealers in their localities for a bullk supply of the

61

inputs. In that way it is easy to address issues of inefficiencies and poor results since all the pesticides will be coming from a single source Option 2: Work with an Agro-dealer Platform: The nearest agro-dealer platform be it at the district or regional level can be traced if not formed. One of the key functions of this platform can be self-regulation. The agro-dealers can be made to ensure that their fellow agro-dealers provide quality and affordable inputs. This can be done through certification systems or other recognition methods with an incentive of being popularized amongst the farmers for bigger markets. This platform can therefore hold regular consultations with farmers through different existing farmer platforms. One of the prohibited practices in the platform could be open-air sale of inputs that is currently very famous in the area. Option 3: Creating a Conducive Trading Environment: By the market forces the agro-dealers in the open markets can be said to be only responding to a demand that is overwhelming in the open markets. Instead of chasing them away, it is possible that the LGAs create the right infrastructural and regulatory environment in the markets. Those agro-dalers who want to operate in the markets can be given space in the markets and asked to create semi-permanent structures that could be used as the shops for the agro-dealers. Alternatively, the LGAs could ask the agro-dealers to convert their trucks into mobile agro-dealer shops so as to provide the required environment as provided for by the legislations.

12.2. Review the Infrastructural Requirement for Garlic

Storage According to the Kariakoo traders, the DIDIHAMA warehouse which is operating at a 150 tons capacity could easily operate to its 800 tons full capacity if more ventilation could be provided. In their opinion, the side walls should be brought down and replaced by some wire-netting or wire mesh just like the onion stores in Mang’ola. Furthermore, the traders also complain of the poor hygiene of the metal compartments that are used to store the garlic in the warehouse. Considering that there may be more options of how to handle the problem, the study recommends that this matter is discussed by the stakeholders including Mbulu District who is the current owner of the warehouse, the farmers under DIDIHAMA, traders both from Kariakoo and Bashay as well as other stakeholders who may bring valueable input into the discussions. So far the traders indicate their willingness of using the warehouse facility if the right warehousing environment is put in place.

12.3. Organizational Strengthening Support Despite the existing leadership gaps that exist in both the DIDIHAMA AMCOS and SACCOS, it is important to note that the farmers have made quite some steps in establishing structures (very well devolved) and systems which are fundamental in the running of the AMCOS and SACCOS. The cooperatives however, have an amorphous nature of handling more than one crop which have high returns to the farmers. The leadership gaps that exist should therefore not be seen as default threats to their existence but rather critical opportunities to strengthen the cooperatives for better delivery of services to the farmers. DIDIHAMA farmers should receive some training on how to manage their two cooperatives. It is necessary that they adjust some of their structures to create a harmonious co-existence of the two. It is important that the SACCOS is given the right expertise to run the finances especially that relate to input credit and other borrowings. The AMCOS should also be strengthened to perform more functions like

62

marketing the produce beyond the Bashay ward and sharing market information with its members Similar support should be given to the cooperatives in Endasaki. Farmers should be assisted to understand and draw lines between the roles of the primary network, the AMCOS and the SACCOS. A membership drive can also be initiated to ensure that more farmers join the cooperatives and networks

12.4. Increasing Farmers Access to Reliable Markets Considering that there seems to be only one mainstream marketing channel for garlic from both areas, it is important that more channels are developed. Furthermore, considering the high value of garlic, anyone can choose to be trader just to enjoy the margins. Currently, there are more than 100 traders in the Kariakoo market with some of them being very seasonal. The study therefore recommends the following actions to be taken to create more reliable markets: Create a Garlic Traders Platform/ Association: A garlic traders platform will play a number of roles including creating sanity in the wholesale market. Through the platform reliable traders can be identified and recognized by the farmers. The platform can also act as the traders mouthpiece in addressing their regulatory challenges; top on their list being very high produce cess that they are now paying in the production districts. Conduct a More Detailed Market Study: The current value chain study has only gone up to the wholesale market where it has been very difficult to break the traders cartels. However, some traders confessed that their current buyers include pharmaceutical users. On the other hand, some direct buyers are seeking very high volumes which can offer good markets to the farmers. The only missing link here is that this information is not well organized to enable the farmer make concrete decisions. The study therefore recommends that a detailed market study is conducted and information shared with farmers for their pre-season planning. Create More Capacities in the AMCOS: The AMCOS are currently playing an important role in produce bulking. However, they still over-rely on structured and institutional markets hence the big difference in revenue between maize and garlic produced by the same farmers. The study recommends that capacity building is offered to the AMCOS including trainings on marketing skills, introduction and connection to Market Information Systems and formation of Market Opportunity Groups

12.5. Increasing Representation at the LGA Decision Making

Platforms It appeared that farmers were not aware of some of the decisions that were being made in their interest at the LGA level. Some of these decisions included decisions on the irrigation canals, micro-processing plants for farmers etc. It is important that farmers are allowed representation at the District level and that a channel is created through which they can directly share their thoughts and ideas with the district.

12.6. Establish A Garlic Stakeholders Dialogue Platform Even in addressing the different challenges that the stakeholders are faced with, it is important that dialogue is created amongst the stakeholders to increase the

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transparency within the value chain. The grievances that the farmers have against the traders like the weights and measurements could be well expressed and discussed in this platform. Traders could also advise the farmers on their requirements including the quality issues. It is important that even as interventions are designed, these stakeholders are brought together to help think about the interventions that are being proposed for them.

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13. GARLIC STAKEHOLDER MAPPING

The following stakeholders can be involved in addressing some of the problems that have been raised in the value chain

