Analysis of the Jamaican Fresh Agricultural Produce Industry of the... · 70% ‐ 80% of imports of...
Transcript of Analysis of the Jamaican Fresh Agricultural Produce Industry of the... · 70% ‐ 80% of imports of...
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SSSuuupppppplllyyy AAAnnnaaalllyyysssiiisss (Final Report)
Project of the
The Government of Jamaica The International Bank for Reconstruction and Development
The Jamaica Second National Community Development Project (NCDP2) Project to Improve Rural Incomes in Poor Rural Communities in Jamaica
The Jamaica Social Investment Fund, Jamaica
Consultants Govind Seepersad (PhD) Glenroy Ennis (MPhil)
Department of Agricultural Economics and Extension, The University of the West Indies, Trinidad, West Indies
March 9,2009
Ms Stephannie Hutchinson‐Ffrench
Project Manager
Jamaica Social Investment Fund
Kingston Jamaica
March 9, 2009
Dear Ms Hutchinson‐Ffrench,
Analysis of the Jamaican Fresh Agricultural Produce Industry
Supply Analysis
We write to submit the final report on the above study in electronic format.
Kind Regards
_XXXXXXXXXXXXXXXXXXX________
Govind Seepersad
March 9, 2009.
Acknowledgements
This study is a combined effort of several individuals drawn from the academic, business, policy, hospitality, public and private sector institutions as well as practitioners / farmers and investors. Many of these individuals were able to draw on their wide experiences. They supplied invaluable data at short notice which made the analysis possible. To them we owe our deepest appreciation.
Special thanks to Mr Courtland Grant and Dr Joseph Lindsay for their detailed knowledge of Agriculture in Jamaica. They were particularly helpful in unraveling and distilling the web of data that exists on the sector.
Support received from Mr Nkosi Felix for database searches and logistical support as well as preparation of the manuscript is gratefully acknowledged.
We also express our deep appreciation to Ms Stephannie Hutchinson‐Ffrench and the other Staff members of JSIF as well as the Agricultural Advisor for their patience and support in providing overall guidance on this project.
Additionally, technical staff of the Ministry of Agriculture at the Head Office as well as RADA district offices readily shared their experience and provided some guidance and technical information that we used on the project. They were able to help us refine the database which on many occasions proved difficult. Their commitment to agriculture, including fishery development in the Region should not go unrecognized.
While the databases are varied and complex, any errors that may appear in the database as well as the analysis and the conclusion drawn remain the burden of the consultant.
We also wish that the outcome of this project would contribute to the development of the Jamaican Small Farmers and also to the body of information relevant to sector.
Govind Seepersad
Glenroy Ennis
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TABLE OF CONTENTS
SECTION 1 ...................................................................................................................................................................... 1
TERMS OF REFERENCE AND APPROACH TO THE STUDY ............................................................................................... 1
1.1 INTRODUCTION........................................................................................................................................................ 1
1.2. REQUIRED TASKS ................................................................................................................................................... 2
1.3 METHODOLOGY ............................................................................................................................................... 3
1.3.1 COST OF PRODUCTION ESTIMATION ................................................................................................................ 3
1.3.2 Principles of Data Collection ................................................................................................................................. 3
1.3.3 Target Population ................................................................................................................................................. 4
1.3.4 Sample Selection .................................................................................................................................................. 5
1.3.5 Data Collection Procedure .................................................................................................................................... 5
1.3.6 Data Analysis, Results and Discussions ................................................................................................................. 1
Section 2 ........................................................................................................................................................................ 2
Tomato .......................................................................................................................................................................... 2
2.1 Production ............................................................................................................................................................... 2
2.2: Analysis of Production and Imports ........................................................................................................................ 4
2.3 Prices in the Marketplace ........................................................................................................................................ 8
2.4 Supply Chain Distribution ........................................................................................................................................ 9
2.5 Development Work Required .................................................................................................................................. 9
Section 3 ...................................................................................................................................................................... 16
Carrots ......................................................................................................................................................................... 16
3.1 Production ............................................................................................................................................................. 16
3.2 Import Trends ........................................................................................................................................................ 16
3.3 Supply Chain Distribution ...................................................................................................................................... 16
3.4 General Agronomy ................................................................................................................................................. 17
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3.5 Harvest and Post Harvest Handling ....................................................................................................................... 17
3.6 Marketing and Prices in the Industry ..................................................................................................................... 18
3.7 Major Production Areas ......................................................................................................................................... 19
3.8 Agronomic Intervention......................................................................................................................................... 20
3.9 Development Work Required ................................................................................................................................ 20
SECTION 4 .................................................................................................................................................................... 25
Yams ............................................................................................................................................................................ 25
4.1 Production ............................................................................................................................................................. 25
4.2 Yields ...................................................................................................................................................................... 25
4.3 Productivity ............................................................................................................................................................ 26
4.4 Key Constraints / Challenges/Issues ...................................................................................................................... 29
4.5 The Export Market for Yams .................................................................................................................................. 31
4.6 Supply Chain Distribution ...................................................................................................................................... 31
4.7 Development Work Required ................................................................................................................................ 32
SECTION 5 .................................................................................................................................................................... 35
HOT PEPPERS ............................................................................................................................................................... 35
5.1 Existing Situation ................................................................................................................................................... 35
5.1.1 Production .......................................................................................................................................................... 35
5.1.2 Exports ................................................................................................................................................................ 36
5.1.3 Imports of Hot peppers ...................................................................................................................................... 37
5.1.4 Analysis of the Relationship between Production of Hot Pepper and Rainfall................................................... 38
5.1.5 Analysis of the Relationship between Farmgate Prices and Rainfall .................................................................. 39
5.2 Key Characteristics of the Industry ........................................................................................................................ 39
5.2.1 Markets ............................................................................................................................................................... 39
5.2.2 Value Added ....................................................................................................................................................... 40
5.2.3 Physical Infrastructure ........................................................................................................................................ 40
5.2.4 Marketing Support .............................................................................................................................................. 41
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5.2.5 Technology Support ............................................................................................................................................ 42
5.2.6 Resource Availability ........................................................................................................................................... 42
5.2.7 Commodity Specific Policies ............................................................................................................................... 42
5.3 Summary of Key Constraints / Challenges/Issues .................................................................................................. 42
5.4 Development Work Required ................................................................................................................................ 43
SECTION 6 .................................................................................................................................................................... 52
Melons: Watermelon & Cantaloupe ............................................................................................................................ 52
6.1 Existing Situation ................................................................................................................................................... 52
6.1.1 Production .......................................................................................................................................................... 52
6.1.2 Imports ............................................................................................................................................................... 54
6.2 Supply Chain Distribution ...................................................................................................................................... 58
6.3 Key Constraints / Challenges/Issues ...................................................................................................................... 58
6.4: Development Work Required ............................................................................................................................... 59
SECTION 7 .................................................................................................................................................................... 64
Escallion ....................................................................................................................................................................... 64
7.1 Existing Situation ................................................................................................................................................... 64
7.1.1 Production Trends .............................................................................................................................................. 64
7.1.2 Export ................................................................................................................................................................. 64
7.1.3 General Agronomic Production Practices ........................................................................................................... 65
7.2 Seasonality of Production ...................................................................................................................................... 66
7.3 Market Prices ......................................................................................................................................................... 67
7.3.1 Price Seasonality ................................................................................................................................................. 67
7.3.2 Market Prices in the Industry ............................................................................................................................. 68
7.4 Diagnostic Analysis of Imports and Exports ........................................................................................................... 68
7.4.1 Diagnostic Analysis of Imports ............................................................................................................................ 68
7.4.2 Diagnostic Analysis of Exports ............................................................................................................................ 69
7.5 Key Constraints / Challenges/Issues ...................................................................................................................... 71
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7.6 Development Work Required ................................................................................................................................ 71
SECTION 8 .................................................................................................................................................................... 73
Small Ruminants .......................................................................................................................................................... 73
8.1 Existing Situation ................................................................................................................................................... 73
8.1.1 Production .......................................................................................................................................................... 73
8.1.2 Trade ................................................................................................................................................................... 73
8.1.3 Consumption ...................................................................................................................................................... 75
8.2 Supply Chain Distribution ...................................................................................................................................... 76
8.3 Update on the Small Ruminant Industry Associations in 2008 .............................................................................. 76
8.4 Key Constraints / Challenges/Issues ...................................................................................................................... 77
8.5 Development Work Required ................................................................................................................................ 79
SECTION 9 .................................................................................................................................................................... 82
POLICY MAKERS & KEY STAKEHOLDERS ...................................................................................................................... 82
9.1 Planning and Policy ................................................................................................................................................ 82
9.2 Marketing and Other Key Stakeholders ................................................................................................................. 83
9.3 Agricultural Credit .................................................................................................................................................. 84
9.4 Standards in the Agricultural Sector ...................................................................................................................... 84
SECTION 10 .................................................................................................................................................................. 86
Cost of Production ....................................................................................................................................................... 86
10.1 Introduction ......................................................................................................................................................... 86
10.2 Cost of Production of Tomatoes in Jamaica ........................................................................................................ 86
SECTION 11 .................................................................................................................................................................. 91
Cost of Marketing Functions ........................................................................................................................................ 91
11.1 Introduction ......................................................................................................................................................... 91
11.2 Results of the Analysis ......................................................................................................................................... 91
SECTION 12 .................................................................................................................................................................. 93
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Competitiveness of Jamaica Fruits and Vegetables ..................................................................................................... 93
12.1 Introduction ......................................................................................................................................................... 93
12.2 Freight Rates ........................................................................................................................................................ 95
12.3 Model Used for the Analysis ................................................................................................................................ 95
12.4 Results of the Competitiveness Analysis ............................................................................................................. 97
12.4.1 Market Prices Analysis – Large Tomatoes imported from the Miami Terminal Market .................................. 97
12.4.2 Market Prices Analysis – Carrot imported from the Miami Terminal Market .................................................. 98
12.4.3 Market Prices Analysis – Watermelon imported from the Miami Terminal Market ........................................ 98
Section 13 .................................................................................................................................................................. 100
Farm – Farmer Characteristics ................................................................................................................................... 100
13.1 Introduction ....................................................................................................................................................... 100
13.2 Demographics .................................................................................................................................................... 100
13.3 Information Sources .......................................................................................................................................... 100
13.4 Farm Finance ..................................................................................................................................................... 101
13.5 Farm Records and Future Investment Plans ...................................................................................................... 101
13.6 Binding constraints ............................................................................................................................................ 101
13.7 Business Relationships ....................................................................................................................................... 101
13.8 Public Infrastructure and Other Needs .............................................................................................................. 101
13.9 Resources ........................................................................................................................................................... 102
13.10 Resource Use ................................................................................................................................................... 102
13.11 Summary and Recommendations .................................................................................................................... 102
SECTION 14 ................................................................................................................................................................ 104
Summary .................................................................................................................................................................... 104
14.1 Major Findings ................................................................................................................................................... 104
14.2 Recommendations ............................................................................................................................................. 104
Appendices ................................................................................................................................................................ 127
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TABLE OF TABLES
Table 2.1: Jamaica’s Trends in Imports of Tomatoes: 2003 ‐ 2007 ............................................................... 5
Table 3.1 Jamaica Imports of HS 070610 Carrots, fresh chilled (2003‐2007) ............................................. 16
Table 3.2 Seasonal Price Spread for Carrots at Different Market Levels ‐ 2007 ......................................... 19
Table 3.3 Production of Carrot and Parish (2006) ...................................................................................... 19
Table 4.1: Productivity of Different Varieties of Yams in the Parishes of Interest Relative to Jamaica’s Productivity Range and National Average ............................................................................................ 29
Table 4.2: USA Imports of HS 0714902000 Yams from Major Suppliers: Costa Rica and Jamaica ............. 31
Table 5.1: List of importers of HS: 070960 Peppers of the genus Capsicum or of the genus Pimenta, fresh or chilled Exported by Jamaica in 2007 ................................................................................................ 37
Table 5.3: Summary of Estimated Availability: The Hot Pepper Market in Jamaica (2007) ....................... 40
Table 6.1: Jamaica’s Watermelon Production in 2006 ............................................................................... 53
Table 7.1: Destinations for HS: 070310 Onions and shallots, ..................................................................... 65
fresh or chilled Exported by Jamaica (2003‐2007) ...................................................................................... 65
Table 7.2: Monthly Imports of HS: 703102000 Shallots (Escallion), Fresh Imports into Jamaica, 2006 .... 69
Table 7.3: Sources of Supply of HS: 070310 Onions and shallots, fresh or chilled, imported by Jamaica . 69
Table 7.4: Canada’s Imports of HS: 0703103900 Onions or shallots, green, fresh or chilled, nes (2003 – 2006) ..................................................................................................................................................... 70
Table 8.1: Estimates of Livestock Production in Jamaica 2007 ................................................................... 73
Table 8.2: Jamaica's Annual Imports of Small Ruminant Meat (2005 – 2007) ........................................... 74
Table 8.3: Jamaica’s Small Ruminant Meat Situation ................................................................................. 75
Table 8.4: Jamaica Per Capita Availability of Various Meats: 1990 – 2007 (kg/capita/yr) ......................... 76
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Table 11.1 Costs of Marketing Functions (Cost for Class 1 Carrot) ............................................................ 92
Table 12.1: Average Monthly Wholesale Market Prices for Selected Vegetables and Fruits in Jamaica – 2008 ($J/kg) .......................................................................................................................................... 93
Table 12.3: Average Wholesale Market Prices for Selected Vegetables and Fruits at the Miami and New York Terminals – 2008 (USD/kg) ........................................................................................................... 94
Table 12.4: Summary of Price Competitiveness and Differentials – Simulated Imports of tomatoes from the Miami Terminal Market compared to Large and Plummy Tomatoes in 2008 ($J/kg) ................... 97
Table 12.5: Summary of Price Competitiveness and Differentials – Simulated Imports of Carrots from the Miami Terminal Market in 2008 ($J/kg) ............................................................................................... 98
Table 12.6: Summary of Price Competitiveness and Differentials – Simulated Imports of Watermelon .. 98
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SECTION 1
TERMS OF REFERENCE AND APPROACH TO THE STUDY
_____________________________________________________________________________________________
1.1 INTRODUCTION
The fundamentals of domestic agriculture are changing with the increasing advent of globalization.
Rather than ‘quantity’ dictating the pace in the marketplace today, quality and competitiveness are
defining the new paradigm. In this regard, inefficient or non‐competitive producers would be wiped out
of business as markets are opened and border controls are dismantled. Local producers in Jamaica must
now compete with the USA, Costa Rica and Dominican Republic producers for share in the local and
North American markets. In this regard, efforts must therefore be made to diagnose areas of
inefficiencies among all producers. Once this is done, targeted responses must be made to remove
impediments and increase efficiencies. Thus, the never‐ending quest for low cost and efficient
agriculture must be the new order of the day.
In an attempt to respond to such a call the Jamaica Social Investment Fund (JSIF) has recognised major
potentials for the growth domestic agriculture in Jamaica. Given the generally favourable agro‐
ecological conditions in island, JSIF believes that the small farming sector has the potential to supply the
70% ‐ 80% of imports of fresh agricultural produce, thereby catering to the demands of the hotel sector
and other local market segments. It has recognized major impediments that could have mitigating
impact on the ability of farmer to efficiently produce, some of which include:
(h) weak production organizations;
(i) poor production technology, resulting in low levels of production, low productivity, low quality
of produce and unstable supplies; and
(j) inappropriate packaging and transportation of produce.
As such the JSIF has outlined possible solutions in the TOR to overcome these constraints with particular
emphasis on raising rural income in rural communities of Jamaica and has established certain specific
tasks for this study. Thus, the conduct and analyses of the study is largely premised on the small farming
sector. To ensure that the study was carefully focused considerations were given to specific
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commodities such as hot pepper, escallion, carrots, tomatoes, watermelon, cantaloupe, yams, small
ruminants (sheep and goat) and the scaling and handling of marine fish at various fishing ports in the
parishes of St. Elizabeth, St. James and St. Ann.
1.2. REQUIRED TASKS
The tasks for this component of the Study are as follows.
(a) Conduct a focused review of relevant literature and collect and tabulate the readily available data
(such as Min. of Ag., RADA, IICA, FAO, USAID) especially as it relates similar projects and key
lessons learned.
(b) Conduct semi‐structured interview to gather information required to understand the basic
capacity of the producers of cash crop produce (such as acreage available for production, amount
being utilized, farming techniques used
(c) Generate a report which includes:
i. Summary and assessment of expert interviews.
ii. Supply chain analysis of 2‐3 representative vegetables including cost, delivery time, service
from farmgate to market. This should be benchmarked to imports from main import
destination
iii. Map out the availability of post‐harvest structure e.g. physical facilities such as local and
wholesale markets, storage, and basic services of grading, washing, packing and transport.
iv. Assessment of performance and cost of marketing functions and typical flows (existing
agricultural organizations, higglers, processors, formal traders, retailers, hospitality
industry)
v. General nature or characterization of supply available today in terms of output volumes,
standards (quality, safety, organic), and stability of prices and profits.
vi. Recommendations on improving current constraints for producers that would impact ability
to supply
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1.3 METHODOLOGY
1.3.1 COST OF PRODUCTION ESTIMATION A key component in assessing the economic competitiveness of any crop is an estimation of the cost of
producing those crops. In order to calculate the full economic cost, it is necessary to calculate
combinations of variable cost, fixed costs and owned resource costs. Cost estimates must take into
consideration variations in yield, land rents, discount/interest rate, prices for inputs, and quantities of
chemicals, fertilizers, fuel, labor, and seeds / planting material. Production costs must be estimated
using reasonable assumptions about the management practices that will be used.
1.3.2 Principles of Data Collection
Variable cash expenses (e.g., seeds, chemicals, fertilizer, fuel, repairs, and hired labor), fixed cash costs
(e.g., overhead, taxes, interest payments), and the costs of owned resources (e.g., producer's own labor,
equipment depreciation, land rents, the opportunity cost of capital investments) were included in the
estimated production costs. This approach is consistent with the methods used by internationally
recognized agencies such as the USDA and the FAO.
Seed, chemical, and fertilizer expenses were calculated as the product of the weight or volume of the
actual amount used per unit area and the price per unit of the ingredient. Fixed cash costs were factored
according to the crop duration, taking into consideration previous crop capital and infrastructure and
well as the crop that follows, using the targeted crop infrastructure.
An engineering approach was used to calculate production costs. For example, the study estimated the
number of hours needed to cover one acre of land with the required input in the production of the
selected crops. This estimation used actual per hour costs to determine the per acre (or hectare) costs
of activities requiring the use of equipment and other resources. Alternatively, the costs of hired
services was used or taken as the opportunity cost.
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Production Activities
Site preparation is a critical factor in the establishment of crops. The methodology took into account all
land preparation costs. The crop on the holding being evaluated assumed that farmers will prepare the
site by brushcutting, ploughing, harrowing, banking, bedding etc, using either own equipment or hired
services.
Weed control includes application of herbicides, manual weeding (hoe), mechanical cultivation and
brushcutting. Moulding is also taken into consideration where used.
Fertilizer assumptions include the actual application of the required fertilizers and the actual yields. Land
rents, a component of the cost vary significant among farmers, in some cases crop sharing was done as
the land rent. This posed difficult to assess and as such the land rental value paid by others or to the
state was used. Where none is paid, an appropriate farm rental rate may be used.
Estimated crop production costs are a function of expected and actual yield. Where the crop was in the
process of being cultivated, expected yield was used. Where the farmer had already harvested the crop,
actual yield was used. In all cases, although total yield was taken, marketable yield was utilized for
computing cost. Losses from harvesting and post harvest were taken into consideration as potential for
improvement.
In addition to on‐farm costs, the cost model also took into consideration off‐farm production costs. Per
unit transportation costs were included in the cost estimates, but were not modeled as a function of
distance, speed, or load size. Typical transportation costs to the user facility were on a service charge
basis.
1.3.3 Target Population
The target population for the study was the short term vegetable (tomato, carrot) and fruit
(watermelon, cantaloupe) farmers currently engaged in production in Jamaica. Active farmers were
needed to gain current cost of production information. Form 2 (A) was administered for these farmers
while Form 2(B) was administered to get other farm characteristics from other farmers in the targeted
parishes ‐ St Ann’s, St James and St Elizabeth.
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1.3.4 Sample Selection
A two stage sampling selection using first Cluster Sampling and then Convenience Sampling was used to
get a wide cross section of the population.
Cluster Sampling is typically used when the researcher cannot get a complete list of the members of a
population they wish to study but can get a complete list of groups or “clusters” of the population. This
was the situation with this research where it was not known which farmers were engaged in production
but the areas in which they farm‐ the main vegetable growing areas were known.
Hence the population of farmers was divided geographically into clusters for the main vegetable/fruit
growing areas in the parishes of St Ann’s, St James and St Elizabeth and a random sample of these
clusters was selected. Convenience Sampling was then used to select farmers from the selected clusters
for the cost of production evaluation based on easy availability and/or accessibility. This method
allowed for randomness and categorization based on different farm size, number of years experience in
farming, type of farming system. Visiting farms / farmers at different times of the day and week for data
collection also served to reduce bias.
1.3.5 Data Collection Procedure
Structured questionnaires were used for data collection for both cost of production and farm‐farmer
characteristics (see Appendix 1). These questionnaires comprised of multiple sub‐sections, with a
number of close ended questions and were developed and pre‐tested in the field. Pre‐testing was done
in farming clusters. After pre‐testing, the instrument was administered by the consultant in the case of
the cost of production and in the case of the farm‐farmer characteristics, by him and his staff.
A structured questionnaire was also used for policy‐makers (Appendix 2).
Other data used in the study included trade and production statistics. Local historical and statistical data
on prices and volumes relating to production, marketing and trade were collected from a number of
sources include the Ministry of Agriculture, STATIN, FAOSTAT and ITC (International Trade Centre). In
the case of international market prices data was collected predominantly from Today’s Market Prices
and USDA Market Prices Data Base. Data on Tariff was obtained from the WTO website.
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1.3.6 Data Analysis, Results and Discussions
Sections two through eight provide a representation of the findings of tomato, carrot, yams, hot pepper,
watermelon and cantaloupe, escallion and small ruminants. In all instances an overview of each sub‐
sector with particular emphasis on agronomic practices is provided. This is followed by major highlights
of the results, key constraints and recommendations. Issues relating to yields, productivity and
marketing are also addressed. Section nine addresses key concerns of policy makers and major
stakeholders. Accounts of the cost of production for carrot and tomato are provided in section ten. The
intention was to examine the levels of competitiveness for those fresh produce that are frequently
imported. Cost of marketing and competitiveness of the Jamaican fruits and vegetables are accounted
for in sections eleven and twelve. Detailed representation of the farmers and farm characteristics are
outlined in section thirteen. Section fourteen provides a summary of the findings, highlighting key
constraints and recommendations. These are complemented by a matrix that links the situations of
individual commodities with particular constraints and recommendations.
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SECTION 2
TOMATO _____________________________________________________________________________________
2.1 Production
Domestic production of tomato in Jamaica has been following a gradual decreasing trend, following a
peak of 20,941 tonnes in 1995 to decline of 19.576 in 2007 (Figure 2.1). The majority of the crop is
produced in the parishes of St Elizabeth (6,364 tonnes or 28%) and Manchester (5,259 tonnes or 23%).
The production from the parish of St James account for 3% and 4% of total production for St. Ann. Yield
per hectare (ha) ranged from a low of 13 tonnes to a high of 20 tonnes. While productivity for the Island
averaged 17 tonnes per ha, productivity for the parishes of St Elizabeth was 16 tonnes, St James 19
tonnes and St Ann 15 tonnes per hectare (Appendix Table A1).
0
5000
10000
15000
20000
25000
Tonn
es
Figure 2.1: Jamaica's Tomato Production Trends, Selected Years (1990‐2007) Data Source: FAOStat Database)
(Tonnes) 14261 21211 20941 20434 19576
1990 1995 2000 2005 2007
Technology: In the areas visited during the study, tomatoes are grown predominantly on bauxite soils
that are friable, loose and free draining. Three distinct types of technology were observed in growing the
crop:
(a) Open fields: rain fed and use of grass mulch
(b) Open fields: rain fed, irrigation (drip, overhead), grass mulch
(b) Shade houses: fertigation; fertilizer application, drip irrigation.
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The typical plot sizes range from one square chain to quarter acre (405 m2 ‐ 0.10 ha). Most farmers
produce their own seedlings due to the limited availability of commercial seedling propagators, and also,
to avoid other farmers from knowing what and when they are growing the crop. The farm nursery may
be seedling beds on the ground, or seeds set in plastic trays. Some farmers have constructed temporary
nursery buildings. These are covered with shade cloth and produce less than optimal seedlings
compared to those grown under plastic sheets.
Where drip irrigation is used, water is collected from mini‐dams at various locations using mechanical
pumps, transported by pick‐up trucks to the field, and then pumped into field tanks for drip irrigation.
This water application system is labour intensive, tedious and costly. Therefore some farmers purchase
water from public water facilities to supply their drip irrigation systems.
Open field cultivation: This system includes (i) staggered spacing and no staking or (ii) planting with
stakes and strings for plant support. Determinate varieties such as Gempride and Gempak are used for
greater tolerance to Gemini viruses. Water conservation is practiced through the use of Guinea grass
mulches. Where adequate water is available, sprinklers are used and in the more water‐deficient areas,
drip irrigation is sometimes practiced. In other areas, farmers fill steel barrels with water using buckets
or depend on the rains for their watering. Some drip irrigation often used. Open field cultivation is
susceptible to hurricane damages. Planting density ranges from 2,500 ‐3,000 plants / ac and yields are
about 5 lbs/plant.
Protected cultivation: This is done under structures constructed from wood or steel pipes and covered
with UV‐treated plastic. The crop is grown using fertigation, covered soil or coir potting mix in pots or
grow‐bags, imported grow bags containing ready to plant mixtures (vermiculite), trellis for plant support
and indeterminate hybrid tomato varieties. Growers have made various adoptions and innovations
based on available financial resources. In many instances, rainwater is collected from runoffs into
makeshift plastic‐lined ponds for irrigation. During hurricanes, the plastic cover is removed and the
tomato plants are laid on the ground to reduce damages. The steel constructed greenhouses withstand
the hurricane winds and the system is quickly restored.
Fertilizer is placed in holes and incorporated into the soil before planting. In cases where the crop is sold
in the field, higglers will undertake the harvesting operations. In other cases farmers will harvest and
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ripen the crop for market. No field sanitary conveniences were evident however where the fields are
adjoining the homes, access is available to family members, while workers have to resort to sheltered
field areas.
2.2: Analysis of Production and Imports
Tomato is imported into Jamaica to satisfy supply shortfall. In 2007, the country imported 359 tonnes of
tomatoes valued at USD 160,759. This represents 1.8% of total production for the same period. Value
growth was reported at 24% and volume growth 77% per annum between 2003 and 2007. Import
growth between 2006 and 2007 was 68% in value terms, however there was a commensurate small
decline in volume (Figure 2.2, Table 2.1).
