FINAL REPORTVEGETABLE VALUE CHAIN AND ACTORANALYSIS IN BOLGATANGA MUNICIPALITYIN THE UPPER EAST REGION

Prepared by:

DAB Consult LimitedDTD 221, Madina Post OfficeTel (land) 233-(0)302543318Tel (mob) 233-(0)242506279Email: dabconsultgh@yahoo.com

OCTOBER 2015

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TABLE OF CONTENTSABBREVIATIONS.......................................................................................................................................................4

TABLES.....................................................................................................................................................................5

FIGURES................................................................................................................................................................... 5

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

2. INTRODUCTION................................................................................................................................................. 12

1.1 BACKGROUND................................................................................................................................................121.2 OBJECTIVES.................................................................................................................................................. 13

3. APPROACH & METHODOLOGY......................................................................................................................... 14

2.1 METHODOLOGY..............................................................................................................................................142.1.1 Literature review..................................................................................................................................142.1.2 Stakeholder analysis............................................................................................................................142.1.3 Stakeholder consultation interviews...................................................................................................... 142.1.4 Data gathering.................................................................................................................................... 15

2.2 DATA ANALYSIS..............................................................................................................................................15

4. ASSESSMENT OF INSTITUTIONAL AND POLICY ENVIRONMENT...................................................................... 16

3.1 INSTITUTIONAL CONCEPTUAL FRAMEWORK.......................................................................................................... 163.2 NATIONAL AGRICULTURE FRAMEWORK................................................................................................................163.3 THE NORTHERN RURAL GROWTH PROGRAMME...................................................................................................163.4 EXPECTED OUTCOMES OF THE NRGP PROJECT.................................................................................................. 173.5 OVERVIEW OF THE VEGETABLE MARKET CHAIN.................................................................................................... 183.6 EVALUATION OF KEY ACTORS............................................................................................................................19

3.6.1 Farmer based groups.......................................................................................................................... 193.6.2 Input services......................................................................................................................................193.6.3 Bulk buyers and mid-level consumers................................................................................................... 203.6.4 Markets systems and transportation services.........................................................................................203.6.5 Institutional support partners................................................................................................................ 213.6.6 Research and academic institutions......................................................................................................223.6.7 CAOF and partner organizations...........................................................................................................233.6.8 Financial institutions............................................................................................................................ 23

3.7 VALUE CHAIN MAPPING....................................................................................................................................243.8 PRINCIPAL CONSTRAINTS TO EFFECTIVE MARKET SYSTEM DEVELOPMENT................................................................243.9 SWOT ANALYSIS OF FARMER BASED GROUPS....................................................................................................27

SWOT Analysis of FBGs............................................................................................................................... 27

5. PRODUCTION ISSUES....................................................................................................................................... 28

4.1 OVERVIEW OF FARMING ACTIVITIES....................................................................................................................284.2 FARMING PRACTICES.......................................................................................................................................284.3 VEGETABLE FARMING...................................................................................................................................... 28

4.3.1 Production overview............................................................................................................................ 294.4 DEMAND CONSIDERATIONS...............................................................................................................................294.5 PRODUCTION COSTS....................................................................................................................................... 30

4.5.1 Land preparation.................................................................................................................................304.5.2 Inputs.................................................................................................................................................304.5.3 Farm maintenance.............................................................................................................................. 31

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6. THE GREEN LABEL CERTIFICATION PROTOCOL..............................................................................................32

5.1 GENERAL PURPOSE........................................................................................................................................ 325.2 GREEN LABEL GAP ASSESSMENT OF VEGETABLE FARMERS....................................................................................325.3 OVERVIEW OF CERTIFICATION PROCESS............................................................................................................. 375.4 CERTIFICATION COSTS.....................................................................................................................................38

7. FINANCIAL ASSESSMENT OF VEGETABLE FARMS.......................................................................................... 39

6.1 BACKGROUND................................................................................................................................................396.2 FINANCIAL ASSUMPTIONS.................................................................................................................................396.3 DEPENDENCY COSTS..........................................................................................ERROR! BOOKMARK NOT DEFINED.6.4 SUMMARY OF NET BENEFITS AND PROFITABILITY..................................................................................................396.5 IMPLICATION OF PROFIT LEVELS FOR GREEN LABEL PROTOCOL IMPLANTATION......................................................... 40

8. STRATEGIC INTERVENTIONS............................................................................................................................42

7.1 OVERVIEW OF CURRENT STRATEGIC INTERVENTIONS............................................................................................427.2 CONCLUSIONS ON VEGETABLE FARMING PRACTICES AGAINST GREEN LABEL PROTOCOL............................................ 427.3 PRIORITY AREAS OF INTERVENTION TO SUPPORT ENTERPRISE OPTIONS...................................................................42

7.3.1 Market development............................................................................................................................437.3.2 Harmonisation of interventions............................................................................................................. 437.3.3 Capacity development to improve vegetable farming..............................................................................437.3.4 Technical support................................................................................................................................437.3.5 Entrepreneurship development.............................................................................................................43

9. APPENDICES.....................................................................................................................................................45

APPENDIX I: SCHEDULE OF FARMER GROUPS............................................................................................................. 45APPENDIX II: LIST OF BULK DISTRIBUTORS AND CONSUMERS........................................................................................48APPENDIX III: INPUT SERVICES PROVIDERS.................................................................................................................49

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ABBREVIATIONS

CAOF Coalition for the Advancement of Organic FarmingEPA Environmental Protection AuthorityFBO Farmer Based OrganisationFDA Food and Drugs AuthorityFGD Focus Group DiscussionCSIR Council for Scientific and Industrial ResearchGAP General Agricultural PracticesGCAP Ghana Commercial Agricultural ProjectGIDA Ghana Irrigation Development AuthorityGoG Government of GhanaGSA Ghana Standard AuthorityIFAD International Fund for Agricultural DevelopmentMoFA Ministry of Food & AgricultureNGO Non Governmental OrganisationINGO International Non Governmental OrganisationsNRGP Northern Rural Growth ProgrammePMSD Participatory Market Systems DevelopmentRMFI Rural & Microfinance InstitutionsUSAID United States Agency for International DevelopmentFASDEP Food and Agricultural Development PolicySADA Savannah Accelerated Development AuthoritySARI Savannah Agriculture Research InstituteMETASIP Medium Term Agricultural Sector Investment PlanPPP Public Private PartnershipWRC Water Resources CommissionYHF Youth Harvest Foundation

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TABLESTable 1: Relationship between NRGP and CAOF Programmes.......................................................................7Table 2: Summary gap assessment of Green Label Protocol.......................................................................... 9Table 3: Participants in FGDs.....................................................................................................................15Table 2: Age distribution of vegetable farmers................................................ Error! Bookmark not defined.Table 5: Relationship between NRGP and CAOF Programmes.....................................................................18Table 4: Age distribution and farm sizes of vegetable farmers.......................................................................28Table 5: Average land preparation costs..................................................................................................... 30Table 6: Average cost of seeds.................................................................................................................. 30Table 7: Green Label gap assessment matrix..............................................................................................32Table 8: Estimated Green Label Certification Cost....................................................................................... 38Table 9: Seasonal cropping patterns...........................................................................................................39Table 10: Comparison between number of dependents and farm sizes.............Error! Bookmark not defined.Table 11: Summary of financial analysis based on assumption of 2 acres per farm.........................................40Table 12: Green Label Protocol cost vs profit levels..................................................................................... 41

FIGURESFigure 1: Vegetable production frequency......................................................................................29Figure 2: Vegetable production value chain....................................................................................18

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1. EXECUTIVE SUMMARY

i. Background

The Coalition for the Advancement of Organic Farming (CAOF) is an organisation of NGOs currentlyimplementing the Northern Ghana Green Market Project (NGGMP) aimed at promoting organic farmingand standardizing them to meet international market standards. CAOF is also actively involved inadvocacy on grow organics and promoting accessible markets for these products. Earlier in 2015,CAOF commissioned a study to gather data on the crops already produced by CAOF farmers as wellas score the crops using a Participatory Market Systems Development (PMSD) model to develop andshort list crops that can be targeted for the Organic-Green Market, identify all chain actors involved inthe organic/green label fruits and vegetables chains in the Bolgatanga area. The report alsorecommended potential areas of collaboration among the market actors to make the system moreefficient and create more business opportunities for farmers and other chain actors. Based on theserecommendations, CAOF commissioned another study to amongst others to:

Identify the various actors already involved in the production, processing and packaging ofgreen/organic fruits and vegetables in the Bolgatanga Municipality and its environs

Identify who the various actors are, how they are involved in the value chain of fruits andvegetables, the challenges and the opportunities for improvement in their market value.

Determine the roles of and abilities of these actors to add value to the organic/green fruits andvegetables and their willingness to attend a market forum that would be organized later.

Identify any other actors in the area who have not yet been considered by the project and howthese actors could contribute to the value chain.

The ultimate aim of the project is to enable CAOF to develop market maps that will be used to guide thedevelopment of the next phase of the project.

ii. Policy environment and institutional arrangements

Current institutional policies towards agriculture and agro enterprises development have been informedby disparities in economic development and endowment between Northern Ghana and the South.Consequently, conclusions of studies have informed several interventions aimed at bridging thedevelopment gaps between the northern and southern Ghana, policies have largely focused onagriculture and economic empowerment of the marginalised and excluded. The most recent of theseinterventions, Northern Rural Growth Programme (NRGP) aimed at achieving sustainable agriculture,rural livelihoods improvement and food security for the rural poor particularly, those depending onmarginal lands, rural women and vulnerable groups in Northern Ghana focuses on six core areas.

