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LIBERIA NATIONAL CASSAVA SECTOR STRATEGY

Monrovia, July 2010

European Union All ACP Commodities Programme

http://upload.wikimedia.org/wikipedia/en/1/12/Coat_of_arms_of_Liberia.png

BACKGROUND European Union’s All ACP Agriculture Commodities Programme (AAACP) was initiated in September 2007 jointly by the EU and the ACP Secretariat. The main objective of the programme is to reduce poverty, while improving and stabilizing revenues and living conditions of agricultural commodity producers in ACP countries.

Liberia’s involvement in this programme, and the subsequent focus on the cassava sector, came as a result of a joint initiative of the Ministry of Agriculture, Ministry of Commerce and Industry as well as other stakeholders in collaboration with the International Trade Centre (ITC), in Geneva, Switzerland.

The Cassava sector elaboration process was launched during a kick-off workshop held in Monrovia in February 2009, which has been followed by two successive workshops in July and December 2009, respectively. These three workshops, in total, brought together participants from the Ministry of Agriculture, the Ministry of Commerce, the Ministry of Gender, farmer based organizations, private sector organizations, the UN agencies, International NGOs, as well as other public and private stakeholders.

Based on the experience of ITC in other countries, where similar projects have been developed, this process emphasized on a participatory market-led approach and focused on domestic, regional and international market opportunities. The process eventually led to the adoption of a strategy articulated around six major objectives centered on the following themes: institution building and Public Private Partnership coordination; information gathering; research and development; capacity building; access to finance; and improving production, processing and distribution.

The final draft of the Cassava Sector Strategy was validated in July 2010 during a meeting attended by all the stakeholders in the value chain. The meeting was chaired by the Minister of Agriculture, the Deputy Minister of Industry and the Minister of Youth and Sports. During the validation meeting, the Minister of Agriculture committed to ensuring that the strategy is approved and adopted by the government and the legislature for a national recognition.

The Strategy is a private sector led initiative and aims at articulating the private, public as well as implementing partners along the value chain with the shared objective of better responding to the cassava market and development opportunities.

Liberia Cassava Sector Strategy

ACKNOWLEDGEMENTSThe Cassava Sector Strategy was elaborated thanks to the financial support of the European Union’s All ACP Commodity Programme (AACP) and technical assistance from the International Trade Centre, a UN agency, based in Geneva, Switzerland.

Special thanks to Mr. Hernan Manson and Antonio Lopez, the technical advisors from ITC, who provided throughout the strategy development technical support and assistance. We would also like to extend our gratitude to the Ministry of Agriculture and the Ministry of Commerce and Industry in particular to the Minister of Agriculture, Dr. Florence A. Chenoweth and Minister of Commerce and Industry, Honorable Miata Beysolow as well as their technical teams for their guidance and support.

We would like to commend the dedication and hard work of more than 100 individuals representing farmers, processors, buyers throughout the 15 counties of Liberia, support institutions and government officials who have now given the cassava sector a visible face and can claim that for the first time they have all met under the same roof to decide on its future.

Special thanks to IITA and FAO specialists in Liberia, government agencies and all collaborating institutions who have immensely contributed to the enrichment of this strategy.

Many thanks to all the National Cassava Sector Coordinating Committee members for their commitment and hard work. Our deepest gratitude also goes to the two National Consultants, Hilary Barbington David and Abu S. Konneh who compiled the strategy and organized logistics during the strategy development process.

The National Cassava Sector Coordinating Committee wishes to reaffirm its engagement to the sector stakeholders and Government authorities to continue to work harder than ever to ensure the implementation of the strategy.


MESSAGE FROM THE MINISTER OF AGRICULTURE: DR. FLORENCE CHINOWETH

The Cassava strategy is very important to all Liberians and it is important for Liberians to understand that it does not mean that it would reduce emphasis on rice. Rice is still Liberians national stable crop/food and will remain Liberian stable crop/food as well as other food products like bean, eddo, sweet potatoes, plantain, etc. However, to drive a development agenda there is a need to adopt the approach used for the cassava sector.

I can assure you that the Cassava Sector Strategy document will not go on the shelve but will be presented to the Cabinet, headed by the President, H.E. Madam Ellen Johnson Sirleaf . I will make sure that it gets on the Cabinet’s agenda as soon as possible to have it passed through the cabinet and make it an official document of the government of Liberia. I would like to encourage the National cassava sector coordinating committee (NCSCC) after the adoption of the document by the Cabinet and the legislature to go up to the counties to inform and educate the population on the cassava strategy and see what can be done to increase the production of cassava. To achieve that, I would like to recommend that the NCSCC works closely with the Ministry of Information as well as the media to help spread the message.

In order to facilitate the work of the National Cassava Sector Coordinating Committee, the Ministry of Agriculture commits to offering the latter an office space within the Food Security Department at the Ministry of Agriculture. We will not only collaborate with the NCSCC but also network with the Ministry of Youth, the Ministry of Commerce and Industry, as well as the Ministry of Planning and Economic Affairs, to help forward the development agenda of the cassava sector.

MESSAGE FROM THE ASSISTANT MINISTER OF INDUSTRY: HONORABLE SEI W. GAHN

The cassava sector is one of the sectors in Liberia that the Ministry of Commerce and Industry has taken keen interest in. During a workshop organized by ITC and other stakeholders at the Corina Hotel, the Ministry of Commerce and Industry anticipated and informed stakeholders about the efforts that have been made by the Ministry in the cassava sector to ensure that there is value added to the project in order to help the farmers grow in the cassava sector. For the ministry of Commerce and Industry, cassava sector is one of those sectors that will build the Liberian people.

I would like to thank ITC, NCSS for their efforts to buttress and help the Liberian stakeholders to be able to achieve a step in developing the cassava sector. The Ministry of Commerce and Industry will do everything it can to support the implementation of the strategy for the well being of the Liberian population in particular the cassava growers.


MESSAGE FROM THE MINISTER OF YOUTH AND SPORT – MRS ETMONIA TARPEH

Youths are the beneficiaries of opportunities that can improve the livelihood and the income of the Liberian people. I would like to urge the youth to take advantage of the cassava sector to enlighten themselves on what it is and how they can benefit from it. Unfortunately the young people in Liberia do not see working in the soil as a way of generating their own income. They think that it is better to learn computer and most times they do not have access to computer as compare to cassava that you could just grow in your yard, sell and make money. I would like to urge the farmers to encourage the young people to go back to the soil and to use the soil as their bank because that is where the money is. The soil is the best place for investment and the Ministry of Youth and Sport is committed to work with the NCSCC in order to ensure that the young people in Liberia benefit from the implementation of the Cassava Sector Strategy.

MESSAGE FROM THE NATIONAL CASSAVA SECTOR COORDINATING COMMITTEE

We have arrived at this point after months of active work, discussions, exchanges, interjections and deliberations. We have established objectives. Working groups have elaborated on these objectives and an implementation plan including some potential funding agents and other supporters have been identified.

We are all in this together. The efforts and works of all will contribute to the whole. The way forward depends on us – stakeholders, farmers, the National Cassava Sector Coordinating Committee, Government, supporting agencies, private sector, institutions and organizations among others. We must see this strategy as a rebirth – an instrument as to the way forward for the entire cassava sector.

This is the time to look for solutions. This is the time to be creative and to generate new activities. Let us face the challenges. Let us chart a course, not by chance but a deliberate and sustainable course for the future of the cassava industry. Let the people of Liberia be the beneficiaries. Let the strategy guide us to work together with the Government, the Implementing Partners and the sector stakeholders towards this end.

The National Cassava Sector Coordinating Committee is committed to play its full role in the implementation of the Strategic Plan for the Cassava Sector.


Names of members who contributed to the development of the Cassava Sector Strategy.

Name Organization

Michael Titoe Chairman, Ministry of AgricultureJosephine Francis Arjay Farms, Inc.Una Kumba Thompson WolpnetCharles McClain Ministry of AgricultureEric Nimely Liberia Farms, Inc.Solomon Gofleetoe Union Rural FarmersVanii Baker National Investment CommissionMomo M. Sandimanie Ministry of CommerceFranklin A. Henries AgrogemDr. Sizi Subah Ministry of Agriculture


Table of Contents

BACKGROUND..................................................................................................................................................2

ACKNOWLEDGEMENTS....................................................................................................................................3

LIST OF ABBREVIATIONS AND ACRONYMS.....................................................................................................10

VISION OF THE CASSAVA SECTOR STRATEGY.................................................................................................12

MISSION OF THE NATIONAL CASSAVA SECTOR COORDINATING COMMITTEE...............................................12

EXECUTIVE SUMMARY....................................................................................................................................13

I. INTRODUCTION......................................................................................................................................18

II. FACTS AND FIGURES ON THE CASSAVA INDUSTRY IN THE WORLD........................................................19

A. The Global Cassava Industry.....................................................................................................................19

B. Cassava Based Products............................................................................................................................20

C. Global market for cassava products.........................................................................................................21

D. Regional Market.......................................................................................................................................26

III. THE LIBERIAN CASSAVA SECTOR.............................................................................................................26

A. Sector overview and relevant statistics....................................................................................................26

B. Cassava products traded in Monrovia......................................................................................................27

C. Potential of the Liberian Cassava Sector...................................................................................................29

A. Existing Policy on Cassava in Liberia.........................................................................................................30

IV. STRATEGY FOR LIBERIA’S CASSAVA SECTOR...........................................................................................33

A. Vision of the strategy................................................................................................................................33

B. Guiding Principles.....................................................................................................................................33

C. Objectives of the strategy.........................................................................................................................34

D. Duration of the strategy...........................................................................................................................34


E. Cassava Sector Strategy and Liberia Poverty Reduction Strategy...........................................................35

F. Cassava sector strategy and women empowerment..............................................................................35

G. Cassava sector strategy and youth empowerment................................................................................35

H. Beneficiaries and expected impact...........................................................................................................36

I. Targets......................................................................................................................................................36

J. Expected Results.......................................................................................................................................37

K. Impact.......................................................................................................................................................38

L. Approach..................................................................................................................................................38

M. Objectives, sub objectives, expected results and activities..................................................................39

OBJECTIVE I..................................................................................................................................................39

OBJECTIVE II.................................................................................................................................................42

OBJECTIVE III................................................................................................................................................44

OBJECTIVE IV................................................................................................................................................47

OBJECTIVE V.................................................................................................................................................49

OBJECTIVE VI................................................................................................................................................52

V. IMPLEMENTATION FRAMEWORK...........................................................................................................55

A. Role of National Cassava Sector Coordinating Committee.......................................................................55

A. Stakeholders and support institutions....................................................................................................56

1) Stakeholders.............................................................................................................................................56

2) Support Institutions..................................................................................................................................56

3) Roles of stakeholders and support institutions........................................................................................57

VI. FUNDING................................................................................................................................................59

VII. MONITORING AND EVALUATION MECHANISM......................................................................................60

VIII. IMPLEMENTATION PLAN........................................................................................................................61

IX. Annexes..................................................................................................................................................87


Annex 1.............................................................................................................................................................87

Annex 2 :...........................................................................................................................................................93


LIST OF ABBREVIATIONS AND ACRONYMS

AACP All ACP Commodity Programme

ACC Agriculture Coordinating Committee

CARI Central Agricultural Research Institute

CIAT International Centre of Tropical Agriculture (in Spanish)

CLAYUCA The Latin American and Caribbean Consortium to support Research and Development of Cassava (in Spanish)

CORPODRP Spanish acronym for Corporation for Participatory Rural Development

ELBC Liberia Broadcasting Corporation

ER Expected Result

EU European Union

FAO Food and Agricultural Organization

FBO Farm based organizations

GAP Good agricultural practices

GMP Good management practices

ICM Integrated crop management

IITA International Institute of Tropical Agriculture

INGO International non-governmental organization

ITC International Trade Centre

MIA Ministry of Internal Affaires

MoA Ministry of Agriculture

MOGD Ministry of Gender Development

NCSCC National Cassava Sector Coordinating Committee

NIC National Investment Commission


MoCI Ministry of Commerce and Industry

NGO Non-governmental organization

PPP Public Private Partnership

R&D Research and Development

UNCTD United Nations Conference on Trade and Development

WFP World Food Programme


1st Cassava strategy elaboration workshop

VISION OF THE CASSAVA SECTOR STRATEGY

A dynamic industry contributing significantly to Liberia’s economic development, national peace and stability, as well as the improvement of living standards of the Liberian people.

