THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGYgambiatradeinfo.org/sites/default/files/Gambia-Cashew_Strategy.pdf · The Gambia cashew sector development and export strategy

THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019

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

mailto:[email protected]

http://www.intracen.org

http://www.sputnix.es

THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019

Source: Atamari, via Wikimedia Commons.

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.

IV THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019

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

VTHE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019

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

VI THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019

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

IXTHE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019

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

Source: © Enhanced Integrated Framework

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.


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.


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.


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.


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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.


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

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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


Annual growth in

value2007-2011

( % )

Share in world exports

( % )

Exporters Value ex-ported in


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

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5000

10000

15000

20000

25000

30000

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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.


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


Tons Unit value


Tons Unit value


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


Tons Unit value


Tons Unit value


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.


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


Resources available


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



Resources available


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



Resources available


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




Resources available


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



Resources available


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.


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.


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.


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


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

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to fu

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28 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019F

UT

UR

E V

ALU

E C

HA

IN


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


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.


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


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.


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.

GAMBIA

GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY

PLAN OF ACTION

36 THE GAMBIA CASHEW SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St

rate

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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


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


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


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

00

4.3.

2 Li

aise

with

oth

er fa

rmer

s as

soci

atio

ns to

forg

e st

rong

uni

ons

for m

obili

zing

cred

it an

d so

urci

ng o

f far

min

g re

quire

men

ts s

uch

as

equi

pmen

t, ch

emic

als

and

trans

port.

1Fa

rmer

sTh

ree

join

t ini

ti-at

ives

with

oth

er

asso

ciat

ions

Repo

rts o

f in-

itiat

ives

Farm

ers

asso

-ci

atio

nsNA

COFA

G5

000

4.4.

Dev

elop

an

orga

nic

prod

uc-

tion,

pro

cess

ing

and

mon

itorin

g sy

stem

for t

he

cash

ew s

ecto

r.

4.4.

1 Co

nduc

t a fe

asib

ility

stu

dy o

n th

e es

tabl

ishm

ent o

f an

orga

nic

prod

uctio

n an

d m

onito

ring

syst

em fo

r the

cas

hew

sect

or.

2W

hole

val

ue c

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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


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

Source: red hand records.

Source: (c)Richard Vignola.

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