MARKET STUDY - GUYANAassets.wusc.ca/wuscwebsite/...guyana-february-2015.pdf · Plate 5 Value-added pumpkin products traded internationally 82 Plate 6 Dried ochro chips 82 Plate 7

Promotion of Regional Opportunities for Produce

Through Enterprises and Linkages (PROPEL)

MARKET STUDY - GUYANA CHF CARIBBEAN COMMISIONED REPORT

Final Report Submitted by: Kelvin Craig

Consultant

February 11, 2015

The Promotion of Regional Opportunities for Produce through Enterprises and Linkages (PROPEL) project is implemented by the Canadian Hunger

Foundation (CHF) with funding support from the Government of Canada through the Department of Foreign Affairs, Trade and Development

(DFATD).

PROPEL Guyana Market Study ii

Table of Contents LIST OF TABLES .................................................................................................................................. v

LIST OF CHARTS ............................................................................................................................... vii

LIST OF PLATES ............................................................................................................................... viii

LIST OF ACRONYMS AND ABBREVIATIONS .............................................................................. ix

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

1.0 Introduction ................................................................................................................................... 4

2.0 Objective of Study ....................................................................................................................... 4

3.0 Mapping and Selection of Buyers ............................................................................................ 4

4.0 Assessing Demand by High-Value Market Buyers ............................................................. 4

4.1 Categories of buyers interviewed ........................................................................................ 4

4.2 Middlemen ....................................................................................................................................... 5

4.2.1 Fresh Produce Bought By Middlemen ....................................................................... 5

4.2.2 Source of Produce ........................................................................................................... 6

4.2.3 Quality of Produce and Payment Arrangements ..................................................... 8

4.2.4 Estimating Additional Quantities Required ............................................................... 9

4.3 Supermarkets ............................................................................................................................... 11

4.3.1 Fresh Local Produce Bought By Supermarkets .................................................... 11

4.3.2 Other Produce Bought By Supermarkets ................................................................ 12

4.3.3 Source of Produce ......................................................................................................... 12

4.3.4 Quality of Produce and Payment Arrangements ................................................... 14

4.3.5 Estimating Additional Quantities Required ............................................................. 15

4.4 Agro-processors .......................................................................................................................... 15

4.4.1 Fresh Produce Bought by Agro-processors ........................................................... 15



4.4.4 Estimating Additional Quantities of Produce Required ....................................... 19

4.5 Restaurants and Eating Places................................................................................................ 19

4.5.1 Fresh Produce Bought By Restaurants and Eating Places ................................ 19

4.5.2 Other Products Bought By Restaurants and Eating Places ............................... 20




PROPEL Guyana Market Study iii

4.6 Hotels .............................................................................................................................................. 24

4.6.1 Fresh Produce Bought By Hotels .............................................................................. 24




4.7 Exporters ....................................................................................................................................... 26

4.7.1 Fresh Produce Bought By Exporters ........................................................................ 26




4.8 Importers ....................................................................................................................................... 30

4.8.1 Fresh Produce Bought By Importers ........................................................................ 30

4.9 Miners ............................................................................................................................................. 30

4.9.1 Fresh Produce Bought By Miners ............................................................................. 30




4.10 Loggers ........................................................................................................................................ 32

4.10.1 Fresh Produce Bought By Exporters ........................................................................ 32




4.11 Fishermen ................................................................................................................................... 33

4.11.1 Fresh Produce Bought By Fishermen ...................................................................... 33




5.0 Conclusions on HVM Buyers .................................................................................................. 34

5.1 Range of fresh produce bought ......................................................................................... 34

5.2 Quantities of Selected Fresh Produce Bought by Various Categories of Buyers 35

5.3 Other Products Bought ........................................................................................................ 35

5.4 Source of Produce ................................................................................................................. 36

5.5 Quality of Produce and Payment Arrangements ........................................................... 36

PROPEL Guyana Market Study iv

5.6 Estimating Additional Quantities Required..................................................................... 38

6.0 Results of Focus Group Discussions ................................................................................... 40

6.1 General Information ............................................................................................................... 41

6.2 Details on Crops Produced and Sold ............................................................................... 46

6.3 Sale of Produce ...................................................................................................................... 58

6.4 Quality of Produce and Payment Arrangements ........................................................... 62

6.5 Estimating Additional Quantities That Could Be Grown ............................................. 64

6.6 Conclusions ............................................................................................................................. 66

7.0 Policy and Enabling Environment Matters .......................................................................... 67

8.0 Recommendations ..................................................................................................................... 68

PROPEL Guyana Market Study v

LIST OF TABLES

Table 1 Categories of HVM Buyers 14 Table 2 Number and Percentage of Middlemen by Region 15 Table 3 Reasons for Buying Produce 15 Table 4 Constraints to Obtaining Increased Supplies of Fresh Produce 17 Table 5 Responses to Questions on Quality of Produce and Payment Arrangements 18 Table 6 Communities / Markets in Which Middlemen Sell Produce 19 Table 7 Major Problems Associated With Middlemen Obtaining Increased Supplies of

Fresh Produce 19

Table 8 Solutions Associated With Middlemen Resolving Problems Linked to Obtaining Increased Supplies of Fresh Produce