0
100
200
300
400
500
Tonn
es
Figure 2.2: Jamaica's Trendas in Imports of Tomato 2003 ‐ 2007 (Tonnes) Data Source: ITC Database
Tonnes 28 226 360 416 359
2003 2004 2005 2006 2007
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Table 2.1: Jamaica’s Trends in Imports of Tomatoes: 2003 ‐ 2007
2003 2004 2005 2006 2007
Exporters USD 1,000
Tonnes USD 1,000
Tonnes USD 1,000
Tonnes USD 1,000
Tonnes USD 1,000
Tonnes
'World 40 28 186 226 244 360 96 416 161 359
USA 40 28 183 222 244 360 96 416 161 359
'Netherlands 0 0 3 4 0 0 0 0 0 0
Market Prices: Based on MOA 2007 production and market price data, the prices for large tomatoes
averaged just about 29% above than the smaller (Plummy). Although the general trend in prices for both
the large and plummy tomatoes fluctuates similarly in 2007/08, the prices for large tomatoes tend be
consistently higher throughout the year. Data shows that plummy tomatoes are usually in greater
supply throughout the year when compared to large tomatoes. In addition, price increases for the both
varieties were more pronounced during the September to December months in 2007/08 (Figure 2.3)
Figure 2.3: Jamaica's Trends in Monthly Average Wholesale Market Prices for Large and Plummy Tomato (2007/08) Data Source: MOA, Jamaica)
0.00
50.00
100.00
150.00
200.00
250.00
300.00
350.00
400.00
450.00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Large Plummy
The data suggests that the level of tomato production in Jamaica is largely dependent on rainfall. As
shown in Figure 2.4, production depends on the use of available soil water and alternatively, the high
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rainfall in the latter quarters of the year poses challenges to tomato producers, leading to high shortfalls
in supply. Production is lowest where rainfall is higest (Q4). While acknowledging the time lag from
planting to harvest, the data suggest the need for greater agronomic expertise in growing tomato in
Jamaica.
In addition, wholesale market prices showed a general increase from August to December or Q3 and Q4
periods, coinciding to the months of higher rainfall (Figure 2.5). This price increase also coincides with
the period of supply shortfalls. In addition, it has largely been established that the fundamentals of price
movements are based on demand and supply. This is reflected in Figure 2.6, where farmgate prices tend
downward when supply is at its greatest and upward when there are production shortfalls.
Successful agronomic intervention will translate to additional revenues to farmers as follows, for mixed
tomatoes at the farmgate:
Q3 = 2,000,000 kgs X 103.49/kg = $J 206,980,000
Q4 = 3,000,000 kgs X 103.49/kg = $J 310,470,000
Using the 6,283 tonnes (average production Q1 & Q2) the data suggest a consumption shortfall of more
than 2,000 tonnes in Q3 and more than 3,000 tonnes in Q4, with the commensurate higher prices. The
data also suggests significant opportunities for growers in the Q3 and Q4 periods.
Figure 2.4: Jamaica's Quarterly Tomato Production in 2007 and Average Rainfall (30 yrs)
0
1000
2000
3000
4000
5000
6000
7000
Tonn
es
020
4060
80100
120140
160
Prodn (Tonnes) 6314 6253 4025 2984
Rainfall (mm) 55 125 112 151
Q1 Q2 Q3 Q4
7
Figure 2.5: Jamaica's Tomato Farmgate Prices in 2007 and Average Rainfall (30 years)
0
20
40
60
80
100
120
140
160
180
J$
0
20
40
60
80
100
120
140
160
Farmgate Prices (J$/kg) 81.72 55.45 115.99 160.8
Rainfall (mm) 55 125 112 151
Q1 Q2 Q3 Q4
Figure 2.6: Jamaica's Quarterly Tomato Production and Farmgate Prices in 2007
0
1000
2000
3000
4000
5000
6000
7000
J$
0
20
40
60
80
100
120
140
160
180
Prod'n Tonnes 6283 6253 4025 2984
Farmgate Price J$/kg 81.72 55.45 115.99 160.8
Q1 Q2 Q3 Q4
Further analysis was done to determine the reasons for import of tomato into Jamaica, given the
production capability that exists in the country. Import trends were therefore reviewed over the period
2005‐2007 as represented in the (Figure 2.7) below. The intention is to emphasize the quarters when
imports are highest over an extended period. Imports were found to be highest during the quarter Q4.
Where the cluster of the year’s production is at its lowest, this coincides with the period where imports
are highest. It’s important to note however that total import still represents less than 2% of total annual
domestic production of tomato. Additionally, when the outliers are removed from the import data,
imports averaged 76.6 tonnes (Annex 2).
8
2.3 Prices in the Marketplace
This subsection presents the variations of prices that exist in the marketplace. These include the
farmgate price which the farmer receives when trade takes place at the farmgate. In some cases, the
crop may even be sold on the plants in the field. The wholesale market prices represent prices at the
Coronation and other wholesale markets and the retail market prices represent those at the municipal
wet markets. The range of prices in the different marketplace in Jamaica are presented in (Figure
2.8).The price spread between the farmgate and the wholesale level for mixed tomatoes averaged 94%
while the wholesale to the retail level was 14%. The spread between the wholesale market and the
supermarket (October – December) indicative price was 92%. (Retail prices for the supermarket were
limited).
$0.00
$50.00
$100.00
$150.00
$200.00
$250.00
$300.00
$350.00
$400.00
J$ / kg
Figure 2.8: Tomato Prices at various Markets in Jamaica, 2007 (Data Source: Marketing Department, MOA, Jamaica)
Tomato (Mixed) $103.49 $200.93 $228.70 $386.76
Table / Oxheart $103.49 $244.07 $334.02
Plummy / Roma $103.49 $159.18 $164.27
Farmgate Benchmark (Jan ‐ Dec)
Wholesale (Jan ‐ Dec)
Retail Wet Market (Jan ‐ Dec)
Supermarket (Oct‐Dec)
9
2.4 Supply Chain Distribution
During 2007, an estimated 19,935 tonnes of tomatoes was available for consumption Jamaica,
representing 19,576 tonnes of domestic production and 359 tonnes of imports. From this total, an
estimated 3,968 tonnes (20%) went into the hospitality sector, 145 tonnes (<1%) to supermarkets, 124
tonnes (<1%) to the restaurants and 9,144 or (46 %) to consumers in the wet market channel.
2.5 Development Work Required
The review of the databases and visits to the major tomato growing areas in the Parishes of St Elizabeth,
St Anns and St James suggest the need for both technological and agronomy interventions. Availability
of adequate water in the dry season (Q1 and Q2) will serve to augment supply. Alternatively, agronomic
intervention and the use of water management systems such as greenhouses and plastic surface mulch
together with varietal selection and better pest and disease control systems may augment supplies to
the level required to bring the volumes up to the market requirements. From a review of the data and
discussions with supermarkets and hoteliers, they showed a high preference for domestically produced
tomatoes and would only utilize imports’ when there is a critical shortage.
In addition to the above, the following specific interventions are recommended:
1. Construction of Mini‐Dams at strategic locations which can collect water run‐off and give
incentives for investments in drip irrigation for tomato production. This can serve to increase
production in the dry season but, also serve to widen the cultivation period from the current
rainfed system thus reducing the potential for gluts in the tomato market.
2. Offer Incentives for investments in drip irrigation and small machinery for field tillage, weed
control and transportation.
3. Specialized Agronomic training programme for farmers and field technicians to improve the
marketable yield from 60‐70% marketable yield to more than 90% within 3 years. Agronomic
intervention to include introduction of hybrid varieties, use of anti‐transpirants, optimal
fertilizer use, fertigation and drip irrigation and the use of plastic mulch. In addition higher
planting density planting and the use of plant stakes and trellis are also possible interventions.
10
4. Adoption of post harvest handling methods to include washing with adequate water, drying,
grading and standardization, and packing in stackable crates for market. This will serve to reduce
post harvest losses and maintain the food safety standard from the packing house to the
consumer. Grading and standardization can ultimately lead to market segmentation and thus
better prices, extension of produce shelf life, add value to the produce, secure the hoteliers and
other quality market buyers.
5. Ongoing training is recommended to build capacity of all stakeholders in the tomato production‐
supply chain. Training should include the farmers, higglers, farm input suppliers, service
providers and others in areas of agribusiness, agronomy, marketing, soil management, total
quality management, and Global Good Agricultural Practices (GlobeGAP).
6. Encourage private investments through a series of incentives for stackable and cold storage /
insulated trucks. Farmers, higglers, other marketing intermediaries should be encouraged to
invest in this regard and to form producer‐marketing alliances to increase bargaining capacity.
7. Development of a market information and intelligence system. This is elaborated further in
other sections of the report.
8. Upgrade of the markets at Ocho Rios, and either Santa Cruz or Mandeville municipal markets
into large wholesale markets to insure quality and food safety are maintained throughout the
value chain.
9. Construction of a modern fresh produce wholesale market to replace the Coronation market in
Jamaica. Rehabilitation and restoration of the other parish fresh produce market to insure
quality and food safety is maintained throughout the value chain.
10. Consideration may be given to cultivation of pineapples in rocky, less arable areas to increase
the whole‐farm income.
11. Need to cultivate a second crop of tomato per unit area. Agronomic intervention, water
availability and control to be addressed. This can increase yield / ha by 100% by cultivating a
second crop.
Other General recommendations for the Domestic Sector
11
From visits to various segments of the supply chain and discussions with various stakeholders, there
is also the need to address a number of issues related to production, consumption and
sustainability. As relate to production, the need has been identified for a “re‐branding” of the image
of agriculture, farming and marketing from an employer of “last resort” to one which builds self‐
esteem, be regarded as a respectable and noble profession. In order to increase demand and thus
market expansion, promotion of new dishes, healthy eating by consuming home‐grown (Jamaican
grown) fresh produce and the need to support or engender consumer loyalty to domestic producers
are recommended. Farming must attract a new breed of bright young Jamaicans as part of the
country’s food and nutrition strategy. The sector must be made attractive and compete for
entrepreneurs and investors as being done by other sectors such as tourism, banking and business.
The Annex to this report presents a number of Panels showing various issues as it relate to
production. A comparison is presented of tomato production in Trinidad.
Annex A2: Jamaica Monthly Imports (Sorted) of HS 0702 fresh or chilled
Tomatoes 2005‐07
12
Year kg J$ Month 2006 326,997 1,092,187 December 2007 102,193 3,594,442 October 2007 79,706 2,705,413 November 2007 76,646 2,839,984 December 2005 75,826 2,735,492 December 2005 74,411 2,337,614 November 2005 61,401 2,133,312 August 2005 40,041 1,571,812 September 2007 34,278 1,383,225 September 2005 32,997 1,265,678 May 2005 30,426 1,234,104 July 2006 23,167 859,624 July 2005 21,906 1,130,671 June 2006 20,352 889,266 August 2007 18,248 587,853 January 2005 17,715 1,067,886 October 2007 16,292 390,722 July 2007 13,595 477,204 February 2006 11,664 211,048 October 2006 10,880 503,208 November 2006 7,250 563,881 January 2007 6,702 207,703 June 2007 6,083 381,990 August 2007 4,096 180,441 March 2006 3,905 357,423 September 2006 3,538 334,343 June 2006 3,222 151,451 May 2007 2,789 198,167 April 2006 2,108 182,006 April 2006 1,868 572,998 March 2005 1,812 622,377 March 2005 1,570 381,395 January 2005 1,431 547,276 April 2006 1,263 574,640 February 2007 830 81,281 May 2005 717 375,052 February
0 50,000 100,000 150,000 200,000 250,000 300,000 350,000
February
May
February
April
January
March
March
April
April
May
June
September
March
August
June
January
November
October
February
July
October
January
August
June
July
July
May
September
September
August
November
December
December
November
October
December
Figure 2.7: Jamaica's Monthly Imports of Tomatoes 2005 ‐ 07 (Data Source: STATIN, Jamaica
Kg
13
Panel 2.1
Mini Dam collecting water from hillside; St. Elizabeth
Panel 2.2
Water from Mini Dam is transported by truck and
pumped in tanks connected to gravity feed drip irrigation
system
Panel 2.3
Drip irrigation system
14
Panel 2.4
Field Tomato
Note: Low plant density, viral infection and grass mulch; single application of granular fertilizer;
overhead irrigation
Panel 2.5
Greenhouse Tomato
Note: High plant density, plants grown on trellis for increased plant density; plants grown in soil using trickle irrigation and fertigation
Panel 2.6
Greenhouse Tomato
Note: High plant density, plants grown in grow bags; trellis used for increased plant density; trickle irrigation and fertigation used
15
Tomato Field Operations in Trinidad
Panel 9: Field Trellises: Tomato Production – Suriname Panel 10: High Planting density – Trinidad
Panel 11: Manual Harvesting: Tomato Production Trinidad
Panel 2.11: Tomato harvesting in high density field, Trinidad
Panel 2.12: Tomato harvesting using field crates, Trinidad
Panel 2.9: Field Trellises: Tomato Production – Suriname Panel 2.10: High planting density – Trinidad
Panel 2.7: Manual land preparation‐ Maloney, Trinidad Panel 2.8: Planting on ridges‐ Maloney, Trinidad
16
SECTION 3
CARROTS _____________________________________________________________________________________________
3.1 Production
Jamaica produced 19,365 tonnes of carrot in 2007, decreasing by 3,522 tonnes when compared to 2006
(22,887 tonnes). The country imported 316 tonnes of carrot in 2007 to satisfy production shortfall,
mainly from the USA and smaller amounts for Canada.
Production of carrot is concentrated in the parishes of Manchester and St Elizabeth where 79% of the
local supply originates. Carrots are not exported from Jamaica. Consumption has therefore been
estimated at 19,681 tonnes, and a net per capita availability of 7.56 kg using the domestic population
and 7.41 kg when the tourist population is considered.
3.2 Import Trends
Although the major players in the market expressed strong support for local carrots, periodically they
have to resort to import due mainly to inconsistency of supply and poor quality produce. Carrots are
imported primarily from the USA. In 2007, Jamaica imported 316 tonnes of carrots valued at USD
101,721. Imports have been showing a variable but generally decreasing trend in value terms and in
volume terms from 914 tonnes in 2005(Table 3.1).
Table 3.1 Jamaica Imports of HS 070610 Carrots, fresh chilled (2003‐2007)
2003 2004 2005 2006 2007
Value USD 1,000
Volume Tonnes
Value USD 1,000
VolumeTonnes
ValueUSD 1,000
VolumeTonnes
ValueUSD 1,000
VolumeTonnes
Value USD 1,000
Volume Tonnes
122 384 275 836 380 914 148 359 102 316
Data source: ITC calculations based on COMTRADE statistics
3.3 Supply Chain Distribution
17
Jamaica imports just about 2% of its total consumption of carrots. From the total availability of 19,681
tonnes, an estimated 5,264 tonnes (27%) goes into the hospitality sector, 101 tonnes (<1%) to
supermarkets, 62 tonnes (<1%) to restaurant chains and 14,257 (72%) to household consumers through
the wet retail markets.
3.4 General Agronomy
In Jamaica, carrot is often cultivated on the flat and sloping Terra Rosa soils due to its friable, loose and
free‐draining characteristics. The soil is Bauxitic in nature, high in calcium and phosphorous but low in
Nitrogen. In some areas visited, a microclimate that is suitable for year‐round cultivation exists from the
heavy dew, lowering the need for irrigation. In other areas, drier conditions exist creating greater
demand for irrigation, especially during the dry seasons.
Plot size ranges from 1 – 5 square chains (405‐2025m2) in some areas visited and one acre (0.4ha) in
others. In St. Elizabeth, there are instances where land preparation in done mechanically, using large
wheel tractors to plough and harrow where the soil is free from rocks. However land preparation is
predominantly manual, with machetes and forks in other areas, usually where there are pockets of soil
between the rocky karst terrains. Cultivation involves tilling, refining, levelling the soil, broadcasting
seeds and harrowing with rakes. It was observed that the Caranaid hybrid variety is commonly grown in
major producing areas. When compared to the Yardley variety, the farmers claimed that the Caranaid
was more adaptable to dry conditions and gave higher yields.
To complement manual labour, Fusilade is used for weed control. Mulching is not common due to the
scattered distribution of the crop.
3.5 Harvest and Post Harvest Handling
Carrot is harvested at 90 – 120 days after planting. In many cases, harvesting is done by higglers who
would harvest the crop and undertake post harvest activities off‐farm. In cases where the farmer
harvests the crop, washing and drying are sometimes practiced. Manual washing involves manually
rinsing the carrots in tubs, to help the removal of soil from the carrots. It is then drained, air dried,
packed in used animal feed or fertilizer bags for market. Since water is limited, the flume water is not
18
changed as would be required. The same water may be used for the entire harvest of that day. Carrot
farms are scattered and spatial distances between farms can be as much as 1 km.
Health and Food Safety: No field sanitary convenience was evident. However where the field is
adjoining the homes, access to toilets is available to family members, while workers have to resort to
sheltered field areas.
3.6 Marketing and Prices in the Industry
An estimated 80 – 90% of the carrots are sold to higglers at the farmgate. At which time, the produce is
sorted and marketed in three informal grades (1, 2 and 3), with grade one being of best quality, which
comprises of approximately 33% of the crop. Sale price and price‐spread at the farm gate were as
follows at the time of visit (Nov. 2008):
• Grade 1 carrots are sold at $J110/kg while grade 3 was sold at a price of $J 44/kg.
• At these prices the farmer harvests the carrots, washes and bags them.
• More than 80% of the crop is bought by higglers at the farm gate.
• While suppliers buy grade 1 carrots for hotels, there are few processors would buy only
grades 2 and 3 carrots, usually for the same price ($J 44/kg). The higgler purchases all
sizes usually at $J55/kg.
• At the municipal markets, the carrot is remixed with all sizes and retailed ungraded at
$J176/kg (Mandeville market).
• Market information and intelligence involves “calling a friend” to find out the wholesale
market prices or the higgler would simply declare a price.
19
Table 3.2 Seasonal Price Spread for Carrots at Different Market Levels ‐ 2007
Markets
Price Flow of Various Market Segments ($J/kg)
Q1 Q2 Q3 Q4 Annual Average
Farm Gate 73.5 68.2 70.51 90.74 75.74
Wet Market 113.65 98.63 130.77 170.75 128.45
Source: MOA Marketing Department
3.7 Major Production Areas
Manchester is the top producing parish in quantity and also has recorded the highest productivity levels.
St. Elizabeth, St Ann and St James are amongst the least efficient producers of carrot in Jamaica, with
productivity levels of 12, 13 and 10 tonnes per hectare respectively (Table 3.3). Meanwhile, St. Elizabeth
is the second largest producing parish, producing 27% of domestic production behind Manchester which
produces 33%. Next is the parish of St. Thomas, which is producing 8%. St. Ann is the 7th largest
producer, producing 5% while St. James produces the least (0.5%).
Table 3.3 Production of Carrot and Parish (2006)
Parish Area reaped (Hectares)
Yield (Tonne per Ha)
Production (Tonne)
Kgn & St. Andrew 29 15 424 St. Thomas 110 17 1812 Portland 80 16 1218 St. Mary 16 14 229 St. Ann 80 13 1020 Trelawny 96 12 1151 St. James 12 10 123 Hanover 12 12 145 Westmoreland 107 14 1528 St. Elizabeth 506 12 6073 Manchester 424 18 7623 Clarendon 62 16 981 St. Catherine 36 16 560 Total 1568 AV = 14.32 t/ha 22887
Source: Data Bank and Evaluation Division - MOA, 2006
20
3.8 Agronomic Intervention
Agronomic intervention is recommended in the parish of St Elizabeth and parts of St Ann where the soil
is suitable for carrot cultivation. St. Elizabeth productivity per ha was reported at 12 tonnes/ha, which is
6 tonnes/ha lower than the top producing parish of Manchester at 18 tonnes/ha and nearly 2 tonnes/ha
less than the country’s average. In the case of St Ann, productivity is 5 tonnes/ha less than Manchester
and about 1 tonne less than the national average.
Agronomic interventions have the potential to benefit farms in those parishes as follows: St Elizabeth
506 ha X 6 tonnes/ha = 3,036 additional tonnes/ha. At farmgate price of $J 75.74, the increase in
revenue will be $J 229,492,000 and with an increase of 2 tonnes/ha, that is to just about the country’s
average $J 76,648,000. In the case of St Ann with 80ha of production, an increase in productivity of 5
tonnes/ha will yield $J 6,059,200 of additional revenue (ceteris paribus).
3.9 Development Work Required
Agronomy, post harvest handling and marketing infrastructure and capabilities should be built and
producers’ organizations should be established and strengthened where they exist. Further, quality
assurance should start at the farm from varietal selection and land preparation and should continue to
the consumer plate and the processors facility. Quality and food safety should be paramount. Capacity
building should ensure the operational sustainability of the producers’ organizations and they should be
included in the board of management of the fresh produce markets.
Construction of a centralized and strategically placed packing house is recommended for District 2 of St
Elizabeth. This should be equipped with low volume nozzle spray washer with impeller pump, washers,
drying fans, trimming and soaking tanks, packing tables, chill rooms and water storage. Other
recommendations include:
1. Construction of a centralized packing house and cold storage in the major producing area of St
Elizabeth which would serve to reduce the vulnerability of carrot producers and also help farmers
to hedge the market, thus acting as an insurance against low market prices. Cold storage will also
21
help to maintain the integrity of the produce and help the industry exploit market opportunities
in countries such as Trinidad and Tobago in the future (refer to Market Report).
2. Construction of simple design, small‐scale farm‐specific packing houses where farms are spatially
distributed.
3. Construction of Mini‐Dams at strategic locations which can collect run‐off water and give
incentives for investments in drip irrigation for carrot production. This will serve to widen the
cultivation period from the current rainfed system thus reducing gluts in the carrot market.
4. Incentives for investments in irrigation and small machinery for field tillage, weed control and
transportation.
5. Consideration should be given to cultivation of onions when the carrot crop is removed and
pineapples in rocky, less arable areas to increase the whole‐farm income.
6. Specialized Agronomic training programme to improve the marketable yield (Grade 1) from 30‐
40% marketable yield to more than 70% within 3 years.
7. Post harvest training and handling to include washing with adequate water, drying, grading
and standardization, and packing in new perforated plastic bags. Packing can be done in
wholesale lots of 20 lbs Bags and retail packs of 1 lb sizes. This will serve to reduce additional
handling and maintain the food safety standard from the packing house to the consumer.
Grading and standardization can ultimately lead to market segmentation and thus better prices,
extension of produce shelf life, add value to the produce, secure the hoteliers and other quality
market buyers and also have the potential for exports. Ultimately, greater utilization of carrots
produced in Jamaica will result, there will be a demonstration effect derived and quality
guarantee can lead to reduction of importation of carrots.
8. Treatment with growth regulators to prevent sprouting and extend shelf life.
9. Encourage utilization of stackable trays and insulated / cold storage trucks. Farmers, higglers,
other marketing intermediaries should be encouraged to invest in this regard.
10. Ongoing training is recommended to build capacity of all stakeholders in the carrot production‐
supply chain. Training should include the farmers, higglers, farm input suppliers, service
providers and others in areas of agribusiness, agronomy, marketing, soil management, total
22
quality management, Good Agricultural Practices (GAP). The future will require Jamaican farmers
to adopt a system of precision agriculture in order to survive in today’s increasingly rules‐based
and competitive global environment. This idea is not new as it is already being practiced by
Jamaica’s tomato farmers who are quickly adopting the hydroponic / protected agriculture
system.
11. Construction of a modern fresh produce wholesale market to replace the Coronation market in
Jamaica.
12. Development of a market information and intelligence system.
13. Upgrade of the markets at Ocho Rios, and either Santa Cruz or Mandeville municipal markets
into large wholesale markets to insure quality and food safety are maintained throughout the
value chain. The Coronation market should be rehabilitated until a new wholesale market is
constructed in the Kingston area.
A number of panels are included below to show common practices in the carrot industry.
23
Panel 3.1
Carrot field
Note: Rocky terrain reduces total planting area available; requires manual tillage and manual or
animal field transport
Panel 3.2
Post Harvest Handling of Carrot
Note: Recycled bath tub being used for washing carrots. Limited water does not allow for changing
of flume water. No sheltered packing facilities present.
Panel 3.3
Post Harvest of Carrot
Note: Recycled fertilizer bags being used for packing carrots. Note spillage and lack of food
safety SSOP
24
Panel 3.4
Grades of Carrot
Note: Mixed sizes, shapes, distortions, Jamaica
Panel 3.5
Grades of Carrot
Note: Mixed sizes, shapes, distortions, Jamaica
Panel 3.6
Grades of Carrot
Note: Sizes, shapes, and retail packaging
Carrots packed for retail sales at a Toronto Supermarket
25
SECTION 4
YAMS
_____________________________________________________________________________________
4.1 Production
Jamaica produced a total of 121,628 tonnes of yams in 2007. The yellow yam is the major variety
produced, accounting for 78,571 tonnes which represents 65% of total yam production (Figure 4.1).
Other popular varieties grown include Negro Yam, producing 10%, Lucea 8% and Renta 5%. Other
varieties such as Tau and St Vincent averaged 2% of total and other less popular varieties accounted for
approximately 1%.
Figure 4.1: Volume of Yellow Yams Produced in Jamaica in 2007 (Tonnes) Data Source: MOA Databank)
7857142621
113205955532637322562245016501231813451347114
TotalTrelawny
ManchesterSt. Ann
ClarendonSt. Elizabeth
HanoverSt. James
WestmorelandPortland
St. CatherineSt. Mary
Kgn & St. AndrewSt. Thomas
4.2 Yields
In 2007, the yield for Yellow yams ranged between 16 to 22 tonnes / ha from 4,672 hectares (Figure
4.2). Clarendon reported the highest yield/ha of 22 tonnes; while the parishes of interest ranged from
16 tonnes/ha in St Elizabeth, 17 tonnes/ha in St Ann and 18 tonne/ha in St James (Figure 4.2).
26
Figure 4.2 Productivity of Yellow Yams
22
20
20
18
18
17
17
17
17
16
16
16
16
Clarendon
Manchester
Portland
St. James
St. Mary
St. Ann
Hanover
Westmoreland
St. Catherine
Trelawny
St. Elizabeth
Kgn & St. Andrew
St. Thomas
4.3 Productivity
By assuming yield per hectare as a measure of productivity levels the parish Clarendon was the most
productive producer of yellow yams in 2007 at 22 tonnes/ha. When the parishes of concern were
benchmarked against Clarendon’s productivity, St Elizabeth was performing at 73%, St Ann at 77% and
St James at 82%. Trelawny, which is producing 50% of the nation’s yellow yams, was 73% of Clarendon’s
productivity, the same as St. Elizabeth.