A comparisons made against the current interventions by CAOF partner organisations with the NRGPis presented below:

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Table 1: Relationship between NRGP and CAOF Programmes

# ActivitiesLinkage with other

NGO Activity Implementing NGOs

1 Facilitating Market linkages Yes YHF, Fair Trade, Trax,Green House

2 Facilitating FBO development Yes YHF, Farm Radio

3

Facilitating the active and profitableinvolvement of the actors in commodityvalue chains

PartlyYHF, Trax, Fair Trade

4 Facilitating financial access (by allactors ) through financial institutions Partly

Fair Trade and VillageSavings & Loans

Schemes facilitated byFBOs

5 Facilitating business development forenterprising actors Partly YHF

6 Facilitating the development of inter-professional bodies No NA

iii. Vegetable Value chain Actors in Bolgatanga

The key market participants in the vegetable value chain in the Bolgatanga and its environs include thefollowing:

Vegetable Farmers and Farmer Based Organizations Input services providers Bulk buyers and mid-level consumers which included bulk buyers for retail purposes, local

restaurants (chop bars) being the dominant consumers, Restaurants1, hotels and Guest Houses Markets systems and transportation services (market are Vea and Bolgatanga Market while

transportation is mainly by tricycle motor king and donkey carts Institutional support providers include Ministry of Food and Agriculture, Ghana Irrigation

Development Authority, Ghana Standards Boards, Food and Drugs Boards, EnvironmentalProtection Agency among others

Research and academic institutions including Council for Scientific and Industrial Research,Savannah Agriculture Research Institute, Water Resources Commission, Universities andPolytechnics across country

CAOF and partner organizations (Youth Harvest Foundation, Trax , Fair Trade, Trade Aid GreenHouse,Farm Radio)

1 The restaurants include Legacy View, Tietaar Swap, Spackle Swanky, MacLean View among others.

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iv. Vegetable Value chain market map

There are various levels of interaction in the vegetable value chain. A core component of the valuechain is the influence of Farmer Groups that serve as the immediate point of call by stakeholders, stateinstitutions and NGOs in designing targeted interventions as shown in the figure below:

Figure 1: Vegetable process chain

v. Opportunities within the vegetable market system development

Below are the opportunities available to the vegetable value chain actors in Bolgatanga:

Strong history of vegetable cultivation in Bolgatanga and its environs Stakeholder programmes and interventions geared towards the development and improvement in

the vegetable value chain Existence of FBOs which makes easy mobilisation of farmers and other value chain participants Enhance government policy and disposition towards the agricultural sector including the vegetable

value chain Environmentally sustainable farm management practises through the use of locally manure

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vi. Constraints to effective vegetable market development

Among the principal constraints to the vegetable value chain in Bolgatanga include

Lack of ready markets and high post harvest losses of vegetables Cross-border price differentials and shelve life issues in favour of vegetables from Burkina Faso

and Inter-regional competition from Burkina Faso Agronomic challenges including diseases and pest infestation High level of illiteracy among farmers and other market participants Organisational development and institutional challenges associated with farmer groups Infrastructure deficiencies in the agriculture sector in general and the vegetable value chain in

particular Inadequate Agriculture Extension Officers Weak organisation and coordination of vegetable market participants Poor communication and information flow amongst the vegetable market participants Weak financing of vegetable value chain by the financial institutions

vii. Assessment of gaps in farming practices with Green Label Protocol

The Ghana Green Label Scheme (GGLS) designed by the Ghana Standards Authority (GSA) is aimed atpromoting safe food production, postharvest handling and distribution using good and environmentallysustainable agricultural practices. All actors in the value chain - farmers, transporters and traders(wholesale and retail) subscribing to this scheme are expected to implement the guideline of GGLS. Thescheme is modelled to certify farms that comply with the requisite production and distribution systems toensure that safety and environmental sustainability are not compromised until produce reaches the finalconsumer. Assessment of gaps between the Green Label Protocol and the current vegetable farmpractices in Bolgatanga and its environs shows various levels of gaps as follows:

Table 2: Summary gap assessment of Green Label Protocol

#

Clause Compliance Criteria Current compliance level withvegetable production in

Bolgatagan1 Requirements for

Farmer and FarmCompliance

Farmer (or Farm manager) mustbe trained to understand therequirements of the Green LabelScheme

No farmer or Farm Manager hasbeen trained yet. There is aseeming confusion betweenorganic farming practices andGreen Label Certification

2 Quality ManagementRequirements

Documented farm policy, farmmanagement plan

Education of most farmers islimited to basic/middle schooleducation. There will be adifficulty in most farmers comingout with well documented farm

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policies.

3 Sustainable Agriculturerequirements

Evidence of biodiversity andconservation management plan,erosion control measure wherenecessary, application offertiliser according to requiredplan, water management planand waste management plan

Limited compliance withsustainable agriculture practices

4 Food SafetyRequirements

Documented identification andtraceability of farm produce,maintenance of laboratoryanalysis of irrigation water,control of pests and diseases,existence of post harvesthandling protocol etc

There are no systems to identifyand trace farm products or linkthem to specific farmers.

5 Occupational Healthand SafetyRequirements

All farm workers shall beappropriately dressed(appropriate PPE) and protectedfrom work / environmentalhazards.

No specialised dress codes areavailable for farm workers. Farmworkers dress mostly withoutprotective clothes etc

6 Requirements forProduce Compliance

Produce shall be harvested instrict compliance with therequirements of GS CAC RCP53. The label of the produceshall be legibly marked with therequirements listed in the GreenLabel protocol.

There is a general knowledgegap relating to the requirementsof the GS CAC RCP 53.However, support provided byNGOs in the area highlight theneed for hygienic farm practicesetc. Products are however notlabelled.

7 Requirements forTransporters andRetailers (Handling ofComplying Produce)

Transporters shall be madeaware of the requirements ofGreen Label compliant produce.The produce shall be transportedin such a way as to protect thequality and integrity of theproduce. The farmer shall have acontract with the wholesaler /retailer to retail Green Labelproduce in a satisfactorycondition.

There are no specialisedtransport services providers forfarm products. Transportation offarm products is normally donewith other produce. There are noclearly defined relationshipsbetween farmers andretailers/wholesalers based onwhich contracts can be drawnand enforced with respect toGreen Label

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viii. Financial appraisal of vegetable farming

Onions came up as the most profitable vegetable cultivated in the municipality. This is due to therelatively low post harvest losses associated with its cultivation. Based on an average net income fromvegetable farming, on the assumption of a minimum three vegetable farm ranges from a low of GHS1,269 to GHS 3,525.00 per annum. The current net profit levels of producers based on an assumptionof three vegetables cultivation per farmer generate a net income range of GHS 1,234.00 and GHS3,525. This compared to the Green Label Protocol certification costs, which may average USD 11,950,or more will be financially impossible to be undertaken by the average smallholder farmer.Implementation of the Green Label Protocol implementation will therefore only impose unsustainablefinancial strain on farmers without necessarily yielding immediate benefits in sales, income andcashflow.

A scenario was however, created to test the financial possibility of certifying FBOs instead of individualfarmers. Based on the assumption of average group membership of 25, evaluation of the financialpossibility may be feasible based on group consolidated net incomes ranging GHS 83,900 to GHS88,125.00. In spite of the possibility that some levels of production could absorb Green LabelCertification costs, it is worth noting that compliance with the protocol is not a requirement forpatronage of vegetables in the Bolgatanga Municipality or amongst buyers from other parts of thecountry. It will therefore, not yield maximum benefit if the Green Label concept is pursued in the shortterm. Different levels of external subsidies as indicated in subsequent section of this report have to beprovided if the above is to be achieved.

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2. INTRODUCTION

1.1 Background

The Coalition for the Advancement of Organic Farming (CAOF) is an organisation of NGOs formed in2008/09. CAOF is currently implementing the Northern Ghana Green Market Project, a project aimed atpromoting organic farming and standardizing them to meet international market standards. Over theyears, the coalition has worked with farmers by providing training on the benefits of organic farming toenhance household income and sustainable agriculture. The coalition is actively involved in someadvocacy on organic farming and promoting accessible markets for these products.

In early 2015, CAOF commissioned a study into the viability of organic farming in Bolgatanga and itsimmediate environs. The research evidence on the potential of green market reveals a provenunderstanding of the value of healthy and safely produced vegetables and a willingness to pay apremium for locally produced vegetables cultivated according to GAP standards. One critical challengein promoting organic includes linking these farmers to potential markets, which would provide them witha premium for their produce. Currently, the CAOF’s strategy is to move away from a purely advocacyfocus to more practical work such as supporting farmers to grow organic/green label vegetables andfind markets for the produce. The CAOF therefore is currently pursuing to establish a green market inBolgatanga to serve its farmers and the consumers in the Region. There is the need to undertakeresearch to identify potential crops that can be promoted at the Green Market. This study therefore,sought to identify competitive crops, demonstrate the demand of the selected crops and the economicopportunities for all chain actors in order to derive maximum benefit to all chain actors. Equally,important is the need to map and identify actors involved in the production, processing and packagingof organic/green label fruits and vegetables in the Bolgatanga area. Outcomes and recommendationsare expected to enable CAOF identify the actors that can deliver on various elements, services andproducts with respect to the green market. The broad objectives therefore include:

To gather further data on the crops already produced by CAOF farmers as well as score the cropsusing a Participatory Market Systems Development (PMSD) model to develop and short list cropsthat can be targeted for the Organic-green Market.

Identify all chain actors involved in the organic/green label fruits and vegetables chains in theBolgatanga area. Farmers and Farmer Based Organisations (FBOs) particularly close toBolgatanga will be mapped to engage in the production of these vegetables to provide reliable andyear-round supply to consumers.

The report provides recommendations to improve and upgrade the value chain for organic/ green labelfruits and leafy vegetables and identified 8 vegetables/ fruits that have potential and economic viabilityfor the organic green market. The report identifies production issues, challenges and opportunities indeveloping market for organic/ green label produce. The report also recommends potential areas ofcollaboration among the market actors to make the system more efficient and create more businessopportunities for farmers and other chain actors.