19

Table 9 Number and Percentage of Supermarkets by Region 20

Table 10 How Supermarkets Decide on the Volume of Produce to Buy? 22 Table 11 Truck Size and Type 22

Table 12 Supermarkets Decide on Which Supplier to Buy Produce From? 23 Table 13 Constraints to obtaining increased supplies of fresh produce 23 Table 14 Responses to Questions on Quality of Produce and Payment Arrangements 24 Table 15 Number and Percentage of Agro-processors Interviewed by Region 25 Table 16 How Agro-processors Decide on the Volume of Produce to Buy? 26 Table 17 How Agro-processors Decide on Which Supplier to Buy Produce From? 27 Table 18 Constraints to Obtaining Increased Supplies of Fresh Produce 27 Table 19 Responses to Questions on Quality of Produce and Payment Arrangements 27 Table 20 Number and Percentage of Restaurants and Eating Places Interviewed by

Region 28

Table 21 How Restaurants and Eating Places Decide on the Volume of Produce to Buy? 30 Table 22 Truck Size and Type 30 Table 23 How Restaurants and Eating Places Decide on Which Supplier to Buy Produce

From? 31

Table 24 Constraints to obtaining increased supplies of fresh produce 31 Table 25 Responses to Questions on Quality of Produce and Payment Arrangements 32 Table 26 Number and Percentage of Hotels Interviewed by Region 33 Table 27 How Hotels Decide on Which Supplier to Buy Produce From? 34 Table 28 Constraints to obtaining increased supplies of fresh produce 35 Table 29 Responses to Questions on Quality of Produce and Payment Arrangements 35 Table 30 How Exporters Decide on the Volume of Produce to Buy? 37 Table 31 How Exporters Decide on Which Supplier to Buy Produce From? 38 Table 32 Constraints to Obtaining Increased Supplies of Fresh Produce 38 Table 33 Responses to Questions on Quality of Produce and Payment Arrangements 38 Table 34 Quantities of Selected Produce Bought by Various Categories of Buyers 46 Table 35 Responses to Questions on Quality of Produce and Payment Arrangements 48 Table 36 Quantities of Major Produce Estimated as Required in the Future by Various

Categories of Buyers 48

Table 37 Shortlist of Commodities Based on Perceptions of Quantities Demanded 49 Table 38 Shortlist of Recommended Areas 50 Table 39 Reasons for Specified Areas Having a Tradition of Main Producing Areas of

Good Quality Produce 51

Table 40 Production-Related, Marketing-Related and Other Challenges Associated With Producing Various Crops

52

Table 41 Ability to Sell What Is Produced and the Decision on How Much To Produce 54

PROPEL Guyana Market Study vi

Table 42 Details on Crops Produced and Sold 57 Table 43 Comments on Price Variation as a Result of Seasonal Differences 61 Table 44 Responses to Planting Time 62 Table 45 Selected Postharvest Practices 63 Table 46 Frequency of Sale, Quantities Sold and Selling Prices 67 Table 47 Main Categories of Buyers of Produce 68 Table 48 Main Selling Points, Decisions on How Much Produce to Sell and Middlemen-

related matters 69

Table 49 List of Main Middlemen Who Buy Produce from Farmers 70 Table 50 How Does One Decide Who to Sell Produce To 72 Table 51 Quality of Produce and Payment Arrangements 73 Table 52 Estimating Additional Quantities That Could Be Grown 75

PROPEL Guyana Market Study vii

LIST OF CHARTS

Chart 1 Percentage contribution of each category of buyer 14 Chart 2 Quantities of Produce Bought by Middlemen 16 Chart 3 Areas That Middlemen Purchased From 17 Chart 4 Estimates of Additional Quantities of Commodities Required by Middlemen 18 Chart 5 Quantities of Selected Produce Bought by Supermarkets 20 Chart 6 Quantities of Selected Produce (Excluding Apples and Grapes) Bought by

Supermarkets 21

Chart 7 Areas from Which Produce for Supermarkets Originates 22 Chart 8 Future Quantities of Major Produce Required by Supermarkets 24 Chart 9 Quantities of Selected Produce Bought by Agro-processors 25 Chart 10 Areas from Which Produce for Agro-Processors Originates 26 Chart 11 Future Quantities of Major Produce Required by Agro-Processors 28 Chart 12 Quantities of Selected Produce Bought by Restaurants and Eating Places 29 Chart 13 Areas from which produce for Restaurants and Eating Places originates 30 Chart 14 Future Quantities of Major Produce Required by Restaurants and Eating Places 32 Chart 15 Quantities of Selected Produce Bought by Hotels 33 Chart 16 Areas from which produce for hotels originates 34 Chart 17 Future Quantities of Major Produce Required by Hotels 36 Chart 18 Quantities of Selected Produce Bought by Exporters 36 Chart 19 Areas from Which Produce for Exporters Originates 37 Chart 20 Future Quantities of Major Produce Required by Exporters 39 Chart 21 Quantities of Selected Imported Produce 40 Chart 22 Quantities of Selected Produce Bought by Miners 40 Chart 23 Quantities of Selected Produce Bought by Loggers 41 Chart 24 Quantities of Selected Produce Bought by Fishermen 42

