THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT...
Transcript of THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT...
The Gambia cashew sector development and export strategy was developed on the basis of the process, methodology and technical assistance of the International Trade Centre ( ITC ). The views expressed herein do not reflect the official opinion of ITC. This document has not been formally edited by ITC.
The International Trade Centre ( ITC ) is the joint agency of the World Trade Organization and the United Nations
Street address: ITC 54-56, rue de Montbrillant 1202 Geneva, Switzerland
Postal address: ITC Palais des Nations 1211 Geneva 10, Switzerland
Telephone: +41-22 730 0111
Fax: +41-22 733 4439
E-mail: [email protected]
Internet: http://www.intracen.org
Layout : Jesús Alés ( sputnix.es )Photo next page : Artizone
IIITHE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
ACKNOWLEDGEMENTS
The cashew sector development and export of The Gambia was made possible with the support of the Enhanced Integrated Framework (EIF); the commitment of the Ministry of Trade, Industry, Regional Integration and Employment (MOTIE) and the Ministry of Agriculture (MOA); as well as the active participation of various inter-mediary organizations including the National Agricultural Research Institute (NARI), Gambia Investment and Export Promotion Agency (GIEPA), International Relief and Development (IRD), national cashew farmers asso-ciations and federation, and the Cashew Alliance of The Gambia (CAG).
This document represents the ambitions of the private and public sector stakeholders who devoted themselves extensively to defining the enhancements and future ori-entations for the sector to raise its growth and export performance.
Technical support and guidance from International Trade Centre (ITC) was rendered through Mr. Charles Roberge and Mr. Isaac Ndungú. Mr. Fafading Fatajo was the national consultant and coordinated stakeholders' consultations.
The efforts and contributions of all cashew sector stake-holders, particularly the members of the cashew sector strategy design committee and the Cashew Alliance of The Gambia, towards the development of the sector strat-egy are highly appreciated.
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FOREWORD BY ARANCHA GONZÁLEZ, EXECUTIVE DIRECTOR, ITC
Cashews offer one of the most dynamic alternatives to The Gambia’s main export commodity - groundnuts. Not only does The Gambia already produce and export a significant volume of cashews, but high quality Gambian cashews currently command a premium from internation-al buyers. Add to these advantages a supportive overall business environment and one of West Africa’s most ef-ficient ports, and there is no reason why The Gambia, currently the 15th largest exporter of cashews, should be limited to a 0.1 % share of global cashew markets.
This cashew sector development and export strategy provides a realistic roadmap to strengthen the growing potential of Gambian cashews. With less than 5 % of to-tal raw cashew nuts ( RCN ) processed in 2012, there is a clear opportunity to increase in-country value added and take advantage of demand from hotels and restaurants catering to the growing Gambian tourism industry. Along the value chain, environmental considerations such as intercropping and reducing waste offer equally important ways of adding value in sustainable ways.
The strategy is aligned with and builds on national devel-opment plans including the National Development Vision 2020, The Gambian National Agricultural Investment Plan ( GNAIP ) 2011-2015, Program for Accelerated Growth and Employment ( PAGE ) 2012-2015, the National Trade Policy and the National Export Strategy. With the commitment of the Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE ), the Ministry of Agriculture ( MOA ), and the private sector, this cashew strategy aims to make The Gambia a regional centre of excellence in cashew production and value-addition that is integrated into re-gional and global value chains.
The participative design process of this ITC-facilitated sector strategy involved close cooperation with the public and the private sectors and has secured stakeholders’ ownership of the strategy. The strategy design process has also enabled new outcomes including a strength-ened Cashew Alliance of The Gambia, a newly estab-lished Cashew Traders Association, and an enhanced dialogue between public and private cashew stakehold-ers. These are well attuned to intensifying the dynamism of The Gambian cashew sector.
But the success of the strategy will now depend on its implementation. Without effective implementation of the strategy’s plan of action, the potential described in the strategy will remain unrealised. The public and private coordination efforts deployed during the design of the strategy now need to shift focus to mobilizing resources and managing and monitoring the implementation of the strategy. ITC is delighted to have partnered in this initiative and stands ready to continue with its engagement and extending assistance in the transition to implementation of the cashew sector strategy.
Arancha GonzálezITC Executive Director
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OFFICIAL STATEMENT FROM THE MINISTER OF TRADE, INDUSTRY, REGIONAL INTEGRATION AND EMPLOYMENT
The Gambian cashew sector has huge potential and this cashew sector strategy is designed to promote the de-velopment of the sector to diversify The Gambia’s export base from its current concentration on groundnuts and fishery products. The Ministry of Trade, Industry, Regional Integration and Employment strongly endorses the prep-aration of this strategy which is in line with the spirit of the National Trade Policy and the National Export Strategy ( NES ) for the promotion of exports of Gambian cashew.
The formulation of the strategy followed a participatory process involving the public and private sectors and this will promote private sector participation in the sector. The strategy aims at addressing issues of competitiveness through improving productivity, enhancing value addition and strengthening capacity of all stakeholders along the value chain for increased exports.
The Government of The Gambia looks forward to the thorough execution of the strategy and will continue its efforts in maintaining macroeconomic stability, improving the competitiveness of the economy and encouraging private investment in production and processing cashew to achieve the vision of strategy : “To be the regional centre of excellence in cashew value-addition, leading the way in production, processing, exports and research and development”.
The National Coordination Committee for the cashew sec-tor will also be closely linked to the NES Implementation Committee to ensure effective coordination and moni-toring of the implementation of the strategy as well as to ensure synergy in the national efforts to promote develop-ment of the cashew sector in The Gambia.
The Government of The Gambia looks forward to effec-tive partnership with all relevant private stakeholders, key financial and technical partners, donors and investors in the implementation of the strategy.
Finally, I also wish to extend my thanks and gratitude to ITC, and all other institutions and individuals who sup-ported the preparation of this strategy.
Hon. Abdou KolleyMinister of Trade, Industry, Regional
Integration and Employment
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OFFICIAL STATEMENT FROM THE MINISTER OF AGRICULTURE
The agricultural sector is guided by the Agriculture and Natural Resources ( ANR ) Policy and Gambia National Agriculture Investment Programme ( GNAIP ) to achieve the development goals of the agricultural sector in The Gambia. Considering that there is a great need for in-creased and focused investment in the agriculture sector, the GNAIP is an important strategy to mobilise the much needed investment to help increase agricultural produc-tion, productivity and most importantly, ensure food and income security, and reduce poverty. The development of agricultural chains and market promotion is an important sub-component of the GNAIP comprising the develop-ment of food processing chains, strengthening of national operator support services and promotion of intra-regional and extra-regional trade.
The Gambia sector development and export strategy-cashew developed under the Sector Competitiveness and Export Diversification Project therefore, compliments and contributes to the realization of the goals of both the GNAIP and ANR Policy by intervening in the development of the cashew sector.
The development of this strategy document particularly took an approach which included a value chain analy-sis and diagnostic of the sector, defined strategic ori-entations and developed detailed plan of action with clear objectives, activities, target measures, and roles for implementing institutions. It is also important to note that all these involved the active participation of sector stakeholders.
Therefore, it is strongly believed that the contents of this sector strategy carries the collective thoughts on the chal-lenges of the sector and what actions need to be taken to reach our common objective.
Hence, the Ministry of Agriculture gives its full support and also call on all its partners to provide support in what-ever form to the full implementation of the strategy to contribute to the development of the agriculture sector in general and the cashew sector in particular.
Hon. Solomon OwensMinister of Agriculture
VIITHE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
STATEMENT FROM THE CASHEW ALLIANCE OF THE GAMBIA
Cashew is fast becoming a major export crop and is of vital importance to the socio-economic development of The Gambia. The growing cashew sector has been mainly driven by its commercial viability, conducive busi-ness environment and a dynamic private sector in which Cashew Alliance of The Gambia ( CAG ) members are at the forefront.
CAG is a national association of all cashew stakehold-ers including farmers, processors, traders, Government representatives and exporters. It was registered as a non-profit organization in 2010 as the apex body for the cashew industry and to further the interests of the cashew sector in The Gambia. CAG also represents the interest of the African Cashew Alliance ( ACA ) in The Gambia.
The cashew sector development committee estab-lished under the Sector Competitiveness and Export Diversification Project ( SCEDP ) was tasked with the responsibility of overseeing and coordinating the de-velopment and implementation of a sector strategy for cashew nuts. CAG was given the honor of chairing the committee and was well represented in all the commit-tee deliberations. During the year cashew stakeholders who are members of the committee met on several oc-casions to design the cashew sector strategy. Multi-stakeholder workshops were conducted to diagnose the value chain and the sector constraints, defined the overall development visions of the sector and proposed strategic objectives. Also, validation of the cashew problem tree, action plans and prioritization of objec-tives were undertaken to enable the project to devel-op the sector strategy. The sector strategy proposed
has finally been validated by the stakeholders pending Government endorsement.
The project has immensely contributed to the building of capacities of CAG members and other cashew stake-holders. With the setting up of a strategy implementation committee coupled with the strengthening of the CAG, implementation of the sector strategy will be much more successful. This will form the basis for the mobilization of funds to implement projects proposed.
CAG would like to thank the Government of The Gambia through the Ministry of Trade, Industry, Regional Integration and Employment as well as the Enhanced Integrated Framework for bringing such a vital project to the country. Also the International Trade Centre ( ITC ) for a very good implementation of the project to such a successful outcome.
It is hoped that the cashew strategy when implemented will contribute immensely to the development of a sustain-able cashew sector that would enhance export competi-tiveness, raise rural income and reduce poverty.
Momodou A. Ceesay (MR) President – Cashew Alliance
of The Gambia
VIII THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
ACKNOWLEDGEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . III
FOREWORD BY ARANCHA GONZÁLEZ, EXECUTIVE DIRECTOR, ITC . . . . . . . . . . . . . IV
OFFICIAL STATEMENT FROM THE MINISTER OF TRADE, INDUSTRY, REGIONAL INTEGRATION AND EMPLOYMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V
OFFICIAL STATEMENT FROM THE MINISTER OF AGRICULTURE. . . . . . . . . . . . . . . . . VI
STATEMENT FROM THE CASHEW ALLIANCE OF THE GAMBIA . . . . . . . . . . . . . . . . . . VII
ACRONYMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XI
EXECUTIVE SUMMARY 1
INTRODUCTION 4
WHERE WE ARE NOW 5
HISTORICAL PERSPECTIVE OF THE SECTOR . . . . . . . . . . . . . . . . . . . . . . . . . 5
CURRENT CONTEXT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
VALUE CHAIN OPERATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
CURRENT VALUE CHAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
SECTOR IMPORTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
GLOBAL PERSPECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
THE GAMBIA’S CASHEW TRADE PERFORMANCE . . . . . . . . . . . . . . . . . . . . . 13
THE INSTITUTIONAL PERSPECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
RELEVANT DEVELOPMENT STRATEGIES AND PROGRAMMES . . . . . . . . . . 20
TRADE COMPETITIVENESS ISSUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
WHERE WE WANT TO GO 27
VISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
FUTURE VALUE CHAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
MARKET IDENTIFICATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
STRATEGIC OPPORTUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
CONTENTS
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HOW TO GET THERE 33
STRATEGIC OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
IMPORTANCE OF COORDINATED IMPLEMENTATION . . . . . . . . . . . . . . . . . . 33
PLAN OF ACTION 35
BIBLIOGRAPHY 45
APPENDIX 1 : LIST OF SECTOR STAKEHOLDERS 47
LIST OF FIGURES
Figure 1 : Growth trends for global imports of cashew kernels between 2007 and 2011 ( US $ billions ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Figure 2 : Total value of imports and exports for The Gambia ( 2007–2011 ) . . . . . . . . . . 13
Figure 3 : Gambia fluctuation of RCN exports in value and quantities, mirror data, 2005–2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Figure 4 : Sources of India’s RCN 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Figure 5 : Changing trends in India’s cashew sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Figure 6 : Products and sub-products of the cashew tree . . . . . . . . . . . . . . . . . . . . . . . . . 24
X THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
TABLES
Table 1 : Quantity of raw cashew nuts processed in The Gambia, 2005 to 2011 . . . . . 6
Table 2 : Global production levels of cashews ( top five producers ) 2007 to 2011 . . . . 6
Table 3 : Major importers of cashew nuts in shell and without shell, 2011 and 2012 . 11
Table 4 : Major exporters of cashew nuts in shell and without shell, 2011 and 2012. . 12
Table 5 : Gambian RCN exports, mirror data, 2008-2012 . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Table 6 : Gambian RCN exports, direct data, 2008–2012 . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Table 7 : Gambian cashew sector policy support network . . . . . . . . . . . . . . . . . . . . . . . . 16
Table 8 : Gambian cashew sector trade support network . . . . . . . . . . . . . . . . . . . . . . . . . 16
Table 9 : Gambian cashew sector business services network . . . . . . . . . . . . . . . . . . . . . 17
Table 10 : Gambian cashew sector civil society network . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Table 11 : Perception of Gambian cashew sector TSIs – influence vs. capability . . . . 19
XITHE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
ACRONYMS
ACA African Cashew Alliance
ANRP Agriculture and Natural Resource Policy
CAG Cashew Alliance of The Gambia
CEP Cashew Enhancement Project
CNSL Cashew Nut Shell Liquid
DOA Department of Agriculture
ECOWAS Economic Community of West African States
EIF Enhanced Integrated Framework
EU European Union
FAO Food and Agriculture Organization of the United Nations
FSQA Food Safety and Quality Authority
GAP Good Agricultural Practices
GCCI Gambia Chamber of Commerce and Industry
GDP Gross Domestic Product
GIEPA Gambia Investment and Export Promotion Agency
GRA Gambia Revenue Authority
GSB Gambia Standards Bureau
GTA Gambia Tourism Authority
HACCP Hazard Analysis and Critical Control Point
IRD International Relief and Development
ISO International Organization for Standardization
ITC International Trade Centre
MOA Ministry of Agriculture
MOBSE Ministry of Basic and Secondary Education
MOFEA Ministry of Finance & Economic Affairs
MOJ Ministry of Justice
MOTIE Ministry of Trade, Industry, Regional Integration and Employment
MoU Memorandum of Understanding
NACOFAG National Coordinating Organisation for Farmers Associations
NARI National Agricultural Research Institute
NES National Export Strategy
NFP National Farmers Platform
NGO Non-Governmental Organization
PAGE Program for Accelerated Growth and Development
PoA Plan of Action
RCN Raw Cashew Nuts
SCEDP Sector Competitiveness and Export Diversification Project
TSI Trade Support Institution
TSN Trade Support Network
UN United Nations
VISACA Village Savings & Credit Associations & Programs
1EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
The cashew sector development and export strategy has been designed following a participatory process involving the public and private sectors. Using the technical guid-ance and support of the International Trade Centre ( ITC ), the strategy analyses key constraints facing the sector to determine realistic strategic opportunities to improve and sustain the competitiveness of the sector.
The Gambian cashew sector has shown tremendous potential in the last 20 years as an alternative crop to diversify production and exports from the current con-centration on groundnuts. The sector’s performance has grown steadily in the last few years, sustained by the global demand for cashews. Future development hinges on the ability of sector stakeholders to address and cor-rect key constraints and seize emerging opportunities.
CURRENT PERFORMANCE
Gambian cashew nut farming has gained most of its mo-mentum in the Western and North Bank regions. It is esti-mated that by 2011 there were about 2.3 million cashew trees planted on 23,529 hectares ( ha ). During the period 2005–2011 raw cashew nut production rose by approxi-mately 700 %, sustained by good local market prices.
It is estimated that cashew kernel processing accounted for only 5–10 tons in 2012. Kernel processing is mainly undertaken by a few small-scale factories which have limited capacity and resources. However, the develop-ment of two new large processing plants in 2013 has increased the total processing capacity to approximately 10,000 tons.
The Gambia only exports raw cashew nuts and does not export cashew nuts without shells. It has become the 15th leading exporter globally, although its exports vary sub-stantially from one year to the next. According to United Nations Comtrade data ( mirror data ), the total export value of raw cashew nuts from The Gambia surpassed US $ 25 million in 2008 and 2010. The variability in export value and quantities exemplifies Gambian challenges in
supplying international markets with adequate volumes and regular consistency. Much of what is exported from The Gambia through Banjul port is sourced from coun-tries of the subregion.
Despite its recent dynamism, the performance of the cashew sector has been hampered by a wide range of supply-side issues such as the limited use of good plan-tation management techniques, insufficient business management skills across the value chain, the absence of improved varieties of cashew seedlings, and limited processing of raw cashew nuts ( RCN ). Furthermore, in-sufficient capacity to organize the sector’s development ; limited public support for the sector ; the unstructured na-ture of public–private dialogue ; low knowledge of buyer requirements and market trends ; difficulty implementing and maintaining quality controls ; and the limited promo-tion of cashew products have all been identified as chal-lenges to be addressed by the sector.
STRATEGIC ORIENTATION
The strategy design process has defined a number of market and strategic opportunities available to sector stakeholders to stimulate the sector’s growth.
In terms of short-term market opportunities, this strategy proposes to continue exports of Gambian cashews to India since there are well-established trade relations in this growing market. Viet Nam is considered an excel-lent opportunity to diversify export destinations. It is also envisaged to develop the local Gambian market for pro-cessed cashew products by supplying local hotels and restaurants.
In the longer term the strategy proposes to explore ex-ports of RCN to large importing countries such as Brazil or fast emerging processors such as Middle Eastern countries. In the long term, and with quality enhancement, it is proposed to export processed cashew products to the diaspora and selected markets in the European Union ( EU ).
2 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
The strategy proposes structural enhancements to the sector such as intercropping other produce between cashew rows to increase revenues of farmers ; improving linkages with the tourism sector ; reducing waste at differ-ent levels of the value chain ; designing special integra-tion programmes for youth and women ; and harnessing cashew trees in public places.
ROADMAP FOR SECTOR DEVELOPMENT
In order to realise the development and export potential of The Gambian cashew sector, the following vision has been adopted.
“ To be the regional centre of excellence in cashew value-addition, leading the way in production, processing,
exports and research & development.1 ”1. This vision is the same as the NES vision for the cashew sector and was selected to ensure alignment.
To achieve this vision the strategy will reduce binding constraints on trade competitiveness and capitalize on strategic options identified for The Gambian cashew sec-tor. The sector strategy vision will be achieved through the implementation of the Plan of Action ( PoA ). This PoA revolves around the following four strategic objectives, each spelling out specific sets of activities intended to address both challenges and opportunities facing the cashew sector in The Gambia :
� Improve the sector’s capacity to produce higher vol-umes and better quality cashew nuts for domestic and international markets ;
� Strengthen the organization and coordination of the sector and its support services to enable structured development ;
� Expand the capacity of Gambian cashew nuts and products to develop, enter and perform in destination markets ;
� Increase capacity to add value to the sector’s products and by-products.
To build the desired competitiveness, the sector requires credible institutional support systems in both the govern-ment and the private sector. The Cashew Alliance of The Gambia ( CAG ) as an umbrella body is instrumental to coordinating the sector’s future growth prospects. The ex-isting initiatives in the country, such as the Agriculture and Natural Resource Policy ( ANRP ), Program for Accelerated
Growth and Development ( PAGE ), Seed Policy, National Export Strategy ( NES ) and GIEPA’s investment promotion efforts, will need to be stepped up to facilitate improve-ments in quality and the expansion of production and marketing efforts locally to penetrate the tourism sector and international markets.
IMPLEMENTATION MANAGEMENT
The achievement of these ambitious objectives will re-quire continuous and coordinated efforts from all relevant private and public stakeholders as well as support from key financial and technical partners, donors and inves-tors. Several institutions are designated to play a leading role in the implementation of the sector’s PoA and bear the overall responsibility for successful execution of the strategy. Each institution mandated to support the export development of the cashew sector is clearly identified in the strategy PoA.
The proposed National Coordination Committee for the cashew sector and its secretariat will play a coordinating and monitoring role in the implementation of the cashew strategy, in line with the overall framework of the NES. In particular, the National Coordination Committee will be tasked with coordinating the implementation of activities in order to optimize the allocation of both resources and efforts across the wide spectrum of stakeholders.
Source: © IRD Voices.
3EXECUTIVE SUMMARY
Box 1 : Methodological note
The approach used by ITC in the strategy design process relies on a number of analytical elements such as value chain analysis, trade support network ( TSN ) analysis, problem tree, and strategic options selection, all of which form major building blocks of this sector export strategy document.
Value chain analysis : A comprehensive analysis of the sector’s value chain is an integral part of the strategy development process. This analysis results in the identification of all players, processes and linkages within the sector. The process served as the basis for analysing the current performance of the value chain and for deliberating on options for the future development of the sector.
TSN analysis : The trade support network comprises the support services available to the primary value chain players discussed above. It is constituted of policy institutions, trade support organisations, business services providers and civil society. An analysis of the quality of service delivery and constraints affecting the constitu-ent trade support institutions ( TSIs ) is an important input to highlight gaps in service delivery relative to specific sector needs. A second analysis of TSIs assessed their level of influence ( i.e. their ability to influence public policy and other development drivers in the country and therefore make things happen or change ) and their level of capacity to respond to the sector’s needs.