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1.2 Objectives

The key objectives and aims of this study are:

The identification of the various actors already involved in the production, processing andpackaging of green/organic fruits and vegetables in the Bolgatanga Municipality and its environs.

Identify who various actors are, how they are involved in the value chain of fruits and vegetables,the challenges and the opportunities for improvement in their market value.

Determine the roles of and abilities of these actors to add value to the organic/green fruits andvegetables and their willingness to attend a market forum that would be organized later.

Identify any other actors in the area who have not yet been considered by the project and howthese actors could contribute to the value chain

Determined whether subsidies are required for any actors and at what level and for how long at thefarmer level through profitability analysis

The ultimate aim of the assignment is to enable CAOF to develop market maps that will be used to aidthe development of the next phase of the project.

3. APPROACH & METHODOLOGY

2.1 Methodology

The instruments, tools and guides for data gathering were designed based on the Participatory MarketSystems Development (PMSD) methodology with specific focus on agro enterprises development. ThePMSD was developed and improved in the last decade by Practical Action's teams in Latin America,Africa and South Asia. The methodology for the study was synthesized and structured under the PMSDRoadmap: a ten-step platform designed to provide field practitioners with basic concepts andtechniques to enable a broad range of private and public actors to make their market systems moreinclusive, productive and efficient. The approach targets every step and actor (commodity, market,institutional, functional, and technical and policy) to identify and develop appropriate interventionstrategies to make markets function.

2.1.1 Literature review

A detailed review of previous reports emanating from studies commissioned by CAOF on organicfarming in northern Ghana was conducted. Relevant literature reviewed included the CAOF researchreport on organic farming; the USAID’s Participatory Market System Development guide on BestPractices in Implementation of Value Chain Development Programs as well as the Market Facilitator’sto guide Participatory Agro-enterprise Development. Other documents reviewed include NRGP Projectdocuments, FASDEP II and othe MoFA programmes, project and policies.

2.1.2 Stakeholder analysis

A comprehensive stakeholder analysis was undertaken in order to deepen the understanding of thedynamics and adequately map out the various actors in the vegetable value chain in the BolgatangaMunicipality. The main objective was to identify key stakeholders including farmers, farmer groups,buyers, transportation service providers, input and logistics providers, specialised service providers,NGOs, governmental support institutions as well as other groups within the vegetable value chain. Thestakeholder analysis made the process all-inclusive and ensured that important and key players withinthe vegetable value chain were not overlooked in the study. The stakeholder analysis informed thestakeholder consultation and interviews conducted during the fieldwork.

2.1.3 Stakeholder consultation interviews

Based on the stakeholder mapping conducted in earlier stages, stakeholder consultation interviewswere undertaken with selected organisations that provide support and interventions to the vegetablesector in Bolgataga and its environs:

Youth Harvest Foundation Fair Trade TradeAid Trax Program Support

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Green House Farm Radio

Other stakeholders engaged include the Ministry of Food and Agriculture, Ghana Standard Authorityamong others

2.1.4 Data gathering

A combination of data gathering techniques was adopted for the study. Data was gathered primarilyfrom the Bolgatanga Municipality where most vegetable farmers were identified during the initialengagements with the CAOF. Focus Group Discussions (FGDs) were held based on consultative andparticipatory approaches through direct engagements with the various farmer groups identified byCAOF partner organisations and other vegetable value chain actors. FGDs were conducted to gatherinformation in several areas including an assessment of group competency, challenges facingvegetable farmers, institutional support systems for the sector and among several others. The variousfarmer groups that were engaged and their partner NGOs have been provided below:

Table 3: Participants in FGDsGroup Partner NGO Number of Persons

Bongtaaba Trax Program support 9Songtaaba Trax Program support 7Bomtubaa Trax Program support 6Vea Farmers Association TradeAid 9

Nyariga Farmers Association TradeAid 8Agorikankan / GreenHouse Youth Harvest Foundation 11Zabigo Group Fair Trade 11Young Farmers Fair Trade 8Total 70

The FGDs were followed up with face-to-face interviews with individual vegetable farmers. Theseenabled collection of individual financial data as well as validate the findings from the FGD phase. Keyperson interviews were also conducted to elicit key and critical information on the vegetable value chain.Additional data was also obtained from the Dialogue Session between producers and marketers atBongo on the challenges confronting the marketability of vegetables.

2.2 Data analysisThe data entry and analysis involved capturing all responses into a bespoke and modified exceltemplate developed in-house for data management features such as data transformations, by-groupprocessing, sorting, row–column transposition, labelling which enriched the analysis. The informationand data gathered were validated for quality assurance and to ensure consistency with the realitiesobserved during the fieldwork.

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4. ASSESSMENT OF INSTITUTIONAL AND POLICY ENVIRONMENT

3.1 Institutional conceptual framework

The Ministry of Food and Agriculture (MOFA) is responsible for developing and executing programmes,policies and strategies for the agriculture sector within the context of a coordinated national socio-economic growth and development agenda. Currently, the Ministry has a vision to pursue a modernisedagriculture culminating in a structurally transformed economy and evident in food security, employmentopportunities and reduced poverty. In this regard, MOFA facilitated the preparation of the Food andAgriculture Sector Development Policy (FASDEP II) and the Medium Term Agriculture SectorInvestment Plan (METASIP 2010-15).

Over the past two decades, disparities in economic development and endowment between NorthernGhana and the South have long featured in several studies. The conclusions of these studies haveinformed several interventions aimed at bridging the development gaps between the northern andsouthern Ghana. In line with the occupational distribution of the areas often targeted, developmentpolicies have largely focused on agriculture and economic empowerment of the marginalised andexcluded.

The most recent of these interventions is the Northern Rural Growth Programme (NRGP) aimed atachieving sustainable agriculture, rural livelihoods improvement and food security for the rural poorparticularly, those depending on marginal lands, rural women and vulnerable groups in Northern Ghana.The specific objective is to develop inclusive and remunerative commodity and food chain to generateagriculture surplus production and orient it towards remunerative in southern Ghana and abroad.

In analysing the institutional framework for profitability of vegetable farming in Bolgatanga municipality,comparisons was made between the Northern Rural Programme, which is the national agriculturepolicy instituted by the MoFA with the interventions currently being implemented by CAOF and itspartner organisations were drawn in order to identify gaps that can be addressed in future interventions.

3.2 National agriculture framework

A number of studies of Ghana’s political economy have underlined the broad disparities between theNorth and the South in terms of economic development and well-being. There is a strong need tobridge it to prevent North-South inequalities from leading to tensions and instability in view of thewidening of this gap of which the most important underlying factor is out-migration which result in a lossof human resources and initiative. It is therefore, crucial to address rural poverty in the northern regionof Ghana with a focus on Agriculture and Agribusiness and special emphasis on the vegetable valuechain.

3.3 The Northern Rural Growth Programme

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The NRGP is aimed at correcting policy failures mostly related to issues that the private sector is notwilling or not capable of addressing such as:

a) Weak and poorly motivated producers and producers’ associationb) Lack of comparative advantage of northern agriculture (labour force limited by migration, cropping

season limited by scarcity of irrigation, difficult access to large markets in the south , lack ofcommodity chain infrastructure such as bulking ,processing and packing facilities;

c) Inadequate transport and irrigation infrastructured) Poor access to financial facilitiese) Poor agricultural support servicesf) Lack of capacity of producers to meet market requirement (sufficient quantities of produce and in

accessible locations to enable quick response by large buyers and also to bargain for better prices,quality standards, timelineness, consistency of supply, good agricultural practices, food safetycertification, traceability).

The overall goal of the programme is to achieve sustainable agriculture, rural livelihoods and foodsecurity for the rural poor particularly those depending on marginal lands, rural women and vulnerablegroups in Northern Ghana. Specifically, the programme is aimed at developing an inclusive andremunerative commodity and food chain to generate agriculture surplus production and orient it towardsurban domestic and international markets. This is done through a system of incentives aimed atcorrecting the issue confronting the provision of a conducive environment to agricultural growth. Alimited number of commodity and activity chain has been selected, based on the NRGP approach,market potential, financial viability, outreach, preference and risks (determined by the farmers’familiarity with the production technology). These commodities chain have been grouped into fivewindows: The industrial crops (soybean, groundnuts, sorghum) characterized by high outreach and low risk The “women” crops (sheanut, millets, sesame, moringa) characterized by medium outreach, high

poverty alleviation potential and low risk The export fruit and vegetables (okro, chilly, French beans “Asian” vegetables, papaya, mango)

with low direct outreach but high income generating and employment potentials Four animal based commodities (small ruminants, pigs, guinea fowl and fish farming) that require

mostly production support Certified seed production.

3.4 Expected outcomes of the NRGP project

Improved marketing through commodity-specific commercial ventures between small farmers andprivate operators will provide ensured market outlet for additional agricultural production from the threeNorthern regions. Sustainable benefits will also come from the establishment of commodity inter-professional bodies under the form of increased producer prices, better policy dialogue with theGovernment, higher efficiency and fairer distribution of value added productions, reduction oftransaction cost and technical service provision. Thus, the programme will contribute to increased

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economic activities, higher price for farm produce, higher household income and improved standard ofliving. In assessing the impact of these activities on the development of the value chain, comparisonswere drawn with the key activities of the NRGP, which can be broken into six core components. Weidentified linkages with at least five of these components as follows:

Table 5: Relationship between NRGP and CAOF Programmes

# ActivitiesLinkage with other

NGO Activity Implementing NGOs

1 Facilitating Market linkages Yes YHF, Fair Trade, Trax,Green House

2 Facilitating FBO development Yes YHF, Farm Radio

3

Facilitating the active and profitableinvolvement of the actors in commodityvalue chains

PartlyYHF, Trax, Fair Trade

4 Facilitating financial access (by allactors ) through financial institutions Partly

Fair Trade and VillageSavings & Loans

Schemes facilitated byFBOs

5 Facilitating business development forenterprising actors Partly YHF

6 Facilitating the development of inter-professional bodies No NA

3.5 Overview of the vegetable market chain

There are a number of key actors’points in the vegetable value chain in the Bolgatanga. At theproduction point, farmers, although, they are organised into associations, produce are sold individuallyto either bulk buyers who engage in retail trade or to some class of final consumers (hotels andrestaurants and roadside chop bar operators).