MISSION OF THE NATIONAL CASSAVA SECTOR COORDINATING COMMITTEE

To establish a viable cassava sector as a major agricultural and economic driver in achieving objectives of Liberia’s economic agenda and poverty reduction.


EXECUTIVE SUMMARY

Importance of Cassava in Liberia

According to the Food and Agriculture Organization (FAO), cassava is the third most important source of calories in the tropics, after rice and corn. Millions of people depend on cassava in Africa, Asia and Latin America. It is grown by poor farmers, many of them women, often on marginal land. This crop is vital for both food security and income generation.

In Liberia, Cassava is the second most important food crop. It is grown throughout the country, although the area covered may vary considerably for different counties. A survey conducted by the Liberian Ministry of Agriculture in 1978 indicated that the total area covered by the crop in 1977 was only 86 000 ha with an average yield of 1800 kg/ha, and that 39 400 or 26 percent of all agricultural households in the country were involved in the production of cassava.

Cassava cultivation in the country increased substantially early in the 1980s. Total production for 1985 was estimated at 283 million kg which represents a significant increase of 23 percent compared to the 1984 production figures of 218 million kg. The same increase was also noted for area harvested (113 100 ha) and yield per ha (2500 kg). The number of households growing the crop in 1986 amounted to 95 400 or 62 percent of all agricultural households (FAO 1980).

The following facts relating specifically to cassava show that it is:

a) produced by over 60 percent of farming households in Liberia;

b) a main provider of calories in the diet of Liberians;

c) an important contributor to the GDP (550 000 metric in 2007, for an estimated value of US $ 39 633 000).


Display of Cassava roots

Furthermore, in the near future cassava can play a very important role in the Liberian economy by making the transition from a mere staple food to a high value product and the raw material being used for the processing industry.

This process would result to fresh cassava roots being transformed into secondary products, such as starch, flour, glue and even ethanol, within a market-driven, commodity chain approach.

The intrinsic characteristics of cassava that make it interesting as a commodity and as a major economic driver can be expressed as follows:

i. it has greater clarity and viscosity than other comparable starches;

ii. it remains very stable in acidic food products and;

iii. it has excellent properties for use in animal feed, non-food products, such as pharmaceuticals and others.

In addition to contributing to food security, the promotion of Liberia’s cassava sector can lead to a significant boost in the following areas: agro-food industry (cassava flour, chips, etc), non-food industry (glue, starch, etc.), poultry & livestock industries (chicken feed, pig feed, etc). It can also contribute significantly to the empowerment of women and youth, who make up the majority of small holder producers and carry out over 80 percent of trading activities in the rural areas.

Market opportunities for Cassava

Africa produces more cassava than the rest of the world combined. The producing nations are Nigeria (35% of total African production and 19% of world production), the Democratic Republic of the Congo, Ghana, Tanzania, and Mozambique. Cassava production in West Africa has doubled from 25.8 million tons in 1990 to 52.3 million t in 2004 (FAO 2007).

In the Nigerian State of Ekiti, Chinese investors recently constructed a US $ 23.4 million integrated cassava-based bio-fuel ethanol refinery. The refinery, which is scheduled to be completed within 22 months, will produce 30 000 of ethanol and create over 1000 jobs.

The participatory market analysis carried out during the strategy formulation process revealed many prospects for Liberia’s cassava industry, as illustrated below:


a) Fresh cassava : waxed, root peeled, dried, instant boiled and vacuum packed cassava. The development driver priority would be to promote food security and food import substitution. The destination markets include village markets, city markets, supermarkets, millers and processors.

d) Processed cassava : this segment includes basic processed products such as gari, fufu, baby food, cassava bread, snacks, biscuits, etc. Targeting this segment will promote increased employment, food import substitution and food security in both rural and urban areas. Markets identified include village and city markets, but also regional and international markets (EU, USA & Asia).

e) Animal feed : the second most important utilisation of cassava worldwide is animal feed. At present about a quarter of the global production of cassava is utilized as feed ingredient for pork, poultry, cattle and fish farming, directly or indirectly through its incorporation into compound feeds. Within the EU, the largest markets for cassava in terms of feed are the Netherlands, Belgium, Spain, Germany and Portugal.

f) High quality cassava flour : mixed flour for bakeries in Liberia and the sub-region is another market opportunity for stakeholders of the sector and for an effective substitution of imported wheat flour.

g) Bio fuel market : viewed from a middle and long term perspective, the bio fuel industry could also be a viable market segment.

Objectives of the strategy

Participants united within the sector’s multi-stakeholder forum concurred on a strategy targeting the following objectives:

Objective 1: Create strong Institutions and Coordinate public private partnership (PPP) mechanisms for sector strategy, framework development, policy formulation and alignment.

Objective 2: Conduct a detailed sector analysis to enable informed decisions on existing empowerment opportunities and incentives.

Objective 3: Develop and strengthen access to inputs and R&D to insure adequate sustainable production and processing along the value chain

Objective 4: Empower small holder farmer organizations and foster an entrepreneurship mindset.


Objective 5: Improve access to finance along the value chain.

Objective 6: Improve access to technology for processing to achieve quality, consistency and quantity.

Expected Results (ER)

The strategy targets a set of key results in accordance with the six selected objectives

a) ER 1: strong institutions and policies capable of driving the strategy and creating an enabling policy environment. These institutions would include: a National Cassava Sector Committee (Secretariat), a Cassava Growers Association, an Association of Cassava Processors.

b) ER 2: Producers, processors and distributors would have a better understanding of existing market flows through the results of a detailed cassava market survey and comprehensive value chain analysis of the national and global cassava industry.

c) ER 3: Selection of 5 improved varieties for maximum output.

d) ER 4: Nationwide trainings of 100 000 farmers, and 400 processors.

e) ER 5: 20 regional cassava business centres (mini production and processing units) established throughout the 15 counties of Liberia.

f) ER 6: adequate funding mobilised, in line with established budget, for the long term implementation of the strategy.

Implementation Framework

The Liberia National Cassava Sector strategy is an agreed long term plan of action by Liberian cassava sector stakeholders and the Government of the Republic of Liberia, for the development of the nation’s cassava sector. It identifies and articulates specific time bound actions and measures to be taken to enable the sector to reach its full potential through a coordinated approach that involves all sector stakeholders.

The strategic initiatives will be implemented by the National Cassava Sector Coordinating Committee (NCSCC), under the oversight of the Ministry of Agriculture and the Ministry of Commerce and Industry. The NCSCC is composed of members representing the private sector, government representatives, as well as representatives of farmers. The role of the committee will be as follows:


a) To ensure a coordinated, consistent, efficient and realistic development Liberia’s cassava sector;

b) To engage the effective participation of all sector actors (cassava growers, processors, distributors and buyers)

c) To identify the role and coordinate the point of entries of individuals and all

private and public institutions.

d) Provide a framework for effective coordination, monitoring, and review of sector development activities, as well as programs of all stakeholders.


I. INTRODUCTION

Globally, over 7 billion metric tons of cassava based products are traded per year internationally for an estimated value of over 1 billion US dollars. More than 500 million farmers, countless processors and traders around the world live on the cassava industry. Cassava can be processed into an array of over 150 products within the following categories: animal feed, starch, noodles, flour, sweeteners, organic acids and ethanol.

The agricultural sector of the Republic of Liberia holds a major key to the nation’s economic recovery. The availability of fertile soil and the abundance of rainfall can set the stage for Liberia’s remarkable comeback both agriculturally and economically.

Cassava is the second most important food crop in with annual production estimated at 1,693,770 MT in 2007 (MOA/FAO Post-harvest 2008 assessment report). It can be planted all year round, and the time of harvest is not critical since it can be stored under the ground. It is therefore very important for food contingency, especially before rice is harvested in many farming communities. In addition, cassava leaves are an important vegetable, although harvesting of leaves adversely affects tuber yield (this effect is reduced during the raining season). Crop area is around 0. 5 ha and yields are estimated to be between 6 to 10mt/ha on upland farms. Cassava is grown on flat land and is usually intercropped with maize and sometimes sweet potatoes and peppers1.

The cassava sub-sector bears the promise of playing a significant role in this comeback. Cassava is a crop that is particularly close to the hearts and culture and culture of the Liberian people. It has the potential to contribute substantially to social and economic development both in the rural and urban areas. As a crop, it can also be easily cultivated in a broad set of environments performing with a great potential of yield in those areas with a low fertility; its drought tolerance and high matter yield represents a considerable advantage in making a quick and sustainable impact on the livelihoods of small holder farmers, processors and traders.

Over 800 million people world-wide depend on cassava as a regular source of energy. Per capital consumption in West Africa is more than 120kg per annum while that of Central Africa Republic is more than 300kg per annum.

Nigeria alone produces over 10 million metric tones of cassava per annum. Unfortunately, most of our farmers, businessmen, investors and industrialists are unaware of the investment opportunities which the cassava industry offers.

1Liberia Draft Policy on Agriculture


II. FACTS AND FIGURES ON THE CASSAVA INDUSTRY IN THE

WORLD

A. The Global Cassava Industry

According to the Food and Agriculture Organization (FAO) Global Cassava Development Strategy, cassava is the third most important source of calories in the tropics, after rice and corn. Millions of people depend on cassava in Africa, Asia and Latin America. It is grown by poor farmers, many of them women, often on marginal land. This crop is vital for both food security and income generation.

An estimated 70 million people obtain more than 500 Kcal per day from Cassava and more than 500 million people consume 100 Kcal per day (Kawano 2003). Its ability to grow on poor soils and under difficult climatic conditions as well as the advantage of flexible root harvesting whenever there is a need, make it the ‘crop of last resort’ for farmer families and their domestic animals in the tropics (Hillocks et al. 2001). The importance of cassava as a food crop in Africa becomes obvious when its annual consumption per capita is compared to the rest of the world: While the World average of annual cassava consumption lies around 17 kg/capita in 2001, Africa’s annual consumption is still above 80 kg/capita2.

World production of cassava root was estimated to be 184 million tons in 2002, rising to 230 million tons in 2008. (FAO). The majority of production in 2002 was in Africa where 99.1 million tons were grown. 51.5 million tons were grown in Asia and 33.2 million tons in Latin America and the Caribbean. Nigeria is the world's largest producer of cassava. However, based on the statistics from the FAO, Thailand is the largest exporting country of dried cassava with a total of 77% of world export in 2005. The second largest exporting country is Vietnam, with 13.6%, followed by Indonesia (5.8%) and Costa Rica (2.1%).