Problem tree analysis : The problem tree analysis used is based on the principles of root causes analysis. The problem tree provides a deeper understanding of what is causing the sector’s constraints and where solution-seeking activities should be directed. As a critical step in the analytical phase of the sector’s performance, the problem tree guides the design of realistic activities in the strategy’s plan of action.
Strategic orientations : The strategic options for the development of the sector are reflected in the future value chain, which is the result of consultations, surveys and analysis conducted as part of the sector strategy design process. The future perspective has two components:
� A market-related component involving identification of key markets in the short and medium- to-long term for Gambian exporters, and ;
� Structural changes to the value chain that result in either strengthening of linkages, or introduction of new linkages.
Realistic and measurable plans of actions : The definition of recommendations and strategic directions for the development of the sector is essential to guide its development, but is not enough. It is important to clearly define the actions to be implemented to stimulate growth. The development of a detailed action plan, defining which activities need to be undertaken by sector stakeholders is necessary to the effective implementation of the strategy. An action plan, developed with the support of ITC, includes performance indicators to ensure ef-fective monitoring and evaluation of the strategy’s implementation.
4 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
INTRODUCTION
The cashew sector analysis and strategy presented in this document have been elaborated as part of the Sector Competitiveness and Export Diversification Project of the Enhanced Integrated Framework ( EIF ). The project is be-ing elaborated and implemented in full cooperation with the Government of Gambia. The initiative has also been fully supported by the sector’s private sector operators.
This sector and export strategy is based on the findings and recommendations of the NES of The Gambia. Its analysis and PoA expand and strengthen the orientations of the cashew component of the NES. This cashew sec-tor strategy has been elaborated with the support of the members of the NES team in charge of elaborating the cashew component of the NES.
The Gambian cashew sector has shown tremendous potential in the last 20 years as an alternative crop to diversify production and exports from the current con-centration on groundnuts. The sector’s performance has grown steadily in the last few years, sustained by the global demand for cashews. The sector’s future devel-opment hinges on the ability of sector stakeholders from both public and private sectors to address and correct key constraints and seize emerging opportunities. This document presents the expectations of the private and public sectors for improvement of the cashew sector in The Gambia. Without concerted efforts to address critical issues and identified market development opportunities the sector’s potential will remain untapped instead of lev-eraging its potential and capacity. The five year plan of action of the strategy proposes realistic and achievable activities that will contribute to accelerating the growth of the cashew sector.
Source: Atamari, via Wikimedia Commons.
5WHERE WE ARE NOW
WHERE WE ARE NOW
HISTORICAL PERSPECTIVE OF THE SECTORCashew was first introduced in The Gambia in the 1960s as an agroforestry crop, planted around forestry boundaries as a firebreak. In the 1980s the Ministries of Agriculture and Forestry promoted the cultivation of the crop on a large scale as a means of protecting the envi-ronment and providing an economic benefit to farmers. Farmers were advised to plant cashew along the borders of their farmland and forests to contain growth of grass and curtail intrusion of fires into farm areas.
The Gambian cashew sector was mostly developed through private sector efforts in the late 1980s. In the early 1990s the private sector commenced distribution of seeds of locally improved varieties. Seeds were distrib-uted along with a cashew grower’s manual.
The production of raw cashew nuts steadily increased from a low 200 tons in 1998 to 2,000 tons in 2007. At the same time, the number of cashew exporters grew from two exporters in 2003 to more than 15 in 2007, confirm-ing the vitality of the sector. At that time the exports of cashews from the Port of Banjul exceeded 30,000 tons, while production of Gambian cashew nuts was merely 2,000 tons.2 The vitality of the sector in The Gambia, the high concentration of exporters and the port infrastruc-ture drew cashews from Senegal and Guinea-Bissau. Leadership from the private sector has led to the sec-tor’s growth in The Gambia.
Cashew growers associations and cooperatives have emerged with the development of the sector.3 At the mo-ment there are five cashew farmers associations operat-ing in The Gambia. In 2012, the Federation of Gambian
2. ComAfrique Ltd ( 2007 ). Gambia Cashew profile for African Cashew Alliance.3. There are five functional growers’ associations active : Kombo Cashew Farmers Association, National Cashew Farmers Association, Soomo Cashew Farmers Association, NDAR cashew and Hakilinyma Cashew Farmers Association.
Cashew Farmers Associations was established to repre-sent the interests of all the cashew farmers associations and facilitate dialogue with other sector stakeholders.4 An apex body for the sector – the Cashew Alliance of The Gambia – was also established 2011 to represent the vari-ous private sector interests of the sector.
In sum, the sector has grown organically from humble beginnings to become in 2011 the sixth most important export sector of The Gambia.5 For a long time there was little government assistance but that situation is chang-ing, with government leaders speaking favourably about the need to develop cashew production.6
CURRENT CONTEXTAccording to a recent survey the majority of cashew farm-ers are individual land owners with average holdings of 1-3 ha.7 The majority of the sector’s operations are man-aged by cashew farmers, local traders, collectors, export-ers and a few processors.
PRODUCTION
There is no official data on Gambian cashew nut produc-tion from either official sources or international organiza-tions such as the Food and Agriculture Organization of the United Nations ( FAO ). The following figures are based on data collected through various sources.
4. Point Newspaper, The ( 2012 ). Federation of Gambian Cashew Farmers Association launched, 10 July. Available from http : / / thepoint.gm / africa / gambia / article / federation-of-gambian-cashew-farmers-association-launched5. ITC calculations based on Comtrade data.6. Gomez, G., Jaeger, P. and Peters, J. ( 2011 ). Analysis of the Cashew Value Chain in Senegal and The Gambia – African Cashew initiative. Germany, GIZ.7. Ibid. p.25, and IRD baseline data.
6 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Table 1 : Quantity of raw cashew nuts processed in The Gambia, 2005 to 2011
2005 2006 2007 2008 2009 2010 2011 Average 2005-2011
Production, tons 1 250 1 750 2 000 3 000 6 500 8 000 10 000 4 643
Harvested area ( ha ) 3 187 4 375 5 000 7 058 15 294 17 777 23 529 10 889
Yield, kg / ha 400 400 400 425 425 450 450 421
Exports ( tons ) 12 498 22 891 22 521 24 095 27 367 12 223 24 869 20 923
Source : ITC calculations and IRD data
Table 2 : Global production levels of cashews ( top five producers ) 2007 to 2011
2007 2008 2009 2010 2011
Viet Nam 1 249 600 1 234 000 1 165 600 1 242 000 1 237 300
Nigeria 660 000 727 603 800 000 830 000 835 000
India 620 000 665 000 695 000 613 000 674 600
Côte d’Ivoire 280 000 330 000 350 000 380 000 393 000
Brazil 140 675 243 253 220 505 104 342 230 785
Source : FAO Statistics
Gambian cashew nut farming has gained most of its mo-mentum in the Western and North Bank regions. It is esti-mated that by 2011 there were about 2.3 million cashew trees planted on 23,529 ha.8 Table 1 shows production and processing for the period 2005-2011. During this pe-riod 9 raw cashew nut production rose by approximately 700 %, sustained by good local market prices.
Gambian cashew production is relatively small com-pared to the world leaders in raw cashew nut produc-tion. World raw cashew output is estimated to have increased by about 3 % per year over the past five sea-sons, from 2,130,000 tons in 2006 / 2007 to 2,490,000 tons in 2010 / 2011. 10 Viet Nam and India are two of the world leaders in cashew production, as well as two of the larg-est processors of kernels. As indicated in Table 2, The Gambia is in the vicinity of two of the largest producers in the world. The production of Nigeria and Côte d’Ivoire ranges from 835,000 tons to 393,000 tons respectively. The current production of The Gambia, if it is confirmed, would rank the country at 16th in terms of global produc-tion volume.
Cashew grows across virtually the entire country but production and quality differs greatly from one region
8. 10,000 tons estimated production in 2011 / 400kg / ha. Estimated area cultivated was 23,529 ha and, based on the assumption of approximately 100 trees per ha, the total estimated number of cashew trees in the country is 2,352,900.9. During this period cashew nut production increased from 1,250 to 10,000 tons.10. International Trade Centre ( 2011 ). Cashew MNS BULLETIN, November.
to another. The average yield of cashew production in The Gambia is estimated at 450kg / ha, which is low when compared with the world average of 840kg / ha.11 The av-erage yields in The Gambia are partly explained by limited use of good agricultural practices ( GAP ) and post-har-vest losses caused by inadequate handling practices.
PROCESSING
It is estimated that cashew kernel processing accounted for only 10-20 tons in 2012.12 Kernel processing is mainly undertaken by a few small-scale factories 13 which have limited capacity and resources. The development of two new large processing plants in 2013 has increased total processing capacity to approximately 10,000 tons.
The challenge with cashew processing, though not pecu-liar to The Gambia, is that to be economically viable there must be enough output of processed kernels.14 This im-plies the need for a calculated expansion either in the size of existing farms, the entering of new farmers into cash-
11. Gomez, G., Jaeger, P. and Peters, J. ( 2011 ). Analysis of the Cashew Value Chain in Senegal and The Gambia – African Cashew initiative. Germany, GIZ, p.24 and Sustainable Trade Initiative ( n.d. ). Cashew. Available from http : / / www.idhsustainabletrade.com / cashew12. Bilateral meetings with IRD and Gambia Horticultural Enterprises.13. There are three main micro-processors of cashew kernels : Gambia Horticultural Enterprises, Jawneh & family enterprise, and Group Juboo. Two larger plants became operational in 2013 with a processing capacity of 2,500 tons per year and 7,000 tons per year.14. Government of Gambia ( 2012 ). Gambia National Export Strategy 2013–2017, p.14.
7WHERE WE ARE NOW
ew production, or an increase in imports of RCN from the subregion to ensure processing plants can achieve economically sustainable operations. In increasing the availability of RCN for processing it will also be impor-tant to ensure quality requirements are maintained, which could mean excluding sourcing from some zones of the subregion 15 such as Mali. Expansion of cultivation in the east of Gambia should also be undertaken with caution.
The processing of cashew also includes the transforma-tion of the cashew apple. At the moment cashew apples are mainly transformed at the household level into jams, alcohol, dried fruit and other sub-products, and there is very little commercialization of products, with the excep-tion of fresh apples sold in markets.
VALUE CHAIN OPERATIONSA report by Gomez, Jaeger and Peters 16 described the chain as simple and direct, with harvest passing from the farmers to buying agents working for collectors, who in turn supply the exporters.
RESEARCH AND DEVELOPMENT
In the past there was not much work done in cashew research due to limited government intervention in the sector. The National Agricultural Research Institute ( NARI ) is considering doing research on cashew, especially look-ing into the characteristics of the varieties available in the country and their genetic potential ( discussions with the Programme Leader, Agroforestry Programme and NARI, October 2012 ). The IRD has done some research seek-ing to introduce high-yielding varieties and to expand value addition by increasing the amount of processing done and the variety of products. Currently ( 2013 ) IRD is engaged in research work on cashew covering Gambia and Senegal.17
SEED SELECTION 18
According to IRD, when planting a cashew tree one must investigate the best seed variety suitable for the region. Seeds for planting should be obtained from healthy moth-er trees of a recognized high yielding variety, aged 8-15
15. According to sector stakeholders, certain production zones in East Gambia, Senegal and Mali produce RCN of lower quality, mainly because of climatic conditions.16. Gomez, G., Jaeger, P. and Peters, J. ( 2011 ). Analysis of the Cashew Value Chain in Senegal and The Gambia – African Cashew initiative. Germany, GIZ.17. Interview with IRD.18. International Relief and Development ( 2011 ). Cashew Business Basics – The Gambia River Basin Cashew Value Chain Enhancement Project ( CEP ).
years. It is recommended to scout for several cashew trees with good flowering and following them through to maturity.
PLANTING
There are two ways to grow cashew seeds. One way is to plant the seed directly in the desired location. Trees planted in such manner are easily eaten by pests. They also require watering, which could be difficult, especially on a large scale. Another method is to plant the seed in a plastic bag and then transfer the young tree seedling ( about three months old ) to the desired location. This method has higher chances of survival and good growth.
PRODUCTION
The cultivation of cashew in The Gambia is restricted to rain-fed production due to economic limitations and sa-line intrusion upstream.19 Cashew does not do well in saline soil ( salty soil ).
Production involves planting, weed management, pruning and grafting. These are followed by fire belting, collecting the nuts and drying. The key inputs into the production process are seeds, seedlings, pruning and grafting tools, weeding tools, collection containers, drying material and storage bags. There is rare use of fertilizers in the sector except by commercial farmers, who are few. The simple materials used for the above processes are imports re-tailed locally. Fencing is required to protect against theft and animal invasion. Frequent visits to the farm are rec-ommended as fencing alone does not fully deter thieves and animals.
HARVESTING
The cashew in The Gambia is not harvested from the tree ; apples are allowed to fall and are picked for separation of nuts from the apple under hygienic conditions. The ground should be kept free of weeds. Nuts and apples are separated within 24 hours. Nuts are dried under the sun for 3-4 days while guarding against moisture and insects.
NUT COUNT TEST
This test is done to give an indication of the size of the raw nut by counting the number of raw nuts per kilo. Nuts selected randomly from the bags are placed on a scale until the scale reads 1 kg. Then the number of nuts is
19. Gomez, G., Jaeger, P. and Peters, J. ( 2011 ). Analysis of the Cashew Value Chain in Senegal and The Gambia – African Cashew initiative. Germany, GIZ.
8 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
counted. It will take more small nuts to add up to a kilo. The larger the nuts, the fewer nuts it takes to make a kilo. The fewer the nuts the better.20
PROCESSING
By 2012 there were four processors, with two being regu-larly active and with the total amount processed ranging between 10 and 20 tons per year. There is reported sub-stantial artisanal processing activity with an estimated 46 % of households reported to be doing some process-ing for household consumption.21 The vast majority of cashew is exported raw, mainly to India. There every part of the cashew is used or processed to generate income. This includes the nut, the peel inside the shell and the liquid inside the shell, as well as the outer shell and the cashew apple.22
EXPORTING
Products from The Gambia and the subregion ( mainly Senegal and Guinea-Bissau ) are aggregated at Banjul and shipped to export markets. They are packed in jute bags and shipped to the export market. As described in the export section, most Gambian cashew is exported raw to India.
SERVICES AND SUPPORT
The support services required in the value chain include :
� Research ; � Training in good methods ; � Quality and standards management ; � Prompt and regular dissemination of accurate relevant
market and production information ; � Financial services ; � Labour ; � Transport, storage and handling ; � Cross-border facilitation ; � Packaging ; and � Export promotion.
20. International Relief and Development ( 2011 ). Cashew Business Basics – The Gambia River Basin Cashew Value Chain Enhancement Project ( CEP ).21. Gomez, G., Jaeger, P. and Peters, J. ( 2011 ). Analysis of the Cashew Value Chain in Senegal and The Gambia – African Cashew initiative. Germany, GIZ.22. International Relief and Development ( 2011 ). Cashew Business Basics – The Gambia River Basin Cashew Value Chain Enhancement Project ( CEP ).
The Government of Gambia has not intervened much in the sector but this appears bound to change with growing interest from policymakers. Cashew production and pro-cessing is recognized in many policy documents, such as the NES, as an important crop for socioeconomic devel-opment. There is one donor activity, namely The Gambia River Basin Cashew Value Chain Enhancement Project ( CEP ), which is supporting activities along the value chain. Some limited business development services are provided by numerous sector associations.
Labour, finance and transport are the key services re-quired. Storage is usually on the farmers’ premises. Packaging is not an issue right now as the bulk of The Gambian cashew is exported raw (in shell). There are numerous sector associations but their ability to improve competitiveness has been hindered by a lack of resourc-es and limited government intervention. Thus there is limited lobbying and advocacy for the required services listed above to be made available.
OTHER ACTIVITIES ALONG THE VALUE CHAIN
Intercropping with food and other cash crops is possi-ble. Beekeeping has also been noted by IRD as a viable operation. Other possibilities including use of the apple to make juice and alcohol, and making jams, cakes and candles ( IRD ). These are all done on limited a scale at household level. Scarcity of production data makes it dif-ficult to quantify values along the value chain.
Source: © Enhanced Integrated Framework
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9WHERE WE ARE NOWC
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10 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
SECTOR IMPORTS
Cashews kernel processed in The Gambia are mainly sold in specific shops or by street vendors. However, some cashew kernels – packaged according to packag-ing and quality requirements – are also available in su-permarkets. According to USAID, 75 % of supermarkets import their cashews from Europe or Senegal.23
As indicated in the trade data, significant volumes of RCN are imported to The Gambia for re-export through the port of Banjul. The vast majority of export from The Gambia represents imported RCN from Senegal, Guinea-Bissau and even Mali. This situation creates a quality management problem as it is extremely difficult to trace the origin of the nuts. At the moment, Gambian RCN with an outturn ratio of 49-52 are receiving a premium from international buyers. The formal and informal imports of RCN from the subregion are difficult to trace and monitor, which often leads to the mixing of good quality Gambian nuts with lower quality imported nuts. This critical issue needs to be addressed in order to maintain the premi-um on Gambian cashew nuts. The high volume of RCN imported from neighbouring countries can contribute to satisfying the volume requirements of emerging process-ing enterprises in The Gambia. In addition to RCN critical inputs such as chemicals, tools and packaging materials are also imported.
GLOBAL PERSPECTIVEThe global cashew nut industry is a fast growing industry worth US $ 4.9 billon, as shown in Tables 3 and 4 below.
23. See : USAID ( 2007 ). Cashew marketing & consumption in West Africa : current status and opportunities. West Africa Trade Hub Technical Report No. 22. No trade data is reported for this import on Comtrade.
MAJOR IMPORTERS
The import market for RCN ( HS 080131 ) is worth approxi-mately US $ 1.8 billion ( 2011 ), with an average growth rate of 37 % for the 2008-2012 period.
In 2011 India was the leading importer of RCN with total imports of US $ 1.1 billion. Its market represents 62 % of total world RCN imports. Indian imports of RCN have grown by 33 % on average since 2007. Viet Nam is the second largest global importer of cashews with imports of US $ 557 million. Viet Nam started from a smaller import base of US $ 239 million in 2008 and has made important efforts to develop its processing capacity. Brazil’s new processing factories are also competing for RCN with Viet Nam and India. Brazil’s nascent industry is seeking to import cashew nuts in large volumes, which explains the impressive growth of imports over the last five years. The three largest importers’ share of world RCN imports represents more than 96 % of global imports. It should be noted that smaller markets like China, Belgium, the United Arab Emirates ( UAE ) and Sri Lanka are also showing signs of rapid growth in RCN imports.
The import market for RCN is highly concentrated, with limited opportunities for exporters to seek new clients. The three largest buyers of cashew are currently compet-ing for nuts in order to keep their industries functioning. This situation increases the value of RCN exports and creates a global scarcity which is leading to the closure of smaller processing facilities incapable of acquiring RCN at a reasonable price.
The import market for cashew kernels ( without shell ) is valued at US $ 2.5 billon ( 2012 ) with an average growth rate of 9 % for the 2008-2012 period.
The United States of America is the largest importer of processed cashew nuts with an import value of US $ 817 million ( 2012 ). This important market has been the lead-ing importer of kernels for many years and is growing at the average global rate of 9 %. The Netherlands ranks as the second largest importer globally but is growing more slowly than the world average. Large import mar-kets growing rapidly include Saudi Arabia ( 29 % growth ), Thailand ( 26 % ), Italy ( 24 % ), Germany ( 18 % ) and Japan ( 14 % ). All of these markets are growing at rates higher that the global average, therefore gaining market shares.
The current top five largest importers of kernels represent more than 60 % of total imports. The import market for ker-nels is not as concentrated as the market for RCN. Even though the United States and the Netherlands represent key destinations for kernels, other smaller markets are emerging rapidly. This signifies a growing demand for cashew kernels.
11WHERE WE ARE NOW
Table 3 : Major importers of cashew nuts in shell and without shell, 2011 and 2012
Cashew nuts, in shell, fresh or dried ( HS080131 ) Cashew nuts, without shell, fresh or dried ( HS080132 )
Importers Value import-ed in 2011
( US $ thou-sands )
Annual growth in
value2007-2011
( % )
Share in world imports
( % )
Importers Value im-ported in
2012 ( US $ thousands )
Annual growth in
value2008-2012
( % )
Share in world im-ports ( % )
World 1 838 604 36 100 World 2 504 667 9 100
India 1 142 633 33 62.2 United States 817 463 9 32.6
Viet Nam 557 718 44 30.3 Netherlands 278 622 7 11.1
Brazil 57 393 105 3.1 Germany 216 170 18 8.6
France 18 403 13 1 Australia 112 138 11 4.5
United States 10 643 12 0.6 United Kingdom
97 396 1 3.9
UAE 9 566 156 0.5 UAE 86 068 2 3.4
United Kingdom
8 021 65 0.4 Canada 73 132 9 2.9
Nigeria 6 046 348 0.3 Japan 61 490 14 2.5
Indonesia 5 476 107.75 0.3 Russian Federation
53 524 10 2.1
Saudi Arabia 4 485 n.a. 0.2 France 48 767 7 1.9
South Africa 1,848 -24.25 0.1 Thailand 46 704 26 1.9
Italy 1 632 27.75 0.1 Saudi Arabia 44 243 29 1.8
Canada 1 437 19.75 0.1 Belgium 42 678 5 1.7
Sources : ITC calculations based on UN Comtrade statistics. The world aggregation represents the sum of reporting and non-reporting countries. The data in this colour represent mirror figures based on partner data.