Considering the total area (227 ha) under production of yellow yam in St Elizabeth, farmers’ loss due to
lower productivity than Clarendon can be estimated at 1,362 tonnes. At a farm gate price of J$
100.00/kg, such a loss is equivalent to J$ 136,200,000. When compared with the national average of 18
tonnes/ha, productivity loss was only 454 tonnes or a loss of J$ 45,400,000. Either scenario suggests an
urgent need for agronomic and other technological intervention.
St. Elizabeth could also consider growing more renta, sweet yams and other yams since productivity
levels were higher than national averages in these categories (Figure 4.3, Figure 4.4).
27
13.00
14.00
15.00
16.00
17.00
18.00
Tonn
es / ha
Figure 4.4: Yield of Yams in St Elizabeth relative to Varietal Average (Data Source: MOA Databank)
Average Yield 18.00 16.91 16.27 17.45 15.00 17.36 15.64 17.91
Yield St Elizabeth 16 16 16 18 16 17 15 18
Yellow Negro Lucea Renta Sweet Tau St Vincent Other
In the case of St Ann, the productivity of Yellow Yam was about 5 tonnes less than Clarendon (Figure 4.3)
and one tonne less than the national average (Figure 4.3 & Table 4.3). The Parish’s productivity levels of
all other varieties were also lower in both instances.
Given that St Ann produced 136 ha of yellow yams in 2007, farmers in this Parish would have lost an
estimated 680 tonnes when compare with Clarendon. At a price of J$ 100.00/kg this may be translated
into the equivalent of J$ 68,000,000 loss and a loss of J$13,600,000 when compare to with the national
average. This supports the need for agronomic and other technological intervention.
28
0.00
5.00
10.00
15.00
20.00
Tonn
es / ha
Figure 4.5: Yield of Yams in St Ann relative to Varietal Average (Data Source: MOA Databank)
Average Yield 18.00 16.91 16.27 17.45 15.00 17.36 15.64 17.91
Yield St Ann 17 16 15 16 13 15 13 16
Yellow Negro Lucea Renta Sweet Tau St Vincent Other
In the case of St James, productivity of Yellow Yam was about 4 tonnes less than Clarendon (Figure 4.3)
but always higher than the national average (Figure 4.6 & Table 4.1). The Parish’s productivity levels of
all other varieties were also higher than national average.
Given that St James produced 339 ha of Yellow Yams, farmers in that Parish would have lost an
estimated 1,356 tonnes when compared to Clarendon. At a price of J$ 100.00/kg, such a loss is
equivalent to J$ 135,600,000. This scenario also suggests a need for agronomic and other technological
intervention. When compared to the national productivity averages, it appears that St. James is an
efficient producer of all other major varieties of yams and should be encouraged to increase production
where possible (Figure 4.6).
13.00
14.00
15.00
16.00
17.00
18.00
Tonn
es / ha
Figure 4.6: Yield of Yams in St James relative to Varietal Average (Data Source: MOA Databank)
Average Yield 18.00 16.91 16.27 17.45 15.00 17.36 15.64 17.91
Yield St James 18 18 17 18 15 18 16 16
Yellow Negro Lucea Renta Sweet Tau St Vincent Other
29
Although the parish of Trelawny was not targeted in this study, it is the major yam producing area in
Jamaica, accounting for more than 50% of national production. As such, a visit was conducted to the
parish in a bid to understand salient issues facing the industry. In addition, the database suggests that
the productivity of Yellow Yams was similar to that of St Elizabeth, with about 6 tonnes less than
Clarendon (Figure 4.3). Given that Trelawny produced 2,751 ha of Yellow yams, farmers’ loss due to
lower productivity is estimated at 16,505 tonnes when compared to Clarendon’s yield. At a price of J$
100.00/kg, such a loss is equivalent to J$ 1,650,600,000. In the case of the national average, productivity
is 5,502 tonnes less or a loss of J$ 550,200,000. This scenario suggests that any agronomic and other
technological intervention should also include Trelawny. The parishes of St Elizabeth and Trelawny are
adjoining and sometimes share the same soil types and other common ecological characteristics.
A review of the other yam varieties seems to suggest that they are produced on a non‐commercial
basis, mainly for household consumption with any excesses sold in the local fresh markets. This may be
supported by the small volumes of this category of yams in the marketplace.
Table 4.1: Productivity of Different Varieties of Yams in the Parishes of Interest Relative to Jamaica’s Productivity Range and National Average
Variety Productivity Range (All
Parishes) National Average St Elizabeth St Ann St James
Yellow 16 ‐ 22 18.00 16 17 18
Negro 15 ‐ 20 16.91 16 16 18
Lucea 14 ‐ 19 16.27 16 15 17
Renta 16 ‐ 20 17.45 18 16 18
Sweet 14 ‐ 17 15.00 16 13 15
Tau 15 ‐ 20 17.36 17 15 18
St Vincent 13 ‐ 18 15.64 15 13 16
Other 15 ‐ 21 17.91 18 16 16
(Data Source: MOA, Databank)
4.4 Key Constraints / Challenges/Issues
Yams are planted using cuttings from the previous crop. In the studied areas, yams are grown on
undulating and often very steep terrain, predominantly on soils of bauxitie origin, the Wire Fence and
Wiat‐a‐Bit clay loams. The steep terrain makes land preparation and harvesting operations very labour
30
intensive, with the highest demand for labour at time of harvest, mainly for transport to the farm gate.
Often the systems employed in transportation to the farm gate transport necessitate the use of Donkeys
or manual labour given the sometimes steep, harsh and rugged terrain. In many cases, farm roads are
typically footpaths. Stakes and staking are among the highest input cost items. The crop is grown under
rainfed conditions, minimum tillage is practiced and fertilizer may be applied at rate of 45 kg/250
mounds (0.40 kg/mound). The friable condition of the soil in most areas makes tillage easy for the
preparation of planting and also simplifies the harvesting process. The yams are pulled from the ground
by hand with the aid of sticks or machetes. Weed control may be either manual or through the use of a
selective herbicide ‐ Paraquat or Glyphosate. Panels 1 to 6 show some of the major operations in the
production and marketing of yams in Jamaica.
Over 70% of the Yams produced in Jamaica are traded at the farm gate level. Higglers thus represent the
largest market for Yams in Jamaica. This market has served to secure the farmers income over the years,
but on the other hand, may have also limited expansion of yam production in Jamaica, an opinion also
shared by the Yam farmers. Nonetheless, the higglers perform a very important role of collection, and
transportation to Coronation, other wholesale markets and re‐distribution throughout of Jamaica. The
only established packing house for fresh produce is located in Kingston, that is about 120Km from the
major yam‐producing parish of Trelawny.
Farmers in Trelawny, indicated that they have an ideal microclimate for year‐round production and can
expand production of yams. However they are constrained by the small size of the yam market. They
requested market expansion, location of a packing house in that area and suggested the development
of new products. They also indicated that:
• Market size and product differentiation may be limiting expansion of production.
• Access to capital for purchase of agrochemicals is difficult.
• Wooden and bamboo stakes represent a major cost factor in yam production.
• The public assistance in the form of fertilizer distribution does not always reach the targeted
farmers.
In the case of Yam Exporters, they expressed satisfaction with the quality of yams available for export.
31
However, visits to the AMC packinghouse in Kingston found rudimentary technology being used;
postharvest handling for export is labour intensive and done under very wet conditions.
4.5 The Export Market for Yams
USA imports of yam from the world were reported at USD 37.6 mn in 2007, up from USD 32 mn in 2004.
Imports from Costa Rica were USD 13.5 mn in 2007 and Jamaica USD 13.9. The other major suppliers,
Nicaragua and Guatemala accounted for about USD 13.0 mn. In close proximity to Jamaica, the
Dominican Republic accounted for a mere USD 137,000 of exports in yams (Table 4.2).
Table 4.2: USA Imports of HS 0714902000 Yams from Major Suppliers: Costa Rica and Jamaica
Value in 2004 (USD 1,000)
Value in 2005(USD 1,000)
Value in 2006(USD 1,000)
Value in 2007 (USD 1,000)
World 32379 39902 37555 37609
Costa Rica 12061 13994 11961 13464
Jamaica 12284 12907 14068 13943 Data source: ITC Database
Should Jamaica wish to expand their markets internationally for yams, they would have to develop
strategies to compete with Costa Rica, Nicaragua and Guatemala in the USA market and also India and
China in the UK. Appendix Table A4. Currently Jamaica targets the Jamaican consuming market for
Yellow Yams in the metropolitan markets. Strategies for expansion will need to include:
(i) Production of smaller Yellow Yams
(ii) Production of other varieties of Yams
(iii) Value added products such as Ready‐to‐ Cook, Ready‐to‐Eat and various recipe packs.
(iv) Analysis and development of other unique products.
4.6 Supply Chain Distribution
Jamaica exports less than 1% of its total production of yams. From the total availability of 121,616
tonnes, an estimated 2,164 tonnes (2%) goes into the hospitality sector, 107 tonnes (<1%) to
supermarkets, 79 tonnes (<1%) to restaurant chains, 13 tonnes to processors and 119,608 (98%) to
household consumers through the wet retail markets.
32
4.7 Development Work Required
1. Expansion of yam production in the targeted parishes will require distribution of yams plants to
small producers.
2. Design and development of packing houses equipped with low volume nozzle spray washers, drying
fans, trimming and packing tables.
3. R&D in post harvest handling, treatment of cut surfaces and treatment of yams for the domestic and
export markets.
4. Consideration to development of packing houses in major yam producing areas
5. Given the steep terrain in the major yam growing areas:
a. Construction of farm roads and / or
b. Construction of a system of cables from the hill sides leading into centralized locations in the
valleys from which the yams may be transported. This technology is not new, as it has been
used in the banana industry for years, and similar adaptations are now being used in the
tourist industry.
6. Introduction of semi‐permanent poles and wires to replace temporary bamboo and wooden stakes
for yam production.
7. Introduction of small machinery for tillage.
8. Market development – expansion of domestic and export markets, renovation and construction of
public markets. Review of the Trinidad and Tobago yam market.
9. R &D in the more efficient use of fertilizers and technology transfer.
10. R&D for new products, including Ready‐to‐Cook (RTC), Ready‐to‐Eat (RTE) and other products to
extend the range of uses and markets for yams.
11. Animal breeding programme for upgrading of the national herd. The industry needs stronger and
larger animals (donkeys and Mules), to complement other means of transportation technology.
Farmers have indicated that the farm animals are also becoming more difficult to access.
33
Panel 2
Yams well established on stakes
Panel 3
Steep Slopes makes production practices and harvesting of yams difficult and labour intensive
Panel 1
Yams staked with Temporary Wooden and Bamboo Stakes
34
Panel 4
Donkeys are often used for transporting inputs into the field and yams after harvest to the farm
gate.
Panel 6
Packing house operations
Yams being manually washed before air drying and packed for
export.
Note: labour intensive, wet conditions
Panel 5
Packing house operations. Yams being off‐loaded at AMC Complex,
Kingston
35
SECTION 5
HOT PEPPERS
_____________________________________________________________________________________
5.1 Existing Situation
This section of the report presents the situation with respect to production, export and imports of hot
peppers in Jamaica. Given that the country is a large producer of hot peppers, the analysis sought to
verify the volumes and reasons for importation of hot peppers.
5.1.1 Production
The all island estimate of crop production, 1990 ‐ 2007 show a variable but increasing trend for hot
pepper production in Jamaica. Production increased from 2,137 tonnes in 1990 to 9,069 in 1996 and
then declined to 2002, after which some recovery was seen (Figure 5.1). Production was recorded at
7,440 tonnes in 2006 and 6,596 in 2007 (Data Bank, MOA). The major producing areas of hot peppers in
Jamaica are St Elizabeth, St Ann and Trelawney, comprising about 236 ha and accounting for about 80%
of Jamaica’s production.
Figure 5.1: Jamaica's Production of Hot Peppers ‐ 1990 ‐ 2007 (Tonnes) Data Source: Data Bank, MOA
Annual Hot Pepper Prod'n
0
2000
4000
6000
8000
10000
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Tonn
es
The hot pepper growing area visited reflected plots sizes ranging from 1 square (405 m2) to about 1.0 ac
(0.4 ha) in size. Given the friability of the soil, a system of minimal tillage is practiced and grass mulching
36
is used primarily as water conservation when necessary. The major varieties of hot pepper grown are
Scotch Bonnet and West Indian Red. Yields of the West Indian Red have been reported at 18,000 to
20,000 lbs / acre (20,000 – 22,000 kg/ha), harvested over a six months period. The performance of the
Scotch Bonnet is reportedly much lower due to early decline of the trees.
Both Scotch Bonnet and West Indian Red are demanded by processors, with the former required mainly
for blending due to its high and distinctive flavours. Some processors indicated that large volumes of hot
peppers were available locally for part of the year while there is deficit in the other. Storage of inventory
may be a possible solution; however this will impact negatively on the business cash flow. One large
processor reported having a demand of 1.5 million lbs (682 tonnes) of pepper per year.
5.1.2 Exports
Jamaica is well known in the North American – USA (Miami & New York) and Canadian markets for its
highly flavoured fresh Scotch Bonnet peppers. Based on recent trade data, exports of Hot Peppers
Product: 070960 Peppers of the genus Capsicum or of the genus Pimenta, fresh or chilled was recorded
at USD 386,000 or 129 tonnes in 2007. The USA is the top market destination for Jamaican Scotch
Bonnet peppers or 82% of the country hot pepper exports (Table 5.1). Canada, the other major
destination for the fresh hot peppers received 1% of the country’s exports. Jamaica’s hot pepper exports
accounted for just about 2% of domestic production in 2007.
The performance of the export sector has been challenged by domestic demand for the product, the
impact of pest and diseases and competition by the USA’s New Jersey’s hot pepper production in the
summer, Mexican production which has been continuously expanding, as well as other exporters such as
Trinidad and Tobago and the Dominican Republic. In this regard, Jamaica’s hot pepper exports recorded
a global decline of 11%. In 2007, the exports to the USA declined by 9% and to Canada by 18% in value
terms (Figure 5.2). Volumes also declined during that period and the highest performance decline was
recorded in 2006‐07.
37
Table 5.1: List of importers of HS: 070960 Peppers of the genus Capsicum or of the genus Pimenta, fresh or chilled Exported by Jamaica in 2007
Importers
Exported value 2007, (USD 1,000)
Exported quantity 2007
(Tonnes)
Value Share in Jamaica's exports, %
'World 386 129 100
USA 318 107 82%
Canada 61 20 16%
UK 4 1 1%
Sources: ITC calculations based on COMTRADE statistics.
Figure 5.2: Trends in Value of Exports of Fresh Hot Peppers from Jamaica: 2003‐07 (Data Source: ITC Database)
0
100
200
300
400
500
600
700
USD
1,000
World 655 601 401 544 386
USA 460 482 310 409 318
Canada 180 102 87 126 61
UK 5 6 3 7 4
2003 2004 2005 2006 2007
5.1.3 Imports of Hot peppers
Jamaica produces relatively high volumes of hot peppers; however the spread of production has not
been well distributed. Given the low storage capacity (financial and physical) of producers, higher levels
of imports are incurred during the months of supply shortfall.
A review of the database shows Jamaica imports of HS 904120000 Pepper, crushed or ground has shown
a drop in imports from Q4 in 2005 to Q1 in 2006. This was followed by a declining trend from Q1 in 2006
to Q3 in2007 and the period ended with a jump in imports of 50,000 kg in Q4 of 2007 (Figure 5.3)..
Referring to the table and figure in Annex A3, Imports were 825 tonnes in 2005 valued at $J 71 mn,
followed by 260 tonnes in 2006 or $J 37 mn and 250 tonnes in 2007 or 32 mn. Over this period, the
majority of imports took place during Q4 and Q1, more specifically during the months of September to
February, where shortfalls were greatest.
38
5.1.4 Analysis of the Relationship between Production of Hot Pepper and Rainfall
Examination of the data, yielded a correlation coefficient r = ‐ 0.51 showing a reasonably high negative
correlation between hot pepper production and rainfall (Figure 5.4). To some extent this may explain
that the periods of higher rainfall impacts negatively on production. These periods of reduced
production (Q3 and Q4) coincides with the months of increased imports as stocks become utilized. In
fact, farmers have indicated that the most critical factor that affects field production is the intensity of
the rainfall rather than the distribution during these periods.
Figure 5.4: Jamaica's Quarterly Hot Pepper Production in 2007 and Average Rainfall (30 yrs)
0
1000
2000
3000
Tonn
es
0
50
100
150
200
Prod'n Tonnes 1909 2246 1542 899
Rainfall (mm) 55 125 112 151
Q1 Q2 Q3 Q4
39
5.1.5 Analysis of the Relationship between Farmgate Prices and Rainfall
Examination of the data found a high positive correlation between farmgate prices of hot peppers and
rainfall (r = 0.72) (Figure 5.5). This says that as the rainfall increases, prices also increase. The increased
prices are as a result of supply shortfalls.
Figure 5.5: Jamaica's Quarterly Hot Pepper Farmgate Prices in 2007 and Average Rainfall (30 yrs)
0
100
200
300
J $
020406080100120140160
Farmgate PriceJ$/kg
87.68 91.74 116.98 200.92
Rainfall (mm) 55 125 112 151
Q1 Q2 Q3 Q4
5.2 Key Characteristics of the Industry
This section of the report presents key features of the hot pepper industry as observed from field visits.
The information comprises of a series of qualitative data which is presented in 7 subsections.
5.2.1 Markets
Households and agroprocessors utilize most of the hot pepper produced in Jamaica. The local
agroprocessing industry secures supplies directly from farmers at pre‐arranged prices. It is estimated
that about 33% goes on the local wet market and 65% goes into processing; the rest (2%) being
exported a fresh berries. In addition to direct delivery to processors and exporters, fresh hot peppers
are marketed ex farm gate to higglers who then move the product up the marketing chain to the
wholesale municipal retail markets and supermarkets across the country. During periods of shortages,
peppers are imported in the form of hot pepper mash for the processing segment.
From the total availability of 6,718 tonnes, an estimated 16 tonnes (<1%) to supermarkets, 61 tonnes to
hotels, 56 tonnes (<1%) to restaurant chains and 1,368 (20%) to household consumers through the wet
retail markets.
40
Table 5.3: Summary of Estimated Availability: The Hot Pepper Market in Jamaica (2007)
Production Export Import Availability
6,596 tonnes
USA, Canada, UK
130 tonnes
(2%)
Agro‐processing
250 tonnes
(Hot Pepper mash)
Agro‐processing
4,353 tonnes
(65%)
Fresh Market
2,177 tonnes
(33%)
5.2.2 Value Added
The value added subsector includes a small cadre of large processors and a number of cottage‐scale
facilities. The large processors target both the local and export markets. Jamaican hot pepper farmers
have been successful in securing local market shares among processors except during scarcity periods
when there are supply disruptions and regional exporters are called upon to satisfy shortfalls.
A significant amount of Jamaica’s hot pepper is blended with other spices and condiments for both local
and international distribution. The West Indian Red is important for the bulk pepper consumption while
the Scotch Bonnet‐based pepper sauces have afforded Jamaica significant marketshare abroad. The
unique jerk seasoning segment that uses a blend of locally produced pimento and escallion sustains a
ready and important market for hot peppers.
5.2.3 Physical Infrastructure
Physical infrastructure related to hot pepper production and marketing includes access roads, irrigation
and wholesale and retail markets. Good road infrastructure is important for preserving the integrity of
the peppers from the farmgate to the markets while irrigation is required to insure continuity and higher
volumes of supply. Access to public irrigation is limited to a few areas at this time and the current
supply of water from the mini‐dams visited in the selected parishes of St Elizabeth, St Anns and St James
are inadequate to augment supply shortfalls.
41
The Coronation Wholesale Market at Kingston as well as the municipal markets in Mandeville, New
Market, Santa Cruz, Ocho Rios, Montego Bay and Browns Town are important components of the supply
and demand infrastructure for hot peppers. During visits to these markets however, significant breaches
in the food safety chain were evident. The market infrastructure and trading system contributed very
little to facilitate retention or addition of value.
5.2.4 Marketing Support
Marketing Support in the form of market intelligence and information has been identified as sub‐
optimal by farmers, processors and other marketers. Adequate pre‐clearance facilities and fumigation
centres exist at the Kingston and Montego Bay international airports for exporters. Packing house
facilities are located at the Agricultural Corporation Complex in Kingston; however this facility needs to
be upgraded and modernized.
42
5.2.5 Technology Support
Technology transfer services are provided by RADA on an ongoing basis. Specialist intervention is
required in areas of seed quality (including plant genetics, seed purity, virus infestation) and agronomy
(optimal fertilizer use, pest and disease control, high density spacing) of hot peppers.
5.2.6 Resource Availability
Adequate and good quality water for irrigation remains the major binding constraint. Suitable arable
lands that could facilitate high levels of productivity and use of labour saving technology are required to
augment supply shortfalls. Access to capital for purchase of fertilizer and pesticide inputs continues to
be a major challenge that most farmers identified. Farmers indicated that meeting the fourteen
requirements of the developmental lending institution remains a major deterrent, given that lack of
ownership to lands being cultivated. This land tenure problem is expected to extend well into the future.
In addition, repayment schedule doesn’t match the income flow of the hot pepper crop.
5.2.7 Commodity Specific Policies
The industry analysis found little by way of specific policies geared to provide strategic support to the
industry. Zoning of agricultural lands remain a critical policy initiative to be addressed as the threat of
lands being acquired for mining continue to hinder development of on‐farm infrastructure and impact
on the productivity and morale of the hot pepper farmers. The existence of inadequate policy remains,
notwithstanding the importance of hot peppers and its significance as a rural stability mechanism. The
crop also has intrinsic linkages with export agriculture, agro‐processing and the culinary segments.
5.3 Summary of Key Constraints / Challenges/Issues
43
A number of factors have been identified that impacts negatively on the production of hot peppers in
Jamaica. The major ones are now detailed below:
• Access to suitable land for large‐scale expansion and for the adoption of labour saving technologies.
• The escalating costs of fertilizers have led to reduction of application rates at the time of visits. This
effect of this will be more critical on soils that have been mined.
• Major pest and diseases currently impacting on production are TEV, PYV viruses and the gall midge.
• Post harvest losses can be as high as 20%.
• Access to public irrigation is limited to a few areas at this time and the current supply of water from
the mini‐dams is inadequate to augment hot pepper supply shortfalls during the drier periods.
• Marketing Support in the form of market intelligence and information has been identified as sub‐
optimal by farmers, processors and other marketers.
5.4 Development Work Required
Given the foregoing as well as other general observations on the industry and during the field visits, the
following interventions are recommended for the industry:
1. Construction of water storage systems and /or (mini‐dams) for
irrigation.
2. Access to adequate and suitable land for expansion and mechanization.
3. Specialized technology support in seed technology (genetically pure seeds, free from viruses).
4. Development of tech packs and specialized technology support in crop agronomy (soil testing,
determination of optimal fertility requirement and adoption of optimal fertilizer use, chemicals
to promote flowering, increased plant density, pest and disease control).
5. Promotion of commercial vegetable seedling nurseries. This can be promoted as a separate
agribusiness initiative or as a farm level initiative.
44
6. Promotion of agro‐processing: Development of formulations for hot pepper mash, sauces and
chutneys, additives to other food processes such as ready‐to‐eat meat products, dried products
and chemicals extracts. Programme of information dissemination and agribusiness investment
should be ongoing to encourage entrepreneurship.
7. Promotion of exports of fresh and value added products. Initiatives to increases production
should be accompanied by a commensurate increase in exports and processing to prevent
creation of gluts and the marketplace. Should this take place, injury and exit from the industry
may take years to reverse.
8. Easier access to small loans to purchase farm inputs and appropriate equipment such as hand
held mechanical tillers, drip irrigation equipment, harvesting crates and mistblowers.
9. Soft loan for processors to purchase adequate stock to augment periods of supply shortfall (as
an alternative to imports). Such capital can be released to producers on a phased basis.
During visits to various holdings, farmers requested improvement in the conditions and facilities under
which they have to conduct their trade. Areas to be addressed include the physical, sanitary and social
conditions of the fresh produce markets. In this regard, the study recommends modernization and
upgrade of the wholesale and retail markets in Kingston, Mandeville, Santa Cruz, Claremont, Ocho Rios,
Montego Bay and Browns Town.
Given the karst topography in some areas, which can result in up to 50% reduction in easily cultivatable
area, consideration should be given to the growing of crops, such as pineapples (and possibly Aloe Vera)
may be grown in the rocky / rugged areas as a means of increasing the whole‐farm income. Other
general recommendations are as follows:
1. Development of policies and industry development programmes to the level of detail as
previously done for the key export commodities ‐ bananas and sugar.
2. Development of a market intelligence and facilitation system that includes a component for
dissemination of timely information to all industry stakeholders.
45
3. Zoning of lands for agricultural production to minimize conflicts with the mining and hospitality
industries.
4. Development and execution of a plan of action to re‐brand the agricultural sector and its major
stakeholders. Low self esteem of producers and traders has been identified as a major factor
impacting on the sector.
5. Review of the development bank loan portfolio and qualification requirements. Opportunities
for Micro‐Credit lending may be further explored using farmers organizations and agricultural
input suppliers and agro‐processors.
6. Development of location‐strategic hot pepper industry associations comprising of farmers, agro‐
processors, agronomy technicians and other stakeholders for greater collaboration and to drive
hot pepper segment.