Along the chain are two sets of support services – those provided by designated state and multinationalinstitutions such as the Ministry of Food & Agriculture (MoFA) and its quasi institutions such as theIrrigational Development Authority (IDA) and the Ghana Commercial Agriculture Project (GCAP) amongothers. The other sets of supports are provided mainly by CAOF and its partner organisations. Theprocess map of vegetable farming is illustrated in the diagram below.

Figure 2: Vegetable process chain

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3.6 Evaluation of key actorsThe immediate sections below provide an evaluation of the key market actors within the vegetablemarket system in Bolgatanga and its environs.

3.6.1 Farmer based groups

Farmer based groups form a crucial component of the vegetable value chain and have remained thecommon point of target by INGO and NGO interventions. Vegetable farmers in the BolgatangaMunicipality are organised into various groups. While each of these groups has elected executives –President, Vice President, Secretary, Organiser and Treasurer, there are no defined limits on tenure inoffice. The emergence of farmer groups has largely been an initiative of NGOs, which require acongregation of these farmers into a common group where they can easily be targeted for the purposeof interventions. Nevertheless, once formed, the groups identify with each other and begin to pursuesimilar and common objectives. To a large extent, the objectives of these farmer groups as enumeratedduring the FGD do not reveal strong linkage with the overall objectives of improving the profitability oftheir farming ventures. For instance, the major challenge facing vegetable farming is lack of a unifiedmarketing approach through which the various farmers can identify markets, consolidate produce inorder to favourably determine prices of commodities did not feature in the objectives of any of thegroups.

Although, CAOF and its implementing partners are engaging farmer groups to enhance marketing oftheir produce, the practical activities which these groups work towards are mainly geared towardsproviding a means to support welfare needs of members.

3.6.2 Input services

Inputs provided in the form of seeds and tractor services for land preparation are procured from theopen market. In the case of small-scale farmers, seeds are mostly generated from previous harvestswhile there is enormous reliance on manual labour, donkey and bullocks for ploughing the lands for

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planting. Medium to large-scale farmers on the other hand, due to the sizes of their farms rely on tractorservices and other mechanised tools procured from service providers for land preparation. In addition,these classes of farmers are also inclined to the use of enhanced seeds (especially for tomatoes).Specifically, the Pectomech and ‘No Name” brands of tomato seeds which costs GH¢ 40 (USD 5.2) perbag and can plant 0.25 acre is reported as having high yields and is also highly patronised amongstmedium to large scale farmers. The schedule of input providers identified has been provided as anAppendix III. These input suppliers are however, not organised as an association hence their influenceof the vegetable value chain is relatively at the individual level and relatively minimal.

3.6.3 Bulk buyers and mid-level consumers

The structure of these actors can be grouped into two broad categories; bulk buyers for retail purposesand bulk buyers (mid-level consumers) for consumption purposed. The former group consists largely ofmarket women who retail at the local markets as well as those from southern Ghana who purchasevegetables to be retailed. Although, anecdotal evidence suggests that this category of buyers is largeand constitutes in excess of 50% of market demand, this sub actors are not well organised for easyidentification and evaluation. A key determinant of demand in relation to this category of bulk buyersare availability of vegetables in large quantities (which limits the length of time spent in sourcing for theright quantity), quality of vegetable and potential shelf life (this determines the extent of losses in theevent that vegetables cannot be disposed off easily) of products and price (which determines profitmargins).

The second category of bulk buyers in the value chain consists mainly local restaurants (chop bars)being the dominant consumers, Restaurants2, hotels3 and Guest Houses4. This segment of the bulkmarket participants either procures directly from farmers or from other retailers. Nevertheless,vegetables are procured in large quantities for storage for about one– two weeks depending ondemand patterns. A core determinant of purchasing decisions for these classes of vegetableconsumers is the shelf life and to some extent, prices. Prices are much less influential in this casebecause vegetables are a core component of their activities.

3.6.4 Markets systems and transportation services

There are two key market centres where vegetables are conveyed to – the Vea Market, a local marketthat serves Nyariga and other surrounding communities while the Bolgatanga Market serves as a majorclearing house for vegetables. The accessibility of the Bolgatanga market to most potential bulk buyersmakes it an influential point in the value chain. However, the poor road network and the additionaltransportation costs it imposes on the farmers make it a less profitable market location for sales ofvegetables. As a result, farmers tend to price their vegetables at relatively higher prices which makethem less competitive relative to similar vegetables obtained from Burkina Faso, taking intoconsideration the impact of marginal price differential on bulk buyers.

2 The restaurants include Legacy View, Tietaar Swap, Spackle Swanky, MacLean View among others.3 These hotels include Ex-tee Crystal Hotel, Premiers Lodge, Comme-Ci-Comme- Sa among others4 These Guest Houses include Nasona Guest House, Blackstar Guest House, Simata Guest House among others

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Alternatively, vegetables are sold directly to final household consumers at market centres. In this case,individual farmers make transportation arrangements to markets where they personally retail their finalproduce. Transportation services currently used are limited to carriage tricycles (Motor King) operatedby individuals scattered across the faming locations as well as donkey carriages in some cases.

3.6.5 Institutional support partners

The provision of institutional support and regulatory services for agriculture development in theBolgatanga Municipality including vegetable productions is driven either directly or indirectly by thefollowing government agencies:

Ministry of Food and Agriculture Ghana Irrigation Development Authority Ghana Standards Boards Food and Drugs Boards Environmental Protection Agency

Ministry of Food and Agriculture

The institutional support provided by MoFA is headed by the regional representation of MoFA. The levelof support provided by MoFA in the Upper East region for general agriculture development includingvegetable cultivation have been organised around the NRGP and its five windows. These are: The industrial crops (soybean, groundnuts, sorghum) characterized by high outreach and low risk The “women” crops (sheanut, millets, sesame, moringa) characterized by medium outreach, high

poverty alleviation potential and low risk The export fruit and vegetables (okro, chilly, French beans “Asian” vegetables, papaya, mango)

with low direct outreach but high income generating and employment potentials Four animal based commodities (small ruminants, pigs, guinea fowl and fish farming) that require

mostly production support Certified seed production.

Within the context of MoFA’s vision of achieving the objectives of the Food and Agriculture SectorDevelopment Policy (FASDEP II) and the Medium Term Agriculture Sector Investment Plan (METASIP2010-15), the Government of Ghana (GoG) in partnership with the World Bank and the USAIDlaunched the Ghana Commercial Agricultural Project (GCAP) with the objectives of improving increasedaccess to land, private sector finance, input-output markets by smallholder farms from PPP incommercial agriculture in Accra Plains and SADA Region and increasing on-farm productivity andvalue addition in selected value chains. The main outcome of the project would be an improvedinvestment climate that delivers more – and more inclusive – private sector investment in agricultureincluding vegetable producers in northern Ghana and Bolgatanga inclusive.

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Ghana Irrigation Development Authority

The Ghana Irrigation Development Authority, as a quasi government organisation under the Ministry ofFood and Agriculture offer irrigation services for the development of the Agriculture sector acrosscountry including vegetable cultivation. In the Upper East region, the Ghana Irrigation DevelopmentAuthority through the Vea Irrigation Project makes available about 637.5ha of land for irrigation farmingof which vegetable is also part.

Food and Drug Authority

The Food and Drugs Authority is the National Regulatory Authority mandated by the public Health Act,2012 (Act 851) to regulate food, drugs, food supplements, herbal and homeopathic medicines,veterinary medicines, cosmetics, medical devices, household chemical substances, tobacco andtobacco products. FDA is an agency under the Ministry of Health, the objective of the Authority is toprovide and enforce standards for the sale of food, herbal medicinal products, cosmetics, drugs,medical devices and household chemical substances. FDA has the authority to regulate food itemsincluding vegetables that are consumed in the country. FDA, however, is currently challenged by weakcapacity, logistics and financial resources to be able to achieve their mandate.

Environmental Protection Agency

The Environmental Protection Agency is the leading public body for protecting and improving theenvironment in Ghana. Its responsibilities include ensuring that the air, land and water are properlytaken care of by the society, so that other generations inherit a cleaner, healthier world. EPA hasoffices across Ghana working on and carrying out Government policy, inspecting and regulatingbusinesses and reacting when there is an emergency such as a pollution incident. Emanating from itsmandate, EPA is expected to provide technical services for sustainable agriculture including vegetablecultivation and processing. EPA however, lacks the logistics, manpower and financial resources to bevisible in providing services to the vegetable value chain within Bolgatanga and its environs.

3.6.6 Research and academic institutions

Research and academic institutions with focus on research and teaching in agriculture also participateabate at a lower level in the vegetable production, processing and consumption across country andinclusive ofthe Bolgatanga Municipality. While their services are not solely directed at only vegetablevalue chain in Bolgatanga, the outcome of their research and teaching on vegetables are available tothe vegetable value chain. Some of the research and academic institutions which either directly orindirectly impact the value chain identified during the field work include:

Council for Scientific and Industrial Research (CSIR) Savannah Agriculture Research Institute (SARI) Water Resources Commission (WRC) Universities and Polytechnics across country

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Specialised Agricultural Training Schools across country

3.6.7 CAOF and partner organizations

CAOF and its partner organisations are currently implementing the Northern Ghana Green MarketProject, a project aimed at promoting organic farming and standardizing them to meet internationalmarket standards. Over the years, the coalition has worked with farmers by providing training on thebenefits of organic farming to enhance household income and sustainable agriculture. The coalition isactively involved in some advocacy on grow organics and promoting accessible markets for theseproducts. The CAOF Partners include:

Youth Harvest Foundation Trax Green House Trade Aid Fair Trade Farmer Based Organisations

The other organisation promoting organic farming is Farm Radio.