CHALLENGE RECOMMENDATIO

N

COLLABORATI

NG PARTNER

PRESENCE

IN THE

AREA

ACTIVITIES &

STRENGTHS

COLLABORATIVE

AREA

1 Inadequate irrigation

water

Introduce irrigation

technologies

BALTON

Tanzania

Not Yet Supplier of

irrigation

technology & agro-

input

Setting up of demo

plots for irrigation

TAHA/TAPP Has a

Manyara

Office

Technical trainings

on irrigation

technologies

Training programs on

irrigation technologies

2 Disjointed water

development initiatives

Develop a multi-

stakeholder water

use and

coordination plan

DAICO Host Custodian of

irrigation in the

district

Bringing stakeholders

together to give their

inputs in the formation

stage

Farm Africa Nou

Ecosystem

Managemen

t Project –

Conservation

projects. Working

with 46 groups in

Yaeda Ampa, Ari

Collaboration on

conservation of the

Mangisa River

65

Mbulu and Tumat. 20m

capital for a

SACCO

MVIWATA/TRIAS Co-Host Rehabilitation of

irrigation

infrastructure in

the areas

Coordination of farmer

participation in the

process

MIVARF Constructio

n of the

Diomat

bridge

Infrastructural

rehabilitation

Conservation of the

Bashay dam

3 The variety is not liked

due to its clove size

Improve on the

existing variety

TAHA/TAPP Manyara

Office

Technical trainings

on production

Establishment of seed

multiplication and demo

sites

Med-foods Diomat

Village

Offering agronomic

support to see if

they can produce

bigger cloves

The lessons can be

used to design a bigger

support program for

more farmers

AVRDC Not yet Breeding

technology on

different

vegetables

Research and breeding

technical support to the

trainers

66

4 Inadequate use of

fertilizers

Soil Analysis and

Fertility

Management

SUA Not yet Training institute Soil lab tests and

analysis

Balton Tanzania Not Yet Supplier of agro-

inputs



farmers

Kisusi Agro-Vet Works in

Manyara

region

Has a facility that

offers up to 20 mil

of agricultural

inputs loans



farmers

5 Poor Garlic Husbandry

practices

Introduce a GAP

training program

TAPP/TAHA Manyara

Office

Has a technical

team that can

develop trainings

on different

husbandry needs

Can develop ToTs for

the promoters and LGA

extension workers

MVIWATA Farmers are

MVIWATA

members

Have trained

promoters working

with farmers in the

area

The promoters can be

part of the technical

training teams

6 Leadership capacity

gaps amongst the

farmer cooperatives

Organizational

Strengthening

support

MVIWATA The farmers

are

MVIWATA

Has an expertise

in farmer group

models and how to

Can offer support for

structural adjustment to

accommodate both

67

members make them work marketing and

financing aims

7 Dominance by local

brokers

Linkages to more

reliable markets &

buyers

TAHA Manyara

Office

Has a marketing

department that

helps farmers with

market access

Link farmers with

buyers in different

wholesale markets

MIVARF (IRDP) Present in

Mbulu

district

Has a market

linkage component

in the project

Link more farmers to

the Kariakoo contacts

including the 2 Seeds

project

8 Farmers cannot

access adequate

resources

Increase farmers

access to finance

MIVARF Mbulu

District

Has a 45 thousand

dollars grant for

garlic processing

Could link DIDIHAMA

to the community bank

once identified

68

ANNEXES

Annex 1: References 1. Business Care Services & Centre for Sustainable Development Initiatives (2009):

Iringa Tomato Value Chain Analysis for Local (National ) Markets and Value Chain

Development Investment Plan. Iringa Tanzania

2. Directorate of Agricultural Information Services, Dept of Agriculture, Forestry and

Fisheries: Production Guidelines for Garlic. Pretoria South Africa

3. Koenig Thomas et al (2008): Market Driven Development and Poverty Reduction: A

Value Chain Analysis of Fresh Vegetables in Kenya and Tanzania. Nairobi, Berlin -

Kenya & Germany

4. Mkomwa Said et al (ACTN 2011): Conservation Agriculture in Tanzania. A case study

of Karatu District. Arusha Tanzania

5. Regional Commissioners Office Manyara (2013): Investment and Socio Economic

Profile. Manyara Tanzania

6. The East African: Tanzania bulb onions traders lose as Kenyans start growing the

crop. http://www.theeastafrican.co.ke/news/Tanzania-bulb-onion-traders-lose-as-

Kenyans/-/2558/2150902/-/view/printVersion/-/12xtsh9z/-/index.html on the date

of 6th January 2015

http://www.theeastafrican.co.ke/news/Tanzania-bulb-onion-traders-lose-as-Kenyans/-/2558/2150902/-/view/printVersion/-/12xtsh9z/-/index.html

http://www.theeastafrican.co.ke/news/Tanzania-bulb-onion-traders-lose-as-Kenyans/-/2558/2150902/-/view/printVersion/-/12xtsh9z/-/index.html

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Annex 2: List of Farmers Interviewed

THE GARLIC VALUE CHAIN

NAME GENDER AGE LOCATION CROP EXPERIENCE MOBILE PHONE NUMBER

1. mery Female 23 Bashay Garlic > 5 years 756278443

2. magdalena Samwel Female 33 Bashay Garlic > 5 years 763055581

3. mercela dizeri Female 40 Bashay Garlic > 5 years 766804303

4. regina john Female 43 Bashay Garlic > 5 years 767173879

5. abina amara Female 49 Bashay Garlic > 5 years 753106491

6. Female 49 Bashay Garlic > 5 years

7. Tereaia Aklei Female 50 Bashay Garlic > 5 years 763182182

8. Agnes Shaa Female 52 Bashay Garlic > 5 years 758888569

9. precaria Leo Female 56 Bashay Garlic > 5 years 762947847

10. nicodemu john Male 20 Bashay Garlic 2 > 5 years 764270719

11. emanuel daffi Male 21 Bashay Garlic 2 > 5 years

12. Gaspar sisti Male 22 Bashay Garlic 2 > 5 years

13. samwel Male 24 Bashay Garlic 2 > 5 years 685846622

14. Kyesi luka Male 25 Bashay Garlic 2 > 5 years 767370069

15. Pascal philipo Male 26 Bashay Garlic 2 > 5 years 763162649

16. daniel kipapai Male 27 Bashay Garlic 2 > 5 years 756297854

17. salesi joh Male 27 Bashay Garlic 2 > 5 years 786590019

18. damian fundi Male 28 Bashay Garlic 2 > 5 years 783805093

19. emmanuel mure Male 29 Bashay Garlic 2 > 5 years 687208830

20. Martin Matia Male 29 Bashay Garlic > 5 years 763413516

21. apolinnary benedict Male 29 Bashay Garlic > 5 years 682109323

22. mathias john Male 30 Bashay Garlic > 5 years 764660550

23. vitalis fisoo Male 30 Bashay Garlic > 5 years 684717976

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24. John Joseph Male 30 Bashay Garlic > 5 years

25. emmanuel sungi Male 31 Bashay Garlic 2 > 5 years 758225135

26. joseph leonard Male 33 Bashay Garlic > 5 years 763647283

27. Damian Martin Male 33 Bashay Garlic > 5 years 789201189

28. luka paskali Male 33 Bashay Garlic > 5 years 764779387

29. Denis Raphael Male 34 Bashay Garlic > 5 years

30. Emanuel Nada Male 35 Bashay Garlic > 5 years 786112884

31. Valerian Laurent Male 36 Bashay Garlic > 5 years

32. martin zakayo Male 36 Bashay Garlic > 5 years 769764886

33. Julian Joseph Male 37 Bashay Garlic > 5 years 768616797

34. Fadhil Lukas Male 37 Bashay Garlic > 5 years 764977170

35. Deodatus Kalera Male 37 Bashay Garlic > 5 years 783417034

36. tadeo Male 38 Bashay Garlic > 5 years 766900513

37. ALFRED HAMSIN Male 38 Bashay Garlic > 5 years 787110210

38. matiasi tahani Male 38 Bashay Garlic > 5 years

39. daudi sifaeli Male 38 Bashay Garlic > 5 years 769206010

40. natanaeli monii Male 38 Bashay Garlic > 5 years 758499982

41. Leornad Pascal Male 39 Bashay Garlic > 5 years 764650097

42. Joachim pius Male 39 Bashay Garlic > 5 years 783162222

43. saulo emmanuel Male 40 Bashay Garlic 2 > 5 years 786107443

44. John Baha Male 40 Bashay Garlic > 5 years 762729241

45. baraka licas Male 40 Bashay Garlic > 5 years 684458479

46. regnald maiko Male 40 Bashay Garlic > 5 years 762071249

47. hemedi karim Male 40 Bashay Garlic > 5 years 756703139

48. luciani wilbald Male 40 Bashay Garlic > 5 years 764558881

49. melikiadi bukha Male 42 Bashay Garlic > 5 years 764555431

50. Daniel Dona Male 42 Bashay Garlic > 5 years

51. paulo akilei Male 43 Bashay Garlic > 5 years 763480802

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52. Elia basili Male 43 Bashay Garlic > 5 years