46
Annex
A3 Jamaica Monthly Imports of HS 904120000 Peper, crushed or ground 2005‐07
47
Table 5.2: Jamaica Imports of HS 904120000 Pepper, crushed or ground (Sorted by
Volumes) Year Month Vol kg 2005 September 126,451 2005 October 123,166 2005 January 94,475 2005 February 85,999 2005 November 82,562 2007 December 68,471 2007 November 68,202 2005 June 59,957 2005 August 55,004 2005 March 51,320 2005 April 51,071 2005 July 46,311 2007 October 43,710 2006 May 39,832 2006 February 38,793 2005 May 36,919 2006 March 26,124 2006 November 25,932 2006 April 25,830 2006 October 22,528 2006 January 22,014 2006 June 21,587 2006 July 21,553 2007 April 16,238 2007 May 16,189 2007 March 14,128 2005 December 12,020 2006 September 11,784 2007 August 7,828 2007 June 4,402 2007 February 3,938 2007 July 2,786 2007 September 2,758 2006 December 2,487
2006 August 2,103 2007 January 2,031 Data Source: STATIN Jamaica
Figure 5.3: Jamaica's Imports of HS 09041412: Pepper Crushed,
Ground (kg) 2005 ‐ 07 (Data Source; STATIN Jamaica)
2,0312,103
2,487
2,758
2,786
3,938
4,402
7,828
11,784
12,020
14,128
16,189
16,238
21,553
21,587
22,014
22,528
25,830
25,932
26,124
36,919
38,793
39,832
43,710
46,311
51,071
51,320
55,004
59,957
68,202
68,471
82,562
85,999
94,475
123,166
126,451
January
August
December
September
July
February
June
August
September
December
March
May
April
July
June
January
October
April
November
March
May
February
May
October
July
April
March
August
June
November
December
November
February
January
October
September
48
Scenes of Hot Pepper Production Practices in Jamaica
Panel 1: Low production and Viral Infection – Hot peppers Panel 2: Mite and Viral Infection – Hot peppers in Jamaica
Panel 4: Sorting and Packing of Hot Peppers – AMC, Kingston, Jamaica (File Photo)
Panel 4: High Density Planting, Drip Irrigation Project – USAID Technology Transfer Project, Jamaica (File Photo)
Panel 5: Popular Value Added, Ready to Eat Products – Hot Peppers in Jamaica (File Photo)
Panel 6: Variation in Shapes of Scotch Bonnet Berries – Hot Peppers in Jamaica
49
Scenes of Hot Pepper Production Practices in Trinidad
Panel 5: Planting Density and Weed Control – Hot Pepper Production in Trinidad
Panel 6: Habanero Ready for Harvest – Hot Pepper Production in Trinidad
Panel 3: Lose Mesh Bags of Hot Peppers ‐ Trinidad Panel 4: Hot Pepper Harvesting – Trinidad
Panel 1: Irrigated Plot of Hot Pepper ‐ Trinidad Panel 2: Immature Habaneros – Hot Pepper Production in Trinidad
50
Example of Water Conservation and Storage Tanks available on the Market
51
Example of Products available on the market for water conservation and storage
52
SECTION 6
MELONS: WATERMELON & CANTALOUPE
______________________________________________________________________________
6.1 Existing Situation
6.1.1 Production
Watermelon: Currently, Jamaica’s production of melons is significantly below local demand. Production
in 1990 was recorded at 6,080 tonnes and increased to 18,773 tonnes by 1998 but then followed a
variable high and low trend thereafter (Figure 6.1). Over the period 1990 to 2007, production in the
subsector has shown a gradually increasing trend.
The cultivated area in 2006 was reported at 760 hectare and productivity level ranged from 16 and 22
tonnes per hectare (Table 6.1). The parish of Clarendon recorded the highest productivity at 22 tonnes
per ha compared to St. James at second with 21 tonnes. St. Elizabeth productivity was 18 tonnes to the
53
hectare and accounted for 82% of the nation’s total production. No production has been recorded for St
Ann.
Table 6.1: Jamaica’s Watermelon Production in 2006
Parish Area reaped (Hectares) Yield (tonne per Hectare
Production (Tonne)
Kgn & St. Andrew 1 18 13 St. Thomas 8 16 127 Portland 5 17 78 St. Mary 5 18 94 St. Ann 0 - 0 Trelawny 2 20 31 St. James 1 21 28 Hanover 10 19 197 Westmoreland 15 18 275 St. Elizabeth 632 18 11556 Manchester 74 21 1516 Clarendon 3 22 60 St. Catherine 5 17 82
Total 760 14056
Cantaloupes: Cantaloupe production was low and remained unrecorded in the production database
until 2006 when 2,743 tonnes were recorded (Figure 6.1). Imports of cantaloupes are therefore used to
satisfy domestic demand.
Production Seasons: Most of Jamaica’s production of watermelon takes place during the first three
quarters of the year. An examination of the production cycle suggests that the high level of harvests in
Q1 could have been influenced by the residual soil moisture after the heavy rains in Q4. This may have
been particularly beneficial in the case of St Elizabeth’s, where limited irrigation and dried grass mulch is
used to assist with water requirements. Low production in Q4 is directly related to the heavy rainfall
during Q3 and Q4 (Figure 6.2). This suggests the need for agronomic intervention during the last two
quarters of the year.
Watermelon production recorded a negative correlation with rainfall, r = ‐0.59. Alternatively, irrigation
and agronomic interventions are required to increase production levels in the Q1 and Q2.
54
Using an average farmgate price of J$ 96.42/kg, and national production Q4 deficit of 1,162 tonnes
below the national average, potential revenue deficit at the farmgate level was an estimated J$ 112 mn
in 2007. Production in Q3 was 216 tonnes above the national average of 2,393 tonnes / quarter.
Figure 6.2: Jamaica's Quarterly Watermelon Production in 2007 and Average Rainfall (30 yrs)
0
1000
2000
3000
4000Tonn
es
020406080100120140160
Prod'n Tonnes 2732 3000 2609 1231
Rainfall (mm) 55 125 112 151
Q1 Q2 Q3 Q4
Field losses can be as high as 50% of production due to poor plant‐water relations and inappropriate
production systems. Rejects at the hotels are largely due to delivery of immature watermelons and thus,
low brix content and internal tissue damage sustained from poor post harvest handling, bad roads and
poor transportation services. Smaller watermelons that are unsuitable for the consumer market may be
sold a juice processor in Bull Savannah. One processor requested a brix of 16 degrees for optimal
chemical extraction.
6.1.2 Imports
Jamaican imports of HS 0807 Melons (including watermelons) & papayas, fresh has been following an
increasing trend. Except for a decline in by 53 tonnes in 2004, imports have been increasing from 171
tonnes in 2004 to 543 tonnes in 2007, yearly increase of 318% (Figure 6.3).
55
0
200
400
600
Tonn
es
Figure 6.3: Jamaica's Imports of All Melons 2003 ‐ 2007 (Tonnes) Data Source: ITC Database
Melon (Tonnes) 224 171 359 350 543
2003 2004 2005 2006 2007
The database also shows significant deficits in the domestic supply of cantaloupes compared to
watermelon production, thus necessitating imports. Over the period 2005 – 2007, imports of
cantaloupes have always doubled that of watermelons (Figure 6.4). Given that general environmental
requirements are similar; this highlights the need for promotion of cantaloupes as an attractive
agribusiness option.
0
100,000
200,000
300,000
kg
Figure 6.4: Jamaica's Imports of Melons: Watermelon & Cantaloups: 2005 ‐07 (Data Source; STATIN Jamaica)
Watermelon 99,285 55,339 112,237
Cantaloupe 192,108 199,382 260,334
2005 2006 2007
Recent reported figures from STATIN, Jamaica also showed that imports in 2008 were 259,993 kg of HS
0807191000 Cantaloupes, fresh, valued at USD 125,371 from the USA. Additionally, 1,419 kg of HS
0814009000 Peel of melons (including watermelons), fresh, frozen, dried or provisionally preserved in
brine, in sulphur water or in other preservative solutions was imported from Canada valued at USD
3,061.
56
In direct relation to the lower production during Q4 / Q1, the wetter months of the year, the difficulty in
cultivation during times of high soil moisture and the lag in time from planting to harvest, Jamaica
imports watermelons to satisfy the shortfall in supply. In this regard, an examination of the trends in
watermelon imports shows higher volume of imports during the months of November, December and
January (Figure 6.5 and Annex A4). A similar trend was observed in the imports of Cantaloupes (Figure
6.6 and Annex A5).
57
58
6.2 Supply Chain Distribution
Jamaica imports 1% of its total watermelon requirement and 9% of its cantaloupe requirement. From
the total availability of 9,685 tonnes of watermelon, an estimated 2,672 tonnes (28%) goes into the
hospitality sector, 73 tonnes (<1%) to supermarkets, zero to restaurant chains and 6,940 (72%) to
household consumers through the wet retail markets.
In the case of cantaloupes, an estimated 2,672 tonnes (89%) goes into the hospitality sector, 28 tonnes
(<1%) to supermarkets, zero to restaurant chains and 303 (10%) to household consumers through the
wet retail markets.
6.3 Key Constraints / Challenges/Issues
A number of challenges and issues were observed in the watermelon and cantaloupe supply chain.
Some of the major ones to be addressed include:
• Hotel‐tourism buyers indicated a preference for local fruits including cantaloupes given the high
flavours and freshness. Supply of cantaloupes is inadequate to satisfy their demand and they
therefore have to resort to imported fruits.
• Production is largely limited to rainfed conditions. In some cases, irrigation may be used to augment
supply shortfall as were evidenced in St James and St Elizabeth. Where dry grass mulch is used, this
represents a major input cost. There is an urgent need to address plant water relations in those areas
visited.
• Most of the watermelons are sold in the wet markets, along roadside retail stalls or may be
transported directly to the hotels. Some supermarkets in the urban areas offer watermelons, both
whole and fresh‐cut portions.
• Some of the watermelons that are not suitable for the extraction and wet market are sold to a fresh
juice processor. Research is on‐going into chemical from the watermelon peel.
• Hoteliers require a consistent supply of high quality, large watermelons fruits throughout the year. A
skin to pulp ratio is important in this regard.
59
• Access to public irrigation is limited to a few areas at this time and the current supply of water from
the mini‐dams is inadequate to augment supply shortfalls during the drier months.
• Where shortfalls in production are anticipated, suppliers can identify other fruits that are becoming
available to facilitate their inclusion in the menu.
The Panels below show watermelons that remain in the field deemed unsuitable for the wet market and
hospitality industry. Panel on right below shows immature watermelon delivered at a hotel food and
beverage store in Runaway Bay.
6.4: Development Work Required
In order to develop the melon segment in Jamaica, a number of interventions will be required. These
include:
1. Cultivation of larger volumes of watermelons and cantaloupes for the domestic market: Jamaican
residents, hotel‐tourism and supermarkets on a year‐round basis.
2. Promote consumption of cantaloupes to increase popularity of the fruit amongst the Jamaican
population.
60
3. Development of water storage systems (mini‐dams) for irrigation to increase production during the
drier months of the year.
4. Grants and incentives for investment and adoption of irrigation systems and more specifically, drip
irrigation.
5. Access to loans to purchase farm input and other operating capital.
6. Use of stackable packing crates to reduce postharvest losses during transportation.
7. R&D in the use of plastic mulch and fertigation in the wet season to reduce soil moisture. Fertigation
in the dry season to improve yields.
8. Agronomic intervention as it relates to plant water relations and fertility to maximize production and
reduce field losses. Anti‐transpirants may be evaluated to reduce plant transpiration and culling of
extra fruits may be done to obtain optimal sizes and quality at harvest.
9. R&D for possible utilization of cantaloupes for the fruit juice sector – as blended and unblended
juices.
10. Agronomic intervention required includes technology such as plastic mulch, varietal selection, pest
and disease control and the potential of vertical trellising. Existing and new growers should be
targeted. Crop agronomy to introduce new farmers to cultivate the crop successfully.
11. Determination of the optimum harvesting index based on fruit sugar brix content and possibly
lycopene. These can also be incorporated in marketing strategies for the fruits to expand market
share and consumption.
61
Annex
A4 Jamaica Monthly Imports of Watermelon Hs 0807110000 2005‐07
62
A5 Jamaica Monthly Imports of Cantaloupes HS 080710000 2005‐07
Table 6.2: Jamaica Monthly Imports of Watermelon
HS 807110000 (2005-07) ranked by Volume (Data Source: STATIN)
Year Month Volume (kg)
2007 December 36,095 2007 January 32,981 2005 November 30,237 2005 January 23,175 2007 February 15,026 2005 December 14,984 2005 August 11,099 2007 November 10,771 2006 January 9,953 2006 March 9,708 2006 April 9,236 2006 February 8,710 2007 September 7,206 2005 March 6,500 2005 April 4,819 2007 October 4,062 2006 November 3,881 2006 May 3,701 2005 February 3,240 2006 June 2,868 2006 July 2,437 2006 December 2,003 2007 April 1,636 2005 October 1,392 2005 June 1,350 2007 May 1,336 2006 October 1,158 2007 June 1,023 2007 August 998 2005 May 913 2006 August 855 2006 September 829 2005 July 821 2007 July 802 2005 September 755 2007 March 302
Figure 6.5: Jamaica's Monthly Impoirts of Watermelons : 2005 ‐ 2007
(Tonnes) Data Source: STATIN Jamaica
302
755
802
821
829
855
913
998
1,023
1,158
1,336
1,350
1,392
1,636
2,003
2,437
2,868
3,240
3,701
3,881
4,062
4,819
6,500
7,206
8,710
9,236
9,708
9,953
10,771
11,099
14,984
15,026
23,175
30,237
32,981
36,095
March
September
July
July
September
August
May
August
June
October
May
June
October
April
December
July
June
February
May
November
October
April
March
September
February
April
March
January
November
August
December
February
January
November
January
December
Kg
63
Table 6.3: Jamaica Monthly Imports of Cantaloupes
HS 807110000 (2005-07) ranked by Volume (Data Source: STATIN) Month Volume
2007 December 50,582
2006 October 41,303
2005 November 38,979
2007 January 35,007
2006 January 34,678
2005 January 34,356
2005 December 30,010
2007 November 28,293
2006 December 26,793
2007 February 21,340
2007 October 21,077
2007 June 20,759
2005 March 20,404
2007 September 20,280
2007 March 18,188
2007 May 17,484
2006 April 17,429
2006 November 16,785
2006 March 16,641
2005 April 15,325
2006 February 13,835
2005 August 11,230
2005 February 11,224
2007 April 10,604
2007 July 10,542
2006 May 8,771
2005 October 8,613
2006 June 8,435
2005 September 6,572
2007 August 6,177
2005 July 6,017
2005 May 5,544
2006 September 4,962
2006 August 4,930
2006 July 4,818
2005 June 3,833
Figure 6.6: Jamaica's Imports of Melons: Cantaloups: 2005 ‐ 07 (Data Source; STATIN Jamaica)
3,833
4,818
4,930
4,962
5,544
6,017
6,177
6,572
8,435
8,613
8,771
10,542
10,604
11,224
11,230
13,835
15,325
16,641
16,785
17,429
17,484
18,188
20,280
20,404
20,759
21,077
21,340
26,793
28,293
30,010
34,356
34,678
35,007
38,979
41,303
50,582
June
July
August
September
May
July
August
September
June
October
May
July
April
February
August
February
April
March
November
April
May
March
September
March
June
October
February
December
November
December
January
January
January
November
October
December
Kg
64
SECTION 7
ESCALLION
______________________________________________________________________________
7.1 Existing Situation
The first section of this report presents the situation with respect to escallion in Jamaica. First the
production trend is presented followed by the export market. This is followed by a cursory review of the
production technology being utilized.
7.1.1 Production Trends
Jamaica produced 10,840 tonnes of escallions in 2007, increasing from 4,211 tonnes in 1990. Although
variable from year to year, the trend has shown a constant increase (Figure 7.1). Most of Jamaica’s
escallion production is consumed locally.
Figure 7.1: All Island Estimate of Escallion Production: 1990 – 2007 (Tonnes) Data Source: MOA, Jamaica
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Tonn
es
7.1.2 Export
Production has been more than domestic demand at certain times of the year and thus, Jamaica has also
been exporting escallion. Exports have however followed a declining trend (Table 7.1). Over 95% of
Jamaica’s exports of escallion went to Canada and smaller amounts went to the UK and the USA.
65
Table 7.1: Destinations for HS: 070310 Onions and shallots, fresh or chilled Exported by Jamaica (2003‐2007)
Export Destinations
2003 2004
2005 2006 2007
Volume (Tonnes)
Value (1,000)
Volume (Tonnes)
Value (1,000)
Volume (Tonnes)
Value (1,000)
Volume (Tonnes)
Value (1,000)
Volume (Tonnes)
Value (1,000)
‘World 35 142 33 136 27 157 30 158 26 139
‘Canada 33 134 31 129 25 142 27 142 25 133
‘United Kingdom 0 5 1 4 1 4 0 6 1 3
USA 1 1 1 2 1 10 1 1 1 2 Data Source: ITC calculations based on COMTRADE statistics.
A further review of the database located imports of scallion mash during 2005 and 2006 listed Under HS
2004901 Other vegetables and mixtures of vegetables preferred otherwise than by acetic acid. In
December 2005, Jamaica imported 67.3 tonnes of mash followed by 17.4 tonnes in October the
following year. The CIF values of imports were $J 8.3 mn and 1.6 mn respectively (Data Source: STATIN).
No imports were recorded for 2007 at the time of the study. Monthly data on imports have been
requested to correlate with the months of supply shortfall in Jamaica.
7.1.3 General Agronomic Production Practices
Escallions have very thin white bases and little or no bulbs, of diameters not wider than their long,
straight green stalks. The crop grows best in reasonably rich, well drained soils, with pH between 6.3 and
6.8. It is known to perform poorly in soils that are highly acidic. Well‐drained loams or sandy loams, high
in organic matter and rich in phosphate are optimal. Escallions are shallow‐rooted, and therefore need
soil moisture at and near the surface. Production can easily begin to decline if the soil gets too wet.
Harvesting is done by pulling the whole plant from the ground.
A review of the production statistics suggests that in Jamaica the crop is mostly planted at the end of the
rainy season and is harvested during Q1 and Q2, the drier months of the year. Water requirement for
escallion is low and thus, most of Island’s production is rain‐fed. It will thrive well during periods of low
rainfall (Q1 and Q2), using the residual moisture in the soil.
In the study areas, the typical plot sizes range from one square chain to 0.5 acre (405 m2 – 0.2 ha).
Production is done mainly with the use of side‐shoot clones or sets from existing stock. As the escallion
increases the farmer uses his/her fingers to separate "sets" for new planting (sets have roots and
66
shoots). At planting, sets are placed carefully into the soil with the tops visible and at planting distance
of about 6" to 8" (15cm‐20cm) apart each way. It is usually mulched with guinea grass to suppress weed
growth and promote moisture retention but maintenance weeding is done until harvest. Some main
insect pests include thrips and caterpillars (worms). Insecticides used are Match (Lufenuron), Lannate,
Karate, Selecron. The common disease is Powdery Mildew. Fungicides such as Dithane, Kocide (copper)
are used for their control. Main fertilizers used include 11‐22‐22 blend and Sulphate of Ammonia
Harvesting is done at 10 weeks after planting, depending on sets size and agronomic practices ‐
irrigation, fertilizing, etc. Continuous reaping is usually done for several years on same plots. Marketable
yield ranges from 10 to 20 tonnes per hectare per year. Escallions are considered very mildly flavoured
and both the base and the green stalk of the scallion are utilized as a spice.
7.2 Seasonality of Production
Production is high during Q1 and Q2 and declines thereafter (Figure 7.2). Although the rainfall is high
during the Q2, where production of escallion is high, rainfall intensities are usually lower in that period
than during Q3 and Q4. The porosity of the soil allow for low water retention hence creating an
environment that is conducive for establishment of the crop. There are usually torrential rains,
associating with heavy wind during the latter half of the year (Q3 and Q4) as a result of major storms
and hurricanes. Beside the physiological conditions of the plant for not being adaptive to too much
water, these extreme weather conditions also are deleterious to the physical structure of the plant
hence impacting negatively on yield.
67
Figure 7.2: Jamaica's Quarterly Escallion Production in 2007 and Average Rainfall (30 yrs)
0
1000
2000
3000
4000
Tonn
es
0
20
40
60
80
100
120
140
160
Prod'n Tonnes 3600 3243 1663 2335
Rainfall (mm) 55 125 112 151
Q1 Q2 Q3 Q4
7.3 Market Prices
7.3.1 Price Seasonality
Wholesale market prices are higher during Q3 and Q4, which are the periods of higher (and more
intense rainfall) and as shown before, lower production (Figure 7.3). Similarly, prices were lower during
the Q1 and Q2 when seedlings/cuttings planted using available moisture comes in and the rainfall is
better distributed and less intense.
Since production conditions are more controlable during the first half the year, attempts should be
made to expand utilization (consumption, storage and exports) for the farmer to benfit from better
farmgate price or increased acreages.
Figure 7.3: Jamaica's Quarterly Escallion Farmgate Prices in 2007 and Average Rainfall (30 yrs)
0
100
200
300
$J
020406080100120140160
Farmgate PriceJ$/kg
85.47 55.63 85.51 213.68
Rainfall (mm) 55 125 112 151
Q1 Q2 Q3 Q4
68
7.3.2 Market Prices in the Industry
Although the price database for the supermarket is incomplete, representing only the last quarter,
construction of the price distribution for the industry was estimated. The results show that in 2007, the
average farmgate price for escallion was J$ 110.07/kg while at the wholesale market average price was
J$ 164.31/kg. The average price at the retail wet market was J$278.83/kg while the imputed
supermarket price (average for Oct‐Dec 2007) was J$ 372.71/kg. Figure 7.4 provides an indication of the
price distribution of escallion within selected market segments for 2007.
$0.00
$50.00
$100.00
$150.00
$200.00
$250.00
$300.00
$350.00
$400.00
J $ / Kg
Figure 7.4: Escallion Prices at various Markets in Jamaica, 2007 (Data Source: Marketing Department, MOA, Jamaica)
Escallion J$ / kg $110.07 $164.31 $278.83 $372.71
Farmgate Benchmark (Jan ‐ Dec)
Wholesale (Jan ‐ Dec)
Retail Wet Market (Jan ‐ Dec)
Supermarket (Oct‐Dec)
The price spread ranged from 49% between farmgate and wholesale, 70% between wholesale and retail
and 126% between wholesale and supermarkets. By benchmarking the other market segments against
the farmgate price, there was a spread of 153% between the farmgate and retail wet market and 237%
for supermarkets. The economic implications suggest that the primary producers (small scallion farmers)
should consider penetrating the market and benefit from higher prices.
7.4 Diagnostic Analysis of Imports and Exports
Given that Jamaica is practically self‐sufficient in the production of scallion, this subsection presents a
diagnostic analysis of the imports as well as the exports to find out where opportunities may exist for
expansion of the sub‐sector.
7.4.1 Diagnostic Analysis of Imports
69
The annual data suggests that Jamaica’s escallion production is adequate to satisfy domestic demand.
Monthly imports of HS 7031020 Shallots (scallion) ranged from 20 kg to 263 kg except for March 2005
when imports were recorded at 1,128 kg valued at J$ 80,492.
Table 7.2: Monthly Imports of HS: 703102000 Shallots (Escallion), Fresh Imports into Jamaica, 2006 Month Kg J$
January 82 5,012 February 71 3,738 March 109 6,324 April 94 4,811 May 74 3,998 June 94 3,396 July 242 10,903 August 124 5,654 September 65 2,942 October 209 9,217 November 164 7,131 December 147 5,130
Examination of the ITC database found a high degree of aggregation of the data for Onions and Shallots
at the HS 6 digit level. Nonetheless, the data indicated that Jamaica also imports a significant amount of
Onions to satisfy its domestic shortfall (Table 7.3). Jamaica’s imports increased from USD 2.5 mn in 2003
to USD 2.8 mn in 2007. Given the similarity of the agronomic requirements of Onions and escallions,
Jamaica may wish to consider production of Onions to the extent where it is economically feasible.
Table 7.3: Sources of Supply of HS: 070310 Onions and shallots, fresh or chilled, imported by Jamaica
Exporters 2003 (USD 1,000)
2004 (USD 1,000)
2005 (USD 1,000)
2006 (USD 1,000)
2007 (USD 1,000)
'World 2407 2245 2691 2604 2828
'Netherlands 2072 1900 2419 2355 2269
USA 166 216 161 125 206
'China 0 8 19 6 203
'Canada 143 119 81 115 113
'Netherland Antilles 9 0 11 3 37
Data Source: ITC calculations based on COMTRADE statistics.
7.4.2 Diagnostic Analysis of Exports
70
Exports of escallions (eschallots) from Jamaica is recorded under HS: 0703103900 Onions or shallots,
green, fresh or chilled, nes under Canadian imports. To the extent that this product includes only
eschallots or its close substitutes, Jamaica was exporting into a market estimated at USD 25.7 mn in
2006 (Table 7.4). Jamaica’s market share in 2006 was less than 1%, thereby highlighting possible
opportunities for expansion of market share.
Table 7.4: Canada’s Imports of HS: 0703103900 Onions or shallots, green, fresh or chilled, nes (2003 – 2006)
Exporters Imported
value in 2003 (USD 1,000)
Imported value in 2004 (USD 1,000)
Imported value in 2005 (USD 1,000)
Imported value in 2006 (USD
1,000)
'World 20735 21235 26772 25717
'Mexico 13392 14571 19338 19461
USA 6819 5956 6558 5296
'France 28 238 516 551
'Jamaica 79 69 93 157
'China 81 157 156 153
Data Source: ITC calculations based on COMTRADE statistics.
Given that Jamaica is virtually self‐sufficient in the production of escallion, expansion of this spice
industry would require enlargement of the market. It is advisable that Jamaica search for new market
opportunities before undertaking expansion of the local escallion industry. To the extent that the
Canadian market represents significant opportunities, this market should be subjected to further and
more detailed market research and analyses.
Given the nature of the crop and its propagation method, the plant health should also be assessed
periodically. Although there hasn’t been any agronomic complaints, indexing for pathological,
entomological and nutritional problems are recommended.
71
7.5 Key Constraints / Challenges/Issues
One processor indicated demand of 1.5 million lbs (682 tonnes) of escallion per year. The processor
indicated that escallion is easily available locally for six months of the year and becomes scarce (and
costly) thereafter. Processing plants however needs a uniform supply at a constant price for its
operations. Holding inventory will require storage; however such a practice can cause disruption to the
agribusiness cash flow. Processors indicated that strong support is needed if they are to accommodate
excess production during time of glut. It is also difficult to depend solely on local supply and the
experience in the past has been disastrous.
Access to public irrigation is limited to a few areas at this time and the current supply of water from the
mini‐dams is inadequate to facilitate planting during the drier months.
7.6 Development Work Required
The field visits also highlighted a number of developmental works that will be required for expansion
and sustainability of the escallion industry. The major ones include:
1. Expansion of market for escallion is critical for any expansion of the industry. R&D to focus on
greater utilization through processing, chemical extraction and for export. Expansion of
production without market expansion may create gluts and dampen producer expectations.
2. Access to suitable land for large‐scale expansion and for the adoption of labour saving
technologies such as small scale mechanization.
3. Where larger‐scale piped irrigation water is unfeasible, consideration may be given to the
construction of small‐scale water storage systems (mini‐dams) for irrigation.
4. Incentives for investment in drip irrigation for expansion of the planting season later in the dry
season and for the drier months of the year.
5. Easier access to small loans to purchase farm input.
6. Modernization and upgrade of wholesale and retail marketing infrastructure.
72
7. Processors‐farmer registered company in St Elizabeth requested access to funding for
investment in cold storage in St Elizabeth.
8. Agronomic intervention to facilitate expanded production during Q3 and Q4.
73
SECTION 8
SMALL RUMINANTS
_____________________________________________________________________________________________
8.1 Existing Situation
This subsection of the report presents the small ruminant situation in Jamaica. First the production is
presented in terms of numbers slaughtered and meat production. The next section gives a brief analysis
of the trade, which comprises imports to satisfy domestic demand. The section that follows looks at the
consumption of mutton and chevron in Jamaica.