PROPEL Guyana Market Study viii

LIST OF PLATES

Plate 1 Plantains being traded 66

Plate 2 Pumpkins being traded and prepared for export 67

Plate 3 Pumpkins and watermelons ready for export at GMC Packhouse 67

Plate 4 Value-added plantain products traded internationally 81

Plate 5 Value-added pumpkin products traded internationally 82

Plate 6 Dried ochro chips 82

Plate 7 Different cassava products being marketed in Guyana 83

Plate 8 Savannah Frozen Cassava Fries sold in Guyana and Sizzling Hot 84

Plate 9 Cassava Products on sale at Guyexpo 2014 84

Plate 10 Frozen root crops on sale in Trinidad 85

Plate 11 Frozen sweet potato and soup pack manufactured by a small processor in Trinidad

85

Plate 12 Frozen cut-up green mango produced by a small processor in Guyana ready for export

86

LIST OF ANNEXES

Annex 1 SWOT analysis of plantain, cassava, pineapple and pumpkin – production,

marketing and trade

88

Annex 2 List of attendees at Stakeholders Information Session 90

PROPEL Guyana Market Study ix

LIST OF ACRONYMS AND ABBREVIATIONS

CAD CHF DFATD

Canadian Dollars Canadian Hunger Foundation Department of Foreign Affairs, Trade and Development

FGD Focus Group Discussions G$ Guyana Dollars HVM High-Value Market MOA Ministry of Agriculture NAREI National Agricultural Research and Extension Institute PROPEL Promotion of Regional Opportunities for Produce through Enterprises and Linkages WCB West Coast Berbice

PROPEL Guyana Market Study 1

EXECUTIVE SUMMARY

The general objective of this consultancy was to gather evidence required by the Promotion of Regional Opportunities for Produce through Enterprises and Linkages project (PROPEL) to help make decisions on future directions and partnerships. A long list of High-Value Market (HVM) buyers was first developed. Criteria approved by CHF were then used to develop a short list of key HVM buyers. Ten categories of buyers were identified to be interviewed, the major ones being middlemen, supermarkets, agro processors, restaurants/eating places and hotels. The middlemen were largely responsible for moving produce from farmers or main producing areas to the various buyers. It is estimated, from the general feedback and empirical evidence that no less than 80 percent of all fruits, vegetables and root crops locally produced, pass through the hands of middlemen on their way to final buyers. However, in some cases, farmers reported that 100 percent of their produce was sold to middlemen. Some of the major produce traded included: fruits (banana, plantain, watermelon, pineapple, orange, tangerine, papaw, coconut); vegetables (bora, ochro, squash, eggplant, celery, pakchoy, cabbage, pumpkin, eschallot, sweet pepper, hot pepper); and root crops (cassava, eddo, sweet potato). In addition to the local buyers of produce, this study also asked a few importers of fresh produce about the major produce imported. The answers showed that there is growing demand for a range of the traditional temperate climate crops (broccoli, cauliflower, kale and Swiss chard) as well as for convenience foods such as the mixed frozen vegetables. To date, there is no local equivalent, such as frozen cut-up bora, pumpkin, sweet potato or eddo; hence the information is important from an import substitution perspective. Across all target regions, the most common areas from which produce was sourced were: Charity and Supenaam in Region 2; Parika and Canals Polder in Region 3; Mahaica and Georgetown in Region 4; West Coast Berbice in Region 5; and Crabwood Creek, Blackbush Polder and the Lower Corentyne area of Region 6. The most common responses by middlemen to the major problems/challenges/constraints to obtaining increased supplies of fresh produce were product deterioration and agronomic practices (encompassing a set of problems mentioned by middlemen, such as, product size variation, product maturity and appearance, too early ripening, drainage and irrigation problems faced by farmers and over application of fertilizers). However, the most common responses by the supermarkets, agro-processors, exporters, hotels, restaurants and eating places were: weather-related matters, transportation, price fluctuations, damaged produce and product deterioration. The most common response of the respondents, across all categories of buyers, to solving the problems was increased farmer education. Where agreements between buyers and farmers existed, they were verbal. No one interviewed indicated that any form of written agreement existed. With respect to payment arrangements, it appeared that in about half of the cases, payments to farmers and middlemen were done on delivery of produce.

Quantities of the shortlisted commodities that were estimated to be required per week by

middlemen were extrapolated to annual quantity demanded. This is equivalent to 5 million lbs or

plantain, 3 million lbs of pumpkin, 2.8 million lbs of a basket of other vegetables (inclusive of

cabbage, celery, tomato, hot pepper, eggplant, ochro, bora and squash) and an average of 0.5

million lbs each of cassava, eddo and yam.


Focus Group Discussions were conducted with groups of farmers from 11 areas across four

coastal regions of Guyana. The three broad categories of crops (fruits, vegetables and root

crops) were targeted, based on the feedback from buyers of the produce and the specific

commodities were plantain, pumpkin, cassava, eddo, yam and basket of other vegetables

inclusive of cabbage, celery, tomato, hot pepper, eggplant, ochro, bora and squash.

