THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY2014-2019

The Gambia sesame 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

photo next page : Sarah R.Layout : Jesús Alés ( sputnix.es )

mailto:[email protected]

http://www.intracen.org

http://www.sputnix.es

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019

Source: Charlton Doki / IPS Inter Press Service. A woman weeds a sesame crop field.

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 III

ACKNOWLEDGEMENTS

The Gambia sesame sector development and export strategy was made possible with the support of the Enhanced Integrated Framework (EIF), the commit-ment of the Ministry of Trade, Regional Integration and Employment (MOTIE) and the Ministry of Agriculture (MOA), and the active participation of various interme-diary organizations including the National Agricultural Research Institute (NARI), Gambia Investment and Export Promotion Agency (GIEPA), Agribusiness Services Plan Association and the National Women Farmers Association (NAWFA).

This document represents the ambitions of the private and public sector stakeholders who devoted themselves extensively in defining the enhancements and future orientations for the sector to raise its growth and trade performance.

Technical support and guidance from the International Trade Centre (ITC) was rendered through Mr Charles Roberge and Mr Isaac Ndungú. Mr. Mohammed E. Jammeh was the national consultant and coordinated stakeholder consultations. Mr. Njaga Jawo, Executive Director of NAWFA, provided guidance throughout the design process.

The efforts and contributions of all sesame sector stake-holders, particularly the members of the National Sesame Sector Taskforce, towards the development of the sector strategy are highly appreciated.

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

FOREWORD BY ARANCHA GONZÁLEZ, EXECUTIVE DIRECTOR, ITC

Sesame is a relatively new crop in The Gambia that emerged as an alternative staple and export commodity to groundnut. The sector’s rapid growth in the 1990s and early 2000s was achieved as a result of efforts by national and international partners to organize sesame growers associations ( SGAs ), which are mainly composed of women. Waning support from international partners and the partial weakening of the SGAs in recent years has seen Gambian sesame production contract.

This sesame sector development and export strategy comes at an opportune time to revitalise the sector. The strategy is aligned with and builds on national develop-ment plans including the National Development Vision 2020, the Agriculture and Natural Resources ( ANR ) Policy 2009-2015, the Gambian National Agricultural Investment Plan ( GNAIP ) 2011-2015, Program for Accelerated Growth and Employment ( PAGE ) 2012-2015 and the National Trade Policy.

With the commitment of the Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE ), the Ministry of Agriculture ( MOA ), and the private sector, this sesame strategy aims for The Gambia to become an im-portant producer, processor and exporter of quality sesa-me seeds and value-added products in West Africa. This augurs well in terms of creating new synergies through intercropping with other emerging sectors such as cash-ew, employment generation for rural youth and women as well as contributing to food security in The Gambia.

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. Concerted efforts of public, private and international partners to identify the sec-tor’s constraints and opportunities will enable a renewed expansion of the sector. With production rehabilitated, stronger value chain processes, improved governance and by leveraging port facilities, the sector’s ability to capitalize on new emerging market access opportuni-ties will increase.

The success of the strategy will now depend on its imple-mentation. Without effective implementation of the strat-egy’s plan of action, the sesame sector’s potential will remain unexploited. 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 as-sistance in the transition to implementation of the cashew sector strategy.

Arancha GonzálezITC Executive Director

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 V

OFFICIAL STATEMENT FROM THE MINISTER OF TRADE, INDUSTRY, REGIONAL INTEGRATION AND EMPLOYMENT

The development of the sesame sector strategy, under the Sector Competitiveness and Export Diversification Project, is part of the national efforts to promote the pro-duction of sesame which has emerged over the years as an alternative cash crop to groundnut that could also contribute to food security in the Gambia. This strategy provides a focus direction in the crusade to address a variety of supply-side issues that hindered the develop-ment of the sesame sector in the Gambia. The Ministry of Trade, Industry, Regional Integration and Employment thus lend its support to the preparation of this strategy which is in line with national food security and export diversification policies of the government.

The formulation of the strategy has been participatory, involving public and private sectors as well as the Non-governmental organizations, and Government will collab-orate with all partners for its effective implementation. The strategy aims to increase the volume of sesame produced in the Gambia and this will be supported with improved ca-pacities for processing for access to high value markets.

The Government of the Gambia looks forward to the thor-ough execution of the strategy and will continue its efforts in maintaining macroeconomic stability, improving the competitiveness of the economy and encouraging pri-vate investment in production and processing of sesame to achieve the vision of strategy i.e. “To be among the leading producers, processors and exporters of qual-ity value-added sesame products within the sub-region and Africa”.

The National Coordination Committee for the sesame 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 sesame 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

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

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 im-portant sub-component of the GNAIP comprising the development 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-Sesame 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 sesame 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 sesame sector in particular.

Hon. Solomon OwensMinister of Agriculture

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 VII

STATEMENT FROM NAWFA

Sesame as a relatively new crop in the Gambia has gained prominence in the recent past and is becoming a competitor of other cash crops. Sesame as a close subtitle to groundnut is becoming a major export crop next to groundnut and cashew and is playing a vital role to the socio economic development of the Gambia. The growing sesame industry has great potential in both the domestic and international markets mainly driven by the commercially viable and conducive national policy instru-ments and business environment.

The dynamic private sector of the Gambia has paved the way for a vibrant sesame sector growth and development.

NaWFA is an apex of membership based National Women Farmers’ Association dedicated to promoting and improvement of the sesame industry in the Gambia. It has been in the fore front of sesame promotion since its introduction in the early eighties by Catholic Relief Society ( CRS ). NaWFA Focuses more on increased production and productivity, improved access to markets, promotion of value-added processing, increased access to produc-tive resources by farmers, improved organizational man-agement and advocacy skills of farmers, literacy levels and enhancing members capacity to influence relevant policies and decision making at all levels.

The Sesame Sector Development Committee estab-lished under the Sector Competitiveness and Export Diversification Project ( SCEDP ) was tasked with the re-sponsibility of overseeing and coordinating the develop-ment and implementation of a sector strategy. NaWFA was given the honor of chairing the committee and was well represented in all the committee’s deliberations.

During the period under review Sesame stakehold-ers who constituted the committee met several times which resulted to the formulation of the Sesame 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. The Sesame Sector Development Committee together with stakeholders

constructed the problem tree from which an action plan was formulated based on prioritization of activities to complete the development of the sector strategies. The Sector strategy was finally validated by the stakeholders including Government.

The project has immensely contributed to the building of capacities of stakeholders including NAWFA in enabling the establishment of a strategy implementation commit-tee that is responsible for coordinating the Sesame Sector strategy implementation 2013 to 2019. This will form the basis for the development of more proposals to raise funds for the sesame sector. NaWFA is currently acting as the national secretariat (temporal) and tasked with re-sponsibility of chairing the committee meetings.

NaWFA as an association on behave of its entire mem-bership would like to express its appreciation to the Government of The Gambia and its bi-lateral partner-ship with the ITC and its line ministry of Trade and the Enhanced Integrated Framework project for giving so much support for the sesame sector. We pray that the vision, mission and the goals we set for ourselves are successfully achieved.

Njagga .B. Jawo Executive Director

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019VIII

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 NAWFA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VII

ACRONYMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XI

EXECUTIVE SUMMARY 1

INTRODUCTION 5

WHERE WE ARE NOW 6

HISTORICAL PERSPECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

CURRENT CONTEXT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

VALUE CHAIN OPERATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

CURRENT VALUE CHAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

SECTOR IMPORTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

GLOBAL PERSPECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

THE GAMBIA’S SESAME TRADE PERFORMANCE . . . . . . . . . . . . . . . . . . . . . . 16

THE INSTITUTIONAL PERSPECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

RELEVANT DEVELOPMENT STRATEGIES AND PROGRAMMES . . . . . . . . . . 23

TRADE COMPETITIVENESS ISSUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

WHERE WE WANT TO GO 31

VISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

FUTURE VALUE CHAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

MARKET IDENTIFICATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

STRATEGIC OPPORTUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

CONTENTS

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 IX

HOW TO GET THERE 37

STRATEGIC OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

IMPORTANCE OF COORDINATED IMPLEMENTATION . . . . . . . . . . . . . . . . . . 37

PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTOR 39

BIBLIOGRAPHY 49

APPENDIX 1 : SECTOR STRATEGY DESIGN STAKEHOLDERS 51

APPENDIX 2 : MIRROR DATA 53

LIST OF FIGURES

Figure 1 : Unit value differential per main buyers ( 2011 ) ( percent ) . . . . . . . . . . . . . . . . 15

Figure 2 : Total value of imports and exports for the Gambia ( 2007–2011 ) . . . . . . . . . . 15

Figure 3 : The Gambia’s sesame exports ( mirror data ) 2001–2011 . . . . . . . . . . . . . . . . . 16

Figure 4 : Gambia sesame seeds export volumes ( mirror ) 2005-2011 . . . . . . . . . . . . . . 53

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019X

TABLES

Table 1 : Sesame production, harvested areas, yields and exports 2005–2011 . . . . . . 7

Table 2 : Global producers of sesame seeds 2006-2011 . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Table 3 : Varieties of sesame seeds studied by NARI ( 2004 ) . . . . . . . . . . . . . . . . . . . . . . . 8

Table 4 : Production cycle of sesame in the Gambia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Table 5 : Major importers of sesame seeds and oil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Table 6 : Major exporters of sesame seeds and sesame oil . . . . . . . . . . . . . . . . . . . . . . . 14

Table 7 : Gambian sesame exports ( direct data ), 2008-2011* . . . . . . . . . . . . . . . . . . . . . 16

Table 8 : Gambian sesame exports ( mirror data ), 2007–2010 . . . . . . . . . . . . . . . . . . . . . 17

Table 9 : Gambian sesame sector policy support network . . . . . . . . . . . . . . . . . . . . . . . . 18

Table 10 : Gambian sesame sector trade services network . . . . . . . . . . . . . . . . . . . . . . . 19

Table 11 : Gambian sesame sector business services network . . . . . . . . . . . . . . . . . . . . 21

Table 12 : Gambian sesame sector civil society network . . . . . . . . . . . . . . . . . . . . . . . . . 22

Table 13 : Perception of Gambian sesame sector TSIs – influence vs. capability . . . . 22

Table 14 : Short-term phase ( 0-3 years ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Table 15 : Medium-long term phase ( 3+ years ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Table 16 : List of importing markets for HS120740 Sesamum seeds, whether or not broken, a product exported by the Gambia ( mirror data ) 2005–2011 . . . . . . 53

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 XI

ACRONYMS

ANRP Agricultural and Natural Resources Policy

ASYCUDA Automated System for Customs Data

CRR Central River Region

CRS Catholic Relief Services

DCD Department of Community Development

DOA Department of Agriculture

DOP Department of Planning

EIF Enhanced Integrated Framework

EU European Union

FAO Food and Agriculture Organization of the United Nations

FBS Farmer Business School

FFS Farmer Field Schools

GAP Good Agricultural Practices

GAWFA Gambia Women’s Finance Association

GCCI Gambia Chamber of Commerce and Industry

GIEPA Gambia Investment and Export Promotion Agency

GNAIP Gambia National Agricultural Investment Programme

GRA Gambia Revenue Authority

GSB Gambia Standards Bureau

GTTI Gambia Technical Training Institute

ITC International Trade Centre

MFI Microfinance Institution

MOA Ministry of Agriculture

MOBSE Ministry of Basic and Secondary Education

MOFEA Ministry of Finance and Economic Affairs

MOTIE Ministry of Trade, Regional Integration & Employment

MoU Memorandum of Understanding

NACCUG National Association of Cooperative Credit Unions

NACOFAG National Coordinating Organization for Farmers’ Associations, the Gambia

NARI National Agriculture Research Institute

NAWFA National Women Farmers Association

NBR North Bank Region

NCC–sesame National Coordination Committee for the sesame sector

NES National Export Strategy

NGO Non-Governmental Organization

PAGE Plan for Accelerated Growth and Employment

PoA Plan of Action

PRSP Poverty Reduction Strategy Papers

SCEDP Sector Competitiveness and Export Diversification Project

SGA Sesame Growers Association

SWOT Strength, Weakness, Opportunities and Threats

TSI Trade Support Institution

URR Upper River Region

UTG University of the Gambia

VISACA Village Savings and Credit Association

Source: liloh. Sesame harvest.

Source: Malino. Sesame-fruit

1EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

The Gambia sesame sector development and export strategy has been designed following a participatory process involving the public and private sectors. Using the technical guidance and support of the International Trade Centre, the strategy analyses key constraints fac-ing the sector in order to identify strategic opportunities to improve and sustain the competitiveness of the sector.

The sesame sector has emerged as an alternative cash crop to groundnut that could also contribute to food se-curity in the Gambia. The sector’s importance is linked to its growing production and export volumes between 2000 and 2010. However, this high performance has declined in the last few years for a variety of reasons, ranging from internal coordination to limited access to critical inputs. The sector’s future development will depend on the ability of sector stakeholders from both the public and private sectors to address and resolve key constraints.

CURRENT PERFORMANCE

At the moment production is much reduced from its 1986 peak of 4,000 tons cultivated over an area of 12,000 hectares ( ha ). According to Food and Agriculture Organization of the United Nations ( FAO ) statistics, ses-ame production, harvested areas and yields have re-mained relatively constant since 2005 with an average production volume of 2,697 tons per year cultivated over an average area of 7,225 ha.

The current low volumes of sesame seed production limit the development of a processing industry. There is some limited processing of sesame in the Gambia,1 with most of the transformation being done through traditional pro-cesses to produce sesame oil, biscuits, sesame cake ( animal feed ) and paste at village level.

The Gambia’s sesame exports show major fluctuations over the years, with a clear growth recorded up to 2009.

1. In order to promote the processing of sesame into oil, a Catholic Relief Services ( CRS ) project in the 1980s strategically installed 16 oil expellers ( processing equipment ) around the country.

Thereafter there was a sharp decline in production and exports. According to Comtrade data ( mirror data ),2 the highest total export value of sesame was recorded in 2008 at over US $ 1 million. The analysis shows the bulk of the Gambia’s total sesame exports between 2008 and 2010 going to Senegal with no exports reported in 2011. While direct data indicates exports in recent years being mini-mal and going only to Senegal, mirror data reflects higher values of exports and to a variety of destinations. This im-age of Gambian sesame exports demonstrates a much greater capacity of the country to export to varied desti-nations and reach some of the world’s largest importers.

The development of the sesame sector has been hin-dered by a variety of supply-side issues such as limited cultivated areas dedicated to sesame production ; inad-equate quality and quantity of seeds available for plant-ing ; low application of Good Agricultural Practices ( GAP ) ; imperfect access to key inputs for efficient production ; important post-harvest losses ; and insufficient business management skills. Numerous challenges, such as the fragile organization and limited coordination of the sec-tor and the absence of structured government support for development of the sector, also impede its growth.

STRATEGIC ORIENTATIONS

The strategy design process has defined a number of market and strategic opportunities available to sec-tor stakeholders to stimulate the sector’s growth. In the short term, the objective of the strategy is to increase the volume of sesame produced in the Gambia in order to position the sesame sector as a reliable provider of high quality seeds. This is a key requirement to initiate further development of processing and exports. Once sesame production volumes increase, key target markets have been identified such as Chinese Taipei, China, Senegal, Japan, Israel, Lebanon and Turkey.

2. Direct data refers to the statistics reported by the Government of the Gambia to the United Nations statistics division and its trade department ( Comtrade ). Mirror data refers to data reported by importing countries to Comtrade.

2 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019

In the longer term attention will turn to Gambian hotels and restaurants and diaspora retail shops. Provision of sesame products to the tourism industry in the Gambia will require the development of processing capacities to provide varied and high quality products. An increase in processing capacity and adherence to quality require-ments will permit the development of an export market for processed products. A key target group for initiating exports of Gambian processed sesame products is the Gambian diaspora in the European Union ( EU ) and the United States of America.

In terms of structural enhancements to the sector, the strategy proposes to intercrop with other produce to in-crease acreage ; reduce wastage in post-harvest han-dling ; expand processing capacity ; link with the tourism sector ; provide specialized business and farming skills training ; develop a youth integration programme ; and initiate organic production programmes.

ROADMAP TO SECTOR DEVELOPMENT

In order to realize the development and export potential of the Gambian sesame sector, the following vision has been adopted :

“To be among the leading producers, processors and exporters of quality value-added sesame products

within the subregion and Africa. ”

Source: Saksan.

3EXECUTIVE SUMMARY

To achieve this vision, the strategy will reduce binding constraints on trade competitiveness and capitalize on strategic options identified for the Gambian sesame sec-tor. The sector strategy vision will be achieved through the implementation of the Plan of Action ( PoA ). This PoA revolves around the following strategic objectives, each spelling out specific sets of activities intended to address both challenges and opportunities facing the sesame sector in the Gambia :

� Increase in a sustainable manner the volume of sesa-me production in the Gambia ;

� Strengthen the coordination, organization and institu-tional arrangements of sesame sector support institu-tions for better service delivery ;

� Improve market development methods to increase do-mestic production / consumption and expand exports in value and volumes ;

� Increase socioeconomic benefits by promoting value addition across the entire sector value chain.

To build the desired competitiveness the sector requires credible institutional support systems in both government and private sectors. An umbrella body needs to be es-tablished to coordinate the activities of and support to the sector. Until this occurs, NAWFA should coordinate the sector’s activities in collaboration with the proposed National Coordinating Committee for sesame ( NCC–ses-ame ). The existing initiatives in the country such as the Agricultural and Natural Resources Policy ( ANRP ), the Plan for Accelerated Growth and Employment ( PAGE ), the Seed Policy, the National Export Strategy ( NES ), and GIEPA’s investment promotion efforts will need to

be stepped up to facilitate the expansion of production and processing and the development of key target mar-kets, including the tourism industry.

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 PoA and bear the overall responsibility for successful execution of the strategy. Each institution mandated to support the export development of the sesame sector is clearly identified in the strategy’s PoA.

The proposed NCC – sesame will facilitate the public –private partnership in coordinating and implementing the sesame strategy. In particular, the committee will be tasked with coordinating the implementation of activi-ties in order to optimize the allocation of both resources and efforts across the wide spectrum of stakeholders. Responsibilities of the committee will also include moni-toring the results of activities and outputs, while at the same time recommending to the Gambian government actions or policies that could serve to achieve the stra-tegic objectives. Moreover, the committee will play a key role in recommending revisions and updates to the strat-egy so that it continues to evolve in alignment with the Gambia’s changing needs.

Source: Dick Culbert. Sesamum indicum, source of sesame oil and seeds.


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 develop-ment 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 play-ers 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 constituent trade support institutions ( TSIs ) is an important input to highlight gaps in service delivery relative to specific sector needs. A sec-ond analysis of TSIs assessed their level of influence ( i.e. their ability to influence public policy and other develop-ment 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 prob-lem 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 de-velopment 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 effective monitoring and evalu-ation of the strategy’s implementation.

5INTRODUCTION

INTRODUCTION

The sesame sector analysis and strategy presented in this document have been elaborated as part of the Sector Competitiveness and Export Diversification Project ( SCEDP ) of the Enhanced Integrated Framework ( EIF ). The project is being elaborated and implemented in full cooperation with the Government of the Gambia. The ini-tiative has also been fully supported by the private sector operators of the sector.

Sesame has emerged in the last 20 years as an alterna-tive cash crop to groundnut that could also contribute to food security in the Gambia. The sesame sector’s per-formance has declined in the last few years for a variety of reasons, ranging from poor internal coordination to

limited access to critical inputs. The sector’s future de-velopment is limited by the ability of sector stakeholders from the public and private sector to address and correct key constraints.