MAJOR EXPORTERS
The export market for raw cashew nuts ( RCN ) ( HS 080131 ) is worth approximately US $ 1.5 billion ( 2011 )24 with an an-nual average growth rate of 31.9 % for 2007–2011.
African countries dominate the exports of RCN with nine of the top ten exporters. Côte d’Ivoire exported 61.2 % of its production and provided 30 % of global exports in 2011. Guinea-Bissau is, according to mirror data, the sec-ond largest exporter of RCN with a 17.4 % market share. Taken together the top three African ( excluding Ghana for statistical reasons ) exporters represent almost 60 % of global RCN exports. Other major producers such as Viet Nam, India and Brazil almost entirely process their production with limited exports. As will be discussed be-low, The Gambia is the 15 th largest exporter of cashews in the world but only has a 0.1 % market share.
24. For RCN imports and exports 2011 data is used as a reference due to inconsistencies with the 2012 data.
The export market for cashew kernels ( HS080132 ) is worth US $ 2.4 billion globally ( 2012 ), with an annual av-erage growth rate of 9 % for 2008–2012.
Viet Nam has been the largest exporter of cashew ker-nels since 2008. In 2012, it exported US $ 1 billion worth of kernels and was continuing to grow its exports above the global average of 9 %, thereby confirming its domi-nant position in this market. India was, until 2008, the world leader in kernel exports and has now become the second most important with exports of US $ 765 million. India is currently growing below the world average and losing some market share to other fast growing exporters.
12 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Figure 1 : Growth trends for global imports of cashew kernels between 2007 and 2011 ( US $ billions )
Impo
rts
(US$
bill
ions
)
Impo
rts,
mill
ions
of t
ons
2010200920082007
0
0,2
0,4
0,6
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1
1,2
0
0,2
0,4
0,6
0,8
1
1,2
1,4
1,6
1,8
2
2011
Value Volume
Source : ITC calculations based on UN Comtrade statistics.
Table 4 : Major exporters of cashew nuts in shell and without shell, 2011 and 2012
Cashew nuts, in shell, fresh or dried ( HS080131 ) Cashew nuts, without shell, fresh or dried ( HS080132 )
Exporters Value ex-ported in
2011 ( US $ thousands )
Annual growth in
value2007-2011
( % )
Share in world exports
( % )
Exporters Value ex-ported in
2012 ( US $ thousands )
Annual growth in
value2008-2012
( % )
Share in world exports
( % )
World 1 554 479 9 100 World 2 456 680 9 100
Côte d’Ivoire 262 565 33.5 30.2 Viet Nam 1 079 042 11 43.9
Guinea-Bissau 266 335 17.1 India 765 635 7 31.2
Ghana n.a. n.a. n.a. Brazil 185 691 –1 7.6
Nigeria 187 543 93.5 12.1 Netherlands 183 631 16 7.5
United Republic of Tanzania
105 699 209.25 6.8 Germany 39 538 8 1.6
Indonesia 56 296 1 3.6 Indonesia 24 950 0 1
Burkina Faso 55 882 353.5 3.6 Belgium 24 272 5 1
Mozambique 53 382 115 3.4 Côte d’Ivoire 18 028 57 0.7
Benin 39 440 28.75 2.5 United Republic of Tanzania
14 453 -10 0.6
Guinea 31 246 0 2 Mozambique 13 854 4 0.6
Mexico 5 265 78.5 0.3 United Kingdom 13 292 26 0.5
UAE 3 376 0.2 United States 11 326 3 0.5
United States 2 966 107 0.2 Singapore 8 333 27 0.3
Mali 2 293 0.1 Ghana 6 497 89 0.3
The Gambia 2 087 2 821.5 0.1 Burkina Faso 6 144 142 0.3
Source : ITC calculations based on UN Comtrade statistics. The world aggregation represents the sum of reporting and non-reporting countries. The data in this colour represents mirror figures based on partner data.
13WHERE WE ARE NOW
Figure 2 : Total value of imports and exports for The Gambia ( 2007–2011 )
–400
–300
–200
–100
0
100
200
Exports (US$ M) 13 14 66 35 95
-320 -329 -303 -285 -343
2007 2008 2009 2010 2011
Imports (US$ M)
US$
Mill
ions
Source : ITC calculations based on UN Comtrade data.
Figure 3 : Gambia fluctuation of RCN exports in value and quantities, mirror data, 2005–2012
US$
thou
sand
s
Tons
201020092008200720062005
0
5000
10000
15000
20000
25000
30000
0
5000
10000
15000
20000
25000
30000
35000
40000
2011 2012
Value Quantities
Source : ITC Calculations based on UN Comtrade data
A number of new countries are emerging at the global lev-el as exporters of kernels. In West Africa, the impressive growth rates of Burkina Faso, Ghana and Côte d’Ivoire should be noted. This growth is in line with the African Cashew Alliance ( ACA ) objective to process 100,000 tons by 2020 25 in Africa. In 2011 the West African economic community exported 32,000 tons of kernels.
25. Ghanaian Chronicle ( n.d. ). ACA Announces Ambitious Cashew Production Target. Available from http : / / thechronicle.com.gh / aca-announces-ambitious-cashew-production-target /
THE GAMBIA’S CASHEW TRADE PERFORMANCE
The Gambia’s liberal market-based economy and memberships in the World Trade Organization and the Economic Community of West African States ( ECOWAS ) provide the country with a good reputation for low import duties and trade-friendly regulations. The efficiency of Banjul’s port in in the subregion presents a critical gate-way for trade. Figure 3 underlines a concerted need to develop The Gambia’s exports. The global growth rate of 9 % ( imports ) for RCN and 9 % for cashew kernels of-fers an opportunity for The Gambian cashew sector to emerge and support the country’s export development.
14 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
CASHEW TRADE PERFORMANCE
The Gambia mainly exports raw cashew nuts and does not currently export cashew nuts without shell. The Gambia’s cashew exports have grown gradually over the years with some fluctuations. According to Comtrade data ( mirror data ),26 the total export value of cashew has surpassed US $ 25 million only in 2008 and again in 2010. The variability in export value and export quantities ex-emplifies not only variations in the global market but also
26. Direct data refers to the statistics reported by the Government of Gambia to the United Nations Statistics division and its trade department ( Comtrade ). Mirror data refers to data reported by importing countries.
challenges within The Gambia in supplying international markets with supply volumes and consistency. The im-ports of RCN from neighbouring countries could also ex-plain the variations, due to various political and economic contexts.
According to mirror data ( Table 5 ), Gambian RCN exports were almost entirely destined for India, with two small exports to other destinations, Viet Nam and Germany. According to direct data ( Table 6 ), Gambian RCN ex-ports were also concentrated on India but have reached a much larger number of destination markets such as the UAE, Viet Nam, China, Denmark, Senegal, Singapore and the United States.
Table 5 : Gambian RCN exports, mirror data, 2008-2012
2008 2009 2010 2011 2012
Importers Export value,US $ 000’
Tons Unit value
Export value,US $ 000’
Tons Unit value
Export value,US $ 000’
Tons Unit value
Export value,US $ 000’
Tons Unit value
Export value,US $ 000’
Tons Unit value
Total 26 730 24 095 1 109 23 316 27 367 852 13 880 12 223 1 136 36 654 24 869 1 474 25 467 19 670 1 295
India 26 730 24 095 1 109 23 316 27 367 852 13 873 12 220 1 135 36 632 24 866 1473 25 467 19 670 1 295
Germany 0 0 0 0 0 0 7 3 2 333 0 0 0 0 0 0
Viet Nam 0 0 0 0 0 0 0 0 0 22 3 7 333 0 0 0
Source : ITC calculations based on Comtrade data.
Table 6 : Gambian RCN exports, direct data, 2008–2012
2007 2008 2009 2010 2011
Importers Export value, US $ 000
Tons Unit value
Export value, US $ 000
Tons Unit value
Export value, US $ 000
Tons Unit value
Export value, US $ 000
Tons Unit value
Export value, US $ 000
Tons Unit value
World 18 196 92 2 045 29 655 69 3 294 35 095 94 3 336 21 061 158 2 087 24 964 84
India 18 196 92 1 560 24 687 63 2 585 28 233 92 2 653 13 902 191 1 983 23 873 83
UAE 0 0 0 0 0 0 116 1 120 104 66 646 102 92 989 93
Viet Nam 0 0 0 0 0 0 0 0 0 0 0 0 11 102 108
Guinea-Bissau 0 0 0 4 106 38 24 364 66 7 15 467 0 0 0
China 0 0 0 5 53 94 56 575 97 39 367 106 0 0 0
Denmark 0 0 0 82 1 117 73 29 70 414 360 3 867 93 0 0 0
Germany 0 0 0 241 1 636 147 6 90 67 0 0 0 0 0 0
Netherlands 0 0 0 23 213 108 0 0 0 0 0 0 0 0 0
Senegal 0 0 0 118 1 737 68 351 3 442 102 108 1 172 92 0 0 0
Singapore 0 0 0 0 0 0 126 1 201 105 60 549 109 0 0 0
United States 0 0 0 12 106 113 0 0 0 42 542 77 0 0 0
Source : ITC calculations based on Comtrade data.
15WHERE WE ARE NOW
Box 2 : Indian market in perspective
India is the leading global importer of raw cashew nuts and the main destination market for Gambian cashews. India imports cashew from various countries, namely Côte d’Ivoire, Benin, the United Republic of Tanzania and Guinea-Bissau. Gambia’s cashew represents only 2 % of the total imports of India. India imports a growing volume of cashew nuts in order to satisfy a growing domestic demand for cashew kernels. Therefore the Indian market will remain a key destination market for Gambian cashews over the next few years.
Figure 4 : Sources of India’s RCN 2012
Côte d’Ivoire30%
Benin19%United Republic
of Tanzania14%
Guinea-Bissau
11%
Ghana10%
Indonesia5%
Gambia2% Senegal
1%
Others4%
Guinea1%
Nigeria3%
Source : ITC calculations based on UN Comtrade statistics
Figure 5 : Changing trends in India’s cashew sector
Imports
566 544 495572 573
489
599 620
480
649 665
462
728 695
446
Production Exports
2005 2006 2007 2008 2009
India est raw cashew production, imports, and exportsin million kgs
Source : Red River Foods, 2010
The important difference between direct and mirror data indicates a clear need to enhance data collection for the cashew sector. In either case, India remains the main destination market for Gambian RCN as it absorbs more than 95 % of exports.
As indicated earlier, The Gambia is world’s 15th largest exporter with a 0.1 % market share in the global RCN mar-ket. This performance is mostly due to constant exports of RCN, mainly to India, in the last few years. The good performance of The Gambia remains precarious as new ports are gaining importance in West Africa and will most certainly compete to attract some of the cashew export business. If they are successful then re-exports from The Gambia would be challenged and total export volume reduced. As indicated in the competitiveness constraints section, a number of key challenges at all levels of the value chain need to be addressed in order to maintain and expand the cashew business in The Gambia.
THE INSTITUTIONAL PERSPECTIVEThe Gambia is yet to build an elaborate network of trade support institutions ( TSIs ) which can reliably support trade development operations. In the case of cashew,
the situation is positive since a number of private, non-for-profit organizations and sector associations are effec-tively supporting the development of the sector.
The TSIs providing important services to The Gambian cashew sector can be categorized according to the fol-lowing support areas :
� Policy support network � Trade services network � Business services network � Civil society network.
Tables 7 to 10 identify the main TSIs whose service deliv-ery affects the cashew sector in The Gambia. An assess-ment of the TSIs along three key dimensions – importance of the TSI to sector development, current level of respon-siveness to the sector’s needs, and resource availability – was completed. The ranking ( high / medium / low ) for each TSI was completed by sector stakeholders on the basis of their perception.
16 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
POLICY SUPPORT NETWORK
The institutions in the policy support network represent ministries and competent authorities responsible for in-fluencing or implementing policies at the national level.
Table 7 : Gambian cashew sector policy support network
Name DescriptionImportance of TSI to sector development
Level of responsiveness to sector needs
Resources available
to support the sector
Ministry of Agriculture ( MOA )
MOA is in charge of driving the government agen-da with respect to agriculture and all related activ-ities. It oversees the activities of national agencies involved in agricultural development such as NARI and Departments of Agriculture for the imple-mentation of agricultural-based policies and pro-grammes. MOA collects agricultural data on area, yield and production, and trains farmers.
H L M
Ministry of Trade, Regional Integration & Employment ( MOTIE )
MOTIE is responsible for trade policy, industrial de-velopment, employment creation, export develop-ment and overall private sector development.
H M L
Ministry of Finance & Economic Affairs ( MOFEA )
The main responsibilities of MOFEA are fiscal and monetary policy management including budget al-locations, prioritization of development projects, revenue generation ( taxes and customs duties ) and focal institution projects.
M L H
Ministry of Basic and Secondary Education ( MOBSE )
MOBSE is responsible for the education of children and youth in The Gambia. As part of their work they have 200 farms of 0.5 ha that can be used as training grounds. Furthermore, MOBSE can act as a transmission channel for information.
M M H
TRADE SUPPORT NETWORK
These institutions or agencies provide a wide range of trade related services to both government and enterprises.
Table 8 : Gambian cashew sector trade support network
Name Description
Importance of TSI
to sector development
Level of responsiveness to sector needs
Resources available
to support the sector
Gambia Chamber of Commerce and Industry ( GCCI )
GCCI supports exporters and provides them with certificates of origin, and promotes export trade. Several cashew traders are members of GCCI. It also assists with advocacy, lobbying and arbitration.
H M M
Gambia Investment and Export Promotion Agency ( GIEPA )
GIEPA is the investment and export development institution of The Gambia. It is leading implementa-tion of the government’s NES and is well positioned to assist export development of the cashew sector.
H M M
17WHERE WE ARE NOW
Name Description
Importance of TSI
to sector development
Level of responsiveness to sector needs
Resources available
to support the sector
Gambia Standards Bureau ( GSB )
The Gambia Standards Bureau was set up by The Gambia Standards Bureau Act of 2010. GSB was established to develop and promulgate standards, offer services in the field of metrology, and conduct conformity assessments. For the cashew sector it is establishing a standard for cashew nut exports, and can proceed to controls of weights and con-duct quality testing. GSB is not responsible for ac-creditation.
H L L
Food Safety and Quality Authority ( FSQA )
FSQA, under the Office of the Vice President, is re-sponsible for food quality and safety to ensure that food that enters and exits the country is of high standard and good quality.
H L L
Gambia Bureau of Statistics ( GBOS )
The Gambia Bureau of Statistics is the highest au-thority on all statistics in the country, including crop area, yield and production. It is responsible, with MOA, to compile reliable data about cashew pro-duction.
H L H
National Agriculture Research Institute ( NARI )
NARI is responsible for undertaking research on cashew varieties ; is in charge of seedling selection, multiplication and certification ; and provides exten-sion services to farmers.
H L L
Gambia Ports Authority ( GPA )
The Gambia Ports Authority is responsible for the functioning and efficiency of the Port of Banjul. Port efficiency is critical to the cashew export business.
H H M
Gambia Revenue Authority ( GRA )
For the cashew sector, GRA is responsible for promptly assessing, collecting and accounting for all revenues due to the government and for simpli-fying and standardizing procedures and legislation without increasing the compliance burden or hin-dering trade.
H M H
BUSINESS SERVICES NETWORK
These are associations, or major representatives, of com-mercial service providers used by exporters to carry out international trade transactions.
Table 9 : Gambian cashew sector business services network
Name DescriptionImportance of TSI to sector development
Level of responsiveness to sector needs
Resources available
to support the sector
Cashew Alliance of The Gambia ( CAG )
CAG is the apex body of the cashew sector and represents the interests of all sector stakeholders, namely the members of the alliance. It key role is to organize the development of the sector in col-laboration with all private sector stakeholders
H L L
18 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Name DescriptionImportance of TSI to sector development
Level of responsiveness to sector needs
Resources available
to support the sector
Cashew Farmers Federation
The Cashew Farmers Federation provides training, farmer to farmer visit, workshops, seminars and dissemination of manuals on Good Agricultural Practices.
H M L
Cashew Traders Association
The Cashew Traders Association is a newly formed association representing the interests of the cash-ew collectors and traders of The Gambia.
H L L
Cashew Farmers Associations
Cashew farmers associations conduct lobbying, capacity-building, group marketing and transport, workshops, seminars & dissemination of manuals.
H M L
Sandika Petty Traders Association
Sandika stakeholders play a role in the aggre-gation and marketing of cashew from farmers to the large buyers, especially those at the Brikama Market.
H M L
National Coordinating Organisation for Farmers Associations( NACOFAG )
NACOFAG is the apex body of all the farmers as-sociations and represents the interest of all farm-ers. Its key role is to organize the development of the sector in collaboration with all private sector stakeholders.
H H M
CIVIL SOCIETY NETWORK
These institutions are not explicitly engaged in trade-re-lated activities. They are often opinion leaders represent-ing interests that have a bearing on the country’s export potential and socioeconomic development.
Table 10 : Gambian cashew sector civil society network
Name Description
Importance of TSI
to sector development
Level of responsiveness to sector needs
Resources available
to support the sector
International Relief and Development ( IRD ) ( NGO )
IRD is managing The Gambia River Basin Cashew Value Chain Enhancement Project ( CEP ) with the aim of strengthening the cashew value chain.
H M M
National Consumer Association
The National Consumer Association looks after the general welfare of consumers as well as consumer safety and protection.
H L L
National Labour Association
The National Labour Association monitors and advo-cates for the safety and protection of the workforce.
M L L
PERCEPTION OF GAMBIAN TSIS IN THE CASHEW SECTOR – INFLUENCE VS. CAPABILITY
Table 11 details a classification of TSIs supporting the cashew sector. The classification represents the percep-tion of stakeholders regarding the level of influence and capacity of each institution to respond to exporters’ needs.
19WHERE WE ARE NOW
Table 11 : Perception of Gambian cashew sector TSIs – influence vs. capability
Capacity of institution to respond to sector’s needs
Low High
Level of influence
on the sector
High
• Ministry of Agriculture• Ministry of Trade, Regional Integration & Employment• Gambia Chamber of Commerce & Industry• Gambia Investment and Export Promotion Agency• Gambia Standards Bureau• National Agriculture Research Institute• Cashew Farmers Federation• Cashew Traders Association• Cashew Farmers Associations• Sandika Petty Traders Association
• International Relief and Development• Gambia Ports Authority• Gambia Revenue Authority
Low
• Food Safety and Quality Authority• Cashew Alliance of The Gambia• National Consumer Association• National Labour Association
• Gambia Bureau of Statistics• Ministry of Finance and Economic Af-
fairs• Ministry of Basic and Secondary Edu-
cation
Three institutions are perceived as having both strong in-fluence and resources ( capacity ) to respond to the needs of the cashew sector. IRD is seen as being proactive to sector members’ interests. The Gambia Ports Authority is considered efficient and is seen as playing its role of facilitating exports well. GRA is also seen as influential and well-resourced in enhancing the processing of cus-toms documentation, checking compliance and avoiding cumbersome procedures.
Policymaking institutions and sector membership organi-zations are considered influential but lacking in capacity to respond to the sectors’ needs. MOA and MOTIE are seen as critical in providing extension services, training, trade developing capacity-building, improving the busi-ness environment and providing regulation where ap-propriate, but they are perceived as not having sufficient resources in terms of money and personnel to deliver in those areas. GIEPA and GCCI are considered important in export promotion, entrepreneurship development, lob-bying and advocacy. They are, however, considered inad-equately resourced. GSB is considered important and is working on a vital framework to develop standards for the sector ; however, it is perceived as lacking in resources to deliver on its mandate.
There are five institutions which are considered to be well-resourced but are not actively influencing the sector given their capacity. MOFEA and MOBSE are important policymaking institutions. MOFEA in its management of fiscal and monetary policies and prioritization of resource allocation is considered not responsive to the needs of the sector. MOBSE is perceived as having available land and training facilities that could be used to sup-port demonstrations and training programmes. They are both also seen as being in a position to use their
facilities to advance dissemination of sector-relevant trade information.
FSQA and CAG are among institutions perceived as hav-ing low capacity and limited influence. Both are consid-ered critical for the success of the sector in playing the roles of quality and standards assurance and overall rep-resentation of sector members.