It can be concluded, that living and farming in all of the selected areas, are groups of dedicated,

committed farmers, who are ready and up to any challenge to increase production, once it

makes economic sense. The more distant growers in particular, were locked into a situation in

which there were not many options as to who they sell their produce to. Notwithstanding this,

farmers as a group had a healthy relationship with the middlemen who play an important role in

the Guyana food supply chains. Farmers were essentially producing for the limited domestic

markets and deserved to be challenged into producing larger quantities of appropriately graded,

quality produce on a sustained basis for a direct export market or for processors who would add

value prior to export.

The Stakeholder Information Session helped to reinforce a number of the strengths and

weaknesses as well as served to highlight many of opportunities and threats within Guyana’s

fruit, vegetable and root crop subsector.

There was every indication that Guyanese farmers are capable and willing to expand production of the range of commodities ‘once the price is right’. However, with no less than 80 percent of the produce being traded by middlemen, it means that middlemen would either have to be part of the solution to transport produce from distant farms to markets or new buyers will have to copy some of the marketing functions now being performed by middlemen. New buyers will for example have to be prepared to purchase produce from Crabwood Creek in Region 6 or from Parika or even directly from Hamburg Island in Region 3. Successful historical examples of this would include the regional banana, sugar and tobacco industries or more recently in Guyana, Amcar with respect to the heart of palm trade. While domestic marketing opportunities should be fully exploited, every effort should be made to link Guyanese farmers to overseas markets, given the size of the local population and the corresponding domestic demand. Processed products are emphasized because of the challenges associated with overseas transportation – particularly of fresh produce. The project should, for example, seek to work with existing agro-processors of plantain chips, cassava chips and sweet potato chips to, where necessary, improve their basic product, the packaging and labeling etc. and to link them to overseas buyers. Cut-up frozen vegetables (bora, ochro, pumpkin); dried vegetables, inclusive of an item such as dried pumpkin seeds; and products such as eddo powder and pumpkin stems for craft, offer unique opportunities. These are in fact some of the very convenience foods that the domestic and regional markets require and are importing in the absence of locally produced substitutes. The selection of an area for any specific production and marketing initiative should depend on the product being targeted, the experience of the specific group of farmers and the issue of logistics. It is recommended that farmers, processors and other value chain actors should receive training in and exposure to areas such as: general agronomic practices, pre-harvest and postharvest factors that impact on quality changes, packinghouse design, produce flow, postharvest treatment, curing techniques, storage, packing and stacking arrangements, sanitation protocols, waste disposal; types of damage; marketing challenges and opportunities; varietal differences in the context of the market; and differentiating between production and marketing costs. Conducted tours by farmers, middlemen and others to municipal markets, supermarkets,


approved packinghouses and agro-processing factories and by processors and other buyers to the fields, would help to emphasise and reinforce best practices related to the exportation of fresh or processed produce.

To make the shortlisted products more competitive and indeed the other fruits, vegetables and

root crops, a number of factors are recommended to be addressed. These include: production-

oriented factors (appropriate drainage works to reduce negative impact of flooding, ongoing

research and higher levels of research, reduced local transport cost, improved quality of

produce as a result of better in-field and postharvest handling); marketing-oriented factors

(improved overseas transport arrangements, improved systems of packaging, handling,

transportation and storage, increased processing and value-added activities); and processing-

level factors (support with product development including dried, powdered and frozen

vegetables, and better quality control systems.


1.0 Introduction

The Promotion of Regional Opportunities for Produce through Enterprises and Linkages (PROPEL) project is a sustainable economic growth project which aims to increase the value of Caribbean fresh produce accessing high-value markets (HVMS) in the Caribbean and internationally by CAD100 million over six years. PROPEL focuses on the needs of the HVM buyers as the entry point for determining market prospects at the local, intra-regional and extra-regional levels. These needs are then the basis for identifying producers that may be able to supply into the markets. The intent of PROPEL is to facilitate the development of commercially based linkages between producers and HVMs that will be sustainable and reach scale in terms of the target sales and ability to grow over time. PROPEL is in its third year of operation and is at a point where it wants to refine and focus its approach. The complexity of the HVMs, and the obstacles that are evident in accessing them, required a more structured analysis of the markets and potential products to promote. This Guyana study is one of five regional studies.

2.0 Objective of Study

The general objective of the consultancy was to gather evidence required by PROPEL to help make decisions on future directions and partnerships. The specific objectives of the consultancy were to:

Undertake investigations of HVM buyers and products that have potential for increased local and intra-regional sourcing;

Clearly identify the opportunities and constraints in facilitating these linkages between buyers and local and intra-regional producers; and

Make recommendations on the buyers and products with the best potential for developing sustainable linkages.

3.0 Mapping and Selection of Buyers

In keeping with the Terms of Reference, a long list of HMV buyers was first developed. This included buyers of vegetables from categories such as middlemen, supermarkets, agro processors, hotels, restaurants and eating places, exporters, importers, mining companies/ miners, logging companies/loggers and fishing companies/ fishermen. Criteria approved by CHF were then used to develop a short list of key HVM buyers. The intention being that the data and information gleaned from the interviews with the key HVM buyers will provide the basis for describing/quantifying the markets for a range of fruits, vegetables and root crops.