This document presents the expectations of the private and public sectors for improvement of the sesame sec-tor in the Gambia. Without concerted efforts to address critical issues and identified market development oppor-tunities, the sector’s full potential will remain untapped. The five year PoA of the strategy proposes realistic and achievable activities that will contribute to rejuvenating the sesame sector.

Source: Tracy Benjamin. Sesame seed oil.


WHERE WE ARE NOW

HISTORICAL PERSPECTIVESesame production was started with the support of Catholic Relief Services ( CRS ) in the 1980s. By 1986 sesame production had reached 12,000 ha and 4,000 metric tons total output was achieved. The objectives of improved health through nutrition, empowering women and the use of sesame seed oil resulted in the emergence of integrated complementary agricultural production ac-tivities and the creation the Oil Seed Promotion Project, which later evolved into the current Sesame Growers Associations ( SGAs ).

Through the SGA project sesame was promoted as a cash crop for women farmers, providing an alternative food and income source. To ensure good yields and an appropriate variety of produce, high quality sesame seeds were imported and 30 Farmer Field Schools ( FFSs ) for sesame were established to produce certified seeds. To strengthen the institutional capacity of the SGAs the National Women Farmers Association ( NAWFA ) was formed in 1999 and its Secretariat put in place the fol-lowing year.

The availability of markets for sesame seeds led to a shift in favour of producing seeds for sale to local markets and positive response from the demand side encour-aged their production and export trade. CRS and NAWFA were able to initiate important linkages in the areas of sesame production and marketing. Consequently, with CRS support NAWFA was able to export approximately 200 tons of white sesame to the Netherlands. This was a good marketing experience for SGAs and NAWFA. Early successes permitted the raising of rural women’s export earnings through sesame cultivation.

The development of the sesame industry in the Gambia was therefore very closely linked to the activities of CRS. Sesame was initially grown mainly for its oil, whose pri-mary use was ( and largely remains among some peo-ple ) for cooking. It is an important element in the diets of Gambians. To promote the processing of sesame into oil CRS strategically installed 16 oil expellers ( process-ing equipment ) around the country for use by project participants.

The end of CRS support in 2007 gradually saw most of the 30 FFSs close shop, with a drastic reduction in produc-tion of certified sesame seeds. By 2012, only three seed multiplication centres in the country ( Giroba Kunda in

the Upper River Region ( URR ), Sapu in the Central River Region ( CRR ) and Chamen in the North Bank Region ( NBR ) ), each with 25 ha with some limited focus on ses-ame, were still operational and working in collaboration with the National Agriculture Research Institute ( NARI ).

The end of CRS support also led to a gradual decline of governance structures in the sesame industry. SGAs slowly started failing to hold regular meetings ; NAWFA itself became erratic in holding Annual General Meetings and in its support to SGAs. The industry took a difficult downward turn. Sesame production declined sharply with exports reduced almost to zero, and major export con-tacts were lost.

CURRENT CONTEXTSesame farming in the Gambia is dominated by small landholders, most of whom farm on less than one hectare,3 which leads to a fragmented production struc-ture and heavy reliance on collectors to amalgamate production. An increase in sesame production has been identified as a key requirement to rejuvenate the sector and its export capacity.

PRODUCTION

At the moment production is much reduced from its 1986 peak of 4,000 tons cultivated over an area of 12,000 ha. In the past, sesame production was mostly concentrated in CRR North and South, followed by NBR. According to FAO statistics, sesame production, harvested areas and yields have remained relatively constant since 2005 with an average production volume of 2,697 tons per year cultivated over an average area of 7,225 ha.

The most recent Agriculture Census ( 2012 ) showed a revised trend, with NBR taking the lead in both area cul-tivated and production. The official production levels for 2011 are 2,659 tons cultivated over an area of 7,778 ha ( see table 1 ).

3. According to the Agricultural Census of 2011 / 2012, 65.5 % of farms are smaller than one hectare.

7WHERE WE ARE NOW

Table 1 : Sesame production, harvested areas, yields and exports 2005–2011

2005 2006 2007 2008 2009 2010 2011 Average 2005–2011

Production, tons 2 964 2 681 2 200 2 500 2 781 3 100 2 659 2 697

Harvested area ( ha ) 6 959 7 290 7 100 7 100 7 150* 7 200* 7 778 7 225

Yield, kg / ha 426 368 310 352 398 430 n.a. 381

Exports ( tons ) 0 0 0* 191 218 80 n.a. 82

Source : FAOSTAT ( *estimated ) with ITC calculations and Gambia Agriculture Census Report 2012.

Table 2 : Global producers of sesame seeds 2006-2011

Rank CountryProduction ( tons )

2006 2007 2008 2009 2010 2011

1 Myanmar 689 900 780 520 840 000 853 393 867 765 861 573

2 India 618 000 756 900 640 300 588 400 893 000 769 000

3 China 662 571 557 537 586 701 622 905 587 947 605 770

4 Ethiopia 159 881 149 388 186 772 216 741 260 534 327 741

5 Nigeria 100 000 117 700 121 610 119 710 149 410 229 167

6 Uganda 166 000 168 000 173 000 178 000 170 000 173 000

7 United Republic of Tanzania

48 000 155 794 46 767 90 000 144 420 110 000 Bottom of Form

8 Niger 44 341 46 398 49 712 75 632 85 694 88 517

9 Burkina Faso 22 887 18 802 51 924 56 252 90 649 84 759

10 Somalia 50 237 49 826 54 064 64 206 76 155 80 895

Source : FAOSTAT 2012

The lack of credible production data has resulted in dis-putes between different sources over the correct figures for yields and exports. It should be noted that the quoted average annual sesame production figure of 2,697 tons is being disputed by some sesame collectors and export-ers. According to non-official data, the country’s average annual production ranged from 300-500 tons between 2008 and 2011. These figures are more aligned to official export volumes4 during the same period.

Table 1 indicates that Gambian average sesame yield is 381 kg / ha. This is much lower than the world average of approximately 512 kg / ha.5 The estimated average yields from countries in the subregion are 594 kg / ha, 366 kg / ha, 347 kg / ha and 198 kg / ha for Ethiopia, Nigeria, Burkina Faso and Mali respectively. According to FAOSTAT, the Gambian yield would be in line with the African average.

4. Refer to export section of this document ( figures 3 & 4 and table 7 ).5. Source : FAOSTAT.

The official Gambian average annual sesame production of 2,697 metric tons ( or the unofficial 300-500 tons ) is negligible compared to other African countries. As indi-cated in table 2, Ethiopia, Nigeria, and Sudan are major African producers of sesame with production volumes ranging from 187,000 tons to 43,330 tons. These ma-jor African producers, together with emerging produc-ers such as Egypt, Mali, Burkina Faso, and the United Republic of Tanzania, are working towards the establish-ment of the African Sesame Seed Producers Alliance.6

6. Nation, The ( Nigeria ) ( 15 November 2012 ). Sesame seed exports hit N210b. Available from http : / / thenationonlineng.net / new / sesame-seed-exports-hitn210b /


One of the key reasons explaining the low production vol-ume in Gambia is that sesame is not regarded by farmers as a main cash crop. Only when there is a failure in other crops ( such as groundnut and cashew ) do farmers turn to sesame as an alternative cash crop.

Sesame is planted well after most crops are grown, at a time when late season vegetables such as tomatoes, bitter tomatoes and melons are to be cultivated, there-by creating competition for the limited land available for production. Sesame also competes for labour with other crops. At the start of the sesame planting season the grasses are tall and plentiful labour is required to prepare the land. The crop that sesame competes with most for labour and similar inputs is groundnuts, the most impor-tant cash crop of the Gambia. Competition is even keener

because farmers have not yet experienced much return on investment in the sesame sector. A key reason for this is the limited use of good agricultural practices ( GAP ) in harvest and post-harvest, leading to important losses.

Furthermore, there is the belief that sesame cultivation could have negative effects on soil fertility because the crop is a deep-root feeder. In fact it is the opposite, as the deep-root feeding nature of sesame recycles important plant nutrients ( which may otherwise be lost from the subsoil ) to plant life. The dropping of foliage of sesame plants at maturity can thus be added back to the soil to improve the fertility of the topsoil. This situation confirms a need to disseminate information and training to farmers.

SESAME VARIETIES

The absence of sesame seeds of pure variety has been cited 7 as a key limitation to increasing sesame production in general. In the Gambia there is a high occurrence of admixture of different seed varieties. Over the past few years, and due to the decline of seed multiplication cen-tres, many traditional varieties from the subregion have entered the Gambian farming system through informal distribution channels. Furthermore, there are limited num-bers of sesame seed providers. This informal trade of seeds encourages mixing of seeds, thereby rendering farmers unable to identify the varieties planted. This situ-ation leads to post-harvest losses because the different varieties mature at different rates.

At the moment most producers are reliant on NAWFA for sourcing seeds, whereas the responsibility for supervis-ing seed multiplication should rest with NARI, with much less involvement of the private sector. The current situa-tion does not enable the development of a professional seed multiplication value chain with the capacity to re-spond effectively to demand.

7. Owens, Solomon J.E and Jack, Isatou ( 2003 ). Sesame Best Practices Study. Catholic Relief Services.

Table 3 : Varieties of sesame seeds studied by NARI ( 2004 )

Variety Number of branches & seed colour Days to maturity Average yield

( kg per hectare )

Primoca 6 ( brown mixed ) 108 300 – 400

Cross No. 3 5 ( brown mixed ) 103 n.a. ( trial variety )

38-1-7 4 ( brown mixed ) 92 n.a. ( trial variety )

Jaalgon 128 3 ( brown mixed ) 93 300 – 400

32-15 4 ( white seeded ) 97 400 – 500

S-42 4 ( white seeded ) 99 500 – 600

Source : NARI Research Trial Reports 2004.

Source: Stephan Hochhaus. Roasting Sesame

9WHERE WE ARE NOW

VALUE CHAIN OPERATIONSThe sesame sector value chain includes numerous public and private stakeholders including :

� The Ministry of Agriculture ( MOA ) which includes the Department of Agriculture ( DOA ), the Department of Planning ( DOP ), NARI, Crop Protection Services, Agribusiness Services and Extension Services ;

� The Gambia Chamber of Commerce and Industry ( GCCI ) ;

� NGOs such as NAWFA ; � Farmers associations ; � Sesame Growers Associations ; � Commercial and village petty traders / buyers ; � Suppliers of agricultural inputs ; � Individual farmers and cooperatives ; � Collectors ; � Transporter associations ; � Traders’ associations ; and � Exporters.

Distinct activities along the value chain include research and development ; supply of inputs ; production ; collec-tion, transportation and storage ; processing ; and mar-keting ( both local and exports ). Facilitation in the forms of infrastructure, information technology, human capital and finance are required in the processes. These value chain operations are explained below.

RESEARCH & DEVELOPMENT AND MULTIPLICATION

Due to low prioritization of the sesame sector in national policies, the sector is not receiving much support and attention from NARI and MOA. For the effective devel-opment of the sector, support is required in the areas

of seed variety selection, multiplication of foundation seeds, and monitoring of contract farmers ( multiplica-tion centres ). As indicated above, some limited research has been completed on the identification of seed varieties by NARI as the lead institution in agricultural research.

PRODUCTION

Sesame grows best in medium to light well-drained soils that do not get waterlogged, although it has been suc-cessfully produced on most soil types. However, water-logged soils inhibit oxygen to the roots and suffocate plants.8

In the Gambia most sesame is produced by individual farmers and SGAs. There is some modest commercial farming. Crop production work involves planting, thinning, weeding and harvesting. These are almost entirely done manually because of the very limited mechanization of farming in the Gambia. Mechanization is problematic be-cause of the small plots of farmers as well as the fragile ecosystem.

Timely harvesting is critical in sesame production to re-duce post-harvest losses, which are reported to reach a level of 64 %.9 The recommended harvesting time is when about 75 % of the pods from bottom to top of the crop are yellowish in colour. In order to reduce post-harvest losses, tarpaulins 10 ( 25m by 10m ) or concrete platforms are used to collect the small seeds that fall from the stem.

8. SESACO ( 2012 ). Sesame Producer Guide. United States.9. NAWFA indicated these percentages based on evaluation of the results of FFS trainings.10. Tarpaulins are preferred to concrete floors since they can be brought to the field or shared. Tarpaulins can also be used to cover the dried seeds from the moisture of falling dew and unanticipated rains.

Table 4 : Production cycle of sesame in the Gambia

OperationsMonths

June July August September October November December

Land clearing

Land preparation

Sowing

Weeding & fertilizer application

Thinning

Harvesting

Drying

Threshing


COLLECTION, TRANSPORTATION AND STORAGE

Traders normally buy sesame from three sources : directly from farmers, through collecting agents or from NAWFA. The product is then transported to towns and eventually to Banjul or border posts for export.

SGAs, individual farmers and traders singled out trans-port as the most expensive part of the marketing process. This is aggravated by insufficient availability of transport means during the marketing period. Transport fees are considered high, averaging US $ 1.67 to US $ 2.67 11 per 50 kg bag in 2012. Transportation is by trucks and animal-drawn carts.

Adequate storage facilities and conditions from farm level to urban warehouses are essential to ensure the sesame seeds are not contaminated or infested by pests.12 At the moment there is insufficient storage at both farm and community levels.

PACKAGING, CLEANING AND EXPORTING

Sesame seeds are usually packed in multi-walled paper bags of 22 kg or 25 kg, jute and nylon bags of 25 kg or 50 kg, or jute bags of 50 kg. At the moment the packing

11. Using an exchange rate of GMD30 to US $ 1.12. ITC ( 2013 ). Quality Assurance Framework ( QAF ) for Cashew Nuts and Sesame Products in the Gambia.

of sesame seeds is not considered a key issue since the small volumes are packed in reused nylon or jute bags. However, to ensure adequate quality is maintained it has been indicated that nylon bags are best.13 The limited volume of processed sesame oil is packed in recycled capped plastic bottles.

Once collected, sesame is transported to the buyer’s main depot for cleaning ( to ensure quality control ) and re-bagging. Exporters require that the sesame they buy be 98 %-99 % free from foreign matter. In addition to traders and exporters cleaning the sesame, NAWFA also does some limited cleaning. Once cleaned the sesame is packed and transported to Senegal or the port of Banjul, where it is exported.

PROCESSING

There are some individuals and groups who process small volumes of sesame in the Gambia. The products are sold in the local market or exported in small quanti-ties to other West African countries.14 Small scale sesame processing permits the production of sesame oil, biscuits, sesame cake and paste at village level.

13. Bilateral discussions with NAWFA.14. In order to promote the processing of sesame into oil, a CRS project in the 1980s strategically installed 16 oil expellers ( processing equipment ) around the country.

Box 2 : Overview of key input requirements for production of sesame

Inputs such as chemical fertilizers and farm implements are expensive and this limits their use in sesame production. They are mostly obtained from foreign sources and distributed through periodic markets ( Lumoos ) and local private outlets.

The main chemical fertilizers used in sesame production are compound fertilizer ( nitrogen, phosphorus & potassium ) and urea ( 46 % nitrogen ). The best alternatives to chemical fertilizers are organic composts and kraal manure. These organic manures help to improve soil fertility, soil structure and soil water-holding capacity, as well as helping protect topsoil from erosion.

The farm implements needed for sesame cultivation range from heavy machinery in the form of tractors to light equipment / implements such as power tillers, rotovators, animal-drawn ploughs, seeders and sine hoes / tine weeders.

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11WHERE WE ARE NOW

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SECTOR IMPORTSThe sesame sector in the Gambia imports farm imple-ments, fertilizers, packaging and, at times, high quality seeds. Many agricultural inputs are applicable across a variety of crops and this is expected to apply even in the Gambia. Sesame seeds for sowing are mainly imported from Senegal and Burkina Faso.

In 2012 Gambia imported vegetable and cooking oil / fats ( HS 15 ) to the value of US $ 47,865,000. The majority of the imports were palm oil and margarine. The importa-tion of vegetable and cooking oils is of particular interest because the original impulse of CRS for the development of sesame in the Gambia was to contribute to food se-curity by popularizing sesame oil to supplement house-hold diets. Protective clothing is also imported. Increasing production of sesame seeds, and eventually the further processing into oil and other products, could contrib-ute to reducing expenditure on imports of vegetable and cooking oil.

GLOBAL PERSPECTIVEThe global market for sesame seeds and sesame oil products is about US $ 2.1 billion ( 2012 ), as shown in ta-bles 5 and 6 below.

MAJOR IMPORTERS

Global trade flows ( imports ) of both sesame seeds and oil have experienced a significant period of growth since 2008, with estimated annual growth rates of 5 % and 7 % respectively.

China is the leading importer of sesame seeds, with im-ports that are more than double that of the second largest importer – Japan. The top three importers in 2012 – China, Japan and Turkey – comprise more than 48 % of all global imports. Asia leads imports with three Asian countries in the top five ranks of importers.

Most import markets for sesame seeds are growing at or below the average global rate of growth, with China, Viet Nam and the United Arab Emirates as the exceptions. Chinese imports of sesame have consistently outstripped the global growth rate, indicating an expanding import market and increasing global share in imports. In Africa and the Middle East, Israel, Egypt and Lebanon are major buyers of sesame seeds.

Sesame oil import markets are growing at a faster pace than the sesame seed market. The growth is impressive at 7 %. The United States is the biggest importer but ex-hibits below average growth rates, indicating that other emerging importers are becoming increasingly important players in the sesame oil market.

The United States and EU markets clearly exhibit a prefer-ence for sesame oil products. For instance, the EU and the United States comprise almost 56 % of the global share of sesame oil imports. This is unlike the sesame seed market, where Asia dominates the market in terms of demand ( although the EU also has a fair share of im-ports ). The only Asian importer in the top five rankings for sesame oil – Hong Kong – is losing market share. Japanese imports of sesame seeds are regressing at a rate of 5 % while at the same time outpacing the global import rate for sesame oil. Table 5 shows the major import markets for sesame seeds and oils.

Source: NAWFA.

13WHERE WE ARE NOW

Table 5 : Major importers of sesame seeds and oil

Sesame seeds ( HS 120740 ) Sesame oil ( HS 151550 )

Importers Value import-ed in 2012 ( US $ thou-sands )

Annual growth in value 2008-2012 ( % )

Share in world imports ( % )

Importers Value imported in 2012 ( US $ thou-sands )

Annual growth in value 2008-2012 ( % )

Share in world imports ( % )

World 1 906 824 5 100 World 186 399 7 100

1 China 521 147 19 27.3 1 United States 63 611 6 34.1

2 Japan 240 569 –5 12.6 2 United Kingdom 10 011 3 5.4

3 Turkey 159 933 6 8.4 3 Canada 9 092 5 4.9

4 Republic of Korea

125 753 3 6.6 4 Hong Kong, China

8 860 2 4.8

5 Viet Nam 85 600 107 4.5 5 Germany 8 302 13 4.5

6 United States 71 681 –4 3.8 6 Japan 7 926 10 4.3

7 Israel 71 552 3 3.8 7 France 7 529 7 4

8 Germany 51 785 0 2.7 8 Australia 7 383 10 4

9 Greece 45 602 –7 2.4 9 Singapore 5 816 10 3.1

10 Egypt 42 843 0 2.2 10 Brazil 5 438 13 2.9

11 Chinese Taipei 40 026 5 2.1 11 China 5 362 5 2.9

12 Lebanon 34 903 3 1.8 12 Netherlands 4 686 –1 2.5

13 United Arab Emirates

28 004 9 1.5 13 Switzerland 2 679 16 1.4

14 Netherlands 26 635 –8 1.4 14 Malaysia 2 667 –4 1.4

15 Mexico 22 002 –11 1.2 15 Mexico 2 566 4 1.4

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 represents mirror figures based on partner data.