8.1.1 Production
Jamaica had an estimated 1,280 heads of sheep and 440,000 of goats in 2007 (FAOStat Database).
Although both goats and sheep are reared in Jamaica, the goats are more popular in the fresh meat
market, occupying a major role in the national cuisine. The systems of rearing include intensive, free‐
roaming and tethering. Jamaica had a 2% self sufficiency of small ruminant meat in 2007 (Table 8.1).
Table 8.1: Estimates of Livestock Production in Jamaica 2007
Type
Number Slaughtered (Heads)
Total Weight (Tonne)
Dress Weight (Tonne)
Edible Offals Weight (Tonne)
Sheep 541 9.9 8.2 1.6
Goat 40,121 644.5 537.1 107.4 Source: Data Bank & Evaluation Division. Ministry of Agriculture.
8.1.2 Trade
Imports of sheep meat has been showing an increasing trend between 2005 – 2007, increasing from
4,009 tonnes in 2005 to 6,203 tonnes in 2007 (Figure 8.1 & Table 8.2). Chevron imports increased from
993 tonnes in 2005 to 1,297 tonnes in 2006 but declined to 936 in 2007 (STATIN, 2007). Meats of Sheep,
HS 0204300 Carcasses and half‐carcasses of sheep, other than lamb, frozen, comprised approximately
half of the sheep meat imported, at a cif price of about $J 138.00 / kg while goats cost about $J 158 / kg
in 2007. Nonetheless, imports of lamb have increased almost 300% by 2007, a significant amount of
which may be targeted by the hospitality industry.
74
In terms of total self‐sufficiency in small ruminant meats, production has only been able to satisfy 3% of
demand (Table 8.3). Local chevron production was 36% and mutton less than 1% of total requirement.
Table 8.2: Jamaica's Annual Imports of Small Ruminant Meat (2005 – 2007)
2005 2006 2007
HS DESCRIPTION Tonnes J$ Mn Tonnes J$ Mn Tonnes J$ Mn
0204300000 Carcasses and half‐carcasses of lamb, frozen 875 $116 611 $97 2,777 $120
0204410000 Carcasses and half‐carcasses of sheep, other than lamb, frozen 2,840 $392 2,980 $419 2,782 $383
0204420000 Other cuts with bone in of sheep, frozen 292 $106 710 $150 645 $155
0204430000 Boneless meat of sheep, frozen 3 $2 0 $0 0 $0
0204500000 Meat of goats, fresh, chilled or frozen 993 $139 1,297 $191 936 $148
Total 5,001 $754 5,597 $857 7,140 $807
Data Source: ITC Database
75
Table 8.3: Jamaica’s Small Ruminant Meat Situation
Year Production Import Import Total Small Ruminant Meat Supply
Degree of Self
Sufficiency
Sheep Meat Goat Meat
Volume
(Tonne)
Volume (Tonne)
Value
$J MN
Volume (Tonne)
Value
$J MN
Volume (Tonne)
(%)
2005 146 4,009 $616 993 $139 5,148 3%
2006 145 4,300 $666 1,297 $191 5,742 3%
2007 145 6,204 $659 936 $148 7,285 2%
Data Sources: Production – FAOStat Database; Trade – STATIN, Jamaica
From the import sources, an estimated 87% of mutton and chevron come from Australia; smaller
amounts from New Zealand 8% and the USA 4%. About 40% of the small ruminants produced in Jamaica
are slaughtered at the public abattoirs and 60% through various private / domestic facilities.
8.1.3 Consumption
The FAOstat database shows increasing meat availability/consumption for Jamaica. Availability of
mutton and chevron is considered quite low compared to other meats in Jamaica. In terms of
consumption trend, per capita availability increased from 1 kg/capita to 2 kg from 1990 to 1995 and
increased marginally thereafter. Alternatively, poultry meat consumption was recorded at 30 kg / capita
in 1990, but decreased to 24 kg in 1995, nonetheless increased thereafter to 41 kg in 2000 and 44 kg by
2003.
Using a local population estimate of 2.6 million and a tourist population of 51,323 (resident equivalent)
for 2007, availability of mutton and chevron was estimated at 2.8 kg / capita when the local resident
population is used and 2.7 kg / capita when the tourist population is included. When compared to
poultry meat at 50.4 kg/capita and the level of imports of mutton and chevron, and the premium prices
paid for local chevron, there surely exist substantial agribusiness opportunities for small ruminant meat
production in Jamaica.
76
Table 8.4: Jamaica Per Capita Availability of Various Meats: 1990 – 2007 (kg/capita/yr)
Item 1990 1995 2000 2003 2007 Mutton & Goat Meat 1 2 2 2
2.8
Pig meat 3 3 3 3 0.7 Bovine Meat 8 9 7 8 5.8 Poultry Meat 30 24 41 44 50.4 Total All Meat 44 39 54 57 59.7
Data Source: FAOSTAT Database
8.2 Supply Chain Distribution
Jamaica imports 99% (6,203 tonnes) of its total mutton requirement of 6,211 tonnes and 64% or 936
tonnes of its chevron requirement or 1,473 tonnes. From the total availability of 6,211 tonnes of
mutton, an estimated 1,102 tonnes (18%) goes into the hospitality sector and the rest (5,109 tonnes) are
sold through the supermarkets. In the case of chevron, most goes to household consumers through the
supermarkets.
8.3 Update on the Small Ruminant Industry Associations in 2008
Sheep Breeders’ Association (SBA): St Elizabeth is the leading sheep and goat producing parish in
Jamaica. According to the SBA, producers are currently focussing on lamb production, targeting the local
hotel trade. The association has refurbished the existing abattoir at Bodles and has also set up a feed lot
for fattening of lambs. Current markets for high quality cuts include the local supermarkets and hotels.
The association is confident that they can compete with imports in terms of meat quality such as
tenderness, marbling and leanness. They have indicated that there is a growing niche demand for local
lamb meat by the jerk restaurants. Lamb from the association is available on the Market under the
name “Jamlamb”. They are currently engaged in upgrading the leaner local sheep breed, using the
meatier Dorper and Khatadin.
The Jamaica Goat Breeders Association: This association has been in existence much longer than the
SBA. They reported that the whole carcass is currently sold for the same price as any requested retail
“cuts”. No activities relating to production or promotion of specialized cuts and grading were being
77
pursued at the time of the visit when compared to the SBA. However, the association has been focusing
on some product differentiation. While the traditional curry goat recipes remained the primary focus, a
few restaurants have been trying to include jerk goat on their menu list. The Home Economic
Department has also developed about 13 new goat meat recipes. These remain to be promoted.
8.4 Key Constraints / Challenges/Issues
A number of constraints, challenges and issues impact on the production of small ruminant meats in
Jamaica. Some of the major ones are as follows:
1. Major constraints identified that have negative impact on the expansion of goat production in
Jamaica includes praedial larceny, stray dogs, lack of high protein forages, shortage of forage
during the dry season, scarcity of improve starter stock and poor quality of the genetic
materials.
2. Jamaican goat producers enjoy a ready market for its meats, at premium prices that can be up
to 300% higher than the imported meats. Goats are higher in number than sheep. The breed is
largely indigenous and well adapted to the local climatic conditions.
3. Given the low meat‐to‐bone ratio of the local goat stocks, some farmers have been investing in
improved stock by crossing and upgrading local animals with the Boer.
4. Feed cost is considered as high, posing a major limitation to the expansion of goat production.
The Feed Conversion Ratio are reportedly lower for goats than sheep.
Other constraints and issues that impact on the sector include:
1. Pest includes lice, internal parasites, mites, screw worms, ticks, coccidia.
2. The value added approach to small ruminants has remained undeveloped despite previous
initiatives. Most of the skins are reportedly being discarded. The full utilization of skins remains
undetermined at this time. The tannery has ceased operations (Tings Jamaica) due to
unavailability of goat and sheep skins. There are reportedly many local Jamaicans who have
received training in leather craft.
78
3. Nonetheless, initiatives to utilize the skin by some entrepreneurs include:
• A dry soup (RTC) product using goat skin and meat. When added to soups, may replicate
the taste / flavour of “ Jamaican Mannish Water”.
• Curry Goat Skin has been included on a restaurant menu list and has reportedly been
growing in acceptance.
• The use of the whole animal is considered critical for profitability of small ruminants in
the Caribbean and Jamaica.
4. Cheese making remains a small cottage scale activity. The Alpine goats have a reasonably good
level of milk production in Jamaica.
5. There is an apparent aversion for the consumption of fresh sheep meat in Jamaica. In addition,
consumers prefer to consume locally produced small ruminant meat as, “Goat Meat” or
“Mutton”. There is an aversion to sheep meat which may constrain the development of the
industry. In this regard, the imported “meats of sheep” is either sold frozen as “lamb or mutton”
or incorporated into the “Curry Goat’ food service segment.
6. Some industry development initiatives in the past have reportedly had limited success due to
lack of proper monitoring after programme implementation. Industry experts have thus
recommended the provision of animal husbandry training and preparation of housing and feed
sources before goats and sheep are given to recipients. They have also recommended that
initiatives be undertaken to develop existing small farmer operators as they would have already
demonstrated interests in small ruminant operations.
79
8.5 Development Work Required
Development of the small ruminant industry will require a number of initiatives. Based on field visits and
a review of the various databases, the following are recommended:
Through recommendations of the livestock officers of RADA, develop a partnership programme with
small ruminant community leaders who would act as mentors for the small farmers.
1. Implement a targeted programme which will disburse four (4) to five (5) pregnant females to
selected recipients. The offspring will be retained by the recipients. Thus, within 3‐4 months, a
recipient can have 8 to 10 offspring’s as starter stock. The breeding females can then be bred and
distributed to other participants.
2. Develop an active breeding programme, while insuring exotic diseases are not introduced and
spread. Make available, high quality small ruminant breeding stock – males to volunteer community
small ruminant production leaders who will provide stud service to upgrade the small farmers stock
in their community. Stakeholders recommend one buck (or ram) be made available per cluster to 40
females.
3. Housing Design – low‐cost, secured and durable animal housing designed for easy handling and
sanitation. Incentives or assistance required for the following: fencing, housing, improved breeding
stock, affordable veterinary / animal health support, small scale mechanization for forage harvesting,
feed mixing, chopping of forage and forage conservation. Project should ideally include a targeted
system of communal pastures, fodder banks and proper housing for small farmers.
4. Construction and development of certified abattoirs and an effective meat inspection system.
5. Explore farm level agribusiness initiatives such as compost production. In this regard, small goat and
sheep farmers may increase their whole farm productivity by employing an integrated system using
the California earthworm to make Organic Manure from the animal excreta. Attractive packaging of
the potting mixture, targeting the ornamental horticulture, interior plantscaping and the landscaping
segments are recommended.
80
6. Assessment and development of cheaper sources of feeds through silage and hay, utilizing excess
grass / forages available during rainy seasons and by‐products from the sugarcane industry and the
brewery.
7. Development of a viable sheep industry will require consumer education to increase the
consumption / acceptability of fresh meats of sheep.
8. Consideration may include clustering farmers into groups to build a cottage industry – milk collection
for cheese and specialized icecream, skin for crafts, offal for new recipes etc. The health attributes of
goat milk can be employed as a strategic marketing initiative.
9. Evaluate a partnership programme with “Youth in Agriculture Programme of the 4H Clubs” that are
currently engaged in a sustainable development programme for small ruminants.
The Panels below present examples of small ruminant housing designs used in Tobago which can be
used in modeling the Jamaican small ruminant industry.
81
Panel 1: Sheep Housing: Gabble roof design, pen raised off ground to allow fecal matter to collect below, Tobago
Panel 2: Sheep Housing: Structure raised above ground allowing easy collection of manure, Tobago
Panel 3: Feeding Trays: Fixed to Structure with slots for sheep access, Tobago
Panel 4: Feeding Trays: Removable metal tray placed in Pen, Tobago
Panel 5: Sheep Floor: Multiple Living Quarters, Slotted, Tobago Panel 6: Sheep Compartments: Separate Living Quarters, Slotted, Tobago
82
SECTION 9
POLICY MAKERS & KEY STAKEHOLDERS
___________________________________________________________________
Policies are formulated and implemented to influence and guide desirable and intended outcomes in
the country. As a part of the study, a number of key stakeholders were consulted to get their views and
suggestions regarding existing policies and to recommend areas of intervention as it relate to fresh
agricultural produce, production and marketing in Jamaica. The findings reflect the following:
9.1 Planning and Policy
1. As part of the food security strategy, plans are in place to increase the use of modern
technology in food production such as the use of greenhouse, more productive farm tools
and small machinery.
2. Establishment of agricultural clusters in the production‐supply chain to include small
farmers and private sector processing / packaging facilities.
3. Promote increased production and consumption of locally grown tubers as substitutes for
imported cereals.
4. Expansion of small ruminants – import substitution of mutton with a target of 50% by 2013.
5. Rebuilding the fisheries sector: Rehabilitation of 30 fishing beaches; creation of a dedicated
fund for the sustainable development of the fisheries sector; increased potential for credit
for small and medium fishers.
6. Irrigation expansion to be increased, promotion of small‐scale irrigation systems and water
harvesting.
7. Increased farmers’ access to credit by developing a new loan model and increasing the pool
of funds available for on‐lending.
8. Development of a comprehensive inventory of State Lands and zoning for different
purposes.
83
9. Risks: Develop strategies to combat praedial larceny.
10. Capacity building of farmers groups, road network and restructuring of public administration
of agriculture.
9.2 Marketing and Other Key Stakeholders
1. Local production of domestic vegetables and fruits are well represented in the marketplace,
and has a significant share in the food basket. There is a high degree of preference for
locally produced fruits and vegetables.
2. There is a general willingness of buyers to purchase directly from farmers and to establish
formal linkages with them but honouring of contracts has been a major deterrent.
3. Hoteliers, processors and restaurant buyers are particularly sensitive to price movements.
4. Approximately 80‐90% of farmers produce are traded on a decentralized basis due to the
geographical layout of the country, poor road conditions, lack of farm vehicles and distance
to market.
5. Strategies need to be implemented to address food safety and conditions to extend shelf life
of fresh produce.
6. Market information and intelligence needs to be developed. Most buyers in metropolitan
Kingston such as hoteliers, supermarkets, processors and restaurants purchases produce at
Coronation market. Because of the unreliability of the data, there may be instances of
double counting. The statistical accounting system doesn’t have provisions for verification.
7. The private agricultural input suppliers and service provider segment seem to be
underdeveloped.
8. The transfer of technology and other interventions by service organizations such as USAID,
CARDI and others seem to have had a limited rate of adoption.
84
9.3 Agricultural Credit
The Development Bank’s of Jamaica (DBJ) mission is to facilitate economic growth and development by
providing appropriate financing solutions through alliances with approved financial institutions. The DBJ
wholesale funds for on‐lending to Approved Financial Institutions (AFI). Guarantees are approved for up
to 70% of the value of the loan and interest rates are set a 7.857% of the loan for the duration of the
loan. Maximum repayment period is 7 years with a moratorium of 18 months. Repayment is based on
the enterprise and its cash flow.
Eligibility includes:
(i) full security for loans,
(ii) valid tax compliance certificate,
(iii) Must show technical and financial viability, without any negative impact on operations,
(iv) Must be registered by RADA.
(v) Collateral include land title, motor vehicle, cash, certificate of compliance
Farmers have indicated that they don’t have adequate access to loans; the major constraint being
unable to satisfy the collateral requirements. Provision of security of tenure has been the major
problems faced by small farmers.
9.4 Standards in the Agricultural Sector
With regards to appropriate standards for the agricultural sector, the Bureau of Standards is the key
regulatory body. Services include inspection, certification and compliance services to agroprocessing,
hotels, food service and supermarkets. Comments and recommendations for these segments include:
a. Establishment of a centralized post harvest / marketing area for fresh agricultural
produce.
b. Encourage development of a supplier and buyer network.
c. Further investments in adding value to primary agricultural products.
85
d. Although certification should be based on international standards, these should first be
used as a benchmark until the local capacity is developed rather that act as an exclusion
mechanism.
e. Development of regulations to govern food safety and GAP using measures that is first
appropriate to local conditions.
f. Address constraints to improve domestic supply capability rather than use regulatory
measures (NTB’s) to restrict imports.
g. The challenge is implementation and support of existing policies rather than embarking
on development of new regulatory mechanisms.
86
SECTION 10
COST OF PRODUCTION
__________________________________________________________________________________________
10.1 Introduction
Given the globalization of markets, the imperatives of international competitiveness require industries
to be competitive in both the domestic and relevant foreign markets since the removal of barriers to
trade have integrated these markets. In this regard, countries which are trying to enter new
marketplaces or retain market share often conduct periodic reviews of the cost components of
important commodities as this cost affects both the international competitiveness both in the fresh
trade and in agro processing.
Furthermore, the factors that impact on domestic agriculture have also been changing with the advent
of globalization. Rather than ‘quantity’ dictating the pace in the marketplace today, competitiveness,
including product quality and price/cost, are defining the new paradigm. In this regard, inefficient or
non‐competitive producers would be wiped out of business. Local producers of fruits and vegetables
must now compete with producers from the USA, Costa Rica and Dominican Republic among others.
Thus, in order to keep local producers in business and to develop new ones, efforts must be made to
diagnose areas of inefficiencies among all producers. Once this is done, targeted responses can be made
to remove impediments and increase efficiencies. In a number of countries, the never‐ending quest for
low cost and efficient agriculture is the new order of the day.
10.2 Cost of Production of Tomatoes in Jamaica
Greenhouse Technology: In recent times ‘greenhouse’ technology is being increasingly used to enhance the
volumes and spread of fresh vegetables in Jamaica. Table 10.1 was done using data gathered from greenhouse
operators during the field visits in November 2008. The estimated cost to operate a 6,000 square feet greenhouse
in 2008 was J$ 1.8 million. Yields were recorded at 25 tonnes (25318 kg), and revenue was estimated at $J 2.8
million at an average price of $J 110 / kg. This yielded a return to management and investment of $J 1.0 million
over the period. On a unit cost basis, production cost was J$ 67/kg ($J 33/lb) and a selling price of JS 110/kg ($J
50/pound).
87
The average wholesale market prices at the farmgate in 2008 was J$ 81.72 in Q1, $J 55.45 in Q2, $J 115.99 in Q3
and $J 160.8 in Q4. Using these prices as indicative, greenhouse operators may find it difficult to compete with
other low cost producers, such as field grown tomatoes during Q1 and Q2. In this regard, they may be advised to
re‐plant during these quarters, negotiate supplier‐buyer contracts or grow other high‐priced vegetables during this
period. The greenhouse produces large tomatoes and thus may be able to benefit from marginally higher prices.
The yields are within range of the USA and Trinidad.
Table 10.1 ‐ Tomato: GREEN HOUSE PRODUCTION ‐ 6000 square feet Useful Life Total Cost Depreciation Capital cost Metal frame 12 1200000 100000 Antiviral Nets 5 72000 14400 Plastic 3 85000 28333 Other 5 243000 48600 Sub‐total 1600000 191333 Operating Cost Unit Rate/Yr Unit Cost Total Cost Seedlings 1500 2 30 90000 Rooting medium (bag) 1 80 2500 200000 Pesticide 1 2 60000 120000 Fertigation 1 2 200000 400000 Sub‐total 810000 Other Cost Flushing pond (day) 1 200 100 20000 Irrigation pump 1 12 12000 144000 Workers 2 40 5500 440000 Transportation 1 2 40000 80000 Sub‐total 684000 TOTAL $ 1,685,333 Yield (Green House): Tomato (lb) 55700 1 50 $ 2,785,000 or lb/acre 399300 Returns ‐ Management & Invest $ 1,099,667 Notes: ‐Estimates include two crops for the year ‐Other costs include construction labour ‐Cost of production (per kg) $ 67 ‐Yield/ha ‐Jam ‐ kg 453750 ‐Yield/ha ‐USA ‐ kg 450000 ‐Yield/ha ‐TT‐ kg 400000
Field‐ Grown Technology: The data used for determination of the cost of field grown tomato represent cost of a
typical tomato farm in Douglas Castle, St. Ann during the month of November 2008. A summary of the data and
computation is presented in Table 10.2 below. The results indicate that farmers were producing field tomato at a
cost of J$ 56 per kilogram. The total cost to produce one 0.4 hectare of tomato was $J 336,766 yielding 6,000 kg.
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Using a farm gate price of $J 220/kg gross at that time, revenue was estimated at J$1.32 million, and a net profit of
J$983,234.
Although the cost of producing one kilogram of tomato under greenhouse conditions (J$67/kg) was almost 20%
higher than in the open field (J$56/kg), the yield per hectare was more than 30 times greater in the greenhouse
(454 tonnes/ha) than in the open field (15 tonne/ha). Meanwhile farm gate price was 100% higher for tomato
grown in the open field at that time (probably due to a contract supply arrangement in the case of the greenhouse
operator). This scenario also show the potential benefit of growing tomatoes during periods of shortfall and the
possible vulnerability of growers using greenhouse technology as it relate to competing with field grown tomatoes.
Table 10.2: Cost of Production, 1 acre or 0.4 ha ‐ Tomato (in‐field) ‐ Douglas Castle, St Ann. (Nov. 2008) Parameters Unit Unit Cost Amount Total
Labour: Land clearing manday 1500 12 18000 Forking (Spot) manday 1500 10 15000 Nursery Operation manday 1500 1.5 2250 Transplanting mandate 1500 5 7500 Supplying manday 1500 1 1500 Fertilizing manday 1500 1.5 2250 Watering manday 1500 1 1500 Weeding/moulding manday 1500 12 18000 Garmondizing manday 1500 1 1500 Spraying manday 1500 12 18000 Harvesting manday 1500 15 22500 Lunch (per maday) Each 0 75 0 Transport to farmgate Kg 5455 0.5 2728 Subtotal 110728 Material Inputs: Seeds (Adonis) Kg 7000 0.12 840 Fertilizer 14:28:14 45kg 16 6200 99200 Urea bags 5 4500 22500 Insecticide – Karate Litre 3 2500 7500 Fungicide – Dithane Kg 8 1408 11264 Banana Box (Harvest) Each 150 100 15000 Subtotal 156304 Other Costs: Contingencies 10% of Labour & Material 26703 Tools 5% of Material 7815 Land Charges @$6175/ha/yr 6175 1250 Supervision 15% of labour 16609 Interest on Working Capt. 13% for six months 17357 Subtotal 69735 Total 336766 Marketable Yield (Kg) 6000 Farm gate price (kg) 220 Gross Revenue J$1320000 Profit J$983234 Cost of Production (Kg) J$56 Note: Yield/hectare = 14,820 kg
89
Carrots: The cost of production was computed based on field data obtained from typical carrot farmers in St.
Elizabeth (Table 10.3). The data suggest that carrot farmers in the area were producing at a cost of $J 33/kg. The
framers expected a farm gate price around J$ 110/kg for Grade 1 (November 2008) but the Grade 3 price can be
low as $J 44/kg. The 0.4 hectare plot recorded a yield of about 5,455 kilogramme and at a total cost of production
of J$185,100 the revenue was estimated at $J 600,050.
Since farm gate prices are lowest for carrot during the first three quarters of the year, the less efficient or higher
cost farmers can expect lower returns with a production cost of J$33/kg (Section 3, Table 3.2).
Table 10.3: Carrot: Cost of Production per 0.4 ha (1 ac) ‐ 2008 prices (St. Elizabeth) Parameters Unit Unit cost Amount Total Cost
Labour Cost Land Preparation‐ Mech Plough Each 5000 3 15000 Harrow Each 5000 2 10000 Cleaning and refining Manday 1200 5 6000 Sow Seeds Manday 1200 2 2400 wash and pack Manday 1200 48 57600 Maintenance labour Manday 1200 8 9600 Transport to farmgate Kg 0.5 5455 2728 Harvesting Manday 1200 12 14400 Sub‐total 117728 Operating Cost Seeds Tin 400 6 2400 Pesticide Lb 5200 0.5 2600 Fertilizer Bag 6000 3 18000 Weedicide Lb 1800 0.5 900 Sub‐total 23900 Other Costs: Contingencies 10% of Labour & Material 14163 Tools 5% of Material 1195 Land Charges @$6175/ha/yr 6175 1250 Supervision 15% of labour 17659 Interest on Working Capt. 13% for six months 9206 Sub‐total 43473
TOTAL J$185,100
Yield
CARROT (kg) 5455 1 110 J$ 600,050
Returns ‐ Mgnt & Invst J$ 414,950
Cost of producton/ kg J$33.93
90
Yellow Yams
The cost of production for Yellow yam grown in the Parish of Trelawny, the major yam producing area in Jamaica is
presented in Table 10.4. This represents the typical cost and returns, from data gathered from a number of
farmers in the area. The information provided is based on data obtained from a series of visits to the area during
the study. The cost of producing yam was estimated at $J 41/kg and farmers expected a farmgate price of $J 88/kg
representing about 100% return on their investment.
Table 10.4: Cost of Production ‐ Yellow Yam, Lowe River, Trelawny 2008 (1 ha) Parameters Unit Unit Cost Amount Total
Labour Land clearing manday 1200 50 60000 Forking manday 1200 60 72000 Maintaining trenches Chain 15 600 9000 making mounds each 20 2500 50000 Fertilizing mandate 1200 2 2400 Prepare planting materials manday 1200 3 3600 Planting manday 1200 13 15600 Weeding manday 1200 50 60000 Staking and tieing manday 1200 25 30000 Twining and tending manday 1200 3 3600 Harvesting manday 1200 25 30000 Transport to Farmgate Kg 0.3 28068 8420.4 Cleaning and treating heads manday 1200 3 3600 Lunch (per manday) each 250 234 58500 Transport Stake to field each 15 2500 37500 Subtotal 444220 Material Inputs: Heads Kg 5500 45 247500 Fertilizer 12:24:12 50kg 25 3000 75000 Stakes each 2500 30 75000 Slug Bait Kg 350 2 700 Nematicide: Diuron Kg 3 575 1725 Subtotal 399925 Other Costs: Contingencies 10% of Labour & Material 84415 Tools 5% of Material 19996 Land Charges $6175 per Hectare per year 6175 Supervision 15% of Labour & Material 126622 Interest on Working Capt. 13% for 9 months 82304 Subtotal 319512 Total $ 1163657 Marketable Yield (kg) 28068 Farm gate Price (kg) J$88 Gross Returns/ha J$2,469,984 Profit (Gross Revenue - Total Cost) J$1,306,327
Cost of Production (per kg) $ 41/kg
91
SECTION 11
COST OF MARKETING FUNCTIONS
__________________________________________________________________________________________
11.1 Introduction
This section of the report presents an assessment of performance and costs of marketing functions in
the vegetable supply chain. The sampling was done during the month of November 2008 using a
convenience sampling method to select respondents. Stakeholders were surveyed along various links in
the supply chain, from the farm to the wholesale and supermarkets. All participants along the chain
were numerated. They include the farmer, higgler, transport service provider, wholesalers and retailers.