2 Center for Comparative and International Studies (CIS) and Institute of Agricultural Economics (IAE) at the Swiss Federal Institute of Technology (ETH Zurich)


http://en.wikipedia.org/wiki/Nigeria

http://en.wikipedia.org/wiki/Caribbean

http://en.wikipedia.org/wiki/Latin_America

http://en.wikipedia.org/wiki/Latin_America

http://en.wikipedia.org/wiki/Asia

http://en.wikipedia.org/wiki/Africa

http://en.wikipedia.org/wiki/Tonne

B. Cassava Based Products

Many products can be derived from Cassava namely:

o Processing for direct human consumption: Cassava-based dishes are widely consumed wherever the plant is cultivated. Cassava is sold as fresh roots, processed foodstuffs, such as gari, fufu paste, stripes [wet or dry], tapioca, kpokpogari, lafun, chips, dry roots, fried chips etc .It is also sometimes made into the local gin.

o Processing for food industry: Native starch, modified starch, flour as a substitute for wheat flour, monosodium glutamate, sorbitol, high fructose syrup, L-Lysine and citric acid.

o Processing for the animal feed industry: It is cheaper to produce animal feed with cassava than other sources such as corn and wheat. Also, animal feed made with cassava is high in carbohydrate, which makes the animals to be very strong. . Cassava chips or pellets just as groundnut cake, palm kernel cake, soya bean cake, bone meals, are all used in the animals feed industry.

o Processing for other industries: Apart from livestock feeds, processed cassava serves as industrial raw material for the production of adhesives bakery products, dextrin, dextrose glucose, lactose and sucrose. Dextrin is used as a binding agent in the paper and packing industry and adhesive in cardboard, plywood and veneer binding. Food and beverage industries use cassava products derivatives in the production of jelly caramel and chewing gum; pharmaceutical and chemical industries also use cassava alcohol (ethanol) in the production of cosmetics and drugs. The products also find ready use in the manufacture of dry cell, textiles and school chalk etc.


http://en.wikipedia.org/wiki/Cassava-based_dishes

The figure below shows the wide range of products derived from Cassava.

3

C. Global market for cassava products

Cassava tuber may be processed into a variety of products which are hot cakes in the export market. These include chips, flakes, cubes, peeler, starch and flour, pellets, etc. Many European and American countries, including: Germany, UK, France, the Nertherlands among others demand huge quantities of processed cassava products annually. In fact, the use of cassava for compounding livestock feeds has gained wide acceptance in Latin America and Asia. There is booming export market and the European Economic Community (EEC Countries) import over 10 million metric tons per annum. Cassava cubes are used mainly in the compounding of livestock feeds. Thus there is a very high demand for cassava products in both the local and export markets

3 TIPS., AusAid., 2007, Trade Information Brief: Cassava, SADC Trade.


There is a wide range of utilities for cassava on a global level and on a variety of products. It should be noted that “successful value chain intervention requires identification of a sizeable and broad-based commercial opportunity” 4. The following table presents the utilization variations for the broad categories of cassava products: food, feed and others.

The figure below shows the consumption of cassava on a product basis (000 tons)5

World export value for cassava has had an erratic trend from 1995 to 2004. In 2004, the world export value of cassava products had reached $876.98 million. In 2004, Thailand was the lead exporter of cassava products with exports valuing at $373.97 million and accounted for 43 present of total world export value (Figure 8). Viet Nam was the other leading exporter representing 8 percent of total world export value.

4



The following figure shows the Root equivalent of cassava fresh or dry roots exported by major producers

The table below presents the volume of cassava roots imported in the world between 1970 and 2004, a large part of the demand for cassava is linked to the EU and Chinese markets.


The following table presents broadly the evolution of world cassava chips and pellets and starch and flour exports from 1970 to 2004. The trends in exported and imported volumes can also be attributed to the same players as before. However, it should be noted that a vast majority of the flour and starch volumes were imported by China and Japan.

The following table presents the market price for cassava flour and starch since 1990.


6



D. Regional Market

The trend of cassava consumption in Africa is upwards (FAOSTAT 2008) and there are clear indications that it will continue increasing up to 2020 (FAO an IFAD 2004). As a regional market, Africa has the greatest growth potential for the use of cassava as human food. Market demand drives processing and production. There are “many markets” for cassava:

• Traditional food products : the growing, vibrant food market dominates 95% of the cassava market in West and Central Africa and will remain dominant in the short/medium term.

• High quality cassava flour : Nigeria’s recent policy of 10% inclusion of cassava flour in bread can offer important demand and has prospects for the short/medium term

• Animal feed : meat and poultry consumption expected to increase in the region (Nigeria has banned poultry imports) and cassava as feed can reduce animal feed costs by 30%- has potential in the short/medium term. Recently Nigeria reached an agreement with South African countries for Nigeria to export cassava chip to them. These chips would be used to produce animal feed.

• Industrial use of cassava : starch, ethanol, etc. organizing cost-efficient cassava supply difficult; a viable option possibly in the long run, in Nigeria possibly in the medium term.

Each market defines a production, processing and marketing system with specific requirements. Processing and production must comply with market requirements.

III. THE LIBERIAN CASSAVA SECTOR

A. Sector overview and relevant statistics

According to official FAO statistics, in Liberia, cassava ranks as the third agricultural produce, after natural rubber and rice paddy. In 2007, an estimated 550000 metric tons of cassava was produce for an estimated value of US $ 39 633 000.

Table 1: Ranking of Agricultural Production in Liberia7

7 FAOSTAT 2007)


Ranking of Agricultural Production in Liberia in 2007 according to FAO

Rank Commodity Production (Int $1000) Flag Production (MT) Flag

1 Natural rubber 56588 105500 *

2 Rice, paddy 47352 231800 *

3 Cassava 39633 550000 F

4 Bananas 17101 120000 F

5 Vegetables fresh nes 12666 67500 F

6 Game meat 10807 6600 F

7 Palm oil 10536 44000 F

8 Plantains 9537 43000 F

9 Sugar cane 5338 265000 F

10 Maize, green 3837 19500 F

11 Yams 3834 19000 F

12 Hen eggs, in shell 3464 4750 F

13 Nuts, nes 3412 2400 F

14 Coffee, green 2599 3180 *

15 Taro (cocoyam) 2575 25000 F

16 Groundnuts, with shell 2349 5300 F

17 Cocoa beans 2310 3000 *

18 Sweet potatoes 1909 20000 F

19 Pineapples 1518 7850 F

20 Palm kernels 1437 11000 * * : Unofficial figure F : FAO estimate

B. Cassava products traded in Monrovia

Cassava in Liberia is mainly traded as raw material. Cassava products in the two main Markets of Monrovia (Red Light and Duala) are traded in both forms, fresh and processed. Fresh products are roots and leaves, representing 51% of the annual traded amount; whilst Gari, Deeper Fufu, Starch and Fufu are the processed products, representing 49%.


Market Research conducted by the National Cassava Sector Coordinating Committee (NCSCC)

Product

Traded product per year

(Tonnes)*

%

Fresh Roots 80128 27Cassava leaves 71364 24Gari 65104 22Deeper Flou 25040 9Starch 25040 9

FuFu 25040 9

Total291716 100

The price variation through the year

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

J F M A M J J A S O N D

Fresh roots Cassava leaves Gari Deeper Flou Starch FuFu


C. Potential of the Liberian Cassava Sector

The participatory market analysis carried out during the strategy formulation process revealed many prospects for Liberia’s cassava industry, as illustrated below:

b) Fresh cassava: waxed, root peeled, dried, instant boiled and vacuum packed cassava. The development driver priority would be to promote food security and food import substitution. The destination markets include village markets, city markets, supermarkets, millers and processors.

h) Processed cassava : this segment includes basic processed products such as gari, fufu, baby food, cassava bread, snacks, biscuits, etc. Targeting this segment will promote increased employment, food import substitution and food security in both rural and urban areas. Markets identified include village and city markets, but also regional and international markets (EU, USA & Asia).

i) Animal feed : the second most important utilisation of cassava worldwide is animal feed. At present about a quarter of the global production of cassava is utilized as feed ingredient for pork, poultry, cattle and fish farming, directly or indirectly through its incorporation into compound feeds. Within the EU, the largest markets for cassava in terms of feed are the Netherlands, Belgium, Spain, Germany and Portugal.

j) High quality cassava flour (HQCF) : mixed flour for bakeries in Liberia and the sub-region is another market opportunity for stakeholders of the sector and for an effective substitution of imported wheat flour.

k) Bio fuel market : viewed from a middle and long term perspective, the bio fuel industry could also be a viable market segment.

In the Nigerian State of Ekiti, Chinese investors recently constructed a US $ 23.4 million integrated cassava-based bio-fuel ethanol refinery. The refinery, which is scheduled to be completed within 22 months, will produce 30 000 of ethanol and create over 1000 jobs.


A. Existing Policy on Cassava in Liberia8

Issues and constraints

Production of cassava is by traditional technologies, with very low levels of value addition or product development;

Appropriate knowledge, technical information and advice, and improved planting materials that can facilitate investment in the value chains of this crop are limited;

8 Extracted from Draft Liberia Agriculture Policy


Food Security

Livestock Industry

Import Substitution

Agro-food Industry

Cassava Flour

Chips

Non- Food Industry

Glue

Starch

Bio-fuel

Employment generation Poverty Alleviation

Improved Nutrition

Infrastructure for post-harvest management, i.e. handling, storage, processing and transportation are negligible, resulting in relatively high losses, high transaction costs and low returns that render investment in the industry and related enterprises unattractive; and

Industrialization of cassava production and post –harvest value adding is limited and will require investment in hardware, training and promotion.

Strategies

Sustained promotion of the use of simple agronomic soil and water conservation measures

Breeding or introducing varieties that are high yielding and of high quality to meet stakeholders demand, are easy to peel and have delayed post-harvest deterioration

Introducing improved storage methods and drying slabs, and designing affordable and high quality processing machines

Instituting proper weed and pest control and intensifying farmer education on Integrated Pest management (IPM) techniques

Commercializing the cassava value chain


Policy

Intensified diversification in the production and consumption of cassava varieties

Creation and expansion of markets and/or outlets for cassava through promotion of value addition, product development, wider trade arrangements, establishment of special food reserves and special feeding programs.

Intensified production of raw materials from cassava for industries and animal feed,

Investment in cassava research and expansion

Formation and implementation of a National Cassava Initiative to coordinate crop development and promote utilization.

Summary of Issues and Gaps

Subsequent to a detailed analysis of the cassava value chain and all other relevant factors, the following issues and gaps were identified as major obstacles to the growth of the sector in Liberia:

At All Stages Farmers Lack of strategic planning at various

levels of the value chain Lack of policy alignment and

coordination Lack of market information Dependency syndrome among

stakeholders

Lack of cooperation among farmers Absence of strong farmers

association Insufficient capacity in modern

cultivation techniques Limited number of storage facilities Legal bottlenecks on the issue of

land ownership Decrease in farmers population due

to urban migration Lack of loan facilities to farmers Absence of social services to

farmers

Processors Business Support Services

Limited availability or/ and access to machines

Problems related to absence of storage facilities for finished outputs

Absence of processing facilities in some strategic areas

Processed products do not often meet quality and other standards

Insufficient public-private dialogue Unclear tax incentives on export

trade

Rehabilitating and expanding Liberia’s road network will be central to connecting farmers to markets, raising output, reducing prices for food and critical inputs, and stimulating supporting activities throughout the rural areas9.