MAJOR EXPORTERS

The export market for sesame seeds is currently domi-nated by India, which has experienced significant growth in the last five years. Indian sesame exports have grown from US $ 434 million in 2008 to US $ 517 million in 2012. India has gained back its position of leading exporter of sesame seeds after it was successively overtaken by Ethiopia in 2009 and Nigeria in 2010 as the leading exporters. Five countries ( India, Ethiopia, Nigeria, the United Republic of Tanzania and Burkina Faso ) are grow-ing sesame seed exports at a rate above the global aver-age, thereby gaining significant market shares.

African producers ( Nigeria, Ethiopia, Sudan, the United Republic of Tanzania and Burkina Faso ) play an impor-tant role in the export of sesame seeds, with these five players accounting for more than 48 % of global exports. The sesame oil export market is less polarized than the market for sesame seeds. Japan is the leading exporter and there is close competition between the other lead-ing exporters such as Chinese Taipei, Mexico, China and Singapore.

Many exporters have surpassed the average global growth rate for sesame oil. These fast emerging export-ers include Chinese Taipei, India, Germany, Malaysia and Belgium.


Table 6 : Major exporters of sesame seeds and sesame oil

Sesame seeds ( HS 120740 ) Sesame oil ( HS 151550 )

Exporters Value ex-ported in 2012 ( US $ thou-sands )

Annual growth in val-ue 2008-2012 ( % )

Share in world exports ( % )

Exporters Value ex-ported in 2012 ( US $ thou-sands )

Annual growth in val-ue 2008-2012 ( % )

Share in world exports ( % )

World 1 973 781 8 100 World 181 449 8 100

1 India 517 673 12 26.2 1 Japan 37 026 6 20.4

2 Ethiopia 469 912 18 23.8 2 Chinese Taipei 29 285 15 16.1

3 Nigeria 183 571 18 9.3 3 Mexico 24 960 8 13.8

4 United Republic of Tanzania

118 475 19 6 4 China 14 786 4 8.1

5 Burkina Faso 90 529 32 4.6 5 Singapore 12 991 7 7.2

6 Sudan 89 410 –1 4.5 6 India 8 748 26 4.8

7 China 75 622 –1 3.8 7 France 7 222 7 4

8 Mali 50 570 63 2.6 8 Germany 6 959 10 3.8

9 Myanmar 49 729 –15 2.5 9 Netherlands 6 319 7 3.5

10 Paraguay 37 355 –20 1.9 10 Hong Kong, China

4 943 1 2.7

11 Guatemala 31 944 6 1.6 11 United States 4 576 5 2.5

12 Pakistan 29 638 –7 1.5 12 Viet Nam 3 974 –1 2.2

13 Netherlands 27 049 –4 1.4 13 United Kingdom 3 797 –4 2.1

14 Mozambique 16 514 –18 0.8 14 Malaysia 3 515 19 1.9

15 Mexico 14 704 –10 0.7 15 Belgium 1 750 91 1

96 Gambia 45 –66 0 16 Thailand 1 315 12 0.7

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 represents mirror figures based on partner data.

GLOBAL PRICING STRUCTURE

The top ten importers offer varying prices. In 2011, with 1.3 million tons of sesame traded for over US $ 2.7 billion, the average price was US $ 2,015 per ton. Some buyers stand out with premium prices while other purchased at below average price. The United States and the EU had the highest price at approximately 30 % above average. Middle Eastern buyers also imported at 20 % higher than the global average price. Mexico and China imported at below average market price. Israel and Turkey bought at market average prices. The major share of the unit value differentials can be attributed to price-quality segments.

Source: NikkiLynn Design. Sesame Seeds

15WHERE WE ARE NOW

Figure 1 : Unit value differential per main buyers ( 2011 ) ( percent )

-60

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China

Israel

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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)

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Mill

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Table 7 : Gambian sesame exports ( direct data ), 2008-2011*

Imports Exported value in

2008

Exported quantities

Unit Exported value in

2009

Exported quantities


2010

Exported quantities


2011

Exported quantities

Unit

World 75 191 393 16 218 73 3 80 38 0 0 0

Senegal 65 14 4 643 2 12 167 3 80 38 0 0 0

India 0 2 32 63 0 0 0 0

Singapore 0 2 79 25 0 0 0 0

United States

10 177 56 9 95 95 0 0 0 0

Sources : ITC calculations based on UN Comtrade statistics. ( Note : no data were reported for 2007 or 2011. ) * No direct exports were recorded for 2007 and 2011. 2012 Comtrade data ( mirror ) already shows exports of sesame to Senegal ( US $ 23,000 ) and Israel ( US $ 22,000 ) even if all the full year data is not entirely processed.

THE GAMBIA’S SESAME TRADE PERFORMANCE

The Gambia’s liberal market-based economy and memberships in the World Trade Organization and the Economic Community of West African States provide the country with a good reputation for low import duties and trade-friendly regulations. The Port of Banjul’s efficiency in the subregion presents a critical gateway for trade. Figure 3 underlines the need to develop the Gambia’s exports. The global growth rate of 5 % ( imports ) for ses-ame seed and 7 % for sesame oil offers an opportunity for the Gambian sesame sector to emerge and support the country’s export development.

SESAME EXPORT PERFORMANCE

The Gambia’s sesame exports have varied greatly over the years. According to Comtrade data ( mirror data ),15 the total export value of sesame surpassed one million dollars only in 2008 and has since declined sharply. No exports of sesame were recorded in 2011. This great variability in exports confirms a number of issues in the sesame value chain that constrain the sector from sup-plying international markets with supply volumes and consistency.

15. 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 to Comtrade.

17WHERE WE ARE NOW

According to direct data ( table 7 ) the bulk of the Gambia’s total sesame exports between 2008 and 2010 went to Senegal. Two key reasons have been advanced for ex-plaining the export of sesame to Senegal. The first rea-son provided is the stability and higher value of the CFA ( Central African ) franc versus the Gambian dalasi, which encourages collectors and traders to travel to Senegal to sell their sesame. A second reason that could explain the flow of sesame to Senegal is the presence of a preferen-tial trade agreement between China – the largest importer in the world – and Senegal.

However, when looking at mirror data ( table 8 ) the picture of Gambian sesame exports is very different. According to this data, the values of sesame exports are much greater than reported and the destinations of sesame exports much more varied. Chinese Taipei is a major im-porter of Gambian sesame with an imported value of over US $ 1 million dollars for the time period. China is the second largest importer with cumulated imports of above US $ 660,000. This image of Gambian sesame exports demonstrates a much greater capacity of the country to export to varied destinations and reach some of the world’s largest importers.

In either case – using direct or mirror data – the conflict in statistics demonstrates a need to improve data record-ing of exports in the Gambia. Data collection is already improving with the rolling out of the Automated System for Customs Data ( ASYCUDA ) in the Gambia.16 This should provide a better picture of sesame exports in the next few years.

16. United Nations Conference on Trade and Development ( n.d. ). ASYCUDA Database. Available from http : / / www.asycuda.org / dispcountry.asp?name=Gambia. Accessed 9 August 2013.

The performance of Gambian sesame exports demon-strates a clear growth in exports until 2009, followed by a sharp decline in production and exports. The export con-straints section of this strategy explains in further detail the various causes of this situation ; namely the low avail-ability of seeds, the difficult access to inputs, the chal-lenges of governance and the low support to the sector.

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 sesame the situation is even direr as it was not a priority focus crop until two years ago.

The TSIs providing important services to the Gambian sesame sector can be categorized according to the fol-lowing support areas :

� Policy support network � Trade services network � Business services network � Civil society network.

Tables 9 to 12 identify the main TSIs whose service deliv-ery affects the sesame sector in the Gambia. An assess-ment of the TSIs along three key dimensions – importance of TSI to the sector development, current responsiveness to the sector’s needs and resource availability – was com-pleted. The ranking ( high / medium / low ) for each TSI was completed by sector stakeholders on the basis of their perception.

Table 8 : Gambian sesame exports ( mirror data ), 2007–2010

2007 2008 2009 2010

US $ Tons US $ / ton




World 901 000 1 038 000 83 000 200 000

Egypt 0 0 0 0 0 0 67 000 31 2 161 0 0 0

Lebanon 0 0 0 0 0 0 16 000 14 1 143 0 0 0

China 113 000 124 911 551 000 342 1 611 0 0 0 0 0 0

Japan 0 0 0 312 000 214 1 458 0 0 0 0 0 0

Chinese Taipei 713 000 936 762 175 000 119 1 471 0 0 0 200 000 145 1 379

Turkey 75 000 86 872 0 0 0 0 0 0 0 0 0

Source : ITC calculations based on UN Comtrade statistics.


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 9 : Gambian sesame sector policy support network

InstitutionFunction for the sesame

sectorDescription of role

Importance of TSI to

the sector

Level of responsiveness to sector needs

Resources available

to support the sector

• Ministry of Trade, Industry, Region-al Integration and Employment (MO-TIE)

• Regulatory and gener-al support

• Policies

• Regulation of trade, industry and employment issues.

• Overseeing trade, industry and employment policies.

H M M

• Ministry of Agri-culture (Depart-ments of Planning and Agriculture, Agribusiness & NARI)

• Regulatory • Extension

services• Policies

• Registration of cooperative bod-ies and growers associations.

• Provide extension link between farmers and NARI; conduct on-farm trials; seed selection, mul-tiplication and certification; and collection and processing of data on sesame.

• ANRP, seed and cooperatives policies oversight.

H M L

• Ministry of Fi-nance & Eco-nomic Affairs (MOFEA)

• (Central Bank of the Gambia, Gambia Revenue Authority)

• Regulatory• Policies

• Prudential regulation of banks and non-bank financial institu-tions.

• Overseeing the Financial Institu-tions Act and financial policies, including the microfinance pol-icy.

H M H

• Ministry of Basic and Secondary Education (MOB-SE)

• Policies • Nutrition of children in school feeding programmes and assist-ing in the adoption of agriculture by children and youth, as well as supporting short-term hunger is-sues and environmental man-agement.

M M H

19WHERE WE ARE NOW

TRADE SERVICES NETWORK

These institutions or agencies provide a wide range of trade-related services to both government and enterprises.

Table 10 : Gambian sesame sector trade services network

Institution Function DescriptionImportance of TSI to the

sector


Resources available


GIEPA Market promotion and access

GIEPA is leading implementation of the NES and is well poised to accommodate sesame. NAWFA and SGAs provide limited market-ing services.

H H M

Gambia Standards Bureau ( GSB )

Quality control, standards and pro-duction

GSB is fairly new and still in the process of defining operational mechanisms and will thereafter de-velop national standards.

H L M

The National Agricultural Research Institute ( NARI )

Research & devel-opment

NARI undertakes research on ses-ame varieties ; is in charge of seed selection, multiplication and cer-tification ; and provides extension services to farmers.

H L L

Gambia Chamber of Commerce and Industry ( GCCI )

Advocacy GCCI supports and provide ex-porters with certificates of ori-gin and promotes export trade. Several sesame traders are mem-bers of GCCI. It also assists with advocacy, lobbying and arbitra-tion.

H L M

National Association of Women Farmers Associations( NAWFA )

Lobbying ; capaci-ty-building ; mobiliz-ing stakeholders into the sector-wide apex body ; assisting in re-search and devel-opment ; supply of productive input re-sources ; process-ing and marketing of sesame

Training, workshops, seminars & dissemination of manuals. NAWFA could serve as the initial Secretariat for the sesame stake-holders’ apex body, as well as as-sist other stakeholders in all areas of the sesame value chain.

H H M

Sesame Growers Associations ( SGAs )

Lobbying, capacity-building

SGAs defend and support their members.

H M L

Weights & Measures Bureau

Ensuring adherence to standard meas-ures

The Weights & Measures bureau is responsible for checking that the standard weights and measures of products are in place.

M L L



sector


Resources available


Department of Agriculture Food Technology Services

Ensuring use of proper post-har-vest technology and food safety

Food Technology Services assists farmers with appropriate post-har-vest methodologies for agricultural food products as well as ensuring food safety.

H M L

Department of Agribusiness Services

Registration of co-operatives & sup-port to cooperative bodies in the form of accounting & book-keeping training, as well as auditing of books of accounts

The Registrar of Cooperatives, who is based in the Agribusiness Department, is responsible for the implementation of the Cooperatives Act.

H L L

National Nutrition Agency

Policy guidance in relation to food and nutrition security

The National Nutrition Agency as-sists with policy issues relating to food, nutrition and health securi-ty in the Gambia so as to meet the dietary needs and food preferenc-es of Gambians.

M L M

Ministry of Agriculture Department of Planning ( DOP )

Conduct of research and depository for agricultural data and information

DOP collects production data on sesame, groundnuts and cereals ( rice and coarse grains ).

H L L

Food Safety and Quality Authority

Regulatory The Food Safety & Quality Authority works in close collabo-ration with GSB ( which develops standards for all products ). It is to serve as the regulatory body for adherence to food standards, in-cluding products of sesame.

H L L

Source: Willie_Langdji. Sesame press for processing sesame and groundnuts (peanuts) into oil and cake.

21WHERE WE ARE NOW

BUSINESS SERVICES NETWORK

These are associations, or major representatives, of com-mercial service providers used by exporters to carry out international trade transactions.

Table 11 : Gambian sesame sector business services network

Institution Function DescriptionImportance

of TSI to the sector


Resources available to support the

sector

Sandika Petty Traders Association

Collection and storage of sesame products

Sandika stakeholders play a vi-tal role in the aggregation and marketing of sesame from farmers to large buyers, es-pecially those at the Brikama Market. They would, howev-er, require some support in the functions they perform, espe-cially in providing storage fa-cilities.

H M L

Transporters Union Transportation of sesame products

Oversee the aggregation and transportation of products.

H M L

Microfinance institutions ( e.g. Village Savings and Credit Associations ( VISACAs ), National Association of Cooperative Credit Unions ( NACCUG ), Reliance Finance and Gambia Women’s Finance Association ( GAWFA ) ), commercial banks and others

Funding Most funding is at village lev-el from VISACAs and micro-lenders at high interest rates. The majority of farmers are ei-ther ‘unbanked’ or are unable to raise the high collateral de-manded by banks.

H L M

Source: Jacqueline.


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 12 : Gambian sesame sector civil society network


sector


Resources available to support the

sector

University of the Gambia ( UTG ), Management Development Institute, Gambia Technical Training Institute ( GTTI ), Rural Development Institute and other technical and vocational education and training institutions

Technology transfer

There is not much interaction with the industry to offer inno-vative farming methods and implements.

L L L

NGOs ( Concern Universal, Action Aid, Stay Green Foundation, etc. )

NGOs offer a variety of services across the value chain to sup-port the sector’s development.

M M H

PERCEPTION OF GAMBIAN TSIS IN THE SESAME SECTOR – INFLUENCE VS. CAPABILITY

Table 13 details a classification of trade support institu-tions supporting the sesame sector. The classification represents the perception of stakeholders regarding the level of influence and capacity of each institution to re-spond to exporters’ needs.

Table 13 : Perception of Gambian sesame sector TSIs – influence vs. capability

Capacity of institution to respond to sector’s needs

Low High

Level of influence

on the sector

High • MOA• NARI• DOP• Department of Agribusiness• Transport Union• GSB• SGAs• MFIs• NAWFA

• MOTIE• MOFEA & Central Bank of the Gambia• GIEPA• GCCI• NGOs

Low • Department of Weights & Measures• Civil Society Network ( UTG, Management De-

velopment Institute, GTTI, Rural Development Institute & technical and vocational education and training institutions )

• Sandika Petty Traders Association

• MOBSE• National Nutrition Agency• Food Safety and Quality Authority

23WHERE WE ARE NOW

Two key policy organizations ( MOTIE and MOFEA ), to-gether with GIEPA and GCCI, are perceived as having high influence and sufficient capacities to respond to the needs of the sector. This situation supposes that these key institutions do not require additional support to lead the sector’s development effectively. These institutions only need to realign certain resources to ensure the ef-fective development of the sector.

MOA as a major policy institution is perceived as hav-ing some influence but actually lacking capacity in most of the departments essential to the development of the sesame sector. NAWFA as a key institution currently sup-porting the sesame sector is seen as having influence on the sector but having insufficient resources to contribute meaningfully to its current development. The same ap-plies to the majority of the sector associations such as the SGAs. Critical players in the value chain, transporters and MFIs are also classified as not having enough capacity.

Four institutions that would be expected to have a sig-nificant and positive impact in the sector are perceived as being poor in responsiveness and resources : UTG, the civil society movements, the Department of Weights and Measures and the technical and vocational educa-tion and training institutions. This situation implies a need for these institutions to build their responsiveness to the sector and reallocate some resources towards it.

MOBSE is seen as having resources ( land and training facilities ) but not playing a significant role to improve the sector. The same applies to the National Nutrition Agency and the Food Safety & Quality Authority, two crucial insti-tutions expected to be instrumental in providing guidance on quality and standards for the sesame sector.

RELEVANT DEVELOPMENT STRATEGIES AND PROGRAMMESThere are several ongoing programmes in the Gambia which have a bearing on the future development of ses-ame and can provide some critical support to restructure and develop the sector.

The Gambia’s sesame sector strategy is aligned to nu-merous objectives and targets of existing government strategies as well as the Gambia’s National Planning Commission priorities. The development of the sesame sector can support a number of objectives of the coun-try. Vision 2020, PAGE, ANRP and sesame seed policies should have a positive impact on the improvement of sesame production, processing and exports.

Source: Willie_Langdji. Preparing sesame seed for processing


Programme Function / activities

Programme for Accelerated Growth and Employment ( PAGE ) incorporating the Poverty Reduction Strategy Papers ( PRSP ) activities

The PRSP, translated into the PAGE document, outlined some key agricultural strate-gies and priority areas for the country. The sesame sector is identified and responds to a numbers of objectives of PAGE ( ex-PRSP ) :• Facilitating investment and access to land from commercial farming ;• Promoting sustainable diversified food production programmes ;• Increasing overall agricultural output, especially of domestic food and export crop

products ;• Strengthening the cashew and sesame producer associations.

Vision 2020 The objective of Vision 2020 is :• to transform the Gambia into a financial centre, a tourist paradise, a trading export-

oriented agricultural and manufacturing nation, thriving on free market policies and a vibrant private sector, sustained by a well-educated, skilled, healthy, self-reliant and enterprising population, guaranteeing a well-balanced ecosystem and a de-cent standard of living for all, under a system of Government based on the consent of the citizenry.

The implementation of the sesame strategy is closely linked to supporting the Gambia in becoming ‘the trading export-oriented agricultural and manufacturing nation’ that it aspires to be.

The National Export Strategy ( NES )

The NES does not include sesame but has set a number of strategic proposals aimed at improving the business environment for exports. The sesame sector strategy should be included in the NES of the Gambia because of its aim to develop exports of sesa-me.

Gambia Trade Policy The sesame sector strategy is fully aligned to the objectives of the Gambia Trade Policy to :• Improve the competitiveness of the Gambia trading environment ;• Support production activities for the domestic and international markets ;• Establish and strengthen 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 produc-tion’.

Agriculture and Natural Resources Policy ( ANRP )

The ANRP aims to have a positive impact on the improvement of sesame production, processing and marketing so as to increase the country’s competitiveness in local and external trade for the sesame sector. The sesame sector should be supported as part of objective 4 :• Diversify the production base to facilitate the production of a wide range of food

and export crops in order to reduce the fluctuations and uncertainties in household incomes and export earnings.

Gambia National Agricultural Investment Programme ( GNAIP )

GNAIP aims to develop value chains in new niche markets as part of its Programme 3. The objective is to exploit opportunities in niche markets in the region and abroad by developing value chains for high-value commodities such as sesame.

The National Seed Policy The National Seed Policy does not specifically mention individual crops such as sesa-me but provides a general framework to ensure the development of specific crops, in-cluding sesame.

Rural Finance Project & Social Development Fund

The Rural Finance Project and the Social Development Fund provide wholesale credit through VISACAs, GAWFA and NACCUG, which on-lend to organized farmers’ groups such as SGAs.