3.6.8 Financial institutionsThere are two main categories of financial institutions operating in the Bolgatanga Municipality – formalcommercial banks as well as rural and microfinance institutions. The formal financial system has oftenshied away from extending credits to agricultural ventures. This is often due to the longer than normalmoratorium required before commencement of repayments. This was further constrained by theinformal nature of farming practices where majority of farmers are uneducated and are unable to keepappropriate records to improve their credit worthiness. In cases where commercial banks are willing toextend credit facilities to agricultural ventures, the focus has been well-structured entities outside thescope of small-scale peasant farming and primary agriculture. Although, the emergence of Rural andMicrofinance Institutions (RMFIs) have been touted as a breakthrough in alleviating the financingchallenges that faces the informal and the agriculture sector, the structure, tenure and maturity of creditfacilities extended by these RMFIs do not tie with the timing of cash flow of these vegetable farmers.The interest rates required by these RMFIs are also relatively high compared to the profit levels of thefarmers.

The assessment of farmer group competencies however, show that FBOs are generating internalfunding through membership dues paid by members. Across all groups engaged the average monthlydues ranges between GHS 1.00 – GHS 5.00. The main purpose of these contributions is to assistmembers facing financial challenges in preparing fields or personal issues. This however, providesopportunity for the integration of the Village Saving Loans Scheme into any intervention design for thevegetable value chain in Bolgatanga Municipality.

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3.7 Value chain mapping

There are various levels of interaction in the vegetable value chain. A core component of the valuechain is the influence of Farmer Groups that serve as the immediate point of call by stakeholders, stateinstitutions and NGOs among others in designing targeted interventions as shown in the figure below:

Figure 3: Vegetable process chain

3.8 Principal constraints to effective market system development

Lack of ready markets and post harvest losses

The market appeal of majority of vegetables cultivated within the Municipality, especially Bito (Roselle)and Aleefu (Amaranthus) is limited to the municipality. This is because they are used as ingredients ofindigenous foods, which are not common amongst southerners and other part of the country. Overallhowever, the lack of ready market ranked tops in the assessment of constrains facing farmers and isapplicable to as much as 39% of all vegetable farmers in the Bolgatanga Municipality. This is furtherconstrained by the fragmented and dispersed nature of farms, scattered across various villages notproperly linked with access roads and central marketing point. In the specific case of tomatoes, thismakes it difficult for bulk buyers to obtain large quantities of the same produce at a single location

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unlike in larger markets across the border into Burkina Faso where it is possible for bulk buyers toobtain larger quantities at the same location. In view of the poor transportation network and relativelybad roads, additional expenses are incurred in transporting these vegetables which resulting inrelatively higher retail prices as compared to similar vegetables sold in Burkina Faso.

Except for onions and chilli pepper which can be stored without significantly diminishing the marketvalue, an estimated average of about 40% of vegetables, mostly tomatoes is lost in post harvest lossesdue to lack of ready markets. In the case of leafy vegetables such as Bito (Roselle) and Aleefu(Amaranthus) which have no shelve lives, the extent of post harvest loses are estimated to be higheralthough in some cases they can be dried and used for domestic purposes.

Cross-border price differentials, shelve life and interregional competition

There are marginal differences between prices charged by producers in the Bolgatanta Municipality andthe prices obtained by major buyers (usually bulk buyers and large scale consumers operatingrestaurants etc) when such commodities are sourced across the border from Burkina Faso. These pricedifferentials, as small as GHS 1 (USD 0.26) coupled with the availability of the same produce at a largerlocation, there is always greater incentive for buyers to cross over to Burkina Faso where there is alarger market place for the same commodity to be purchase especially tomatoes.

Another major differentiating factor is the perishability and shelf life of farm produce, especiallytomatoes bought from Burkina Faso. While the average shelf life of tomatoes bought from theBolgatanga Municipality ranges between 3 – 6 days, those from Burkina Faso are estimated to last upto 10 days. Although, there are indications that additional preservatives such as alkaline are used inripening and preserving vegetables especially tomatoes, the implications for the use of preservatives onthe health of consumers are not major considerations to bulk buyers and consumers during buyingdecisions. Thus producers in the Bolgatanga Municipality tend to lose their customers to theircompetitor suppliers in Burkina Faso.

Divergent policy focus between CAOF and funding partners

The objective and interest of CAOF contradicts the standing position of Christian Aid, which is thefunding agent of the project. Whilst CAOF is much more interested in pure organic production ofvegetables, the focus of Christian Aid is geared towards promoting the Green label standard ofvegetable production, However, the vegetable farmers are also kicking against the Green LabelStandard used as bench mark for vegetable production in the Bolgatanga municipality, the farmersclaimed the modalities involved in adopting the Green Label Standard is rigorous and expensive whichtheir profit levels cannot march.

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Agronomic challenges

Diseases and pests affect almost all vegetables, this affect the yield levels and quality of vegetablebrought to market centres for sale. There is the need for control of these pests and diseases withinsecticides which also impose additional costs on vegetable farmers across the entire municipality.

High level of illiteracy among farmers

There is high rate of illiteracy among the vegetable farmers that makes keeping farm record difficult.These farmers can neither read, write nor make any informed decision as to the variety of vegetableseeds to purchase for cultivation, quantity of chemical (fertilizers, pesticide, weedicite etc) to use ontheir farm, spacing of vegetable crops, adoption of good farm practices and among others. Theexcessive use of these chemicals increases the acidity of the soil that also tends to affect the vegetableyield and fruits produce; all these activities impacted negatively on the revenue generated by thefarmers and the entire value chain.

Organisational challenges with farmer groups

The vegetable farmers under the CAOF project in the Bolgatanga municipality are unwilling tocooperate and consolidate their produce of the same kind to offer for collective group marketing. Thislack of cooperation among the group members has made it difficult for the farmers to bargain fair pricefor their produce as well vibrates development of the vegetable value chain.

Infrastructure deficiencies

Vegetable farmers under the CAOF project indicated their inability to transport the vegetables to themarket centres due to the poor nature of their roads networks, the farmers also indicated thatsometimes most of their produce e.g. tomatoes often get rotten before they get to the market centresmaking the vegetable farming no longer interesting to them.

Inadequate Agriculture Extension Officers

Agriculture extension information is not adequately made available to farmers to help improve theiragronomic practices (pest and disease control, mulching, spacing of crops etc) on their farms; this hasresulted in low farm yields over the years. In addition, MoFA does not have accurate data to help thefarmers make an informed decision or even study the rainfall pattern to be able to fine tune theirvegetable cultivation plans.

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3.9 SWOT analysis of Farmer based Groups

Below is a matrix of internal strength and weakness of FBGs in Bolgatanga as well as the externalopportunities and threats to these groups.

SWOT Analysis of FBGsStrengths Weaknesses1. Commitment of members through regular

meeting attendance and payment of monthlydues

2. Strong commitment to communal labour(support granted to members) to reduce initialcosts associated with land preparation etc

3. Strong welfare systems. Membershipsupports in times of children school fees andcost of inputs

4. Ability to transform some of the vegetablesinto different forms for preservation to enablelonger shelf life

1. Inability and weak capacity to determineprices in the market place.

2. Difficulty in consolidating market produce tobe able to command market prices

3. Inability to monitor and control intrusion offarms by animals( cattle, sheep and goats)

4. Inability to transport vegetable to marketcenters

5. Low level knowledge in best agriculturalpractices

6. Inability to create a common/bondingvegetable group project

7. Inability to source for vegetable production,processing and consumption marketinformation

Opportunities Threats1. Lack of other economic opportunities – this

makes vegetable farming a ‘must do’ ventureto ensure sustenance.

2. Support from CAOF and partner organisationprovides incentives to keep producing.

3. Opportunity to sell directly to off takers at farmgate

4. Opportunity to adopt of Green LabelStandards in order to attract additionaldomestic as well as international markets

1. Influence of powerful middle men who writedown prices in order to make higher margins

2. Continuous destructions of canals threatenthe ability to obtain water for irrigationpurposes

3. High cost of interest rate on farm loans4. High level of post harvest losses due to

infrastructure challenges5. Low level of output due to increase in the

acidity of soil6. Inability to obtain technical support from

extension officers & MoFA7. Continuous supply of vegetables from

Burkina Faso

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5. PRODUCTION ISSUES

4.1 Overview of farming activities

The total land area of the Bolgatanga Municipality is estimated at 729 square km out of which 70% ofthis (51,030 ha) is cultivated. The district level data suggests that about 8% of the population arepeasant farmers. There are 14,145 agricultural households with an average of six persons perhousehold and average land holdings of between 1.0 and 3.0 ha. Agriculture in the municipality islargely rain fed although, there are few dams, dugouts and canals designed to convey water into farmsites.4.2 Farming practices

The main farming system in the district is rain fed mixed cropping. Crop mixture is mostly cereal-cerealbut occasionally a cereal -legume mixture. The types of crop mixtures are early millet/Sorghum, earlymillet/late millet and early millet/Sorghum/local beans. Leguminous crops are normally solely sown.Bullocks and hoe are mostly used for land preparation. However, tractor is also used in cases whereland sizes are relatively large. The major staple crops grown are: millet, sorghum and frafra potatoesand the cash crops are maize, rice, groundnuts and sweet potatoes. In the dry season, the VeaIrrigation Project makes available about 637.5ha of land for irrigated farming to famers in themunicipality through several canals linked to farm fields. In addition to this, there exist about seven (7)small-scale dams having a total irrigable area of 78ha. Apart from the irrigable land area provided bythe Vea and the small-scale dams, there exist a potential for water pump irrigation along the banks ofthe White Volta. At the moment, a total land area of about 400ha is being utilized even though, another500ha are available for irrigation.