11.2 Results of the Analysis
The analysis was done for Class 1 Carrot produced in Douglas Castle in the parish of St Ann (Table 11.1).
The study found that mark‐up of prices in the industry averaged just about 20% for each intermediary.
More specifically, the Level 1 Higgler who purchased the crop in the field, harvested, washed and
packed the carrot before transporting it for trading at the Coronation market. They benefited from a
mark up 21% equivalent to a return to investment and management of $J 13.17 or $J 30.14/kg(Table
11.1). The Level 2 Higgler purchased at the Coronation market and transported the fresh produce to
Papine municipal market for retail sales. In this case, return to investment and management was 17% or
$J 17.33 / lb ($J 38.13/kg). Alternatively, supermarkets benefitted from an estimated gross margin of $J
17.33 ($J 38.13/kg) or 19%.
92
Table 11.1 Costs of Marketing Functions (Cost for Class 1 Carrot)
$J / lb $J / kg
Level 1 Higgler
In‐field Purchase Price $65.00 $143.00
Harvest Cost $7.50 $16.50
Washing Cost $6.00 $13.20
Packaging Bag $0.10 $0.22
Misc Costs $1.40 $3.08
Farmgate Cost $80.00 $176.00
Transport to Market $2.00 $4.40
In‐Market Transport $0.50 $1.10
Official Market Fee $0.17 $0.37
Unofficial Market Fee $0.33 $0.73
Total cost at Wholesale Level $83.00 $182.60
Wholesale Market Price $100.00 $220.00
Return to Labour, Management & Investment $17.00 $37.40
Higgler Labour $3.30 $7.26
Return to Management and Investment ($J) $13.70 $30.14
Return to Management and Investment (%) 21% 21%
Level 2 Higgler
Wholesale Market Price ‐ Coronation Market $100.00 $220.00
Out‐market Transport $0.50 $1.10
Transport to Retail Market $1.50 $3.30
Retail Market Fee $0.17 $0.37
In‐market Transport $0.50 $1.10
Total Cost at Retail Level $102.67 $225.87
Wet Market Retail Price $120.00 $264.00
Return to Labour, Management and Investment ($J) $17.33 $38.13
Return to Labour, Management and Investment (%) 17% 17%
Supermarket
Wholesale Market Price ‐ Coronation Market $100.00 $220.00
Out‐market Transport $0.50 $1.10
Transport to Supermarket Market $2.50 $5.50
Cleaning and Packaging $2.00 $4.40
Total Cost at Retail Level $105.00 $231.00
Supermarket Retail Market Price $125.00 $275.00
Return to Labour, Management and Investment ($J) $20.00 $44.00
Return to Labour, Management and Investment 19% 19%
Assumptions Harvesting‐ 5 men @ $1500/day @ 1000 lbs/day Washing ‐ 4 men / 1000 lbs Transport hire Douglas Castle to Coronation ( 75 mls) = $6,000 Weight to Market = 3,000 lbs Days to purchase and harvest & clean 3000 lbs = 2 mandays Days to Market & Return = 2 days
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SECTION 12
COMPETITIVENESS OF JAMAICA FRUITS AND VEGETABLES
__________________________________________________________________________________________
12.1 Introduction
Prices in the Jamaican wholesale market vary weekly depending on market volumes and varieties among
other factors. For the purpose of this analysis, the average monthly wholesale market prices for 2008 for
tomato, carrot, watermelon and cantaloupe traded in the Coronation market are presented in (Table
12.1 and 12.2.)
Jamaica import tomato, carrot, watermelon and cantaloupe primarily from the USA to satisfy shortfall in
domestic supply at different times of the year. Given the proximity of the port of Miami, the 2008 Miami
Terminal Market prices are used to assess the competitiveness of Jamaica’s production of these
commodities against potential imports (Table 12.3). Where prices were unavailable for Miami Terminal,
the New York Prices were used as indicator prices.
Table 12.1: Average Monthly Wholesale Market Prices for Selected Vegetables and Fruits in Jamaica – 2008 ($J/kg)
Commodity Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec*
Tomato (L) 133.33 111.11 150.00 162.96 133.33 122.22 125.00 259.26 314.81 396.30 400.00 400.00
Tomato (P) 59.72 48.15 100.00 107.41 94.44 61.11 77.78 181.48 240.74 396.30 383.33 383.33
Carrot 105.56 92.59 105.56 100.00 94.44 96.30 77.78 59.26 70.37 122.22 194.44 194.44
Provisional (Data Source: Marketing Division, MOA)
Table 12.2: Average Quarterly Wholesale Market Prices for Selected Vegetables and Fruits in Jamaica – 2008
($J/kg) COMMODITY TIME OF YEAR
1st qtr 2nd qtr 3rd qtr 4th qtr
WATERMELON 43.95 39.48 60.61 68.89
CANTALOUPE 86.95 86.47 98.08 114.19
(Data Source: Marketing Division, MOA)
94
The North American Tomato Industry: Field grown and greenhouse tomatoes are available in the North
American markets year‐round. Florida Mature Green (Field) tomatoes are shipped predominantly to
eastern and mid‐western markets. Alternatively, there is a high degree of substitutability between vine‐
ripe and mature‐green tomatoes. Market prices are generally higher for greenhouse tomatoes than for
field tomatoes. However, seasonality remains one of the most important factors impacting on the North
American fresh tomato industry. Nonetheless, marketing firms use marketing agreements, joint
ventures and to a lesser extent, foreign direct investment to ensure smooth supplies across seasons.
Despite the rapid growth in greenhouse tomatoes, fresh field (mature green) tomatoes still dominate
the foodservice marketing channels. Vine ripe tomatoes usually sell at a much higher price than the
Mature Green grades.
“Mature Green 85% US One” traded at similar prices in the Miami and New York Markets. Terminal
Market prices for the “Unclassified” grade was however, lower than the Mature Green 85% US One
grades as well as the Vine Ripe Mexico. In this study, the least expensive tomato on the market was
selected (Table 12.3). Prices at the Miami and New York Terminals for other commodities: cantaloupe,
watermelons, and carrots are also presented in the Table below.
Mixed tomatoes were sold at an average price of about 27% lower than large tomatoes in the Jamaican
wholesale market.
Table 12.3: Average Wholesale Market Prices for Selected Vegetables and Fruits at the Miami and New York Terminals – 2008 (USD/kg)
Month Cantaloupe Watermelon Tomatoes Carrots
Miami New Miami New Miami New Miami New
$/kg $/kg $/kg $/kg $/kg $/kg $/kg $/kg Jan $0.99 $1.10 $0.75 $0.92 $1.69 $1.32 $0.77 $0.66 Feb $0.93 $0.72 $0.75 $0.76 $1.59 $1.37 $0.74 $0.55 Mar $0.59 $0.55 $0.75 $1.50 $1.42 $0.72 $0.56 Apr $0.97 $0.64 $0.75 $0.82 $1.33 $1.39 $0.72 $0.57 May $0.81 $0.65 $0.75 $0.55 $1.20 $1.35 $0.73* Jun $0.97 $0.67 $0.75 $0.60 $1.41 $1.33 $0.74 $0.62 Jul $1.10 $0.69 $0.75 $0.61 $1.37 $1.33 $0.74* Aug $0.86 $0.67 $0.75 $0.80 $1.28 $1.25 $0.75 $0.63 Sep $0.83 $0.66 $0.75 $0.55 $1.29 $1.21 $0.76 $0.60 Oct $0.83 $0.75 $1.47 $1.20 $0.76* Nov $0.83 $0.75 $0.44 $2.10 $1.25 $0.76* Dec $0.84 $0.65 $0.75 $1.36 $1.24 $0.76 $0.60
Data Source: Today’s Market Prices Database (*) Estimated average
95
12.2 Freight Rates
An important cost component in the importation of commodities is the respective freight rates from
point of origin. The air freight rates from Miami to Kingston are USD 1.10 / kg ($0.50/lb), New York USD
1.63 / kg ($0.74/lb) and USD 0.12/kg ($0.06/lb) refrigerated cargo.
12.3 Model Used for the Analysis
Analysis of the price competitiveness for the selected commodities is presented in Table 12.2 ‐ 12.6. The
analysis was done using the Nominal Protection Coefficient (NPC) model, computed using the following
formula:
NPC = Domestic Price Border Price
Where the domestic price is the wholesale market price in Jamaica and the border price is the selling
price of the imported commodity transported to the wholesale market in Jamaica. A NPC <1 is
competitive for the domestically produced commodity, NPC>1 is uncompetitive and NPC=1 is marginally
competitive. Analysis of the price competitiveness for the selected commodities was done using the
assumptions listed in (Box 12.1.)
96
Box 12.1
Assumptions: Rates and Charges Applied to Imports
i. Freight Freight rate per kg as given by shipping firms using a volume of 20 tonnes / 40 ft reefer unless otherwise stated.
ii. Insurance Insurance at a rate of USD 0.01/kg
iii. OER An official exchange rate of $J 78.00 = USD 1.00
1v. CET 40%
iv. Broker's Fee Broker fee is applied a rate of 2% on the cif.
v. Port Charges Port Charges applied a rate of USD 129 plus USD 23.00 per import bill of lading per shipment.
vii. Handling & Transport Internal transport estimated at $J 20,000.00
vii Interest Interest for financing is charged at a rate 8% per annum
viii. Cold storage cost Cold storage cost charged at a rate of $J 100.00/lb. Estimated time in cold storage is 3 months maximum.
ix. Marketing margin of importer Marketing margin of importer estimated at 20%.
In addition, the Competitiveness Gap ($J/kg) was computed using the following formula:
Competitiveness Gap = Domestic Tomato Price – Imported Tomato Price
This represents the margin between the domestic price at the wholesale market level and the imported
tomato placed at the same point in the market, expressed in dollar value for the domestic currency.
When the CG is negative, the domestic producers are competitive. They can still increase their market
prices and not be threatened by imported tomatoes.
97
12.4 Results of the Competitiveness Analysis
The results to the competitiveness analysis are presented in Table 11.4 and further discussed below.
12.4.1 Market Prices Analysis – Large Tomatoes imported from the Miami Terminal Market
This analysis examined the feasibility of importation of the lowest‐priced tomato in the USA market, that
is, simulated imports of “Mature Green Unclassified” from the Miami Terminal market. The analysis
shows that the imports using ocean freight were competitive on the wholesale market during the
months of October and December (using average 2008 historical prices) when compared against the
average prices of large tomatoes in the Jamaican wholesale market. Price differentials 17%+ ($J
56.35/kg) and 23%+ ($J 75.04/kg) were observed in October and December respectively (Table 12.4).
However, during the other months of the year, Jamaica’s tomato wholesale market prices were very
competitive.
Alternatively, local market prices were also lower in the case of imports benchmarked against the
plummy tomatoes, except for the months of October and December. Under a scenario of globalization
and full trade liberalization, domestic producers have been subsidizing consumption of tomatoes in
Jamaica. In the case of air freight, it was not competitive to import tomatoes. An example of the model
is also presented in the annex to this section.
Table 12.4: Summary of Price Competitiveness and Differentials – Simulated Imports of tomatoes from the Miami Terminal Market compared to Large and Plummy Tomatoes in 2008 ($J/kg)
NPC Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec NPC Large Tomato Price Competitiveness 0.36 0.31 0.44 0.51 0.44 0.37 0.38 0.83 1.00 1.17 0.94 1.23
Large Tomato Competitiveness gap ($J/kg) Domestic Tomato Price – Imported Tomato Price
‐$236.60 ‐$245.19 ‐$194.04 ‐$157.91 ‐$169.82 ‐$209.55 ‐$201.32 ‐$54.79 ‐$0.61 $56.35 ‐$25.80 $75.04
NPC Plummy Tomato Price Competitiveness
0.16 0.14 0.29 0.33 0.31 0.18 0.24 0.58 0.76 1.17 0.90 1.18
Plummy Tomato Competitiveness gap ($J/kg) Domestic Tomato Price – Imported Tomato Price
‐$310.21 ‐$308.15 ‐$244.04 ‐$213.46 ‐$208.71 ‐$270.66 ‐$248.54 ‐$132.57 ‐$74.68 $56.35 ‐$42.47 $58.37
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12.4.2 Market Prices Analysis – Carrot imported from the Miami Terminal Market
In the case of carrots, the wholesale market price of Jamaica’s carrot was highly competitive during the
months of January to October and marginally competitive during November and December. This
confirms the industry information that carrots are periodically imported to satisfy shortfall in
production. Imports are largely due to inconsistency of supply and poor quality produce.
Table 12.5: Summary of Price Competitiveness and Differentials – Simulated Imports of Carrots from the Miami Terminal Market in 2008 ($J/kg)
NPC Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Carrot Price Competitiveness
0.43 0.39 0.44 0.42 0.39 0.40 0.32 0.25 0.29 0.50 0.80 0.80
Comp gap ($J/kg) Domestic Carrot Price – Imported Carrot Price
‐$138.99 ‐$147.87 ‐$132.18 ‐$137.74 ‐$144.66 ‐$144.16 ‐$162.68 ‐$182.56 ‐$172.82 ‐$120.97 ‐$48.75 ‐$48.75
12.4.3 Market Prices Analysis – Watermelon imported from the Miami Terminal Market
A significant amount of watermelon is produced in Jamaica but domestic supply has not been enough to
satisfy domestic demand. Thus watermelons are imported to satisfy domestic shortfall. Jamaica’s
watermelon and cantaloupes were price competitive throughout the year. Cantaloupes are imported
throughout the year to satisfy domestic demand.
Table 12.6: Summary of Price Competitiveness and Differentials – Simulated Imports of Watermelon
and Cantaloupes from the Miami Terminal Market in 2008 ($J/kg)
NPC Q1 Q2 Q3 Q4
Watermelon Price Competitiveness 0.18 0.16 0.25 0.28
Competitiveness gap ($J/kg) ‐$197.87 ‐$202.34 ‐$181.21 ‐$172.93
Cantaloupe Price Competitiveness 0.34 0.33 0.37 0.45
Competitiveness gap ($J/kg) ‐$165.78 ‐$178.52 ‐$168.27 ‐$138.54
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Annex to Section 12
Tomato VS Tomato ‐ Ocean freight
USA
Country Market Name / Source of Commodity being bought: Miami Market Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Commodity
i. FOB price Port of Shipping) USD/lb
i. FOB price Port of Shipping) USD/kg Pf 1.69 1.59 1.5 1.33 1.2 1.41 1.37 1.28 1.29 1.47 2.1 1.36
ii. Freight *** (USD/kg) F 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12
iii. Insurance I 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01
iv. OER 78.00 78.00 78.00 78.00 78.00 78.00 78.00 78.00 78.00 78.00 78.00 78.00
CIF AT DESTINATION PORT cif = (Pf+F+I)OER 141.96 134.16 127.14 113.88 103.74 120.12 117.00 109.98 110.76 124.80 173.94 116.22
CET AT DESTINATION PORT (40%) (40%) 40.00 40.00 40.00 40.00 40.00 40.00 40.00 40.00 40.00 40.00 40.00 40.00
COST CIF + CET AT DESTINATION PORT (40%) 198.74 187.82 178.00 159.43 145.24 168.17 163.80 153.97 155.06 174.72 243.52 162.71
2. COST FOR DELIVERY TO TERMINAL MARKET
Broker's Fee % 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
i. Brokers Fee $ 3.97 3.76 3.56 3.19 2.90 3.36 3.28 3.08 3.10 3.49 4.87 3.25
ii. Port Charges pc 0.78 0.78 0.78 0.78 0.78 0.78 0.78 0.78 0.78 0.78 0.78 0.78
iii. Handling & Transp. tp 0.80 0.80 0.80 0.80 0.80 0.80 0.80 0.80 0.80 0.80 0.80 0.80
iv. Interest (%) r 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00
v. Financing charge fin=(Pb*(r/12)*)/100 3.97 3.76 3.56 3.19 2.90 3.36 3.28 3.08 3.10 3.49 4.87 3.25
vi Cold storage cost sc 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00
vii Total handling & other charges (Tc) tc = pc+tp+fin+sc 109.53 109.09 108.70 107.96 107.39 108.31 108.13 107.74 107.78 108.57 111.32 108.09
viii Importers Cost at Coronation Market ictm =pm*(1+bf)+tc](mmi+1))
308.27 296.92 286.70 267.39 252.63 276.47 271.93 261.71 262.85 283.29 354.84 270.80
ix. Marketing margin of importer (%) mmi 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00
x Imported tomato: Total Cost at the TT Wholesale Market ( incl profit) $/kg
tctm = ictm + mm 369.93 356.30 344.04 320.87 303.15 331.77 326.32 314.05 315.42 339.95 425.80 324.96
4.CARICOM Market / Wholesale Terminal Market Prices
i. Jamaica Domestic price of tomato ($J/kg) 2007/08 Prices Mixed Tomato
px 59.72 48.15 100.00 107.41 94.44 61.11 77.78 181.48 240.74 396.30 383.33 383.33
5.CALCULATION OF NPC
NPC at Domestic Market NPC = px / tctm 0.16 0.14 0.29 0.33 0.31 0.18 0.24 0.58 0.76 1.17 0.90 1.18
NPC Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Tomato Price Competitiveness
0.16 0.14 0.29 0.33 0.31 0.18 0.24 0.58 0.76 1.17 0.90 1.18
Comp gap ($J/kg) ‐$310.21 ‐$308.15 ‐$244.04 ‐$213.46 ‐$208.71 ‐$270.66 ‐$248.54 ‐$132.57 ‐$74.68 $56.35 ‐$42.47 $58.37
100
SECTION 13
FARM – FARMER CHARACTERISTICS
___________________________________________________________________
13.1 Introduction
This section of the report presents the major finding of the farm‐farmer survey. Thus was conducted to
get a better understanding of the characteristics of the farmer and the farm in which they operate and
also to determine the resources available for production and their peculiar needs. A total of 63 farmers
were enumerated for this component of study to get a better understanding of the resources available
for agricultural production. From the analysis, a total of 68 of the questionnaire gave valid responses for
statistical analysis. From this amount 41% St. Elizabeth, 41% from St. James and 18% from St. Anns.
Given the unavailability of a suitable farmers’ database, a convenience sampling method was adopted
for the exercise. The valid responses from the respondents in the farm‐farmer survey are presented in
the subsections that follow. Producers of tomatoes, carrots, watermelons, and yams were targeted for
this exercise.
13.2 Demographics
From the data, 82% of the respondents were males and 18% females. Ages ranged from 36 ‐75 years
with the highest percentage 37% between age 40‐49, an estimated 22% between age 50‐59, and 19%
above age 60; only 21% were under age 40. A total 78% were involved in farming on a full‐time basis and
22% part‐time.
Twenty‐eight percent of the respondents said that 1 household member worked on the farm, 8% said 2,
8% had 3 persons employed and 4% had 4 persons. 63% of the respondents obtained all their income
from this activity.
13.3 Information Sources
101
In terms of agricultural training, 83% had no formal or specialized training, and 71% of the farms were
not GAP certified. Agricultural information is received from many different sources. In separate
responses, a total of 72% of the respondents got their agricultural information from RADA, 3% from IICA,
but they all received information from other farmers. When probed further, 46% also got information
from agricultural input suppliers. They all said the information they received was adequate for their
current operation.
13.4 Farm Finance A total of 72% used their own cash to finance their operations, 4% obtained loans and 10% used both
loans and personal resources. Of those who responded, 21% said they had no problems to access loans
and 15% said yes they were experiencing problems while 49% considered this question not applicable to
their status.
13.5 Farm Records and Future Investment Plans A total of 34% kept farm records. Among the reasons for not keeping records included illiteracy, and its
perceived lack of importance amongst others. An estimated 90% intends to continue growing cash
crops.
13.6 Binding constraints A total of 82% identified constraints which include (i) availability of agricultural inputs, (ii) better
markets, (iii) need for better roads, (iv) disaster relief, and (v) lowering the cost of inputs. However, no
single constraint was identified as being critical.
13.7 Business Relationships A total of 47% of the respondents said that they would be willing to supply exclusively to hotels and 57%
prefer a stable contract price throughout the year. In addition, an estimated 60% said that they didn’t
have any problems in insuring the hoteliers honor their contracts.
13.8 Public Infrastructure and Other Needs Public Infrastructure: An estimated 71% recommended government investment in the market
102
infrastructure, 78% in build good farm access roads, 47% in farm‐centralized packing houses, 13% in
slaughter houses, 57% in market information system.
Other needs: The respondents (27%) requested a government representative to be made available to
seek their (the farmers) interest, 30% wanted a farmers pension plan, and 57% identified stable prices as
important. An estimated 24% said that government can pay farmers to produce what the market
required at agreed prices but 76% agreed for independence. In addition, 27% wanted provisions in place
to reduce long term risks and 24% identified the building of mutual business trust as important.
13.9 Resources Number of Plots: From the simple, 56% said that their whole acreage was always fully cultivated. An
estimated 40% had one plot, 19% had 2 and another 19% had 3 plots.
Land for Farming: In terms of the total amount of land available for agricultural production, 65% had
less that 1 acre (0.4 ha), 15% had 2 acres (0.8 ha), 6% had 3 acres (1.2ha) and 9% up to 7 acres (2.8 ha).
13.10 Resource Use An estimated 91% had to access to irrigation. 73% used fertilizers. 71% used insecticides. In the case of
fungicide the usage was quite low only 19% used this agrochemical, 10% used nematicides and an
estimated 35% practiced some type of organic farming. 37% used packing crates and 49% washed their
crops before marketing. A total of 85% said they observed the pesticide safety period before harvest.
However, only 44% said they used pesticides exclusively as recommended. In terms of packaging
materials only 9% said they used new boxes and bags, 44% said they didn’t and 43% gave no response.
13.11 Summary and Recommendations
This section of the report looked at the resources available to the farmers as well as the farm‐farmer
characteristics. The study found that the majority of farmers used their own cash resources to finance
their operations, only 4% obtained loans and 10% used both loans and personal resources. This problem
is largely related to the forms of security required by the lending institutions which the farmers find
103
difficult to provide. The “security” requirement frequently entails provision of approximately 100% cash
as security and / or title to land. In most instances, farmers do not have title to the land holding and in
the other instant, if they do have the cash, they find it less tedious to use their own rather than borrow.
The stringent requirements and well as the time to negotiate and access the loans are also major
deterrents.
The study found that 34% of the farmers do keep farm records. The binding constraints identified
include (i) difficulty in accessing agricultural inputs, (ii) inadequate marketing opportunities, (iii) poor
access roads, (iv) natural disasters and lack of relief (v) high cost of inputs. However, no single constraint
was identified as being highly critical.
Generally, about half of the farmers enumerated were willing to supply exclusively to hotels and a stable
contract price throughout the year is preferred in such a relationship. Public infrastructure requirement
include market infrastructure, good farm access roads, centralized packing houses, market information
system and abattoirs.
More than half of the farmers had their holding fully cultivated at any one time and nearly half also
farmed more than one plot at any one time. An estimated 65% had access to less that 1 acre. Most
farmers indicated that they had access to some form of irrigation and they also used fertilizers and
insecticides. About half of the farmers washed their crops before marketing.
From the foregoing, the following are recommended:
1. Improving access to agricultural finance, probably through micro‐finance initiatices.
2. Provision of greater market opportunities.
3. Greater investment in public infrastructure.
4. Disaster relief and risk mitigation programmes to restore the farmers production in the earliest
possible time.
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SECTION 14
SUMMARY
__________________________________________________________________
14.1 Major Findings
Domestic production of tomato has been satisfying domestic demand for this vegetable in Jamaica.
Imports represents less that 2% of total production. This is also the case of the other commodities of the
study, except for small ruminant meat which may be considered the opposite scenario.
From the estimation of the supply chain for the commodities of interest, demand for the targeted fruits
and vegetables were estimated at less than 6% of availability in the case of tomatoes, 27% for carrots,
28% for watermelons, 89% in the case of cantaloupes, and 14% for small ruminant meats. In the case of
watermelons, cantaloupes, carrots, meats of small ruminants, significant development work is required.
Price increases for the commodities were more pronounced during the September to December months
in 2007/08. The data also suggests that the level of domestic production in Jamaica is largely related to
rainfall. In addition, wholesale market prices showed a general increase from August to December or Q3
and Q4 periods, coinciding to the months of higher rainfall. This price increase also coincides with the
period of supply shortfalls.
The data also suggest a consumption shortfall during the Q3 and Q4 months. The data also suggests
significant opportunities for growers in the Q3 and Q4 periods.
14.2 Recommendations
Hereunder and summarized in Table 14.1 are a series of recommendations to improve the fruit,
vegetable and small ruminant industry. This list is by no means exhaustive as more specific ones are
listed under each commodity.
1. In the case of carrots, construction of large modern packing house with cold storage facilities in
the major producing parish of St Elizabeth. This may be used as export infrastructure in the
future should Jamaica choose to export carrots to Trinidad and Tobago. In the case of the
105
smaller spatially distributed small carrot farmers, construction of simple, small‐scale farm‐
specific packing houses.
2. Construction of water storage and other irrigation systems to making available additional water
in the dry season (Q1 and Q2) to augment supply.
3. Agronomic intervention and the use of water management systems such as greenhouses and
plastic surface mulch together with varietal selection and better pest and disease control
systems may be considered to augment supplies to the level required to bring the volumes up to
the market requirements.
4. Design and development of centralized packing houses equipped with low volume nozzle spray
washers, drying fans, trimming and packing tables. Construction of a centralized cold storage in
selected areas of St Elizabeth to reduce the vulnerability of carrot producers and also help
farmers to hedge the market, thus acting as an insurance against low market prices. Cold
storage will also help to maintain the integrity of the produce. This facility may also be used for
export, should Jamaica decide to pursue the Trinidad and Tobago market.
5. Incentives may be directed at encouraging adoption of drip irrigation, small machinery for field
tillage, weed control and transportation.
6. Specialized Agronomic training programme for farmers and field technicians as a strategic
initiative to improve the marketable yield per unit area. Agronomic intervention and training to
include production systems or models promoting the use new hybrid varieties, anti‐transpirants,
optimal fertilizer use, fertigation and drip irrigation and plastic mulch. In addition higher density
planting and the use of stakes and trellis are also recommended for inclusion.
7. Encourage utilization of stackable trays and insulated / cold storage trucks. Farmers, higglers,
other marketing intermediaries should be encouraged to invest in this regard.
8. Distribution of yams plants to small producers if the decision is taken to expand yam production
in the targeted parishes.
9. R&D in post harvest handling, treatment of cut surfaces and treatment of yams for the domestic
and export markets. R&D for new products, including Ready‐to‐Cook (RTC), Ready‐to‐Eat (RTE)
106
and other products to extend the range of uses and markets for yams. R & D in the more
efficient use of fertilizers and its technology transfer.
10. Introduction of semi‐permanent poles and wires to replace temporary bamboo and wooden
stakes for yam production. Guyana and Trinidad may be sources of affordable poles.
