THE GAMBIA SESAME
SECTOR DEVELOPMENT
AND EXPORT STRATEGY
2014-2019
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.
photo next page : Sarah R.
Layout : Jesús Alés ( sputnix.es )
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
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
ACKNOWLEDGEMENTS
The Gambia sesame sector development and export
strategy was made possible with the support of the
Enhanced Integrated Framework (EIF), the commitment of the Ministry of Trade, Regional Integration and
Employment (MOTIE) and the Ministry of Agriculture
(MOA), and the active participation of various intermediary 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 stakeholders, particularly the members of the National Sesame
Sector Taskforce, towards the development of the sector
strategy are highly appreciated.
III
IV
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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 development 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 ( M OTIE ), the
Ministry of Agriculture ( MOA ), and the private sector, this
sesame strategy aims for The Gambia to become an important producer, processor and exporter of quality sesame 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 cashew, 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 sector’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 opportunities will increase.
The success of the strategy will now depend on its implementation. Without effective implementation of the strategy’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 assistance in the transition to implementation of the cashew
sector strategy.
Arancha González
ITC Executive Director
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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 production 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 development 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 Nongovernmental organizations, and Government will collaborate 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 capacities for processing for access to high value markets.
The Government of the Gambia looks forward to the thorough execution of the strategy and will continue its efforts
in maintaining macroeconomic stability, improving the
competitiveness of the economy and encouraging private investment in production and processing of sesame
to achieve the vision of strategy i.e. “To be among the
leading producers, processors and exporters of quality value-added sesame products within the sub-region
and Africa”.
The National Coordination Committee for the sesame sector will also be closely linked to the NES Implementation
Committee to ensure effective coordination and monitoring of the implementation of the strategy as well as to
ensure synergy in the national efforts to promote development of the sesame sector in the Gambia.
The Government of the Gambia looks forward to effective 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 supported the preparation of this strategy.
Hon. Abdou Kolley
Minister of Trade, Industry, Regional
Integration and Employment
V
VI
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
OFFICIAL STATEMENT FROM THE MINISTER
OF AGRICULTURE
The agricultural sector is guided by the Agriculture and
Natural Resources ( ANR ) Policy and Gambia National
Agriculture Investment Programme ( GNAIP ) to achieve
the development goals of the agricultural sector in The
Gambia. Considering that there is a great need for increased and focused investment in the agriculture sector,
the GNAIP is an important strategy to mobilise the much
needed investment to help increase agricultural production, productivity and most importantly, ensure food and
income security, and reduce poverty. The Development
of agricultural chains and market promotion is an important sub-component of the GNAIP comprising the
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 StrategySesame 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 analysis and diagnostic of the sector, defined strategic orientations 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 challenges 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 whatever 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 Owens
Minister of Agriculture
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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 instruments 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 productive resources by farmers, improved organizational management 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 established under the Sector Competitiveness and Export
Diversification Project ( SCEDP ) was tasked with the responsibility of overseeing and coordinating the development 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 stakeholders 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 committee 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 responsibility of chairing the committee meetings.
NaWFA as an association on behave of its entire membership would like to express its appreciation to the
Government of The Gambia and its bi-lateral partnership 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
VII
VIII
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
CONTENTS
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
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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
IX
X
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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
ACRONYMS
ANRP
Agricultural and Natural Resources Policy
MOFEA
Ministry of Finance and Economic Affairs
ASYCUDA
Automated System for Customs Data
MOTIE CRR
Central River Region
Ministry of Trade, Regional Integration
& Employment
CRS Catholic Relief Services
MoU
Memorandum of Understanding
DCD
Department of Community Development
NACCUG
DOA Department of Agriculture
National Association of Cooperative Credit
Unions
DOP Department of Planning
NACOFAG
EIF
Enhanced Integrated Framework
National Coordinating Organization for
Farmers’ Associations, the Gambia
EU
European Union
NARI
National Agriculture Research Institute
FAO
Food and Agriculture Organization
of the United Nations
NAWFA National Women Farmers Association
NBR
North Bank Region
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
NCC–sesame National Coordination Committee
for the sesame sector
NES
National Export Strategy
NGO
Non-Governmental Organization
PAGE Plan for Accelerated Growth
and Employment
Gambia Investment and Export Promotion
Agency
PoA
Plan of Action
GNAIP
Gambia National Agricultural Investment
Programme
PRSP
Poverty Reduction Strategy Papers
SCEDP
GRA
Gambia Revenue Authority
Sector Competitiveness and Export
Diversification Project
GSB
Gambia Standards Bureau
SGA Sesame Growers Association
GTTI
Gambia Technical Training Institute
SWOT
Strength, Weakness, Opportunities
and Threats
ITC
International Trade Centre
TSI
Trade Support Institution
MFI Microfinance Institution
URR
Upper River Region
MOA Ministry of Agriculture
UTG
University of the Gambia
MOBSE Ministry of Basic and Secondary Education
VISACA
Village Savings and Credit Association
XI
Source:
liloh. Sesame harvest.
Source:
Malino. Sesame-fruit
EXECUTIVE 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 facing 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 security 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, 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 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 processes 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 minimal and going only to Senegal, mirror data reflects higher
values of exports and to a variety of destinations. 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.
The development of the sesame sector has been hindered by a variety of supply-side issues such as limited
cultivated areas dedicated to sesame production ; inadequate quality and quantity of seeds available for planting ; 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 sector 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 sector 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.
1
2
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Source:
Saksan.
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 requirements 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 increase acreage ; reduce wastage in post-harvest handling ; 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. ”
EXECUTIVE SUMMARY
Source:
Dick Culbert. Sesamum indicum, source of sesame oil and seeds.
To achieve this vision, the strategy will reduce binding
constraints on trade competitiveness and capitalize on
strategic options identified for the Gambian sesame sector. 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 :
ƒƒ Increase in a sustainable manner the volume of sesame production in the Gambia ;
ƒƒ Strengthen the coordination, organization and institutional arrangements of sesame sector support institutions for better service delivery ;
ƒƒ Improve market development methods to increase domestic production / consumption and expand exports
in value and volumes ;
ƒƒ 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 established 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–sesame ). 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 markets, including the tourism industry.
IMPLEMENTATION MANAGEMENT
The achievement of these ambitious objectives will require continuous and coordinated efforts from all relevant
private and public stakeholders as well as support from
key financial and technical partners, donors and investors. 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 activities in order to optimize the allocation of both resources
and efforts across the wide spectrum of stakeholders.
Responsibilities of the committee will also include monitoring 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 strategic objectives. Moreover, the committee will play a key
role in recommending revisions and updates to the strategy so that it continues to evolve in alignment with the
Gambia’s changing needs.
3
4
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Box 1 : Methodological note
The approach used by ITC in the strategy design process relies on a number of analytical elements such as value
chain analysis, trade support network ( TSN ) analysis, problem tree, and strategic options selection, all of which form
major building blocks of this sector export strategy document.
Value chain analysis : A comprehensive analysis of the sector’s value chain is an integral part of the strategy development process. This analysis results in the identification of all players, processes and linkages within the sector. The
process served as the basis for analysing the current performance of the value chain and for deliberating on options
for the future development of the sector.
TSN analysis : The trade support network comprises the support services available to the primary value chain players discussed above. It is constituted of policy institutions, trade support organisations, business services providers
and civil society. An analysis of the quality of service delivery and constraints affecting the constituent trade support
institutions ( TSIs ) is an important input to highlight gaps in service delivery relative to specific sector needs. A second analysis of TSIs assessed their level of influence ( i.e. their ability to influence public policy and other development drivers in the country and therefore make things happen or change ) and their level of capacity to respond to
the sector’s needs.
Problem tree analysis : The problem tree analysis used is based on the principles of root causes analysis. The problem tree provides a deeper understanding of what is causing the sector’s constraints and where solution-seeking
activities should be directed. As a critical step in the analytical phase of the sector’s performance, the problem tree
guides the design of realistic activities in the strategy’s plan of action.
Strategic orientations : The strategic options for the development of the sector are reflected in the future value chain,
which is the result of consultations, surveys and analysis conducted as part of the sector strategy design process.
The future perspective has two components:
ƒƒ A market-related component involving identification of key markets in the short and medium- to-long term for
Gambian exporters, and ;
ƒƒ Structural changes to the value chain that result in either strengthening of linkages, or introduction of new linkages.
Realistic and measurable plans of actions : The definition of recommendations and strategic directions for the development of the sector is essential to guide its development, but is not enough. It is important to clearly define the
actions to be implemented to stimulate growth. The development of a detailed action plan, defining which activities
need to be undertaken by sector stakeholders is necessary to the effective implementation of the strategy. An action
plan, developed with the support of ITC, includes performance indicators to ensure effective monitoring and evaluation of the strategy’s implementation.
INTRODUCTION
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 initiative has also been fully supported by the private sector
operators of the sector.
Sesame has emerged in the last 20 years as an alternative cash crop to groundnut that could also contribute to
food security in the Gambia. The sesame sector’s performance has declined in the last few years for a variety
of reasons, ranging from poor internal coordination to
Source:
Tracy Benjamin. Sesame seed oil.
limited access to critical inputs. The sector’s future development 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 sector in the Gambia. Without concerted efforts to address
critical issues and identified market development opportunities, 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.