4.0 Assessing Demand by High-Value Market Buyers

4.1 Categories of buyers interviewed

Ten categories of buyers were identified to be interviewed. Table 1 below shows that of the major categories, 60 middlemen, 15 supermarkets, 9 agro processors, 19 restaurants and eating places, 8 hotels were interviewed. Together they represented 77% of the total number of buyers interviewed (Chart 1). In addition, 7 exporters, 4 importers, 5 mining companies/miners, 5 logging companies/loggers and 12 fishing companies/fishermen were interviewed.


Table 1: Categories of HVM Buyers

No. Category of Buyer Number of Buyers Interviewed

in each Category

1. Middlemen 60

2. Supermarkets 15

3. Agro-processors 9

4. Restaurants and Eating Places 19

5. Hotels 8

6. Exporters 7

7. Importers 4

8. Mining Co. / Miners 5

9. Logging Co. / Loggers 5

10. Fishing Co. / Fishermen 12

Chart 1: Percentage contribution of each category of buyer

4.2 Middlemen

4.2.1 Fresh Produce Bought By Middlemen

Sixty middlemen who operated in 6 Regions of Guyana (Regions 2, 3, 4, 5, 6 and 10) were interviewed. Sixty two percent of the middlemen interviewed were from Regions 3 and 5 and this is reflective of high level of activity in those regions (Table 2). The middlemen bought a range of produce including: fruits (banana, plantain, watermelon, pineapple, orange, tangerine, papaw, coconut); vegetables (bora, ochro, squash, eggplant, celery, pakchoy, cabbage, pumpkin, eschallot, sweet pepper, hot pepper); and root crops (cassava, eddo, sweet potato).

42%

10% 6%

13%

6%

5%

3%

4% 3% 8%

Middle Men

Supermarkets

Agro-processors

Restaurants &Eating Places

Hotels

Exporters

Importers

Mining C0 & Miners

Logging Co & Loggers

Fishing Co &Fishermen


Chart 2 refers. Quantities of major produce bought in one trip by middlemen were as follows:

fruits (plantain – 15,500lbs, oranges – 7,000lbs, watermelon – 4,500lbs, banana – 4,200lbs); vegetables (pumpkin – 11,500lbs, eggplant – 7,000, squash – 5,000, tomatoes – 3,760lbs); root crops (cassava – 6500lbs, sweet potato – 3,500lbs, eddo – 3,200lbs). Responses per commodity bought by middlemen ranged from 8-20 and they mostly did two trips per week.

Table 2: Number and Percentage of Middlemen by Region

Region Number of Middlemen

Percentage

2 2 3

3 16 27

4 9 15

5 21 35

6 8 13

10 4 7

Total 60 100

4.2.2 Source of Produce

When asked how they decided on how much produce to buy, the most common responses

were: based on how much can be supplied (33); based on what was available from suppliers

(33); based on low seasonal prices (20); and based on the availability of funds (23) (Table 3).

Table 3: Reasons for Buying Produce

Reasons for Buying Produce

Number of Responses

Volume That Can be Supplied 33

Amount Available From Suppliers 30

Low Seasonal Prices 20

Availability of funds 23


Chart 2: Quantities of Produce Bought by Middlemen

There were 41 responses from the middlemen to the question, “About how many farmers do you buy from each time?” They indicated that as a group, they bought produce from at least two farmers each and no more than 14 farmers each per trip. Fifty four percent of them indicated that they bought produce from between 10-14 farmers each per trip. Across all target regions, the most common areas from which produce was sourced were: Charity and Supenaam in Region 2; Parika and Canals Polder in Region 3; Georgetown in Region 4; West Coast Berbice in Region 5; and Crabwood Creek, Blackbush Polder and the Lower Corentyne area of Region 6 (Chart 3).

Only 7 middlemen interviewed indicated that in addition to purchasing from farmers, they also bought produce from other middlemen and only 6 of them said that they bought produce from other middlemen on a regular basis.

The most common responses by middlemen to the major problems/challenges/constraints to

obtaining increased supplies of fresh produce were product deterioration and agronomic

practices (encompasses a set of problems mentioned by the middlemen such as product size

variation, product maturity and appearance, too early ripening, drainage and irrigation problems

faced by farmers and over application of fertilizers). The most common response to solving the

problems was increased farmer education.

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Chart 3: Areas That Middlemen Purchased From

Table 4: Constraints to Obtaining Increased Supplies of Fresh Produce

Number Major problems / challenges / constraints to obtaining increased supplies of fresh produce

Number of Responses

1. Product deterioration 16

2. Agronomic Practices 10

3. Price Fluctuation 6

4. Damaged produce 6

5. Weather related matters 4

6. Transportation 2

4.2.3 Quality of Produce and Payment Arrangements

Table 5 below shows that there were 21 positive responses from the middlemen to buying a particular quality (standard) of produce and 7 positive responses to buying particular varieties. When prompted, 43 percent of them said that they looked at size and 43 percent also said that they looked at the maturity of the produce. With respect to payment arrangements there were 16 positive responses to paying immediately for produce.