53. Calisti Silvin Male 44 Bashay Garlic > 5 years

54. Leornad Damiana Male 45 Bashay Garlic > 5 years 765595668

55. John nickdemus Male 45 Bashay Garlic > 5 years 765595711

56. zakayo mahuu Male 45 Bashay Garlic > 5 years 757444270

57. Barasa lulu Male 45 Bashay Garlic > 5 years 686780718

58. maari ololo Male 48 Bashay Garlic > 5 years 767476113

59. Jeremia Nickodemus Male 49 Bashay Garlic > 5 years 753757930

60. fransis niima Male 50 Bashay Garlic > 5 years 765595676

61. Dominic nikodemus Male 50 Bashay Garlic > 5 years 763727947

62. Marko silo Ami Male 50 Bashay Garlic > 5 years 782460104

63. peter d bajuta Male 51 Bashay Garlic > 5 years 686173344

64. simon msengi Male 51 Bashay Garlic > 5 years 767950648

65. daniel joseph Male 52 Bashay Garlic > 5 years 758093743

66. Nickodemus Salawoo Male 52 Bashay Garlic > 5 years 789894754

67. John paschal Male 52 Bashay Garlic > 5 years 687325285

68. marko lazaro Male 52 Bashay Garlic > 5 years 783878099

69. Kasturi Paulo Male 53 Bashay Garlic > 5 years 689547938

70. patrisi lagwena Male 56 Bashay Garlic > 5 years

71. Jacob simon Male 60 Bashay Garlic > 5 years 764657132

72. Ladslays Tarmo Male 60 Bashay Garlic > 5 years

73. Paulo joseph Male 61 Bashay Garlic > 5 years 7652112208

74. yoram zakayo Male 62 Bashay Garlic > 5 years 758555681

75. laurence safar Male 65 Bashay Garlic > 5 years 757444696

76. Jacob Mushi Male 74 Bashay Garlic > 5 years 754698624


77. Eva Emael Female 32 Endagaw Garlic >2 years 789237081

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78. Azina Karanjai Female 46 Endagaw Garlic > 5 years 782432873