4.3 Vegetable farming

Vegetable farming in the Bolgatanga Municipality is largely a complimentary activity that is done inaddition to cereals and leguminous cropping such as rice, millet and yam. The age distribution and farmsizes of vegetable farmers have been detailed in the table below.

Table 6: Age distribution and farm sizes of vegetable farmers

Age bracketLand size

Less than 1Acre 1 to 2 Acres 2 - 5 Acres Above 5

AcresBelow 24 - 9.09% 4.55% -25 to 34 - - 40.91% 42.86%35 to 44 - 27.27% 27.27% 7.14%Above 45 100.00% 63.64% 27.27% 50.00%Total 100.00% 100.00% 100.00% 100.00%

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4.3.1 Production overview

Vegetable farming is done mostly as a secondary farming activity in the Bolgantanga Municipality,complementing major cash crop farming such rice and millet production. Averagely, vegetable farmingconstitutes about 25% – 35% to total land cultivation by farmers.

Initial studies commissioned by CAOF in the entire Upper East Region identified top eight (8) primaryvegetables that have potential market from production to consumption. These are Bito, Tomatoes,Okro, Amaranthus (Aleefu), Onions, Cabbage, Hot pepper and Lettuce. Analysis of data collected in theBolgatanga Municipality however, shows five (5) top vegetables that farmers have preference for due toavailability of market and ease of cultivation. These are tomatoes, bito, onions, aleefu, pepper (chilli).About 96% of farmers cultivate tomatoes; 82% cultivate Bito while over 50% produce Pepper, Aleefuand Onion as illustrated below.

Figure 4: Vegetable production frequency

There is very limited data on the proportion of these vegetables retained for domestic/personalconsumption owing to the poor farm record keeping on the actual volumes harvested, sold andconsumed.

4.4 Demand considerations

The principal source of demand for vegetables produced in the Bolgatanga Municipality comes mainlyfrom Bulk buyers, Restaurants, Hotels, Guest houses and household. Due to the dispersed nature ofproduction sites and difficulty in transporting vegetables to major market centres where bulk buyers canaccess and obtain large quantities at the same location. There are no clearly defined standards for finalfarm produce. The key determinants are therefore, pinned on perishability in the case of vegetablesthat have relatively short shelf lives; price and transportation costs. Bulk buyers are largely responsible

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for their own transportation arrangements while final consumers rely on producers to transport produceto market centres or directly deliver them based on pre-arranged agreements (although these occur invery few cases). Where bulk distributors make their transport arrangements, prices become the maindeterminants of buying decisions. In the case of tomatoes and onions, we found price differentials aslittle as GHS 1.00 (USD 0.26) can influence a buyer’s decision to buy from Burkina Faso instead of fromproducers in Ghana.

4.5 Production costs

Costs associated with vegetable production differ depending on the nature of crop and farm sizes.Nevertheless, there are some five (5) cost lines. These are land preparation cost (tractor ploughing,labour, Bullocks), Input cost, farm maintenance cost (pesticide, weedicide and animal control).Additional costs are also incurred in managing post harvest activities such as storage andtransportation. These have been treated in subsequent sections of this report.

4.5.1 Land preparationThis encompasses mechanical ploughing using hired tractors procured from specific service providersor cost of engaging manual labour to prepare the land for planting. The use of bullocks owned by mostfarmers is another mode of ploughing. The average cost of land preparation differs amongst the variousvegetables on one hand and the topography of the land. The above averages for the five most croppedvegetables are however consistent throughout the survey as follows:

Table 7: Average land preparation costs# Crop Average land preparation

cost per acre (GHS)1 Tomatoes 100.002 Bito 60.003 Onions 100.004 Aleefu 50.005 Pepper 60.00

4.5.2 Inputs

Seedlings and other inputs for the various vegetables are procured from the open market but in somecases, seeds for planting the next season are made from previous harvests for almost all vegetables. Inthe case of tomatoes however, some enhanced seeds have been introduced into the market whichhave been proven to have high yields, drought tolerance and resistance to pest infestation. Theaverage prices for the top five vegetables have been provided below:

Table 8: Average cost of seeds# Crop Cost of input per acre (GHS)1 Tomatoes 40.002 Bito 30.003 Onions 40.00

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4 Aleefu 15.005 Pepper 40.00

Inorganic fertiliser usage for vegetable farming in the Bolgatanga municipality is rare in view of themajor campaign by the CAOF and its partner organisations, Farm Radio and other stakeholders. Mostfarmers have elaborate organic manure preparation sites where compost is prepared from cow dung,rice straws and several other decomposable materials. There is a strong held belief that the organicfarming practices although do not produce as much yield as the inorganic, organic method ofproduction protects the soil structure by retaining as much moist as possible thereby reducing the needfor excessive irrigation during the dry season. The cost of preparing compost is not easily determinablemainly because materials used are often waste generated.

4.5.3 Farm maintenance

Additional labour is often required for managing farms through planting to harvesting. Based on theanalysis, an average of one additional labour, in addition to farm owner is employed on the farm. Anaverage of Ghc 2.00 is provided as daily allowance for additional labour hired on the farms while farmowners provide food during working hours. In view of the fact that most farmers are engaged in mixedcropping, the cost of labour is attributable to the entire bouquet of crops cultivated on the farm.However, on the whole, each farmer cultivates an average of 3 crops.

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6. THE GREEN LABEL CERTIFICATION PROTOCOL

5.1 General purpose

The Ghana Green Label Scheme designed by the Ghana Standards Authority is aimed at promoting safefood production, postharvest handling and distribution using good and environmentally sustainableagricultural practices. Consequently, all actors in the value chain - farmers, transporters and traders(wholesale and retail) subscribing to this Scheme must implement such practices. The certification schemeis modelled to certify farms that comply with the requisite production and distribution systems to ensure thatsafety and environmental sustainability are not compromised until produce reaches the consumer.

The overall aim of the implementation of this scheme is to facilitate the eventual transition of the Ghanaianhorticultural industry to sustainable agriculture. Thus, while the Ghana Green Label scheme targets thedomestic market, it is expected to serve as an entry point for local farmers to access the internationalmarket.

5.2 Green Label gap assessment of vegetable farmers

The Green Label Protocol is composed of seven (7) Clauses that must be met in order for a farm to becertified. These are:

a) Requirements for farmer and farm complianceb) Quality management requirementsc) Sustainable agriculture requirementsd) Food safety requirementse) Occupational health and safety requirementsf) Requirements for transporters and retailers

An assessment of compliance levels with the various clauses have been done in order to ascertaingaps between the Green Label Standard and the current farming practices in order to informinterventions to assist vegetable farmers as follows:

Table 9: Green Label gap assessment matrix

Clause

Compliance Criteria Requirement Current compliance level

4. Requirements for Farmer and Farm Compliance4.1 Farmer (or Farm manager)

must be trained to understandthe requirements of the GreenLabel Scheme

Farmer (or Farm manager)must have a validcertificate of training in theGreen Label Scheme

No farmer or farm managerhas been trained yet. Thereis a seeming confusionbetween organic farmingpractices and Green Label

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Certification

4.2 Quality ManagementRequirements4.2.1 An established and

documented policy must beavailable

A farm policy statingcommitment to sustainableagriculture and food safetymust be available

Education of most farmers islimited to basic/middle schooleducation. There will be adifficulty in most farmerscoming out with their ownfarm policies.

4.2.2 A farm management plan mustbe available.

Farm History: Document onFarm History must beavailable. The farmer shallensure the document coversthe two-year period beforeapplication for Green label, thisshould include information on: Crops grown Agrochemical inputs Yields Worker training / capacity

building

Farm history informationdocumented

Most farmers do not keepfarm records. There are noclearly defined farm histories.

4.2.2.1

New farmers should conductfeasibility study of the farm site

Report of the feasibility studymust be available.

Not done in most cases

4.2.3 Records must be maintainedand available. Records shallbe properly maintained toprevent loss or deterioration.All records required by theGreen label Scheme must beavailable for inspection.

Statutory and Regulatoryrecords shall also be available.

Records include:­ Training records­ Records of all inputs­ Soil and water quality

reports

Evidence of compliance tostatutory regulations shall bedemonstrated.

There are no farm recordswith respect to farmers

4.3 Sustainable Agriculturerequirements

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4.3.1 There shall be evidence onfarm that the farmer isimplementing a biodiversityand conservation managementplan.

Farm practices shall indicatethat farmer is mindful ofconservation practices.

The inspector shall observeand take notes of suchevidence on the farm

Farmers are pursuingorganic farming practiceswhich protect the soilstructure.

4.3.2 There shall be evidence thatfarmer has implementederosion control measureswhere necessary

Erosion control measuresimplemented shall be noted

The inspector shall note allerosion control techniquesimplemented.

These are embedded in thepreparation of fields forfarming. It is done by buildingtrenches in-between the farmfields to direct water only toappropriate spots on thefarms.

4.3.3 There shall be evidence on thefarm that the farmer is applyingfertilizer according to cropnutrient requirements and soilproperties.

Farmer shall have a nutrientmanagement plan

Inspectors shall ensure thatthe nutrient managementplan is implemented.

Not currently applicable.Most farmers are beingencouraged to pursueorganic farming practices.

4.3.4 Records of fertilizer applicationshall be available forinspection.

The inspector shall observeand note the prevention ofthe use of untreatedindustrial and human waste.

Inspectors shall note andrecord the evidencesobserved.