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Table 5: Responses to Questions on Quality of Produce and Payment Arrangements

Number Questions No. of Responses

Yes No

1. Do you buy a particular quality (standard) of produce? 21 19

2. Do you buy particular varieties of produce? 7 32

3. Do you have any sort of agreement with farmers? 14 34

4. Do you pay right away or other conditions apply / later? 16

5. Could this arrangement be improved in any way? 14 1

4.2.4 Estimating Additional Quantities Required

Chart 4 below shows the additional quantities of the major commodities that middlemen said

they would be interested in buying per week: 10,000-20,000 lbs of dried coconuts, 20,000-

30,000lbs of pumpkin and 40,000-50,000lbs of plantains. These totals are based on responses

from 8 to 20 middlemen.

The general feeling, from most of the middlemen interviewed, was that there was enough of

most of the commodities, with the market being saturated with a range of produce most of the

time. Their view was that produce was scarce periodically, as a result of extreme weather

conditions coupled with the normal growing time of crops. Their view was that exporting would

reduce gluts.

Chart 4: Estimates of Additional Quantities of Commodities Required by Middlemen

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The study shows that middlemen for the most part sold both wholesale and retail and Table 6

shows that Georgetown was by far the most common community/market.

Table 6: Communities / Markets in Which Middlemen Sell Produce

Region/ responses

Name of Community / Number of Responses

Region 2 Reg 2 A-Charity Reg 2 B- Anna

Regina Reg 2 C-

Supenaam

Responses 0 0 0

Region 3 Reg 3A- Parika

Reg 3B-Vreedenhoop

Reg 3C- Canals Polder

Reg 3D- Wales

Responses 1 1 0 3

Region 4 Reg 4 B-Lower

East Coast Demerara

Reg 4 C-Georgetown

Reg 4D-East Bank

Reg 4 E-Highway

Responses 1 23 0 0

Region 5 Reg 5 A-West

Berbice

Responses 7

Region 6 Reg 6 A-CW

Creek Reg 6 B- BB

Polder Reg 6 C-Lower

Corentyne Reg 6 D- NA/Mara

Responses 2 2 3 0

Region 10 Reg 10

Responses 4

The most common responses by middlemen to the major problems/challenges/constraints to providing their services were: competition (from other buyers including middlemen); price fluctuations; product deterioration; and damaged produce (Table 7). The most common responses to resolving the problems were increased market opportunities and farmer education (Table 8).

Table 7: Major Problems Associated With Middlemen Obtaining Increased

Supplies of Fresh Produce

No. Major problems / challenges / constraints to obtaining increased supplies of fresh

produce

Number of Responses

1. Competition 10

2. Price fluctuations 3



5. Transportation 1

Table 8: Solutions Associated With Middlemen Resolving Problems Linked to

Obtaining Increased Supplies of Fresh Produce

No. Solutions to solving the problems Number of Responses

1. More market opportunities 6

2. Proper farmer education 5

3. Contract buying 2

4. Produce own commodities 1


4.3 Supermarkets

4.3.1 Fresh Local Produce Bought By Supermarkets

Sixteen supermarkets across 5 Regions of Guyana (Regions 2, 3, 4, 5 and 6) were interviewed. Fifty six percent of the supermarkets interviewed were from Region 4, which includes Georgetown, the capital (Table 9).

Table 9: Number and Percentage of Supermarkets by Region

Region Number of Supermarkets

Percentage

2 2 13

3 1 6

4 9 56

5 3 19

6 1 6

Total 16 100

Supermarkets bought a range of produce including: fruits (banana, plantain, watermelon, pineapple, lime / lemon, orange and the imported apples and grapes); vegetables (bora, ochro, eggplant, celery, tomato, lettuce, pakchoy, cabbage, pumpkin, eschallot, calaloo); and root crops (cassava, eddo, sweet potato, ginger and turmeric). Estimated quantities of major produce bought on average by two supermarkets three times per week were 8,000-10,000lbs of apples and 8,000-10,000lbs of grapes (Chart 5).

Chart 5: Quantities of Selected Produce Bought by Supermarkets

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es

paw

paw

bo

ra

cab

bag

e

pu

mp

kin

cele

ry

eggp

lan

t

tom

ato

es

lett

uce

esch

allo

t

cala

loo

och

ro

edd

oes

pla

nta

in

swee

t-p

ota

toes

cass

ava

yam

/das

hee

n

gin

ger

tum

eric

0-2000 2000-4000 4000-6000 6000-8000 8000-10000


When apples and grapes were excluded from the analysis, major produce bought on average

by two supermarkets three times per week were pumpkin (1200lbs) and eggplant (400lbs).

Chart 6 refers.

4.3.2 Other Produce Bought By Supermarkets

Only one of the 16 supermarkets provided reasonable information on imported vegetables. The supermarket bought 100 cartons (of 12 pks. each) per week of mixed frozen vegetables. This was in addition to fresh imported vegetables such as carrots (500lbs), purple cabbage (60lbs), broccoli (300lbs), cauliflower (300lbs) and sweet corn (70 sacks) per week.


When the supermarkets were asked how they decided on how much produce to buy, the most

common response, as shown in Table 10, was that it was based on the quantity demanded by

customers (7 responses). Across all target regions, the most common areas from which

produce originated were: Parika and Wales in Region 3; and Mahaica and Georgetown in

Region 4 (Chart 7).

Transport vehicles used were mostly mini buses, small trucks such as Canters and open back pickups such as Nissan. They varied in size from 1 ton to 4 ton or more (Table 11).