Source: Karen Blix.
20 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
RELEVANT DEVELOPMENT STRATEGIES AND PROGRAMMESThere are several strategies, programmes and initiatives happening in the country which are likely to provide im-portant support for the restructuring of the cashew sector.
Box 3 : Gambian development initiatives linked to the cashew sector
Strategy / programme Purpose / activities
Gambia National Agricultural Investment Plan ( GNAIP ) 2011-2015
Investment in high value crops, which includes the cashew subsector, and creation of posi-tive impacts on production, productivity and quality as well as exports.
Program for Accelerated Growth and Development ( PAGE ) 2012-2015
This medium-term strategy document has clearly spelt out support to the cashew, sesame and groundnut sectors which will impact positively on the cashew subsector.
National Export Strategy ( NES ) 2013 – 2017
Since cashew is seen as one of the crops that can improve the livelihoods of producers and increase income, the NES will in no doubt impact positively on the sector.
Agriculture and Natural Resource Policy ( ANRP ) 2006-2015
The horticultural subsector in the ANRP is rapidly emerging as one of the key growth are-as of The Gambian economy. The subsector currently contributes about 4 % to gross domes-tic product ( GDP ) on average, and over 65 % of the agricultural labour force is involved in the sector. Horticultural production is presently an established key source of rural income, em-ployment and food, making a significant contribution to food security and poverty alleviation.
GIEPA’s Cashew Investment Proposal
In 2011 GIEPA formulated an investment proposal designed to attract investors into the cash-ew sector. That proposal followed on GIEPA’s position as the lead government agency man-dated to facilitate investments into the country. The proposal aims at familiarizing prospective investors with the challenges and opportunities in the industry to enable them to assess the opportunities available and the benefits that could accrue from an investment in cashew in The Gambia.
National Development Vision 2020
The vision envisages modernizing the agricultural sector. It is envisaged that by 2020 the economy will have transformed from a low productivity agricultural economy to a vibrant manufacturing nation as quoted below :• To transform The Gambia into a financial centre, a tourist paradise, a trading, export-ori-
ented agricultural and manufacturing nation, thriving on free market policies and a vibrant private sector, sustained by a well-educated, trained, skilled, healthy, self-reliant and en-terprising population and guaranteeing a well-balanced ecosystem and a decent stand-ard of living for one and all under a system of government based on the consent of the citizenry.
Gambia Trade Policy The cashew sector strategy is fully aligned to the objectives of The Gambian trade policy to :• Improve the competitiveness of The Gambian trading environment ;• Support production activities for domestic and international markets ;• Establish and strengthen the quality infrastructure for enhanced market access ;• Ensure a fair trading environment for producers and consumers ;• Establish an efficient trade information system ;• Strengthen bilateral, regional and multilateral trade cooperation.• The trade policy also indicates that the ‘Government will also pursue its policy of export
diversification by promoting the development of cashew, sesame and poultry production’.
21WHERE WE ARE NOW
The Gambia’s cashew sector strategy is aligned to numer-ous objectives and targets of existing Government strate-gies as well as Gambia’s National Planning Commission priorities. The development of the cashew sector can support a number of objectives of the country. Vision 2020, PAGE, ANRP, and NES should all have a positive impact on the improvement of cashew production, pro-cessing and exports.
TRADE COMPETITIVENESS ISSUESThe export constraints analysis uses the four gears framework presented below to determine the major con-cerns to export development.
� Supply-side issues impact production capacity and include challenges in areas such as availability of appropriate skills and competencies, diversification capacity, technology, and low value addition in the sector’s products.
� The quality of the business environment issues are constraints that influence transaction costs, such as regulatory environment, administrative procedures and documentation, infrastructure bottlenecks, certification costs, Internet access and cost of support services.
� Market entry issues are essentially external to the country ( but may also be manifested internally ), such as market access, market development, market diver-sification and export promotion.
Border IssuesBorder-In Issues
Border-Out IssuesDevelopment Issues
CapacityDevelopment
Cost ofDoing Business
Developinig skills
and Entrepreneurship
Capac
ity
Diversi
ficati
on
Infraestructure and
Regulatory Reform
Trad
eFa
cilita
tion
Market Accessand Policy Reform
National Promotion
and Branding Trad
e Su
ppor
t
Serv
ices
Poverty Alleviationand Gender Issues
Regional Development
and Integration
Envir
onm
enta
l
Sust
aina
bilit
y and
Clim
ate
Chan
ge
The analysis presents those major constraints that are currently main export competitiveness bottlenecks for the cashew sector in The Gambia. However, the assessment also explores issues limiting socioeconomic spillovers to the society at large :
� Social and economic concerns include poverty reduc-tion, gender equity, youth development, environmental sustainability and regional integration.
Source: Terrie Schweitzer.
22 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Box 4 : Overview of supply-side constraints
� Inadequate volume of Gambian cashew constrains sector growth. � Limited use of adequate plantation management techniques limits increases in production
volumes. � Limited support to the sector from extension services. � Insufficient business management skills at various levels of the value chain. � Insufficient promotion of the sector limits investment and support to the sector. � Limited improved varieties of cashew seedlings are available. � Limited processing of RCN into kernels or other cashew products or sub-products.
SUPPLY-SIDE CONSTRAINTS
INADEQUATE VOLUME OF GAMBIAN CASHEW CONSTRAINS SECTOR GROWTH
With production levels of approximately 10,000 tons and re-export volumes ranging from 10,000 to 20,000 tons annually, there is a need to increase local production and maintain imports from the subregion in order to increase total exports. An increase in production of Gambian RCN is a critical requirement for sector development as it en-sures better management of value chain operations as well as quality requirements. As indicated earlier, the quality of The Gambian cashew nut is confirmed by the premium it receives in international markets.27 Enhanced production with efficient value chain management will contribute to maintaining the quality of The Gambian cashew nut, thereby increasing export revenues.
Re-exports should also be encouraged simultaneously in order to position The Gambia as a key hub for cashew trade, but specific mechanisms will need to be estab-lished in collaboration with traders to maintain the quality requirements of both imported and Gambian cashews. A key condition for the development of cashew re-exports from The Gambia will be to ensure compliance of The Gambia and cashew source countries with the ECOWAS Protocols, specifically on the free movement of goods.
27. ‘Gambian cashew is one of the best in the subregion with an outturn of 50 %–56 % and nut count of 190-210 per kilogramme’, see : North Bank Evening Standard, The ( 2011 ). Gambia : ideal gateway for cashew export in SeGaBi region, 1 October. Available from http : / / thenorthbankeveningstandard.blogspot.ch / 2011 / 10 / gambia-ideal-gateway-for-cashew-export.html ; bilateral discussion with exporters ; and Government of Gambia ( 2012 ). Gambia National Export Strategy 2013-2017, p14.
LIMITED USE OF ADEQUATE PLANTATION MANAGEMENT TECHNIQUES LIMITS INCREASES IN PRODUCTION VOLUMES
As indicated earlier, the average yield of cashew produc-tion in The Gambia is estimated at 450 kg / ha, which is low when compared with the world average of 840 kg / ha 28. A critical requirement to increase volumes of Gambian cashew production is the improvement of plantation management. Important efforts were made in the 1990s and are currently being made under CEP, which aims to increase yields. However, many cashew farmers remain unaware of best practices in cashew production. Specific skills in planting, spacing, pruning, thinning, fertilizer use, pest management and harvesting are required to intensify production. The continued dissemination of best prac-tices through specialized trainings and innovative com-munication tools will be required to support an increase in production.
LIMITED SUPPORT TO THE SECTOR FROM EXTENSION SERVICES
The dissemination of best practices, the monitoring of cashew plantations, assistance with pest management, etc. is critical to ensure production gains are maintained. At the moment most of the extension support to cashew farmers is provided through non-governmental organi-zations ( NGOs ) and farmers associations, and partially by the private sector. There is limited support from the Department of Agriculture ( DOA ) to the cashew sector. This is partly explained by the private sector leadership of the cashew business and the high focus of DOA on groundnuts and other horticultural crops. Additional resources should be allocated by DOA to develop, in partnership with the private sector, additional extension support to the cashew sector.
28. Gomez, G., Jaeger, P. and Peters, J. ( 2011 ). Analysis of the Cashew Value Chain in Senegal and The Gambia – African Cashew initiative. Germany, GIZ, p. 24 and Sustainable Trade Initiative ( n.d. ). Cashew. Available from http : / / www.idhsustainabletrade.com / cashew
23WHERE WE ARE NOW
INSUFFICIENT BUSINESS MANAGEMENT SKILLS AT VARIOUS LEVELS OF THE VALUE CHAIN
The ‘cashew as a business’ concept promoted by CAG and CEP has been a key factor in building up the cashew sector in the last few years. This approach encouraged farmers to invest in cashew production with a planned business approach. However, many efforts are required to further build the business skills of stakeholders across the value chain. Increased efficiency in managing pro-duction, collection, processing and even exporting would enhance the overall performance of the sector. The ag-ribusiness unit of DOA and the business development service network of GIEPA will need to develop special training modules for the cashew sector.
INSUFFICIENT PROMOTION OF THE SECTOR LIMITS INVESTMENT AND SUPPORT TO THE SECTOR
Even though cashew is the sixth most important export of The Gambia the sector is still considered an emerging one by many farmers and enterprises. The limited promo-tion of the sector partly limits its development as potential supporters remain unaware of its potential. Promotion of cashew production and processing would serve as a trig-ger to build up the image of the sector and gain visibility with national consumers.
LIMITED IMPROVED VARIETIES OF CASHEW SEEDLINGS ARE AVAILABLE
It is not difficult in Gambia to find a cashew seedling ; it is much more difficult to find a seedling from the ap-propriate variety. Not all varieties in the subregion are the same ; some are better than others, and it is usually determined by nut size.29 At the moment there are limited selection, multiplication and research and development efforts conducted at NARI on The Gambian cashew tree. As indicated earlier, NARI has insufficient resources to actively support the cashew sector. There is a need to pursue efforts in identifying and multiplying appropriate cashew varieties. Opportunities may lie in further involve-ment of cashew stakeholders in research and multiplica-tion efforts
In addition to multiplication, important communication ef-forts need to be deployed to ensure new cashew farmers plant the appropriate variety of cashew tree. These efforts will contribute to maintaining high yields per hectare in the long term, thereby increasing total production volumes.
29. International Relief and Development ( 2011 ). Cashew Business Basics – The Gambia River Basin Cashew Value Chain Enhancement Project ( CEP ).
LIMITED PROCESSING OF RCN INTO KERNELS OR OTHER CASHEW PRODUCTS OR SUB-PRODUCTS
As indicated in Figure 7, value addition in the cashew sector can be achieved with different outputs of cashew production.
The total existing annual kernel processing capacity in The Gambia was estimated at 10,000 tons in 2012 but less than 20 tons of actual processing took place in 2012.30 In addition, there is limited organized capacity to utilize the various products of the cashew tree in a com-mercial manner. Most importantly, the global competition between India, Viet Nam and Brazil for RCN makes it more attractive for The Gambia to export Gambian cash-ew nuts in shell since it generates more foreign exchange earnings. The global competition for RCN increases the local price of cashew, which makes it more difficult for local processors to make decent profit margins.
The development of the cashew kernel and sub-products processing will require long term investment to ensure the development of sustainable business operations. The growth of Gambian processing capacity will most probably require the development of products for the lo-cal market since the necessary quality and traceability systems required to enter the EU, United States or other markets are not yet in place.
30. Government of Gambia ( 2012 ). Gambia National Export Strategy 2013–2017, p.14, and field research data for 2012.
Source: Artizone.
24 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Figure 6 : Products and sub-products of the cashew tree
Product Description
Cashew nut • Primary level : white kernel ( 33 grades from whole white to powder ) ;• Secondary level : roasted / salted, specialty kernels ( spicy, chocolate-covered, etc. ), cash-
ew nut butter.
Cashew apple Fresh fruit ; fresh juice ; wine & distilled liquor ; ingredients in cakes, cookies, candies ; jelly and jam ; couscous ( dried and pounded ) ; dried fruit ( for reconstitution ) ; waste pulp dried for animal feed ; apple waste converted into biofuel.
Honey Honey from beehives in cashew plantations ; candles and soap from beeswax.
Cashew shell Fuel source for local processors, component in briquettes.
Cashew peel ( testa ) Animal feed.
Cashew seed Nursery-raised seed and certified high-quality seed.
Cashew seedling Nursery-raised seedlings ready for transplanting on plantations.
Source : International Relief and Development ( 2011 ). Cashew Business Basics – The Gambia River Basin Cashew Value Chain Enhancement Project ( CEP ).
Box 4 : Overview of business environment issues
� Insufficient organizational capacity to organize the sector’s development. � Challenging infrastructure increases the costs of doing business. � Insufficient public support for the sector and unstructured public–private dialogue. � Limited access to finance limits investment in the sector.
BUSINESS ENVIRONMENT CONSTRAINTS
THERE IS INSUFFICIENT ORGANIZATIONAL CAPACITY TO ORGANIZE THE SECTOR’S DEVELOPMENT
As indicated above, development of the cashew sector in The Gambia has primarily been driven by the private sector with little support from the government. The sector has developed an organic structure of farmers associa-tions, cooperatives, traders associations, and an apex body. The sector’s value chain is structuring itself gradu-ally, which will serve to organize future growth. However, the presence of sector associations is not a guarantee of organized development. Many associations have limited resources to organize their own development and the apex body – CAG – does not have an operational secre-tariat that can act as a focal point for sector development. The absence of an efficient apex body has led to some small tensions between stakeholders. Fortunately, these have been resolved but there is no guarantee that new
issues could be addressed without a functioning sector association. The strengthening of the various associa-tions through trainings or different support mechanisms will enable a new development cycle of the cashew sec-tor in The Gambia.
CHALLENGING INFRASTRUCTURE INCREASES THE COSTS OF DOING BUSINESS
Some of the infrastructural arrangements of The Gambia have been identified as challenges to the development of the cashew business. Namely, it has been confirmed that interstate transit, with its several checkpoints 31 and inadequate fixed connections across The Gambia River, 32 limits the efficient flow of cashews. These challenges slow down the cashew imports and exports from the subregion to depots and eventually the port. The implementers of
31. African Development Fund ( 2011 ). Trans-Gambia Corridor, p. vi.32. Government of Gambia ( 2012 ). Gambia National Export Strategy 2013-2017, page 14.
25WHERE WE ARE NOW
transit corridor projects should consult with private sec-tor cashew enterprises in order to address their needs.
INSUFFICIENT PUBLIC SUPPORT FOR THE SECTOR AND UNSTRUCTURED PUBLIC–PRIVATE DIALOGUE
Private sector leadership of the sector is critical to ensure the sustainable economic development of the sector. As indicated above, some targeted support from the public sector is also required in specific areas of the sector’s development. Data collection, trade flow management, extension services, business skills trainings, etc. are all areas where the public sector could intervene. The de-velopment of a structured private and public dialogue mechanism will identify areas of collaboration between all relevant public and private sector stakeholders.
LIMITED ACCESS TO FINANCE LIMITS INVESTMENT IN THE SECTOR
Access to financial resources is a key requirement for any business. In The Gambia, there is a limited availability of adequate trade finance. At the production, collection, and processing levels of the cashew value chain there is difficulty accessing financial resources. The high collat-eral requirements ; low skills in creating business plans ; inadequate credit and bankruptcy laws ; lack of tailored financial products ; and high interest rates all limit access to finance. Insurance products for the agriculture sector ( and cashew ) are scanty, with high premiums for agricul-tural loans, crop insurance and credit guarantees.
Box 5 : Overview of market entry constraints
� Little knowledge of buyer requirements & market trends. � Difficulty to implement and maintain quality controls on RCN and processed products. � Limited adequate packaging available for processed products. � Promotion of cashew products in local and foreign markets is limited.
MARKET ENTRY CONSTRAINTS
LITTLE KNOWLEDGE OF BUYER REQUIREMENTS & MARKET TRENDS
Knowledge of buyers’ requirements is a prerequisite to satisfying market demands. In the case of raw cashew nuts, outturn ( kernel output ratio ), nut count and total defective nuts are some of the key criteria assessed by international buyers. 33 It is also important to understand market trends in order to be able adapt an offer to a client’s demands, thereby profiting from market oppor-tunities. In The Gambia, information concerning market requirements and trends is mainly accessible to export-ers, with little dissemination to other levels of the value chain. The absence of structured market information ser-vices available to the entire cashew value chain makes it difficult for producers, collectors and traders to adapt an offer.
33. African Cashew initiative ( 2011 ). How to estimate the quality of raw cashew nuts – technical manual.
In addition, there is little or no information about produc-tion volumes and price fluctuations, especially during harvest. There is a need to develop a market information system adapted to the needs of the sector from farmers to exporters. New and innovative communication methods need to be used by MOTIE, GIEPA, GCCI, CAG and the various associations to ensure efficient collection, analy-sis and dissemination of market information.
DIFFICULTY TO IMPLEMENT AND MAINTAIN QUALITY CONTROLS ON RCN AND PROCESSED PRODUCTS
Efficient quality management is possibly the most im-portant buyer requirement in international markets today. According to the Centre for the Promotion of Imports from Developing Countries – the Netherlands’ import promo-tion institution – it is critical for edible nut exporters to ‘get
26 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
certified and organized before exporting to the EU’ 34 and to have some social ( fair trade, SA 8000, etc. ) or environ-mental ( ISO 14000, organic ) certification.
At the moment efforts are being made by The Gambia to develop national quality standards for the cashew sector ; however more is required. Throughout the value chain there are challenges in quality management at the pro-duction level ; limited grading at farm and collection lev-els ; no accredited testing facility ; and scale tampering. Most importantly, the porous borders make it difficult to control imported cashew from the subregion. As indi-cated above, the influx of cashew from certain regions of Senegal, Guinea-Bissau and Mali makes it difficult to adhere to the quality requirements of international buyers. Effective application in cashew processing of sanitary and phytosanitary ( SPS ) and hazard analysis and critical control point ( HACCP ) measures, as well as controls from the newly established FSQA, will be essential. 35
34. Centre for the Promotion of Imports from Developing Countries, Ministry of Foreign Affairs of the Netherlands ( 2013 ). Trend mapping for processed fruits, vegetable and edible nuts – insights and foresight in key European dynamics.35. Daily Observer, The ( Banjul ) ( 2013 ). Gambia : Gov’t Praised for Attention to Food Safety, Quality – As New Food Authority Begins Operations, 31 July. Available from http : / / allafrica.com / stories / 201307310800.html.
LIMITED ADEQUATE PACKAGING AVAILABLE FOR PROCESSED PRODUCTS
The small quantities of cashews processed in The Gambia are modestly packaged in small plastic bags and sometimes in transparent food grade packaging. Most processors in The Gambia indicated the difficulty of procuring adequately designed and labelled food grade packaging for their production. In the absence of an ade-quate trade information system it is difficult for processors to package their products in line with client requirements. Important efforts will be required to develop adequate and attractive packaging to supply local ( hotels, restau-rants and supermarkets ) and international markets.
PROMOTION OF CASHEW PRODUCTS IN LOCAL AND FOREIGN MARKETS IS LIMITED
Gambian cashew exports of RCN are not backed by in-market support services to identify buyers ; to indicate market opportunities and requirements to exporters ; or to forge strong links with international buyers. In the local market, there are limited organized efforts to promote the consumption of Gambian cashew nuts. In both cases, efforts by GIEPA and CAG will be necessary to build up the image of Gambian cashew.
Box 6 : Overview of development issues
� Enhanced gender equality is needed across the value chain. � Few youths in cashew farming because of rural to urban migration.
DEVELOPMENT PERSPECTIVE
ENHANCED GENDER EQUALITY IS NEEDED ACROSS THE VALUE CHAIN.
The cashew value chain is mainly operated by men except during harvest season when women assist in the picking of the fruits, and at the grading stage when women work at cleaning the cashew nuts. In small cashew process-ing plants women work at various levels of the process. Scarcity of labour was identified as a secondary issue limiting the growth of production. In order to alleviate this constraint, targeted efforts need to be implemented by the sector associations and industry to further integrate women into the cashew value chain.
FEW YOUTHS IN CASHEW FARMING BECAUSE OF RURAL TO URBAN MIGRATION
Many youths in Gambia are moving from the countryside to the greater Banjul area for socioeconomic reasons. This situation creates further labour scarcity in the cash-ew harvesting season.
27WHERE WE WANT TO GO
WHERE WE WANT TO GO
Cashew sector stakeholders acknowledge the need to structure the sector’s development to ensure continued growth and performance.
VISIONTo reach this objective, the following vision has been selected :
“ To be the regional centre of excellence in cashew value-addition, leading the way in production,
processing, exports and research and development 36 ”
36. This vision is the same as the NES vision for the cashew sector and was selected to ensure alignment.
Source: Robyn Lee.