25WHERE WE ARE NOW

TRADE COMPETITIVENESS ISSUESThe export competitiveness constraints analysis uses a four gears framework presented below to determine the major concerns 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.

The analysis presents those majors constraints that are currently main export competitiveness bottlenecks for the sesame sector in the Gambia. However, the assessment also explores issues limiting socioeconomic spill-overs to the society at large :

� Social and economic concerns include poverty re-duction, gender equity, youth development, environ-mental sustainability and regional integration.

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

SUPPLY-SIDE CONSTRAINTS

Box 3 : Overview of sesame sector supply-side issues

� Limited cultivated areas dedicated to sesame production. � Seeds for planting are of low quality and available only in small quantities. � Small volumes of sesame are produced because of low application of GAP. � Access to key inputs for efficient production is limited. � Important post-harvest losses further reduce the volume of production. � Business management skills are limited.


LIMITED CULTIVATED AREAS DEDICATED TO SESAME PRODUCTION

As indicated earlier, in 1986 there were 12,000 ha of ses-ame under cultivation, and according to 2012 data there were 7,778 ha in 2011. This represents a decline of 46 % in five years. This important reduction in production area could be even greater when considering the difficulty of gathering data in the Gambia. There are a variety of rea-sons explaining this decline.

First, there are difficulties in land ownership in Gambia due to a land tenure system which limits the total land available for cultivation. In the Gambia there are two main types of land tenure systems : informal and formal. In the informal land tenure system, traditional laws state that where an original piece of land is cleared by a Kabilo ( a collection of families ) the ownership of land is vested in the head of the Kabilo.17 Most of the agricultural land available for sesame farming is managed under this sys-tem. The traditional law system is difficult to interpret and can be a source of internal conflict as competing interest groups struggle to define rights of access to particular natural resources.18

In this situation access to land is dependent on the Kabilo, which can make it challenging for certain indi-vidual or groups. In the case of the sesame sector the women of the Sesame Growers Associations ( SGAs ) can sometimes have limited access to and control over land. Since the early days of sesame production in the Gambia, the sector was mainly led by women farmers who need to negotiate with the community for access to land. The de-cline of the sector makes it even more difficult now to dis-cuss access to land for sesame production. Furthermore, land managed under the traditional law system cannot easily be used for serious commercial commitments or as collateral to access vital production inputs.

In the last few years the decline of the sesame sector and limited efforts by key institutions to promote it has led to an absence of information on the value of sesame as an alternative cash crop to groundnuts. Many farmers ap-pear to have little interest and motivation, perhaps due to the lack of capacity-building support and the limited earnings received. The lack of information has also led to the emergence of a myth that sesame is harmful to the soil and likely to affect soil fertility negatively.19 With the end of services by CRS, sesame farmers get little infor-mation about the importance of and market for sesame. This contrasts with other crops, especially groundnuts for which there is much support. Efforts to promote sesame

17. Government of the Gambia ( n.d. ). Review of the State of Implementation of PRAIA Orientations ( on Land Tenure ) in the Gambia, p.14.18. Ibid.19. Bilateral discussions with sector stakeholders.

through various media and communication strategies will be needed to encourage farmers and community groups to plant sesame.

SEEDS FOR PLANTING ARE OF LOW QUALITY AND AVAILABLE ONLY IN SMALL QUANTITIES

There are three key issues limiting the availability of qual-ity sesame seeds for planting in the Gambia : the mixing of different seed varieties, the low awareness of farm-ers about seed quality and limited seed multiplication capacity.

In the Gambia there is widespread mixing of different types of sesame seed varieties because of informal ex-changes and the sourcing of seeds from various sellers. As indicated earlier, the decline of seed multiplication centres has encouraged the entry of many traditional va-rieties from the subregion through informal distribution channels.

Low levels of awareness and limited financial resources encourage farmers to buy at the best price. This eventu-ally leads to declining returns on investment because the different varieties have different maturity periods. This af-fects yields and post-harvest losses but most importantly it affects the image of sesame as a viable cash crop. Targeted information about seed varieties and good ag-ricultural practices will be essential to develop the sector.

There is a limited supply of certified seed available to farmers in the Gambia. The decline of the sector over the last few years has led to the closure of seed multiplication centres. Without supervision or support these centres had difficulty maintaining their activity. MOA and NARI were not directly supervising these multiplication centres. At the moment only three seed multiplication centres are operating in the Gambia ( Giroba Kunda in URR, Sapu in CRR and Chamen in NBR ), each with 25 ha not solely focused on sesame. All three centres work with NARI.

The production of sesame seeds is only now being con-sidered a priority by the Government of the Gambia. The National Seed Policy has identified sesame as a priority sector. Efforts will need to be implemented to ensure that farmers, through multiplication centres and other appa-ratus, can have easy access to quality sesame seeds in appropriate volumes. Ideally, the seeds distributed would be certified by NARI or a third party.

27WHERE WE ARE NOW

SMALL VOLUMES OF SESAME ARE PRODUCED BECAUSE OF LOW APPLICATION OF GAP

The low volume of sesame production in the Gambia can partly be attributed to low use of GAP. Sesame produc-tion requires a certain number of specific skills, mainly in the harvest period. The small size of the seeds makes it particularly difficult to avoid losses. The way the crop is planted, dried, collected, gathered, transported and stored plays an important role in the volumes of produc-tion. Many efforts by NAWFA have been undertaken to build up the capacity of farmers to produce and har-vest sesame. These intensive efforts over many years were able to reduce harvest and post-harvest losses to approximately 36 % to 40 %. This indicates that approxi-mately one-third of the sesame produced is lost because of bad production techniques. Further improvement to agricultural practices would go a long way to increasing the volumes of sesame available in the Gambia.

A key challenge to improve agricultural practices is the insufficient availability of extension services to educate sesame farmers. NAWFA has a number of Farmers Field Schools ( FFSs ) it could use to train farmers but it operates these centres with limited external support. This model is unsustainable for efficient development of the sesame sector. In the absence of organized exten-sion services for the sesame sector, farmers use ac-quired knowledge and possibly obsolete methods to produce sesame.

The effective implementation of GAP also requires moni-toring to ensure production techniques transferred are effectively used by sesame farmers. However, at the mo-ment there is almost no capacity in the Gambia to super-vise and monitor production of sesame. The Department of Agriculture is lacking resources to cover even basic extension services. NAWFA does not have the mandate nor the resources for this monitoring.

ACCESS TO KEY INPUTS FOR EFFICIENT PRODUCTION IS LIMITED

In addition to low use of GAP, it is important to note the difficulty in accessing modern farm implements and nec-essary inputs. Power tillers are recommended but their prices are beyond the reach of most farmers. Tarpaulins and concrete surfaces are considered best for drying but are not easily accessible to most farmers. For process-ing, dehullers, pressing kits and drying facilities are all expensive. As indicated earlier, land cannot be used as collateral to access bank loans.

Also, few sesame farmers have access to financial re-sources through bank or microcredit loans. MFIs, ex-porters, traders and village level moneylenders provide access to credit facilities for sesame production. Several

microcredit institutions support farmers by provision of credit facilities such as GAWFA, the Social Development Fund through VISACAs, and other MFIs payable over a given period. Such credits are accorded only if the bor-rower can provide the required guarantee or collateral. Smallholder sesame farmers hardly ever access credit from such credit institutions ; thus the most common cred-it facilities available for sesame production are village moneylenders. Improved access to targeted financial instruments would contribute greatly to sesame farmers’ ability to use GAP and appropriate inputs.

IMPORTANT POST-HARVEST LOSSES FURTHER REDUCE THE VOLUME OF PRODUCTION

In addition to important losses during production and harvesting, losses occur after sesame has left the field. One of the key reasons for post-harvest loss is the ab-sence of appropriate storage for sesame seeds. Sesame seeds need to be stored in plastic packing bags in or-der to protect the crop from pests and diseases during storage. However, these bags are not readily available in the Gambia. In most instances the bags used to store sesame are reused rice bags. A silo system could also be efficient storage. It is important to note that few farmers are aware of proper storage techniques. This is mainly caused by the limited information provided to farmers by NAWFA or DOA.

The absence of dedicated community stores to keep sesame seeds before they are transported to Banjul has been identified as another key issue creating post-harvest losses. Without dedicated space in the community stores the seeds can be contaminated with other products.

BUSINESS MANAGEMENT SKILLS ARE LIMITED

There are limited business management skills across the sector, including in SGAs and cooperatives. The FFSs and Farmer Business Schools ( FBSs ) that normally pro-vide these trainings have no specific programme for the sesame sector. Limited business skills make it difficult for producers and traders to manage their operations in the sesame sector efficiently.


Box 4 : Overview of sesame sector business environment issues

� The organization of the sector is fragile and its coordination is limited. � Absence of government support for development of the sector. � Existing conflict resolution mechanisms are ineffective.

BUSINESS ENVIRONMENT ISSUES

THE ORGANIZATION OF THE SECTOR IS FRAGILE AND ITS COORDINATION IS LIMITED

CRS support had established a number of sustainabil-ity measures to ensure the continuation of the sesame production system it had helped establish. This system is composed of two main layers –SGAs and NAWFA.

At the local level, the SGAs regroup the sesame produc-ers from a number of villages under a Sesame Growers Association. The SGAs are rural women’s organizations which have evolved from the management committees of the sesame processing mills established through the Oil Seed Production Project in 1985 by CRS. At the end of the CRS programme there were 72 operating SGAs. Many of these SGAs have been non-operational or partly operational for the last few years.20 This is confirmed by the fact that most SGAs have not held their annual as-semblies for many years, and that their managing board mandates have expired. It is important to note that SGAs are women-owned associations and that men have the right to become non-voting members. A revision and re-vitalizing of the SGAs will be critical to ensure the devel-opment of the sesame sector.

The integration of other farmers associations, name-ly from other farmers platforms such as the National Coordinating Organization for Farmers’ Associations, the Gambia ( NACOFAG ) and rural finance institutions, will be beneficial to the development of the sesame sec-tor. The membership rights of SGAs should be extended to include men as full voting members and SGAs should register with DOA as cooperatives. Finally, at the moment there is no real monitoring of SGAs to ensure their annual reports and financial reports are properly completed. It will be important to ensure DOA–Agribusiness and UTG are enabled to monitor the associations and / or carry out research and capacity-building activities in the sesame sector.

20. According to NAWFA, five SGAs are not active anymore and 19 are partly operational. Forty-eight SGAs are still in operation.

The association of the SGAs formed NAWFA as the wom-en sesame farmers’ platform. NAWFA’s mandate is there-fore to defend the interest of the SGAs. However, over the years the role of NAWFA has expanded to include train-ing, FFSs, management of collection points and cleaning machines, as well as organizing marketing campaigns. For this reason NAWFA has been identified by most na-tional institutions and international organizations as the main institution responsible for the development of the sesame sector. However, this situation is not appropriate as it diverts NAWFA away from its core mandate. There is a need to refocus the activities of NAWFA in support of the SGAs as a means to ensure the associations ef-fectively respond to the needs of their members.

If NAWFA represents the interest of the sesame farmers, the sesame sector in the Gambia does not possess an apex body like Agricultural Service Plan Association for groundnuts and the Cashew Alliance of the Gambia for cashews. This implies that no organization exists to or-ganize and structure private sector dialogue across the entire sesame value chain. Furthermore, the absence of a well-functioning apex body makes it more difficult to organize a public–private dialogue for the development of the sector.

ABSENCE OF GOVERNMENT SUPPORT FOR DEVELOPMENT OF THE SECTOR

As indicated above, sesame was not considered a priority crop by the Government of the Gambia. Until recently the government saw no need to prioritize sesame production in its activities since the sector’s production and exports were growing steadily because of the support of CRS. After the end of the CRS programme, many government organizations still considered that the sector was prop-erly developing under the expanded mandate of NAWFA. Also, government departments like Agribusiness ( DOA ) did not cover the sesame sector because many of the SGAs are not actually registered with DOA.

With the exception of this document, few policy docu-ments in the Gambia are specifically dedicated to the sesame sector. Sesame was not considered a priority crop at MOA and few resources were dedicated to its development.

29WHERE WE ARE NOW

Box 5 : Overview of market entry issues

� Inadequate trade information service available for the sector. � The final product is of poor quality. � Inconsistent supply.

Sesame has recently been identified as a crop to be fur-ther developed in the Gambia. GNAIP recognizes the need to develop the sesame value chain as a high-value ‘niche’ commodity.21 The new seed policy of the country has also given attention to sesame through the establish-ment of a sesame task force.22 The updated Diagnostic Trade Integration Study also confirms the importance of the sesame sector as a key crop for trade development.

EXISTING CONFLICT RESOLUTION MECHANISMS ARE INEFFECTIVE

The absence of an apex body for the sesame sector makes it difficult to establish rules and regulations for sector operators. For this reason, farmers and traders alike sometimes cheat on the weight of bags being sold, either by offering less weight or mixing seeds with sand to make the bag reach the expected 50 kgs. This situ-ation is made even more difficult without the effective oversight of the Weights and Measures Bureau. This im-plies frequent cases of non-adherence to weights and measures for sesame products. Weights and measures procedures need to be adapted and made pro-active to better respond to the needs of exporting value chains.

In the case of conflict, the court system in the Gambia could seize the case. However, the court system has been said to be overwhelmed and taking a lot of time to resolve commercial disputes. Hence there is a need to establish proper commercial arbitration mechanisms that can resolve disputes in the sesame sector, or strengthen existing ones ( GCCI and DOA ). The establishment of con-tractual agreements would be encouraged if an adequate conflict resolution mechanism were in place.

MARKET-ENTRY ISSUES

INADEQUATE TRADE INFORMATION SERVICES AVAILABLE TO THE SECTOR

21. Government of the Gambia ( 2010 ). Gambia National Agricultural Investment Programme ( GNAIP ) 2011-2015, p. 55.22. The members of the sesame task force have been integrated in the sesame sector strategy design committee.

Market information is not readily available to sector stake-holders. There are different types of trade information required for a well-functioning sesame sector. Information about local market prices and quality requirements needs to be provided to farmers and traders. Exporters need to be updated about global market prices, trends in con-sumption and possible buyers for their products.

Information for farmers and traders is difficult to access in the Gambia. The national radio and newspaper bulletin on commodity prices does not currently include sesame. NAWFA has initiated a project to collect and dissemi-nate local sesame prices through the Internet and SMS. However, this project is currently stopped because of lim-ited resources. It is important to ensure farmers have ac-cess to this information and know how to use it. The use of extension services should contribute to building farm-ers’ understanding of market information and intelligence.

GIEPA and MOTIE are responsible for providing exporters with adequate trade information related to international market trends and requirements. At the moment both institutions have dedicated units responsible for elabo-rating market profiles and reports ; however they are not yet producing reports for the sesame sector.

FINAL PRODUCT IS OF POOR QUALITY

There are a number of quality issues which can make the selling of Gambian sesame difficult on international markets.

There are different types of sesame seeds : white, red and black. White sesame seeds normally get higher prices than mixed sesame, black or red sesame. Also, the size of the grain is critically important in defining the value of sesame. For these reasons sesame seeds need to be pure in order to get the premium price. The mixing of varieties for production and the low use of GAP often lead to widespread adulteration of seeds. Most often the sesame is not pure either because it is mixed or con-tains foreign material because it has not been properly cleaned. Since farmers and traders have limited knowl-edge of buyer quality requirements, there is a need to provide training and information about the importance of quality from production to exports.


Box 6 : Overview of the sesame sector development perspective

� Gender equality is aspired to across the value chain. � Few youths in sesame farming because of rural to urban migration.

GSB is in the process of creating a standard to measure the quality of sesame. However, this standard will not be enough to ensure quality of sesame exports. Proper monitoring and testing facilities ( with international ac-creditation ) will need to be established.

INCONSISTENT SUPPLY

The issues identified in the supply-side constraints sec-tion of this analysis demonstrate the difficulty the Gambia has in providing international markets with constant vol-umes of sesame seeds. The varying supply consistency makes it more difficult for exporters to respond to client requirements. There is no credible data on production, yields and acreages or even on the volumes sold. Issues related to supply consistency need to be addressed as a priority for the Gambia to become an emerging sesame exporter. Opportunities for sector development also lie with the further development of re-exporting of sesame seeds from the subregion as a means to build up clean-ing and grading capacities in the Gambia.

DEVELOPMENT PERSPECTIVE

GENDER EQUALITY IS ASPIRED TO ACROSS THE VALUE CHAIN

There are challenges for women to develop the sesame sector on their own. Hence, there is a need to ensure that both men and women are fully integrated in all levels of the sesame value chain. At the production level, equality needs to start with the allocation of land for production of sesame. At the collection and trading levels, mecha-nisms need to be established to encourage both men and women to fully participate in these commercial activities. Business skills training needs to be oriented equally to men and women.

FEW YOUTHS IN SESAME 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 puts additional strains on the difficult labour situation faced by the sesame sector, mainly in the clear-ing and planting period.

Source: unbearablyvapid. Sesame Ball

31WHERE WE WANT TO GO

WHERE WE WANT TO GO

The stakeholders in the sector acknowledge the tall order of restoring productivity to the sector but, considering the enormous potential, are determined to lay the appropriate foundations for its restoration and growth.

VISIONIn the endeavour to recover sesame production in the Gambia the following vision has been defined.

“ To be among the leading producers, processors and exporters of quality value-added sesame products

within the subregion and Africa. ”The reduction of capacity of the Gambian sesame sector has severely challenged its ability to innovate and de-velop new products and markets. Significant challenges exist for the sector, ranging from sourcing of inputs to governance management, to maintaining quality require-ments. However, opportunities in existing and new target 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 is depicted and discussed in greater detail below.

32 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019F

UT

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E V

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Table 14 : Short-term phase ( 0-3 years )

Target market Market segment Product Distribution

channel

Gambian exports to

market,annual

average ( US $ )

2007–2011

Annual growth

of sector imports ( % ) ( all

suppliers )2008–2012

Annual GDP

growth estimates

( % )2013–2017 average*

Chinese Taipei

Processors HS 120740 – Sesamum seeds

Wholesalers 272 000 5 4.1

China Processors HS 120740 – Sesamum seeds


Senegal Exporters HS 120740 – Sesamum seeds

Traders 17 500 -41 4.7

Israel Processors HS 120740 – Sesamum seeds

Wholesalers 0** 3 3.6

Lebanon Processors HS 120740 – Sesamum seeds


Japan Processors HS 120740 – Sesamum seeds

Wholesalers 78 000 -5 1.3

Turkey Processors HS 120740 – Sesamum seeds


* According to IMF estimates. ** 2012 exports to Israel were US $ 22,000.

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.

SHORT-TERM PHASE (0-3 YEARS)

CHINESE TAIPEI

The historical links between the Gambia and Chinese Taipei have importance for the development of the ses-ame sector. This is confirmed by export numbers ( mirror data ) which indicate that Chinese Taipei was the most important importer of Gambian sesame seeds during the period 2007-2010.

As indicated earlier, Chinese Taipei is the 11th most im-portant importer of sesame seeds and the second most important exporter of sesame oil. This unique position

makes it an excellent partner for Gambian sesame ex-porters. In the short term, the objective of the strategy is to increase the volume produced in the Gambia in order to position the sesame sector as a reliable provider of high quality seeds for processing.

CHINA

China has been the fastest growing import market glob-ally for sesame seeds for the 2007-2010 period. Also, it is the second most important importer of Gambian sesame seeds ( mirror data ) for the same period.

As indicated above, China is the fourth largest exporter of sesame oil, indicating an opportunity for Gambian export-ers to satisfy the processing requirements of this market. The development of this market will also rely on the ca-pacity of Gambian exporters to provide sesame seeds in quantity and quality. The Chinese market represents a key opportunity for export development even if at the moment no preferential trade agreement is in place.