Not applicable

4.3.5 There shall be evidence onfarm that the farmer isimplementing a watermanagement plan.

The inspector shall observeand take notes of suchevidence on the farm – thesemay not be required for rainfed agriculture

Farming is largely rain fed. Incases where irrigation isused, canals have been builtto direct water into the farms.There is however, no recordsto verify the watermanagement systems areappropriate for each crop.

4.3.6 There shall be evidence onfarm that the farmer is

The inspector shall observeand take notes of such

Not clearly defined for farms.

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implementing a wastemanagement plan.

evidence on the farm:evidence expected include:organic and inorganic wasteseparation, recycling anddisposal.

4.4 Food Safety Requirements4.4.1 There shall be a documented

identification and traceabilitysystem that allows Green labelcertified produce to be tracedback by individual lot / batchnumbers which relate to clientorders to the Green LabelCertified Farm, and trackedforward to the immediateclient.

The inspector shall follow /track at least one record toensure efficiency of thetraceability system

Records of traceability shallbe inspected and noted.

There are no systems toidentify and trace farmproducts or link them tospecific farmers.

4.4.2 Records of laboratory analysisof irrigation water shall beavailable.Records of correctivemeasures taken shall beavailable.

The inspector shall ensurethat there is documentaryevidence of all water qualityrecords (and correctiveactions taken wherenecessary).

Not applicable to mostfarmers

4.4.3 ICPM principles andtechniques shall be adopted inthe control of pests anddiseases.Records of agrochemicalapplication shall be availableas indicated.

The inspector shall assesscompliance of all the recordsrequired / listed in thestandard

There are no records to showthe principles are adhered tothough organic cultivation ofvegetable is very high in theMunicipality

4.4.4The farm must have aharvesting and post-harvesthandling protocol whichhighlights best practices forproduce handling.

As part of the hygienerequirements, farmers must

Records shall be availablefor inspection. Wherepossible, the inspector shallassess the harvesting andpost-harvest procedures forcompliance.

The inspector shall assessevidence and efficacy ofsuch training and note all

There are no protocols forhandling harvesting and postharvesting

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train workers to report stomachupsets coughs, colds and cuts;hand washing programmesmust also be organized forworkers.

observations.

He /she may look out forrelevant information andcaution signs.

4.5 Occupational Health and SafetyRequirements4.5.1 All farm workers shall be

appropriately dressed(appropriate PPE) andprotected from work /environmental hazards.

The inspector shall assesscompliance to thisrequirement.

He/she shall inspect thesafety equipment used bythe workers. Observationsshall be recorded.

No specialised dress codesare available for farmworkers. Farm workers dressmostly without protectiveclothes etc

5 Requirements for Produce Compliance5.1 Produce shall be harvested in

strict compliance with therequirements of GS CAC RCP53.

The inspector shall assessthat the relevant hygienicrequirements are compliedwith.

He/she shall also assess thepackaging of the produce -the packaging must be donein a way to protect theproduce.

He / she shall also assessuniformity of size and colourof the packed produce.

There is a generalknowledge gap relating to therequirements of the GS CACRCP 53.

However, support providedby NGOs in the areahighlight the need forhygienic farm practices etc

5.2 The label of the produce shallbe legibly marked with therequirements listed in theGreen Label protocol.

The inspector shall checklabels for compliance.

Products are not labelled.

6. Requirements for Transporters and Retailers ( Handling of Complying Produce)

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6.1 Transporters shall be madeaware of the requirements ofGreen Label compliantproduce.

The produce shall betransported in such a way as toprotect the quality and integrityof the produce.

The inspector shall assessrecords indicating that thetransporter is committed totransport produce in theappropriate condition.

Records should include:­ Quantity of produce­ Type of packing­ Type and condition of

vehicle­ Transporting time

There are no specialisedtransport services providersfor farm products.Transportation of farmproducts is normally done

6.2 The farmer shall have acontract with the wholesaler /retailer to retail Green Labelproduce in a satisfactorycondition.

A contract with thewholesaler / retailer shall beavailable; the contract shallinclude statements indicatingthat: Produce shall be held and

retailed under hygienicconditions

Produce shall bedisplayed at least 30 cmoff the ground

Produce shall be retailedaway from direct sunshine

There are no clearly definedrelationships betweenfarmers andretailers/wholesalers basedon which contracts can bedrawn and enforced withrespect to Green LabelStandard

5.3 Overview of certification process

The cost of implementing the Green Label Standard based on our engagements with typicalcertification auditors can be broken down into three core components namely:

Gap Analysis Training Certification services

The Gap Analysis is undertaken to ascertain the deviations from the Green Label Protocol and the stateof documentation of the farm in relation to the protocol. Based on the gaps identified, specific trainingprogrammes are delivered to equip staff to address gaps identified in line with the requirements of theGreen Label Protocol.

The next stage of the certification exercise called the certification services is often conducted in twostages – a Stage I Audit and a Stage II audit in line with ISO/GSA standards. The stage one audit testsdocumentation with relation to farm compliance with established procedures, laws and regulations and

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international practices after which a set of Nonconformities are issued for management address. Basedon agreed timelines, the stage II audit is undertaken to ascertain Nonconformities have been closedand the corrective and preventive action plans have been designed and implemented to forestall futureoccurrence.

After a successful certification exercise, the farm will continue to undergo re-certification audits onceevery three years.

5.4 Certification costs

The average cost of undertaking a certification exercise based on estimates received from certificationbodies shows that an average of USD 11,950 – USD 40,000 is required for undertaking a standardaudit relating to the Green Label Protocol. The details are scheduled below

Table 10: Estimated Green Label Certification Cost# Component Estimated Cost (USD)1 Training 2,500.00

2 Gaps Audit2.1 Audit fee 5,200.00

Sub Total cost of Gaps Audit 5,200.00

3 Certification Audits (Stage I & II Audits)

3.1Audit Fee (estimated USD 2,000 per trainee for 2 mandays) 4,000.00Sub Total cost of Certification Audits 4,000.00

4 Purchase of Green Label Standards 50.005 Miscellaneous Expenses (Lunch, Snack etc for on-site 200.00

MINIMUM TOTAL ESTIMATED COST 11,950.00**Based on quotations from Certification Auditors

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7. FINANCIAL ASSESSMENT OF VEGETABLE FARMS

6.1 Background

The type of vegetables crops cultivated in the Bolgatanga Municipality varies depending on the season.Although, there are two cropping seasons vegetable farming is done all year round. The table belowshows a matrix of the timing of vegetable farming across the region.

Table 11: Seasonal cropping patterns

Jan-Mar Apr-JunGarden egg, Lettuce, Onion, Tomato, Bitterleaf, Hot pepper, Aleefu, Bito, Yellow melon,Ayoyo, Cabbage, Okro, Green pepper,Carrot

Bito, Okro, Pepper, Onion, Ayoyo, Gardenegg, Aleefu

Jul-Sep Oct-DecYellow melon, Okro, Aleefu, Ayoyo Water melon, Aleefu, Cabbage, Okro, Bito

Yellow melon, Hot pepper, Tomato6.2 Financial assumptions

The estimated land holding for each vegetable farm averaged 2 acres per farmer. In most instances,multiple vegetables are cultivated.

In estimating average costs associated with each vegetable, costs stated by the various farmerswere aggregated, averaged and compared with the farm size in order to arrive at costs per acre.The averages were then aggregated laterally to determine the average cost per each line.

Revenue projections were made from the number of times harvesting is done in a week for theentire harvesting period. In the case of leafy vegetables, harvesting lasts a maximum of three – fourweeks.

Cost of transportation from farm gates to market centres does not vary significantly across thevarious crops. The use of tricycles (Motor King) for transporting vegetables to market centres isvery common.

Mixed cropping is common amongst vegetable farmers. The cost of hiring additional labour istherefore, not associated with just one vegetable. It is however, estimated that an average of threevegetables are cultivated by each farmer. Thus the cost of labour attributable to each crop isaveraged based on this assumption.

6.3 Summary of net benefits and profitability

Onions came up as the most profitable vegetables cultivated in the Bolgatanga Municipality. This is dueto the relatively low post harvest losses associated with their cultivation. The average net income from

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vegetable farming, based on the assumption of a minimum three vegetable farm ranges from Ghc1,269 to Ghc 3,525.00 per annum as shown in the summary below:

Table 13: Summary of financial analysis based on assumption of 2 acres per farmNote Tomatoes Onion Aleefu Bito Pepper

A Revenue 3,780.00 4,670.00 5,400.00 5,760.00 1,800.00

Less:B Carriage (Transportation) 540.00 360.00 360.00 360.00 225.00C Gross Profits 3,240.00 4,310.00 5,040.00 5,400.00 1,575.00

Less: Operational CostsD Land preparation costs 100.00 60.00 300.00 200.00 60.00E Seeds 250.00 60.00 150.00 160.00 70.00F Fertilisation (Compost)5 150.00 150.00 450.00 600.00 150.00G Labour 500.00 500.00 500.00 500.00 500.00H Other expenses 378.00 467.00 540.00 576.00 180.00

I Total Operational Costs 1,378.00 1,237.00 1,940.00 2,036.00 960.00

Net revenue (C-I) 1,862.00 3,073.00 3,100.00 3,364.00 615.00

Estimated post harvest losses 40.00% 10.00% 50.00% 50.00% 10.00%J Adjustments for post harvest 1,512.00 467.00 2,700.00 2,880.00 180.00

Net of Post harvest losses 350.00 2,606.00 400.00 484.00 435.00

6.4 Implication of profit levels for Green Label Protocol implantation

The current net profit levels of vegetable producers based on an assumption of three vegetablescultivation per farmer generate a net income range of Ghc 1,234.00 and Ghc 3,525. This compared tothe Green Label Protocol certification costs, which may average USD 11,950, or more will be financiallyimpossible to be undertaken by the average smallholder farmers. Considering the general littleknowledge about Green Label Protocol certification amongst end users of vegetables in the BolgatangaMunicipality, Green Label is therefore, not a major consideration for purchasing decisions evenamongst the structured entities such as Hotel and Restaurants. Implementation of the Green LabelProtocol implementation will only impose financial burden on farmers without necessarily yieldingimmediate benefits in sales, revenue and cashflow.