11. Market development – expansion of domestic and export markets. Mini ‐set technology may be
revisited for the production of smaller Yellow Yams for the export market and agronomic
intervention for carrots to improve its marketable yield and compete internationally .
12. Animal breeding programme for upgrading of the national herd. The industry needs stronger
and larger animals (donkeys and Mules), to complement other means of transportation.
Farmers have indicated that the farm animals are also becoming more difficult to access.
13. Given the steep terrain in the major yam growing areas, development of farm roads and / or
construction of a system of cables from the hillsides leading into centralized locations in the
valleys from which the yams may be transported.
14. Specialized support in seed technology (genetically pure seeds, free from viruses) for hot
peppers.
15. Promotion of commercial vegetable seedling nurseries. This can be promoted as a separate
agribusiness initiative or as a farm level initiative.
16. Given the karst topography in some areas, which can result in up to 50% reduction in easily
cultivatable area, consideration should be given to the growing of crops, such as pineapples (and
possibly Aloe Vera) may be grown in the rocky / rugged areas as a means of increasing the
whole‐farm income.
17. Cultivation of larger volumes of watermelons and cantaloupes for the domestic market:
Jamaican residents, hotel‐tourism and supermarkets on a year‐round basis. Promote
consumption of cantaloupes to increase popularity of the fruit amongst the Jamaican
population.
18. Implement a targeted programme which will disburse four (4) to five (5) pregnant females to
selected recipients. The offspring will be retained by the recipients. Thus, within 3‐4 months, a
107
recipient can have 8 to 10 offspring’s as starter stock. The breeding females can then be bred
and distributed to other participants.
19. Develop an active breeding programme, while insuring exotic reproductive system diseases are
not introduced and spread. Make available, high quality small ruminant breeding stock – males
to volunteer community small ruminant production leaders who will provide stud service to
upgrade the small farmers stock in their community. Stakeholders recommend one buck (or
ram) be made available per cluster to 40 females.
20. Housing Design – low‐cost, secured and durable animal housing designed for easy handling and
sanitation. Incentives or assistance required for the following: fencing, housing, improved
breeding stock, affordable veterinary / animal health support, small scale mechanization for
forage harvesting, feed mixing, chopping of forage and forage conservation. Project should
ideally include a targeted system of communal pastures, fodder banks and proper housing for
small farmers.
Finally, given the price competitiveness of the commodities examined using 2008 Miami Terminal
Market as well as Jamaica wholesale market prices, it is recommended that Jamaica pursue initiatives to
increase production of tomatoes, carrots, watermelon and cantaloupes to strategically target the
shortfalls during the last quarter of the year.
108
109
Summary Table 14.1 Tomato
Situation Key Constraints Recommendations
1. Domestic production has been
following a gradual decreasing
trend, from a peak of 20,941 tonnes
in 1995 to 19,576 in 2007.
2. Value growth of production was
reported at 24% and volume growth
77% per annum between 2003 and
2007.
3. Tomato is imported into Jamaica to
satisfy supply shortfall.
4. Imports amounted to 359 tonnes
valued at USD 160,759 in 2007
representing 1.8% of total
production for the same period.
5. Import growth between 2006 and
2007 was 68% in value terms.
6. Cost of production estimated at $J
56.00 / kg for field grown tomatoes
and $J 67/kg for Greenhouse.
1. Limited availability of commercial
seedling propagators.
2. High rainfall in the latter quarters of
the year poses challenges to tomato
producers, leading to high shortfalls
in supply.
3. Wholesale market prices showing
general increases from August to
December or Q3 and Q4 periods
coinciding to the months of higher
rainfall.
4. Consumption shortfall of more than
2,000 tonnes in Q3 and more than
3,000 tonnes in Q4, with the
commensurate higher prices
1. Agronomic intervention and the use
of water management systems such
as greenhouses and plastic surface
mulch.
2. Construction of water storage
systems such as Mini‐Dams at
strategic locations and incentives
for investments in drip irrigation.
3. Encouraging adoption of small
machinery for field tillage, weed
control and transportation.
4. Specialized Agronomic training
programme for farmers and field
technicians.
5. Agronomic intervention promoting
the use new hybrid varieties, anti‐
transpirants, optimal fertilizer use
and fertigation.
6. Higher density planting and the use
of stakes and trellis
110
Summary Table 14.2 Carrots
Situation Key Constraints Recommendations
1. Production of 19,365 tonnes in
2007, decreasing by 3,522 tonnes
when compared to 2006 (22,887
tonnes).
2. Imports of 316 tonnes of carrot in
2007, valued at USD 101,721 to
satisfy production shortfall, mainly
from the USA and smaller amounts
for Canada.
3. Imports represent just about 2% of
its total consumption of carrots.
4. From the total availability of 19,681
tonnes, an estimated 14,257 (72%)
to household consumers through
the wet retail markets.
5. Cost of production estimated at $J
33.93 / kg.
1. Soil is Bauxitic in nature and low in
Nitrogen.
2. Pockets of soil between the rocky
karst terrains form reduces the
available planting area of many
holdings.
3. Water for post harvest operations is
limited; the flume water is not
changed as required.
4. No field sanitary toilets.
5. Major players have to resort to
importation due mainly to
inconsistency of supply and poor
quality produce.
1. Agronomic intervention to improve
productivity in the parish of St
Elizabeth and parts of St Ann where
the soil is suitable for carrot
cultivation.
2. Construction of simple design,
small‐scale farm‐specific packing
houses where farms are spatially
distributed.
3. Incentives for investments in
irrigation and small machinery.
4. Consideration should be given to
cultivation of onions when carrot
crop is removed.
5. Pineapples may be grown in rocky,
less arable areas to increase the
whole‐farm income.
6. Construction of a centralized post
harvest facility with cold storage in
selected areas of St Elizabeth. This
may be used in the future as an
export facility should Jamaica wish
to enter the Trinidad and Tobago
market in the future.
111
Summary Table 14.3 Yam
Situation Key Constraints Recommendations
1. Yield ranged between 16 to 22
tonnes / ha from a total of 4,672
hectares in Jamaica.
2. Clarendon reported the highest
yield/ha of 22 tonnes in 2007.
3. St Elizabeth was performing at 73%,
St Ann at 77% and St James at 82%
of Clarendon productivity. Trelawny,
which is producing 50% of the
nation’s yellow yams, was 73% of
Clarendon’s productivity, the same
as St. Elizabeth.
4. Cost of production estimated at $J
41.00 / kg.
1. Undulating and often very steep
terrain characterize the production
areas.
2. Soils of bauxitie origin, the Wire
Fence and Wiat‐a‐Bit clay loams.
3. Steep terrain makes land
preparation and harvesting
operations very labour intensive,
mainly for transport to the farm
gate.
4. Transport necessitates the use of
Donkeys or manual labour given the
sometimes steep, harsh and rugged
terrain and long distances.
5. Farm roads are typically footpaths.
6. Stakes and staking are among the
highest input cost items.
7. Post harvest handling for export is
labour intensive and done under
very wet conditions.
1. Construction of a system of cables
from the hill sides leading into
centralized locations in the valleys
from which the yams may be
transported.
2. Design and development of packing
houses in the major producing areas
(Trelawny). Upgrade of the AMC
Complex.
3. R&D in post harvest handling,
treatment of cut surfaces.
4. Introduction of semi‐permanent
poles and wires.
5. R &D in the more efficient use of
fertilizers and technology transfer.
6. Distribution of yams plants to small
producers.
7. Expansion of domestic and export
markets.
112
Summary Table 14.5 Melons ‐ Watermelon and Cantaloupe
Situation Key Constraints Recommendations
1. Currently production of watermelon
and cantaloupe is significantly below local
demand and potential consumption.
2. Production of watermelon in 1990 was
recorded at 6,080 tonnes and increased
to 18,773 tonnes by 1998 but then
followed a variable high and low trend
thereafter.
3. Watermelon imports have been
increasing from 171 tonnes in 2004 to
543 tonnes in 2007, and imports of
cantaloupes doubled that of
watermelons.
4. Imports mainly originating from the
USA were 259,993 kg, valued at USD
125,371, in 2008.
5. Jamaica imports 1% of its total
watermelon requirement and 9% of its
cantaloupe requirement.
6. From the total availability of 9,685
tonnes of watermelon, an estimated
6,940 (72%) went to household
consumers and 28% to hotels. In the case
of cantaloupes, estimated 2,672 tonnes
(89%) goes into the hospitality sector.
7. Up to 50% of the watermelon fruits
remain unharvested / unmarketable.
1. Hoteliers require a consistent supply of
high quality fruits throughout the year,
of which a low skin to pulp ratio is
important in this regard. Larger fruits
are therefore required.
2. Cantaloupe production was low and
remained unrecorded in the production
database until 2006 when 2,743 tonnes
were recorded.
3. Production is largely limited to rainfed
conditions.
1. Cultivation of larger volumes of
watermelons and cantaloupes for the
domestic market.
2. Promote consumption of cantaloupes
to increase popularity of the fruit.
3. Grants and incentives for investment
and adoption of irrigation systems and
more specifically, drip irrigation.
4. Use of stackable packing crates to
reduce postharvest losses during
transportation.
5. R&D in the use of plastic mulch and
fertigation in the wet season to
reduce soil moisture loss.
6. Agronomic intervention as it relates to
plant‐water relations and fertility to
maximize production and reduce field
losses.
7. Anti‐transpirants may be evaluated to
reduce plant transpiration and culling
of extra fruits may be done to obtain
optimal sizes and quality at harvest.
113
Summary Table 14.4 Hot Pepper
Situation Key Constraints Recommendations
1. The all island estimate of crop
production, 1990 ‐ 2007 show a
variable but increasing trend for hot
pepper production in Jamaica.
2. Production increased from 2,137
tonnes in 1990 to 9,069 in 1996 and
then declined to 2002, after which
some recovery was seen.
Production was recorded at 7,440
tonnes in 2006 and 6,596 in 2007.
3. The major varieties of hot pepper
grown are Scotch Bonnet and West
Indian Red. Yields of the West
Indian Red have been reported at
18,000 to 20,000 lbs / acre (20,000
– 22,000 kg/ha), harvested over a
six months period.
4. Jamaica’s hot pepper exports
accounted for just about 2% of
domestic production in 2007. This
accounts for 82% of the country hot
pepper exported to USA.
5. Hot Pepper mash imports have
been following a declining trend
since 2005. Imports were 825
tonnes in 2005 valued at $J 71 mn,
followed by 260 tonnes in 2006 or
$J 37 mn and 250 tonnes in 2007 or
32 mn.
1. An impact of pest and diseases.
2. Access to suitable land for large‐
scale expansion and for the
adoption of labour saving
technologies.
3. The escalating costs of fertilizers
have led to reduction of application
rates at the time of visits.
4. Post harvest losses can be as high as
20%.
5. Access to public irrigation is limited
to a few areas at this time and the
current supply of water from the
mini‐dams is inadequate.
6. Competition from the USA’s New
Jersey’s, Mexico, as well as other
exporters such as Trinidad and
Tobago and the Dominican
Republic.
7. Jamaica’s hot pepper exports
recorded a global decline of 11%.
Declining by 9% for the USA and
18% Canada in 2007.
8. High negative correlation between
hot pepper production and rainfall
causing reduced production (Q3 and
Q4) coinciding with the months of
increased imports as stocks become
utilized.
1. Access to adequate and suitable
land for expansion and
mechanization.
2. Construction of water storage
systems and /or (mini‐dams) for
irrigation.
3. Specialized technology support in
seed technology (genetically pure
seeds, free from viruses), optimal
fertilizer usage, promotion of
fertigation.
4. Development of tech packs and
specialized technology support in
crop agronomy.
5. Promotion of commercial vegetable
seedling nurseries.
6. Growing of crops, such as
pineapples given the karst
topography in some areas,
increasing the whole‐farm income.
114
Summary Table 14.6: Escallion
Situation Key Constraints Recommendations
1. An estimated 10,840 tonnes of
escallions were produced in 2007,
increasing from 4,211 tonnes in 1990,
showing a constant increase.
2. Over 95% of Jamaica’s exports of
escallion went to Canada and smaller
amounts went to the UK and the USA.
Exports are just under 30 tonnes per
year.
3. Imports accounted 67.3 tonnes of
mash in December 2005, followed by
17.4 tonnes in October 2006.
4. Production is high during Q1 and Q2
and declines thereafter.
5. Wholesale market prices are higher
during Q3 and Q4, which are the
periods of higher (and more intense
rainfall) and as shown before, lower
production.
1. Wholesale market prices are higher
during Q3 and Q4, which are the
periods of higher (and more intense
rainfall) and as shown before, lower
production.
2. The price spread ranged from 49%
between farmgate and wholesale,
70% between wholesale and retail
and 126% between wholesale and
supermarkets.
3. By benchmarking the other market
segments against the farmgate
price, there was a spread of 153%
between the farmgate and retail
wet market and 237% for
supermarkets in 2007.
1. Expansion of market for escallion is
critical for any expansion of the
industry.
2. R&D to focus on greater utilization
through processing, chemical
extraction and for export.
3. Expansion of production without
market expansion may create gluts
and dampen producer expectations.
4. Access to suitable land for large‐scale
expansion and for the adoption of
labour saving technologies such as
small scale mechanization.
115
Summary Table 14.7 Small Ruminants
1. Currently 1,280 heads of sheep and
440,000 of goats, were estimated in
2007 providing a 2% self sufficiency
of small ruminant meat in 2007.
2. Jamaica imports 99% (6,203 tonnes)
of its total mutton requirement of
6,211 tonnes and 64% or 936
tonnes of its chevron requirement
or 1,473 tonnes.
3. Imports of sheep meat has been
showing an increasing trend
between 2005 – 2007, increasing
from 4,009 tonnes in 2005 to 6,203
tonnes in 2007.
4. Chevron imports increased from
993 tonnes in 2005 to 1,297 tonnes
in 2006 but declined to 936 in 2007.
5. Imports of lamb have increased
almost 300% by 2007.
1. Praedial larceny
2. Lack of high protein forages and
shortage of forage during the dry
season
3. Scarcity of animals to improve
starter stock
4. Poor quality of the genetic materials
5. Low meat‐to‐bone ratio of the local
goat stocks.
6. Feed cost is considered as high.
7. The Feed Conversion Ratio is
reportedly lower for goats than
sheep.
1. Implement a targeted programme
which will disburse four (4) to five (5)
pregnant females to selected
recipients.
2. Develop an active breeding
programme, while insuring exotic
diseases are not introduced and
spread.
3. Make available, high quality small
ruminant breeding stock – males to
volunteer community small ruminant
production leaders who will provide
stud service to upgrade the small
farmers stock in their community.
4. Housing Design – low‐cost, secured
and durable animal housing designed
for easy handling and sanitation.
5. Incentives or assistance required for
the following: fencing, housing,
improved breeding stock, affordable
veterinary / animal health support.
6. Project should ideally include a
targeted system of communal
pastures, fodder banks and proper
housing for small farmers.
116
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4 CAREC CAREC view; http://www.uoguelph.ca/crifs/NFSS/Presentations/Towards%20A%20Noational%20Food%20Strategy
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9 Credit Division, Ministry of Agriculture (2007), Target Market for Hot Pepper
10 Credit Division, Ministry of Agriculture (April 2005), Target Market for Carrot
11 Credit Division, Ministry of Agriculture (April 2005), Target Market for Escallion
12 Credit Division, Ministry of Agriculture (July 2007), Target Market for Watermelon
13 Data Bank and Evaluation Division, (1997). Report on the Survey of Food Use in the Hotel Sector, Ministry of Agriculture, Jamaica.
14 Douglas, M., (1982). Food as a System of Communication. In: Douglas, M., Editor, , 1982. The Active Voice, Routledge and Kegan Paul, London, pp. 125–134.
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15 Dr. C. James Hospedales is a past Director of the Caribbean Epidemiology Centre (PAHO/WHO), the Caribbean's Health Monitoring and Disease Prevention Agency. http://www.carec.org/overview_health.htm
16 Elmont, S., 1995. Tourism and Food Service: Two Sides of the Same Coin. Cornell Hotel and Restaurant Administration Quarterly 36 1, pp. 57–63.
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19 FINTRAC, (June 2002). The Caribbean Market for Value‐Added Meats.
20 Fisheries Division, Ministry of Agriculture and Lands, (2008). Draft Fisheries Policy, Kingston, Jamaica
21 Hayles, Carolyn et al, (May, 2008) Marketing Research on Agro Tourism Products and Services, Final Report, Institute for Hospitality and Tourism, UWI, Mona.
22 http://www.ams.usda.gov/mnreports/mh_fv056.txthttp://www.ams.usda.gov/mnreports/mh_fv056.txt
23 http://www.cidrap.umn.edu/cidrap/content/fs/food‐disease/news/meningitis.html
24 http://www.emedicinehealth.com/food_poisoning/article_em.htm
25 IADB Multi‐Lateral Investment Fund Adopt‐A‐Farmer Program in Tobago http://www.iadb.org/mif/lessons/lessonlearned.cfm?lesson=37&tab=1&Language=English&parid=4
26 IICA, (2007), Annual Report, Hope Gardens, Kingston, Jamaica
27 IICA, (2007). PROCEEDINGS OF THE IICA/OAS AGRO‐TOURISM WORKSHOP 7TH Caribbean Week of Agriculture, Gran Bahia Principe Hotel, St. Ann, Jamaica, W.I.
28 Internet Journal of Food Safety V.3, 8‐14
29 Interventions to Prevent and Control Food‐Borne Diseases Associated with a Reduction in Traveler`s Diarrhoea in Tourists to Jamaica., Ashley David V.M.†Walters Christine 2 Dockery‐Brown Cheryl 2 McNab André 2 Ashley Deanna E.C. 2
30 Jamaica Daily Gleaner, September 2008
31 James, Fitzroy, (2006). Report of the FAO/TCDC Marketing, Economist/Consultant, Project TCP/JAM/3004
118
(A), Project Title: Assistance to Improve Fruit Crop Production.
32 Legionellosis infection <http://en.wikipedia.org/wiki/Legionellosis>.
33 McDonald, Frank et al (Nov. 2001), Stakeholder Meeting – Market Issues Affecting the Hot Pepper Industry in Jamaica and the Caribbean, Development of the Hot Pepper Industry in Jamaica and the Caribbean, CARDI, Jamaica
34 MIAMI Terminal Prices as of 29‐DEC‐2008., Provided by: Fruit and Vegetable Market News,Federal ‐ State Market News Service, USDA.
35 Ministry of Agriculture (2008), Food Security
36 Ministry of Agriculture, (2005). Agriculture Development Strategy.
37 Ministry of Health & Planning Institute of Jamaica
38 Naparina Girls’ High School Cookbook, (2002). The Multicultural Cuisine of Trinidad and Tobago and the Caribbean, San Fernando, Trinidad
39 On the hove ‐ transportation of fresh produce http://www.fao.org/Wairdocs/X5014E/X5014e08.htm)
40 Pingali, p., Can Farmers Survive in a Globalized World. Director of the Agriculture and Development Economics Division of Rome‐based Food and Agriculture Organization (FAO) of the United Nations, 0Policy Brief Series No 2005‐6.
41 Planning Institute of Jamaica (2007), Economic and Social Survey of Jamaica, National Planning Agency.
42 Practise Proper Food Safety to Stave Off Illnesses‐ CFNI KINGSTON, (JIS): Tuesday, December 20, 2005., http://www.jis.gov.jm/health/html/20051217t080000‐0500_7624_jis_practise_proper_food_safety_to_stave_off_illnesses__cfni.asp
43 Pro‐Poor Tourism Partnership and the Caribbean Tourism Organization, (2003), Agro Tourism Linkages: A Case Study From St. Lucia
44 Pro‐Poor Tourism Partnership and the Caribbean Tourism Organization, (2006), Bringing Local Producers into the Supply Chain.
45 Reid Robert, Graham, Hough, (April 1997). Integrated Pest Management Collaborative Research Program, Draft, Market Research, Sweet Potato, Hot Pepper, Callaloo, CARDI, UWI, Mona.
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46 Riley, M., (2000). What are the Implications of Tourism Destination Identity for Food and Beverage Policy? Culture and Cuisine in a Changing Global Marketplace in Strategic Questions. In: Wood, R., Editor, (2000). Food and Beverage Management, Butterworth‐Heinemann, London, pp. 187–194.
47 Salad blamed for unusual meningitis outbreak in travelers to Jamaica`
48 SIDSnet (September 18 2003). Agro‐Tourism, a must in A&B.
49 Slom TJ, Cortese MM, Gerber SI, et al. An outbreak of eosinophilic meningitis caused by Angiostrongylus cantonensis in travelers returning from the Caribbean. N Engl J Med 2002;346(9):668‐75
50 Stewart, Vassel et al (September, 2000), Hot Pepper Industry Study, Phase 1, Consumer and Retail Market Segments Assessment, CARDI, CTA, USAID,
51
Surujlal, M and Neela Badrie, Household consumer food safety study in Trinidad, West Indies., Department of Food Production, Faculty of Science and Agriculture, University of the West Indies, St. Augustine, Republic of Trinidad and Tobago, West Indies., http://www.internetjfs.org/articles/ijfsv3‐3.pdf
52 The Jamaica Manufacturer Association Limited, (2008). Serving the Industrial Sector With Excellence for Sixty One Years: Manufacturing: The Way Forward, 1st Draft.
53 Tufton C. (April, 2008) Budget Speech, Minister of Agriculture.
54 Turner, A. (Jan. 2008). Rural Enterprise and Community Tourism (REACT) Project Mid‐Term Evaluation, ARD, Inc, for USAID, Jamaica W.I.
55 Zephrin Manuelita and Hagley Knox, (1994). Meal Planning for Diabetes, Fourth Edition , Caribbean Food and Nutrition Institute, Kingston, Jamaica.
56 %20Presentations/Day%201‐%20English/LIndar.ppt#521,31,How communication, harmonization & integration among food safety stakeholders across Canada be improved.
120
List of Contacts
Name Contact Position
Francine L. Webb RADA, Hope Gardens, Kingston 6
Tel 876‐927‐1780‐1
Assistant Health and Food Safety Officer
Johnny McFarlane Walkerswood, Caribbean Foods Ltd, St. Ann
Tel. 876‐917‐2318 (O), 387‐4037(C)
Director, Group Development
Dennis McIntosh Culinary Federation of Jamaica, Ocho Rios, St. Ann
Tel. 876‐881‐7225
President
Neville Lindo Development Bank of Jamaica Ltd, 11a‐15 Oxford Road, Kingston 5
Tel. 876‐929‐4010‐17
Agricultural Specialist, AFI Relationships
Ainsworth Riley IICA, Hope Garden, Kingston 6
Tel. 876‐927‐0020, 702‐4779
Agri‐business Specialist
Audrey Wright ASSP, Ministry of Agriculture, Hope Garden, Kingston 6
Tel. 876‐470‐7692
Chief Technical Officer
Rosalee Stephens ASSP, Ministry of Agriculture, Hope Garden, Kingston 6
Tel. 876‐970‐2868
Procurement Officer
Ian Chambers Data Collection Statistics and Evaluation Division, Ministry of Agriculture, Hope Garden, Kingston 6
Tel. 927‐1731‐4
Project Evaluation Officer
Calvin Campbell Data Collection Statistics and Evaluation Division, Ministry of Agriculture, Hope Garden, Kingston 6
Tel. 927‐1731‐4
Paulette Dodd Project Management Unit, Ministry of Agriculture, Hope Garden, Kingston 6
Director
121
Tel. 927‐1731‐4
Gaston Shakespeare Mafota Farmers Association, Mafota, St. James
Tel. 876‐582‐5849
President
Neville Morgon RADA, St. Elizabeth Parish Manager, Actg.