SENEGAL

The Senegalese market is the main export market for Gambian sesame seeds according to official data. Senegal is ideally positioned to consolidate larger vol-umes of sesame for export to destination markets, which


makes it easier for buyers to import from this market. This market provides a good short-term opportunity for exporting small volumes since Senegal has operational cleaning and grading machines.

MEDIUM TERM PHASE (3 + YEARS)

In the medium term and once production in the Gambia increases, it will be possible to consolidate the volumes in the port of Banjul. This will provide an opportunity for Gambian exporters to use their existing cleaning and grading machines.

JAPAN

Japan is the second largest importer of sesame seeds globally and the biggest exporter of sesame oil. This posi-tion provides key opportunities for the Gambia to satisfy Japan’s demand for sesame seeds. According to mirror data, it is the third most important importer of sesame seeds for the period 2007–2011. Maintaining this impor-tant commercial relationship will be important to ensure the development of the sesame sector.

ISRAEL, LEBANON AND TURKEY

Sesame seeds are much used in Middle Eastern cuisine. They are used in various products such as tahini and halva. These three countries offer a good opportunity in the short term for Gambian exporters to develop new markets. Current exports to these markets occur in an unstructured fashion, based on one-shot opportunities. These opportunities should be cultivated in order to di-versify destination markets away from Asian buyers. The existing maritime routes to southern Europe for connec-tions to the Mediterranean should be used to expand sesame exports to these countries.

GAMBIAN HOTELS AND RESTAURANTS

At the moment there is limited processing of sesame seeds in the Gambia. There is artisanal production of sesame seed oil and some sesame products ( tahini and cookies ) at the SGA level. With the strategic vision to in-crease processing capacity in the Gambia it is important to target realistic new markets for processed Gambian sesame.

The most promising markets for sesame products are Gambian hotels and restaurants. These markets pro-vide an ideal opportunity to build up processing capac-ity gradually. The Gambia received 106,393 international visitors in 2011 ;23 most of them stay in hotels and eat in local restaurants. Sesame products could be produced to respond to the specific needs of hotels. Sesame oil could be distributed to Asian restaurants. The products will need to comply with food safety and quality require-ments to ensure the safety of guests.24

The development of this market is a first step to initiat-ing sesame processing in the Gambia. Once processing capacity is established, the development of other niche markets would be a natural leap forward.

DIASPORA RETAIL STORES

Once sesame processing is operational in the Gambia and quality standards adhered to, it will be possible to initiate exports of sesame to selected destinations. Due to limited volumes of sesame available for processing and the emerging status of the processing sector, targeted selection of markets is necessary.

The diaspora population in the United States and the EU are considered key markets for the export of processed sesame products. The development of these markets could be achieved through civil society movements as well as foreign embassies.

23. ITC ( 2013 ). Opportunity Study for the Development of Inclusive Tourism Activities in the Gambia, p.18.24. The new standards for sesame should contain criteria for processed sesame products.

Table 15 : Medium-long term phase ( 3+ years )

Target market

Market segment Product Distribution

channel

Gambian exports to

market, annual average ( US $ )

2007–2010

Annual growth of sector

imports ( % ) ( all suppliers )

2008–2012

Annual GDP growth

estimates ( % ) 2013–2017 average*

Gambia Hotels and restaurants

HS 120740 - Sesamum seeds

Processors n.a. n.a. 7.1

Diaspora Retail HS 151550 - Sesame oil and sesame products

Direct n.a. n.a. n.a.

* According to IMF estimates.


Box 7 : Overview of strategic opportunities

� Create value by intercropping to increase acreage. � Retain value by reducing wastage. � Create value by expanding processing capacity. � Acquire value by linking to the tourism sector. � Distribute value by providing specialized business skills training. � Distribute value by developing a youth integration programme. � Add value by initiating an organic production programme.

STRATEGIC OPPORTUNITIES

The following section explores opportunities identified to improve the sesame sector value chain. The oppor-tunities identified are to be rolled out gradually with the implementation of the strategy PoA.

CREATE VALUE BY INTERCROPPING TO INCREASE ACREAGE

As a means to increase the acreage of sesame produc-tion, and in line with the difficult access to agricultural land, it is proposed to encourage farmers of other crops such as cashew, fruit trees, etc. to plant sesame between their other crops. Intercropping will need to be encour-aged through sensitization campaigns to farmers fed-erations. Intercropping of sesame normally increases its yields.25 Intercropping will increase production of sesame and revenues of farmers.

RETAIN VALUE BY REDUCING WASTAGE

A by-product of oil extraction is the sesame ‘cake’ which is used as livestock feed and fertilizer at the farm level. With an increase in sesame processing there is an op-portunity to increase the production of this cake. This organic fertilizer could be used by sesame producers to increase their yields.

In addition to using the sesame cake, the stems and leaves of the plant can be reused to produce green ma-nure. This manure can become a critical input to increase production when it is difficult to acquire fertilizers.

25. Bhatt, B.K., Dixit, S.K. and Darji, V.B., Department of Agricultural Statistics, Anand Agricultural University ( 2010 ). Monetary Evaluation of Sesame Based Intercropping Systems. Indian Journal of Agricultural Research, vol. 44, issue 2, pp. 146–149.

CREATE VALUE BY EXPANDING PROCESSING CAPACITY

A key objective of the sesame sector strategy is to build the capacity of the Gambia to process sesame according to international requirements. As indicated earlier, current sesame processing is mainly done in an artisanal fash-ion at the community level. There is a need to develop a professional processing capacity in the country. This will only be possible with an overall increase in sesame seed production since competition for the seeds would lead to higher production costs.

The development of sesame processing will be grad-ual, along with the development of the market for the products of the industry, namely by linking to the tourism sector. Sesame processing will require specific support and trainings to existing or emerging food processors in the Gambia as a means to create new processing lines. Market development support will also need to be provided.

ACQUIRE VALUE BY LINKING TO THE TOURISM SECTOR

As indicated earlier, the development of the market for processed sesame products will initially be achieved through supplying the hotels and restaurants of the coun-try. The tourism sector provides an adequate market to upgrade the skills and capacities of processing enterpris-es in a gradual fashion. Most importantly, the quality re-quirements of tourist and specialized restaurants can be similar to the needs of international buyers. Supplying the tourism industry provides an ideal opportunity to scale up the capacities of the sector.

In addition to supplying the tourism sector, it would be helpful to develop agritourism in the Gambia. This type of tourism provides an opportunity for tourists to visit farm-ers’ groups and cooperatives to better understand the Gambia’s agriculture.


DISTRIBUTE VALUE BY PROVIDING SPECIALIZED BUSINESS SKILLS TRAINING

The absence of specialized business skills at various lev-els of the value chain has been identified as a key issue explaining the difficulty of developing the sesame sec-tor. Business skills trainings need to be provided to the SGAs, farmers associations, cooperatives, processors and even some exporters as a mean to ensure proper business development. A number of programmes such as Agribusiness, FBSs or the business training from GIEPA need to be aligned to the specific needs of the sesame sector.

DISTRIBUTE VALUE BY DEVELOPING A YOUTH INTEGRATION PROGRAMME

As indicated earlier, there is a need to encourage youth involvement in sesame production to relieve some of the strain caused by insufficient labour. The involvement of youth is seen as an opportunity to maintain the heritage of agriculture in the Gambia and to reduce the rural–ur-ban exodus. A programme in collaboration with MOBSE would encourage youth to complete a day of labour on a sesame farm. The strengthening and expansion of the FFS, FBS and ‘one village / one product’ concepts for the sesame crop would be adequate.

ADD VALUE BY INITIATING AN ORGANIC PRODUCTION PROGRAMME

The organic market is developing globally at the incred-ible pace of approximately 25 % 26 for the period of 2009–2012. This implies that consumers in numerous markets are changing their consumption patterns to eat more healthily. This drastic change in consumption should not be missed by the Gambia or its sesame sector. The de-velopment of organic production needs to be organized between various institutions.

MOA needs to develop manuals and provide trainings and monitoring of production. The sector associations should also be involved in the trainings and support to farmers. GBS will need to establish the standards for or-ganic sesame as well as a traceability system to ensure consumers in destination markets of the purity of the product. MOTIE will need to support processors with the development of separate processing chains for organ-ics and non-organics. Much work needs to be done to develop this fast growing niche market but the efforts are necessary as large numbers of consumers globally are moving to organics.

26. Soil Association ( 2013 ). Organic Market Report 2013. Available from http : / / www.soilassociation.org / marketreport.

Source: elizastan. sesame roasted

37HOW TO GET THERE

HOW TO GET THERE

The following four strategic objectives have been identi-fied in order to achieve the overall vision of the sesame sector in the Gambia.

STRATEGIC OBJECTIVESStrategic objective 1 : Increase in a sustainable manner the volume of sesame production in the Gambia. This objective will be realized through the following initiatives :

� Increase the acreage of sesame under cultivation ; � Make available an adequate supply of certified seeds

and other productive resources for farmers ; � Ensure the sesame sector uses GAP and post-har-

vest practices to improve productivity and production volumes ;

� Implement adequate mechanisms to support in-creased production.

Strategic objective 2 : Strengthen the coordination, or-ganization and institutional arrangements of sesame sector support institutions for better service delivery. This objective will be realized through the following initiatives :

� Increase the development of the sector by improving its governance and transparency ;

� Establish an apex body to represent the sector ; � Strengthen the sector through more responsive

institutions ; � Ensure adequate policies support the development

of the sector.

Strategic objective 3 : Improve market development methods to increase domestic production / consump-tion and expand exports in value and volumes. This objective will be realized through the following initiatives :

� Ensure adherence to sesame standards and quality requirements ;

� Develop market information systems for the sesame sector to ensure effective dissemination of opportuni-ties and requirements ;

� Improve the presentation of processed sesame products ;

� Increase sales in local markets ; � Identify and capitalize on international market

opportunities.

Strategic objective 4 : Increase socioeconomic benefits by promoting value addition across the entire sector value chain. This objective will be realized through the following initiatives :

� Facilitate the gradual development of sesame pro-cessing in the Gambia ;

� Reduce wastage across the value chain ; � Strengthen linkages with associated sectors to gener-

ate synergies ; � Develop an organic production, processing and moni-

toring system for the sesame 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, the National Coordination Council ( NCC ) for the sesame sector is to be established in order to facilitate the public–private partnership in coordinating and implementing the sesame 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 to the Gambian government actions or policies 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 plan of action for the sesame sector, as illustrated in the TSI section and the PoA. These are insti-tutions 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 mandated to support the sesame sector and its export development is clearly identified in the strategic plan of action.

Source: CTG Publishing.

GAMBIA

THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY

PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTOR

40 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St

rate

gic

obje

ctiv

e 1 :

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ease

in a

sus

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able

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th

e co

mm

uniti

es

Land

s M

inis

tryNC

C– s

esam

e /

Apex

, MOT

IE,

GIEP

A

25 0

00

1.1.

3 Pr

omot

e th

roug

h a

varie

ty o

f med

ia th

e se

sa-

me

sect

or a

s a

viab

le h

igh

valu

e cr

op fo

r far

mer

s to

su

pple

men

t inc

ome

( alle

y cr

op / r

elay

cro

p ).

3W

hole

val

ue

chai

nEi

ght r

adio

pro

gram

mes

;10

hal

f pag

e ad

verts

;re

gula

r MOT

IE n

ewsl

ette

rs

Med

ia re

ports

;pr

ess

artic

les

MOT

IENC

C–se

s-am

e / Ap

ex,

NACO

FAG,

NAW

FA, G

RTS

16 4

00

1.1.

4 Di

ssem

inat

e pr

omot

iona

l pam

phle

ts a

bout

se

sam

e to

par

ents

thro

ugh

scho

olch

ildre

n.2

Who

le v

alue

ch

ain

30,0

00 p

rinte

d pa

mph

lets

to b

e di

strib

uted

cou

ntry

wide

Dist

ribut

ion

lists

MOT

IENC

C–se

s-am

e / Ap

ex,

NACO

FAG,

NAW

FA, M

OBSE

NAW

FA w

as d

o-in

g so

me

pam

-ph

lets

, pos

ters

54 0

00

1.1.

5 En

cour

age

mor

e m

en to

ven

ture

into

ses

ame

farm

ing

or a

llow

thei

r wiv

es to

use

mor

e ac

reag

e in

cu

ltiva

ting

the

crop

.

3Se

sam

e pr

o-du

cers

Four

pro

mot

iona

l cam

paig

ns in

tw

o ye

ars ;

25 %

of N

ACOF

AG m

embe

rs p

lant

se

sam

e ye

arly

in th

ree

year

s ;la

nd a

lloca

tion

to w

omen

in-

crea

sed

Med

ia re

ports

;DO

A / N

ACOF

AG p

ro-

duct

ion

figur

es ;

SGA

repo

rts

NACO

FAG

NCC

- ses

-am

e / Ap

ex,

NARI

, NAW

FA,

Wom

en’s

Bur

eau

Natio

nal G

ende

r Po

licy

2010

–202

0

40 0

00

1.1.

6 En

cour

age

and

dem

onst

rate

thro

ugh

pilo

ts th

e be

nefit

s of

inte

rcro

ppin

g se

sam

e wi

th o

ther

cro

ps

in o

rder

to o

pen

up m

ore

area

s fo

r ses

ame

farm

ing.

Ro

utin

e fie

ld v

isits

by

DOA

exte

nsio

n wo

rker

s an

d fa

rmer

s’ re

pres

enta

tives

to v

erify

the

exte

nt o

f in-

terc

ropp

ing.

3W

hole

val

ue

chai

nFo

ur p

rom

otio

nal c

ampa

igns

in

two

year

s ;10

% o

f ses

ame

prod

uced

thro

ugh

inte

rcro

ppin

g in

thre

e ye

ars

Med

ia re

ports

;DO

A pr

oduc

tion

fig-

ures

;SG

A re

ports

DOA

NARI

, NAC

OFAG

, NF

P, N

AWFA

30 0

00

1.2

Mak

e av

aila

-bl

e an

ade

quat

e su

pply

of c

erti-

fied

seed

s an

d ot

her p

rodu

c-tiv

e re

sour

ces

for

farm

ers.

1.2.

1 M

ultip

ly a

nnua

lly th

e re

quire

d am

ount

of s

es-

ame

seed

s ( fo

unda

tion

and

mul

tiplic

atio

n ) to

ade

-qu

atel

y su

pply

farm

ers’

requ

irem

ents

.

3Se

sam

e pr

oduc

-er

s, s

eed

mul

ti-pl

iers

, NAR

I

Thre

e hu

ndre

d to

ns a

vaila

ble

in

year

two ;

600

tons

in y

ear f

ive

NARI

reco

rds ;

cont

ract

gro

wers

re-

cord

s

NARI

MOA

, NCC

- se

sam

e / Ap

ex,

NACO

FAG,

NAW

FA

Seed

Pol

icy ;

EIF

– SC

EDP

250

000

1.2.

2 En

sure

con

tract

see

d gr

ower

s ( c

omm

odity

cr

op a

ssoc

iatio

ns’ m

embe

rs, i

.e. N

AWFA

-FFS

/ thr

ee

SGAs

) at l

ocal

leve

l are

mul

tiply

ing

suffi

cien

t am

ount

s of

see

d an

d op

erat

ing

on a

com

mer

cial

ba

sis

by s

ellin

g di

rect

ly to

farm

ers.

3Se

sam

e pr

oduc

-er

s, s

eed

mul

ti-pl

iers

, NAR

I

Five

con

tract

agr

eem

ents

with

co

ntra

ct s

eed

grow

ers

in e

ach

of

the

six a

gric

ultu

ral r

egio

ns ( t

otal

30

) in

five

year

s

Cont

ract

;an

nual

sal

es re

ports

NARI

MOA

, NCC

–ses

-am

e / Ap

ex30

000

1.2.

3 De

velo

p a

sche

me

and

certi

fy ( t

hird

par

ty a

u-di

ting )

mor

e co

ntra

ct s

eed

grow

ers

by e

nsur

ing

grow

ers

adhe

re to

qua

lity

requ

irem

ents

est

ablis

hed

by th

e se

ed te

chno

logy

uni

t.

2W

hole

val

ue

chai

nHa

lf of

all

cont

ract

gro

wers

cer

ti-fie

d tw

o ye

ars

afte

r sch

eme

is d

e-ve

lope

d.

Certi

ficat

es is

sues

by

a th

ird p

arty

NARI

MOA

, NCC

–ses

-am

e / A

pex

20 0

00

41PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTORSt

rate

gic

obje

ctiv

e 1 :

Incr

ease

in a

sus

tain

able

man

ner t

he v

olum

e of

ses

ame

prod

uctio

n in

the

Gam

bia.

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

iabl

e In

dica

tors

( OV

Is )

Mea

ns o

f ve

rific

atio

nLe

adin

gim

plem

entin

g pa

rtne

rs

Supp

ortin

g im

plem

entin

g pa

rtne

rs

Exis

ting

prog

ram

mes

or

pot

entia

l su

ppor

t

Estim

ated

co

sts

( US $

)( 5

yea

rs )

1.2

Mak

e av

aila

-bl

e an

ade

quat

e su

pply

of c

erti-

fied

seed

s an

d ot

her p

rodu

c-tiv

e re

sour

ces

for

farm

ers.

1.2.

4 Oi

l see

ds p

rogr

amm

e at

NAR

I sup

ervi

ses

and

mon

itors

con

tract

see

d gr

ower

s’ m

ultip

licat

ion

of

seed

s to

ens

ure

qual

ity re

quire

men

ts a

re m

ain-

tain

ed.

2W

hole

val

ue

chai

nAl

l con

tract

see

d gr

ower

s m

oni-

tore

d an

nual

lyM

onito

ring

repo

rtsNA

RIM

OA, N

CC–s

es-

ame /

Apex

100

000

1.2.

5 Ru

n a

sens

itiza

tion /

train

ing

cam

paig

n to

fa

rmer

s on

the

valu

e of

usi

ng g

ood

varie

ties

and

certi

fied

seed

s fro

m c

ontra

ct s

eed

grow

ers.

2W

hole

val

ue

chai

nEi

ght r

adio

pro

gram

mes

;10

hal

f pag

e ad

verts

;re

gula

r MOA

new

slet

ters

Med

ia re

ports

;pr

ess

artic

les

MOA

DOA,

NAR

I, NA

WFA

, MOT

IE,

NCC–

sesa

-m

e / Ap

ex

60 0

00

1.2.

6 Id

entif

y op

portu

nitie

s / av

enue

s in

the

Seed

Po

licy

to in

crea

se n

atio

nal c

apac

ity fo

r see

d m

ulti-

plic

atio

n to

com

plem

ent N

ARI p

rogr

amm

es.

1NA

RIAs

sess

men

t com

plet

edRe

port

NCC–

sesa

-m

e / Ap

exM

OA, U

TG,

MOT

IE5

000

1.3

Ensu

re th

e se

sam

e se

c-to

r use

s GA

P an

d po

st-h

arve

st

prac

tices

to im

-pr

ove

prod

uctiv

i-ty

and

pro

duct

ion

volu

mes

.

1.3.

1 Co

llect

, upd

ate

and

cent

raliz

e ex

istin

g ( N

AWFA

/ NAR

I ) m

anua

ls / b

ooks

, pam

phle

ts, p

ost-

ers,

CDs

and

trai

ning

mat

eria

ls o

n se

sam

e GA

Ps

and

diss

emin

ate

them

thro

ugh

exis

ting

asso

cia-

tions

, FFS

s an

d a

varie

ty o

f med

ia.