79. Shamir seleman Male 21 Endagaw Garlic 2 > 5 years 688948757

80. Anthony atanas Male 24 Endagaw Garlic 2 > 5 years 788109503

81. Maganga Gihandu Male 24 Endagaw Garlic > 5 years 687397211

82. Athuman Saleh Male 25 Endagaw Garlic 2 > 5 years 782144189

83. martin fabian Male 25 Endagaw Garlic > 5 years 789317018

84. pius gusr Male 27 Endagaw Garlic > 5 years

85. Boay qwaray Male 29 Endagaw Garlic > 5 years

86. damia petro Male 33 Endagaw Garlic 2 > 5 years 686228993

87. pius samson Male 35 Endagaw Garlic > 5 years 785190892

88. matias Male 38 Endagaw Garlic > 5 years

89. daho bura Male 39 Endagaw Garlic > 5 years 786542205

90. wilson daudi Male 40 Endagaw Garlic > 5 years 786236747

91. Omary Waziri Male 40 Endagaw Garlic > 5 years 782991010

92. Masai Lohai Male 45 Endagaw Garlic > 5 years 785460636

93. Yunus Adam Male 45 Endagaw Garlic > 5 years 763551149

94. Adrea Mado Male 48 Endagaw Garlic > 5 years 786472976

95. daniel arfat Male 48 Endagaw Garlic > 5 years 788582331

96. omar abdala Male 49 Endagaw Garlic > 5 years 782089897

97. nyerere migire Male 50 Endagaw Garlic > 5 years

98. ally daudi Male 51 Endagaw Garlic > 5 years 786234354

99. Ramadhan Hamis. Male 53 Endagaw Garlic > 5 years 782202155

100. mohamed ramadani Male 54 Endagaw Garlic > 5 years 787976942

101. daniel baso Male 55 Endagaw Garlic > 5 years 789148234

102. Johnsom Mathias Male 56 Endagaw Garlic > 5 years 785087345

103. peter Malolo Male 57 Endagaw Garlic > 5 years 783453249

104. saidi issa gisai Male 58 Endagaw Garlic > 5 years 684328185

105. omar musah Male 78 Endagaw Garlic > 5 years 787527737

73

106. andrea giteliii Male 80 Endagaw Garlic > 5 years

THE ONON VALUE CHAIN


107. tatu hamis Female 42 Endagaw Onion > 5 years 784048839

108. shauri peter Male 32 Endagaw Onion > 5 years 688406461

109. jamal ibrahim Male 38 Endagaw Onion > 5 years 688131304

110. Said Hamis Male 42 Endagaw Onion > 5 years 784879492

111. Juma Abdalah Male 45 Endagaw Onion 2 > 5 years 785294597

112. msafir kisao Male 45 Endagaw Onion > 5 years 788346425

113. jumanne hamis Male 48 Endagaw Onion > 5 years 782760853

114. mahamood Adam Male 50 Endagaw Onion > 5 years 788666517

115. Ramadhan Musa Male 57 Endagaw Onion > 5 years 688720506

116. Idd Ramadhan Male 57 Endagaw Onion > 5 years 786830571

117. ismail kiwali Male 58 Endagaw Onion > 5 years 787794726


118. ajiri noeli Female 20 Engaruka Onion < 2 years

119. naserian Female 22 Engaruka Onion > 5 years

120. Ngaiyo Female 30 Engaruka Onion < 2 years

121. naishoruwaki melau Female 40 Engaruka Onion > 5 years

122. Rebeca Female 55 Engaruka Onion > 5 years

123. Maria Endelesi Female 57 Engaruka Onion 2 > 5 years

124. Hellen Mathew Female 65 Engaruka Onion I don't know

125. Elisha Musa Male 27 Engaruka Onion 2 > 5 years 683950419

126. Joseph Lweishie Male 29 Engaruka Onion < 2 years

74

127. Ezekiel Edward Male 32 Engaruka Onion > 5 years 783848115

128. Male 33 Engaruka Onion > 5 years

129. ALOYCE RISHAEL Male 34 Engaruka Onion < 2 years 785139983

130. Paiyan Lesapur Male 34 Engaruka Onion > 5 years

131. Melau Male 35 Engaruka Onion 2 > 5 years 789933816

132. jonadhan Male 36 Engaruka Onion 2 > 5 years 788125421

133. hussein omar Male 38 Engaruka Onion 2 > 5 years 759250959

134. samwel tatoo Male 40 Engaruka Onion < 2 years 0

135. Abdi Karimu Male 40 Engaruka Onion > 5 years 782906513

136. oMar abdile Male 40 Engaruka Onion > 5 years 782661144

137. Yona Male 45 Engaruka Onion < 2 years

138. nehemia israel Male 45 Engaruka Onion < 2 years 0

139. Abraham paul Male 46 Engaruka Onion 2 > 5 years 787830954

140. saisaaa kiah Male 50 Engaruka Onion < 2 years 0

141. Gabriel Laizer Male 50 Engaruka Onion > 5 years 768951750

142. geoge Male 52 Engaruka Onion > 5 years 787904773

143. Raphael Paul Male 56 Engaruka Onion > 5 years

144. zakaria Male 58 Engaruka Onion > 5 years 787151499


145. prisca Female 30 Mang'ola Onion > 5 years 754526415

146. Marium stephano Female 32 Mang'ola Onion > 5 years 764614820

147. Chausiku Jaffari Female 33 Mang'ola Onion > 5 years 762362185

148. safina nason Female 34 Mang'ola Onion > 5 years 752419500

149. Wiambi Female 35 Mang'ola Onion > 5 years 759033371

150. regina christopher Female 39 Mang'ola Onion > 5 years 753150541

151. Esther Bayo Female 40 Mang'ola Onion > 5 years 762766813

75

152. marta peter sule. Female 40 Mang'ola Onion > 5 years 769990147

153. skolla Female 40 Mang'ola Onion > 5 years 754933017

154. Luciana loti Female 41 Mang'ola Onion > 5 years 752256862

155. mama hollo Female 42 Mang'ola Onion > 5 years 752252940

156. chausiku hamis Female 45 Mang'ola Onion > 5 years 769957015

157. chalesi lohai Female 45 Mang'ola Onion > 5 years 768921684

158. Paulo Gara Female 46 Mang'ola Onion > 5 years 762638145

159. Stelah Akunaa Female 52 Mang'ola Onion > 5 years 768675939

160. ANNA Robart Female 52 Mang'ola Onion > 5 years 759147272

161. Pili Juma Female 52 Mang'ola Onion > 5 years 752257816

162. Udahade Isangani Female 52 Mang'ola Onion > 5 years 756403261

163. Tropia Masenge Female 56 Mang'ola Onion > 5 years 753109446

164. mwajuma semani Female 57 Mang'ola Onion > 5 years 752158032

165. Mwasiti Rajabu Female 62 Mang'ola Onion > 5 years 654785952

166. pulkeria Female 66 Mang'ola Onion > 5 years 759066709

167. Samwel john Male 27 Mang'ola Onion > 5 years 759655864

168. Rabii Rajabu Male 28 Mang'ola Onion > 5 years 759175017

169. godfrey motta Male 28 Mang'ola Onion > 5 years 764823951

170. matambi bakari Male 28 Mang'ola Onion > 5 years 766403355

171. Charles Mota Male 30 Mang'ola Onion > 5 years 752427600

172. twalibu Male 30 Mang'ola Onion > 5 years 764679322

173. charles sedekieli Male 32 Mang'ola Onion > 5 years 759898222

174. John sixberty Male 32 Mang'ola Onion > 5 years 752651541

175. Eli dughang Male 33 Mang'ola Onion > 5 years 752300283

176. amri fadhili Male 34 Mang'ola Onion > 5 years 753833268

177. abubakar Male 35 Mang'ola Onion > 5 years 758719809

178. Nathanael Makelele Male 35 Mang'ola Onion > 5 years 762170645

179. victor jordan Male 35 Mang'ola Onion > 5 years 763934115

76

180. deo boniface Male 36 Mang'ola Onion > 5 years 767725665

181. hemedi abdi mohamed Male 36 Mang'ola Onion > 5 years 765308745

182. kelvin mbogo Male 38 Mang'ola Onion > 5 years 752968900

183. bairu Male 38 Mang'ola Onion > 5 years 769990181

184. Silvester Safari Male 38 Mang'ola Onion > 5 years 769242116

185. Ally Kingu Male 39 Mang'ola Onion > 5 years 752366306

186. Israel Daniel Male 40 Mang'ola Onion > 5 years 765823570

187. christopher samwel Male 40 Mang'ola Onion > 5 years 752230713

188. salm ramadhn Male 40 Mang'ola Onion > 5 years 765826681

189. Atanasi Mathias Male 41 Mang'ola Onion > 5 years 764173923

190. paschal demay Male 41 Mang'ola Onion > 5 years 767624833

191. Emanuel Mgana Male 41 Mang'ola Garlic > 5 years 753817405

192. dickson samson mwakipesile Male 42 Mang'ola Onion > 5 years 768394401

193. Mohamed Rashid Male 42 Mang'ola Onion > 5 years 767805833

194. abdalla sadiki Male 42 Mang'ola Onion > 5 years 785123070

195. zahran nasoro Male 43 Mang'ola Onion > 5 years 757904828

196. sebastian Moses Male 44 Mang'ola Onion > 5 years 767698496

197. Yusuph Saleh Male 45 Mang'ola Onion > 5 years 753796607

198. Israel Grydan Male 45 Mang'ola Onion > 5 years 7.53259E+18

199. bonofasa sere Male 45 Mang'ola Onion > 5 years

200. omar karata Male 45 Mang'ola Onion > 5 years 768945055

201. yohana daudi Male 47 Mang'ola Onion > 5 years 756700415

202. Yusuph matambi Male 47 Mang'ola Onion > 5 years 766644276

203. Damiano Hando Male 49 Mang'ola Onion > 5 years 754698541

204. Silo Dirangu Male 49 Mang'ola Onion > 5 years 754619615

205. julilus Male 49 Mang'ola Onion > 5 years 755066426

206. jonas loti Male 50 Mang'ola Onion > 5 years 753303301

207. Marisho Juma Male 50 Mang'ola Onion > 5 years 755750969

77

208. Gidamangure Dudieki Male 50 Mang'ola Onion > 5 years 756176749

209. jackson kebola Male 51 Mang'ola Onion > 5 years 766266717

210. Haji hamis Male 52 Mang'ola Onion > 5 years 755208334

211. Samweli Baha Male 56 Mang'ola Onion > 5 years 754477515

212. Amiri Yuda Male 56 Mang'ola Onion > 5 years 752713441

213. Abdi musaa Male 57 Mang'ola Onion > 5 years 768051329

214. Charles Maganga Male 62 Mang'ola Onion > 5 years 7.63009E+18

215. Samson sahane Male 62 Mang'ola Onion > 5 years 763964788

216. abubakar juma Male 63 Mang'ola Onion > 5 years 765456831