5
6
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
WHERE WE ARE NOW
HISTORICAL PERSPECTIVE
Sesame 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 activities 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 ( N AWFA ) was
formed in 1999 and its Secretariat put in place the following 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 encouraged 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 primary use was ( and largely remains among some people ) 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 ( processing 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 production 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 sesame, 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 contacts were lost.
CURRENT CONTEXT
Sesame 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 structure 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 cultivated 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.
WHERE 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
426
368
310
352
398
430
n.a.
381
0
0
0*
191
218
80
n.a.
82
Yield, kg / ha
Exports ( tons )
Source : FAOSTAT ( *estimated ) with ITC calculations and Gambia Agriculture Census Report 2012.
Table 2 : Global producers of sesame seeds 2006-2011
Rank
Country
Production ( 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 disputes 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 exporters. 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.
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 indicated 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 major African producers, together with emerging producers such as Egypt, Mali, Burkina Faso, and the United
Republic of Tanzania, are working towards the establishment of the African Sesame Seed Producers Alliance.6
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.
6. Nation, The ( Nigeria ) ( 15 November 2012 ). Sesame seed exports hit
N210b. Available from http : / / thenationonlineng.net / new / sesame-seedexports-hitn210b / 7
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
8
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
Source:
Stephan Hochhaus. Roasting Sesame
One of the key reasons explaining the low production volume 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, thereby 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 important cash crop of the Gambia. Competition is even keener
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 centres, many traditional varieties from the subregion have
entered the Gambian farming system through informal
distribution channels. Furthermore, there are limited numbers of sesame seed providers. This informal trade of
seeds encourages mixing of seeds, thereby rendering
farmers unable to identify the varieties planted. This situation 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 supervising seed multiplication should rest with NARI, with much
less involvement of the private sector. The current situation does not enable the development of a professional
seed multiplication value chain with the capacity to respond 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 )
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
Variety
Source : NARI Research Trial Reports 2004.
WHERE WE ARE NOW
VALUE CHAIN OPERATIONS
The sesame sector value chain includes numerous public
and private stakeholders including :
ƒƒ 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 ;
ƒƒ The Gambia Chamber of Commerce and Industry
( GCCI ) ;
ƒƒ NGOs such as NAWFA ;
ƒƒ Farmers associations ;
ƒƒ Sesame Growers Associations ;
ƒƒ Commercial and village petty traders / buyers ;
ƒƒ Suppliers of agricultural inputs ;
ƒƒ Individual farmers and cooperatives ;
ƒƒ Collectors ;
ƒƒ Transporter associations ;
ƒƒ Traders’ associations ; and
ƒƒ Exporters.
Distinct activities along the value chain include research
and development ; supply of inputs ; production ; collection, transportation and storage ; processing ; and marketing ( 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 development of the sector, support is required in the areas
of seed variety selection, multiplication of foundation
seeds, and monitoring of contract farmers ( multiplication 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 successfully produced on most soil types. However, waterlogged 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 because of the small plots of farmers as well as the fragile
ecosystem.
Timely harvesting is critical in sesame production to reduce 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
Operations
Land clearing
Land preparation
Sowing
Weeding & fertilizer application
Thinning
Harvesting
Drying
Threshing
Months
June
July
August
September
October
November
December
9
10
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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 transport 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 animaldrawn 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
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 rebagging. 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 quantities to other West African countries.14 Small scale sesame
processing permits the production of sesame oil, biscuits,
sesame cake and paste at village level.
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.
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.
Infrastructure (roads, river transport, processing facilities)
Technical and maintenance services
Improved access to financial services
Transportation services
Packaging
Farmers associations
Cleaning
Exporting companies
Specialized research and development by NARI, MOA and universities
NAWFA
Primary support services
Small scale processors,
retailers (biscuits, oil &
seeds), farmers (seeds
& for consumption)
Associations
or cooperatives
Collectors
Source: Gambian sesame stakeholders during the strategy design process
Extension services (DOA)
Sesame oil and other
products for domestic
consumption
Traditional small
scale processing
Small, medium and
large scale farmers
International component
MOA and Agricultural research (NARI)
Agro-chemicals
Packaging material
Labour force
Seeds
Tools & equipment
Chemical fertilizers
Manure
Inputs
National component
Legend
CURRENT VALUE CHAIN
GIEPA
Storage
Exports
GRA
Procesing
Procesing
Re-export
Re-exports
Wholesale
United States of America
Re-exports
Wholesale
India
Senegal
Retail
Retail
China
WHERE WE ARE NOW
11
12
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Source:
NAWFA.
SECTOR IMPORTS
The sesame sector in the Gambia imports farm implements, 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 importation 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 security by popularizing sesame oil to supplement household diets. Protective clothing is also imported. Increasing
production of sesame seeds, and eventually the further
processing into oil and other products, could contribute to reducing expenditure on imports of vegetable and
cooking oil.
GLOBAL PERSPECTIVE
The global market for sesame seeds and sesame oil
products is about US $ 2.1 billion ( 2012 ), as shown in tables 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 imports 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 exhibits 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 preference 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 imports ). 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.
WHERE WE ARE NOW
Table 5 : Major importers of sesame seeds and oil
Sesame seeds ( HS 120740 )
Importers
Sesame oil ( HS 151550 )
Value
imported in 2012
( US $ thousands )
Annual
growth
in value
20082012 ( % )
Share
in world
imports
( % )
Importers
Value
imported
in 2012
( US $ thousands )
Annual
growth
in value
20082012 ( % )
Share
in world
imports
( % )
World
186 399
7
100
World
1 906 824
5
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 nonreporting countries. The data in this colour represents mirror figures based on partner data.
MAJOR EXPORTERS
The export market for sesame seeds is currently dominated 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 growing sesame seed exports at a rate above the global average, thereby gaining significant market shares.
African producers ( Nigeria, Ethiopia, Sudan, the United
Republic of Tanzania and Burkina Faso ) play an important 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 leading exporters such as Chinese Taipei, Mexico, China and
Singapore.
Many exporters have surpassed the average global
growth rate for sesame oil. These fast emerging exporters include Chinese Taipei, India, Germany, Malaysia and
Belgium.
13
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
14
Table 6 : Major exporters of sesame seeds and sesame oil
Sesame seeds ( HS 120740 )
Exporters
Sesame oil ( HS 151550 )
Value exported
in 2012
( US $ thousands )
Annual
growth
in value 20082012 ( % )
Share
in world
exports
( % )
World
1 973 781
8
100
1
India
517 673
12
26.2
2
Ethiopia
469 912
18
3
Nigeria
183 571
4
United Republic
of Tanzania
5
Exporters
Value exported
in 2012
( US $ thousands )
Annual
growth
in value 20082012 ( % )
Share
in world
exports
( % )
World
181 449
8
100
1
Japan
37 026
6
20.4
23.8
2
Chinese Taipei
29 285
15
16.1
18
9.3
3
Mexico
24 960
8
13.8
118 475
19
6
4
China
14 786
4
8.1
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 nonreporting 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
WHERE WE ARE NOW
Figure 1 : Unit value differential per main buyers ( 2011 ) ( percent )
Unit value differentials
40
30
Mexico
20
others
10
China
Israel
0
U.S.A
-10
Middle East
-20
R.Korea
-30
Turkey
-40
EU
-50
Japan
-60
Source : ITC calculations based on Comtrade data.
Figure 2 : Total value of imports and exports for the Gambia ( 2007–2011 )
200
US$ Millions
100
0
–100
–200
–300
–400
Exports (US$ M)
Imports (US$ M)
2007
2008
2009
2010
2011
13
-320
14
-329
66
-303
35
-285
95
-343
Source : ITC calculations based on Comtrade data.
15
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Figure 3 : The Gambia’s sesame exports ( mirror data ) 2001–2011
1.200
1.000
Value in US$ thousands
16
800
600
400
200
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Source : ITC calculations based on Comtrade data.
Table 7 : Gambian sesame exports ( direct data ), 2008-2011*
Imports
Exported
value in
2008
Exported
quantities
Unit
Exported
value in
2009
Exported
quantities
Unit
Exported
value in
2010
Exported
quantities
Unit
Exported
value in
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
9
95
95
0
0
0
0
177
56
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 sesame 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 supplying 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.
WHERE 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 explaining the export of sesame to Senegal. The first reason 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 preferential trade agreement between China – the largest importer
in the world – and Senegal.
The performance of Gambian sesame exports demonstrates a clear growth in exports until 2009, followed by a
sharp decline in production and exports. The export constraints section of this strategy explains in further detail
the various causes of this situation ; namely the low availability of seeds, the difficult access to inputs, the challenges of governance and the low support to the sector.
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 importer 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.
The 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.
In either case – using direct or mirror data – the conflict in
statistics demonstrates a need to improve data recording 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 INSTITUTIONAL
PERSPECTIVE
The TSIs providing important services to the Gambian
sesame sector can be categorized according to the following support areas :
ƒƒ
ƒƒ
ƒƒ
ƒƒ
Policy support network
Trade services network
Business services network
Civil society network.