3W

hole

val

ue

chai

nDo

cum

ents

col

lect

ed ;

rele

vant

doc

umen

ts u

pdat

ed ;

docu

men

ts c

entra

lized

at N

CC–

sesa

me /

Apex

;1

000

copi

es d

isse

min

ated

Man

uals

;do

cum

ents

libr

ary ;

dist

ribut

ion

lists

NCC–

sesa

-m

e / Ap

exNA

WFA

, NAR

I, DO

A10

000

1.3.

2 Co

nsol

idat

e an

d di

ssem

inat

e an

upd

ated

tra

inin

g m

anua

l ref

lect

ing

new

trend

s an

d m

etho

ds.

Inco

rpor

ate

busi

ness

man

agem

ent s

kills

trai

ning

in

to th

e GA

P m

anua

ls.

2W

hole

val

ue

chai

nUp

date

d re

view

, con

solid

atio

n &

tra

nsla

tion

into

four

maj

or lo

cal

lang

uage

s ;30

0 co

pies

dis

tribu

ted

to c

oop-

erat

ives

Upda

ted

train

ing

man

uals

NCC–

sesa

-m

e / Ap

exAd

ult a

nd N

on-

Form

al E

duca

tion

Unit

of M

OBSE

, De

partm

ent

of C

omm

unity

De

velo

pmen

t ( D

CD ),

GIEP

A,

GCCI

, NAW

FA,

NARI

, DOA

50 0

00

1.3.

3 Co

mpl

ete

a si

mpl

ifica

tion

in lo

cal l

angu

ages

( w

ith v

isua

ls ) t

o en

sure

dis

sem

inat

ed m

ater

ials

re-

mai

n ac

cura

te a

nd a

dapt

ed to

farm

ers’

nee

ds.

3Fa

rmer

sM

anua

l ada

pted

& tr

ansl

ated

into

th

e fo

ur m

ajor

loca

l lan

guag

es ;

3 00

0 co

pies

tran

slat

ed

Man

uals

;di

strib

utio

n lis

tsNC

C–se

sa-

me /

Apex

Adul

t and

Non

-Fo

rmal

Edu

catio

n Un

it of

MOB

SE,

DCD,

GIE

PA,

GCCI

, NAW

FA,

NARI

, DOA

50 0

00

1.3.

4 Re

-est

ablis

h / re

info

rce

cent

res

of e

xcel

lenc

e ( e

.g. N

AWFA

–FFS

/ FBS

) to

be li

nked

to M

OA a

t the

su

breg

iona

l lev

el fo

r far

mer

s, S

GAs

and

coop

era-

tives

to le

arn

and

expe

rienc

e be

st p

ract

ices

in s

es-

ame

prod

uctio

n an

d po

st-h

arve

stin

g. E

nsur

e th

e ce

ntre

s ar

e su

stai

nabl

e by

put

ting

them

und

er p

ro-

fess

iona

l man

agem

ent.

One

train

ing

per A

gric

ultu

re

Regi

on fo

r six

regi

ons

in s

even

diff

eren

t sub

ject

s ( C

oope

rativ

es P

rinci

ples

& M

anag

emen

t ; Bo

ok-

keep

ing

and

Audi

t ; In

put s

ide ;

Pro

duct

ion ;

Pos

t-ha

rves

t ; Pr

oces

sing

; and

Mar

ketin

g )

3Fa

rmer

sCe

ntre

s re

sour

ced

and

oper

a-tio

nal ;

train

ings

con

duct

ed in

six

regi

ons

Fina

ncia

l and

ann

u-al

repo

rtsM

OASG

As -

FFS /

FBS,

DOA

–Ag

ribus

ines

s,

UTG

( Sch

ools

of

Agr

icul

ture

&

Busi

ness

)

FAO

– CP

F ( P

riorit

y 1

and

2 )1

200

000


rate

gic

obje

ctiv

e 1 :

Incr

ease

in a

sus

tain

able

man

ner t

he v

olum

e of

ses

ame

prod

uctio

n in

the

Gam

bia.

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

iabl

e In

dica

tors

( OV

Is )

Mea

ns o

f ve

rific

atio

nLe

adin

gim

plem

entin

g pa

rtne

rs

Supp

ortin

g im

plem

entin

g pa

rtne

rs

Exis

ting

prog

ram

mes

or

pot

entia

l su

ppor

t

Estim

ated

co

sts

( US $

)( 5

yea

rs )

1.3

Ensu

re th

e se

sam

e se

c-to

r use

s GA

P an

d po

st-h

arve

st

prac

tices

to im

-pr

ove

prod

uctiv

i-ty

and

pro

duct

ion

volu

mes

.

1.3.

5 Pr

oduc

e an

d di

strib

ute

( sel

l ) th

e se

edlin

g pl

ate

prot

otyp

e ( a

lread

y de

velo

ped

by N

ARI )

to c

o-op

erat

ives

, SGA

s or

com

mun

ities

.

2Fa

rmer

sM

inim

um o

f 150

see

ding

pla

tes

prod

uced

and

dis

tribu

ted

in tw

o ye

ars

Prod

uctio

n co

sts ;

bill

of s

ales

NARI

Priv

ate

sec-

tor,

NCC–

ses-

ame /

Apex

, NA

WFA

, GTT

I, Ap

prop

riate

Te

chno

logy

Co

mpa

ny

35 0

00

1.3.

6 Ex

pand

trai

ning

to fa

rmer

s ( a

ccre

dite

d / c

erti-

fiabl

e m

odul

es ) t

hrou

gh F

acili

tato

r’s T

rain

ings

and

st

ep-d

own

train

ings

del

iver

ed th

roug

h FF

Ss a

nd e

x-te

nsio

n se

rvic

es. E

nsur

e tra

iner

s ar

e ad

equa

tely

re

sour

ced

( leas

ed tr

ansp

ort t

o us

ers,

trai

ning

ma-

teria

ls, t

ools

& s

pace

) to

prov

ide

effe

ctiv

e, fr

eque

nt

and

adeq

uate

trai

ning

s.

3Fa

rmer

s, e

xten

-si

on s

ervi

ces

Min

imum

of f

our F

FS / F

BS

Faci

litat

ors’

Tra

inin

gs ;

min

imum

of 1

2 st

ep-d

own

train

-in

gs ( i

.e. t

wo p

er A

gric

ultu

ral

Regi

on )

Certi

fiabl

e tra

inin

g m

odul

es d

evel

oped

;nu

mbe

r of f

arm

ers

succ

essf

ully

trai

ned

DOA

NAW

FA, U

TG

( Sch

ools

of

Agric

ultu

re &

Bu

sine

ss )

FAO

Food

Se

curit

y th

roug

h Co

mm

erci

aliza

tion

of A

gric

ultu

re &

FAO

Coun

try

Prog

ram

min

g Fr

amew

ork (

CPF )

( P

riorit

y 1

and

2 )

120

000

1.3.

7 Fa

cilit

ate

regi

stra

tion

of S

GAs

and

othe

r ses

a-m

e pr

oduc

ers

with

DOA

–Re

gist

rar o

f Coo

pera

tives

, an

d ot

her s

tatu

tory

regi

ster

ing

bodi

es s

o th

ey c

an

rece

ive

train

ing

and

exte

nsio

n se

rvic

es.

3SG

As, f

arm

ers

asso

ciat

ions

With

in th

ree

year

s 75

% o

f ses

ame

prod

ucer

s as

soci

atio

ns re

gist

ered

Regi

stra

rs’ r

ecor

dsNC

C–se

sa-

me /

Apex

DOA,

MFI

s,

NACC

UG75

000

1.3.

8 En

sure

trai

ning

s re

mai

n ap

prop

riate

and

re-

spon

d to

farm

ers’

nee

ds th

roug

h th

e co

mpl

etio

n of

re

gula

r ass

essm

ent / m

onito

ring

( thi

rd p

arty

) of t

he

train

ings

, inc

ludi

ng u

se o

f a c

omm

unity

‘sco

re c

ard

syst

em’ t

o ob

tain

feed

back

.

3Fa

rmer

s, e

xten

-si

on s

ervi

ces

One

mon

itorin

g / a

sses

smen

t us-

ing

com

mun

ity s

core

car

ds y

early

Eval

uatio

n re

port

DOA

( thi

rd

party

aud

i-to

rs )

UTG,

DCD

&

NARI

20 0

00

1.3.

9 Tr

ain

mor

e tra

iner

s of

trai

ners

in th

e pr

ivat

e se

ctor

( bus

ines

s de

velo

pmen

t ser

vice

pro

vide

rs ) t

o ac

hiev

e na

tionw

ide

cove

rage

of t

rain

ing

capa

city

in

sesa

me

prod

uctio

n ( in

put s

ide,

pro

duct

ion,

pos

t-ha

rves

t, pr

oces

sing

and

mar

ketin

g )

2Fa

rmer

s, e

xten

-si

on s

ervi

ces

Four

trai

ning

of t

rain

ers

cond

ucte

d ( s

ix a

gric

ultu

re re

gion

s to

geth

er )

Regi

ster

s of

trai

ning

sDO

AGI

EPA,

In

tern

atio

nal

Labo

ur

Orga

niza

tion,

NC

C–se

s-am

e / Ap

ex,

NAW

FA, U

TG

FAO

– CP

F ( P

riorit

y 1 )

80 0

00

1.3.

10 In

crea

se th

e fie

ld m

onito

ring

of fa

rmer

s,

FFSs

, SGA

s, fa

rmer

s as

soci

atio

ns a

nd c

oope

rativ

es

to e

nsur

e GA

P an

d po

st-h

arve

st p

ract

ices

are

act

u-al

ly o

bser

ved ;

use

vol

unte

er fa

rmer

‘sco

uts’

to p

ro-

vide

impr

ompt

u ch

ecks

/ vis

its o

n m

embe

rs’ f

arm

s.

Mai

ntai

n re

cord

s of

per

form

ance

.

3W

hole

val

ue

chai

nTw

elve

mon

itorin

g vi

sits

/ ass

ess-

men

ts p

er y

ear

Fiel

d in

spec

tion

re-

ports

;co

nsol

idat

ed m

onito

r-in

g re

port

DOA

NCC–

ses-

ame /

Apex

, NA

WFA

, DCD

&

NARI

FAO

– CP

F ( P

riorit

y 1 )

40 0

00


rate

gic

obje

ctiv

e 1 :

Incr

ease

in a

sus

tain

able

man

ner t

he v

olum

e of

ses

ame

prod

uctio

n in

the

Gam

bia.

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

iabl

e In

dica

tors

( OV

Is )

Mea

ns o

f ve

rific

atio

nLe

adin

gim

plem

entin

g pa

rtne

rs

Supp

ortin

g im

plem

entin

g pa

rtne

rs

Exis

ting

prog

ram

mes

or

pot

entia

l su

ppor

t

Estim

ated

co

sts

( US $

)( 5

yea

rs )

1.4

Impl

emen

t ad

equa

te m

echa

-ni

sms

to s

uppo

rt in

crea

sed

pro-

duct

ion.

1.4.

1 Li

nk m

icro

fina

ncie

rs ( S

ocia

l Dev

elop

men

t Fu

nd ) t

o se

sam

e gr

ower

s as

soci

atio

ns to

faci

litat

e th

e pu

rcha

se / r

enew

al o

f tar

paul

ins

and

deve

lop-

men

t of a

ppro

pria

te d

ryin

g an

d st

orag

e fa

cilit

ies

at

farm

/ vill

age

leve

l.

3W

hole

val

ue

chai

nM

eetin

gs h

eld ;

agre

emen

t est

ablis

hed ;

mic

rolo

ans

disc

usse

d wi

th a

sso-

ciat

ions

SGAs

fund

ed to

pro

-cu

re h

arve

stin

g an

d st

orag

e to

ols

&

equi

pmen

t

MOT

IEM

FIs,

NCC

–se

sam

e / Ap

ex,

NAW

FA

20 0

00

1.4.

2 Es

tabl

ish

a cr

edit

guar

ante

e sc

hem

e to

cov

er

smal

lhol

ders

whe

re th

ey la

ck th

e co

llate

ral r

equi

red

to a

cces

s bo

rrowi

ng fr

om n

on-b

ank

finan

cial

inst

i-tu

tions

and

com

mer

cial

ban

ks.

1St

akeh

olde

rs in

se

sam

e va

lue

chai

n

Cred

it gu

aran

tee

sche

mes

est

ab-

lishe

dRe

port

on e

valu

atio

n of

fina

ncia

l ser

vice

sM

OTIE

/ EIF,

DO

A–Ag

ribus

ines

s,

new

apex

sec

-re

taria

t

All r

elev

ant

stak

ehol

ders

80 0

00

1.4.

3 Pi

lot a

sto

rage

bas

ed c

redi

t fac

ilita

tion

mec

h-an

ism

( war

ehou

se re

ceip

t sys

tem

) in

colla

bora

tion

with

com

mer

cial

ban

ks o

r MFI

s an

d GS

B to

faci

li-ta

te th

e us

e of

ded

icat

ed s

tora

ge fo

r ses

ame.

2W

hole

val

ue

chai

nFo

ur n

ew w

areh

ouse

rece

ipt s

ys-

tem

s es

tabl

ishe

d ( N

BR, W

est

Coas

t Reg

ion,

Low

er R

iver

Reg

ion

& U

RR ) ;

two

exis

ting

stor

es a

dapt

ed ( C

RR

North

& C

RR S

outh

)

Reco

rds

of o

pera

tion

MOT

IEBa

nks,

Mic

ro-

cred

it un

ions

, M

OFEA

, GSB

, NC

C–se

sa-

me /

Apex

200

000

1.4.

4 M

onito

r vill

age /

com

mun

ity le

vel / d

istri

ct le

v-el

sto

rage

faci

litie

s ( w

areh

ouse

rece

ipt s

yste

ms )

to

ensu

re th

at th

ey a

re a

ligne

d to

qua

lity

requ

irem

ents

an

d st

anda

rds.

2W

hole

val

ue

chai

nOn

e m

onito

ring

per y

ear

Fiel

d in

spec

tion

re-

ports

; m

onito

ring

repo

rts

GSB

MOT

IE, b

anks

, m

icro

cred

-it

unio

ns,

MOF

EA, N

CC-

sesa

me /

Apex

15 0

00

1.4.

5 Su

ppor

t a p

ilot s

chem

e to

fund

irrig

atio

n to

in

crea

se th

e cr

oppi

ng s

easo

n : in

stea

d of

gro

wing

se

sam

e on

ce a

yea

r, cu

ltiva

te it

2–3

tim

es a

yea

r. NA

RI-in

itiat

ed s

chem

e at

Sap

u ; n

umer

ous

rice

and

vege

tabl

e irr

igat

ion

and

deve

lopm

ent s

chem

es o

n wh

ich

som

e le

vera

ging

is p

ossi

ble

to a

ccom

mo-

date

ses

ame,

esp

ecia

lly th

e re

porte

d fa

llow

land

s in

San

du, W

uli a

nd K

anto

ra a

reas

in th

e Up

per R

iver

Di

visi

on.

2Se

sam

e pr

o-du

cers

, bor

e-ho

le d

rille

rs a

nd

equi

pmen

t sup

-pl

iers

, oth

er

farm

ers

& N

ARI

Four

pilo

ts to

be

initi

ally

sup

port-

ed ( S

apu,

Giro

baKu

nda,

Cha

men

NB

R &

Yun

dum

Site

)

Resu

lts o

f pilo

tsNA

RIM

OTIE

( EIF

), M

inis

try o

f Fi

sher

ies

&

Wat

er R

esou

rces

, NC

C–se

sa-

me /

Apex

, wat

er

supp

ly c

ontra

c-to

rs

FAO

– CP

F ( P

riorit

y 1 )

70 0

00


rate

gic

obje

ctiv

e 2 :

Stre

ngth

en th

e co

ordi

natio

n, o

rgan

izatio

n an

d in

stitu

tiona

l arra

ngem

ents

of t

he s

esam

e se

ctor

sup

port

inst

itutio

ns fo

r bet

ter s

ervi

ce d

eliv

ery.

Ope

ratio

nal

obje

ctiv

esAc

tiviti

esPr

iorit

y1=

low

2=m

ed3=

high

Bene

ficia

ries

Targ

et m

easu

res /

O

bjec

tivel

y Ve

rifia

ble

Indi

cato

rs (

OVIs

)

Mea

ns o

f ve

rific

atio

nLe

adin

gim

plem

entin

g pa

rtne

rs

Supp

ortin

g im

plem

entin

g pa

rtne

rs

Exis

ting

prog

ram

mes

or

pot

entia

l su

ppor

t

Estim

ated

co

sts

( US $

) ( 5

ye

ars )

2.1

Incr

ease

th

e de

vel-

opm

ent o

f th

e se

ctor

by

impr

ov-

ing

its g

ov-

erna

nce

and

trans

par-

ency

.

2.1.

1 Fo

rmal

ize a

repr

esen

tativ

e 50

% p

ublic

/ 50 %

priv

ate

sect

or d

ia-

logu

e pl

atfo

rm ( N

CC–s

esam

e ) to

org

anize

the

stru

ctur

e an

d de

velo

p-m

ent o

f the

sec

tor.

3W

hole

val

ue

chai

n N

CC–s

esam

e en

dors

ed

and

oper

atio

naliz

ed ;

re-

sour

ces

allo

cate

d ; i

nter

-na

l reg

ulat

ions

com

plet

ed

Min

istry

end

orse

-m

ent ;

regu

latio

ns d

ocu-

men

ts

MOT

IE ( E

IF )

Priv

ate

sect

or, N

AWFA

, SG

As, M

OA, M

OFEA

, NA

COFA

G

EIF–

SCED

P10

000

2.1.

2 De

fine

a ro

adm

ap to

ward

s es

tabl

ishi

ng a

n ap

ex b

ody

to re

pre-

sent

the

inte

rest

s of

all

the

diffe

rent

sta

keho

lder

s an

d lo

bby

in fa

vour

of

the

sect

or. D

etai

l the

ste

ps to

ward

s a

natio

nal f

orum

.

3W

hole

val

ue

chai

nPl

an o

f act

ion

crea

ted

EIF

prog

ress

repo

rtson

sec

tor o

rgan

izat

ion

and

capa

city

-bui

ldin

g

MOT

IE ( E

IF )

NAW

FA, N

ACOF

AG,

GCCI

EIF–

SCED

P3

000

2.1.

3 Or

gani

ze a

Nat

iona

l Ses

ame

Foru

m to

kic

k-st

art t

he p

roce

ss

of e

stab

lishi

ng a

n ap

ex b

ody

by b

ringi

ng to

geth

er a

ll se

sam

e st

ake-

hold

ers

in a

fair

repr

esen

tatio

n be

twee

n th

e di

ffere

nt le

vels

of t

he v

al-

ue c

hain

.

2W

hole

val

ue

chai

nFo

rum

hel

d ;de

cisi

on to

est

ablis

h an

ap

ex b

ody

endo

rsed

Min

utes

of f

orum

NCC–

sesa

me

MOT

IE ( E

IF ),

NAW

FA,

NACO

FAG,

GCC

I, ex

-po

rters

, tra

ders

20 0

00

2.1.

4 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

-ra

te g

over

nanc

e pr

actic

es b

y ad

herin

g to

thei

r con

stitu

tions

( hol

ding

re

gula

r dem

ocra

tic e

lect

ions

for o

ffice

bea

rers

, pub

lishi

ng a

udite

d ac

-co

unts

ann

ually

, acc

ount

ing

for p

roje

ct fu

nds

regu

larly

and

pro

vidi

ng

supp

ort s

ervi

ces

to th

eir m

embe

rs ).

3W

hole

val

ue

chai

nAl

l ses

ame

sect

or a

sso-

ciat

ions

pub

lish

thei

r an-

nual

fina

ncia

l and

act

ivity

re

ports

Repo

rtsM

inis

try o

f Ju

stic

eNA

COFA

G, N

CC–s

esa-

me /

Apex

30 0

00

2.1.