A scenario was however, created to test the financial possibility of certifying FBOs instead of individualfarmers. Based on the assumption of average group membership of 25, evaluation of the financialpossibility may be feasible based on group consolidated net incomes ranging Ghc 83,900 to Ghc88,125.00 as shown in the table below:

5 This is estimated to be the transportation cost of the waste material and compost to the farm site

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Table 14: Green Label Protocol cost vs profit levels

Combination ofvegetable crops

Average netincome per

farm

Aggregated incomeper group (averageof 25 members)

Subsidy gap (basedon minimum

certification cost ofUSD11,950)

Combination 1 1,234.00 30,850.00 -15,111.54Combination 2 1,269.00 31,725.00 -14,236.54Combination 3 1,319.00 32,975.00 -12,986.54Combination 4 3,356.00 83,900.00 --Combination 5 3,490.00 87,250.00 --Combination 6 3,525.00 88,125.00 --

In spite of the possibility that some levels of production could absorb Green Label Certification costs, itis worth noting that compliance with the protocol is not a requirement to patronise vegetables in theBolgatanga Municipality or amongst buyers from other parts of the country. It will therefore, not yieldmaximum benefit if the Green Label concept is pursued in the short term. Different levels of subsidiesas indicated above have to be provided if the above is to be achieved.

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8. STRATEGIC INTERVENTIONS

7.1 Overview of current strategic interventions

i. The focus of interventions targeted at vegetable farming especially by CAOF is aimed primarily atpromoting organic farming practices. This policy stance and several others vary with the focus ofnational agriculture policies which promote inorganic agricultural practices and often provide technicalsupport to same.

ii. Until recently, development of the market relating to these vegetables has not featured strongly in theinterventions made in the vegetable cultivation area. Although, attempts have being made to introducea participatory agro-enterprise market system, the training programmes have been focused solely onfarmers. There is little attempt to address the institutional challenges confronting the marketability ofthe vegetables produced such as lack of a consolidated market place where bulk buyers can obtainlarge quantities of vegetables at a competitive price etc

7.2 Conclusions on vegetable farming practices against Green Label Protocol

There is wide gap between the existing farm practices and the requirements of the Green LabelProtocol. First and foremost, there is very little knowledge about Green Label Protocol. Whenintroduced during the FGDs most participants confused it with Organic Farming practices. In addition,there is no documentation based on which gaps assessment can be initiated. Most vegetable farmersdo not keep any records apart from basic financial data, which is even done at a very minimal scale.While the organic farming practices are encouraged, there are no records to ascertain whether theprocesses are in line with the Green Label Protocol. Food safety, occupational health and safety andrequirements for product compliance are not documented or seen to be practices.

7.3 Priority areas of intervention to support enterprise options

The key findings from our analysis and comparative analysis of best practices across the world as wellas analysis of the conditions required to achieve the Green Label Protocol suggests that with the rightinterventions and appropriate targeting, vegetable farming when effectively supported can be one of thepillars for reducing poverty as well as economic vulnerability of low-income communities. In theBolgatanga Municipality and its environs, there is a huge potential for vegetable production tocomplement other leguminous crops to promote people’s livelihoods especially given the contributionvegetable farming makes to the livelihoods of farmers. The vibrant international market and increasingdomestic demand for vegetables offers prospects for the export of top quality vegetables from Ghana.The recommendations provided below should be considered by CAOF and Christian Aid to effectivelysupport the vegetable farming in the Bolgatanga Municipality to improve its contribution to povertyreduction and national development.

The following recommendations are made going forward as strategies to mainstream vegetable farmingto enhance poverty reduction, economic, social and environmental development.

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7.3.1 Market development

There is the need to focus immediate efforts on establishing a physical market to address thefragmented nature of marketing which makes it difficult to attract bulk buyers. The second phase of themarket development should focus on extending the current participatory market systems developmentapproach to cover all participants along the vegetable value chain. These include the input providers,transporters etc. This will go a long way to reduce the cost of transportation and post harvest lossesassociated with vegetable farming.

7.3.2 Harmonisation of interventions

There is the need to coordinate and harmonise interventions to support the vegetable farmers toconsolidate results in production, employment, income generation and poverty reduction. CAOF andChristian Aid can provide leadership in this regard to bring key stakeholders together to commence aprocess of dialogue towards coordinating interventions in a structured way.

There is also the need for regular consultation and strong advocacy and dialogue with governmenttowards a national policy on organic. The advocacy must also tackle the benefits of patronising organicfarming produce so as to counteract the influx of vegetables from Burkina Faso which are believed tobe preserved using alkaline and other chemicals in order to prolong their shelf lives.

7.3.3 Capacity development to improve vegetable farming

There is the need for a coordinated approach towards developing the capacity of players along thechain. Identified areas for such capacity development include farm management practices, marketingstrategies, price negotiation skills and records keeping. This level of intervention is very critical inpreparing farmers through a gradual process so as to align the current farm practices and systems togood agronomic practices.

7.3.4 Technical support

The gaps in technical capacities of most vegetable farmers can be addressed through enhancedprovision of extension support by MoFA and technical officers assigned by the partner NGOs. There isthe need to continuously provide technical support to the farmers on current developments in the areasgood vegetable agronomic practises

7.3.5 Entrepreneurship development

There is the need to harmonise training and capacity development in entrepreneurship for vegetablefarmers to operate with a business mindset. This will also help in promoting the sub-sector’scontribution to national development. Record keeping which is very crucial in achieving goodagricultural practise should be considered as part of the training support. Furthermore, there is the need

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to develop a linkage with cheap and non-collateralised micro finance credit to enable vegetable farmerspurchase inputs and invest in farm management tools.

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9. APPENDICESAppendix I: Schedule of farmer groups

ZABIGOR FARMERS ASSOCIATIONNAMES OF FARMERS ENGAGED TELEPHONE NUMBERSAtanga abanga 0245787650 /0248275267Baba AkelizeAtokibase Akaselila 0507605894Azuure AkolgoApowun Akoresia 0505151519Akologo Abbey Enya 0546371293Nyaaba Atule 0208084506Edward Atiiga 0246638341Akeye AkologoMarry Ateeyuure 0248252064Abane Sammy 0547240177

VEA FARMERS ASSOCIATIONNAMES OF FARMERS ENGAGED TELEPHONE NUMBERSBeatrice Akubire 0507563006Anambire Patricia 0264792301William Asiewa 0541198638Adobire AchekuIdrisu Akolbire 0203072340Ayindenaba Akologo 0203950335Salamatu AdamuAyambire Adombire 0504849249Ayishatu Kassim 2046648341

FARMERS ASSOCIATION IN NYARIGANAMES OF FARMERS ENGAGED TELEPHONE NUMBERSAtugba Azebire 0247191647Awoo Baba -Daniel Anyanbide -Baba Azorko 0205877123Ayuugo Atinga -Apaalawaya Asakebero 0549620948Sobla Avarie 0248206371Abanne Ayeta

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SONGTABA FARMERS ASSOCIATIONNAMES OF FARMERS ENGAGED TELEPHONE NUMBERSIsaac Tindambong -Isaiah Nuredi 0248008247Esther Krobe 0249588840Daniel Dok 0245830276ABa-Eta Atuah Philip 0249577192 / 0205708218Alimatu Seidu -Baba Matilda 0205877123

BONTAABA FARMERS ASSOCIATION

NAMES OF FARMERS ENGAGED TELEPHONE NUMBERSYirebey Suley -Sandoo Wubrige 0249617879Sampandoo -Lotig Zure -Tii Yihuu 0240760955Donbilla Mbelim -Yamdo-klu -Larl Unde -Bugre Tobilla -

BOTUMBA FARMERS ASSOCIATIONNAMES OF FARMERS ENGAGED TELEPHONE NUMBERSSamuel Zoka 0546739270Booyuure Zeme 0242989016Yindoobil Zure 0247953431Tuah BaninimaBugre Kofi 0540369887Bugdoo Zembeze 0500175684

YOUNG FARMERS ASSOCIATIONNAMES OF FARMERS ENGAGED TELEPHONE NUMBERSAzeliya Awinbila 0500492712Akubire Nsobilla 0206415592Nyaaba Akuubiree 0205877123Agadaa Bashiru 0503618911

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Nyaambire Nsole 0541279444Ayampoka Atimbire 0207485238

GREENHOUSE/ AGORIKANKAN FARMERS ASSOCIATIONNAMES OF FARMERS ENGAGED TELEPHONE NUMBERSIbrahim salifu 0503706117 / 0249333184 / 0208913117Awuni Godwin 0208415926Amidu Musah 0247051641Fati Yaro 0247081559Seidu Dramani 0207791221Fatimata Kologo 0208415926Tennie Nolreku 0545841796Celestine Aganiba -Ayenbisah Zanlerepoka -Haruna Seidu 0246646341Daniel Abugri 0208779411

Appendix II: List of bulk distributors and consumers

NAME CONTACT NUMBERLegacy Kitchen 0200521141Roels Restaurant 0207509627Speednite (Elizabeth Okudzeto) 0209087017Aduko Assibi 0545460383Apesyine Adukbilla 0541080862Apesyine Bright 0541996207Atibire Lambert Farm Business, Navrongo 0248992703Sacred Hat Social Center (Ayisga Esther) 0241913548Diplomat Resturant (Asigri Cecilia) 0506374996

Appendix III: Input services providersName Nature of business ContactSimple Prince Vegetable seeds (tomatoes, onion seeds, bito seeds etc) 0208288241Osmanu Azaerko General merchants for agriculture inputs and tractor services 0200279218Petersco Enterprise General merchants for agriculture inputs 0509164478