Tables 9 to 12 identify the main TSIs whose service delivery affects the sesame sector in the Gambia. An assessment 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 completed. 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
US $ Tons
2008
US $ / ton
US $ Tons
2009
US $ / ton
US $ Tons
2010
US $ / ton
US $ Tons
US $ / ton
World
901 000
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
1 038 000
Source : ITC calculations based on UN Comtrade statistics.
83 000
200 000
17
18
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
POLICY SUPPORT NETWORK
The institutions in the policy support network represent
ministries and competent authorities responsible for influencing or implementing policies at the national level.
Table 9 : Gambian sesame sector policy support network
Institution
Function for
the sesame
sector
Description of role
Importance
of TSI to
the sector
Level of
responsiveness
to sector needs
Resources
available
to support
the sector
•Ministry of Trade,
•Regulatory
Industry, Regionand general Integration and
al support
Employment (MO- •Policies
TIE)
•Regulation of trade, industry and
employment issues.
•Overseeing trade, industry and
employment policies.
H
M
M
•Ministry of Agriculture (Departments of Planning
and Agriculture,
Agribusiness &
NARI)
•Regulatory
•Extension
services
•Policies
•Registration of cooperative bodies and growers associations.
•Provide extension link between
farmers and NARI; conduct onfarm trials; seed selection, multiplication and certification; and
collection and processing of
data on sesame.
•ANRP, seed and cooperatives
policies oversight.
H
M
L
•Ministry of Finance & Economic Affairs
(MOFEA)
•(Central Bank
of the Gambia,
Gambia Revenue
Authority)
•Regulatory
•Policies
•Prudential regulation of banks
and non-bank financial institutions.
•Overseeing the Financial Institutions Act and financial policies,
including the microfinance policy.
H
M
H
•Ministry of Basic
and Secondary
Education (MOBSE)
•Policies
•Nutrition of children in school
feeding programmes and assisting in the adoption of agriculture
by children and youth, as well as
supporting short-term hunger issues and environmental management.
M
M
H
WHERE 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
Description
Importance
of TSI to the
sector
Level of
responsiveness
to sector needs
Resources
available
to support
the sector
GIEPA
Market promotion
and access
GIEPA is leading implementation
of the NES and is well poised to
accommodate sesame. NAWFA
and SGAs provide limited marketing services.
H
H
M
Gambia
Standards
Bureau ( GSB )
Quality control,
standards and production
GSB is fairly new and still in the
process of defining operational
mechanisms and will thereafter develop national standards.
H
L
M
The National
Research & develAgricultural
opment
Research
Institute ( NARI )
NARI undertakes research on sesame varieties ; is in charge of seed
selection, multiplication and certification ; and provides extension
services to farmers.
H
L
L
Gambia
Chamber of
Commerce
and Industry
( GCCI )
Advocacy
GCCI supports and provide exporters with certificates of origin and promotes export trade.
Several sesame traders are members of GCCI. It also assists with
advocacy, lobbying and arbitration.
H
L
M
National
Association
of Women
Farmers
Associations
( NAWFA )
Lobbying ; capacity-building ; mobilizing stakeholders into
the sector-wide apex
body ; assisting in research and development ; supply of
productive input resources ; processing and marketing of
sesame
Training, workshops, seminars
& dissemination of manuals.
NAWFA could serve as the initial
Secretariat for the sesame stakeholders’ apex body, as well as assist other stakeholders in all areas
of the sesame value chain.
H
H
M
Sesame
Growers
Associations
( SGAs )
Lobbying, capacitybuilding
SGAs defend and support their
members.
H
M
L
Weights &
Measures
Bureau
Ensuring adherence
to standard measures
The Weights & Measures bureau is
responsible for checking that the
standard weights and measures of
products are in place.
M
L
L
19
20
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Source:
Willie_Langdji. Sesame press for processing sesame and groundnuts (peanuts) into oil and cake.
Institution
Importance
of TSI to the
sector
Level of
responsiveness
to sector needs
Resources
available
to support
the sector
Function
Description
Department
of Agriculture
Food
Technology
Services
Ensuring use of
proper post-harvest technology and
food safety
Food Technology Services assists
farmers with appropriate post-harvest methodologies for agricultural
food products as well as ensuring
food safety.
H
M
L
Department of
Agribusiness
Services
Registration of cooperatives & support to cooperative
bodies in the form of
accounting & bookkeeping 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 assists with policy issues relating to
food, nutrition and health security in the Gambia so as to meet the
dietary needs and food preferences 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 collaboration with GSB ( which develops
standards for all products ). It is to
serve as the regulatory body for
adherence to food standards, including products of sesame.
H
L
L
WHERE WE ARE NOW
Source:
Jacqueline.
BUSINESS SERVICES NETWORK
These are associations, or major representatives, of commercial service providers used by exporters to carry out
international trade transactions.
Table 11 : Gambian sesame sector business services network
Institution
Function
Sandika Petty Traders
Association
Collection
and storage
of sesame
products
Transporters Union
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
Description
Sandika stakeholders play a vital role in the aggregation and
marketing of sesame from
farmers to large buyers, especially those at the Brikama
Market. They would, however, require some support in the
functions they perform, especially in providing storage facilities.
Importance
of TSI to
the sector
Resources
Level of
available to
responsiveness
support the
to sector needs
sector
H
M
L
Transportation Oversee the aggregation and
of sesame
transportation of products.
products
H
M
L
Funding
H
L
M
Most funding is at village level from VISACAs and microlenders at high interest rates.
The majority of farmers are either ‘unbanked’ or are unable
to raise the high collateral demanded by banks.
21
22
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
CIVIL SOCIETY NETWORK
These institutions are not explicitly engaged in trade-related activities. They are often opinion leaders representing interests that have a bearing on the country’s export
potential and socioeconomic development.
Table 12 : Gambian sesame sector civil society network
Institution
Function
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
NGOs ( Concern Universal,
Action Aid, Stay Green
Foundation, etc. )
Description
Importance
of TSI to the
sector
Technology There is not much interaction
transfer
with the industry to offer innovative farming methods and
implements.
NGOs offer a variety of services
across the value chain to support the sector’s development.
Resources
Level of
available to
responsiveness
support the
to sector needs
sector
L
L
L
M
M
H
PERCEPTION OF GAMBIAN TSIS
IN THE SESAME SECTOR
– INFLUENCE VS. CAPABILITY
Table 13 details a classification of trade support institutions supporting the sesame sector. The classification
represents the perception of stakeholders regarding the
level of influence and capacity of each institution to respond 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
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 Development 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
Level of
influence
on the
sector
WHERE WE ARE NOW
Source:
Willie_Langdji. Preparing sesame seed for processing
Two key policy organizations ( MOTIE and MOFEA ), together 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 effective development of the sector.
MOA as a major policy institution is perceived as having 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 supporting the sesame sector is seen as having influence on
the sector but having insufficient resources to contribute
meaningfully to its current development. The same applies 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 significant 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 education 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 institutions expected to be instrumental in providing guidance
on quality and standards for the sesame sector.
RELEVANT DEVELOPMENT
STRATEGIES AND
PROGRAMMES
There are several ongoing programmes in the Gambia
which have a bearing on the future development of sesame and can provide some critical support to restructure
and develop the sector.
The Gambia’s sesame sector strategy is aligned to numerous 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 country. Vision 2020, PAGE, ANRP and sesame seed policies
should have a positive impact on the improvement of
sesame production, processing and exports.
23
24
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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 strategies 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 exportoriented 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 decent 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 sesame.
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 production’.
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 sesame but provides a general framework to ensure the development of specific crops, including 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.
WHERE WE ARE NOW
TRADE COMPETITIVENESS
ISSUES
Poverty Alleviation
and Gender Issues
ƒƒ Social and economic concerns include poverty reduction, gender equity, youth development, environmental sustainability and regional integration.
SUPPLY-SIDE CONSTRAINTS
Box 3 : Overview of sesame sector supply-side issues
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
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.
Market Access
and Policy Reform
n
tio
mo
ro ing
l P nd
na ra
tio d B
Na an
nt
me
lop
eve ion
l D rat
na eg
gio Int
R e and
Development Issues
Cost of
Doing Business
Fa Trad
cil e
ita
tio
n
Di Ca
ve pa
rs ci
ifi ty
ca
tio
n
ls
kil hip
g s rs
ini neu
lop re
ve rep
De Ent
d
an
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 :
Capacity
Development
d
an
re rm
ctu efo
tru R
es r y
ra ato
Inf egul
R
ƒƒ 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.
ƒƒ 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.
ƒƒ Market entry issues are essentially external to the
country ( but may also be manifested internally ), such
as market access, market development, market diversification and export promotion.
Border Issues
Tra
d
Se e Su
r vi pp
ce or t
s
Border-In Issues
E
Su nvir
o
s
Cli taina nme
ma bi nta
te lity l
Ch an
an d
ge
The export competitiveness constraints analysis uses a
four gears framework presented below to determine the
major concerns to export development.