The cashew sector has grown in importance in The Gambia aver the last few years by expanding its produc-tion and organizing it governance mechanisms. However, some important challenges still need to be addressed to sustain long-term growth. In addition, opportunities in existing and emerging markets make a compelling case for strengthening the value chain.
The scope for improvements is immense and extends across the value chain. In some cases, the scope involves strengthening of existing linkages, while in other areas there is a need for structural modifications. Both of these dimensions of improvements must lead to market pen-etration ( increasing exports in existing markets ), product development ( increasing exports of new products in ex-isting markets ), market development ( increasing exports of existing products in new markets ), or full diversification ( increasing exports of new products in new markets ).
This future state of the cashew sector is depicted and discussed in greater detail below.
Nat
iona
l com
pone
nt
Impu
ts u
sed
by fa
rmer
s
Yout
h in
tegr
atio
n
Org
anic
inpu
tsan
d tra
inin
g
Dis
trib
ute
valu
e th
roug
hsp
ecia
lized
trai
ning
Ret
ain
valu
eby
reu
sing
was
te
Ret
ain
valu
eby
reu
sing
was
te
Acqu
ire
valu
e by
pro
cess
ing
grea
ter
volu
mes
Acqu
ire
valu
e by
sup
plyi
ngpr
oduc
ts to
hot
els,
res
taur
ants
ans
loca
l mar
kets
Mai
ntai
n ex
port
dev
elop
men
tin
this
mar
ket b
ut im
prov
esu
pply
and
qua
lity
cons
iste
ncy
Leve
rage
pas
t exp
ort
rela
tions
hips
to d
iver
sify
into
this
exp
ort m
arke
t
Leve
rage
pas
t exp
ort
rela
tions
hips
to d
iver
sify
into
this
exp
ort m
arke
t
Expl
ore
oppo
rtun
ities
to s
uppl
y th
is fa
stem
ergi
ng m
arke
t
Util
ise
civi
l soc
iety
and
emba
ssie
s to
link
with
buy
ers
in th
ese
mar
kets
Use
exi
stin
t rel
atio
nsan
d em
bass
ies
to fu
rthe
rde
velo
p th
ese
mar
kets
Add
valu
e by
dev
elop
ing
orga
nic
syst
em
Inte
rcro
ppin
g
Crea
te v
alue
by in
terc
ropp
ing
Inte
grat
e w
omen
Larg
e sc
ale
proc
esso
rLo
cal m
arke
tan
d su
perm
arke
ts
Hot
els
and
rest
aura
nts
Cash
ew N
utSh
ell L
iqui
d
Dis
trib
ute
valu
e th
roug
hsp
ecia
lized
trai
ning
Tour
ism
sec
tor
Acqu
ire
valu
e by
pro
posi
ngag
ro-t
ouri
sm in
Cas
hew
pla
ntat
ions
Loca
l lab
our
Seed
ings
Agro
chem
ical
s
Sub-
regi
on im
port
edRC
N
Farm
impl
emen
ts
Inte
rnat
iona
l com
pone
nt
Har
vest
Stor
age
Pack
agin
g
Anim
al fe
ed
Prod
uctio
n
Dry
ing
NAR
IG
ambi
a Bu
reau
of S
tatis
tics
Gam
bia
Stan
dard
s Bu
reau
Food
Saf
ety
and
Qua
lity
Auth
ority
Gam
bia
Port
s Au
thor
ity
Sect
or a
ssoc
iatio
nsM
inis
try
of A
gric
ultu
reM
inis
try
of T
rade
CAG
GIE
PA
GCC
I
GRA
Prim
ary
supp
ort s
ervi
ces
Farm
pro
duct
ion
Mid
dlem
en
Tran
spor
ters
Loca
l Sho
psAg
ents
War
ehou
ses
Colle
ctor
s
Pack
agin
gG
radi
ngQ
ualit
ych
ecks
Expo
rter
s
Fina
ncia
l ser
vice
s: C
omm
erci
al b
anks
; mic
ro-le
nder
s; b
ig b
uyer
s; s
elf-
help
gro
ups
/ VIS
ACA
Busi
ness
sup
port
ser
vice
s (p
acka
ging
, tes
ting
labs
, etc
.)
Indi
a
Roa
ster
/ pa
cker
Who
lesa
le
Ret
ail
Impo
rter
Re-
expo
rt
Vie
tnam
Roa
ster
/ pa
cker
Who
lesa
le
Ret
ail
Impo
rter
Re-
expo
rt
Bra
zil
Roa
ster
/ pa
cker
Who
lesa
le
Ret
ail
Impo
rter
Re-
expo
rt
Dia
spor
a in
EU
and
US
A
Roa
ster
/ pa
cker
Who
lesa
le
Ret
ail
Impo
rter
Re-
expo
rt
Sel
ecte
d EU
Roa
ster
/ pa
cker
Who
lesa
le
Ret
ail
Impo
rter
Re-
expo
rt
Mid
dle
East
(U
AE,
Sau
di A
rabi
a)
Roa
ster
/ pa
cker
Who
lesa
le
Ret
ail
Impo
rter
So
urc
e: G
amb
ian
cash
ew s
take
hold
ers
dur
ing
the
stra
teg
y d
esig
n p
roce
ss
28 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019F
UT
UR
E V
ALU
E C
HA
IN
29WHERE WE WANT TO GO
Target market
Market segment Product Distribution
channel
Gambian exports
to market, annual
average ( US $ ),
2007-2011
Annual growth
of sector imports ( % )
( all suppliers ) 2007-2011
Annual GDP growth
estimates ( % )
2013-2017 average
India Processors HS 080131
Cashew nuts, with shell, fresh or dried
Traders 8 781 33 7.9
Viet Nam Processors HS 080131
Cashew nuts, with shell, fresh or dried
Traders 4.4 44 6.4
The Gambia
Supermarkets, hotels & res-
taurants
HS 080132
Cashew nuts, with-out shell, fresh or
dried
Processors n / a n / a 7.1
Source : ITC calculations based on Comtrade data. GDP growth rate based on IMF estimates.
MARKET IDENTIFICATIONThe following analysis is divided into two broad phases : one related to the immediate, short-term perspective and the other related to the mid-to-long term outlook, by which time it is expected that a significant portion of the sector PoA will have been implemented. This phased approach is aimed at staging interventions in alignment with the evolving capacities of the sector as the strategy imple-mentation moves forward.
Note : The products listed under the short-term section will also hold export potential in the medium-long term, unless otherwise specified. Also, the recommendations presented in this section provide general orientations and do not exclude new and emerging opportunities.
SHORT-TERM PHASE ( 0-3 YEARS )
INDIA
As indicated earlier, India is the leading importer of RCN globally and of Gambian cashews. India has been the key destination market for many years and the exist-ing cashew trade between the two countries provides a strong basis for further growth. Additional development of exports to this important market will require an increase in Gambian production as well as effective quality man-agement throughout the entire value chain. The Indian market will remain a key destination for Gambian cashew for many years, as existing trade relations are well estab-lished and the market continues to grow.
VIET NAM
Viet Nam is the second largest importer of RCN globally and a one-time importer of Gambian cashew between 2007 and 2011. This one time export of Gambian cash-ew confirms the existence of commercial relationships between the two countries that should be developed to increase exports to Viet Nam. The 44 % growth rate of Vietnamese imports over the last five years confirms the presence of opportunities to supply this important mar-ket, which could be taken advantage of in 2-3 years once recently planted cashew trees start bearing fruit.
GAMBIAN SUPERMARKETS, HOTELS AND RESTAURANTS
As indicated above, it is estimated that only 5-10 tons of Gambian cashew kernels were processed in 2012. This represents less than 5 % of total Gambian RCN produc-tion. The development of Gambian processing capacity will require local and international market development efforts to ensure sustainability of processing operations.
The gradual development of Gambian small-scale pro-cessing needs to be achieved through supplying the local market. At the national level, opportunities for market de-velopment reside in the replacement of imported kernels sold in supermarkets by locally produced kernels. For this development to occur, quality management and packag-ing are critical success factors. Other sub-products of the sector such as cashew apples could be sold in super-markets if proper handling and quality are maintained.
A second alternative identified for developing small-scale processing is to supply local hotels and restaurants with Gambian kernels. The Gambia received 106,393
30 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
international visitors in 2011 ;37 most of them stay in hotels and eat in local restaurants. Cashew products could be seasoned according to the specific needs of hotels and restaurants. Cashew paste and crackers could be distrib-uted in Middle Eastern restaurants. Obviously, products will need to comply with food safety and quality require-ments to ensure the safety of guests.38
The development of large-scale processing will require the processing of cashews from the subregion in order to achieve a break-even point. Large-scale processing could also target local supermarkets, hotels and restau-rants but it is doubtful that the local market would be sufficiently important to absorb the entirety of processed cashew. Export development will be needed to ensure the successful development of large-scale processing. Active support from GIEPA, GBS and FSQA will be re-quired to achieve successful export development.
BRAZIL
The Brazilian import market for RCN is one of the fastest growing in the world as its newly mechanized industry is seeking large quantities of nuts to ensure profitability of its installations. As indicated above, Brazil is competing against existing leaders ( India and Viet Nam ) for a greater
37. International Trade Centre ( 2013 ). Opportunity Study for the development of inclusive tourism activities in The Gambia, p.18.38. The new standards for cashew should contain criteria for processed cashew products.
role in the global cashew processing business. Brazil is a much smaller market than the two world leaders but it could certainly become an alternative destination for RCN. This destination market can only be developed if there is an increase in Gambian production or re-export capacity.
MIDDLE EAST ( UAE, SAUDI ARABIA )
According to direct data, the UAE consistently imported small quantities of Gambian cashew nuts in 2009, 2010 and 2011. This initial opportunity, if it is confirmed, could provide an opportunity for The Gambia to initiate exports of RCN to the Middle East. UAE imports of cashew from the world rose by 156 % between 2007 and 2011. Saudi Arabia is the 10th largest importer of cashew globally and represents an important market expected to grow at 5.2 % per annum over the next five years.
DIASPORA RETAIL STORES
Once cashew processing is increased and quality stand-ards adhered to, it will be possible to initiate exports of cashew kernels to selected destinations. The develop-ment of exports of cashew kernels will require a targeted selection of markets. The Gambian diaspora populations in the United States and the EU are considered key mar-kets for the export of processed cashew products. The development of these markets could be achieved through civil society movements as well as foreign embassies.
MEDIUM-TERM PHASE ( 3+YEARS )
Target market Market segment Product Distribution
channel
Gambian exports to
market,annual
average ( US $ ),
2007-2011
Annual growth
of sector imports ( % ) ( all
suppliers )2007-2011
Annual GDP
growth estimates
( % ) 2013-2017 average*
Brazil Processors HS 080131
Cashew nuts, with shell,
fresh or dried
Traders 0 105 4.7
Middle East ( UAE, Saudi Arabia )
Processors HS 080131
Cashew nuts, with shell,
fresh or dried
Traders 274 156 4.3
Gambian Diaspora Retail HS 080132
Cashew nuts, without shell, fresh or dried
Direct n.a. n.a. n.a.
Selected EU ( Sweden, Germany,
United Kingdom )
Wholesalers HS 080132
Cashew nuts, without shell, fresh or dried
Importers 0** 17*** ~2
Source : ITC calculations based on Comtrade data. GDP Growth rate based on IMF estimates. * According to IMF estimates, http : / / www.imf.org / external / pubs / ft / weo / 2013 / 01 / weodata / weoselgr.aspx ** Some processors have reported exports to these markets, however this is not reflected in official statistics. *** Average of Sweden, Germany and the United Kingdom.
31WHERE WE WANT TO GO
Box 7 : Overview of strategic opportunities
� Acquire value by supplying products to hotels and restaurants. � Create value by increasing production of RCN processed products. � Create value by intercropping to increase revenues of farmers. � Acquire value by supplying cashew products to supermarkets. � Retain value by reducing waste. � Distribute value to youth and women by designing special integration and training programmes. � Retain and create value by harnessing cashew trees in public places.
SELECTED EU MARKETS ( SWEDEN, GERMANY AND THE UNITED KINGDOM OF GREAT BRITAIN AND NORTHERN IRELAND )
The export of processed cashew kernels to selected EU countries has been identified as an emerging opportunity with the growth of processing capacity in The Gambia. These markets were selected because of reported exist-ing export relationships to these countries. Although cur-rent export volumes are relatively small and not reported in official statistics, the existing relationships with import-ers from these countries confirm an opportunity to further develop and penetrate these markets. The sensibility of the EU market to quality, especially in food products, will be an important consideration for exports to this market.
STRATEGIC OPPORTUNITIES
The section below identifies opportunities to improve the cashew value chain for its development. These opportuni-ties will be systematically exploited with the implementa-tion of the strategy PoA.
ACQUIRE VALUE BY SUPPLYING PRODUCTS TO HOTELS AND RESTAURANTS
As indicated earlier, the development of the market for processed cashew products can be achieved through supplying the hotels and restaurants of the country. The tourism sector provides an adequate market to warrant upgrading the skills and capacities of processing enter-prises in a gradual fashion. Most importantly, the quality requirements of tourist and specialized restaurants can be similar to the needs of international buyers. Supplying the tourist industry provides an ideal opportunity to up-scale the capacities of the sector.
Supplying the tourism sector would assist in developing agritourism in The Gambia. This type of tourism provides an opportunity for tourists to visit farmers groups and co-operatives to better understand The Gambia’s agriculture.
CREATE VALUE BY INCREASING PRODUCTION OF RCN PROCESSED PRODUCTS
As indicated earlier, less than 5 % of all Gambian RCN are processed locally. The growth of small-scale processing and the establishment of a new large-scale processing unit will enable the country to gradually raise the volume of its processing. The development of processing will also require parallel development of quality systems, trace-ability systems and, most importantly, markets.
CREATE VALUE BY INTERCROPPING TO INCREASE REVENUES OF FARMERS
Intercropping sesame, groundnuts or other crops be-tween the rows of cashew trees can be a means to in-crease revenues of cashew farmers. Intercropping will need to be encouraged through sensitization campaigns to the cashew farmers federation.
ACQUIRE VALUE BY SUPPLYING CASHEW PRODUCTS TO SUPERMARKETS
The development of the local market will also require supplying shops and supermarkets with well-packaged quality products. The substitution of imported cashew by locally processed cashew will require skilled market-ing and promotion of the products in order to encourage consumers to buy Gambian products. Supplying local stores with Gambian cashew products will only be pos-sible once local products can compete on price with im-ported products.
RETAIN VALUE BY REDUCING WASTE
Reuse of waste generated in the cashew value chain of-fers important opportunities for farmers and processors to maximize revenues. At the farm level, cashew peel can be used to feed animals. At the processing level, cashew
32 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
shells can be used in efficient stoves to heat new RCN. For the burning of shells it is important to use the correct stoves to reduce pollution to the environment.
In the short term some processors plan to pilot the setting up of small units adjacent to each good cashew process-ing unit for extraction and recovery of cashew nut shell liquid ( CNSL ). CNSL has important economic value as it is a versatile product that has numerous applications, including in friction linings, paints, laminating resins, rubber compounding resins, cashew cements, polyure-thane based polymers, surfactants, epoxy resins, foundry chemicals and intermediates for the chemical industry.39
DISTRIBUTE VALUE TO YOUTH AND WOMEN BY DESIGNING SPECIAL INTEGRATION AND TRAINING PROGRAMMES
As indicated earlier, there is a need to encourage youth involvement in cashew production to relieve some of the strain caused by insufficient labour during harvest
39. Kanco Southwest Enterprises ( n.d. ). Cashew Nut Shell Liquid. Available from http : / / www.kancoindia.com /
season. The involvement of youth is seen as an opportu-nity to maintain the heritage of agriculture in The Gambia and to reduce the rural–urban exodus. A programme in collaboration with MOBSE would encourage youth to complete a day of labour on a cashew farm.
Women are currently integrated at various levels of the cashew value chain, mostly in manual work. The develop-ment of specialized training for women to take on more management and coordination roles in the sector would offer new opportunities and relieve some of the labour shortage.
RETAIN AND CREATE VALUE BY HARNESSING CASHEW TREES IN PUBLIC PLACES
The planting of cashew tree in public spaces ( e.g. Bantabas ) could serve to promote the image of the cashew tree to The Gambian consumer. The communal places of villages and towns would serve as image build-ers for the sector. The promotion of the sector has been identified as a priority activity to encourage the develop-ment of cashew as an alternative crop to groundnuts.
Source: Image Source/Albert Van Rosendaa.
33HOW TO GET THERE
HOW TO GET THERE
STRATEGIC OBJECTIVESThe following strategic objectives 40 have been identified in order to achieve the overall vision of the cashew sector.
Strategic objective 1 : Improve the sector’s capacity to produce higher volumes and better quality cashew nuts for domestic and international markets. This objective will be realized through the following initiatives :
� Improve production, harvest and post-harvest prac-tices of the sector ;
� Increase availability of good / certified seedlings ; � Develop new mechanisms to favour local production
of RCN ; � Increase business management skills of value chain
stakeholders ; � Improve quality management practices in the cashew
sector ; and � Increase the sector workforce.
Strategic objective 2 : Strengthen the organization and coordination of the sector and its support services to en-able structured development. This objective will be real-ized through the following initiatives :
� Promote corporate governance and effective service delivery ; and
� Position CAG as the undisputed apex body to repre-sent all private sector interests in cashew affairs.
Strategic objective 3 : Expand the capacity of Gambian cashew nuts and products to develop, enter and per-form in destination markets. This objective will be realized through the following initiatives :
� Increase awareness of market requirements : quality, quantity, prices, and consistency ;
40. These strategic objectives integrate the objectives and activities identified in The Gambian government’s NES.
� Improve the presentation of processed cashew products ;
� Increase sales in local markets ; � Organize targeted international market development
efforts ; and � Develop a cashew nut brand for The Gambia.
Strategic objective 4 : Increase capacity to add value to the sector’s products and by-products. This objective will be realized through the following initiatives :
� Facilitate the gradual development of cashew nut pro-cessing in The Gambia ;
� Reduce wastage across the value chain ; � Strengthen linkages with associated sectors to gener-
ate synergies ; and � Develop an organic production, processing and moni-
toring system for the cashew sector.
IMPORTANCE OF COORDINATED IMPLEMENTATION
The broad range of activities, together with the complex nature of integrated intervention, requires careful imple-mentation involving efficient allocation of resources and monitoring of results at both the micro and macro levels.
To this end, a National Coordination Committee for the cashew sector is to be established in order to facilitate the public-private partnership in coordinating and im-plementing the cashew sector strategy. In particular, the committee will be tasked with coordinating the imple-mentation of activities in order to optimize the allocation of both resources and efforts across the wide spectrum of stakeholders.
Specific efforts will be directed towards involving public sector institutions, the private sector and donors in order to avoid duplication and guarantee maximum impact.
34 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Responsibilities of the committee will also include moni-toring the results of activities and outputs, while at the same time recommending actions or policies to the gov-ernment that could help achieve the strategic objectives. Moreover, the committee will play a key role in recom-mending revisions and updates to the strategy so that it continues to evolve in alignment with The Gambia’s changing needs.
IMPLEMENTATION PARTNERS – LEADING AND SUPPORTING INSTITUTIONS
A number of institutions will play a key role in the imple-mentation of the PoA for the cashew sector, as illustrated in the TSI section and the PoA. These are institutions that have the overall responsibility for successful execution of the strategy, as well as support institutions that are active partners but not leading institutions. Each institution man-dated to support the sector and its export development is clearly identified in the PoA.
36 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 1 :
Impr
ove
the
sect
or’s
cap
acity
to p
rodu
ce h
ighe
r vol
umes
and
bet
ter q
ualit
y ca
shew
nut
s fo
r dom
estic
and
inte
rnat
iona
l mar
kets
.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
ob-
ject
ivel
y ve
rifia
ble
indi
-ca
tors
Mea
ns o
f ver
ifi-
catio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
ple-
men
ting
part
ners
Exis
ting
pro-
gram
mes
or
pote
ntia
l sup
-po
rt
Estim
ated
co
sts
( US $
)( 5
yea
rs )
1.1
Impr
ove
prod
uctio
n,
harv
est a
nd
post
-har
vest
pr
actic
es o
f th
e se
ctor
.
1.1.
1 Us
e an
d be
tter d
isse
min
ate
exis
ting
or re
vise
d m
anua
ls
( in lo
cal l
angu
ages
or t
hrou
gh o
ral c
lass
es ) o
n go
od c
ashe
w fa
rmin
g pr
actic
es to
farm
ers
asso
ciat
ions
and
loca
l com
mu-
nitie
s.
3Fa
rmer
s as
soci
-at
ions
and
thei
r m
embe
rs
1 00
0 m
anua
ls d
istri
bute
d to
farm
ers
asso
ciat
ions
;20
ora
l cla
sses
con
duct
ed
List
of d
istri
butio
n ;or
al tr
aini
ng re
-po
rts
DOA
CAG,
priv
ate
sect
orCE
P 2
20 0
00
1.1.