IV. STRATEGY FOR LIBERIA’S CASSAVA SECTOR

9 Liberia Poverty Reduction Strategy


A. Vision of the strategy

The vision of this strategy is “a dynamic industry contributing significantly to Liberia’s economic development, national peace and stability, as well as the improvement of living standards of the Liberian people”.

B. Guiding Principles

The following principles will apply to the cassava strategy in order to deviate it from the “business as usual approach”:

a) Be based on careful and insightful industry analysis of production/ processing/ marketing system that is demand- and market- driven and includes both the private and public sectors

b) Place emphasis on production/ processing/ marketing ‘priority products’

c) Place emphasis on adding value to cassava products to achieve greater returns to both producers and processors;

d) Promote cassava and cassava based products

e) Build on past and present experience, knowledge and capability;

f) Be science-based, and both knowledge and management intensive

g) Have an overall goal of agricultural transformation using cassava as its commodity base;

h) Be based on innovative private/ public partnerships between producers, processors, marketing people, financiers, and government leaders;


i) Recognize the need for actions relating to both demand for, and supply of, cassava products

j) Improve institutional capacity in R&D support, processing, financing, and marketing;

k) Realise that there is no free ride to a productive and profitable cassava industry. To achieve this will require commitment of funds, development of human resources, and building of capacity, especially at national level, in research and development, management, processing excellence and marketing skills and ingenuity, including innovative and willing public support.

C. Objectives of the strategy

Participants united within the sector’s multi-stakeholder forum concurred on a strategy targeting the following objectives:

Objective 1: Create strong Institutions and Coordinate PPP mechanisms for sector strategy, framework development, policy formulation and alignment.

Objective 2: Conduct a detailed sector analysis to enable informed decisions on existing empowerment opportunities and incentives.

Objective 3: Develop and strengthen access to inputs and R&D to insure adequate sustainable production and processing along the value chain

Objective 4: Empower small holder farmer organizations and foster an entrepreneurship mindset.

Objective 5: Improve access to finance along the value chain.

Objective 6: Improve access to technology for processing to achieve quality, consistency and quantity.

D. Duration of the strategy

The strategy will cover the period of 2010 – 2015.


E. Cassava Sector Strategy and Liberia Poverty Reduction Strategy

According to the Liberia Poverty Reduction Strategy, agricultural production has been increasing, particularly the production of rice and cassava. Cassava production has expanded by 35 percent in two years. Agriculture is critical, since it can create employment and income opportunities for the majority of the Liberian people, particularly young men and women.

A robust agriculture sector will enhance food security, both by providing food and income to farmers and by keeping food prices low for the rest of the country. There is significant potential for growth in agriculture over an extended period, as both total output and farm yields are very low in the aftermath of the conflict. Production in traditional food crops such as rice and cassava has already begun to rebound.

F. Cassava sector strategy and women empowerment Women are major players in the agricultural sector, where they constitute the majority of small-holder producers and the agricultural labor force in general. Women produce some 60 percent of agricultural products, carry out 80 percent of trading activities in rural areas, and play a vital role in linking rural and urban markets through their informal networks. Despite this deep involvement in agriculture, they represent a tiny fraction of participants in the formal sector. However, they also have less access to productive inputs than men, including land, skills training, basic tools and technology10. The Cassava strategy aims at empowering women and youth in order to fight against poverty and unemployment.

G.Cassava sector strategy and youth empowerment The vast majority of Liberians affected by the 14 year old civil war are youth, a large number of whom now feel alienated, frustrated and vulnerable. The youth population aged between 15 and 24 comprises a significant portion of the country’s population; with those under age 15 averaging 40 percent11.

10Liberia Poverty reduction Strategy11 Ministry of Youth and Sports/ African Development Forum/ Liberia Country Brief


Unemployment among the youth population is prevalent, as over 80% of the country’s population is considered unemployment according to UNDP12. The strategy intends to address the vital issue of youth employment in Liberia’s post war context through the creation of job in both the primary and secondary sectors of the economy. Farmers will develop more sustainable livelihoods, thereby enabling to better take care of their children and families. Young graduates will access jobs created by new opportunities facilitated by the implementation of the strategy.

H. Beneficiaries and expected impactThe cassava value chain strategy will impact one and a half million of Liberian people growing cassava in 264009 household, distributed in 15 provinces. Three of these provinces hold 55% of households embracing 43% of the total cassava growers (See Table below). Implementation plan therefore will be oriented to determine those areas of provinces with the more feasible impact pathway and those where the strategy need more investment to reduce significantly indicators of poverty.

I. Targets

The strategy aims at achieving the following targets

Targets 2010- 2015

Increase in commercial production output

50% of the current production

Increase in number of commercial farmers and land utilization

100%

Increase in processing activities 75% of the overall cassava production by 2015This includes the following sub-targets by 2015:

Establishment of 5 large scale processing factories Increase to 20 in the number of medium scale

regional processing entities Increase to 150 in the number of small scale

processing entities throughout the 15 counties.

12 UNDP- Liberia 2008 Annual Development report


Import substitution of cassava based production

Gari, depah, frozen cassava- 99% percent supplied by local producersFluor: 20 % of the overall national flour consumption.Animal feed: an overage of 35% in the overall content of animal feed (poultry, piggery, etc)

Increase in exports 20 million US Dollars

Increase in employment Contribute to the increase of the national unemployment rate by 5 %

a) Productive Targets (targeted increase in production)

100 % increase in cassava production 60 % increase in livestock production increase in import food substitution for cassava based products

b) Social Targets

30 % decrease in rural migration Improved livelihood of 5000 rural households reverse in the current trend of malnutrition within rural household

J. Expected Results

The strategy targets a set of key results in accordance with the six selected objectives:

OBJECTIVE EXPECTED RESULTSObjective 1 Stronger institutions and policies capable of driving

the strategy and creating a cohesive enabling environment for producers, processors and distributors. These institutions would include: a National Cassava Sector Committee (and secretariat), a Cassava Growers Association, an Association of Cassava Processors.


` Objective 2 Producers, processors and distributors would have a better understanding of existing market flows through the results of a detailed cassava market survey and comprehensive value chain analysis of the national and global cassava industry

Objective 3 5 improved varieties selected for maximum output.

Objective 4 100 000 farmers and 400 processors trained.

Objective 5 20 regional cassava business centres (mini production and processing units) established throughout the 15 counties of Liberia. These business centres will supply primarily processed cassava based products in line high quality standards.

Objective 6 Adequate funding mobilised, in line with established budget, for the long term implementation of the strategy.

K. Impact

With the implementation of the cassava sector strategy, it is anticipated that the overall sector contribution to GDP will increase in by 10% over the next 5 years.

However the impact on MDGs will be sustainably greater because the economic impact will be at the rural and subsistence level.

The implementation of the sector strategy targets to improve delivery and quality of cassava based products not only for farmers and consumers, but also for processors by increasing returns from exports and improved sustainable development options for Liberia.

L. Approach

The strategy will use the following approach:

Institution Building: Establishment of associations and federations of associations of cassava growers and processors; establishment, staffing and equipping of the permanent secretariat for the National Cassava Sector Coordinating Committee.


Information Gathering and Dissemination: this component will include the undertaking of market surveys and the dissemination of relevant information to all stakeholders.

Research and Development: this section includes the establishment of participatory programs and projects to support the production and processing demands of the strategy.

Capacity Building: filling knowledge gaps and other capacity building activities demanded by the strategy to get a successful performance from producers and processors in meeting market requirements.

Improving Production, Processing and Marketing: according to market demands, produce and process with high standards, using successful approaches to develop new markets and penetrate existing ones.

M. Objectives, sub objectives, expected results and activities

To realize this vision and respond to the needs of markets identified, the strategy has outlined specific objectives with sub-objectives and concrete actions for the cassava sector. For each component, sub-objectives have been prioritized and implementation partners identified.

This section will provide a brief overview of each of the 6 objectives in the strategy by describing each of the sub-objectives and detailed activities in them.

OBJECTIVE I

Create Strong Institutions and Coordinate Public-Private Partnerships (PPP) mechanisms for Strategy Framework Development, Policy Formulation and Alignment

Strong institutions are a major factor of success in every initiative. In this light, existing institutions such as the National Cassava Sector Coordinating Committee (NCSCC) need to be commissioned and strengthened; and other vital institutions such a National Cassava Growers Association (NCGA) and National Association of Cassava Processors (NACP) need to be created and given adequate support. This objective also aims at ensuring PPP coordination between farmers and other private sector stakeholders, the ministries of agriculture, commerce, planning, internal affairs, gender and public works; as well as UN agencies, local and international NGOs.

To achieve this, activities are mainly sub-divided into three categories and summarized as follows: strengthening and building institutions, identifying and organizing stakeholders, and assisting in policy formulation and alignment to sector needs.


Sub Objectives of the implementation plan Expected results from development activities

Strengthen the National Cassava Sector Coordinating Committee for Strategy Implementation, Monitoring and Coordination.

NCSCC is recognized, strengthened and has the necessary support to coordinate the strategy.

Identify and organize stakeholders along the value chain.

All relevant stakeholders are identified and mobilized for maximum input.

Formulate and align policymaking to sector needs.

The strategy is used as a basis to ensure coherence between policy design, social and economic development and market aspirations of private sector between 2010- 2015.

Activities under Objective 1

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1.1 Review and validate the coordinating committee’s Terms of Reference to conform it as an advisory entity to government’s and state’s policies about cassava and value chain development.

1.2 Review and confirm composition of membership of the NCSCC to ensure effective participation of all stakeholders in the decision-making process of the implementation of the cassava sector strategy.

1.3 To involve the Ministers of Agriculture, Commerce, Planning & Economic Affairs and Internal Affairs in the cassava sector strategy development and implementation process. Each of these ministries should nominate a focal person to the committee.

Ensure that the National Cassava Sector Coordinating Committee is commissioned and supported as the monitoring and implementation body of the strategy.

1.4 Establish a permanent secretariat for the Coordinating Committee.

Iden

tify

and

orga

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st

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old 1.5 Organize a cassava sector stakeholders aligned to the strategy and

the NCSCC, responsible to provide input to sector policy design and action plans (communicating with donors, NGOs, and government).


ers

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chai

n 1.6 Set up a network of processors aligned to the strategy to ensure the dissemination of relevant sector.

1.7 Validate ownership of strategy and objectives with the growers, processors, traders, transport, exporters, (smallholder and commercial level) stakeholders.

Plan for periodical update of strategy implementation progress to stakeholders, government, implementing agencies and donors using direct briefing and media

1.8 Analyze current legislations, policies, regulations, and any strategies that impinge upon the Cassava Sector strategy, determine areas of conflict and potential synergies and investigate alternative formulations (if need be) to contribute positively to the success of the sector.

1.9 Organize thematic working groups to formulate and propose relevant policies for various levels of the value chain

1.10 Develop specific cassava sector development strategy as part of the National Poverty Reduction Strategy.

1.11 To develop a specific phytosanitary regulation for the production, interchange, prices and use of cassava planting material.

1.12 Develop a common framework for Cassava sector development through the strategy that will guide and direct Donors, NGOs and government.

1.13 Establish work plan for a participatory (to stakeholders, government, implementing agencies and donors), monitoring and impact evaluation system of the strategy implementation progress, using meetings, workshops, direct briefing and media


OBJECTIVE II

Conduct a Detailed Sector Analysis to Enable Informed Decisions on Existing Empowerment Opportunities and Incentives.