Border-Out Issues
25
26
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
LIMITED CULTIVATED AREAS DEDICATED
TO SESAME PRODUCTION
As indicated earlier, in 1986 there were 12,000 ha of sesame 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 reasons 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 system. 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 individual 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 decline of the sector makes it even more difficult now to discuss 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 appear 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 information 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 quality sesame seeds for planting in the Gambia : the mixing
of different seed varieties, the low awareness of farmers 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 exchanges and the sourcing of seeds from various sellers.
As indicated earlier, the decline of seed multiplication
centres has encouraged the entry of many traditional varieties from the subregion through informal distribution
channels.
Low levels of awareness and limited financial resources
encourage farmers to buy at the best price. This eventually leads to declining returns on investment because the
different varieties have different maturity periods. This affects 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 agricultural 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 considered 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 apparatus, can have easy access to quality sesame seeds in
appropriate volumes. Ideally, the seeds distributed would
be certified by NARI or a third party.
WHERE 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 production 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 production. Many efforts by NAWFA have been undertaken to
build up the capacity of farmers to produce and harvest sesame. These intensive efforts over many years
were able to reduce harvest and post-harvest losses to
approximately 36 % to 40 %. This indicates that approximately 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 extension services for the sesame sector, farmers use acquired knowledge and possibly obsolete methods to
produce sesame.
The effective implementation of GAP also requires monitoring to ensure production techniques transferred are
effectively used by sesame farmers. However, at the moment there is almost no capacity in the Gambia to supervise 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 necessary 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 processing, 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 resources through bank or microcredit loans. MFIs, exporters, 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 borrower can provide the required guarantee or collateral.
Smallholder sesame farmers hardly ever access credit
from such credit institutions ; thus the most common credit 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 absence of appropriate storage for sesame seeds. Sesame
seeds need to be stored in plastic packing bags in order 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 provide 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.
27
28
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Box 4 : Overview of sesame sector business environment issues
ƒƒ The organization of the sector is fragile and its coordination is limited.
ƒƒ Absence of government support for development of the sector.
ƒƒ 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 sustainability 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 producers 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 assemblies 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 revitalizing of the SGAs will be critical to ensure the development of the sesame sector.
The integration of other farmers associations, namely 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 sector. 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 women sesame farmers’ platform. NAWFA’s mandate is therefore to defend the interest of the SGAs. However, over the
years the role of NAWFA has expanded to include training, FFSs, management of collection points and cleaning
machines, as well as organizing marketing campaigns.
For this reason NAWFA has been identified by most national 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 effectively 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 organize 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 properly 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 documents 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.
WHERE WE ARE NOW
Box 5 : Overview of market entry issues
ƒƒ Inadequate trade information service available for the sector.
ƒƒ The final product is of poor quality.
ƒƒ Inconsistent supply.
Sesame has recently been identified as a crop to be further 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 establishment 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 situation is made even more difficult without the effective
oversight of the Weights and Measures Bureau. This implies 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 contractual 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 stakeholders. 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 consumption 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 disseminate local sesame prices through the Internet and SMS.
However, this project is currently stopped because of limited resources. It is important to ensure farmers have access to this information and know how to use it. The use
of extension services should contribute to building farmers’ 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 elaborating 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 contains foreign material because it has not been properly
cleaned. Since farmers and traders have limited knowledge of buyer quality requirements, there is a need to
provide training and information about the importance
of quality from production to exports.
29
30
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Box 6 : Overview of the sesame sector development perspective
ƒƒ Gender equality is aspired to across the value chain.
ƒƒ 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 accreditation ) will need to be established.
INCONSISTENT SUPPLY
The issues identified in the supply-side constraints section of this analysis demonstrate the difficulty the Gambia
has in providing international markets with constant volumes 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 cleaning 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, mechanisms 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 clearing and planting period.
Source:
unbearablyvapid. Sesame Ball
WHERE 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.
VISION
In 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 develop new products and markets. Significant challenges
exist for the sector, ranging from sourcing of inputs to
governance management, to maintaining quality requirements. 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 penetration ( increasing exports in existing markets ), product
development ( increasing exports of new products in existing 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.
”
31
Infrastructure (roads, river transport, processing facilities)
Technical and maintenance services
Improved access to financial services
Transportation services
Create value
by expanding processing
Packaging
Retain value
by reducing waste
Storage
GIEPA
Local Market
and supermarkets
Animal feed and fertilizer
Processing companies
(Oil, butter, cookies, etc.)
Farmers associations
Specialized research and development by NARI, MOA and universities
NAWFA
Cleaning
Exporting companies
Gambia Standars bureau
Primary support services
Business skills training
to farmers (men and
women) and youth
Small scale processors,
retailers (biscuits, oil &
seeds), farmers (seeds
& for consumption)
Associations
or cooperatives
Collectors
Source: Gambian sesame stakeholders during the strategy design process
Extension services (DOA)
Public-private partnerships
Distribute value
by specialised training
Sesame oil and other
products for domestic
consumption
Traditional small
scale processing
Small, medium and
large scale farmers
Intercrop with cashew
or other crop
Create value
by Intercrooping
International component
MOA and Agricultural research (NARI)
MOBSE
Youth integration
through school
programmes
Add value by developing
organic system
Organic inputs
and training
Agro-chemicals
Packaging material
Labour force
Seeds
Tools & equipment
Chemical fertilizers
Manure
Inputs
National component
FUTURE VALUE CHAIN
GRA
Acquire value by linking
to tourism sector
Hotels and restaurants
Exports
Re-exports
Wholesale
Japan
Re-exports
Wholesale
China
Re-exports
Wholesale
Chinese Taipei
Retail
Retail
Retail
China
Procesing
Retail
Diaspora
Re-exports
Wholesale
Retail
Middle-East (Israel, Lebanon and Turkey)
Procesing
Procesing
Procesing
Re-export
Senegal
Market and product
diversification through
selected targeting
Market penetration
through developing
new distribution routes
Market penetration
through increased
volume and quality
Market penetration
through increased
volume and quality
Market penetration
through increased
volume and quality
Continue to export
small quantities
for re-export
32
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
WHERE WE WANT TO GO
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
Wholesalers
166 000
19
8.4
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
Wholesalers
4 000
8
3.6
Japan
Processors
HS 120740
– Sesamum seeds
Wholesalers
78 000
-5
1.3
Turkey
Processors
HS 120740
– Sesamum seeds
Wholesalers
18 500
6
4.1
* According to IMF estimates. ** 2012 exports to Israel were US $ 22,000.
MARKET IDENTIFICATION
The 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 implementation 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 sesame 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 important importer of sesame seeds and the second most
important exporter of sesame oil. This unique position
makes it an excellent partner for Gambian sesame exporters. 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 globally 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 exporters to satisfy the processing requirements of this market.
The development of this market will also rely on the capacity 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 volumes of sesame for export to destination markets, which
33
34
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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 position 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 important commercial relationship will be important to ensure
the development of the sesame sector.
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 increase 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 provide an ideal opportunity to build up processing capacity 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 requirements to ensure the safety of guests.24
The development of this market is a first step to initiating sesame processing in the Gambia. Once processing
capacity is established, the development of other niche
markets would be a natural leap forward.
ISRAEL, LEBANON AND TURKEY
DIASPORA RETAIL STORES
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 diversify destination markets away from Asian buyers. The
existing maritime routes to southern Europe for connections to the Mediterranean should be used to expand
sesame exports to these countries.
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
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*
Market
segment
Product
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.
WHERE WE WANT TO GO
Box 7 : Overview of strategic opportunities
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
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 opportunities 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 production, 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 encouraged through sensitization campaigns to farmers federations. 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 opportunity 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 manure. 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 fashion 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 gradual, 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 country. The tourism sector provides an adequate market to
upgrade the skills and capacities of processing enterprises in a gradual fashion. Most importantly, the quality requirements of tourist and specialized restaurants can be
similar to the needs of international buyers. Supplying the
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 farmers’ groups and cooperatives to better understand the
Gambia’s agriculture.
35
36
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Source:
elizastan. sesame roasted
DISTRIBUTE VALUE BY PROVIDING
SPECIALIZED BUSINESS SKILLS TRAINING
ADD VALUE BY INITIATING AN ORGANIC
PRODUCTION PROGRAMME
The absence of specialized business skills at various levels of the value chain has been identified as a key issue
explaining the difficulty of developing the sesame sector. 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.
The organic market is developing globally at the incredible 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 development of organic production needs to be organized
between various institutions.
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–urban 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.
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 organic 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 organics 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.
HOW TO GET THERE
HOW TO GET THERE
The following four strategic objectives have been identified in order to achieve the overall vision of the sesame
sector in the Gambia.
STRATEGIC OBJECTIVES
Strategic objective 1 : Increase in a sustainable manner
the volume of sesame production in the Gambia. This
objective will be realized through the following initiatives :
ƒƒ Increase the acreage of sesame under cultivation ;
ƒƒ Make available an adequate supply of certified seeds
and other productive resources for farmers ;
ƒƒ Ensure the sesame sector uses GAP and post-harvest practices to improve productivity and production
volumes ;
ƒƒ Implement adequate mechanisms to support increased production.