5 Pr

ovid

e ca

paci

ty-b

uild

ing

in b

usin

ess

man

agem

ent (

corp

orat

e go

vern

ance

; rul

es a

nd o

blig

atio

ns re

late

d to

con

tract

ual a

gree

men

ts

and

nego

tiatio

ns ) t

o as

soci

atio

ns a

nd c

oope

rativ

es th

roug

h FB

Ss o

r bu

sine

ss d

evel

opm

ent s

ervi

ce p

rovi

ders

( net

work

) to

incr

ease

effi

-ci

enci

es, p

rom

ote

trans

pare

ncy

and

lowe

r inc

iden

ces

of c

orru

ptio

n.

2W

hole

val

ue

chai

nTw

o tra

inin

gs a

nnua

lly ;

com

plet

ed a

sses

smen

t of

train

ing

resu

lts

Parti

cipa

nts’

cer

tif-

icat

es ;

perfo

rman

ce e

val-

uatio

n

GIEP

ANC

C–Se

sam

e / Ap

ex,

MOT

IE, N

AWFA

, ass

o-ci

atio

ns, G

CCI

50 0

00

2.1.

6 En

sure

the

sesa

me

prod

ucin

g as

soci

atio

ns a

nd c

oope

rativ

es

are

regu

larly

mon

itore

d to

ens

ure

good

man

agem

ent a

nd g

over

nanc

e pr

actic

es a

re a

pplie

d. E

nsur

e re

gula

r aud

iting

of c

oope

rativ

es’ f

inan

-ci

al a

ctiv

ity re

ports

, and

revi

sion

s of

con

stitu

tions

, by-

laws

and

tax

paym

ents

, etc

.

2Se

sam

e pr

oduc

ers

&

proc

esso

rs

One

mon

itorin

g pe

r yea

rAn

nual

Gen

eral

M

eetin

g an

d in

de-

pend

ent a

udit

repo

rts ;

mon

itorin

g re

ports

DOA–

Agrib

usin

ess

NCC–

Sesa

me /

Apex

, M

OTIE

, NAW

FA,

GIEP

A, a

ssoc

iatio

ns,

GCCI

20 0

00

2.1.

7 Pr

ovid

e su

ppor

t to

the

revi

ew o

f stra

tegi

c pl

ans

for p

rodu

cers

an

d pr

oces

sors

gro

ups

and,

as

requ

ired,

dev

elop

new

feas

ible

and

re-

alis

tic o

nes

for f

aste

r sec

tor d

evel

opm

ent a

nd m

ore

effe

ctiv

e se

rvic

e de

liver

y.

1Pr

oduc

ers

and

proc

es-

sors

Stra

tegi

c pl

ans

revi

sed

or

prod

uced

Docu

men

tsGI

EPA

DOA–

Agrib

usin

ess,

NCC–

Sesa

me /

Apex

, NA

WFA

, UTG

30 0

00

2.1.

8 Pr

ovid

e ta

rget

ed s

uppo

rt to

ass

ocia

tions

and

coo

pera

tives

to im

-pl

emen

t the

ir st

rate

gic /

busi

ness

pla

ns ( c

ouns

ellin

g, tr

aini

ng, e

tc. ).

1Pr

oduc

ers

and

proc

es-

sors

Targ

eted

trai

ning

or c

oun-

selli

ng p

rovi

ded

Sect

or p

erfo

rman

ce

eval

uatio

n re

ports

GIEP

ADO

A–Ag

ribus

ines

s,NC

C–Se

sam

e / Ap

ex,

NAW

FA, U

TG

20 0

00

2.2

Esta

blis

h an

ape

x bo

dy to

rep-

rese

nt th

e se

ctor

.

2.2.

1 Pr

ivat

e se

ctor

repr

esen

tativ

es to

def

ine

and

impl

emen

t a ro

ad-

map

towa

rds

esta

blis

hing

an

apex

bod

y to

repr

esen

t the

inte

rest

s of

al

l the

diff

eren

t priv

ate

sect

or s

take

hold

ers

and

lobb

y in

favo

ur o

f the

se

ctor

.

3W

hole

val

ue

chai

nM

eetin

gs o

f priv

ate

sec-

tor h

eld ;

road

map

def

ined

;st

atut

es re

gist

ered

;m

embe

rs re

gist

ered

;se

cret

aria

t ope

ratio

nal

Mee

ting

repo

rts ;

docu

men

ts ;

regi

stry

num

ber ;

mem

bers

hip

fees

;st

aff a

nd b

udge

t of

secr

etar

iat

MOT

IENC

C–Se

sam

e,NA

WFA

and

SGA

s,

seed

gro

wers

, far

mer

or

gani

zatio

ns, e

xpor

t-er

s, G

CCI,

NACO

FAG

EIF-

SCE

DP50

000


rate

gic

obje

ctiv

e 2 :

Stre

ngth

en th

e co

ordi

natio

n, o

rgan

izatio

n an

d in

stitu

tiona

l arra

ngem

ents

of t

he s

esam

e se

ctor

sup

port

inst

itutio

ns fo

r bet

ter s

ervi

ce d

eliv

ery.

Ope

ratio

nal

obje

ctiv

esAc

tiviti

esPr

iorit

y1=

low

2=m

ed3=

high

Bene

ficia

ries

Targ

et m

easu

res /

O

bjec

tivel

y Ve

rifia

ble

Indi

cato

rs (

OVIs

)

Mea

ns o

f ve

rific

atio

nLe

adin

gim

plem

entin

g pa

rtne

rs

Supp

ortin

g im

plem

entin

g pa

rtne

rs

Exis

ting

prog

ram

mes

or

pot

entia

l su

ppor

t

Estim

ated

co

sts

( US $

) ( 5

ye

ars )

2.2

Esta

blis

h an

ape

x bo

dy to

rep-

rese

nt th

e se

ctor

.

2.2.

2 Cr

eate

and

impl

emen

t a s

usta

inab

ility

pla

n fo

r the

new

ly e

stab

-lis

hed

apex

inst

itutio

n, in

clud

ing

optio

ns fo

r res

ourc

e m

obili

zatio

n th

roug

h pr

ovis

ion

of s

ervi

ces

( mar

ket i

nfor

mat

ion,

etc

. ) to

mem

bers

.

3Ap

ex in

-st

itutio

n,

whol

e va

lue

chai

n

Sust

aina

bilit

y pl

an e

stab

-lis

hed

and

valid

ated

by

mem

bers

;pl

an re

sour

ced

and

impl

e-m

ente

d

Sust

aina

bilit

y pl

an ;

valid

atio

n re

port ;

budg

et a

lloca

tion

NCC–

sesa

-m

e / Ap

exNA

WFA

and

SGA

s,

seed

gro

wers

, far

mer

or

gani

zatio

ns, e

xpor

t-er

s, G

CCI,

NACO

FAG

30 0

00

2.2.

3 Cl

arify

role

s an

d re

spon

sibi

litie

s of

the

sect

or s

take

hold

ers

to

ensu

re e

ffect

ive

oper

atio

n of

the

sect

or.

1W

hole

val

ue

chai

nCh

art o

f sec

tor w

ith ro

les

and

resp

onsi

bilit

ies

of v

ar-

ious

inst

itutio

ns a

dopt

-ed

by

mem

bers

of t

he a

pex

body

Char

t ;va

lidat

ion

reco

rdNC

C–se

sa-

me /

Apex

NAW

FA a

nd S

GAs,

se

ed g

rowe

rs, f

arm

er

orga

niza

tions

, exp

ort-

ers,

GCC

I, NA

COFA

G

10 0

00

2.3

Stre

ngth

en

the

sec-

tor t

hrou

gh

mor

e re

-sp

onsi

ve in

-st

itutio

ns.

2.3.

1 Si

gn a

n M

oU w

ith D

OA to

col

labo

rate

on

prov

idin

g im

prov

ed e

x-te

nsio

n se

rvic

es to

ses

ame

grow

ers.

2Fa

rmer

sM

oU s

igne

dM

oU d

ocum

ent

NCC–

sesa

-m

e / Ap

exDO

A, M

OTIE

2 00

0

2.3.

2 Un

derta

ke a

nat

ionw

ide

tour

by

DOA

and

rele

vant

sta

keho

lder

s to

se

nsiti

ze s

esam

e gr

ower

s on

the

mod

aliti

es o

f reg

iste

ring

as c

oope

ra-

tive

soci

etie

s an

d th

e be

nefit

s th

at a

ccru

e to

mem

bers

.

2Fa

rmer

sBi

late

ral m

eetin

gs ;

com

mun

icat

ion

effo

rtsRe

port

of m

eetin

gs ;

med

ia c

over

age

DOA

NARI

, NAW

FA, G

CCI

20 0

00

2.3.

3 Re

juve

nate

coo

pera

tive

cred

it un

ions

for s

esam

e gr

ower

s to

pro

-vi

de fa

rmer

s wi

th a

fford

able

cre

dit t

o en

able

them

acq

uire

farm

in-

puts

to b

oost

pro

duct

ion

( ferti

lizer

s, p

estic

ides

, mac

hine

ry a

nd to

ols )

th

roug

h m

icro

loan

s / gr

ants

or s

hare

d wi

thin

coo

pera

tives

.

3Fa

rmer

sVo

lum

e of

cre

dit f

unds

di

sbur

sed ;

conf

irmed

acc

ess

of fa

rm-

ers

to M

FIs

Annu

al re

ports

by

cred

it un

ions

;ci

rcul

ariz

atio

n of

fa

rmer

s’ to

est

ablis

h so

urce

s of

fund

ing

MFI

s, c

om-

mer

cial

& in

-ve

stm

ent

bank

s

Natio

nal S

esam

e Fo

rum

, MOA

/ DOA

, M

OTIE

( EIF

)

300

000

2.4

Ensu

re

adeq

uate

po

licie

s su

ppor

t the

de

velo

pmen

t of

the

sec-

tor.

2.4.

1. E

leva

te s

esam

e to

the

leve

l of a

prio

rity

stat

us c

rop

at N

ARI a

nd

DOA

and

allo

cate

hig

her r

esou

rces

to re

sear

ch a

nd s

uppo

rt of

ses

ame,

es

peci

ally

see

d m

ultip

licat

ion

effo

rts.

3NA

RI &

wh

ole

valu

e ch

ain

Sesa

me

cons

ider

ed a

pri-

ority

cro

p ;30

% in

crea

se in

reso

urce

s fo

r mul

tiplic

atio

n

Repo

rts s

how

prio

r-iti

zed

stat

us ;

budg

et a

lloca

tions

MOA

NCC–

sesa

me

/ Ape

x,

NARI

, SGA

s, N

AWFA

100

000

2.4.

2. E

nsur

e re

gula

r and

ade

quat

e co

llect

ion

and

anal

ysis

of s

esam

e pr

oduc

tion

data

to e

nsur

e ef

fect

ive

plan

ning

.3

Who

le v

alue

ch

ain

Dedi

cate

d re

sour

ces

to

colle

ctin

g pr

oduc

tion

fig-

ures

; in

form

atio

n ea

sily

ava

il-ab

le

Budg

et a

lloca

tion

to

sesa

me ;

repo

rts

MOA

MOT

IE50

000

2.4.

3.En

sure

the

Natio

nal S

eed

Polic

y an

d its

reco

mm

enda

tions

for

sesa

me

get i

mpl

emen

ted

and

revi

sed

base

d on

the

evol

ving

con

text

of

the

sect

or.

2NA

RI &

wh

ole

valu

e ch

ain

Reso

urce

s al

loca

ted

to im

-pl

emen

ting

Seed

Pol

icy

Activ

ity re

ports

NARI

MOF

EA, M

OA, M

OTIE

, NC

C–se

sam

e / Ap

ex50

000

2.4.

4 Or

gani

ze a

lobb

y an

d ad

voca

cy c

ampa

ign

to d

efen

d th

e in

tere

sts

of th

e se

ctor

to p

olic

y m

aker

s an

d de

cisi

on m

aker

s.2

Who

le v

alue

ch

ain

Lobb

y an

d ad

voca

cy e

f-fo

rts im

plem

ente

dRe

port

of a

ctiv

ityNC

C–se

sa-

me /

Apex

NAW

FA, N

ACOF

AG40

000

2.4.

5 Li

aise

with

the

key

supp

ort a

genc

ies

( NAR

I, GI

EPA,

MOT

IE a

nd

MOA

) to

ensu

re th

at s

esam

e’s

stat

us is

sca

led

up in

eac

h ag

ency

and

th

ese

agen

cies

inco

rpor

ate

sesa

me

in th

eir p

rogr

amm

es.

2W

hole

val

ue

chai

nBi

annu

al m

eetin

g he

ld ;

activ

ities

from

key

inst

itu-

tions

dire

cted

at s

esam

e

Repo

rts o

f mee

tings

;ac

tivity

repo

rtsNC

C–se

sa-

me /

Apex

NARI

, GIE

PA, M

OTIE

, DO

P5

000


rate

gic

obje

ctiv

e 3 :

Impr

ove

mar

ket d

evel

opm

ent m

etho

ds to

incr

ease

dom

estic

pro

duct

ion /

cons

umpt

ion

and

expa

nd e

xpor

ts in

val

ue a

nd v

olum

es.

Ope

ratio

nal

obje

ctiv

esAc

tiviti

esPr

iorit

y1=

low

2=m

ed3=

high

Bene

ficia

ries

Targ

et m

easu

res /

O

bjec

tivel

y Ve

rifia

ble

Indi

cato

rs (

OVIs

)

Mea

ns o

f ver

ifica

tion

Lead

ing

impl

emen

ting

part

ners

Supp

ortin

g im

ple-

men

ting

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

Ensu

re a

d-he

renc

e to

ses

-am

e st

anda

rds

and

qual

ity re

-qu

irem

ents

.

3.1.

1 Tr

ain

valu

e ch

ain

stak

ehol

ders

on

the

impo

r-ta

nce

of q

ualit

y as

sura

nce,

sta

ndar

ds, c

ertif

icat

ion

and

buye

r pre

fere

nces

. Pro

vide

exa

mpl

e fro

m k

ey

dest

inat

ion

mar

kets

.

3Se

sam

e st

ake-

hold

ers

One

train

ing

annu

ally

Trai

ning

repo

rtsNA

RIFQ

A, G

IEPA

, MOT

IE,

NCC–

sesa

me /

Apex

EIF

– SC

EDP

60 0

00

3.1.

2 Pi

lot a

val

ue c

hain

qua

lity

man

agem

ent i

niti-

ativ

e by

trai

ning

, sup

porti

ng a

nd a

uditi

ng s

elec

ted

valu

e ch

ain

stak

ehol

ders

to k

ey q

ualit

y ac

cred

ita-

tions

( ISO

, Cod

ex C

omm

ittee

and

Sta

ndar

ds B

urea

u ce

rtific

atio

n, H

azar

d An

alys

is a

nd C

ritic

al C

ontro

l Po

ints

) and

whe

re p

ossi

ble

orga

nic

and /

or fa

ir tra

de

mar

k.

2Se

sam

e st

ake-

hold

ers

Num

ber o

f gro

ups /

asso

ci-

atio

ns c

ertif

ied

Certi

ficat

ion

from

ac-

cred

ited

bodi

esGS

BGI

EPA,

MOT

IE,

NARI

, DOA

, Cod

ex

Com

mitt

ee, G

CCI,

NCC–

sesa

me /

Apex

100

000

3.1.

3 Se

t a ti

me

limit

and

clea

r mile

ston

es to

ens

ure

seed

mul

tiplic

atio

n, d

istri

butio

n an

d pr

oduc

tion

pro-

cess

es h

ave

min

imal

adu

ltera

tion

of s

esam

e se

eds.

Th

is w

ill s

erve

as

a be

nchm

ark

to e

valu

ate

adhe

renc

e to

qua

lity

requ

irem

ents

.

3W

hole

val

ue

chai

nTi

mel

ine

and

mile

ston

es

esta

blis

hed ;

resu

lts m

onito

red

Mon

itorin

g re

ports

NARI

GSB

( aud

itor )

, M

OTIE

, DOA

, NCC

–se

sam

e / Ap

ex

EIF

– SC

EDP

35 0

00

3.1.

4 Es

tabl

ish

a sp

ecifi

c st

anda

rd fo

r ses

ame

seed

s an

d pr

oduc

ts.

3W

hole

val

ue

chai

nSp

ecifi

c st

anda

rds

esta

b-lis

hed

by G

SB fo

r ses

ame

seed

s an

d pr

oduc

ts

Spec

ific

stan

dard

;pe

riodi

c re

ports

;qu

arte

rly a

nd a

nnua

l re

ports

of G

SB

GSB

MOT

IE, M

OA, N

CC–

sesa

me /

Apex

EIF

– SC

EDP

20 0

00

3.1.

5 Es

tabl

ish

an in

depe

nden

t and

acc

redi

ted

lab-

orat

ory

for t

estin

g se

sam

e se

eds

and

prod

ucts

ac-

cord

ing

to th

e es

tabl

ishe

d st

anda

rds.

3Pr

oces

sors

, ex-

porte

rsAc

cred

ited

labo

rato

ry o

p-er

atio

nal

Num

ber o

f tes

ts c

on-

duct

ed p

er y

ear a

nd

resu

lts

MOT

IEGS

B, F

ood

Safe

ty

& Q

ualit

y Au

thor

ity,

NCC

–ses

a-m

e / Ap

ex, N

ARI

30 0

00

3.2

Deve

lop

mar

ket i

nfor

-m

atio

n sy

stem

s fo

r the

ses

a-m

e se

ctor

to e

n-su

re e

ffect

ive

diss

emin

atio

n of

opp

ortu

nitie

s an

d re

quire

-m

ents

.

3.2.

1 Im

plem

ent a

mar

ket i

nfor

mat

ion

syst

em th

at

enab

les

valu

e ch

ain

stak

ehol

ders

to h

ave

bette

r kn

owle

dge

of p

rice

varia

tions

and

em

powe

r the

m to

m

ake

mar

ket d

ecis

ions

.

3W

hole

val

ue

chai

nM

arke

t pric

e sy

stem

ope

r-at

iona

l ;75

% o

f val

ue c

hain

sta

ke-

hold

ers

have

eas

y ac

cess

to

mar

ket p

rices

in th

ree

year

s

Mar

ket r

epor

ts ;

usag

e re

ports

NCC–

sesa

me /

Apex

MOT

IE, G

IEPA

, NA

WFA

50 0

00

3.2.

2 Us

e lo

cal m

edia

and

onl

ine

faci

litie

s ( in

clud

ing

cell

phon

e br

oadc

asts

) to

give

farm

ers,

pro

cess

ors

and

expo

rters

mar

ket t

rend

s ( d

eman

d an

d su

pply

) an

d pr

evai

ling

pric

es.

2St

akeh

olde

rs

in th

e se

sam

e va

lue

chai

n

One

publ

ic m

arke

t pric

e re

-po

rt in

mul

tiple

lang

uage

s ev

ery

two

days

dur

ing

the

sesa

me

cam

paig

n

Med

ia re

ports

DOA

NCC–

sesa

-m

e / Ap

ex, M

OTIE

, NA

WFA

, GIE

PA

25 0

00

3.2.

3 Pr

ovid

e al

l ses

ame

sect

or s

take

hold

ers

with

up

date

d an

d re

leva

nt m

arke

t inf

orm

atio

n re

late

d to

qu

ality

sta

ndar

ds, b

uyer

pre

fere

nces

and

mar

ket d

y-na

mic

s.

2W

hole

val

ue

chai

nM

arke

t inf

orm

atio

n ea

sily

av

aila

ble

Usag

e re

ports

MOT

IETr

ade

info

rmat

ion

netw

ork,

NAW

FAEI

F –

SCED

P25

000


rate

gic

obje

ctiv

e 3 :

Impr

ove

mar

ket d

evel

opm

ent m

etho

ds to

incr

ease

dom

estic

pro

duct

ion /

cons

umpt

ion

and

expa

nd e

xpor

ts in

val

ue a

nd v

olum

es.