The gathering and dissemination of accurate and detailed information on the sector’s opportunities and incentives stand as a major factor of success of the strategy. A consistent improvement in the information flow and knowledge management will support the decision making process of value chain stakeholders. This objective was broken down into the following sub-objectives: identify buyers and organize markets, improve access to information and dissemination techniques, and developing a cassava promotion strategy.

Sub Objectives of the implementation plan Anticipated results from development activities

Identify buyers and organize markets Market opportunities are clearly identified and used a basis for production, processing and distribution.

Improve access to information and dissemination techniques.

Producers are well informed about production techniques, market fluctuations, and policy mechanisms.

Develop a Cassava promotion strategy. Cassava is recognized as major driver of the agricultural sector.


Impr

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2.1 Define suitable agro-environments for breeding and integrated crop management programmes.

Specific counties to be targeted include: Cape Mount, Grand Bassa, Bong, Nimba & River Gee, Montserrado (these counties are considered highly suitable for multiplication and distribution of cassava cuttings for maximum production).


2.2 Document and incorporate stakeholders' indigenous knowledge on agro-environments and decision-making models in the design and implementation of the integrated crop management and participatory plant breeding programmes.

1.3 Design and implement a participatory plant breeding and varietal selection sub-program to release varieties in less than five years with traits requested by the value chain (Grand Cape Mount County, for the western region; Bong County, for the central region; Nimba County, for the central region; Grand Bassa County, for the central region; and River Gee, for the eastern region).

1.4 Design and implement a participatory integrated cassava crop management (ICM) sub-programme to develop agronomic packages.

- Exchange of improved stock/ cuttings and short varieties - Establishment of processing and storage sites in the districts or production region - Improve methods of production - Improve markets for products

Impr

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1.5 To establish a three level participatory planting material production system, to provide healthy cuttings of selected varieties from the participatory varietal selection program (table cassava- bassa girl/ Commercial cassava- Carina, gbokpani)

1.6 Create an association or network of processors aligned to the strategy to ensure the dissemination of relevant sector

1.7 Validate ownership of strategy and objectives at the growers, processors, traders, transport, exporters, (smallholder and commercial level) stakeholders.

Plan for periodical update of strategy implementation progress to stakeholders, government, implementing agencies and donors using direct briefing and media.


OBJECTIVE III

Develop and Insure Access to Inputs, Research and Development to Insure Adequate and Sustainable Production along the Value Chain.

R&D activities will support both the research and technological needs of the strategy. This will be centered on boosting varietal development, improving crop management techniques and Improving production, certification, on-farm propagation and distribution of clean planting materials.


Improve varieties and crop management packages

Appropriate varieties and crop management packages are adapted and disseminated among producers.

Improve Production, Certification, on Farm Propagation and Distribution of Clean Planting Materials

Certification and hygiene systems are established and aligned to international standards.

Improve technologies for processing and production

Suitable technologies and machineries are selected for increased and sustainable production and processing.


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3.1 Define suitable agro-environments for breeding and integrated crop management programmes.

Specific counties to be targeted include: Cape Mount, Grand Bassa, Bong, Nimba & River Gee (these counties are considered highly suitable for multiplication and distribution of cassava cuttings for maximum production.

3.2 Document and incorporate stakeholders' indigenous knowledge on agro-environments and decision-making models in the design and implementation of the integrated crop management and participatory plant breeding programmes.


3.3 Design and implement a participatory plant breeding and varietal selection sub-program to release varieties in less than five years with traits requested by the value chain (Grand Cape Mount County, for the western region; Bong County, for the central region; Nimba County, for the central region; Grand Bassa County, for the central region; and River Gee, for the eastern region.

3.4 Design and implement a participatory integrated cassava crop management (ICM) sub-programme to develop agronomic packages - Exchange of improved stock/ cuttings and short varieties - Establishment of processing and storage sites in the districts or production region - Improve methods of production - Improve markets for products

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3.5 To establish a three level participatory planting material production system, to provide healthy cuttings of selected varieties from the participatory varietal selection program (table cassava- bassa girl/ Commercial cassava- Carina, gbokpani)

3.6 To develop technical inputs for phyto-sanitary regulation on cassava planting materials, production, commercialization, and trade

- Acquire quality laboratory materials - Access trained personnel (entomologists, pathologists, virologists) - Acquire certifications for phyto-sanitary measures on the movement of products (site, planting materials, product quality, permits for regulatory purposes, seeds and cuttings, etc.)


Impr

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for

pro

cess

ing

and

prod

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n3.6 Develop or adapt appropriate mechanical harvesting methods

- Design and provide a common pulling/ harvesting equipment - Improve on agronomic practices such as planting distance, determination of the soil

3.7 Determine the effects of existing processing methods on the quality of primary products for the target markets of the strategy as a baseline

- Poor quality of product (color, contamination, odor, etc) - Limited supply - Lack of improved equipment and technology - Lack of storage facilities and materials

3.8 Introduce, prioritize, improve or development new processing technologies based on baseline

3.9 Develop cassava based products for the food and non food industries for the target markets based on national, regional and international market requirements Possible products to develop include: cassava flour (deeper), gari/ farina, cassava pews (for animal feeds), cassava leaves (used for vegetable), cassava beer/ wine, starch, glue, ethanol, etc).

3.10 Development quality assurance and food safety surveillance methods - Enforcement of safer food and phyto-sanitary measures - Good agricultural practices (traceability, laboratory establishment, processing industries, transportation, etc) - Monitory, evaluation & awareness


OBJECTIVE IV

Empower smallholder farmer organizations and foster an entrepreneurship mindset.

This objective is centered on the capacity building mandate of the strategy. Capacities need to be built along the entire value chain so as to improve performance and sustainability. To achieve this, the following measures need to be taken: conduct a training needs assessments based on market requirements, organize training for farmers and other stakeholders along the value chain, provide training in GAP and GMP to extension workers, farmers and processors.


Undertake training needs assessment based on market requirements

Training needs are clearly identified based on market requirements

Organize training of farmers and other actors along the value chain

2500 farmers from all 15 counties are trained and empowered for maximum output.

Provide training in GAP and GMP management to farmers, processors and extension workers

Over 3000 farmers, processors and extension workers and extension workers are providing the needed training in GAP and GMP management.


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4.1 Identify farmer types/ categorize by technological, social, gender variables, as well as agro-environment Assessment to identify market types (local, regional and international markets) to identify the quality of product needed by marketing

Identify famer organizations, cooperatives and others, considering gender mainstream

4.2 Based on the market study and stakeholders agro-ecological knowledge, establish the knowledge gaps that needs to be bridged to meet market demands


4.3 Conduct a detailed training needs assessment (TNA) among farmers, processors, distributors, and other stakeholders along the value chain (themes to review include: agronomic practices, processing, business practices for farmers, processors and distributers, etc)

4.4 Undertake assessment on existing international standards, GAP and GMP (for farming, processing, distribution, etc) and how local stakeholders along the value chain can be training accordingly.

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4.5 Prepare an elaborate training program for farmers that is aligned with local realities, market demands (local, regional and international) and internationally accepted standards and best practices

Organize farmers and other stakeholders into cooperatives/ Conduct ToT along the value chain/ Produce a comprehensive training manual Gather input for training based on recommendations of the TNA

4.6 Prepare a comprehensive training program for processors that address recommendations of the TNA.

4.7 Prepare detailed training program for distributors and exporters that addresses the realities of the market survey

4.8 Establish strategic partnerships with learning institutions (University of Liberia, CIAT, CLAYUCA, vocation and agricultural institutes) in promoting advanced cultural practices and information dissemination among students.


Prov

ide

trai

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farm

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pro

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ors

and

exte

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rs 4.9 To establish a participatory training program using integrated crop management models (pilot projects for field application and demonstration of improved cultural practices) for farmers and extension workers by each agro-environment.

Provide participatory training to farmers' association, cooperative, CBOs and IPs.

Training in Good Agricultural Practices (GAP) should include: site selection, land preparation, identifying good and high yielding varieties (planting materials), improved planting methods, harvesting, post harvest management, pest control, weed control.

Training Good Management Practices (GMP) should include: general management skills, financial management, good labor practices, record keeping, etc.

4.10 Provide participatory training to farmer organizations, extension workers and trainers about supply management, market standard and trade.

4.11 To establish technological exchange missions of stakeholders (farmers, processors, distributors, etc) from Liberia with country with exemplary cassava sectors/ Organize visits for farmers and extension workers to machinery and equipment producers that have processing experience

4.12 Organize and implement experience sharing workshops along the value chain to improve knowledge transference among counties

4.13 Put in place both short and long term training programmes for both the private and public sector in entrepreneurship

4.14 Intensify extension activities (visits by extension officers to cassava growers); identification of production levels, post harvest skills applied by cassava growers, etc.

Promote cassava growers education, construction of infrastructure, and provision of input to cassava growers


OBJECTIVE V

Improve access to finance along the value chain.

Promoting stakeholders’ access to finance is vital in ensuring the effective implementation of the strategy. Achieving this objective will imply not only a comprehensive review of other objectives in areas of institution building, training, information gathering and R&D, in order to assess and respond to their respective needs for financing; but also the financing of production, processing and commercial activities, which are the drivers of the strategy.



Promote access to finance for institution building, policy formulation and alignment, PPP coordination, Information gathering, training, R&D as well as production and processing.

Necessary funds are mobilized to enable the building, support and operation of a strong coordinating committee, a functional secretariat and other associations, information gathering activities (market survey, analysis, etc).

Market oriented training is undertaken for 2500 farmers, processors, and distributors due to resources made available.

New varieties are selected and new techniques are adopted by producers and processors.

Agribusiness centers are set up.


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5.1 Review activities and proceed with an evaluation of resources required.

5.2 Partner with the government of Liberia in making cassava sector development a major component of Liberia's PRS and solicit government financial and material support.

5.3 Contact donors and other stakeholders and sell them the strategy.

5.4 Provide awareness on the world cassava industry as well as the cassava sector potential to possible donors so that they can understand, better evaluate and support cassava business plans.

5.5 Solicit funding for the establishment of key institutions, such as the cassava growers association, processors' association and other key stakeholders organizations.


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Fin

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Gat

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g5.6 Partner with specialized public and private data collection

institutions ( LISGIS, data centers, bureaus of statistics), both national and international in evaluating the actual cost of relevant activities.

5.7 Sell the strategy to potential donors for support (financial & material) in financing the information gathering activities.

5.8 Reach out to specialized research and training institutions and market the concept of an integrated training plan for stakeholders of the cassava sector.

5.9 Reach out to potential donors and market the training plan.

5.10 Undertake finance and risk profiles targeted to specific farming and processing communities and with reference to the identified market channels (inputs needs and investments needs will have to draw from market requirements

5.11 Seek information on existing finance incentives and disseminate to farmers

5.12 Provide training and awareness on the world cassava industry as well as cassava potential to banks so that they can understand, better evaluate and support cassava business plans (This activity should be move to the training objective).

5.13 Establish a database of multi-national companies involved in the sector and susceptible of making significant impact in terms of investment locally. (This activity must be included in the decision support system).

5.14 Prepare a prospection plan to reach out to targeted international firms on the potential donors database.

5.15 Design mutual and risk management mechanisms so as to make farmers more bankable and access available public funds.

Public sector commodity fund to boost research and development.