217. boniface hamis Male 71 Mang'ola Onion > 5 years 752095013

218. Athumani Abed Male 72 Mang'ola Onion > 5 years 758508495

219. Beda Crodwicj Male 29 Mang'ola Onion < 2 years 768901903

220. elizabet aishiii Female 50 Mang'ola Onion I don't know 766339228

221. Pauline Sule Female 26 Mang'ola Onion 2 > 5 years 765640016

222. magdalena zachario Female 32 Mang'ola Onion 2 > 5 years 757437556

223. Rukia Sayuni Female 35 Mang'ola Onion 2 > 5 years 765103529

224. mariam Female 39 Mang'ola Onion 2 > 5 years 759784373

225. amina abdalla Female 52 Mang'ola Onion 2 > 5 years 753303409

226. Tumaini Yohane Male 20 Mang'ola Onion 2 > 5 years 765195965

227. dany Male 23 Mang'ola Onion 2 > 5 years 752128283

228. selemani faraji philipo Male 28 Mang'ola Onion 2 > 5 years 765351185

229. rahim rajabu Male 30 Mang'ola Onion 2 > 5 years 763940901

230. nasibu Male 30 Mang'ola Onion 2 > 5 years 765817653

231. Akonaye Khabi Male 32 Mang'ola Onion 2 > 5 years 753648429

232. Mohamed Husein Male 40 Mang'ola Onion 2 > 5 years 765051300

233. swalehe abdalah Male 46 Mang'ola Onion 2 > 5 years 765456973

234. Emanuel Mlacha Male 48 Mang'ola Onion 2 > 5 years 754371927

78


235. Pascalina Isack Female 28 Selela Onion 2 > 5 years 689751121

236. elizabeth charles Female 29 Selela Onion 2 > 5 years

237. fatina juma Female 38 Selela Onion 2 > 5 years

238. juliana paulo Female 42 Selela Onion < 2 years

239. camillion Male 22 Selela Onion 2 > 5 years 759817668

240. kisojo joseph Male 22 Selela Onion < 2 years 767087884

241. Paulo Samwel Male 24 Selela Onion 2 > 5 years 769907614

242. Mostward Paulo Male 24 Selela Onion 2 > 5 years

243. Elias Josephat Male 24 Selela Onion < 2 years 768476114

244. lau martin Male 24 Selela Onion < 2 years 7

245. Richard kizito Male 26 Selela Onion 2 > 5 years 755605468

246. Husein Abdalah Male 27 Selela Onion < 2 years 753771634

247. musa ibrahim Male 30 Selela Onion 2 > 5 years 763711928

248. Musa Tumbo Male 30 Selela Onion 2 > 5 years 757999113

249. abasi Male 30 Selela Onion > 5 years

250. vincent macha Male 31 Selela Onion 2 > 5 years 754227649

251. OBEDDI MOTIKA Male 31 Selela Onion 2 > 5 years 689773493

252. mohamed issa Male 32 Selela Onion 2 > 5 years

253. ramadhan mohamed Male 32 Selela Onion 2 > 5 years 654899813

254. gabriel Male 32 Selela Onion 2 > 5 years 758171782

255. yohana Male 33 Selela Onion 2 > 5 years

256. zablon hamis Male 35 Selela Onion 2 > 5 years 757679228

257. Justin Mpanda Male 35 Selela Onion > 5 years 763284563

258. abubakar Male 35 Selela Onion > 5 years 756679494

259. philipo mtinda Male 36 Selela Onion 2 > 5 years

260. isack diago Male 37 Selela Onion > 5 years 688114101

79

261. hassan juma Male 39 Selela Onion 2 > 5 years 788767603

262. Wille Mmary Male 39 Selela Onion 2 > 5 years 768228311

263. jaffari Pondo Male 39 Selela Onion > 5 years 764196613

264. ibrahim martin Male 40 Selela Onion 2 > 5 years 766447701

265. lesi Motika Male 40 Selela Onion 2 > 5 years

266. mocorom Male 40 Selela Onion 2 > 5 years

267. mwamedi panga Male 45 Selela Onion 2 > 5 years 788272710

268. rojas amasa Male 45 Selela Onion > 5 years

269. Abdal Chagama Male 48 Selela Onion > 5 years

270. salim said (ngosha) Male 50 Selela Onion 2 > 5 years 755845265

271. Onesmo Mnyajira Male 50 Selela Onion 2 > 5 years 785386691

272. stanley msuya Male 52 Selela Onion 2 > 5 years 789319217

273. Samwel Maneno Male 55 Selela Onion > 5 years 767183644

274. Cathbert Meea Male 55 Selela Onion > 5 years 683017884

275. Elia Naileni Male 58 Selela Onion 2 > 5 years

276. ali kayanda Male 60 Selela Onion 2 > 5 years 784902247

277. mikael laiza Male 63 Selela Onion < 2 years

278. Hamis Rajab Male 65 Selela Onion > 5 years

279. ibrahim Male 73 Selela Garlic > 5 years 766076889

280. Omary Ramadhani Male 75 Selela Onion 2 > 5 years


281. Samwel razaro Male 40 Bashay Both > 5 years 769610096

282. sawmwel silo Male 38 Bashay Both > 5 years 786112822

283. Mohamed Husein Male 28 Engaruka Both 2 > 5 years 786536613

284. Lazaro Gabriel Male 40 Endagaw Both > 5 years 684620985

285. Lazaro shauri Male 56 Endagaw Both > 5 years 784869806

80

286. Iddi Athuman Male 44 Endagaw Both > 5 years 787422023

287. Sophai Amnae Male 22 Endagaw Both 2 > 5 years 786010299

81

Annex 3: List of Traders Interviewed ONION VALUE CHAIN

NAME LOCATION CELL NUMBER

1. Zihirwa Elias Mchomvu Kilombero Market - Arusha

2. Ramadhan Fadhi Kilombero Market - Arusha

3. Fred Wilson Kilombero Market – Arusha 064-496986

4. Deogratius Christopher Kilombero Market – Arusha 0762-692427

5. Antony Massawe Kilombero Market – Arusha 0713-313575

6. Mohammed Yusuph Kilombero Market – Arusha 0754-981228

7. Athumani Shabaan Kilombero Market – Arusha 0689-990998

8. Togo Issa Kilombero Market – Arusha 0719-780045

9. Hamis Juma Kilombero Market – Arusha

10. Neema Temba Soko Kuu – Arusha (Retailer) 0768-909498

11. Deus Swai Soko Kuu – Arusha (Retailer) 0763-652103

GARLIC VALUE CHAIN

12. Yoeli Andrea Yaeda Kati – Bashay 0769-073242

13. Paulo Claudi Harsha – Bashay 0758-553571

14. Chuku Seif Bashay – Bashay 0687-333147

15. Ibrahim Abrahman Bashay – Bashay 0713-678300

16. Mohamed Seif Tarimo Endasaki – Hanang’ 0782-749611

17. Athumani Juma Endasaki – Hanang’ 0685-859995

18. Cleongo Masika Endagaw – Hanang’ 0782-018106

19. Omari Khadija Endasaki – Hanang’ 0786-307980

20. Andrew Batna Bashay – Bashay 0769-622111

21. Tunzo Emmanuel 0714-023788

82

Annex 4: List of Agro-dealers Interviewed NAME LOCATION CELL NUMBER

1. Perpertua Mshana Endavet Agro – Endasaki

2. Mary Dionisi Victory Agro-vet – Endasaki 0783-340375

3. Roman M. Tarimo Tarimo Agro-vet – Mangisa

– Mbulu

0765-867365

4. Fortunata Lazaro Mamba Rafiki – Dongobesh 0789-818184

5. Mangosa Manota Kisusi Agro Knowledge 0752571057

6. Juliet Elias JB Agrovet – Mbulu 0784-778876

7. Hellen J. David Eagle Vetagro – Barazani

Mang’ola

0752-847264

8. Glory Ismael G-Agro – Barazani Mang’ola 0753-835090

9. Nickson Erick Sicavika Agro-vet – Barazani

Mang’ola

0762-142698

10. Ali Data Data Trading – Barazani

Mang’ola

0755-476666

11. Kelvin Mbogo Mbogo Agro-vet- Barazani

Mang’ola

0752-968900

12. Bitrina M. Sule Kisusi Knowledge Growers –

Barazani Mang’ola

0767-050837

13. Makoti Emmanuel Selela Agro-dealer 0782-341890

14. Angela Ambayo Framade Agrovet – Mto Wa

Mbu

0767-142245

15. Eveta Gerald Mndeme Agro-vet – Mto

Wa Mbu

0717-392577

83

Annex 5: List of Key Informants Interviewed NAME TITLE ORGANIZATION ADDRESS

1. Peter Truck Driver Arusha 0656-589492

2. Joseph Nailenya Ward Executive Officer Engaruka Ward Modnuli District

3. Saning’o Kimayi Local Onion Seed Producer Engaruka Chini Monduli District

4. Frank Mnyarughe Selela Village Executive Officer Selela Village 0752-887232

5. Seraphim Johannes Truck driver Mang’ola 0788-443515

6. Shadreack Bayo Truck driver Mbuga Nyekundu – Mang’ola 0758-700081

7. Pendo Sultan Large Scale Onion Farmer Mang’ola Barazani 0753-303043

8. Patricia Minja Local Seed Producer Mang’ola Barazani 0754-506496

9. Mzee Tlaque Local Seed Producer Mang’ola Barazani 0768-420097

10. Silo Dirangu Ward Executive Officer Mang’ola Barazani 0754-619615

11. Christopher Nelson Ward Agricultural Extension Officer Mang’ola Barazani 0752-338197

12. Plucti H. Qorro Executive Director KDA – Karatu 0754-579562

[email protected]

13. Stephen Quintine MVIWATA Promoter Bashay Valley 0764-655167

mailto:[email protected]

84

14. G. F. Msuya Crop Officer Mbulu Disrict Council 0781-930131

15. Yustina Rahhi DAICO Mbulu DC 0784-667786

[email protected]

16. Extension Officer Bashay Valley 0784-892740

17. Petro Jorojick Treasurer MVIWATA Manyara Region 0787-513423/ 0767-513423

18. Africanus Mmao Field Officer MIVARF Mbulu 0784-143259/ 0755-652463

19. Yakobo Sumay Chairperson DIDIHAMA AMCOS 0764-657132

20. Joseph Qamara Vice Chairperson DIDIMAHA AMCOS 0765-823619

21. Wema Edward Secretary DIDIHAMA AMCOS 0684-344650

22. Roman Edward Chairperson DIDIHAMA SACCOS 0758-081376

23. Leonard Damian Vice Chairperson DIDIHAMA SACCOS 0765-595668

24. Joseph Damian Lead Farmer Bashay Valley 0763-647255

25. Jovita Mwini Village Executive Officer Endagaw Village 0786-301098

26. Abubakar Yusuf Secretary Endasaki SACCOS 0785-139636

27. Jackson Mathew Lead Farmer Endasaki 0687-042880

28. Tumaini Elibariki Agricultural Specialist Farm Africa – Manyara 0788-325299/ 0762-325299


85

[email protected]