2 In
crea
se d
edic
ated
reso
urce
s to
MOA
for c
ashe
w de
velo
p-m
ent a
nd o
ther
key
trad
e su
ppor
t ins
titut
ions
( NAR
I, et
c. ),
and
ensu
re e
ffici
ent u
se to
ward
s pr
ovid
ing
qual
ity e
xten
sion
ser
vic-
es to
cas
hew
farm
ers
by D
OA.
3Fa
rmer
s as
soci
-at
ions
and
thei
r m
embe
rs
Perc
enta
ge in
crea
se in
the
MOA
bud
get f
or c
ashe
w de
velo
pmen
t
Natio
nal b
udge
t sp
eech
; MOA
an-
nual
repo
rt
MOF
EAM
OA10
0 00
0
1.1.
3 St
reng
then
the
capa
city
and
cap
abili
ties
of s
elec
ted
TSIs
to
trai
n fa
rmer
s on
goo
d ca
shew
farm
ing
prac
tices
.2
TSIs
Num
ber o
f tra
in th
e tra
in-
ers
train
ings
con
duct
edRe
ports
of t
rain
-in
gsM
OADO
A, N
ARI
40 0
00
1.1.
4 De
sign
a s
ecto
r-fo
cuse
d pr
oduc
tion
and
post
-har
vest
tra
inin
g pr
ogra
m fo
cusi
ng o
n go
od c
ashe
w fa
rmin
g pr
actic
-es
, to
be p
rovi
ded
to o
rgan
ized
farm
ers
asso
ciat
ions
on
a re
g-ul
ar b
asis
.
3CA
G, c
ashe
w fa
rmer
s as
soci
-at
ions
, Nat
iona
l Fa
rmer
s Pl
atfo
rm ( N
FP )
All m
embe
rs o
f the
five
ca
shew
ass
ocia
tions
tra
ined
on
a bi
-ann
ual b
a-si
s, w
ith in
vite
d m
embe
rs
from
NAC
OFAG
20 tr
aini
ngs
con-
duct
edM
OACA
G, N
GOs,
NA
COFA
G , F
arm
er
Fiel
d Sc
hool
s
60 0
00
1.1.
5 Co
nduc
t reg
ular
mon
itorin
g an
d ev
alua
tion
of fa
rmer
as-
soci
atio
ns’ u
se o
f goo
d ca
shew
farm
ing
prac
tices
to e
stab
lish
a be
nchm
ark
code
.
3W
hole
val
ue
chai
nAl
l sec
tor a
ssoc
iatio
ns
mon
itore
d ye
arly
Mon
itorin
g &
eva
l-ua
tion
repo
rtsDO
AFa
rmer
s' as
soci
a-tio
ns, C
AG60
000
1.1.
6 De
sign
an
annu
al c
ompe
titio
n to
pro
mot
e as
soci
atio
ns
with
the
best
har
vest
and
pos
t-ha
rves
t pra
ctic
es.
2W
hole
val
ue
chai
nOn
e co
mpe
titio
n he
ld
per y
ear
Resu
lts o
f the
an-
nual
com
petit
ion
CAG
DOA
30 0
00
1.2
Incr
ease
th
e av
aila
bil-
ity o
f goo
d /
certi
fied
seed
-lin
gs.
1.2.
1 Ex
pand
the
NARI
& D
OA c
ashe
w se
edlin
g m
ultip
licat
ion
prog
ram
mes
by
incr
easi
ng th
e in
stitu
tions
’ bud
gets
ded
icat
ed
to c
ashe
w re
sear
ch a
nd m
ultip
licat
ion.
3NA
RI, D
OA,
whol
e va
lue
chai
n
Cash
ew is
offi
cial
ly c
on-
side
red
a pr
iorit
y cr
op ;
suffi
cien
t inc
reas
e in
fu
nds
allo
cate
d to
cas
hew
Natio
nal M
OA p
ol-
icie
s ;M
OA a
nnua
l rep
ort
MOA
MOF
EA10
0 00
0
1.2.
2 Tr
ain
spec
ializ
ed o
ffice
rs a
t NAR
I and
DOA
on
cash
ew n
ut
mul
tiplic
atio
n an
d re
prod
uctio
n. O
ngoi
ng m
onito
ring
of c
om-
pete
nce.
3NA
RI, D
OA,
whol
e va
lue
chai
n
Min
imum
of 2
–3 d
edic
at-
ed s
taff
at b
oth
inst
itutio
ns
train
ed
Trai
ning
man
ual ;
Repo
rtsM
OACA
G ( to
iden
tify
inte
rnat
iona
l tra
in-
ers
from
ACA
)
50 0
00
1.2.
3 Se
t up
colla
bora
tion
betw
een
NARI
, DOA
, GSB
and
CA
G to
def
ine
and
impl
emen
t a c
ashe
w se
edlin
g ce
rtific
atio
n sc
hem
e.
2NA
RI, D
OA a
nd
GSB
Colla
bora
tion
esta
blis
hed
( com
mitt
ee ) ;
certi
ficat
ion
sche
me
de-
fined
; 50 %
of s
eedl
ings
ce
rtifie
d wi
thin
five
yea
rs
Min
utes
of m
eet-
ings
;re
quire
men
ts o
f sc
hem
e ; s
eedl
ing
certi
ficat
es
MOA
MOT
IE, G
SB, C
AG80
000
1.2.
4 Es
tabl
ish
and
form
alize
agr
eem
ents
with
nur
serie
s ( c
on-
tract
gro
wers
) to
mul
tiply
and
dis
tribu
te c
ertif
ied
seed
lings
at
the
natio
nal l
evel
. Pub
licize
list
s an
d co
ntac
t det
ails
of c
erti-
fied
dist
ribut
ors.
2Co
ntra
ct g
row-
ers,
farm
ers
Half
of c
ontra
ct g
rowe
rs
unde
r agr
eem
ents
;lis
t of g
rowe
rs e
asily
av
aila
ble
Cont
ract
s ;m
edia
pub
licat
ions
NARI
CAG,
DOA
, NA
COFA
G10
000
1.2.
5 Di
ssem
inat
e te
chni
cal i
nfor
mat
ion
in lo
cal l
angu
ages
co
ncer
ning
the
valu
e an
d ch
arac
teris
tics
of s
peci
fic c
ashe
w va
-rie
ties
to fa
rmer
s, fa
rmer
s as
soci
atio
ns a
nd c
omm
unity
leve
l or
gani
zatio
ns. T
he in
form
atio
n sh
ould
als
o in
clud
e th
e lo
ca-
tions
of c
ertif
ied
seed
ling
supp
liers
and
thei
r con
tact
det
ails
.
3W
hole
val
ue
chai
nCo
mm
unic
atio
n m
ater
i-al
cre
ated
;1
000
pam
phle
ts d
istri
b-ut
ed ; f
our r
adio
sho
ws
a ye
ar
Quar
terly
and
an-
nual
repo
rtsCA
GDO
A, c
ashe
w fa
rmer
s' as
soci
a-tio
ns, N
ACOF
AG
20 0
00
1.2.
6 Co
nduc
t a fe
asib
ility
stu
dy to
ward
s se
tting
up
a ca
shew
nu
t agr
icul
tura
l res
earc
h ce
ntre
in T
he G
ambi
a.1
MOA
, NAR
I, fa
rmer
sFe
asib
ility
stu
dy c
on-
duct
edRe
port
MOA
MOT
IE20
000
37PLAN OF ACTIONSt
rate
gic
obje
ctiv
e 1 :
Impr
ove
the
sect
or’s
cap
acity
to p
rodu
ce h
ighe
r vol
umes
and
bet
ter q
ualit
y ca
shew
nut
s fo
r dom
estic
and
inte
rnat
iona
l mar
kets
.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
ob-
ject
ivel
y ve
rifia
ble
indi
-ca
tors
Mea
ns o
f ver
ifi-
catio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
ple-
men
ting
part
ners
Exis
ting
pro-
gram
mes
or
pote
ntia
l sup
-po
rt
Estim
ated
co
sts
( US $
)( 5
yea
rs )
1.3
Deve
lop
new
mec
ha-
nism
s to
fa-
vour
loca
l pr
oduc
tion
of
RCN.
1.3.
1 Ad
voca
te fo
r, an
d es
tabl
ish,
a s
peci
fic c
redi
t gua
rant
ee
sche
me
( far
mer
s cr
edit )
for f
arm
ers
to a
cqui
re v
ital i
nput
s to
im
prov
e th
eir f
arm
ing
prac
tices
.
2Fa
rmer
sFa
rmer
s cr
edit
guar
ante
e sc
hem
e es
tabl
ishe
dAd
voca
cy c
am-
paig
n m
ater
ial ;
an-
nual
repo
rts o
f cr
edit
disb
urse
-m
ent
NACO
FAG
MOF
EA, C
BG,
MOT
IE, C
AG40
000
1.3.
2 Im
plem
ent s
peci
al a
gric
ultu
ral (
cash
ew d
evel
opm
ent )
cred
it lin
es m
anag
ed b
y ba
nks
and
mic
rofin
ance
inst
itutio
ns.
3Fa
rmer
sM
inim
um o
f 30 %
of f
arm
-er
s an
d fa
rmer
s as
soci
-at
ions
use
spe
cial
cre
dit
lines
Bank
and
mic
rofi-
nanc
e in
stitu
tion
repo
rts
MOF
EABa
nks,
MOT
IE
1.3.
3 Pi
lot a
sto
rage
-bas
ed c
redi
t fac
ilita
tion
mec
hani
sm
( War
ehou
se R
ecei
pt S
yste
ms )
in c
olla
bora
tion
with
com
mer
-ci
al b
anks
. Rol
l out
the
pilo
t on
the
basi
s of
resu
lts.
2Fa
rmer
s, c
ol-
lect
ors
Pilo
t sys
tem
impl
emen
ted
Asse
ssm
ent r
epor
tM
OTIE
Bank
s, m
icro
cred
-it
unio
ns, M
OFEA
, CA
G
50 0
00
1.3.
4 Co
nduc
t a ta
rget
ed c
ampa
ign
to e
ncou
rage
the
harn
ess-
ing
of c
ashe
w tre
es fo
und
in p
ublic
pla
ces
and
enco
urag
e or
gani
zed
man
agem
ent o
f the
se tr
ees.
Thi
s al
so a
pplie
s to
pub
-lic
ly m
anag
ed p
lant
atio
ns s
uch
as s
choo
l fie
lds.
1Co
mm
uniti
esCa
mpa
ign
laun
ched
; 50 %
of
pub
lic tr
ees
man
aged
th
roug
h ag
reem
ents
Cam
paig
n m
ater
ial
CAG
Farm
ers'
asso
ci-
atio
ns20
000
1.3.
5 En
cour
age
join
t ven
ture
s be
twee
n lo
cal f
arm
ers
and
for-
eign
inve
stor
s to
est
ablis
h ne
w ca
shew
pla
ntat
ions
in T
he
Gam
bia.
2Fa
rmer
stra
ders
, ex-
porte
rs
Fram
ewor
k to
favo
ur in
-ve
stm
ent i
n ca
shew
est
ab-
lishe
d ; tw
o ne
w in
vest
ors
appr
oach
ed p
er y
ear
Fram
ewor
k pr
o-po
sal ;
list o
f inv
es-
tors
con
tact
ed
GIEP
ACA
G50
000
1.3.
6 Pr
ovid
e tra
inin
g an
d su
ppor
t to
faci
litat
e fa
rmer
s ob
tain
-in
g lo
ans
or g
rant
s.3
Farm
ers
With
in fi
ve y
ears
, 50 %
of
farm
ers
in a
ssoc
iatio
ns
train
ed
Trai
ning
reco
rds ;
lis
t of s
uppo
rt pr
o-vi
ded
GCCI
GIEP
A, C
AGVi
llage
Sav
ings
an
d Cr
edit
Asso
ciat
ion
of
the
Gam
bia
loan
fa
cilit
y
30 0
00
1.4
Incr
ease
th
e bu
sine
ss
man
agem
ent
skill
s of
val
ue
chai
n st
ake-
hold
ers.
1.4.
1 De
sign
and
dis
sem
inat
e cu
stom
ized
train
ing
mod
ules
for
cash
ew n
ut fa
rmer
s /
trade
rs /
pro
cess
ors
on b
usin
ess
man
-ag
emen
t. Po
ssib
ly d
isse
min
ate
som
e m
odul
es th
roug
h na
tiona
l m
edia
( rad
io a
nd T
V ), a
web
site
, or c
ivic
edu
catio
n.
3W
hole
val
ue
chai
nTr
aini
ng m
odul
es c
om-
plet
ed ; a
ll m
embe
rs o
f CA
G tra
ined
Radi
o an
d TV
tran
-sc
ripts
; bud
get o
f ra
dio
and
TV p
ro-
gram
s
GIEP
ADO
A, C
AGCE
P 2
10 0
00
1.4.
2 En
sure
ther
e is
one
ded
icat
ed in
stitu
tion
man
date
d wi
th
prov
idin
g re
gula
r tra
inin
gs, r
efre
sher
cou
rses
and
tech
ni-
cal s
uppo
rt to
cas
hew
stak
ehol
ders
in b
usin
ess
man
agem
ent.
Parti
cipa
nts
shou
ld re
ceiv
e ce
rtific
ates
( fol
lowi
ng th
e Na
tiona
l Qu
alify
ing
Auth
ority
mod
el ).
3W
hole
val
ue
chai
nTr
aini
ng in
stitu
te ( f
ram
e-wo
rk ) s
elec
ted ;
qua
rterly
tra
inin
g pr
ovid
ed
List
of p
artic
ipan
ts
of tr
aini
ngs
GIEP
ADO
A, C
AG50
000
1.4.
3 Us
e Fa
rmer
Fie
ld S
choo
ls to
pro
vide
bus
ines
s sk
ills
train
-in
g to
cas
hew
farm
ers.
2CA
G, N
FP, i
ndi-
vidu
al c
ashe
w fa
rmer
s
Mem
oran
dum
of
Unde
rsta
ndin
g ( M
oU ) f
or-
mal
ized
for c
ashe
w se
c-to
r tra
inin
gs ; a
t lea
st o
ne
Farm
er F
ield
Sch
ool p
er
river
ban
k pr
ovid
ing
quar
-te
rly tr
aini
ngs
MoU
; qua
rter-
ly a
nd a
nnua
l re-
ports
DOA
GIEP
A, N
FP, C
AGFa
rmer
Fie
ld
and
Busi
ness
Sc
hool
s pr
o-gr
amm
e
20 0
00
1.4.
4 Es
tabl
ish
men
torin
g pr
ogra
mm
es to
dis
sem
inat
e be
st
prac
tices
in c
ashe
w bu
sine
ss s
kills
.2
CAG,
NFP
, ind
i-vi
dual
cas
hew
farm
ers
Num
ber o
f est
ablis
hed
men
torin
g pr
ogra
mm
es
to d
isse
min
ate
best
pra
c-tic
es in
cas
hew
busi
ness
sk
ills.
Quar
terly
and
an-
nual
repo
rtsCA
GM
OA, E
IF, N
FPFa
rmer
Fie
ld
Scho
ol1
500
000
38 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 1 :
Impr
ove
the
sect
or’s
cap
acity
to p
rodu
ce h
ighe
r vol
umes
and
bet
ter q
ualit
y ca
shew
nut
s fo
r dom
estic
and
inte
rnat
iona
l mar
kets
.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
ob-
ject
ivel
y ve
rifia
ble
indi
-ca
tors
Mea
ns o
f ver
ifi-
catio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
ple-
men
ting
part
ners
Exis
ting
pro-
gram
mes
or
pote
ntia
l sup
-po
rt
Estim
ated
co
sts
( US $
)( 5
yea
rs )
1.5
Impr
ove
qual
ity m
an-
agem
ent p
rac-
tices
in th
e ca
shew
sec
-to
r.
1.5.
1 Es
tabl
ish
a pi
lot t
race
abili
ty s
yste
m fo
r the
cas
hew
sect
or
from
pro
duct
ion
to e
xpor
t and
, bas
ed o
n re
sults
, rol
l out
to th
e re
st o
f the
sec
tor.
2Fa
rmer
stra
ders
, ex-
porte
rs
Pilo
t sys
tem
ope
ratio
nal
Asse
ssm
ent r
epor
tGS
BCA
G, fa
rmer
s' an
d tra
ders
' ass
ocia
-tio
ns, M
OA, M
OTIE
75 0
00
1.5.
2 En
cour
age
the
accr
edita
tion
of tr
ader
s by
CAG
and
ad-
here
nce
to th
e AC
A ch
arte
r of g
ood
prac
tice
to re
duce
inst
anc-
es o
f mix
ing
diffe
rent
type
s of
cas
hews
com
ing
from
diff
eren
t lo
catio
ns.
3Ex
porte
rsW
ithin
one
yea
r 50 %
of
trade
rs a
ccre
dite
d, a
nd
100 %
by
year
five
.
List
of a
ccre
dite
d tra
ders
CAG
Expo
rters
', tra
d-er
s' as
soci
atio
ns,
farm
ers'
asso
ci-
atio
ns
2 00
0
1.5.
3 Se
nsiti
ze c
olle
ctor
s / tra
nspo
rters
on
hand
ling
proc
e-du
res
to e
nsur
e ad
equa
te q
ualit
y m
anag
emen
t of p
rodu
ct d
ur-
ing
trans
port,
tem
pora
ry /
tran
sit s
tora
ge, e
tc.
3Ex
porte
rsAl
l reg
iste
red
trade
rs, c
ol-
lect
ors
and
trans
porte
rs
train
ed
Trai
ning
repo
rtsCA
GEx
porte
rs', t
rade
rs'
asso
ciat
ions
10 0
00
1.5.
4 Pi
lot a
nd e
nfor
ce a
pric
e di
ffere
ntia
tion
mec
hani
sm in
co
llabo
ratio
n wi
th tr
ader
s an
d ex
porte
rs to
ince
ntiv
ize q
ualit
y pr
oduc
tion
base
d on
GAP
( har
vest
and
pos
t-ha
rves
t ) by
farm
-er
s an
d fa
rmer
s as
soci
atio
ns.
1Fa
rmer
stra
ders
, ex-
porte
rs
Pilo
t ini
tiate
d ; p
rice
dif-
fere
ntia
tion
mec
hani
sm
conf
irmed
thro
ugh
mar
ket
info
rmat
ion
Asse
ssm
ent o
f pi-
lot ;
mar
ket r
epor
tsCA
GEx
porte
rs, t
rade
rs
asso
ciat
ions
10 0
00
1.5.
5 Es
tabl
ish,
thro
ugh
GSB,
spe
cific
sta
ndar
ds fo
r cas
hew
nuts
and
cas
hew
prod
ucts
.3
CAG,
NFP
, ind
i-vi
dual
cas
hew
farm
ers,
con
-su
mer
s
Spec
ific
stan
dard
s es
tab-
lishe
d by
GSB
for c
ashe
w nu
ts a
nd c
ashe
w pr
oduc
ts
Spec
ific
stan
d-ar
ds ; p
erio
dic
re-
ports
; qua
rterly
an
d an
nual
repo
rts
of G
SB
GSB
MOT
IE, M
OA, C
AGEI
F –
CEP
20 0
00
1.5.
6 In
line
with
sta
ndar
ds fo
r cas
hew
nuts
and
cas
hew
prod
-uc
ts a
s we
ll as
the
pric
e di
ffere
ntia
tion
mec
hani
sm, f
orm
alize
a
grad
ing
syst
em fo
r Gam
bian
cas
hew
nuts
in li
ne w
ith in
ter-
natio
nal g
radi
ng s
yste
ms.
Dis
sem
inat
e in
form
atio
n on
it to
all
sect
or s
take
hold
ers.
2Fa
rmer
stra
ders
, ex-
porte
rs
Cash
ew n
ut g
radi
ng s
ys-
tem
est
ablis
hed ;
info
rma-
tion
diss
emin
ated
to a
ll va
lue
chai
n st
akeh
olde
rs
Grad
ing
syst
em
taxo
nom
y ; li
st o
f co
mm
unic
atio
n m
ater
ials
dis
sem
-in
ated
CAG
Expo
rters
, tra
ders
as
soci
atio
n, fa
rm-
ers'
asso
ciat
ions
10 0
00
1.5.
7 Es
tabl
ish
an in
depe
nden
t and
acc
redi
ted
labo
rato
ry fo
r te
stin
g RC
N, k
erne
ls a
nd c
ashe
w pr
oduc
ts a
ccor
ding
to th
e es
-ta
blis
hed
stan
dard
s.
3Pr
oces
sors
, ex-
porte
rsAc
cred
ited
labo
rato
ry o
p-er
atio
nal
Num
ber o
f tes
ts
cond
ucte
d pe
r ye
ars
and
resu
lts
MOT
IEGS
B, F
SQA,
CAG
, NA
RI30
000
1.5.