5.16 Facilitate dialogue with banks and processing industry (involve banks in value chain stakeholders consultations).


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5.17 Inventory of potential national and international private investors involved in the sector and susceptible of making significant impact in terms of investment locally.

5.18 Prepare a prospection plan to reach out to targeted national and international investment firms.

5.19 Promote the creation of an economic zone to encourage cassava sector related investments.

5.20 Promote the creation of an economic zone to encourage cassava sector related investments.

5.21 Provide support and follow up to beneficiaries after provision of financial incentives.

OBJECTIVE VI

Improve access to technology for production, processing and commercialization in order to achieve quality, quantity, as well as consistency.

As agreed by stakeholders, Objective 6 is the core component of the strategy. The ultimate result of institution building, R&D, training activities and financial input must lead to improved production, processing and commercialization.

This objective is intended to be achieved by adopting a market-driven approach and by ensuring that cassava supply is aligned with norms, standards and specific market requirements.

It is equally envisaged to promote the establishment of commercially driven regional bulk purchase centers to facilitate market connection between farmers, processors and distributors. These centers will collect fresh and dried cassava using a two tier approach close to areas where production happens. The centers will also encourage cassava production by insuring a market, by providing cash payments to farmers upon delivery, by providing training, technical assistance and agronomic support for production and processing.



Ensure cassava supply is aligned with processing sector requirements

Processors are adequately supplied in quality and quantity.

Improve access to technology for processing Processors have access to adapted technologies for processing.

Develop and in force quality and processing standards

Clearly defined production and processing standards are established and enforced.

Activities

Ensu

re c

assa

va s

uppl

y is

al

igne

d w

ith p

roce

ssin

g se

ctor

requ

irem

ents

6.1 To define agro-environments for cassava variety selection and integrated crop management programs

6.2 To establish a participatory (Value chain) varietal selection program with market oriented approach

6.3 To establish a participatory (Value chain) integrated crop management (IPM) program with market oriented approach

6.4 Characterization of all local and improved varieties using value chain requirements.

Impr

ove

acce

ss to

tech

nolo

gy fo

r pr

oces

sing

6.5 Develop or adapt appropriate mechanical harvesting methods

6.6 Determine the effect of existing processing methods on the quality of primary products for the target markets of the strategy as a baseline.

6.7 Improve , prioritize and develop new processing technologies

6.8 Develop cassava based products for the food and non food industries (glue, bio fuel etc) for the target markets based on national and regional market requirements

6.9 Develop quality assurance and food safety surveillance methods


6.10 Processors to provide standards of raw material for conventional products (GARI, etc) in order to improve efficiency of processing and farmers inputs

6.11 Develop, adapt or validate methods of preserving fresh cassava roots and leaves

Dev

elop

and

en

forc

e qu

ality

an

d pr

oces

sing

st

anda

rds

6.12 Review market survey to identify existing quality standards set by importers in EU, America & Asia. Inform stakeholders

6.13 Establish a standards and certification sub-committee to coordinate and enforce all certification and standardization matters.


V. IMPLEMENTATION FRAMEWORK

A. Role of National Cassava Sector Coordinating CommitteeThe present strategy will be implemented by the National Cassava Sector Coordinating Committee (NCSCC), under the oversight of the Ministry of Agriculture and the Ministry of Commerce and Industries. The NCSCC is composed of members representing the private sector, the Government of the Republic of Liberia, as well as representatives of farmers. The role of the committee will be as follows :

1) To ensure a coordinated, consistent, efficient and realistic development Liberia’s cassava sector;

2) To engage the effective participation of all sector actors (cassava growers, processors, distributors and buyers)

3) To identify the role and coordinate the point of entries of individuals and all

private and public institutions.

4) Provide a framework for effective coordination, monitoring, and review of sector development activities, as well as programs of all stakeholders.


High Level Support

MoA

MoCI

MoGD

MoI

MoPEA

NIC

Donors &

Co-financers

European Union

USAID

IFAD

World Bank

National Coordinating Committee

Stakeholders

Farmers, processors and distributors

Gov’t agencies

NGOs

INGOs

Regional Bodies

Secretariat and Operations

STRATEGY Design & Impl.

Implementing partners

High level CHAMPIONMinistry of

Agriculture

A.Stakeholders and support institutions

1) Stakeholders

The ultimate success of the strategy depends to a large extend on all stakeholders of the strategy meeting their roles and upholding their obligations, as set out in this strategy. The stakeholders in development of Liberia’s cassava sector and whose participation is critical to the NCSCC are:

o Producers- National Cassava Growers Associationo Processors- National Cassava Processors Associationo Distributors- o Industry- actors of the starch, milling and brewery industryo Transporters

2) Support Institutions

These include ministries and agencies of government, as well as other vital semi-public or private support institutions. These include:

o Ministry of Agricultureo Ministry of Commerce and Industrieso Ministry of Planning and Economic Affairso Ministry of Gendero Ministry of Internal Affairso National Investment Commissiono CARIo IITAo Agriculture Coordinating Committeeo Universities


3) Roles of stakeholders and support institutions

In addition to the specific time bound actions to be jointly implemented by the above mentioned stakeholders, it has also been agreed that each stakeholder plays its constitutional and statutory role, as stated as follows:

STAKEHOLDER/SUPPORT INSTITUTION

CATEGORY ROLE

Ministry of Agriculture Lead government ministry/ agency

As the ministry responsible for governance, facilitation and promotion of agriculture in Liberia, the MOA will exercise Government of Liberia’s oversight on the strategy and ensure its effective support of the coordination committee.

Ministry of Planning and Economic Affairs

Fully support the Strategy, incorporating demands into the national planning process and coordinating relevant policies

Ministry of Commerce and Industries

Lead government ministry

Support the strategy in terms of commercial and industrial policy regulations

Agriculture Coordinating Committee

Coordination Coordinating body regrouping all governmental, non-government agencies, UN, and private sector organizations working on agriculture in Liberia

Cassava Growers Association of Liberia (CGAL)

FBO/ private sector Bring together cassava growers associations from the fifteen counties of Liberia and will serve as a liaison between farmers and farm based organizations throughout the country and the NCSCC, as well as other stakeholders. The CGAL will equally facilitate the smooth execution of the strategy by helping with information dissemination, capacity building, sales and distribution, as well as other relevant sector activities.

Cassava Processors Association of Liberia

Private sector Bring together associations of cassava processors from the fifteen counties of


(CPAL) the Republic of Liberia. Within the context of the implementation of the strategy, the CPAL will serve as a liaison between cassava processors and other stakeholders, especially in facilitating information dissemination, capacity building, sales and distribution, as well as other relevant sector activities.

CARI, IITA and Universities Research Institute Provide support in research and development demanded by the Strategy.

National Investment Commission (NIC)

Government agency Support the strategy by encouraging, promoting and coordinating all investment related activities for the sector. The NIC will make available its “One Stop Shopping Center” to all local and foreign investors to ensure a smooth processing and conclusion of investment documents, as well as the removal of bureaucratic bottlenecks between cassava sector investors and relevant government ministries and agencies.

Ministry of Internal Affairs Government ministry Facilitate the implementation of the strategy by providing local government support and information dissemination.

Ministry of Gender Government ministry Promote and streamline gender equity in the implementation of the Strategy.

Funding agencies and International Community

International community

Expected to provide, within its on-going and future program for Liberia, financial and technical support for the successful implementation of the strategy, in accordance with the strategy approach, Coordinating Committee and Strategic Priorities.


VI. FUNDING A successful implementation of the Strategy will require substantial financial, human, and material and logistical resources. Some of the components of the strategy requiring significant funding either for commencement or steady support are:

We acknowledge that in many countries sector and sub-sector development strategies are usually commenced with initial zeal and support from the government and/or donor community, but soon get starved of that support because of failing political will, discontinued donor support, or the initial failures of these strategies to provide quick impact results.

A. Sources of Funding

The development of the cassava sector is a sound investment to which the Government and the people of Liberia are committed. Hence, the funding of the Strategy shall be through national budgetary support and, to the extent possible, bilateral and international assistance as follows:

1) National Budgetary Appropriations

The Ministry of Agriculture, along with every other government ministries and agencies involved in the implementation of the Strategy, shall make appropriate provisions in its annual budget in amount sufficient or within the capacity of the agency to fund the activities assigned to the agency. Hence, the Government shall adequately provide support to the Strategy through its annual national budget.

1) Resource Mobilization / Co-Finance/ International Aid

The Government shall also engage international partners for financial, material and technical support for the NCSCC and developmental initiatives identified in this Strategy.

Additionally, the NCSCC shall be competent to mobilize resources for its operation and all the strategy, and shall solicit assistance locally and internationally for this purpose, subject to such conditions as shall be established in its enabling commission.


VII. MONITORING AND EVALUATION MECHANISM

The National Cassava Sector Coordinating Committee will ensure the coordination and monitoring of the implementation of the strategy in collaboration with the Ministry of Agriculture. This will be done in transparent manner in order to afford effective oversight.

Reporting and reviews and final evaluation

1. Monthly meetings – The NCSCC will determine the scheduling of activities in keeping with the Implementation Plan, monitor and review progress of activities.

2. Monthly report – to be submitted to the Agriculture Coordinating Committee

3. Quarterly Progress Reports – to be submitted to the Ministry of Agriculture and the ACP Programme Coordinating Unit and ITC.

4. Annual Reports – submit to the Ministry of Agriculture and to the ACP Programme Co-ordination Unit and to the ITC. Compare against the Implementation Plan, noting progress to date, slippage in delivery and areas of non-performance.

5. 3 year phase Report – submit to the Ministry of Agriculture and to the ACP Programme

Co-ordination Unit and to the ITC. This is a detailed analytical report of progress inkeeping with strategy document and Implementation Plan. This will also include the achievements, the efficient and effective utilization of the financial resources and any investment undertaken during the first three years. In addition, it should include an assessment of changes in the market and business environment and any possible impact and outcome on the Strategy.

6. Continued monitoring and updating of the Implementation Plan.

7. At the end of the 5 years, the NCSCC will present its final report. This will evaluate the

implementation exercise noting progress made, the strengths and weaknesses and unachieved activities. The report will be carried out by an independent consultant and will provide recommendations for future developments in the Sector. The findings and/ or reports of monitoring and evaluations will be published widely and distributed to all stakeholders to provide feedbacks on their programs and lessons to be learned.


VIII. IMPLEMENTATION PLAN1. Activities Targeting Objective I:

Create strong institutions and coordinate PPP mechanisms for sector strategy, framework development, policy formulation and alignment.

a. Strengthen the Coordinating Committee for Strategy Implementation, Monitoring and Coordination

Activity Category Timing Leading Institution

Potential Support/co-funding institution

Start End Measurable Progress Indicator

Cost in USD for the 5 years

1. Review and validate NCSCC’s ToR conforming it to governments’ policies

Institutional strengthening

Short term

NCSCC 2010 2010 Completion of Final Version of ToR

2. Review and confirm composition of the NCSCC to ensure effective participation of all stakeholders in the decision making process


Short term

NCSCCMOA

2010 2010 Final listing of NCSCC’s membership

3. Involve the effective participation of the ministries of agriculture, commerce, planning, gender and internal affaires in the strategy development and implementation.

Ensure the support and commissioning of the committee as the official coordination and monitoring body of the strategy.