Ope

ratio

nal

obje

ctiv

esAc

tiviti

esPr

iorit

y1=

low

2=m

ed3=

high

Bene

ficia

ries

Targ

et m

easu

res /

O

bjec

tivel

y Ve

rifia

ble

Indi

cato

rs (

OVIs

)

Mea

ns o

f ver

ifica

tion

Lead

ing

impl

emen

ting

part

ners

Supp

ortin

g im

ple-

men

ting

part

ners

Exis

ting

pro-

gram

mes

or p

o-te

ntia

l sup

port

Estim

ated

co

sts

( US $

)( 5

yea

rs )

3.3

Impr

ove

the

pres

enta

tion

of

proc

esse

d se

s-am

e pr

oduc

ts.

3.3.

1 Tr

ain

proc

esso

rs a

nd e

xpor

ters

ext

ensi

vely

on

buye

r req

uire

men

ts, i

nter

natio

nal s

tand

ards

, pac

k-ag

ing,

etc

. to

prom

ote

alig

nmen

t.

2Pr

oces

sors

, ex-

porte

rsAl

l pro

cess

ors

and

expo

rt-er

s tra

ined

in fi

ve y

ears

Trai

ning

repo

rtsGI

EPA

MOT

IE15

000

3.3.

2 Pr

omot

e th

e us

e of

mor

e pr

esen

tabl

e pa

ckag

-in

g m

ater

ial a

nd m

etho

ds to

impr

ove

the

appe

al o

f pr

oduc

ts.

1Pr

oces

sors

, co

nsum

ers

Qual

ity p

acka

ging

on

75 %

of

ses

ame

prod

ucts

sol

d in

th

e Ga

mbi

a

Revi

ew o

f pro

duct

s so

ld / e

xpor

ted

MOT

IEGC

CI, G

IEPA

, NCC

–se

sam

e / Ap

exEI

F –

SCED

P10

000

3.4.

Incr

ease

sa

les

in lo

cal

mar

kets

.

3.4.

1 Es

tabl

ish

a pr

omot

ion

and

mar

ketin

g ca

m-

paig

n to

pro

mot

e th

e co

nsum

ptio

n of

Gam

bian

ses

a-m

e pr

oduc

ts b

y in

dust

ry, h

otel

s, to

uris

ts a

nd p

rivat

e in

divi

dual

s.

1W

hole

val

ue

chai

n M

inim

um o

f thr

ee c

am-

paig

ns p

er y

ear v

ia m

edia

, co

nfer

ence

s, e

tc.

Med

ia re

ports

; in

crea

se in

loca

l sa

les

of s

esam

e pr

od-

ucts

NCC–

sesa

me /

Apex

MOT

IE, G

IEPA

, GC

CI, G

ambi

a To

uris

m A

utho

rity,

NACO

FAG

40 0

00

3.4.

2 Es

tabl

ish

spec

ializ

ed a

gree

men

ts w

ith re

stau

-ra

nt a

nd h

otel

sup

plie

rs fo

r the

m to

pro

mot

e se

sa-

me

prod

ucts

.

1Pr

oces

sors

, Di

strib

utor

s B

ilate

ral m

eetin

gs h

eld ;

ses

ame

prod

ucts

ava

ila-

ble ;

list

of d

istri

buto

rs

Min

utes

of m

eetin

gs ;

list

of d

istri

buto

rsNC

C–se

sam

e / Ap

exM

OTIE

, NGO

s, p

ro-

cess

ors

5 00

0

3.4.

3 Es

tabl

ish

colla

bora

tion

with

the

Gam

bia

Tour

ism

Aut

horit

y to

pro

mot

e co

nsum

ptio

n of

ses

-am

e pr

oduc

ts a

nd to

urs

of s

esam

e fa

rms

in o

rder

to

exp

and

sesa

me

cons

umpt

ion

and

prom

ote

agri-

tour

ism

.

1To

uris

m s

ecto

r, pr

oces

sors

Bila

tera

l mee

tings

hel

d ; M

oU b

etwe

en G

ambi

a To

uris

m A

utho

rity

and

NCC–

sesa

me /

Apex

; at

leas

t 25 %

of G

ambi

an h

o-te

ls c

onsu

min

g Ga

mbi

an

sesa

me

prod

ucts

Min

utes

of m

eetin

gs ;

MoU

doc

umen

t ; s

ales

repo

rts o

f pro

-ce

ssor

s

MOT

IEGa

mbi

a To

uris

m

Auth

ority

, NCC

–se

sam

e / Ap

ex, p

ro-

cess

ors

5 00

0

3.5

Iden

tify

and

capi

taliz

e on

in

tern

atio

nal

mar

ket o

ppor

tu-

nitie

s.

3.5.

1 Ba

sed

on m

arke

t rep

orts

pla

n on

e m

issi

on

per y

ear t

o po

tent

ial b

uyer

s ( C

hina

, Chi

nese

Tai

pei,

Japa

n, e

tc. )

to s

eek

mar

ket o

ppor

tuni

ties.

2Ex

porte

rs O

ne m

issi

on p

er y

ear

Lis

t of p

artic

ipan

ts

and

rela

ted

expe

n-di

ture

s

GIEP

AM

OTIE

/ EIF,

NCC

–se

sam

e / Ap

ex10

0 00

0

3.5.

2. E

nsur

e ac

tive

parti

cipa

tion

of s

esam

e se

ctor

st

akeh

olde

rs in

Tra

de F

air G

ambi

a.3

Proc

esso

rs a

nd

expo

rters

Ann

ual d

ispl

ay in

Tra

de

Fair

Gam

bia

to p

rom

ote

Gam

bian

ses

ame

Pic

ture

of d

ispl

ayGC

CINC

C–se

sa-

me /

Apex

, GIE

PA,

MOT

IE, e

xpor

ters

30 0

00

3.5.

3 Pr

ofile

Gam

bian

s of

the

dias

pora

who

alre

ady

cont

ribut

e si

gnifi

cant

ly to

For

ex re

ceip

ts, a

nd u

se

them

as

selli

ng p

oint

s an

d a

nich

e m

arke

t.

1Pr

oces

sors

and

ex

porte

rs O

f all

sesa

me

prod

ucts

, 5 %

exp

orte

d to

the

di-

aspo

ra

Rec

ords

of e

xpor

tsM

OTIE

/ EIF

NCC–

sesa

-m

e / Ap

ex, G

IEPA

50 0

00

3.5.

4 Or

gani

ze g

roup

s to

be

supp

orte

d in

acc

essi

ng

the

Fair

Trad

e m

arke

t.2

Farm

ers

NAW

FA o

r 10 %

of s

esam

e gr

ower

coo

pera

tives

cer

ti-fie

d fa

ir tra

de in

five

yea

rs

Cer

tific

ates

from

Fa

ir Tr

ade

Labe

lling

Or

gani

satio

n ( F

LO )

NAW

FAM

OTIE

, NCC

–ses

-am

e / Ap

ex, l

abou

r un

ions

40 0

00


rate

gic

obje

ctiv

e 4 :

Incr

ease

soc

ioec

onom

ic b

enef

its b

y pr

omot

ing

valu

e ad

ditio

n ac

ross

the

entir

e se

ctor

val

ue c

hain

.

Ope

ratio

nal

obje

ctiv

esAc

tiviti

esPr

iorit

y1=

low

2=m

ed3=

high

Bene

ficia

ries

Targ

et m

eas-

ures

/ O

bjec

tivel

y Ve

rifia

ble

Indi

cato

rs (

OVIs

)

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

cos

ts( U

S $ )

( 5 y

ears

)

4.1

Faci

litat

e th

e gr

adua

l de-

velo

pmen

t of

sesa

me

pro-

cess

ing

in th

e Ga

mbi

a.

4.1.

1 Pr

ovid

e ta

rget

ed s

uppo

rt ( t

ax re

duct

ion,

redu

ced

soci

al c

harg

es, r

educ

ed u

tility

cos

ts, e

tc. )

for s

esam

e pr

oces

sors

( agr

opro

cess

ing )

for a

per

iod

of th

ree

year

s ( r

eass

esse

d ev

ery

year

) to

faci

litat

e th

e es

tabl

ishm

ent

and

deve

lopm

ent o

f the

indu

stry

.

2Pr

oces

sors

A re

duct

ion

of 5

%

in ta

xes

or s

ocia

l ch

arge

s ;10

% re

duct

ion

in

utili

ty c

osts

Gam

bia

Reve

nue

Auth

ority

sta

te-

men

ts ;

bills

of p

roce

ssor

s

MOF

EAM

OTIE

, MOA

GNAI

P

4.1.

2 Bu

ild th

e ca

paci

ty o

f exi

stin

g pr

oces

sing

faci

litie

s to

adh

ere

to q

ualit

y st

anda

rds,

thro

ugh

the

effo

rts o

f the

M

inis

try o

f Tra

de, G

SB a

nd d

evel

opm

ent p

artn

ers

( ini-

tially

EIF

), to

ach

ieve

a c

onsi

sten

t and

app

ropr

iate

flow

of

ses

ame

prod

ucts

, and

ass

ist w

ith m

arke

ting

deve

lop-

men

t.

2Pr

oces

sors

All p

roce

ssor

s tra

ined

and

mon

i-to

red

year

ly

Trai

ning

and

mon

-ito

ring

repo

rtsM

OTIE

GSB,

NCC

–ses

a-m

e / Ap

exEI

F –

SCED

P15

000

4.2

Redu

ce

wast

age

acro

ss

the

valu

e ch

ain.

4.2.

1 Pr

ovid

e tra

inin

g on

the

prod

uctio

n of

gre

en m

anur

e fro

m s

esam

e st

ems

as p

art o

f the

GAP

mod

ules

.2

Farm

ers

Twen

ty-f

our t

rain

-in

gs a

nnua

lly o

n pr

oduc

tion

of g

reen

m

anur

e

List

of p

artic

ipan

tsDO

ANA

WFA

, NAR

I, NC

C–se

sam

e / Ap

ex20

000

4.2.

2 Pi

lot a

com

mer

cial

izat

ion

sche

me

for s

esam

e ca

ke

( ani

mal

feed

mad

e fro

m re

sidu

es o

f oil

pres

sing

) for

the

loca

l mar

ket i

n or

der t

o in

crea

se fo

od p

rodu

ctio

n.

2Fa

rmer

sIn

five

yea

rs 7

5 % o

f se

sam

e oi

l was

te

sold

into

cak

e

Sale

s re

ports

MOT

IEM

OA, N

CC–s

esa-

me /

Apex

30 0

00

4.3

Stre

ngth

en

linka

ges

with

as

soci

ated

se

ctor

s to

gen

-er

ate

syne

r-gi

es.

4.3.

1 Pr

omot

e in

terc

ropp

ing

of s

esam

e wi

th o

ther

cro

ps

such

as

grou

ndnu

ts, c

ashe

w, m

aize

, etc

.3

Farm

ers

In th

ree

year

s 20

%

of s

esam

e pr

oduc

-tio

n is

from

inte

r-cr

oppi

ng

Mon

itorin

g re

ports

DOA

SGAs

, NAC

OFAG

, NA

WFA

, NCC

–ses

a-m

e / Ap

ex

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

m-

ing

requ

irem

ents

suc

h as

equ

ipm

ent,

chem

ical

s an

d tra

nspo

rt.

1Fa

rmer

sTh

ree

join

t ini

tia-

tives

with

oth

er a

s-so

ciat

ions

Repo

rts o

f ini

ti-at

ives

SGAs

NACO

FAG,

NAW

FA,

NCC–

sesa

me /

Apex

5 00

0

4.4.

Dev

elop

an

org

anic

pro

-du

ctio

n, p

ro-

cess

ing

and

mon

itorin

g sy

stem

for t

he

sesa

me

sect

or.

4.4.

1 Co

nduc

t a fe

asib

ility

stu

dy o

n th

e es

tabl

ishm

ent o

f an

org

anic

pro

duct

ion

and

mon

itorin

g sy

stem

for t

he s

es-

ame

sect

or.

2W

hole

val

ue

chai

nFe

asib

ility

stu

dy

cond

ucte

dRe

ports

GSB

DOA,

MOT

IE, N

CC–

sesa

me /

Apex

10 0

00

4.4.

2 Pr

omot

e or

gani

c ag

ricul

ture

to p

rom

ote

high

er v

al-

ue o

f the

ses

ame

crop

.2

Who

le v

alue

ch

ain

One

prom

otio

n ca

mpa

ign

per y

ears

( T

V pa

nel d

iscu

s-si

ons,

hal

f pag

e pr

int m

edia

adv

erts

, fo

lk m

edia

)

Med

ia re

ports

NCC–

sesa

-m

e / Ap

exDO

A, N

ARI,

GSB,

M

OTIE

20 0

00

4.4.

3 Pi

lot a

sch

eme

for p

rodu

cing

and

cer

tifyi

ng a

sm

all

perc

enta

ge o

f Gam

bian

ses

ame

prod

uctio

n.2

Who

le v

alue

ch

ain

Pilo

t im

plem

ente

dAs

sess

men

t re-

port

GSB

DOA,

MOT

IE, N

CC–

sesa

me /

Apex

30 0

00

Tota

lUS

$ 4

355

400

GM

D 15

3 81

4 09

8

49BIBLIOGRAPHY

BIBLIOGRAPHY

Bhatt, B.K., Dixit, S.K. and Darji, V.B., Department of Agri-cultural Statistics, Anand Agricultural University ( 2010 ). Monetary Evaluation of Sesame Based Intercropping Systems. Indian Journal of Agricultural Research, vol. 44, issue 2, pp. 146–149.

ITC ( 2013 ). Opportunity Study for the Development of Inclusive Tourism Activities in the Gambia.

ITC ( 2013 ). Quality Assurance Framework ( QAF ) for Cashew Nuts and Sesame Products in the Gambia.

Government of the Gambia ( 2010 ). Gambia National Ag-ricultural Investment Programme ( GNAIP ) 2011–2015.

Government of the Gambia ( n.d. ). Review of the State of Implementation of PRAIA Orientations ( on Land Ten-ure ) in the Gambia.

Nation, The ( Nigeria ) ( 15 November 2012 ). Sesame seed exports hit N210b. Available from http : / / thenationon-lineng.net / new / sesame-seed-exports-hitn210b /

Owens, Solomon J.E and Jack, Isatou ( 2003 ). Sesame Best Practices Study. Catholic Relief Services.

SESACO ( 2012 ). Sesame Producer Guide. United States.

Soil Association ( 2013 ). Organic Market Report 2013. Available from http : / / www.soilassociation.org / mar-ketreport.

United Nations Conference on Trade and Development ( n.d. ) ASYCUDA Database. Available from http : / / www.asycuda.org / dispcountry.asp?name=Gambia. Ac-cessed 9 August 2013.

Source: Yuichro Haga.

51APPENDIX 1 : SECTOR STRATEGY DESIGN STAKEHOLDERS

APPENDIX 1 : SECTOR STRATEGY DESIGN STAKEHOLDERS

Name Organization

Kutubo Sanyang National Agricultural Research Institute ( NARI )

Modou Zack Sowe Gambia Investment and Export Promotion Agency ( GIEPA )

Basainey Jammeh Gambia Investment and Export Promotion Agency ( GIEPA )

Ajara Jallow Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )

Bubaucarr Sarr Sandika Petty Traders Association

Sulayman Fofana National Agricultural Research Institute ( NARI )

Omar Badjie UNIDO Country Programme / MOTIE

Ousman Bojang Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )

Saikou Jaiteh Jakaba Youth Dev. Association

Gibril Barry Ministry of Basic and Secondary Education ( MOBSE )

Mohammed E. Jammeh National Consultant, Sesame, University of the Gambia ( UTG )

Lamin Darboe Media Representative

Saihou Danso Agribusiness, Department of Agriculture ( DOA )

Amie Sanneh Media Representative

Beatrice Prom Gambia Chamber of Commerce and Industry ( GCCI )

Mr. Njaga Jawo Executive Director, National Women Farmers Association ( NaWFA ) ( Focal Point )

Fatou Samba Njai Secretary, National Women Farmers Association ( NAWFA )

Mai Sima Sonko President, National Women Farmers Association ( NAWFA )

Njundu Badje Gambia Investment and Export Promotion Agency ( GIEPA )

Fanding Saidkhan Regional Agricultural Office, Department of Agriculture

Assan Jallow Gambia Revenue Authority ( GRA )

Omaru Deen Gambia Port Authority ( GPA )

Alieu Kassama Ministry of Finance

Awa Mbye C / O Jal-Yassin Enterprise

Yassin Jah Mbye C / O Jal-Yassin Enterprise

Ajie Sai Panneh SGA / NAWFA

Gilbert Jassey EPUUK Bakassouck

Abdoulie E.S. Bah Major Representative of Farmers

Enumah Wilson Base Farm


Name Organization

Amie Secka Regional Farmer, National Women Farmers Association ( NAWFA )

Ndey Drammeh Regional Farmer, National Women Farmers Association ( NAWFA )

Saikou Jaiteh Jakaba Youth Association

Mohammed L. Gassama Media Representative

Sainey Keita University of the Gambia

Abdou Rahman Sallah Media Representative

Isatou Njie Gambia Standards Bureau

Oumie Sissoho Enhanced Integrated Framework / NIU

Modou Touray Enhanced Integrated Framework / NIU

Ebrima Njie Gambia Groundnut Corporation

Lamin Gaye Gambia Investment and Export Promotion Agency ( GIEPA )

Dawda Kebbeh Agro Buyers and Producers Association ( ABPA )

Ndey T. Touray Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )

Sarata Conateh Gambia Chamber of Commerce and Industry ( GCCI )

Amrith Curien Com-Afrique

Papa Secka Gambia Standards Bureau ( GSB )

Sulayman Sowe Royal Enterprise

Kebba Sarr Plant Protection Service ( DOA )

Musa Humma Department of Agriculture ( DOA )

Ebrima Cham DOPS, Ministry of Agriculture ( MOA )

Amadou Bojang Gambia Revenue Authority ( GRA )

Lamin Camara Ministry of Finance and Economic Affairs ( MOFEA )

Yusupha Joof Chossan Products Trading Gambia Ltd

Abdoulie Bah Major Representative of Collectors

Ebrima Bah Major Representative of Collectors

Ensa Colley Food and Agriculture Organization

Lamin Bittaye Social Development Fund ( SDF )

Saikou Jammeh Plant Protection Services ( DOA )

Abibatou Jarju Women’s Bureau ( WB )

Mamour Sey Gambia Growth and Competitiveness Project ( GGCP )

Momodou Kanyi Ministry of Fisheries and Water Resources ( MOFWR )

Kamlesh Mistry AK Agro United Enterprise

53APPENDIX 2 : MIRROR DATA

APPENDIX 2 : MIRROR DATA

The figures below are presented to reflect the varying statistical data for sesame exports from the Gambia.

Figure 4 : Gambia sesame seeds export volumes ( mirror ) 2005-2011

Total

20062005

0

200

400

600

800

1.000

1.200

1.400

2007 2008 2009 2010 2011

Senegal

Israel

Egypt

Lebanon

China

Japan

Chinese Taipei

Netherlands

Turkey

Table 16 : List of importing markets for HS120740 Sesamum seeds, whether or not broken, a product exported by the Gambia ( mirror data ) 2005–2011

2005 2006 2007 2008 2009 2010 2011

Total 1 001 1 065 1 146 675 45 145 0

Senegal

Israel

Egypt 31

Lebanon 14

China 124 342

Japan 821 1 029 214

Chinese Taipei 936 119 145

Netherlands 36

Turkey 180 86

Source: Albert Gonzalez Farran - UNAMID Photo.

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THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY

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