Strategic objective 2 : Strengthen the coordination, organization and institutional arrangements of sesame
sector support institutions for better service delivery.
This objective will be realized through the following
initiatives :
ƒƒ Increase the development of the sector by improving
its governance and transparency ;
ƒƒ Establish an apex body to represent the sector ;
ƒƒ Strengthen the sector through more responsive
institutions ;
ƒƒ Ensure adequate policies support the development
of the sector.
Strategic objective 3 : Improve market development
methods to increase domestic production / consumption and expand exports in value and volumes. This
objective will be realized through the following initiatives :
ƒƒ Ensure adherence to sesame standards and quality
requirements ;
ƒƒ Develop market information systems for the sesame
sector to ensure effective dissemination of opportunities and requirements ;
ƒƒ Improve the presentation of processed sesame
products ;
ƒƒ Increase sales in local markets ;
ƒƒ 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 :
ƒƒ Facilitate the gradual development of sesame processing in the Gambia ;
ƒƒ Reduce wastage across the value chain ;
ƒƒ Strengthen linkages with associated sectors to generate synergies ;
ƒƒ Develop an organic production, processing and monitoring system for the sesame sector.
IMPORTANCE
OF COORDINATED
IMPLEMENTATION
The broad range of activities, together with the complex
nature of integrated intervention, requires careful implementation 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 implementation of activities in order to optimize the allocation
of both resources and efforts across the wide spectrum
of stakeholders.
37
38
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Source:
CTG Publishing.
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 monitoring 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 recommending 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 implementation of the plan of action for the sesame sector, as
illustrated in the TSI section and the PoA. These are institutions that have the overall responsibility for successful
execution of the strategy, as well as support institutions
that are active partners but not leading institutions. Each
institution mandated to support the sesame sector and
its export development is clearly identified in the strategic
plan of action.
THE GAMBIA SESAME SECTOR
DEVELOPMENT AND EXPORT STRATEGY
PLAN OF ACTION FOR THE
GAMBIA’S SESAME SECTOR
GAMBIA
2
1.2.3 Develop a scheme and certify ( third party auditing ) more contract seed growers by ensuring
growers adhere to quality requirements established
by the seed technology unit.
3
1.1.6 Encourage and demonstrate through pilots the
benefits of intercropping sesame with other crops
in order to open up more areas for sesame farming.
Routine field visits by DOA extension workers and
farmers’ representatives to verify the extent of intercropping.
3
3
1.1.5 Encourage more men to venture into sesame
farming or allow their wives to use more acreage in
cultivating the crop.
1.2.2 Ensure contract seed growers ( commodity
crop associations’ members, i.e. NAWFA-FFS / three
SGAs ) at local level are multiplying sufficient
amounts of seed and operating on a commercial
basis by selling directly to farmers.
2
1.1.4 Disseminate promotional pamphlets about
sesame to parents through schoolchildren.
3
3
1.1.3 Promote through a variety of media the sesame sector as a viable high value crop for farmers to
supplement income ( alley crop / relay crop ).
1.2.1 Multiply annually the required amount of sesame seeds ( foundation and multiplication ) to adequately supply farmers’ requirements.
3
1.1.2 Promote with communities the importance
of making communal land available for ‘leasehold / freehold’ to national and international commercial operators in the sesame sector.
1.2 Make available an adequate
supply of certified seeds and
other productive resources for
farmers.
2
1.1.1 Lobby for adjudication of more land areas for
commercial use through a reform in both the land
policy and the investment policy.
1.1 Increase the
acreage of sesame under cultivation.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Whole value
chain
Sesame producers, seed multipliers, NARI
Sesame producers, seed multipliers, NARI
Whole value
chain
Sesame producers
Whole value
chain
Whole value
chain
Sesame producers
Sesame producers
Beneficiaries
Half of all contract growers certified two years after scheme is developed.
Five contract agreements with
contract seed growers in each of
the six agricultural regions ( total
30 ) in five years
Three hundred tons available in
year two ;
600 tons in year five
Four promotional campaigns in
two years ;
10 % of sesame produced through
intercropping in three years
Four promotional campaigns in
two years ;
25 % of NACOFAG members plant
sesame yearly in three years ;
land allocation to women increased
30,000 printed pamphlets to be
distributed countrywide
Eight radio programmes ;
10 half page adverts ;
regular MOTIE newsletters
One consultative session held per
potential productive district with
Kabilos ;
eight promotional campaigns over
two years
Advocacy material prepared and
lobby actions implemented ;
law revised
Target measures / Objectively
Verifiable Indicators ( OVIs )
Certificates issues by
a third party
Contract ;
annual sales reports
NARI records ;
contract growers records
Media reports ;
DOA production figures ;
SGA reports
Media reports ;
DOA / NACOFAG production figures ;
SGA reports
Distribution lists
Media reports ;
press articles
Minutes / resolutions
of consultations with
the communities
Advocacy materials ;
media report ;
law enactment
Means of
verification
NARI
NARI
NARI
DOA
NACOFAG
MOTIE
MOTIE
Lands Ministry
GCCI
Leading
implementing
partners
Strategic objective 1 : Increase in a sustainable manner the volume of sesame production in the Gambia.
MOA, NCC–sesame / Apex
MOA, NCC–sesame / Apex
MOA, NCC sesame / Apex,
NACOFAG,
NAWFA
NARI, NACOFAG,
NFP, NAWFA
NCC - sesame / Apex,
NARI, NAWFA,
Women’s Bureau
NCC–sesame / Apex,
NACOFAG,
NAWFA, MOBSE
NCC–sesame / Apex,
NACOFAG,
NAWFA, GRTS
NCC– sesame / Apex, MOTIE,
GIEPA
GIEPA, NAWFA,
NACOFAG
Supporting
implementing
partners
Seed Policy ; EIF–
SCEDP
National Gender
Policy
2010–2020
NAWFA was doing some pamphlets, posters
Land Governance
Administrative
Framework Study
Existing
programmes
or potential
support
20 000
30 000
250 000
30 000
40 000
54 000
16 400
25 000
60 000
Estimated
costs
( US $ )
( 5 years )
40
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Farmers
Farmers
3
3
1.3.3 Complete a simplification in local languages
( with visuals ) to ensure disseminated materials remain accurate and adapted to farmers’ needs.
1.3.4 Re-establish / reinforce centres of excellence
( e.g. NAWFA–FFS / FBS ) to be linked to MOA at the
subregional level for farmers, SGAs and cooperatives to learn and experience best practices in sesame production and post-harvesting. Ensure the
centres are sustainable by putting them under professional management. One training per Agriculture
Region for six regions in seven different subjects
( Cooperatives Principles & Management ; Bookkeeping and Audit ; Input side ; Production ; Postharvest ; Processing ; and Marketing )
Whole value
chain
2
1.3.2 Consolidate and disseminate an updated
training manual reflecting new trends and methods.
Incorporate business management skills training
into the GAP manuals.
Whole value
chain
NARI
3
1
1.2.6 Identify opportunities / avenues in the Seed
Policy to increase national capacity for seed multiplication to complement NARI programmes.
Whole value
chain
Whole value
chain
Beneficiaries
1.3.1 Collect, update and centralize existing
( NAWFA / NARI ) manuals / books, pamphlets, posters, CDs and training materials on sesame GAPs
and disseminate them through existing associations, FFSs and a variety of media.
2
1.2.5 Run a sensitization / training campaign to
farmers on the value of using good varieties and
certified seeds from contract seed growers.
1.3 Ensure the
sesame sector uses GAP
and post-harvest
practices to improve productivity and production
volumes.
2
1.2.4 Oil seeds programme at NARI supervises and
monitors contract seed growers’ multiplication of
seeds to ensure quality requirements are maintained.
1.2 Make available an adequate
supply of certified seeds and
other productive resources for
farmers.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Centres resourced and operational ;
trainings conducted in six regions
Manual adapted & translated into
the four major local languages ;
3 000 copies translated
Updated review, consolidation &
translation into four major local
languages ;
300 copies distributed to cooperatives
Documents collected ;
relevant documents updated ;
documents centralized at NCC–
sesame / Apex ;
1 000 copies disseminated
Assessment completed
Eight radio programmes ;
10 half page adverts ;
regular MOA newsletters
All contract seed growers monitored annually
Target measures / Objectively
Verifiable Indicators ( OVIs )
Financial and annual reports
Manuals ;
distribution lists
Updated training
manuals
Manuals ;
documents library ;
distribution lists
Report
Media reports ;
press articles
Monitoring reports
Means of
verification
MOA
NCC–sesame / Apex
NCC–sesame / Apex
NCC–sesame / Apex
NCC–sesame / Apex
MOA
NARI
Leading
implementing
partners
Strategic objective 1 : Increase in a sustainable manner the volume of sesame production in the Gambia.