Pedro Worghs RADA, St. Ann, 972‐4208 Parish Manager
Leroy Kennedy RADA, ST. Ann, 972‐4208 Extension Officer
Wentworth Mitchell RADA, St. James, 564‐3425 Parish Manager
Sadie Dixon RADA, St. James, 564‐3425 Deputy Parish Manager
Kirk Evans RADA, St. James, 564‐3425 Extension Officer
Tony Freckleton Jamaica Exotic Flavors and Essence Ltd., Bull Savanah, St. Elizabeth
Tel. 876‐607‐6338
Manager
Chedda Douglas Jamaica Exotic Flavors and Essence Ltd., Bull Savanah, St. Elizabeth
Tel. 876‐579‐5900
Production Manager
Glenroy Wisdom Salem Fishing Complex, St. Ann
Tel. 865‐3358
Fish Vendor
Shanna‐Lee Jones Riu Club Hotel Resort, St. Ann
Tel. 876‐972‐8325
Purchasing Manager
Rudolph Green St. Anns Bay Old Jale Fisherman’s Cooperative, 805‐2263
President
Romeo McIntyre Jamaica Grande, Ocho Rios, St. Ann
Tel. 867‐
Purchasing Manager
Lawrence Madden JAS, Tel. 876‐922‐8145 President
Janet Lawrence RADA, Tel. 876‐564‐3542 Executive Director
Christopher Malcolm Sandals, Jamaica
Opal Smith‐Winco Hilo Supermarket, Head Office Procurement Manager
Lenworth Thomas Hilo Store,794‐0903 Warehouse Manager
122
Norda Mattis Square one supermarket, 974‐5278 Coordinator, Farm Produce
Paul Francis Super Plus Supermarket, 360‐8202 Produce Manager
Loraine Seow Seow’s Supermarket,974‐2532 Manager
Zulieka Budhan Planning and Policy, MOA, 927‐1735‐50
Principal Director
Patricia Lyttle Marketing Division, MOA, 927‐1735‐50 Marketing Officer
Hope Perkins Statistical Institute of Jamaica, 927‐5311
Director
Lindo Development Bank of Jamaica Agricultural Officer
Malden Miller United States Agency for International Development, 702‐6452
Project Officer
Clarence Osbourne Jamaica Bauxite Institute, 927‐2070 Project Coordinator
Hugh Lambert Jamaica Bauxite Institute, 927‐2070 Agricultural Specialist
Dionne Clark‐Harris Caribbean Agricultural Research and Development Institute, 927‐1232
Entomologist
Don McGlashan Ministry of Agriculture, 927‐1731 Director General
Barrington Hibbert Planning Institute of Jamaica, 935‐5133 Agricultural Economist
Andre’ Kong Fisheries Division, Ministry of Agriculture, 928‐8811‐3
Director
Stacy Rose 927 1731 ‐ 50 Planning Officer, Ministry of Agriculture, Jamaica
Ricardo Morris Fisheries Division, Ministry of Agriculture, 928‐8811‐3
Fisheries’ Officer
Tanisha Williams Bureau of Standard, 926‐3141‐5 Standard Development and Certification Oficer
Derrick Vermont Goat Breeders Association President
Leslie Grant European Union Banana Support Program , 970‐3937
Manager, Rural Development
Glennis Ford Rural Physical Planning Division, MOA, 927‐0441
Marvel Gray Rural Physical Planning Division, MOA, 927‐0441
Director
David Thomas Mothers, 929‐2980 Assistant Procurement Manager
123
Odette Dacosta Mothers, 840‐6635 Branch Supervisor
S. Liu (Ray) Rexo Supermarket Manager
Donovan Harty Green Grocery, 776‐6638 Manager
Kenisha Bentley Island Grill Restaurant, 926‐3826 Supervisor
Debbie Richard Island Grill, Head Office, 931‐9869 Produce Manager
Gene Chung Juicy Patty, 904‐2619 Purchasing Manager
Natien Hall Juicy Patty Franchise Manager
Juliette Newell Tijule Company Ltd Managing Director
Quest Boston Jerk Centre Manager
Yvonne Gauntlet Central Food Packers Manager
Richard Ashmond Ashmond Food Product Ltd Manager
Debbie Garbutt Busha Brown, 926‐6449 Manager
Dianne Tomlinson Picka Pepper Company General Manager
Andrew Morales West Best Foods, 909‐9764 Manager
Lewis Taylor Spur Tree Spices Jamaica Ltd, Production Manager
Stacy Davidson Southern Foods Products Quality Control Manager
L. Sammons Mussons Jamaica Ltd. Manager
Sylvia Tai Tastee Company Secretary
Milton Murdock Santoy Farmers’ Association, 850‐4214 President
Janet Murray Grays Pepper, 918‐0395 Quality Control Manager
Dwane Virgo KFC (Kentucky Fried Chicken) Procurement Manager
Raymond Mattis Commodity Monitoring and Information Unit, MOA, 927‐1731‐50
Head of Department
Richard Grove True Juice, 708‐2158 Director
Peter Knight Ministry of Health, 967‐1100‐1 Director
Collin Cooper Ministry of Health, 967‐1100‐1
Kingsley Palmer Agro Grace, Potsdam, St. Elizabeth, 381‐0137
Sales Representative/Farmer/ Justice of the Peace
124
Melville Miruan 354‐5710 / 564‐3572 RADA
Douglas Chedda 577‐5900 (C) / 607‐6338 (O) Production Manger, Jamaica Exotic Flavours Ltd, Bull Savannah., Agroprocessor,
Tony Freckleton 607‐6338 / 470‐7969
CEO, Jamaica Exotic Flavours & Essences Ltd
Agroprocessor,
Andrew Gray Sav La Mar Grace Pepper Factory
Denese Perkins Walkers Wood
Christine Wong King Pepper
Donna Bromfield 965‐8060 Southern Fruits and Food Processors
Village Pride Products, Bull Savannah PO, St Elizabeth, Jamaica
Sadie Dixon 878 1429 Deputy Regional Marketing Officer, Western Region, RADA, Montego Bay
Kirk Evans 579‐7786 427‐5425 [email protected]
RADA, Montego Bay
Joshu Williams
387‐9489 Vice President, MAFOOTA Farmers Group
Mafoota District, Mount Horeb PO., Montego Bay, St James, Jamaica
Marlon Tingley 407‐ 6379 322‐4990 952=5510 PRO, MAFOOTA Farmers Group
Mafoota District, Mount Horeb PO., Montego Bay, St James, Jamaica
Leon Green 582‐5849 MAFOOTA Farmers Group
Mafoota District, Mount Horeb PO., Montego Bay, St James, Jamaica
Robert Brown 859‐3425 MAFOOTA Farmers Group
Mafoota District, Mount Horeb PO., Montego Bay, St James, Jamaica
Glenroy Williams 865‐3358 Scaler, Salem Fishing Complex, Runaway Bay, Jamaica
Geoffery Brooks (Palanka) 459‐4738 Scaler, St Anns Bay
Damian Benjamin Nigel Benjamin
890 8567
370‐4740
Douglas Castle
Benjamin Elsie 872 6494 Transport Service Provider
125
Andymore Carter 862 5527 Trelawney
Shanna Lee‐Jones 972‐8325 (O) / 401 7915 (c)
Purchasing Manager
RUI Hotel Resorts, Ocho Rios
Frederick Sutherland 516‐4093 [email protected]
Executive Sous Chef
Super Clubs
Nikki‐Ann Bahadosingh 516‐4083
Nikki‐[email protected]
Purchasing Manger
Super Clubs
Romeo McIntyre 360‐1933 Purchasing Manager
Sunset Jamaica Grande
Syvan Mc Morris 331‐5976 Sailor Hall Fishermen Beach, Ocho Rios
Lot 87, Roaring River, Ocho Rios, St Anns
Charles Benjamin & Jestina Benjamin
Tomato Farmer, Douglas Castle 843‐2824 / 362‐0716
Alfred Morrison Goat Farmer, Chalky Hill, St Anns 870‐8639
Woodrow Mitchell Managing Director, Walkers Wood, Caribbean Foods Ltd
379‐4462 (c) 917‐2318 (O)
Fax 917‐2648
Marcia Sonia Henry Higgler, Mandeville Market
Patsy Dixon Tropical Foods 923‐0775
Josef Alder Manager, AMC 580‐1480
Errol Simpson Farmer, Bull Savannah Postal Agency, St Elizabeth
Clayberke Baptiste carrot farmer, Mount prospect P.O. 889 7297
ValconSimpson Tomato, scallion farmer, duff house 456‐7616
Calvin Thompson Databank RADA
Noel George Lawrence Sailor Hall Fishermen Beach, Ocho Rios
Great Pond, Ocho Rios
876‐4625
Neville Lindo Agricultural Specialist, Development Bank of Jamaica Ltd
Mr Andre Kong Director Jamaica Fisheries Department. Ministry of Agriculture
126
Derrick Vermont President, Goat Breeders Association; 848‐9097, 547‐2919, 978‐6826
Mr Sandor Pyke Director, Marketing Division, Ministry of Agriculture, Jamaica
927 1731 ‐ 50
Mr. Mr Neville Morgon Dept. Parish Manger, RADA, St Elizabeth 577‐9147 or 564‐3572
Sharon Willis STATIN [email protected]
127
APPENDICES
128
FORM 2
SECTION I
This part of the questionnaire will be used to interview farmers in order to gather information required to understand the basic capacity of the producers of cash crop produce (such as acreage available for production, amount being utilized, farming techniques used. The survey will also assess the marketing effort: delivery time, service from farmgate to market
FARMERS' CHARACTERISTICS
1.1 Name of Farmer _______________________________________________________
1.2 Mailing Address __________________________________Tel.No._____________
1.3 Age ________________ Number of Years in Farming _____________________
1.4 Sex: Male ( ) Female ( )
1.5 Farming Status Full time ( ) Part time ( )
1.6 Other Occupation(specify) _______________________________________________
1.7 How many members of your family work on your farm?
Male ________ Female __________
1.8 What portion of your income comes from farming? (tick) :
Less than 25% ( ) 50-74% ( ) 25-49% ( ) Over 74% ( ) all ( )
1.9 Do you have any special Agricultural Training?
(a) Yes ( ) No ( )
If yes, please specify ___________________________________
1.10 Are you certified Yes ( ) No ( )
129
SECTION II
COST OF PRODUCTION
Size of plot:………………
Type of Crop:…………………….
Duration of Crop (weeks/months):…………………..
1) How is the land prepared for cultivation?
(Where manual labour is used, indicate the number of persons, length of time taken and wage rate;
where a tractor is used or hired, indicate the cost per acre).
Operation No of Persons Duration Labour Tractor
Brushcut
Plough
Rotavate
Bank
Beds
Drainage
2) Seedling Establishment
Do you purchase seedlings? Yes ( ) No ( )
Variety of seedlings used? __________________________________
Number of trays purchased? ______________________________
Cost per tray? ____________________________________________
Number of seedling per tray? ________________________________
130
Where farmer produces own seedling
Cost of seeds ____________________________________________
Labour used to grow seedlings: No. of persons?_________________
Length of time tending to seedlings (days/hours)? ___________________
Cost of transporting seedlings to the farm? ______________________
Labour for transplanting seedlings: No. of persons?__________________________
Length of time transplanting seedlings? ___________________________________
3) Crop Maintenance
Pest and Disease Control
Major Pests ___________________________________________________________
Major Diseases ________________________________________________________
Equipment used: Knap sack sprayers ____________ Mist Blowers ___________
Schedule of Chemicals used (How much in packs/cans? (litres/teaspoon/tablespoon)
Name of Frequency of Dosages / rates How Many Cost per Unit No. of
Insecticides
1
2
3
Fungicides
131
1
2
3
Chemical Weed
1
2
3
Plant Nutrition:
1
2
3
4
Manual:
Frequency of weed control
Mandays / Acre Duration (Hrs/Days)
Cost/Man day
132
4) Irrigation
Materials: PVC Pipes YES NO
Cost of pipes or complete system? ___________________________________________
Cost of watering hose? ____________________________________________________
Cost of pumps? _____________________________________________________
Do you move or leave pumps at site? _________________________________________
5) Cultural Practices
TYPE No of Frequency Cost Total
Moulding
Mulching
Type of Irrigation Application Length of No. of Persons
Drip
Sprinkler
Furrow
Bucket
Other
133
What material is used for Staking and Tying?
Materials Quantity Unit Cost How Many Times No of Persons Used Time Spent
Wood
PVC
Twine
Other
6) Harvest
How many Days/Weeks do you harvest crops? __________________________________
How many people used per harvesting? _______________________________________
How many hours worked per day?____________________________________________
Yield per acre:
Baskets? (lbs) How many? _____________________________________
Boxes? (lbs) How many? _____________________________________
Crates? (lbs) How many? _____________________________________
Cases? (lbs) How many? _____________________________________
Bags? (lbs) How many? _____________________________________
Do you transport crops from the field to the farmhouse? YES NO
What is the cost of transport service?
Tractor? ____________________________________________________________
Truck? ____________________________________________________________
Pick up Van? ___________________________________________________________
Other __________________________________________________________________
134
7) Post Harvest
Parameters No of Persons Frequency Cost Total time taken
Grading
Sorting
Washing
Ripening (Ethrel)
Packing
Percentage / volume discards? ______________________________________________
Material Costs
Items No Used / Crop Unit Cost
Boxes
Baskets
Cases
Crates
Bags 8) Marketing
Where/how do you sell the produce? _________________________________________
_______________________________________________________________________
What price do you sell at? __________________________________________________
How many times you go to the market to sell this crop? __________________________
How much labour is used for marketing? _____________________________________
135
Do you hire transport? YES NO
Do you provide your own transport? YES NO
Cost of Transport ________________________________________________________
9) Miscellaneous
Land Tenure: Owned? YES NO Lease/Rent YES NO
Land tax rate? _______________________ Rental Rate ________________________
Do you incur a security cost for the crop? YES NO
How many people? _________________________________________
How many hours worked? ______________Cost per Hour________________
Fixed Costs
Estimated water costs per yr? _______________________________________________
Electricity costs? _________________________________________________________
Security costs? (Fencing) ___________________________________________________
Building/Facility maintenance costs? _________________________________________
10) Technology and Characteristics
Sloping Low Lying Area Extensive
Soil Type ____ Flood Prone Soil Capability
Intensive Rainy Season crop
Semi Intensive Dry Season crop
136
SECTION III
This Section of the questionnaire is designed to collect data on (i) acreage available for production, (ii) amount being utilized, (iii) farming techniques used and other farm characteristics.
____________________________________________________________________________________________________________
CROP PRODUCTION TECHNOLOGY
3.0 What is the total amount of land available for agricultural production? _____Acres
3.1 How many different plots or locations? _______________
3.2 At any one time, is this whole acreage fully cultivated? Yes.........No.......
If no, give the amount cultivated and reasons for not cultivating all?
-------------------------------------------------------------------------------------------------------------
2.5. For the crop being produced, detail the following activities?
(Indicate or give details of the availability or utilization of the following to give a better understanding of the farming techniques used)
Particulars NAME OF CROPS
Crop 1: Crop 2: Crop 3:
1. Acreage
2. Plants/Acre
3. Number of crops per year
4. Spacing (Intensive, extensive etc)
5. Pure stand, Mixed
6. Irrigation
7. Fertilizers
8. Insecticides
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9. Fungicides
10. Nematicides
11. Organic
12. Packing Crates
13. Washing
14. Grading /standardization
15. Water quality
16. Field Toilets
17. Pesticide safety period observed
18. Pesticides used as /recommended
19. New boxes, bags used for marketing
20. Condition of packing area
21. Volume rejected
22. Marketable yield
3.2 For the market(s) you trade most of your produce, indicate the following:
Market % sold in this market
% rejected
Marketing arrangement
(Contract, terms of
payment/COD)
Delivery time from harvest to
market
Time of Day used for delivery
Hotels
Supermarket
Restaurants
Local Wet Markets
Higglers/Wholesale
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Processors
Others
3.3 Marketing Effort:
Comment on marketing arrangements _______________________________________________
Type of transport used (covered, refrigerated, etc) ______________________________________
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SECTION IV: FARM INFRASTRUCTURE CHARACTERISTICS
This Section identifies current constraints faced by producers that would impact ability to supply
4.0 For each parcel of land please state:
Land / Plot Plot # 1 Plot # 2
Tenancy: Own, rent, lease, squat
Distance from residence
Type of road access (public, private, footpath)
Condition of road access
Source of water supply
Problems: larceny, stray animals...
Problems: Agronomy
Problems: Marketing
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SECTION V: PRODUCTION PROBLEMS
This Section identifies current constraints faced by producers that would impact ability to supply
5.1 Where do you obtain information on growing your crop?
(i) Extension Officer: (a) RADA ( ) (b) IICA ( ) (c) Jamaica Producers ( )
(ii) Farm Supply Store ( )
(iii) Other Farmers ( )
(iv) Other (Specify) _____________________________________
5.2 (a) Is the information you received adequate:
Yes ( ) No ( )
(b) If not, what other information do you require?____________________________
5.3 How do you finance your farm operations?
(i) Personal finance ( ) (ii) Farm loan ( ) (iii) Other (specify)
____________________________________________________________
5.4 Who do you borrow money from? _________________________
5.5 Do you have any difficulty in obtaining these funds?
(a) Yes ( ) No ( )
(b) If yes, what are some of these problems? ____________ ____________
5.6 Do you keep farm records?
(a) Yes ( ) No ( )
(b) If no, why?__________________________________
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5.6.1 Explain the technique you use to keep a track of money spent on the farm or to know if you are making money. __________________________________________________________
5.7 Do you intend to continue growing cash crop?
(a) Yes ( ) No ( )
(b) Please state the reasons for your answer ________________________
____________________________________________________________
5.8 Any farmer recommendations for removing binding constraints or improvement in the Agribusiness system
____________________________________________________________________
____________________________________________________________________
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SECTION VI
PREFERRED RELATIONSHIP WITH SUPPLIERS
(1) Are you willing to exclusively supply the hotels rather than selling to the wet markets?..........................................................................................................................
..........................................................................................................................................
(2) if you are given the opportunity to supply a hotel under a contract relationship, ideally how long would you prefer the contract to be.
..........................................................................................................................................
(3) If given a contract, would you be willing to supply at a stable price throughout the year?
..........................................................................................................................................
(4) Did you have any experience with ensuring contracts are honored in markets?
..........................................................................................................................................
(5) If you are to request government to make any input to facilitate the development of services between the farmers and the buyers, what would you ask for? (tick)
(a) investment in the market infrastructure
(b) build good farm access roads
(c) farm-centralized packing houses
(d) slaughter houses
(e) market information system
(f) a ministry representative to seek the farmers interest
(g) a pension plan
(h) stable prices
(i) government to pay farmers to produce what the market want at agreed prices
(i) Establishing long-term relationships in advance can minimize the risk
(j) is there the need for companies to build mutual trust and the confidence with you?
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FORM 4
POLICY MAKERS AND STAKEHOLDERS QUESTIONNAIRE (SAMPLE)
The Jamaica Social Investment Fund (JSIF) has undertaken the initiative to improve the income in poor rural communities of Jamaica. The primary goal is to strengthen the supply chain linkages between small farmers and the markets: (Hotels, Restaurants, Processors, Supermarkets, wholesalers, etc). This list of questions provides a guide for the discussions with policy makers and other key stakeholders. The intention is to obtain the views and recommendations that can be used to inform policy makers as it relate to the commodities of interest and for the development of the target group.
______________________________________________________________________________
Name of Respondent: …………………………………….
Name of Organization:…………………………………….
Address / Contact No.:……………………………..
We have been asked by the JSIF as part of their social development portfolio to examine the commodities listed below and the possible roles they may play as part of a rural development initiative. The rationale for choosing the commodities is also listed:
Rationale Targeted Commodities
Import Substitution Tomato Carrots Watermelon Cantaloupe
Import Substitution and Processing Capacity
Hot Peppers Escallion
Food security and value added Yellow yams Yams
Import Substitution Fish Sheep and goats
(1) In terms of your responsibility or portfolio, what is your principal role as it relates to development of the agricultural sector of Jamaica in general?
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
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(2) What is your principal role as it relates to development of the small farming community in particular?
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
(3) What is your specific area of interaction as it relates to greater utilization of locally produced agricultural commodities vs imports by the following?
Agro-processors:_______________________________________________________________
Supermarkets_________________________________________________________________
Hoteliers____________________________________________________________________
Restaurant / Food Service_______________________________________________________
Middlemen___________________________________________________________________
4. What can be done to develop and / or strengthen the relationship between small farmers and the local hospitality sector as it relate to marketing and greater utilization of the commodities of interest?
______________________________________________________________________________
____________________________________________________________________________________________________________________________________________________________
5.What are your views on the current tariffs on imports on the commodities of interest and the benefits they accrue to small farmers?
______________________________________________________________________________
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
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6. What regulatory instrument would you support for the following agricultural produce?
Tariffs Licenses & Approval
1. Carrots
2 Tomatoes
3. Escallion
4. Hot peppers
5.Watermelon
6.Cantaloupe
7.Fish
8. Goat meat
9. Yams
7. Given the state of the agricultural sector in general and small farmers in particular as they exist now, and the need to improve to international standards, what do you recommend for the following?
a. Food safety and adherence to international standards:
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
b. The regime of tariffs, safeguards and support for sensitive/strategic products;
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
c. Development of any other trade policy instruments as a production and marketing strategy.
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
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7. What final comment would you like to make about this JSIF attempt to strengthen the relationship between small farmers and the local key players in the market?
____________________________________________________________________________________________________________________________________________________________ ______________________________________________________________________________
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Table A1 Tomato Production in 2006
Parish Area reaped (Hectares) Yield (tonne per Hectare Production (Tonne)
St. Elizabeth 395 16 6,364
Manchester 284 19 5,259
Westmoreland 136 20 2,702
Clarendon 111 20 2,240
Trelawney 95 14 1,290
St. Catherine 65 18 1,157
St. Ann 58 15 879
St. James 40 19 735
Portland 50 15 729
St. Mary 44 16 686
Hanover 27 16 438
Kgn & St. Andrew 27 14 372
St. Thomas 18 13 239
Total 1,350 Av =17 23,090
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Table A2 Monthly Wholesale Market Data 2007
2007 Carrot $J/ 100 lbs
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Week 1 4000 3000 3250 4000 4500 4500 4500 4000 5000 5500 8500 6500
Week 2 4000 3500 3750 4000 5000 4000 4500 4000 6500 7000 7500 6000
Week 3 3750 3500 4000 4000 4500 4000 4500 5000 7000 5500
Week 4 4000 3250 4000 4000 5000 6500
$/45 kg 3937.5 3312.5 3750 4000 4750 4166.667 4500 4500 #DIV/0! #DIV/0! 7375 5750
Bag kg 45 45 45 45 45 45 45 45 45 45 45 45
$/kg 87.50 73.61 83.33 88.89 105.56 92.59 100.00 100.00 #DIV/0! #DIV/0! 163.89 127.78
2008 Carrot $J/ 100 lbs
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Week 1 5500 4500 4500 5000 4000 4000 4000 2750 2500 4500 8000
Week 2 4500 4500 5000 4500 4500 4500 4000 2750 3000 5500 9500
Week 3 4500 3500 4000 4500 3500 2500 4000 6500
Week 4 4500 2500
$/45 kg 4750 4166.667 4750 4500 4250 4333.333 3500 2625 4000 6500 8750 #DIV/0!
Bag kg 45 45 45 45 45 45 45 45 45 45 45 45
$/kg 105.56 92.59 105.56 100.00 94.44 96.30 77.78 58.33 88.89 144.44 194.44 #DIV/0!
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Table A3 Canada HS: 071490 Arrowroot,salep etc fr o drid whether o not slicd o pelletd &sago pithin 2007
Exporters
Trade Indicators
Imported value 2007,
USD thousand
Trade balance 2007 in USD
thousand
Share in Canada's imports,
%
Imported quantity 2007
Quantity unit
Unit value,
(USD/unit)
Imported growth in value
between 2003‐2007, %, p.a.
Imported growth in quantity between 2003‐2007, %, p.a.
Imported growth in value
between 2006‐
2007, %, p.a.
Ranking of partner countries in world exports
Share of partner countries in world exports,
%
Total export
growth in value of partner countries between 2003‐2007, %, p.a.
'World 11997 ‐11991 100 12557 Tons 955 18 10 34 100 11
'United States of America 4765 ‐4759 39.7 5203 Tons 916 45 38 211 10 2.6 28
'China 4165 ‐4165 34.7 4872 Tons 855 21 13 ‐5 1 31.7 12
'Jamaica 1633 ‐1633 13.6 1033 Tons 1581 8 1 8 3 6.6 2
'Costa Rica 591 ‐591 4.9 687 Tons 860 27 24 ‐1 2 12.9 11
'Brazil 257 ‐257 2.1 259 Tons 992 ‐10 ‐16 ‐23 12 2.1 3
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Table A4 United Kingdom Imports of Product : 07149090 ROOTS AND TUBERS OF JERUSALEM ARTICHOKES AND SIMILAR ROOTS AND TUBERS WITH HIGH STARCH OR INULIN CONTENT, FRESH, CHILLED, FROZEN OR DRIED, WHETHER OR NOT SLICED OR IN THE FORM OF PELLETS, AND SAGO PITH (EXCL. ROOTS AND TUBERS OF MANIOC,
Exporters Imported value in 2005 Imported value in 2006 Imported value in 2007
'World 1694 2691 4789
'India 201 924 1719
'China 719 719 799
'Ghana 28 17 361
'Pakistan 21 130 297
'Jamaica 0 117 225
'Thailand 173 224 198
'Bangladesh 0 27 109
'Viet Nam 49 64 61
'Costa Rica 0 8 38
'Brazil 43 4 35
'Uganda 0 0 25
'Cameroon 0 0 17
'Nigeria 0 2 14
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Table A5 Yam Production Tables Crop :Lucea Yam Parish Area reaped (Hectares) Yeild (tonne per Hectare Production (Tonne) Kgn & St. Andrew 0 15 5 St. Thomas 1 14 10 Portland 5 16 80 St. Mary 3 17 59 St. Ann 29 15 428 Trelawny 293 15 4395 St. James 52 17 878 Hanover 63 17 1111 Westmoreland 90 17 1535 St. Elizabeth 68 16 1150 Manchester 8 17 140 Clarendon 1 19 17 St. Catherine 2 16 26 Total 615 9831 Crop :Negro Yam Parish Area reaped (Hectares) Yeild (tonne per Hectare Production (Tonne) Kgn & St. Andrew 4 16 67 St. Thomas 2 15 28 Portland 12 17 209 St. Mary 3 16 50 St. Ann 23 16 357 Trelawny 465 15 6975 St. James 63 18 1122 Hanover 9 18 158 Westmoreland 0 0 St. Elizabeth 27 16 427 Manchester 133 18 2300 Clarendon 37 20 766 St. Catherine 12 16 197 Total 790 12654
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Crop :Renta Yam Parish Area reaped (Hectares) Yeild (tonne per Hectare Production (Tonne) Kgn & St. Andrew 8 17 127 St. Thomas 53 17 893 Portland 80 18 1371 St. Mary 11 20 224 St. Ann 12 16 190 Trelawny 37 17 591 St. James 26 18 468 Hanover 12 16 184 Westmoreland 42 17 686 St. Elizabeth 110 18 1917 Manchester 8 19 158 Clarendon 39 18 697 St. Catherine 26 17 451 Total 463 7956 Crop :St vincent Yam Parish Area reaped (Hectares) Yeild (tonne per Hectare Production (Tonne) Kgn & St. Andrew 2 15 26 St. Thomas 19 14 275 Portland 37 18 654 St. Mary 7 18 133 St. Ann 10 13 121 Trelawny 6 14 76 St. James 14 16 212 Hanover 6 15 84 Westmoreland 35 15 534 St. Elizabeth 20 15 318 Manchester 6 17 98 Clarendon 6 15 86 St. Catherine 7 16 101 Total 173 2717
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Crop :Sweet Yam
Parish Area reaped (Hectares) Yeild (tonne per Hectare Production (Tonne) Kgn & St. Andrew 8 15 113 St. Thomas 2 14 22 Portland 4 17 65 St. Mary 9 16 131 St. Ann 80 13 1009 Trelawny 74 13 906 St. James 46 15 716 Hanover 32 15 480 Westmoreland 38 16 583 St. Elizabeth 37 16 552 Manchester 17 15 262 Clarendon 88 16 1319 St. Catherine 8 15 119 Total 440 6275 Crop :Tau Yam Parish Area reaped (Hectares) Yeild (tonne per Hectare Production (Tonne) Kgn & St. Andrew 0 0 St. Thomas 2 16 38 Portland 1 17 22 St. Mary 3 18 60 St. Ann 11 15 154 Trelawny 28 17 461 St. James 17 18 311 Hanover 0 0 Westmoreland 17 17 280 St. Elizabeth 20 17 342 Manchester 4 20 80 Clarendon 52 20 1036 St. Catherine 8 16 130 Total 163 2913
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Crop :Yellow yam Parish Area reaped (Hectares) Yeild (tonne per Hectare Production (Tonne) Kgn & St. Andrew 22 16 347 St. Thomas 7 16 114 Portland 60 20 1231 St. Mary 25 18 451 St. Ann 339 17 5955 Trelawny 2751 16 42621 St. James 136 18 2450 Hanover 151 17 2562 Westmoreland 96 17 1650 St. Elizabeth 227 16 3732 Manchester 566 20 11320 Clarendon 244 22 5326 St. Catherine 48 17 813 Total 4672 78571 Crop Other yam Parish Area reaped (Hectares) Yeild (tonne per Hectare Production (Tonne) Kgn & St. Andrew 3 16 43 St. Thomas 2 15 26 Portland 6 19 114 St. Mary 6 20 110 St. Ann 13 16 211 Trelawny 25 18 462 St. James 4 16 62 Hanover 0 16 3 Westmoreland 0 0 St. Elizabeth 40 18 711 Manchester 7 20 159 Clarendon 6 21 120 St. Catherine 4 18 66 Total 115 2088
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