29. Rashid Byarushenpo M & E Specialist Farm Africa Manyara 0767-041840

[email protected]

30. Malkiadi Wema Program Officer MVIWATA Manyara 0755-036046

[email protected]

31. Richard Pluke Deputy Chief of Party TAPP [email protected]

32. Tsevetelina Stoilova Genetic Resource Specialist AVRDC Arusha 0767-982729

[email protected]

33. Ngoni Nenguwo Post Harvest Specialist AVRDC Arusha 0753-727820

[email protected]

34. Bakari Mrutu Seed Inspector TOSCI Arusha 0755-444008 [email protected]

35. Munguatosha S. Ngumuo Seed Inspector TOSCI Arusha 0752-427302

[email protected]

36. Hubert Coffi Senior Agronomist A to Z Textile Mills (Africa

Technical Research Centre)

0789-719025

[email protected]

37. Mary Maina Regional Program Coordinator VECO East Africa 0766-838706 maria.maina@veco-

eastafrica.org

38. Ummi Mwaimu Regional Sales Manager Balton Arusha 0783295684












86

39. Joyce Mmari Managing Director Med Foods Arusha 0754-589422/ 0784-760222

[email protected]

40. Paul Mchomison Field Officer – Mang’ola Farm Concern 0658-587038

41. Amani Temu Operations Manager TAHA 0713-324451

42. Ali Karatu Garlic Trader Kariakoo 0787-743710


87

Annex 6: List of Mang’ola Traders Interviewed in the Focus Group

Discussions 1. NAME TELEPHONE NUMBER

2. Vincent Paulo 0753-867744

3. Athman Ramadhan (Chairman) 0769-538767

4. Majid Abdallah (Treasurer) 0754-958139

5. David Salao 0754-957390/ 0769-579909

6. Spider Paulo 0762-905151

7. Bakari Mnyaturu 0765-528189

8. Deri Joseph 0762-037593

9. Yasin Kalunde 0757-061438

88

Annex 7: Farmers Questionnaire

Onion and Garlic value chain study

Building assets programme

12 December 2014

QUESTIONNAIRE

GENERAL INFORMATION:

Name enumerator:

.....................................................................................................................

Date of interview: ...............................

Crop Value Chain: ☐ Onion ☐ Garlic

Location (village, ward, district):

................................................................................................

Name of Interviewee: ...................................................................................

Gender (M/F): ...... Age: ......

Onion/garlic farming experience: ☐ 0.5< 2yrs ☐ 2<5yrs ☐ >5yrs

Land Ownership and Cultivation

1. Are you owning your land or leasing?

☐ I own the land ☐ Seasonal Lease ☐ Short term (1 -2 years) lease

☐ Medium (2 – 5 years) term lease ☐ Long (> 5 years) term lease

2. How many acres do you cultivate?

89

☐ Total Acreage ______ Acres ___________ ☐ Onion__________Acres

☐ Garlic Acreage _________ Acres

3. a) What do you use to till your land

☐ Tractors ☐ power tillers ☐ Ox-drawn ploughs ☐ hand hoes

b) Where does the tractor/power tiller come from:

☐I own it ☐Hire from a private owner

☐ Owned by farmer group/cooperative ☐ Other

4. Do you irrigate your farm? ☐ Yes ☐No

b) What kind of problems do you experience with regard to irrigation?

☐ Inadequate water for my farm

☐ Water use conflicts with my neighbors

☐ Lack of irrigation technology

☐ Flooding of my farm

☐ Other (specify

c) What are some of the solutions you would propose to these problems?

Seed

5. a) Do you buy or make your own seeds/seedlings?:

☐ I buy? ☐ I make my own?

b) If you make your own, why?

☐ I cannot afford the purchased seeds

☐ I don’t trust the quality

☐ There isn’t enough to buy

☐ Other (specify)

90

c) If you buy, do you buy :

☐ Local seed? ☐ Improved seed?

d) If local seed, why

☐ Better germination rates

☐ Cheaper

☐ Disease resistant/better adaptability

☐ No access to purchased seed

Other (Specify)

ii)) What is the variety of the local seed that you buy?

iii) How many kgs of local seeds do you use in an acre?

iv) How much do you pay per kg of local seed?

v) Where do you buy local seeds? Please provide contacts

Name_______ Location________ Mobile Number________



vi) Do you experience any challenges with the local seeds? Yes No

vii) If yes, please mention

viii) What do you think can be the solutions to the mentioned challenges

e) If improved varieties, why do choose them?

☐ They have better yield

☐ They have better quality

☐ Resistant to diseases and insects

☐ I have been advised so by an expert

☐ Other (specify)

:

i)Which variety/ies?

i) Variety 1: _______________________________

91

Quantity _____________ Price:______________

Where do you buy it ? (include contacts)

______________________________________

______________________________________

______________________________________

ii) Variety 2:________________________________

iii)

Quantity: _____________ Price:____________

Where do you buy it (include contacts)

___________________________________________

___________________________________________

___________________________________________

Pests and Diseases

6. Do you use pesticides in the control of pests in your farm? ☐ Yes ☐ No

b) If yes, which ones?

i) Pesticide 1: _______________________________

Quantity _____________ Price:______________


______________________________________

_______________________________________

92

_______________________________________

ii) Pesticide 2:________________________________

Quantity: _____________ Price:____________


___________________________________________

____________________________________________

____________________________________________

iv) Pesticide 3: _______________________________

Quantity _____________ Price:______________


_____________________________________

_____________________________________

_____________________________________

iii) Pesticide 4:________________________________

Quantity: _____________ Price:____________


___________________________________________

___________________________________________

93

___________________________________________

d) Do you access them in time? ☐ Yes ☐No

Fertilizers

7. What type of fertilizers do you apply

☐Farm Manure ☐Chemical Fertilizers ☐Other (specify)

b) If chemical fertilisers, which ones?

i) Fertiliser 1: _______________________________

Quantity _____________ Price:______________


_____________________________________

ii) Fertiliser 2:________________________________

Quantity: _____________ Price:____________


___________________________________________

____________________________________________

____________________________________________

v) Fertiliser 3: _______________________________

Quantity _____________ Price:______________


______________________________________

94

_________________________________________

__________________________________________

c) Do you have any challenges with accessing fertilisers?

Extension

8. Did you have get any advice or training on the cultivation of onions and garlic?

☐Yes ☐ No

b) If yes, where?

☐ Govt extension officer ☐ agro-dealer ☐ Fellow farmer ☐ private firms/persons

e.g. BDS suppliers ☐ Projects (NGOs) ☐ MVIWATA

c) Please provide contacts

9. Did you pay for the agronomic advice / training? ☐ Yes ☐ No

10. Are you willing to pay for the advice / training? ☐ Yes ☐ No

11. Are you satisfied with the agronomic advice you are receiving? ☐ Yes ☐ No

b) If not, how can it be improved?

……………………………………………………………………………………………………………………………………

…………

Storage and packaging

12. Where do you store your onions/garlic?

☐ I own a store

95

☐ I rent from a private owner

☐ I store in the farmer group/cooperative store

☐ I don’t store

☐ Other (specify)

b) What are your major causes of post-harvest losses?