8 As
sist
sel
ecte
d ca
ndid
ates
in th
e ca
shew
val
ue c
hain
to
rece
ive
inte
rnat
iona
l cer
tific
atio
ns s
uch
as IS
O, H
ACCP
, etc
.1
Proc
esso
rsTh
ree
to fi
ve c
andi
date
s se
lect
ed a
nd s
uppo
rted
Certi
ficat
es o
f ac-
cred
itatio
nM
OTIE
FSQ
A60
000
1.5.
9 In
crea
se th
e nu
mbe
r of w
eigh
ts a
nd m
easu
res
insp
ectio
ns
to re
duce
inci
denc
es o
f man
ipul
atin
g m
easu
ring
inst
rum
ents
. Of
fend
ers
to b
e pr
osec
uted
.
3W
hole
val
ue
chai
nEa
ch s
cale
of t
he s
ecto
r in
spec
ted
annu
ally
Insp
ectio
n re
ports
Wei
ghts
and
m
easu
res
de-
partm
ent
GSB
50 0
00
1.5.
10 T
rain
farm
ers
on th
e rig
ht w
ays
to s
tore
pro
duce
afte
r ha
rves
t. Ex
plor
e th
e ne
ed to
set
up
adeq
uate
sto
rage
faci
litie
s.3
Farm
ers
Num
ber o
f far
mer
s tra
ined
Trai
ning
man
ual &
tra
inin
g re
ports
DOA
GSB,
CAG
, NA
COFA
GCE
P 2
10 0
00
39PLAN OF ACTIONSt
rate
gic
obje
ctiv
e 1 :
Impr
ove
the
sect
or’s
cap
acity
to p
rodu
ce h
ighe
r vol
umes
and
bet
ter q
ualit
y ca
shew
nut
s fo
r dom
estic
and
inte
rnat
iona
l mar
kets
.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
ob-
ject
ivel
y ve
rifia
ble
indi
-ca
tors
Mea
ns o
f ver
ifi-
catio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
ple-
men
ting
part
ners
Exis
ting
pro-
gram
mes
or
pote
ntia
l sup
-po
rt
Estim
ated
co
sts
( US $
)( 5
yea
rs )
1.6
Incr
ease
th
e se
ctor
wo
rkfo
rce.
1.6.
1 In
trodu
ce c
ashe
w fa
rmin
g in
sch
ool a
ctiv
ities
. Org
anize
da
y tri
ps to
farm
s to
pro
vide
som
e fie
ld e
xper
ienc
e to
chi
ldre
n.
Also
, pro
cess
ed c
ashe
w co
uld
be s
old
by s
choo
l chi
ldre
n to
fi-
nanc
e ce
rtain
act
iviti
es.
1Yo
uth,
farm
ers,
pr
oces
sors
Two
hund
red
scho
ols
teac
h ca
shew
farm
ing
to
child
ren
and
parti
cipa
te in
da
y tri
ps
Repo
rt of
act
iviti
esM
OBSE
MOA
, far
mer
s' as
-so
ciat
ions
, CAG
50 0
00
1.6.
2 Pr
omot
e th
e in
volv
emen
t of w
omen
and
fem
ale
farm
ers
asso
ciat
ions
in th
e ca
shew
sec
tor b
y gi
ving
them
targ
eted
sup
-po
rt to
pla
nt c
ashe
w tre
es a
nd im
prov
e pr
oduc
tion
capa
citie
s.
In a
dditi
on, p
rovi
de tr
aini
ng in
val
ue a
dditi
on to
incr
ease
thei
r ea
rnin
gs a
nd th
us th
eir i
nter
est i
n wo
rkin
g in
the
sect
or.
2Fe
mal
e fa
rmer
s as
soci
atio
ns,
proc
esso
rs, e
x-po
rters
List
of t
arge
ted
mea
sure
s an
d re
sour
ces ;
50 %
of f
e-m
ale
farm
ers
asso
ciat
ions
in
volv
ed in
cas
hew
pro-
duct
ion
Activ
ity re
ports
; as
soci
atio
ns’ a
c-tiv
ity re
ports
Wom
en’s
Bur
eau
NAW
FA, C
AG,
NACO
FAG,
MOA
, M
inis
try o
f Loc
al
Gove
rnm
ent a
nd
Land
s, M
inis
try o
f Ju
stic
e ( M
OJ )
50 0
00
1.6.
3 De
fine
and
impl
emen
t tem
pora
ry ta
x con
cess
ions
to v
al-
ue c
hain
ent
erpr
ises
bas
ed o
n th
e nu
mbe
r of j
obs
crea
ted
in
the
sect
or.
2Fa
rmer
stra
ders
, ex-
porte
rs
List
of m
easu
res
and
cri-
teria
est
ablis
hed ;
20 %
of
ente
rpris
es in
the
sect
or
rece
ivin
g co
nces
sion
s
Tax c
once
ssio
ns
fram
ewor
k ; ta
x co
nces
sion
lette
rs
MOF
EAM
OTIE
30 0
00
1.6.
4 Pr
omot
e th
e ca
shew
sec
tor t
o Ga
mbi
ans
as a
sec
tor t
hat
offe
rs a
ttrac
tive
empl
oym
ent a
nd g
ood
bene
fits,
in o
rder
to
build
the
imag
e of
the
sect
or.
1W
orke
rs a
nd
empl
oyer
sOn
e to
thre
e pr
omot
ion
cam
paig
ns la
unch
edM
edia
repo
rtsCA
GEx
porte
rs, t
rad-
ers'
asso
ciat
ions
, fa
rmer
s' as
soci
-at
ions
3 00
0
40 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 2 :
Stre
ngth
en th
e or
gani
zatio
n an
d co
ordi
natio
n of
the
sect
or a
nd it
s su
ppor
t ser
vice
s to
ena
ble
stru
ctur
ed d
evel
opm
ent.
Ope
ratio
nal o
b-je
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
ob-
ject
ivel
y ve
rifia
ble
indi
-ca
tors
Mea
ns o
f ver
ifi-
catio
nLe
adin
gim
plem
ent-
ing
part
ners
Supp
ortin
g im
-pl
emen
ting
part
ners
Exis
ting
pro-
gram
mes
or
pot
entia
l su
ppor
t
Estim
ated
co
sts
( US $
)( 5
yea
rs )
2.1
Prom
ote
corp
orat
e go
v-er
nanc
e an
d ef
-fe
ctiv
e se
rvic
e de
liver
y.
2.1.
1 En
sure
sec
tor o
rgan
izat
ions
( ass
ocia
tions
, coo
pera
tives
, uni
ons )
ha
ve le
gal r
ecog
nitio
n, a
re a
ccou
ntab
le, a
nd th
at th
ey o
bser
ve c
orpo
rate
go
vern
ance
pra
ctic
es b
y ad
herin
g to
thei
r con
stitu
tions
( hol
ding
regu
lar
dem
ocra
tic e
lect
ions
for o
ffice
bea
rers
, pub
lishi
ng a
udite
d ac
coun
ts a
n-nu
ally
, acc
ount
ing
for p
roje
ct fu
nds
regu
larly
and
pro
vidi
ng s
uppo
rt se
r-vi
ces
to th
eir m
embe
rs ).
3W
hole
val
ue
chai
nAl
l cas
hew
sect
or a
sso-
ciat
ions
pub
lish
thei
r an-
nual
fina
ncia
l and
act
ivity
re
ports
Repo
rtsM
OJNA
COFA
G, C
AG30
000
2.1.
2 Pr
ovid
e re
gula
r tra
inin
g to
sec
tor a
ssoc
iatio
n le
ader
s at
all
leve
ls
on c
orpo
rate
gov
erna
nce,
and
rule
s an
d ob
ligat
ions
rela
ted
to c
ontra
ctu-
al a
gree
men
ts a
nd n
egot
iatio
ns.
2Al
l ass
ocia
-tio
ns o
f the
ca
shew
sec
tor
One
train
ing
per y
ear
Trai
ning
repo
rtsM
OJGI
EPA,
CAG
30 0
00
2.1.
3 Im
plem
ent c
omm
unic
atio
n ca
mpa
igns
to c
reat
e aw
aren
ess
of th
e ne
ed to
be
regi
ster
ed w
ith v
ario
us o
rgan
izat
ions
in T
he G
ambi
a as
a
mea
ns to
acc
ess
nece
ssar
y su
ppor
t ser
vice
s ( i.
e. D
OA, e
tc. ).
1Al
l ass
ocia
-tio
ns o
f the
ca
shew
sec
tor
Two
to th
ree
com
mun
ica-
tion
cam
paig
ns o
ver f
ive
year
s
Med
ia re
ports
; co
mm
unic
atio
n m
ater
ial
NACO
FAG
CAG,
MOJ
, M
OA, M
OTIE
15 0
00
2.1.
4 En
sure
all
form
al a
ssoc
iatio
ns, c
oope
rativ
es e
tc. o
f the
cas
hew
sect
or a
re fu
lly re
cogn
ized
by k
ey p
ublic
inst
itutio
ns ( A
ttorn
ey G
ener
al,
DOA,
Tra
de, G
IEPA
, etc
. ) an
d ca
n be
nefit
from
tech
nica
l sup
port
and
ac-
cess
to s
peci
fic fa
cilit
ies.
2Al
l ass
ocia
-tio
ns o
f the
ca
shew
sec
tor
Annu
al m
onito
ring
Annu
al re
ports
CAG
MOJ
, MOA
, M
OTIE
15 0
00
2.1.
5 Pr
ovid
e ta
rget
ed tr
aini
ngs
and
spec
ializ
ed s
uppo
rt to
sel
ecte
d in
-st
itutio
ns o
f the
sec
tor (
see
stra
tegy
doc
umen
t ass
essm
ent )
to s
treng
th-
en c
apac
ity in
pro
vidi
ng a
dequ
ate
serv
ices
to s
ecto
r sta
keho
lder
s.
2Se
ctor
TSI
sOn
e to
two
capa
city
-bui
ld-
ing
train
ings
to e
ach
key
TSI ;
targ
eted
sup
port
pro-
vide
d on
a n
eeds
bas
is
Repo
rts o
f tra
in-
ings
; rep
orts
of
supp
orts
MOT
IEM
OFEA
200
000
2.2
Posi
tion
CAG
as th
e un
-di
sput
ed a
pex
body
to re
pre-
sent
all
priv
ate
sect
or in
tere
sts
in c
ashe
w af
-fa
irs.
2.2.
1 Or
gani
ze a
com
mun
icat
ion
cam
paig
n to
enc
oura
ge a
ll va
lue
chai
n as
soci
atio
ns /
ent
erpr
ises
to b
ecom
e m
embe
rs o
f CAG
in o
rder
to s
truc-
ture
priv
ate–
publ
ic d
ialo
gue
for t
he d
evel
opm
ent o
f the
sec
tor.
3W
hole
val
ue
chai
nAl
l cas
hew
ente
rpris
es a
re
mem
bers
of C
AG w
ith-
in th
ree
year
s ; 1
00 %
of
mem
bers
hip
fees
pai
d.
Mem
bers
hip
list
and
fees
CAG
Trad
ers
asso
ci-
atio
ns, c
ashe
w fa
rmer
s' as
so-
ciat
ions
, pro
-ce
ssor
s an
d ex
porte
rs
1 00
0
2.2.
2 Or
gani
ze a
nnua
l gen
eral
mee
tings
( AGM
s ) o
f all
cash
ew s
take
-ho
lder
s to
dis
sem
inat
e in
form
atio
n ab
out C
AG, c
olle
ct m
embe
rshi
p fe
es, a
nd m
ake
arra
ngem
ents
for e
lect
ions
. CAG
ele
ctio
ns n
eed
to e
n-su
re th
e go
vern
ing
stru
ctur
e ac
com
mod
ates
all
stak
ehol
der g
roup
s ( f
arm
ers,
bro
kers
, col
lect
ors,
pro
cess
ors
and
expo
rters
).
3W
hole
val
ue
chai
nAG
M h
eld
annu
ally
; boa
rd
mem
bers
rota
te y
early
; an
nual
and
fina
ncia
l re-
ports
pre
sent
ed
Repo
rts o
f CAG
na-
tiona
l mee
tings
; re
sults
of C
AG
elec
tions
CAG
Trad
ers'
asso
ci-
atio
ns, c
ashe
w fa
rmer
s' as
so-
ciat
ions
, pro
-ce
ssor
s an
d ex
porte
rs
50 0
00
2.2.
3 St
reng
then
CAG
’s o
pera
tiona
l rol
e fo
r the
sec
tor’s
dev
elop
men
t : »Se
t up /
stre
ngth
en a
sec
reta
riat ;
»Fo
rmul
ate
a cl
ear b
usin
ess
plan
to g
uide
stru
ctur
ed s
ecto
r dev
elop
-m
ent a
nd d
ialo
gue
with
the
gove
rnm
ent i
n th
e sp
irit o
f pub
lic–p
rivat
e se
ctor
par
tner
ship
; »De
velo
p a
com
mun
icat
ion
stra
tegy
anc
hore
d on
a re
gula
r pub
licat
ions
an
d we
b pr
esen
ce a
nd d
isse
min
atio
n of
mar
ket i
nfor
mat
ion ;
»Su
ppor
t and
trai
n m
embe
rs a
nd o
ffici
als
in re
leva
nt m
anag
emen
t and
st
rate
gic
area
s ; »Im
prov
e fu
ndra
isin
g fo
r sec
tor d
evel
opm
ent.
3W
hole
val
ue
chai
nSe
cret
aria
t set
up,
ope
r-at
iona
l and
reso
urce
d ;
busi
ness
pla
n el
abor
at-
ed ; c
omm
unic
atio
n st
rate
-gy
impl
emen
ted ;
targ
eted
su
ppor
t to
mem
bers
pro
-vi
ded
Annu
al a
nd fi
nan-
cial
repo
rts o
f CAG
CAG
MOJ
, EIF,
trad
-er
s' as
soci
a-tio
ns, c
ashe
w fa
rmer
s' as
so-
ciat
ions
, pro
-ce
ssor
s an
d ex
porte
rs
100
000
41PLAN OF ACTIONSt
rate
gic
obje
ctiv
e 3 :
Exp
and
the
capa
city
of G
ambi
an c
ashe
w n
uts
and
prod
ucts
to d
evel
op, e
nter
and
per
form
in d
estin
atio
n m
arke
ts.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
obj
ectiv
ely
verif
i-ab
le in
dica
tors
Mea
ns o
f ver
ifi-
catio
nLe
adin
gim
plem
ent-
ing
part
-ne
rs
Supp
ortin
g im
plem
ent-
ing
part
ners
Exis
ting
pro-
gram
mes
or p
o-te
ntia
l sup
port
Estim
ated
co
sts
( US $
)( 5
yea
rs )
3.1
Incr
ease
aw
aren
ess
of m
arke
t re-
quire
men
ts :
qual
ity, q
uan-
tity,
pric
es
and
cons
ist-
ency
.
3.1.
1 Us
e ex
istin
g an
d in
nova
tive
ways
to p
rovi
de a
ll st
akeh
olde
rs
in th
e va
lue
chai
n wi
th re
liabl
e an
d up
-to-
date
mar
ket i
nfor
mat
ion
perta
inin
g to
pric
es, p
rodu
ce a
nd in
puts
ava
ilabi
lity
and
sour
c-es
; cas
hew
trend
s in
inte
rnat
iona
l and
dom
estic
mar
kets
; and
up-
date
s on
pol
icy
and
regu
latio
ns in
the
sect
or. C
ruci
al in
form
atio
n on
cas
hew
nuts
to b
e pr
ovid
ed re
gula
rly b
y na
tiona
l rad
io a
nd T
V as
wel
l as
in M
OTIE
repo
rts a
nd b
ulle
tins.
Sec
tor t
o lia
ise
with
GBS
an
d Ga
mbi
a Ra
dio
and
Tele
visi
on S
ervi
ces.
3W
hole
val
ue
chai
nW
ithin
thre
e ye
ars
75 %
of s
ecto
r st
akeh
olde
rs re
ceiv
e up
-to-
date
, rel
-ev
ant m
arke
t inf
orm
atio
n
Mar
ket r
epor
ts ;
dist
ribut
ion
list ;
surv
ey o
f use
rs
MOT
IEGI
EPA,
CAG
EIF
– Se
ctor
Co
mpe
titiv
enes
s an
d Ex
port
Dive
rsifi
catio
n Pr
ojec
t ( SC
EDP )
DOA
week
ly m
ar-
ket i
nfor
mat
ion
repo
rts
50 0
00
3.1.
2 Pr
ovid
e tra
inin
g to
val
ue c
hain
sta
keho
lder
s on
how
to b
est
use
mar
ket i
nfor
mat
ion
for c
ashe
w bu
sine
ss d
evel
opm
ent.
3W
hole
val
ue
chai
nOf
all
sect
or s
take
hold
ers,
75 %
kno
w ho
w to
use
mar
ket i
nfor
mat
ion
Surv
ey o
f use
rsM
OTIE
GIEP
A, C
AGEI
F –
SCED
P50
000
3.1.
3 En
sure
rapi
d co
mm
unic
atio
n to
sta
keho
lder
s of
cha
nges
in
mar
ket d
ynam
ics
( pric
e, e
mer
ging
/ n
ew q
ualit
y is
sues
, new
re-
quire
men
ts, e
tc. ).
2W
hole
val
ue
chai
nOf
all
sect
or s
take
hold
ers,
75 %
re-
ceiv
e re
gula
r mar
ket u
pdat
esSu
rvey
of u
sers
MOT
IEGI
EPA,
CAG
EIF
– SC
EDP
5 00
0
3.2
Impr
ove
the
pres
-en
tatio
n of
pr
oces
sed
cash
ew p
rod-
ucts
.
3.2.
1 Tr
ain
proc
esso
rs a
nd e
xpor
ters
ext
ensi
vely
on b
uyer
requ
ire-
men
ts, i
nter
natio
nal s
tand
ards
, pac
kagi
ng, e
tc. t
o pr
omot
e ali
gnm
ent.
3Pr
oces
sors
, ex
porte
rsAl
l pro
cess
ors
and
expo
rters
trai
ned
with
in fi
ve y
ears
Trai
ning
repo
rtsGI
EPA
MOT
IE15
000
3.2.
2 En
cour
age
( thr
ough
inno
vativ
e m
echa
nism
s ) e
xist
ing
or n
ew
entre
pren
eurs
in th
e va
lue
chai
n to
ven
ture
into
pac
kagi
ng a
s a
busi
ness
ope
ratio
n, a
nd e
ven
mer
chan
disi
ng fo
r loc
al c
hain
sto
res
( e.g
. Rig
ht C
hoic
e ), r
esta
uran
ts a
nd h
otel
s.
2Pr
oces
sors
Adeq
uate
pac
kagi
ng a
vaila
ble
with
-in
two
year
sRe
view
of p
rodu
cts
sold
/ e
xpor
ted
MOT
IEGC
CI, G
IEPA
, CA
G20
000
3.2.
3 Pr
omot
e th
e us
e of
mor
e pr
esen
tabl
e pa
ckag
ing
mat
eria
ls
and
met
hods
to im
prov
e th
e ap
peal
of p
rodu
cts.
2Pr
oces
sors
, co
nsum
ers
Qual
ity p
acka
ging
on
75 %
of c
ashe
w pr
oduc
ts s
old
in T
he G
ambi
aRe
view
of p
rodu
cts
sold
/ e
xpor
ted
MOT
IEGC
CI, G
IEPA
, CA
GEI
F –
SCED
P10
000
3.3.
Incr
ease
sa
les
in lo
cal
mar
kets
.
3.3.
1 Es
tabl
ish
a m
arke
ting
cam
paig
n in
col
labo
ratio
n wi
th M
OTIE
, GI
EPA,
GCC
I and
The
Gam
bia
Tour
ism
Aut
horit
y ( G
TA ) t
o pr
omot
e th
e co
nsum
ptio
n of
Gam
bian
cas
hews
by
indu
stry
, hot
els,
tour
ists
an
d th
e pu
blic
.
3W
hole
val
ue
chai
nM
inim
um o
f thr
ee c
ampa
igns
per
ye
ar v
ia m
edia
, con
fere
nces
, etc
.M
edia
repo
rts ; i
n-cr
ease
in lo
cal
sale
s of
cas
hews
CAG
MOT
IE,
GIEP
A, G
CCI,
GTA
100
000
3.3.
2 Es
tabl
ish
spec
ializ
ed a
gree
men
ts w
ith re
stau
rant
and
hot
el
supp
liers
for t
hem
to p
rom
ote
cash
ew p
rodu
cts.
3Pr
oces
sors
, di
strib
utor
sBi
late
ral m
eetin
gs h
eld ;
cas
hew
prod
ucts
ava
ilabl
e ; li
st o
f dis
tribu
tors
Min
utes
of m
eet-
ings
; lis
t of d
istri
b-ut
ors
CAG
MOT
IE, N
GOs,
pr
oces
sors
5 00
0
3.3.
3 Es
tabl
ish
colla
bora
tion
with
GTA
to p
rom
ote
cash
ew c
on-
sum
ptio
n an
d to
urs
of c
ashe
w fa
rms
in o
rder
to e
xpan
d ca
shew
co
nsum
ptio
n an
d pr
omot
e ag
ritou
rism
.