Chart 6: Quantities of Selected Produce (Excluding Apples and Grapes) Bought by

Supermarkets

0 200

400

600

800

1000

1200

Ban

ana

lime/

lem

on

ora

nge

s

pin

eap

ple

s

wat

erm

elo

n

paw

paw

bo

ra

cab

bag

e

pu

mp

kin

cele

ry

eggp

lan

t

tom

ato

es

lett

uce

esch

allo

t

cala

loo

och

ro

edd

oes

pla

nta

in

swee

t-p

ota

toes

cass

ava

yam

/das

hee

n

gin

ger

tum

eric

0-200 200-400 400-600 600-800 800-1000 1000-1200


Table 10: How Supermarkets Decide on the Volume of Produce to Buy?

Reasons for Buying a Certain Volume

Produce

Number of Respondents

Volume that can be supplied 1

Quantity demanded by customers 7

Amount decided by manager 1

Chart 7: Areas from Which Produce for Supermarkets Originates

Table 11: Truck Size and Type

Truck Size Vehicle Types Number of Respondents

Percentage

I ton Canter trucks, Nissan pickups, cool storage trucks

2 33.3

2 tons 2 33.3

3 tons 1 16.7

4 tons and more 1 16.7

Total 6 100

0

0.5

1

1.5

2

2.5


There were 5 responses to the question, “How do you decide which supplier to buy produce from?” Table 12 refers.

Table 12: How Supermarkets Decide on Which Supplier to Buy Produce From?

Reasons for Buying Produce from

Certain Suppliers

Number of Responses

Reliability of Supplier 1

Price Range 2

Quality of Produce 1

Quantity of Produce 1

Eighty percent of the responses showed, that in cases where supermarkets bought from farmers, that farmers transported their produce to them. Eighty percent of those who responded also indicated that farmers had verbal contracts to supply produce. In addition, 65 percent of those who responded showed that supermarkets bought produce mostly from middlemen. The most common responses by supermarkets to the major problems/challenges/constraints to

obtaining increased supplies of fresh produce were weather related matters and transportation

(Table 13). The supermarkets mostly felt the problems could be resolved through increased

farmer education.

Table 13: Constraints to obtaining increased supplies of fresh produce

No. Major problems / challenges / constraints to obtaining increased supplies of fresh produce

Number of Responses


2. Transportation 3

3. Agronomic Practices 2



6. Price Fluctuations 1


Table14 below shows that there were 10 positive responses from the supermarkets to buying a particular quality (standard) of produce and 3 positive responses to buying particular varieties. When prompted, 40 percent of them said that they looked at size and 30 percent also said that they looked at the maturity of the produce. With respect to payment arrangements, there were 10 positive responses to paying immediately for produce.



No. Questions No. of Responses

Yes No




4. Do you pay right away or other conditions apply / later? 10 0

5. Could this arrangement be improved in anyway? 5 1


Chart 8 below shows the additional quantities of the major commodities that supermarkets said

they would be interested in buying: 10,000-20,000lbs of pumpkin and 30,000-40,000lbs of

plantains per week. These totals are based on responses from two supermarkets.

Chart 8: Future Quantities of Major Produce Required by Supermarkets

4.4 Agro-processors

4.4.1 Fresh Produce Bought by Agro-processors

Nine agro-processors across 3 Regions of Guyana (Regions 4, 5 and 6) were interviewed. Fifty six percent of the agro-processors interviewed were from Region 4, in which most of the processing activity takes place (Table 15).

0

10000

20000

30000

40000

50000

Lett

uce

Wat

erm

elo

n

Ora

nge

s

Tan

geri

ne

Tom

ato

Paw

paw

Das

hee

n

Car

amb

ola

Bo

ra

Cab

bag

e

Och

ro

Squ

ash

Eggp

lan

t

cele

ry

Pak

cho

y

pu

mp

kin

swee

t p

epp

er

Esch

allo

t

cass

ava

yam

edd

oes

swee

t p

ota

toes

pla

nta

ins

Pin

eap

ple

s

0-10000 10000-20000 20000-30000 30000-40000 40000-50000


Table 15: Number and Percentage of Agro-processors Interviewed by Region

Region Number of Agro-processors

Percentage

4 5 56

5 3 33

6 1 11

Total 9 100

Agro-processors bought a range of produce including: fruits (pineapple, cherries, oranges, tangerine, carambola, guava and plantain); vegetables/herbs (celery, thyme, sweet pepper, hot pepper, cucumber, eschallot); and root crops (cassava, sweet potato). Estimated quantities of major produce bought per week by four agro-processors were as follows: carambola, guava and plantain – 20,000-30,000lbs each; hot pepper - 30,000-40,000lbs and thyme – 20,000-30,000lbs (Chart 9).

Chart 9: Quantities of Selected Produce Bought by Agro-processors


When the agro-processors were asked how they decided on how much produce to buy, the

most common response, as shown in Table 16, was that it was based on the amount available

from suppliers (4 responses). From the responses, 2-7 middlemen or farmers supplied the agro-

processors with produce.

0

10000

20000

30000

40000

0-10000 10000-20000 20000-30000 30000-40000


Table 16: How Agro-processors Decide on the Volume of Produce to Buy?