☐ Transportation _____ %

☐ Moisture in the stores ______%

☐ Insects _______%

☐ Shrinkage due to long storage _____%

☐ Other (specify) ________%

c) In 2014, how many sacs did you:

Bring into the store? ______

Sell after storage? ______

13. Costs

In the production year 2014, how much did you produce in both the Masika and

Kiangazi seasons?: ☐ Yes ☐ No

a) In the Masika season, how much did you spend in:

i) Labor? Tshs. _________

ii) Seeds? Tshs. ________

iii) Fertilizers? Tshs. __________

iv) Pesticides? Tshs. __________

v) Ploughing? Tshs. ________

vi) Storage and packaging? Tshs._________

vii) Transportation to the store? Tshs. _______

viii) Transportation to the market? Tshs. ________

ix) Government fees, taxes and levies? Tshs. _________

In the Kiangazi season, how much did you spend in:

i) Labor? Tshs. _________

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ii) Seeds? Tshs. ________

iii) Fertilizers? Tshs. __________

iv) Pesticides? Tshs. __________

v) Ploughing? Tshs. ________

vi) Storage and packaging? Tshs._________

vii) Transportation to the store? Tshs. _______

viii) Transportation to the market? Tshs. ________

ix) Government fees, taxes and levies? Tshs. _________

Selling

14. Do you sell your garlic/onions as:

☐ An Individual ☐A group

b) If as a group, what is the name of your group?

i) Do you have a collection/bulking centre? ☐ Yes ☐ No

ii) Do you have common storage facility at the collection centre/point?

☐Yes ☐No

15. In the Masika season of year 2014,

a) how many bags of onions/garlic did you harvest?

b) How much was the selling price? Tshs _________ per bag

16. In the Kiangazi season of year 2014,

a) how many bags of onions/garlic did you harvest?

How many bags did you sell at harvest

b) What was the selling price? Tshs _________ per bag

How many bags did you sell after storage?

What was the average selling price

17. Where and to whom do you sell your onions/garlic?

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☐ At the farm-gate to local bulking agents (dalalis)

☐ At the farm-gate to wholesale traders

☐ At the collection centre to bulking agents

☐ At the collection centre to wholesale traders

☐ I transport the onions/garlic to the district market and sell to wholesale

traders

☐ I transport the onions/garlic to the Arusha wholesale market to wholesale

traders

☐ I transport the onions/garlic to the Arusha wholesale market and let the marketing

agent sell them on my behalf

b) Please provide contacts for all applicable cases

18. Do you mainly sell to the same buyer? ☐ Yes ☐ No

b) If yes, why?

☐ Relations (friend or family)

☐ Best price offered

☐ Offers other services like providing inputs like seeds

☐ Contractual relation

☐ Lack of a better buyer

☐ Other (specify)

19. Who sets the selling price for you? (read out the options)

☐ Me

☐ The other party (buyer)

☐ Bargaining process (agreement between both parties)

☐ (other)

20. How do you get market information? From

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☐ Buyer/trader ☐Fellow farmers ☐cell-phone ☐other (specify)

21. Do you experience any problem in regard to selling your onions/garlic?

☐Yes ☐No

i) If Yes, which ones?

Finance

22. How do you raise capital for your production season?

☐ Profit from previous season

☐ Proceeds from other crops

☐ Proceeds from other businesses

☐ Cash advance from the buyer

☐ Input advance from the buyer

☐ Borrowings from friends

☐ Borrowings from SACCOS

☐ Borrowings from MFIs

☐ Bank Loans

☐ Other (specify)

23. Do you have any challenges with accessing formal credit? ☐ Yes ☐ No

b) If Yes, please mention from the list:

☐ High interest rates

☐ Lack of formal collateral

☐ Cumbersome procedures

☐ They are not available

☐ Unreliable incomes due to unreliable markets

☐ I just don’t need formal credit

☐ Other (specify)

Farmer Organizations

24. Are you a member of any farmer organization? ☐ Yes ☐ No

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b) If yes, what is the type of the farmer organization?

☐ AMCOS

☐ Producer Group

☐ Irrigators Organization

☐ SACCOS

☐ VICOBA

☐ MVIWATA

☐ Other (Specify)

25. What are the three key services do you get from the farmer organization?

☐ Collective marketing

☐ Bulk input purchase

☐ Advocacy

☐ Knowledge sharing

☐ Information (market info etc)

☐ Financial services (e.g. loans, savings)

☐ Other (specify)

26. What are your main needs with regard to the cultivation and marketing of

onions/garlic? With which aspect do you need help?

Thank you very much for your cooperation!

Do you have any questions for me?

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Annex 8: Traders Questionnaire TRADERS

A. GENERAL INFORMATION:

Name enumerator:

.....................................................................................................................

Date of interview: ................................

Location (village, ward, district):

................................................................................................

Name of contact person

Name of business: ......................................................................................

Gender (M/F): ...... Age: ...... Telephone number: ..................................

Type of business: ...............................................

Buying/ Demand

1. How are you involved in the onion/garlic trade?

1. ☐Buy from farmers and sell to the traders at the village

2. ☐ Buy from farmers, transport and sell to the urban

traders/wholesalers

3. ☐ Buy from the farmers, transport and sell to the retailers

4. ☐ Buy from the traders in the village, transport and sell to the

retailers

5. ☐ I do not buy but sell produce on behalf of the farmers or traders

b) In all the cases selected above, please provide contacts of both farmers and main

buyers:

Name: ________________ Location_____ Mobile Number____________

Name: ________________ Location______ Mobile Number____________


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2. Do you deal in onions/garlic only? ☐ Yes ☐ No

a) If not, are onions/garlic the most important crops for you? (read out

answer possibilities)

☐ the most important crops ☐ among the most important crops ☐no important

crops

3. Which unit do you use to measure your products and what is the weight in kg of

one unit?

a) for buying 1 _________ (crate/bucket/bag/net/other) = __________ kg

b) for selling 1 _________ (crate/bucket/bag/net/other) = __________ kg

4. Do you buy from the:

Farm-gate?

Wholesale market?

Both?

Other? Specify______

5.. Do you mainly buy from the same person(s)?

☐ yes ☐ no

b) If yes, why:

☐ because of family relations


☐ good collection location


☐ Lack of a better seller

☐ Other (specify)

c) If no, why?

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☐ because I look for the best price

☐ because I don’t know anybody I trust

☐ Other (specify)

6. In which months do you consider onions to be:

Available in the market:___________

Scarce in the market: ____________

7. How many types/varieties of onions do you buy from farmers? Please name them

b) In the list, what are you three most preferred varieties?

Variety 1 __________ Why? ________________________

Variety 2 ___________ Why? _______________________

Variety 3 ___________ Why? _______________________

8. In the year 2014, how much did you buy in:

i) Masika season?

a) Variety 1:

Total volume bought during harvest: _____

Price Tshs. _______ per sac/net

Total volume bought after storage:_______

Price Tshs. ________per sac/net

b) Variety 2:





c) Variety 3:

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ii) Kiangazi season?

a) Variety 1:





b) Variety 2:





c) Variety 3:





104

9. Who sets this price? (read out the answer possibilities)

☐ me ☐

sides

☐ the other party ☐ other (specify) ___________________

10. After how long do you pay farmers?

1. ☐ Spot Cash 2. ☐ After one week 3. ☐ after two weeks

4. ☐ Immediately after selling 5. ☐ I give them cash advances

6. ☐ Other (specify). How do you pay farmers?