SGAs FFS / FBS, DOA–
Agribusiness,
UTG ( Schools
of Agriculture &
Business )
Adult and NonFormal Education
Unit of MOBSE,
DCD, GIEPA,
GCCI, NAWFA,
NARI, DOA
Adult and NonFormal Education
Unit of MOBSE,
Department
of Community
Development
( DCD ), GIEPA,
GCCI, NAWFA,
NARI, DOA
NAWFA, NARI,
DOA
MOA, UTG,
MOTIE
DOA, NARI,
NAWFA, MOTIE,
NCC–sesame / Apex
MOA, NCC–sesame / Apex
Supporting
implementing
partners
FAO – CPF
( Priority 1 and 2 )
Existing
programmes
or potential
support
1 200 000
50 000
50 000
10 000
5 000
60 000
100 000
Estimated
costs
( US $ )
( 5 years )
PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTOR
41
2
3
3
3
2
3
1.3.5 Produce and distribute ( sell ) the seedling
plate prototype ( already developed by NARI ) to cooperatives, SGAs or communities.
1.3.6 Expand training to farmers ( accredited / certifiable modules ) through Facilitator’s Trainings and
step-down trainings delivered through FFSs and extension services. Ensure trainers are adequately
resourced ( leased transport to users, training materials, tools & space ) to provide effective, frequent
and adequate trainings.
1.3.7 Facilitate registration of SGAs and other sesame producers with DOA –Registrar of Cooperatives,
and other statutory registering bodies so they can
receive training and extension services.
1.3.8 Ensure trainings remain appropriate and respond to farmers’ needs through the completion of
regular assessment / monitoring ( third party ) of the
trainings, including use of a community ‘score card
system’ to obtain feedback.
1.3.9 Train more trainers of trainers in the private
sector ( business development service providers ) to
achieve nationwide coverage of training capacity in
sesame production ( input side, production, postharvest, processing and marketing )
1.3.10 Increase the field monitoring of farmers,
FFSs, SGAs, farmers associations and cooperatives
to ensure GAP and post-harvest practices are actually observed ; use volunteer farmer ‘scouts’ to provide impromptu checks / visits on members’ farms.
Maintain records of performance.
1.3 Ensure the
sesame sector uses GAP
and post-harvest
practices to improve productivity and production
volumes.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Whole value
chain
Farmers, extension services
Farmers, extension services
SGAs, farmers
associations
Farmers, extension services
Farmers
Beneficiaries
Twelve monitoring visits / assessments per year
Four training of trainers conducted
( six agriculture regions together )
One monitoring / assessment using community score cards yearly
Within three years 75 % of sesame
producers associations registered
Minimum of four FFS / FBS
Facilitators’ Trainings ;
minimum of 12 step-down trainings ( i.e. two per Agricultural
Region )
Minimum of 150 seeding plates
produced and distributed in two
years
Target measures / Objectively
Verifiable Indicators ( OVIs )
Field inspection reports ;
consolidated monitoring report
Registers of trainings
Evaluation report
Registrars’ records
Certifiable training
modules developed ;
number of farmers
successfully trained
Production costs ;
bill of sales
Means of
verification
DOA
DOA
DOA ( third
party auditors )
NCC–sesame / Apex
DOA
NARI
Leading
implementing
partners
Strategic objective 1 : Increase in a sustainable manner the volume of sesame production in the Gambia.
NCC–sesame / Apex,
NAWFA, DCD &
NARI
GIEPA,
International
Labour
Organization,
NCC–sesame / Apex,
NAWFA, UTG
UTG, DCD &
NARI
DOA, MFIs,
NACCUG
NAWFA, UTG
( Schools of
Agriculture &
Business )
Private sector, NCC–sesame / Apex,
NAWFA, GTTI,
Appropriate
Technology
Company
Supporting
implementing
partners
FAO – CPF
( Priority 1 )
FAO – CPF
( Priority 1 )
FAO Food
Security through
Commercialization
of Agriculture &
FAO Country
Programming
Framework ( CPF )
( Priority 1 and 2 )
Existing
programmes
or potential
support
40 000
80 000
20 000
75 000
120 000
35 000
Estimated
costs
( US $ )
( 5 years )
42
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
3
1
2
2
2
1.4.1 Link micro financiers ( Social Development
Fund ) to sesame growers associations to facilitate
the purchase / renewal of tarpaulins and development of appropriate drying and storage facilities at
farm / village level.
1.4.2 Establish a credit guarantee scheme to cover
smallholders where they lack the collateral required
to access borrowing from non-bank financial institutions and commercial banks.
1.4.3 Pilot a storage based credit facilitation mechanism ( warehouse receipt system ) in collaboration
with commercial banks or MFIs and GSB to facilitate the use of dedicated storage for sesame.
1.4.4 Monitor village / community level / district level storage facilities ( warehouse receipt systems ) to
ensure that they are aligned to quality requirements
and standards.
1.4.5 Support a pilot scheme to fund irrigation to
increase the cropping season : instead of growing
sesame once a year, cultivate it 2–3 times a year.
NARI-initiated scheme at Sapu ; numerous rice and
vegetable irrigation and development schemes on
which some leveraging is possible to accommodate sesame, especially the reported fallow lands
in Sandu, Wuli and Kantora areas in the Upper River
Division.
1.4 Implement
adequate mechanisms to support
increased production.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Sesame producers, borehole drillers and
equipment suppliers, other
farmers & NARI
Whole value
chain
Whole value
chain
Stakeholders in
sesame value
chain
Whole value
chain
Beneficiaries
Four pilots to be initially supported ( S apu, GirobaKunda, Chamen
NBR & Yundum Site )
One monitoring per year
Four new warehouse receipt systems established ( NBR, West
Coast Region, Lower River Region
& URR ) ;
two existing stores adapted ( CRR
North & CRR South )
Credit guarantee schemes established
Meetings held ;
agreement established ;
microloans discussed with associations
Target measures / Objectively
Verifiable Indicators ( OVIs )
Results of pilots
Field inspection reports ;
monitoring reports
Records of operation
Report on evaluation
of financial services
SGAs funded to procure harvesting
and storage tools &
equipment
Means of
verification
NARI
GSB
MOTIE
MOTIE / EIF,
DOA–
Agribusiness,
new apex secretariat
MOTIE
Leading
implementing
partners
Strategic objective 1 : Increase in a sustainable manner the volume of sesame production in the Gambia.
MOTIE ( EIF ),
Ministry of
Fisheries &
Water Resources,
NCC–sesame / Apex, water
supply contractors
MOTIE, banks,
microcredit unions,
MOFEA, NCCsesame / Apex
Banks, Microcredit unions,
MOFEA, GSB,
NCC–sesame / Apex
All relevant
stakeholders
MFIs, NCC–
sesame / Apex,
NAWFA
Supporting
implementing
partners
FAO – CPF
( Priority 1 )
Existing
programmes
or potential
support
70 000
15 000
200 000
80 000
20 000
Estimated
costs
( US $ )
( 5 years )
PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTOR
43
3
2
2
1
1
2.1.4 Ensure sector organizations ( associations, cooperatives, unions )
have legal recognition, are accountable, and that they observe corporate governance practices by adhering to their constitutions ( holding
regular democratic elections for office bearers, publishing audited accounts annually, accounting for project funds regularly and providing
support services to their members ).
2.1.5 Provide capacity-building in business management ( corporate
governance ; rules and obligations related to contractual agreements
and negotiations ) to associations and cooperatives through FBSs or
business development service providers ( network ) to increase efficiencies, promote transparency and lower incidences of corruption.
2.1.6 Ensure the sesame producing associations and cooperatives
are regularly monitored to ensure good management and governance
practices are applied. Ensure regular auditing of cooperatives’ financial activity reports, and revisions of constitutions, by-laws and tax
payments, etc.
2.1.7 Provide support to the review of strategic plans for producers
and processors groups and, as required, develop new feasible and realistic ones for faster sector development and more effective service
delivery.
2.1.8 Provide targeted support to associations and cooperatives to implement their strategic / business plans ( counselling, training, etc. ).
3
2
2.1.3 Organize a National Sesame Forum to kick-start the process
of establishing an apex body by bringing together all sesame stakeholders in a fair representation between the different levels of the value chain.
2.2.1 Private sector representatives to define and implement a roadmap towards establishing an apex body to represent the interests of
all the different private sector stakeholders and lobby in favour of the
sector.
3
2.1.2 Define a roadmap towards establishing an apex body to represent the interests of all the different stakeholders and lobby in favour
of the sector. Detail the steps towards a national forum.
2.2 Establish
an apex
body to represent the
sector.
3
2.1.1 Formalize a representative 50 % public / 50 %private sector dialogue platform ( NCC–sesame ) to organize the structure and development of the sector.