Short term

NCSCCMOA

2010 2010 NCSCC officially commissioned

4. Establish a permanent secretariat for the NCSCC


Short term

NCSCCMOA

IITAIFL

2010 2011 Human, financial, material resources for the establishment of the secretariat mobilized

$ 300 000


b. Identify and Organize Stakeholders along the Value Chain

Activity Category Timing Leading Institutions

Potential Support/co-funding institutions


Cost in USD for the 5 years

1. Establish cassava growers associations, responsible to provide input to sector policy design and sector action plans.

Institution building

Mid term

NCSCCMoA

FAOIITA

2011 2011 Cassava growers associations established in all 15 counties and federated under one umbrella organization.

$ 50 000

2. Creation of an association or a nation wide network of cassava processors to promote stakeholder input, coordination and information dissemination


Mid term

NCSCCMoAMoCMIA

FAOUNDPGTZ

2011 2012 Cassava processors associations established in all 15 counties and federated under one umbrella organization.

$ 30 000

3. Organize stakeholder meetings to validate ownership of the strategy and objectives at

Policy support

Mid term

NCSCCMoA

ITC 2011 2011 Memorandum of understanding between NCSCC and various stakeholders

$ 30 000


smallholder and commercial levels

Plan for periodic updates of strategy implementation progress to stakeholders, government, donors, implementation agencies using direct briefing and media

Policy support

Mid term

NCSCCMOAACC

ITC 2011 2015 Progress reports

c. Formulate and Align Policies to Sector Needs


Potential support/co-funding institutions


Cost in USD

1. Organize thematic working groups to formulate and propose policies for various levels of the value chain

Policy formulation

Mid term

NCSCCACC

MoAMoFAOWFP

2011 2012 Draft of policy proposal

$ 50 000

2. Establish a work plan for periodic updates of strategy

Framework development

Mid term

NCSCC MOA 2011 2015 Draft work plan $ 10 000


implementation progress to stakeholders, government and donors using direct briefing and the media

3. Integrate and align the Strategy with the national developmental agenda


Mid term

MOANCSCC

MOAFAOMOCMPEAIITA

2011 2012 Draft work plan $20 000

Analyze current legislation, policies and any other strategy that may impinge on upon the cassava strategy and determine areas of conflict and potential synergies, and investigate alternative for formulations that will contribute positively to the success of the sector.

Policy analysis

Mid term

IITANCSCC

MOANICFAOMOC

2011 2012 Draft report of sector policy analysis submitted for review

$ 30 000

4. Develop a specific phytosanitary regulations and

Phytosanitary regulation

Long term

MOAMOC

CARIIITAITC

2012 2015 Five samples of sector (from Nigeria,

$ 20 000


enforcement framework for the production, interchange, price and use of cassava planting materials

Thailand, Ghana, etc) phytosanitary regulation collected

Draft regulation based selected templates

5. Develop a common framework for cassava development through the Strategy that will guide donors, NGOs and government


Mid term

NCSCCMOAMinistry of Planning

FAO 2011 2011 Draft framework document developed

International partners (donors & NGOs) contacted

$ 20 000

2. Activities Targeting Objective II:

Conduct a detailed sector analysis to enable informed decisions on existing empowerment opportunities and incentives

a. Identify buyers and organize markets




Cost in USD

1. Conduct a SWOT analysis of cassava production and

Analysis Short term

NCSCC ITCIITA

2010 2011 $ 25 000


cassava associated products "made in Liberia" (Done)

2. Conduct a detailed survey of the cassava industry from the demand side (local, regional and international markets) and from the supply side (farmers, producers, processors, etc.)

Research Mid term

NCSCCSecretariat

ITCUNDPUNCTDMOAFAOMOC

2011 2012 Draft survey plan established and adopted

$ 40 000

b. Improve access to information and dissemination techniques




Cost in USD

1. Identify recipients for training on data analysis along the value chain

Improve knowledge about data processing procedures and analysis

Capacity building

Mid term

NCSCCSecretariat

LISGISUNDPMOCMOAITC

2011 2012 Number of stakeholders training on data analysis and processing

$ 50 000

2 To develop a decision-support

Long term

NCSCCSecretariat

LISGISUNDP

2012 2015 Draft decision support system

$ 75 000


system based on a value chain approach (This system should be fed with a consistent data input from market, transport, etc.)

MOCMOAITC

3. Disseminate appropriate information to farmers, processors, extension workers to pass to farmers and processors by a special page given for cassava information on “Trade at Hand”.

Information dissemination

Mid term

NCSCC Secretariat

ITCMOAMOC

2011 2012 Number of announcements made to farmers(through meetings, media, etc)

$ 50 000

Create a multi-level approach for information dissemination that starts from regular meetings among representatives of value chain stakeholders

Employ radio, SMS, word of mouth and town

Information dissemination

Mid term

NCSCC Secretariat

ITCMOAMOC

2011 2012 Draft communication plan elaborated

$25 000


criers as communication channels

c. Develop a cassava promotion strategy




Cost in USD

1. Design branding standards for cassava products and Liberian organic cassava

Promotion Long term

NCSCC SecretariatMOA

Advertizing agency

Branding specialist

ITC

2012 2012 Number of branding concepts prepared and submitted to the NCSCC for approval

$ 25 000

2. Conduct a public awareness campaign on the potentials the cassava industry

Promotion Mid term


MediaMOAMOC

2012 2013 Number of advertisement in the print and electronic media

$ 45 000

3. Search for private investors interested in develop new products from cassava, together with an intensive promotion plan at the terminal markets in other countries

Promotion Long term


MOAMOCNIC

2012 2012 Number of shortlisted international companies to be targeted in line with the campaign

$ 10 000


3. Actions based on objective III

Develop and strengthen access to inputs and R&D to ensure adequate sustainable production and processing along the value chain

a. Improve varieties and crop management package


Potential Support/co-funding institutions


Cost in USD

1. Define suitable agro-environments for breeding and integrated crop management programs Specific counties to be targeted include: Cape Mount, Grand Bassa, Bong, Nimba & River Gee (these counties are considered highly suitable for multiplication and distribution).

Selection of agro-environments

Mid term

NCSCC Secretariat

MOA

FAOIITACARI

2011 2012 Number of agro-environments (sites) identified

$ 50 000

2. Document and Varietal Mid CARI FAO 2011 2012 Number of $ 100 000


incorporate stakeholders' indigenous knowledge on agro-environments and decision-making models in the planting of an integrated crop management and participatory plant breeding programs.

improvement term IITA concepts (indigenous, modern, etc) built to support the participatory breeding and varietal improvement programs.

3. Establish a participatory plant breeding and varietal selection sub-program to release varieties in less than five years with traits requested by the value chain

Participatory breeding and varietal improvement

Mid term

CARIIITA

FAO 2012 2013 Number of breeding sites established

$ 100 000

Establish a participatory integrated cassava crop management (ICM) sub-programme to develop agronomic packages

Varietal improvement

Mid term

CARIIITA

FAO Draft crop ICMP document prepared and adopted


b. Improve Production, Certification, On-Farm Propagation and Distribution of Clean Planting Materials


Potential Support/Co-funding institutions


Cost in USD

1. Establish a three level participatory planting material production system, to provide healthy cuttings of selected varieties from the participatory varietal selection program

Varietal improvement

Medium CARIMOA

FAOIITA

2012 2013 Three level participation planting material production system established

$ 75 000

2. Develop technical inputs for phytosanitary regulation on cassava planting materials, production, commercialization, and trade

Phytosanitary regulations

CARIMOAMOC

FAOCLAYUCAIITA

2013 2014 Phytosanitary Regulations developed

$ 50 000


c. Improve technologies for processing and production




Cost in USD

1. Develop or adapt appropriate mechanical harvesting methods

Technical improvement

Mid term

IITACARIMOA

Farmers and processors associations

Mid January 2011

Mid February 2011

Appropriate post harvest technology developed

$ 300 000

2. Conduct a baseline survey on processing methods to determine the effects of existing processing methods on the quality of primary products for the target markets of the strategy.

Situation analysis

Mid term

IITACARIMOA

2011 2011 Existing processing equipment determined

$ 50 000

3. Improve, prioritize and develop new processing technologies based on baseline

Technological improvement

Long term

CARIIITANCSCC

FAOIITA

October 2012

October 2013

New processing technology developed

$ 100 000

4. Develop cassava based products for the food and non food industries for the target markets

Industrial development

Long term

NCSCC FAOIITA

2013 2014 Cassava based product developed to meet local, regional and

$ 100 000


based on national, regional and international market requirements

international standard

5. Development quality assurance and food safety surveillance methods

Quality control

Mid term

NCSCCMOCMOAMOH

FAOMOA

2013 2014 Quality assurance and food safety surveillance methods developed

$ 20 000

4. Activities targeting objective IV:

Empower small holder farmer organizations and foster an entrepreneurship mindset.

a. Undertake training needs assessment based on market requirements




Cost in USD

1. Based on the market study and stakeholders agro-ecological knowledge, establish the knowledge gaps that needs to be bridged to meet

Training needs assessment

High NCSCC MOAFOA

2012 2012Number of stakeholders (farmers, processors & relevant organizations)

$ 20 000


market demands interviewed

2. Conduct a detailed training needs assessment (TNA) among farmers, processors, distributors, and other stakeholders along the value chain (themes to review include: agronomic practices, processing, business practices for farmers, processors and distributers, etc)

Training needs assessment

Mid term

NCSCC MOAFAO

2012 2012 Capacity gaps identified

$20 000

Undertake research on existing international standards, GAP and GMP (for farming, processing, distribution, etc) and how local stakeholders along the value chain can be trained accordingly.

Assessment Mid term

NCSCCIITA

MOAFAO

2012 2012 Information on international standards collected

$ 50 000


b. Organize training of farmers and other stakeholders along the value chain




Cost in USD

1. Organize and conduct a training program for farmers and processors that is aligned with local realities, market demands (local, regional and international) and internationally accepted standards and addresses the recommendations of the TNA

Training Mid term

NCSCC MOAFAOCARIIITA

2012 2013Increased capacity of farmers and processors

$ 100 000

Organize and conduct a detailed training program for distributors and exporters that addresses the realities of the market survey

Training Mid term


2013 2013 Increased capacity of distributors and exporters

$ 50 000

Establish strategic partnerships with learning institutions (University of Liberia, CIAT,

Networking Short term


2011 2011 Number of partnerships established with training and R&D

$ 5000


CLAYUCA, vocation and agricultural institutes) in promoting advanced cultural practices and information dissemination among students

institutions

c. Provide training in GAP and GMP management to farmers, processors and extension workers




Cost in USD

1. Conduct a participatory training using integrated crop management models

GAP & GMP

Long term

NCSCC MOAFAOCARI

2013 2013 Increased capacity of farmers in production, processing and marketing

$ 100 000

2. Provide participatory training to farmer organizations, extension workers and trainers about supply management, market standard and trade.

GAP & GMP

Mong term

NCSCC MOAFAOCARI

2013 2013 Increased capacity of farmers in trade

$ 50 000

3. Provide training in GAP (good agricultural

GAP & GMP

Long term

NCSCC MOAFAOCARI

2013 2013 Local organizations capacity are

$ 50 000


practices) and GMP (good management practices) to farmers, CBO, cooperatives, and IPs.

built

4. To establish technological exchange missions of stakeholders (farmers, processors, distributors, etc) from Liberia with country with exemplary cassava sectors/ Organize visits for farmers and extension workers to machinery and equipment producers that have processing experience.