1. ☐ Cash 2. ☐ Bank 3. ☐ Mobile money

4. ☐ Through farmer group/AMCO (Name it) 5. ☐ Through SACCO (name

it) 6. Other ( Specify)

11. Do you have any supply contracts with farmers (formal or informal)?

☐ Yes ☐ No

a) ☐If yes, please provide contact details of the farmers:

Farmer/group: __________ Location__________ Cell:___________



12. Do you have any preferences/requirements when buying? ☐Yes ☐ No

a) If yes, do they include:

1. ☐Variety 2. ☐Quality 3. ☐Minimum quantity

4. ☐Payment terms 5. ☐Other (please specify)

b) For the answers given above, please give more explanation on specific

requirements

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13. Do you require farmers to sort and grade their onions? ☐Yes ☐No

a) If yes, please describe your required grades:

Grade 1: Features:________________________ Price: _________



14. Do you experience any challenges with the supply? ☐ Yes ☐No

a) If yes, they include:

1. ☐ Farmers set high prices 2. ☐ I don’t get enough supply

3. ☐ Farmers over-supply 5. ☐ Farmers side-sell

6. ☐ Poor quality of onions/garlic from farmers

7. ☐ Other (specify)

15. Do you transport the onions/garlic? ☐ Yes ☐ No

a) If yes, where do you find your means of transport

☐ I own my truck I hire the truck ☐ We transport as a group of traders

b) How much do you pay?

Tshs _______ kg/sac/ton/truck (how many tons)

c) What are some of the challenges you experience with transportation?

1. ☐ High cost of hired transport

High cost of fuel (own transport

2. ☐ Poor road conditions

3. ☐ Delays by regulators/road blocks

4. ☐ Theft during transportation

5. ☐ Damage of crops during transportation

6. ☐ Other (specify) ___________________

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d) Do you have any suggested solutions for any of the challenges you have

mentioned above? ☐ Yes ☐ No

e) If yes, please mention

___________________________________________________________

f) Please provide the contacts of your transporter/s

Name: __________ Location: _________ Cell Number: ___________



16. Do you pay for any government levies or fees? ☐ Yes ☐ No

a) If yes, which ones

Levy 1: Name ________________ Unit of Charge______ Amount: Tshs.____

Levy 2: Name ________________ Unit of Charge______ Amount: Tshs. _____

Levy 3: Name ________________ Unit of Charge______ Amount. Tshs. ______

Selling

17. Do you mainly sell to the same person(s)?

☐ Yes ☐ No

a) If yes, why:

☐ because of family relations


☐ good collection location


☐ Lack of a better seller

☐ Other (specify)

b) If no, why?

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☐ because I look for the best price

☐ because I don’t know anybody I trust

☐ Other (specify)

c) Please provide contacts of your three major buyers:

Name: ________ Location _________ Mobile number: ______



18. What were your selling prices in the year 2014 in :

i) Masika season?

a) During harvest: Price Tshs. _______ per sac/net

b) After storage: Price Tshs. ________per sac/net

ii) Kiangazi season?

a) During harvest: Price Tshs. _______ per sac/net

b) After storage: Price Tshs. ________per sac/net

19. Who set this price? (read out the answer possibilities)

☐ me ☐

sides

☐ the other party ☐ other (specify) ___________________

Costs

In the previous onion/garlic season, how much did you spend in the following:

20. Inputs

a) Did you give farmers any input advances/credit? ☐ Yes ☐ No

b) If yes, please specify:

Fertilizers: Tshs______________

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Pesticides: Tshs_____________

Other: Mention item and price

21. Harvesting

a) Did you directly pay for the labor to harvest produce from the farms?

☐ Yes ☐ No

b) If yes, how much did you spend? Tshs. ____________

22. Labor

How much did you spend in other related labour including casual labour in loading

and off loading of goods? Tshs. _______

23. Rent

How much did you spend in renting market space? Tshs. _________

24. Transport

a) If you used your own truck in transportation, how much did you spend in:

Fuel? Tshs____________

Mantainence? Tshs___________

Road taxes and levies? Tshs. ___________________

b) If you used hired trucks, how much did you spend on transport?

Tshs.___________

25. Storage

a) Did you pay for storage? ☐ Yes ☐ No

b) If yes, how much did you spend on storage? Tshs. _______________

26. Other costs

Please mention any other costs that you incurred?

Cost: __________________ Amount: __________

Cost: __________________ Amount: ___________

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27. If you need to, do you have access to an adequate place to store your products?

1. ☐ yes, and it is enough 3. ☐ no, and I don’t need

2. ☐ yes, but not enough 4. ☐ no, but I would need

b) If no, but I would need, why not:

1. ☐ too expensive 2. ☐ not available

3. ☐ other (specify) _________

28. Do you have access to market and price information? ☐ Yes ☐ No

a) If yes, from which sources?

1. ☐ Fellow traders 2. ☐ trade associations 3. ☐ market

intermediaries

4. ☐ market agents/brokers 5. ☐ Donor projects/NGOs 6. ☐ Mobile

phones

7. ☐ radio 8. ☐ print media 9. ☐ other (specify)

29. Are you aware of any group/cooperation for (garlic/onion) traders? ☐ Yes ☐

no

b). If yes, do you participate ☐ yes ☐ No

Constraints

30. Which circumstances do constrain your selling/trading business of garlic/onion?

(more than one answer possible)

Value Value

1 access to credit ☐ 7 market standard ☐

2 running costs ☐ 8 no labour available

☐

3 lack of storage possibility

☐

9 authority (specify) ☐

4 lack of market space ☐ 10 failure of payment ☐

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5 lack of information ☐ 11 other (specify) ☐

6 access to means of

transport ☐

12 Nothing ☐

13 I don’t know ☐

31. How did you get the capital (money) to start your business?

1. ☐ Own savings 2. ☐ Loan from a bank (which one) 3. ☐ Loan

from an MFI (which ones)

4. ☐ Loan from a friend 5. ☐ Sold part of my assets

6. ☐ Other (specify)

32. What are your main problems / challenges when it comes to the buying and

selling of onion / garlic?

_________________________________________________________________

33. What are you main needs with regard to your business?

_________________________________________________________________

34. Are you interested to build more structural relations with sellers and buyers of

chickens and eggs (e.g. to facilitate bulking)? Yes No

Thank you very much for your cooperation!

Do you have any questions for me?

111

Annex 9: Agro-dealers Questionnaire

Onion and Garlic value chain study

Building assets programme

12 December 2014

STRUCTURED QUESTIONS FOR THE AGRO-

DEALER

GENERAL INFORMATION:

Name enumerator: .....................................................................................................................

Date of interview: ...............................

Crop Value Chain: ☐ Onion ☐ Garlic

Location (village, ward, district): ................................................................................................

Name of Interviewee: ...................................................................................

Gender (M/F): ...... Age: ......

Coverage

1. How many villages do you serve?

2. Do you sell onion/garlic seeds? Yes No a) If yes, which varietieis? (Please use table 1)

3. How many kgs of onion/garlic seed do you sell in:

a) High Season _______________

b) Low Season_______________

4. Do you offer delivery services? Yes No

5. Do you sell fertilizers to the onion/garlic farmers? Yes No a) If yes, which ones?

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___________________________________________________

___________________________________________________

6. What are the three most common pesticides you sell to onion/garlic farmers

________________________________________________________

________________________________________________________

7. Are you a member of an agro-dealer network? Yes No

Agronomic Support

8. Do you have an agronomy background? Yes No a) If yes which level? Certificate, Diploma Degree?

9. Have you ever gone for any short/refresher trainings? Yes No b) If yes, how long was the training

10. Do you offer any agronomic advice to farmers Yes No b) If yes, what do farmers mostly ask for?

________________________________________________________

Finance

11. Do you offer any credit facilities/arrangements to farmers

Yes No

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a) If yes, how much per farmer (give a range)

b) How many farmers do you offer credit in a season

12. Do you offer any other service to the farmers? Yes No a) If yes, please specify

______________________________________________________

______________________________________________________

13. In your experience in dealing with farmers, what are the three major challenges that are onion/garlic farmers are faced with? b) What possible solutions do you propose for the mentioned challenges?

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Variety Package (Kgs) Price (Tshs)

the onion and garlic value chains - agriprofocus · the onion and garlic value chains study was...

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