2.1 Increase
the development of
the sector
by improving its governance and
transparency.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Whole value
chain
Producers
and processors
Producers
and processors
Sesame
producers &
processors
Whole value
chain
Whole value
chain
Whole value
chain
Whole value
chain
Whole value
chain
Beneficiaries
Meetings of private sector held ;
roadmap defined ;
statutes registered ;
members registered ;
secretariat operational
Targeted training or counselling provided
Strategic plans revised or
produced
One monitoring per year
Two trainings annually ;
completed assessment of
training results
All sesame sector associations publish their annual financial and activity
reports
Forum held ;
decision to establish an
apex body endorsed
Plan of action created
NCC–sesame endorsed
and operationalized ; resources allocated ; internal regulations completed
Target measures / Objectively Verifiable
Indicators ( OVIs )
Meeting reports ;
documents ;
registry number ;
membership fees ;
staff and budget of
secretariat
Sector performance
evaluation reports
Documents
Annual General
Meeting and independent audit reports ;
monitoring reports
Participants’ certificates ;
performance evaluation
Reports
Minutes of forum
EIF progress reports
on sector organization
and capacity-building
Ministry endorsement ;
regulations documents
Means of
verification
MOTIE
GIEPA
GIEPA
DOA–
Agribusiness
GIEPA
Ministry of
Justice
NCC–sesame
MOTIE ( EIF )
MOTIE ( EIF )
Leading
implementing
partners
NCC–Sesame,
NAWFA and SGAs,
seed growers, farmer
organizations, exporters, GCCI, NACOFAG
DOA–Agribusiness,
NCC–Sesame / Apex,
NAWFA, UTG
DOA–Agribusiness,
NCC–Sesame / Apex,
NAWFA, UTG
NCC–Sesame / Apex,
MOTIE, NAWFA,
GIEPA, associations,
GCCI
NCC–Sesame / Apex,
MOTIE, NAWFA, associations, GCCI
NACOFAG, NCC–sesame / Apex
MOTIE ( EIF ), NAWFA,
NACOFAG, GCCI, exporters, traders
NAWFA, NACOFAG,
GCCI
Private sector, NAWFA,
SGAs, MOA, MOFEA,
NACOFAG
Supporting
implementing
partners
Strategic objective 2 : Strengthen the coordination, organization and institutional arrangements of the sesame sector support institutions for better service delivery.
EIF- SCEDP
EIF–SCEDP
EIF–SCEDP
Existing
programmes
or potential
support
50 000
20 000
30 000
20 000
50 000
30 000
20 000
3 000
10 000
Estimated
costs
( US $ ) ( 5
years )
44
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
2.4 Ensure
adequate
policies
support the
development
of the sector.
3
2
2
2
2.4.2. Ensure regular and adequate collection and analysis of sesame
production data to ensure effective planning.
2.4.3.Ensure the National Seed Policy and its recommendations for
sesame get implemented and revised based on the evolving context
of the sector.
2.4.4 Organize a lobby and advocacy campaign to defend the interests
of the sector to policy makers and decision makers.
2.4.5 Liaise with the key support agencies ( NARI, GIEPA, MOTIE and
MOA ) to ensure that sesame’s status is scaled up in each agency and
these agencies incorporate sesame in their programmes.
3
2.3.3 Rejuvenate cooperative credit unions for sesame growers to provide farmers with affordable credit to enable them acquire farm inputs to boost production ( fertilizers, pesticides, machinery and tools )
through microloans / grants or shared within cooperatives.
3
2
2.3.2 Undertake a nationwide tour by DOA and relevant stakeholders to
sensitize sesame growers on the modalities of registering as cooperative societies and the benefits that accrue to members.
2.4.1. Elevate sesame to the level of a priority status crop at NARI and
DOA and allocate higher resources to research and support of sesame,
especially seed multiplication efforts.
2
2.3.1 Sign an MoU with DOA to collaborate on providing improved extension services to sesame growers.
1
2.2.3 Clarify roles and responsibilities of the sector stakeholders to
ensure effective operation of the sector.
2.3
Strengthen
the sector through
more responsive institutions.
3
2.2.2 Create and implement a sustainability plan for the newly established apex institution, including options for resource mobilization
through provision of services ( market information, etc. ) to members.
2.2 Establish
an apex
body to represent the
sector.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Whole value
chain
Whole value
chain
NARI &
whole value
chain
Whole value
chain
NARI &
whole value
chain
Farmers
Farmers
Farmers
Whole value
chain
Apex institution,
whole value
chain
Beneficiaries
Biannual meeting held ;
activities from key institutions directed at sesame
Lobby and advocacy efforts implemented
Resources allocated to implementing Seed Policy
Dedicated resources to
collecting production figures ;
information easily available
Sesame considered a priority crop ;
30 % increase in resources
for multiplication
Volume of credit funds
disbursed ;
confirmed access of farmers to MFIs
Bilateral meetings ;
communication efforts
MoU signed
Chart of sector with roles
and responsibilities of various institutions adopted by members of the apex
body
Sustainability plan established and validated by
members ;
plan resourced and implemented
Target measures / Objectively Verifiable
Indicators ( OVIs )
Reports of meetings ;
activity reports
Report of activity
Activity reports
Budget allocation to
sesame ;
reports
Reports show prioritized status ;
budget allocations
Annual reports by
credit unions ;
circularization of
farmers’ to establish
sources of funding
Report of meetings ;
media coverage
MoU document
Chart ;
validation record
Sustainability plan ;
validation report ;
budget allocation
Means of
verification
NCC–sesame / Apex
NCC–sesame / Apex
NARI
MOA
MOA
MFIs, commercial & investment
banks
DOA
NCC–sesame / Apex
NCC–sesame / Apex
NCC–sesame / Apex
Leading
implementing
partners
NARI, GIEPA, MOTIE,
DOP
NAWFA, NACOFAG
MOFEA, MOA, MOTIE,
NCC–sesame / Apex
MOTIE
NCC–sesame / Apex,
NARI, SGAs, NAWFA
National Sesame
Forum, MOA / DOA,
MOTIE ( EIF )
NARI, NAWFA, GCCI
DOA, MOTIE
NAWFA and SGAs,
seed growers, farmer
organizations, exporters, GCCI, NACOFAG
NAWFA and SGAs,
seed growers, farmer
organizations, exporters, GCCI, NACOFAG
Supporting
implementing
partners
Strategic objective 2 : Strengthen the coordination, organization and institutional arrangements of the sesame sector support institutions for better service delivery.
Existing
programmes
or potential
support
5 000
40 000
50 000
50 000
100 000
300 000
20 000
2 000
10 000
30 000
Estimated
costs
( US $ ) ( 5
years )
PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTOR
45
2
2
3.2.3 Provide all sesame sector stakeholders with
updated and relevant market information related to
quality standards, buyer preferences and market dynamics.
3
3.1.5 Establish an independent and accredited laboratory for testing sesame seeds and products according to the established standards.
3.2.2 Use local media and online facilities ( including
cell phone broadcasts ) to give farmers, processors
and exporters market trends ( demand and supply )
and prevailing prices.
3
3.1.4 Establish a specific standard for sesame seeds
and products.
3
3
3.1.3 Set a time limit and clear milestones to ensure
seed multiplication, distribution and production processes have minimal adulteration of sesame seeds.
This will serve as a benchmark to evaluate adherence
to quality requirements.
3.2.1 Implement a market information system that
enables value chain stakeholders to have better
knowledge of price variations and empower them to
make market decisions.
2
3.1.2 Pilot a value chain quality management initiative by training, supporting and auditing selected
value chain stakeholders to key quality accreditations ( ISO, Codex Committee and Standards Bureau
certification, Hazard Analysis and Critical Control
Points ) and where possible organic and / or fair trade
mark.
3.2 Develop
market information systems
for the sesame sector to ensure effective
dissemination
of opportunities
and requirements.
3
3.1.1 Train value chain stakeholders on the importance of quality assurance, standards, certification
and buyer preferences. Provide example from key
destination markets.
3.1 Ensure adherence to sesame standards
and quality requirements.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Whole value
chain
Stakeholders
in the sesame
value chain
Whole value
chain
Processors, exporters
Whole value
chain
Whole value
chain
Sesame stakeholders
Sesame stakeholders
Beneficiaries
Market information easily
available
One public market price report in multiple languages
every two days during the
sesame campaign
Market price system operational ;
75 % of value chain stakeholders have easy access
to market prices in three
years
Accredited laboratory operational
Specific standards established by GSB for sesame
seeds and products
Timeline and milestones
established ;
results monitored
Number of groups / associations certified
One training annually
Target measures / Objectively Verifiable
Indicators ( OVIs )
Usage reports
Media reports
Market reports ;
usage reports
Number of tests conducted per year and
results
Specific standard ;
periodic reports ;
quarterly and annual
reports of GSB
Monitoring reports
Certification from accredited bodies
Training reports
Means of verification
MOTIE
DOA
NCC–sesame / Apex
MOTIE
GSB
NARI
GSB
NARI
Leading
implementing
partners
Trade information
network, NAWFA
NCC–sesame / Apex, MOTIE,
NAWFA, GIEPA
MOTIE, GIEPA,
NAWFA
GSB, Food Safety
& Quality Authority,
NCC –sesame / Apex, NARI
MOTIE, MOA, NCC–
sesame / Apex
GSB ( auditor ),
MOTIE, DOA, NCC–
sesame / Apex
GIEPA, MOTIE,
NARI, DOA, Codex
Committee, GCCI,
NCC–sesame / Apex
FQA, GIEPA, MOTIE,
NCC–sesame / Apex
Supporting implementing partners
Strategic objective 3 : Improve market development methods to increase domestic production / consumption and expand exports in value and volumes.