GAP & GMP

Long term

NCSCCMOA

MOAFAOCARI

2014 2014 Acquisition of processing marketing knowledge

$ 50 000

5. Organize experience sharing workshops along the value chain

Knowledge sharing

Long term

NCSCC MOAITCFAO

2014 2014 Experiences are shared along the value chain

$ 30 000

Put in place both short and long term research and training programs for both the private and public sector in

R&D Long term

NCSCC CARIITCMOAFAO

2014 2015


production, processing and entrepreneurship

5. Activities targeting objective V: Improve access to finance along the value chain

a. Promote Access to Finance for Institution Building, Policy Formulation and Alignment, PPP Coordination, information gathering, Research and Development, training




Cost in USD

1. Review institution building activities and proceed with an evaluation of resources required.

Situation analysis

Short term

MOA NCSCCMOA

2010 2011 Institution building action points reviewed

$ 30 000

2. Advocate the integration of the Strategy into the national development agenda and thereby secure budgetary allotment through the MOA.

Policy alignment and budgeting

Short term

NCSCC MOA 2011 2011 %of national budget allocated for the strategy

3. Contact donors and other stakeholders and sell them the strategy

Promotion Short term

NCSCC ITC 2011 2011 Number of donors contacted

4. Provide awareness on the world cassava industry as well as the cassava

Promotion&

Awareness

Short term

NCSCC ELBC 2011 2012 Number of awareness sessions or activities


sector potential to possible donors so that they can understand, better evaluate and support cassava business plans

conducted

5. Solicit funding for the establishment of key institutions, such cassava growers association, processors' association and other key stakeholders organizations


NCSCCMOA

ITCMOA

2011 2011 Number of solicitations sent out to international partners for funding

6 Partner with specialized public and private data collection institutions ( LISGIS, data centers, Bureau of statistics), both national and international in evaluating the actual cost of relevant activities

Strategic partnerships

Mid term

NCSCC MOA Number partnerships established with key data collections institutions

7 Sell the strategy to potential donors for support (financial & material) in


NCSCCMOA

ACC 2011 2011


financing the information gathering activities

8 Contact and establish strategic partnerships with R&D institutions and secure support in evaluating the cost of all relevant activities


Short term

NCSCCIITACARIMOA

9 Reach out to specialized research and training institutions and market the concept of an integrated training plan for stakeholders of the cassava sector.


Short term

NCSCC 2011 2011

10. Reach out to potential donors and market the training plan.


NCSCC 2011 2011


6. Activities targeting objective VI

Improve access to technology for production, processing and commercialization in order to achieve quality, quantity, as well as consistency.

a. Ensure cassava supply is aligned with processing sector requirements




Cost in USD

1. Establish processing centers in identified agro-environments to encourage cassava production. Promote training, technical assistance for production and processing

Establish local lead farmers at community level.


Long term

NCSCC MOAITCLPMC

2012 2013 Tonnage of cassava processed and sold from institutions established.

$ 500 000

Establish bulk purchase centers to support market connection and


Long term

NCSCC MOA 2013 2014 Number of bulk purchase centers established

$ 150 000


managed by private sector.

Follow a two tier model , farmer groups providing To ensure a financial support for both the center and farmers, through the financial sector.

Financial support

Long term

NCSCC MOAITC

2012 2012 Amount in US $ collected to support farming & production activities

$ 5 000

Characterize all local and improved varieties using processing sector requirements in terms of quality (consulting previous studies, consulting processors and consulting farmers agro-ecological knowledge).

Standardization Mid term

CARI MOANCSCCITCFAO

2011 2012 $ 20 000


b. Empower small holders and encourage organization




Cost in USD

1. Provide support in the creation of farmers organizations

Strengthen farmer based organization (FBO) in increasing production, adding value and marketing.

Training Medium NCSCCMOAITC

NCSCC 2011 2012 Capacity of FBO strengthened

$ 50 000

2. Base on baseline knowledge, market and training assessment to determine suitable farmers’ organizations to produce basic cassava based products such as chips, flour, etc.

Identification NCSCC FAOCARI

2012 2012 $ 10 000


c. Develop specific agronomic support services




Cost in USD

1. Facilitate input availability at national level through the private sector

Policy formulation

Mid term

MOA FAOCARI

2012 2012 Number of input distribution centers established across the country

$ 20 000

2. Empower farmer based organizations and cooperatives to provide specific services to improve planting material availability, supply services and agronomic advise for integrated crop management

Capacity building

Mid term

NCSCC MOACARIIITA

January 2012

February 2013

Number of FBOs trained and empowered to provide specific agricultural services

$ 100 000

3. Build the capacity of FBOs to establish and develop demonstrative activities about project development, input

Capacity building

Mid term

NCSCC CARIMOAFAO

2012 2013 Number of FBOs trained to guide farmers in demonstrative activities, input management and collective

$ 100 000


management and collective sourcing

sourcing.

d. Develop and enforce quality and processing standards




Cost in USD

1. Develop and adopt standards specifications for processing materials for conventional cassava based products (GARI, Flour, etc) and new products to improve efficiency of processing and farmers inputs

Policy Formulation&Alignment

Long term

MOA FAOIITANCSCC

2013 2014 Policy adopted $ 20 000

2. Align standards developed and adopted by buyers, processors, farmers and researchers to national and international markets

Policy alignment&Alignment

Long term

MOA FAOIITANCSCC

2013 2013 Policy aligned $ 20 000


IX. Annexes

Annex 1CASSAVA SECTOR STRATEGY DEVELOPMENT

MARKET ASSESMENT REPORTJune 2, 2010

1. DUALLA MARKET CASSAVA INFORMATIONCOMMODITY PRICES/MONTH

(WHOLE SALE)COMMODITYRETAIL PRICES

PRODUCTS VECHILE TYPE WEEKLY QTY

DELIVERED


Fresh Cassava Pick-upTaxiBus

1200 bags(52 kgs each)

700 700 650 650 600 500 500 500 450 450 800 900 80 LD per pile

Gari Pick-upTaxiBus

1800 bags(50 kg each)

800 800 900 900 900 1000 1000 1200 1200 1300 1300 1250 10-25 LD per cup

Cassava Leaves Pick-upTaxiBus

12000 bundles

10 10 15 8.30 8.30 8.30 8.30 8.30 9 9 9 10 25 LD per bundle

Fufu Pick-upTaxiBus

1200 bags(70 kg)

500 500 550 550 600 700 700 800 900 900 900 500 10 LD per ball

Deeper Flour Pick-upTaxiBus

300 bags(60 kg)

2000 2000 2000 2000 2000 2000 2000 2000 2000 2500 2500 2500 200 LD Per bucket

Processed Leaves Pick-upTaxi

- 15 15 15 10 10 10 10 10 10 10 15 15 10-15 LD Per cup


BusStarch Pick-up

TaxiBus

- - - - - - - - - - - -

2. REDLIGHT MARKET CASSAVA MARKET INFORMATION

COMMODITY PRICES/MONTH(WHOLE SALE)

COMMODITYRETAIL PRICES

PRODUCTS VECHILE TYPE WEEKLY QTY

DELIVERED


Fresh Cassava Pick-upTaxiBus

1800 bags(52 kgs each)

800 800 750 750 600 550 550 500 450 450 800 900 80 LD per pile

Gari Pick-upTaxiBus


850 850 950 1000 1000 1150 1150 1250 1250 1100 900 900 10-25 LD per cup

Cassava Leaves Pick-upTaxiBus

2000 bundles

20 20 15 8.30 8.30 8.30 8.30 8.30 10 10 10 10 25-50 LD per bundle

Fufu Pick-upTaxiBus


700 700 800 1000 1000 1250 1250 1300 1300 1250 800 800 10 LD per ball

Deeper Flour Pick-upTaxiBus


2000 2000 2000 2000 2000 2000 2000 2000 2500 2500 2500 2500 200 LD Per bucket

Processed Leaves Pick-upTaxiBus

- 15 15 15 10 10 10 10 10 10 10 15 15 10-15 LD Per cup

Starch Pick-upTaxiBus

- - - - - - - - - - - -

Roasted Cassava - - - - - - - - - - - - - 15 per piece


PRIMIER MILLING COMPANYFreeport, Monrovia

3.Wheat Flour Pick-up

TaxiBus

600 tons 1750 1750 1750 1750 1750 1750 1750 1750 1750 1750 1750 1750 175 for bucket -

Wheat By-products Pick-upTaxiBus

300 tons 40 40 40 40 40 40 40 40 40 40 40 40 -

Flour Bread Pick-upTaxiBus

- - - - - - - - - - - - - 10 LD Per loaf

CASSAVA WHOLESALERS AND RETAILERS INVOLVED

PRODUCTS WHOLE SALERS RETAILERSMALE FEMALE MALE FEMALE

FRESH CASSAVA 1 5 20 % 200GARI 10 50 5 % 100FUFU 5 50 1O % 300

CASSAVA LEAVES 5 30 - -CASSAVA LEAVES

PROCESSORS30 5 90 % 5


TWO MAIN CASSAVA MARKETS AND THE MAJOR MILLING COMPANY ASSESED IN MONROVIA:

1. Duala Market2. Red Light Market3. Premier Milling Company

SEGMENTS COVERED ARE BELOW:

Products Whole sale prices Retail Prices Vehicle Type NGOs Distributed processing mills Cassava distribution Center (Markets)

Major NGOs and INGOs involved in the distribution of cassava processing mills: Concern Worldwide Catholic Relief Services (CRS) FAO ACF Action Aid Merci Corps

ASSESSMENT REPORT ON PRIMIER MILLING CORPORATION

Started operation February 2008 Reduced 100 tons per day 25 % are by-product of each 100 tons milled Wheat bran which is the by-product for animal feed is stocked in the warehouse because

of lack of market

ANIMALS TO BE FED WITH THIS WHEAT BRAN ARE:

Pig Goat Sheep Cattle Chicken (cracked wheat is also in stock for chicken feed)

OBSERVATION FROM THE PRODUCTION MANAGER: Light flour which is wheat flour is preferable for the Liberian market Composing Flour is not acceptable by the market for now except medium or long term

investment( Meaning mixed percentage of wheat flour with cassava) More than 30000 metric tons is milled yearly The experience expressed by the Manager is that Liberians prefer light bread than heavy

bread. He explained that once it is mixed with cassava, it will surely be heavy.

SOLE BUYERS OF FLOUR FROM THE MILL: Duala Bakery People`s Bakery Oriental Bakery Family Bakery Hotels, and etc.


Annex 2 : RELATIONSHIP BETWEEN THE NATIONAL CASSAVA SECTOR

STRATEGY

AND THE POVERTY REDUCTION STRATEGY


OBJECTIVES OF THE NCSS PILLARS OF THE PRS

1. Create strong Institutions and Coordinate public private partnership (PPP) mechanisms for sector strategy, framework development, policy formulation and alignment.

Pillar III: Strengthening governance and rule of law.

8.2: Enhancing participation in and ownership of government

8.3: Building effective and efficient institutions

2. Complete a detailed sector analysis to enable informed decisions on existing empowerment opportunities and incentives.

3. Develop and strengthen access to inputs, research and development to ensure adequate sustainable production and processing along the value chain.

Pillar II: Revitalizing the economy

7.2: Agriculture & food security

4. Empower small holder farmer organizations and foster an entrepreneurship mindset.


7.6: Stimulating private sector investment and development in downstream production, manufacturing, trade, and services

7.8: Generating productive employment

5. Improve access to finance along the value chain.


7.7: Revitalizing financial services

6. Improve access to technology for production and processing to achieve quality, quantity and consistency.

Pillar IV: Rehabilitating infrastructure and delivering basic services

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