3To
uris
m s
ec-
tor,
proc
es-
sors
Bila
tera
l mee
tings
hel
d ; M
oU b
e-tw
een
GTA
and
CAG ;
at l
east
50 %
of
Gam
bian
hot
els
cons
umin
g Ga
mbi
an
cash
ews
Min
utes
of m
eet-
ings
; MoU
doc
u-m
ent ;
sale
s re
ports
of
pro
cess
ors
MOT
IEGT
A, C
AG,
proc
esso
rs5
000
3.4
Orga
nize
ta
rget
ed in
-te
rnat
iona
l m
arke
t dev
el-
opm
ent e
f-fo
rts.
3.4.
1 En
cour
age
Gam
bian
em
bass
ies
to p
rom
ote
Gam
bian
cas
hew
prod
ucts
by
utili
zing
Gam
bia
Cash
ew b
rand
pro
mot
ion
mat
eria
l.2
Who
le v
alue
ch
ain
Half
of a
ll Ga
mbi
an e
mba
ssie
s pr
o-m
ote
Gam
bian
cas
hews
Repo
rtsGI
EPA
MOT
IE, C
AG,
expo
rters
60 0
00
3.4.
2 Or
gani
ze ta
rget
ed tr
ade
mis
sion
s to
sel
ecte
d co
untri
es ( r
efer
to
stra
tegy
doc
umen
t for
gui
danc
e ) to
pro
mot
e RC
N or
Gam
bian
ca
shew
pro
duct
s.
2W
hole
val
ue
chai
nTw
o tra
de m
issi
ons
per y
ears
to p
ro-
mot
e Ga
mbi
an c
ashe
wsRe
ports
of m
issi
onGI
EPA
MOT
IE, C
AG,
expo
rters
100
000
3.4.
3 En
sure
act
ive
parti
cipa
tion
of c
ashe
w se
ctor
sta
keho
lder
s in
Tr
ade
Fair
Gam
bia.
3W
hole
val
ue
chai
nAn
nual
dis
play
in T
rade
Fai
r Gam
bia
to p
rom
ote
Gam
bian
cas
hew
Pict
ure
of d
ispl
ayGC
CICA
G, G
IEPA
, M
OTIE
, ex-
porte
rs
30 0
00
42 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 3 :
Exp
and
the
capa
city
of G
ambi
an c
ashe
w n
uts
and
prod
ucts
to d
evel
op, e
nter
and
per
form
in d
estin
atio
n m
arke
ts.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
obj
ectiv
ely
verif
i-ab
le in
dica
tors
Mea
ns o
f ver
ifi-
catio
nLe
adin
gim
plem
ent-
ing
part
-ne
rs
Supp
ortin
g im
plem
ent-
ing
part
ners
Exis
ting
pro-
gram
mes
or p
o-te
ntia
l sup
port
Estim
ated
co
sts
( US $
)( 5
yea
rs )
3.4
Orga
nize
ta
rget
ed in
-te
rnat
iona
l m
arke
t dev
el-
opm
ent e
f-fo
rts.
3.4.
4 Fa
cilit
ate
stra
tegi
c al
lianc
es ( l
inka
ges
with
inte
rnat
iona
l buy
-er
s an
d in
put s
uppl
iers
) by
givi
ng fa
rmer
s an
d ot
her p
laye
rs in
the
valu
e ch
ain
expo
sure
to m
arke
t nee
ds a
nd d
esire
s th
roug
h pa
rtici
-pa
tion
in tr
ade
mis
sion
s, e
xhib
ition
s, fa
irs a
nd s
imila
r buy
er–s
ell-
er fo
rum
s.
2Tr
ader
s, p
ro-
cess
ors,
ex-
porte
rs
One
orga
nize
d bu
yer–
selle
r mee
t-in
g pe
r yea
rTr
ade
mis
sion
, ex-
hibi
tion
or b
uy-
er–s
elle
r mee
ting
repo
rts
GIEP
ACA
G, G
CCI,
MOT
IE30
000
3.5
Deve
lop
a ca
shew
nut
br
and
for T
he
Gam
bia.
3.5.
1 Se
ek fu
ndin
g an
d te
chni
cal s
uppo
rt to
bra
nd G
ambi
an c
ash-
ew n
ut p
rodu
cts.
3W
hole
val
ue
chai
nHa
lf of
all
cash
ew p
rodu
cts
bran
ded
with
in th
ree
year
s ;75
% w
ithin
five
yea
rs
Bran
d ut
iliza
tion
repo
rtsCA
GM
OTIE
, GI
EPA,
GCC
I, EI
F
15 0
00
3.5.
2 In
line
with
sub
-obj
ectiv
e 3.
2, d
evel
op s
peci
al p
acka
ging
for
bran
ded
Gam
bian
cas
hew
nuts
for m
arke
ting
to G
ambi
ans
loca
lly
and
in th
e di
aspo
ra a
s we
ll as
inte
rnat
iona
l buy
ers ;
use
rem
ittan
ce
sour
ces
to d
eter
min
e lu
crat
ive
nich
es o
f thi
s m
arke
t.
2CA
G, tr
ader
s,
Gam
bian
di-
aspo
ra
Spec
ial b
rand
ed p
acka
ging
mat
eri-
al d
evel
oped
; 50 %
of c
ashe
w pr
od-
ucts
bra
nded
with
in th
ree
year
s ; 7
5 %
with
in fi
ve y
ears
Bran
d ut
iliza
tion
repo
rtsCA
GM
OTIE
, GI
EPA,
GCC
I, EI
F
10 0
00
3.5.
3 Cr
eate
pro
mot
iona
l mat
eria
ls fo
r bra
nded
Gam
bian
cas
h-ew
pro
duct
s an
d pr
ovid
e tra
inin
g /
supp
ort t
o ex
porte
rs to
pro
-m
ote
the
bran
d.
2W
hole
val
ue
chai
nPr
omot
iona
l mat
eria
ls c
reat
ed ; 7
5 %
of e
xpor
ters
use
the
mat
eria
ls ; m
a-te
rials
ava
ilabl
e in
all
Gam
bian
em
-ba
ssie
s
Mat
eria
ls ; u
tiliz
a-tio
n re
ports
; sur
-ve
y of
em
bass
ies
GIEP
ACA
G, M
OTIE
30 0
00
43PLAN OF ACTIONSt
rate
gic
obje
ctiv
e 4 :
Incr
ease
cap
acity
to a
dd v
alue
to th
e se
ctor
’s p
rodu
cts
and
by-p
rodu
cts.
Ope
ratio
nal o
b-je
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
eas-
ures
/ ob
ject
ivel
y ve
rifia
ble
indi
-ca
tors
Mea
ns o
f ve
rific
atio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
-pl
emen
ting
part
ners
Exis
ting
pro-
gram
mes
or
pote
ntia
l sup
-po
rt
Estim
ated
cos
ts
( US $
)( 5
yea
rs )
4.1
Faci
litat
e th
e gr
adua
l dev
elop
-m
ent o
f cas
hew
nut p
roce
ssin
g in
Th
e Ga
mbi
a.
4.1.
1 Fa
cilit
ate
impo
rtatio
n of
RCN
from
the
subr
egio
n by
add
ress
-in
g no
n-ta
riff-
barri
ers
and
trans
port
cons
train
ts c
urre
ntly
face
d by
tra
ders
, suc
h as
che
ckpo
ints
, thr
ough
act
ive
lobb
ying
and
pol
icy
posi
tion
pape
rs.
3Tr
ader
s, p
roce
s-so
rsRe
duct
ion
in
chec
kpoi
nts
by
50 %
Annu
al re
-po
rtsM
OTIE
CAG
20 0
00
4.1.
2 Pr
ovid
e ta
rget
ed s
uppo
rt ( t
ax re
duct
ion,
redu
ced
soci
al c
harg
-es
, red
uced
util
ities
cos
ts, e
tc. )
for c
ashe
w nu
t pro
cess
ors
( she
ll-in
g, ro
astin
g, a
nd a
grop
roce
ssin
g ) fo
r a p
erio
d of
thre
e ye
ars
( rea
sses
sed
ever
y ye
ar ) t
o fa
cilit
ate
cash
ew p
roce
ssin
g de
velo
p-m
ent.
2Pr
oces
sors
Redu
ctio
n in
taxe
s or
soc
ial c
harg
-es
of 5
% ; 1
0 % re
-du
ctio
n in
util
ities
co
sts
GRA
stat
e-m
ents
;bi
lls o
f pro
-ce
ssor
s
MOF
EAM
OTIE
, MOA
Gam
bia
Natio
nal
Agric
ultu
ral
Inve
stm
ent P
lan
4.1.
3 Bu
ild c
apac
ities
of e
xist
ing
proc
essi
ng fa
cilit
ies
to a
dher
e to
qu
ality
sta
ndar
ds ; a
chie
ve c
onsi
sten
t and
app
ropr
iate
flow
of c
ash-
ews ;
and
dev
elop
mar
ketin
g sk
ills.
Cap
acity
-bui
ldin
g to
be
car-
ried
out b
y M
OTIE
, GSB
and
dev
elop
men
t par
tner
s ( in
itial
ly E
IF a
nd
IRD )
.
2CA
G, N
FP, i
ndiv
id-
ual f
arm
ers,
pro
-ce
ssor
s
All p
roce
ssor
s tra
ined
and
mon
i-to
red
year
ly
Trai
ning
and
m
onito
ring
repo
rts
MOT
IEGS
B, C
AGCE
P 2
15 0
00
4.2
Redu
ce w
ast-
age
acro
ss th
e va
lue
chai
n.
4.2.
1 Pr
ovid
e fa
rmer
s wi
th tr
aini
ng a
nd s
uppo
rt on
how
to e
arn
mor
e fro
m c
ashe
w nu
t tre
es ( e
.g. g
reen
man
ure,
see
ds, s
eedl
ings
, pro
-ce
ssin
g an
d pr
eser
vatio
n of
app
le ju
ice )
.
3CA
G, p
roce
ssor
s,
farm
ers
asso
cia-
tions
, ind
ivid
ual
farm
ers
Num
ber o
f far
m-
ers
train
ed o
n ho
w to
ear
n m
ore
from
ca
shew
nut
tree
s
Trai
ning
m
anua
l and
re
ports
, per
i-od
ic re
ports
FTS
DOA
FTS,
CEP
250
000
4.2.
2 Es
tabl
ish
a pi
lot d
istri
butio
n ch
anne
l to
read
ily s
uppl
y fre
sh
appl
es to
hot
els
and
supe
rmar
kets
. The
se m
ust b
e ca
refu
lly s
elec
t-ed
and
pre
sent
ed fo
r the
righ
t app
eal.
Expa
nd b
ased
on
resu
lts.
2To
uris
m s
ecto
r, co
nsum
ers,
indi
-vi
dual
farm
ers
Two
per c
ent o
f to
tal a
pple
pro
-du
ctio
n so
ld in
lo-
cal m
arke
ts
Sale
s re
ports
Cash
ew fa
rmer
s as
soci
atio
nsGT
A, G
BS,
MOA
, CAG
10 0
00
4.2.
3 Pi
lot a
com
mer
cial
izat
ion
sche
me
for s
olar
-drie
d ap
ples
, wel
l pa
ckag
ed, f
or th
e lo
cal m
arke
t and
targ
eted
nic
he m
arke
ts o
f the
di-
aspo
ra.
1Co
nsum
ers,
indi
-vi
dual
farm
ers,
Two
per c
ent o
f to
tal a
pple
pro
-du
ctio
n so
ld in
lo-
cal m
arke
ts
Sale
s re
ports
Cash
ew fa
rmer
s as
soci
atio
nsGT
A, G
BS,
MOA
, CAG
10 0
00
4.2.
4 Co
nduc
t a fe
asib
ility
stu
dy a
nd p
ilot p
roje
ct o
n pr
oduc
ing
and
com
mer
cial
izing
CNS
L fo
r res
ale
in lo
cal m
arke
ts.
1Pr
oces
sors
Feas
ibili
ty s
tudy
co
nduc
ted ;
pilo
t ini
tiate
d
Repo
rtCA
GPr
oces
sors
5 00
0
4.3
Stre
ngth
en
linka
ges
with
as-
soci
ated
sec
tors
to
gen
erat
e sy
n-er
gies
.
4.3.
1 Pr
omot
e in
terc
ropp
ing
by u
sing
the
spac
e be
twee
n ca
shew
tre
es fo
r oth
er c
rops
suc
h as
gro
undn
uts
and
sesa
me,
etc
.3
Farm
ers
Half
of a
ll ca
sh-
ew fa
rmer
s in
ter-
crop
with
in th
ree
year
s
Mon
itorin
g re
ports
DOA
Farm
ers'
asso
-ci
atio
ns, C
AGCE
P 2
10 0
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45BIBLIOGRAPHY
BIBLIOGRAPHY
African Cashew initiative ( 2011 ). How to estimate the qual-ity of raw cashew nuts – technical manual.
African Development Fund ( 2011 ). Trans-Gambia Cor-ridor.
Centre for the Promotion of Imports from Developing Countries, Ministry of Foreign Affairs of the Nether-lands ( 2013 ). Trend mapping for processed fruits, veg-etable and edible nuts – insights and foresight in key European dynamics.
ComAfrique Ltd ( 2007 ). Gambia Cashew profile for Afri-can Cashew Alliance.
Daily Observer, The ( Banjul ) ( 2013 ). Gambia : Gov’t Praised for Attention to Food Safety, Quality – As New Food Authority Begins Operations, 31 July. Available from http : / / allafrica.com / stories / 201307310800.html
Gambia Investment and Export Promotion Agency ( 2011 ). Cashew Nut Investment Proposal.
Ghanaian Chronicle ( n.d. ). ACA Announces Ambi-tious Cashew Production Target. Available from http : / / thechronicle.com.gh / aca-announces-ambi-tious-cashew-production-target
Gomez, G., Jaeger, P. and Peters, J. ( 2011 ). Analysis of the Cashew Value Chain in Senegal and The Gambia – African Cashew initiative. Germany, GIZ.
Government of Gambia ( 2012 ). Gambia National Export Strategy 2013–2017.
International Monetary Fund ( n.d. ). World Economic Out-look Database 2013. Available from http : / / www.imf.
org / external / pubs / ft / weo / 2013 / 01 / weodata / weoselgr.aspx. Accessed 14 August 2013.
International Relief and Development ( 2011 ). Cashew Business Basics – The Gambia River Basin Cashew Value Chain Enhancement Project ( CEP ).
International Trade Centre ( 2013 ). Opportunity Study for the development of inclusive tourism activities in The Gambia.
International Trade Centre ( 2011 ). Cashew MNS BULLE-TIN, November.
Kanco Southwest Enterprises ( n.d. ). Cashew Nut Shell Liquid. Available from http : / / www.kancoindia.com /
North Bank Evening Standard, The ( 2011 ). Gambia : ideal gateway for cashew export in SeGaBi region, 1 October. Available from http : / / thenorthbankevening-standard.blogspot.ch / 2011 / 10 / gambia-ideal-gateway-for-cashew-export.html
Point Newspaper, The ( 2012 ). Federation of Gambian Cashew Farmers Association launched, 10 July. Available from http : / / thepoint.gm / africa / gambia / ar-ticle / federation-of-gambian-cashew-farmers-associ-ation-launched
Sustainable Trade Initiative ( n.d. ). Cashew. Available from http : / / www.idhsustainabletrade.com / cashew
USAID ( 2007 ). Cashew marketing & consumption in West Africa : current status and opportunities. West Africa Trade Hub Technical Report No. 22.
47APPENDIX 1 : LIST OF SECTOR STAKEHOLDERS
APPENDIX 1 : LIST OF SECTOR STAKEHOLDERS
Place of origin Name Organization
1 Brikama Kutubo Sanyang National Agricultural Research Institute ( NARI )
2 Brikama Buba Jawneh Jawneh and Family Cashew Processing Center
3 Greater Banjul Kebba Jassey International Relief and Development ( IRD )
4 Brikama Setti Suwareh National Cashew Farmers Association ( NCFA )
5 Greater Banjul Modou Zack Sowe Gambia Investment and Export Promotion Agency ( GIEPA )
6 Greater Banjul Basainey Jammeh Gambia Investment and Export Promotion Agency ( GIEPA )
7 Greater Banjul Ajara Jallow Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )
8 Brikama Bubaucarr Sarr Sandika Petty Traders Association
9 Greater Banjul Fafanding Fatajo National Consultant – Cashew
10 Brikama Dembo Sima Cashew Farmer
11 Brikama Layine Toure Federation of Cashew Farmers Association ( FCFA )
12 Soma Abdu Fofana Cashew Farmer, LRR
13 Jangjangbureh Amadu E. Bajo Cashew Farmer and Lower Salon – NCFA CRR-North
14 Brikama Kebba Manneh Cashew Farmer, WCR
15 Brikama Sulayman Fofana National Agricultural Research Institute ( NARI )
16 Greater Banjul Omar Badjie UNIDO Country Programme / MOTIE
17 Greater Banjul Ousman Bojang Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )
18 Brikama Bakary S. Sanneh Jawneh& Family Cashew Processing Center
19 Brikama Abubakar Marico Cashew GAM
20 Kerewan Lang Sanyang Cashew Traders Association
21 Brikama Saikou Jaiteh Jakaba Youth Development Association
22 Greater Banjul Gibril Barry Ministry of Basic and Secondary Education ( MOBSE )
23 Brikama Mohammed Jammeh National Consultant, Sesame University of The Gambia ( UTG )
24 Greater Banjul Lamin Darboe Media Representative
25 Brikama Kojo Mendy Kombo Cashew Farners Association ( KCFA )
26 Banjul Saihou Danso Agribusiness, Department of Agriculture ( DOA )
27 Banjul Kawsu Darboe National Cashew Farmers Association ( NCFA )
28 Greater Banjul Amie Sanneh Media Representative
29 Greater Banjul Beatrice Prom Gambia Chamber of Commerce and Industry ( GCCI )
30 Greater Banjul Fanding Saidkhan Regional Agriculture Office, Department of Agriculture
48 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Place of origin Name Organization
31 Greater Banjul Assan Jallow Gambia Revenue Authority ( GRA )
32 Greater Banjul Omaru Deen The Gambia Port Authority ( GPA )
33 Greater Banjul Alieu Kassama Ministry of Finance
34 Barra Ajie Sai Panneh SGA / NAWFA
35 Brikama Gilbert Jassey EPUUK Bakassouck
36 Soma Abdoulie E.S. Bah Major Representative of Farmers
37 Brikama Enumah Wilson Base Farm
38 Brikama Saikou Jaiteh Jakaba Youth Association
39 Greater Banjul Mohammed L. Gassama
Media Representative
40 Brikama Sainey Keita University of The Gambia
41 Greater Banjul Abdou Rahman Sallah Media Representative
42 Greater Banjul Isatou Njie The Gambia Standards Bureau
43 Greater Banjul Oumie Sissoho Enhanced Integrated Framework / NIU
44 Greater Banjul Modou Touray Enhanced Integrated Framework / NIU
45 Greater Banjul Ebrima Njie Gambia Groundnut Corporation
46 Greater Banjul Lamin Gaye Gambia Investment and Export Promotion Agency ( GIEPA )
47 Barra Dawda Kebbeh Agro Buyers and Producers Association ( ABPA )
48 Greater Banjul Ndey T. Touray Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )
49 Greaterer Banjul Sarata Conateh Gambia Chamber of Commerce and Industry ( GCCI )
50 Greater Banjul Amrith Curien Com-Afrique
51 Greater Banjul Papa Secka Gambia Standards Bureau ( GSB )
52 Greater Banjul Sulayman Sowe Royal Enterprise
53 Greater Banjul Alieu Ngum National Transport Control Association ( NTCA )
54 Brikama Kebba Sarr Plant Protection Service ( DOA )
55 Greater Banjul Musa Humma Department of Agriculture ( DOA )
56 Greater Banjul Ebrima Cham DOPS, Ministry of Agricuture ( MOA )
57 Greater Banjul Amadou Bojang Gambia Revenue Authority ( GRA )
58 Greater Banjul Momodou Ceesay Gambia Cashew Alliance ( CAG ) ( Focal Point )
59 Brikama Yaya Sawo Kombo Cashew Farmers Association ( KCFA )
60 Greater Banjul Saikou Jammeh Plant protection Services ( DOA )
61 Greater Banjul Faba Konteh Cashew Farmer, LRR
62 Kerewan Mustapha Jallow Cashew Traders Association
63 Greater Banjul Lamin A. Marong FSCA Project FAO
64 Brikama Fanding SaidyKhan Cashew Farmer
65 Greater Banjul Muhammed Kabba Gam Cashew
66 Greater Banjul Abdoulie Khan AK Agro United Enterprise
67 Greater Banjul Kamlesh Mistry Agro Services and Producers Association ( ASPA )
68 Greater Banjul Mamour Sey Gambia Growth and Competitiveness Project
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