EIF – SCEDP
EIF – SCEDP
EIF – SCEDP
EIF – SCEDP
Existing programmes or potential support
25 000
25 000
50 000
30 000
20 000
35 000
100 000
60 000
Estimated
costs
( US $ )
( 5 years )
46
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
3.5 Identify and
capitalize on
international
market opportunities.
3
1
2
3.5.2. Ensure active participation of sesame sector
stakeholders in Trade Fair Gambia.
3.5.3 Profile Gambians of the diaspora who already
contribute significantly to Forex receipts, and use
them as selling points and a niche market.
3.5.4 Organize groups to be supported in accessing
the Fair Trade market.
1
3.4.3 Establish collaboration with the Gambia
Tourism Authority to promote consumption of sesame products and tours of sesame farms in order
to expand sesame consumption and promote agritourism.
2
1
3.4.2 Establish specialized agreements with restaurant and hotel suppliers for them to promote sesame products.
3.5.1 Based on market reports plan one mission
per year to potential buyers ( China, Chinese Taipei,
Japan, etc. ) to seek market opportunities.
1
3.4.1 Establish a promotion and marketing campaign to promote the consumption of Gambian sesame products by industry, hotels, tourists and private
individuals.
1
3.3.2 Promote the use of more presentable packaging material and methods to improve the appeal of
products.
3.4. Increase
sales in local
markets.
2
3.3.1 Train processors and exporters extensively on
buyer requirements, international standards, packaging, etc. to promote alignment.
3.3 Improve the
presentation of
processed sesame products.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Farmers
Processors and
exporters
Processors and
exporters
Exporters
Tourism sector,
processors
Processors,
Distributors
Whole value
chain
Processors,
consumers
Processors, exporters
Beneficiaries
NAWFA or 10 % of sesame
grower cooperatives certified fair trade in five years
Of all sesame products,
5 % exported to the diaspora
Annual display in Trade
Fair Gambia to promote
Gambian sesame
One mission per year
Bilateral meetings held ;
MoU between Gambia
Tourism Authority and
NCC–sesame / Apex ; at
least 25 % of Gambian hotels consuming Gambian
sesame products
Bilateral meetings held ;
sesame products available ; list of distributors
Minimum of three campaigns per year via media,
conferences, etc.
Quality packaging on 75 %
of sesame products sold in
the Gambia
All processors and exporters trained in five years
Target measures / Objectively Verifiable
Indicators ( OVIs )
Certificates from
Fair Trade Labelling
Organisation ( FLO )
Records of exports
Picture of display
List of participants
and related expenditures
Minutes of meetings ;
MoU document ;
sales reports of processors
Minutes of meetings ;
list of distributors
Media reports ;
increase in local
sales of sesame products
Review of products
sold / exported
Training reports
Means of verification
NAWFA
MOTIE / EIF
GCCI
GIEPA
MOTIE
NCC–sesame / Apex
NCC–sesame / Apex
MOTIE
GIEPA
Leading
implementing
partners
MOTIE, NCC–sesame / Apex, labour
unions
NCC–sesame / Apex, GIEPA
NCC–sesame / Apex, GIEPA,
MOTIE, exporters
MOTIE / EIF, NCC–
sesame / Apex
Gambia Tourism
Authority, NCC–
sesame / Apex, processors
MOTIE, NGOs, processors
MOTIE, GIEPA,
GCCI, Gambia
Tourism Authority,
NACOFAG
GCCI, GIEPA, NCC–
sesame / Apex
MOTIE
Supporting implementing partners
Strategic objective 3 : Improve market development methods to increase domestic production / consumption and expand exports in value and volumes.
EIF – SCEDP
Existing programmes or potential support
40 000
50 000
30 000
100 000
5 000
5 000
40 000
10 000
15 000
Estimated
costs
( US $ )
( 5 years )
PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTOR
47
Total
4.4. Develop
an organic production, processing and
monitoring
system for the
sesame sector.
4.3 Strengthen
linkages with
associated
sectors to generate synergies.
2
2
2
4.4.2 Promote organic agriculture to promote higher value of the sesame crop.
4.4.3 Pilot a scheme for producing and certifying a small
percentage of Gambian sesame production.
1
4.3.2 Liaise with other farmers associations to forge
strong unions for mobilizing credit and sourcing of farming requirements such as equipment, chemicals and
transport.
4.4.1 Conduct a feasibility study on the establishment of
an organic production and monitoring system for the sesame sector.
3
2
4.2.2 Pilot a commercialization scheme for sesame cake
( animal feed made from residues of oil pressing ) for the
local market in order to increase food production.
4.3.1 Promote intercropping of sesame with other crops
such as groundnuts, cashew, maize, etc.
2
4.2.1 Provide training on the production of green manure
from sesame stems as part of the GAP modules.
2
4.1.2 Build the capacity of existing processing facilities
to adhere to quality standards, through the efforts of the
Ministry of Trade, GSB and development partners ( initially EIF ), to achieve a consistent and appropriate flow
of sesame products, and assist with marketing development.
4.2 Reduce
wastage across
the value
chain.
2
4.1.1 Provide targeted support ( t ax reduction, reduced
social charges, reduced utility costs, etc. ) for sesame
processors ( agroprocessing ) for a period of three years
( reassessed every year ) to facilitate the establishment
and development of the industry.
4.1 Facilitate
the gradual development of
sesame processing in the
Gambia.
Priority
1=low
2=med
3=high
Activities
Operational
objectives
Whole value
chain
Whole value
chain
Whole value
chain
Farmers
Farmers
Farmers
Farmers
Processors
Processors
Beneficiaries
Pilot implemented
One promotion
campaign per years
( T V panel discussions, half page
print media adverts,
folk media )
Feasibility study
conducted
Three joint initiatives with other associations
In three years 20 %
of sesame production is from intercropping
In five years 75 % of
sesame oil waste
sold into cake
Twenty-four trainings annually on
production of green
manure
All processors
trained and monitored yearly
A reduction of 5 %
in taxes or social
charges ;
10 % reduction in
utility costs
Target measures / Objectively
Verifiable
Indicators ( OVIs )
Assessment report
Media reports
Reports
Reports of initiatives
Monitoring reports
Sales reports
List of participants
Training and monitoring reports
Gambia Revenue
Authority statements ;
bills of processors
Means of verification
GSB
NCC–sesame / Apex
GSB
SGAs
DOA
MOTIE
DOA
MOTIE
MOFEA
Leading
implementing
partners
DOA, MOTIE, NCC–
sesame / Apex
DOA, NARI, GSB,
MOTIE
DOA, MOTIE, NCC–
sesame / Apex
NACOFAG, NAWFA,
NCC–sesame / Apex
SGAs, NACOFAG,
NAWFA, NCC–sesame / Apex
MOA, NCC–sesame / Apex
NAWFA, NARI, NCC–
sesame / Apex
GSB, NCC–sesame / Apex
MOTIE, MOA
Supporting implementing partners
Strategic objective 4 : Increase socioeconomic benefits by promoting value addition across the entire sector value chain.
EIF – SCEDP
GNAIP
Existing programmes or
potential support
US $ 4 355 400
GMD 153 814 098
30 000
20 000
10 000
5 000
10 000
30 000
20 000
15 000
Estimated costs
( US $ ) ( 5 years )
48
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
BIBLIOGRAPHY
BIBLIOGRAPHY
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.
ITC ( 2013 ). Opportunity Study for the Development of
Inclusive Tourism Activities in the Gambia.
ITC ( 2 013 ). Quality Assurance Framework ( Q AF ) for
Cashew Nuts and Sesame Products in the Gambia.
Government of the Gambia ( 2010 ). Gambia National Agricultural Investment Programme ( GNAIP ) 2011–2015.
Government of the Gambia ( n.d. ). Review of the State of
Implementation of PRAIA Orientations ( on Land Tenure ) in the Gambia.
Nation, The ( Nigeria ) ( 15 November 2012 ). Sesame seed
exports hit N210b. Available from http : / / thenationonlineng.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 : / / w ww.soilassociation.org / marketreport.
United Nations Conference on Trade and Development
( n.d. ) ASYCUDA Database. Available from http : / / w ww.
asycuda.org / dispcountry.asp?name=Gambia. Accessed 9 August 2013.
49
Source:
Yuichro Haga.
APPENDIX 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
51
52
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
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
APPENDIX 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
Egypt
Japan
Senegal
Lebanon
Chinese Taipei
Turkey
Israel
China
Netherlands
1.400
1.200
1.000
800
600
400
200
0
2005
2006
2007
2008
2009
2010
2011
Table 16 : List of importing markets for HS120740 Sesamum seeds, whether or not broken,
a product exported by the Gambia ( mirror data ) 2005–2011
Total
2005
2006
2007
2008
2009
2010
2011
1 001
1 065
1 146
675
45
145
0
Senegal
Israel
Egypt
31
Lebanon
14
China
Japan
124
821
1 029
Chinese Taipei
Turkey
214
936
Netherlands
36
180
342
86
119
145
53
Source:
Albert Gonzalez Farran - UNAMID Photo.
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