Produce



Amount available from suppliers 4

Seasonal prices 4

Funds available 1

Across all target regions, the most common areas from which produce was sourced were: Parika Vreedenhoop and Canals Polder in Region 3; Georgetown in Region 4; West Coast Berbice in Region 5; and Blackbush Polder in Region 6 (Chart 10).

Chart 10: Areas from Which Produce for Agro-Processors Originates

There were 7 responses to the question, “How do you decide which supplier to buy produce from?” The decision was based primarily on reliability of supplier and price (Table 17).

0

0.5

1

1.5

2

2.5

3

3.5


Table 17: How Agro-processors Decide on Which Supplier to Buy Produce From?


Certain Suppliers

Number of Responses


Price Range 3



Sixty six percent of the responses showed, that in cases where agro-processors bought from farmers, that farmers transported their produce to them. Fifty percent of those who responded also said that farmers had verbal contracts to supply produce. In addition, 60 percent of those who responded said, that they bought produce from middlemen and that they had verbal contracts with 75 percent of these middlemen. The most common responses by agro-processors to the major problems/challenges/constraints

to obtaining increased supplies of fresh produce were weather related matters, price fluctuations

and damaged produce (Table 18). The agro-processors felt the problems could be resolved

through increased farmer education and contract buying.



Number of Responses





Table 19 below shows that there were merely 2 positive responses from the agro-processors to buying a particular quality (standard) of produce and only one positive response to buying particular varieties. With respect to payment arrangements, there were 2 positive responses to paying immediately for produce.



Yes No







4.4.4 Estimating Additional Quantities of Produce Required

Chart 11 below shows the additional quantities of the major commodities that two of the smaller agro-processors said they would be interested in buying: 20lbs of cassava and 10lbs of sweet potato per week.

Chart 11: Future Quantities of Major Produce Required by Agro-Processors

4.5 Restaurants and Eating Places

4.5.1 Fresh Produce Bought By Restaurants and Eating Places

Nineteen restaurants and eating places across 5 Regions of Guyana (Regions 2, 4, 5, 6 and 10) were interviewed. Fifty three percent of the restaurants and eating places interviewed were from Region 4, 16 percent each in Regions 5 and 10 and 10 percent in Region 2. This spread of restaurants and eating places is reflective of the demand for the supply of street foods or foods away from home (Table 20).

Table 20: Number and Percentage of Restaurants and Eating Places Interviewed

by Region

Region Number of Restaurants

and Eating Places

Percentage

2 2 10

4 10 53

5 3 16

6 1 5

10 3 16

Total 19 100

0

5

10

15

20

Cassava

Sweet Potatoes

0-5 5-10 10-15 15-20


Restaurants and eating places bought a range of produce including: fruits (pineapple, cherries,

golden apple, watermelon, guava and plantain); vegetables / herbs (celery, thyme, sweet

pepper, hot pepper, cucumber, eschallot); and root crops (cassava, eddo, sweet potato).

Estimated quantities of major produce bought per purchase day (three times per week) by

restaurants and eating places were as follows: tomato and hot pepper – 20,000-30,000 lbs.

each; pineapple, cucumber, lettuce, eschallot, celery, sweet pepper, cabbage, pumpkin, carrot

and plantain – 10,000-20,000 lbs. each (Chart 12). These totals are based on responses from

11 restaurants and eating places.

4.5.2 Other Products Bought By Restaurants and Eating Places

A few of the restaurants and eating places indicated that they used imported frozen mixed

vegetables and fresh vegetables, such as corn, but they did not share this information with the

collectors.


When the restaurants and eating places were asked how they decided on how much produce to

buy, the most common response, as shown in Table 21, was that it was based on the amount

available from suppliers (4 responses).

Across all target regions, the most common areas from which produce was sourced were: Charity, Anna Regina and Supenaam in Region 2; Parika and Canals Polder in Region 3; Lower East Coast and East Bank in Region 4; West Coast Berbice in Region 5; Crabwood Creek in Region 6 and Region 10 (Chart 13). From the responses, 4-10 middlemen or farmers supplied the restaurants and eating places with produce and various types and sizes of transport vehicles were used to transport the produce to the restaurants and hotels (Table 22).

Chart 12: Quantities of Selected Produce Bought by Restaurants and Eating Places

0

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20000

30000

pin

eap

ple

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lden

ap

ple

s

Plu

m

Wat

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Ch

erry

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ava

Paw

paw

Man

goes

Ap

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s

Pas

sio

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uit

s

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cum

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Tom

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Esch

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Cal

alo

o

Cel

ery

Ho

tpep

per

Swee

tpep

per

Cab

bag

e

Pu

mp

kin

Pak

cho

y

Bro

colli

Car

rots

Co

rilla

Cas

sava

Yam

Edd

oes

Swee

t o

tato

es

Pla

nta

in


Table 21: How Restaurants and Eating Places Decide on the Volume of Produce to

Buy?


Produce



Amount available from suppliers 1

Seasonal prices 2

Chart 13: Areas from which produce for Restaurants and Eating Places originates

Table 22: Truck Size and Type

Truck Size Vehicle Types Number of Respondents

I ton Canter trucks, Nissan pickups, cool storage trucks, mini buses

1

2 tons 1

3 tons 2

Total 4

0

0.5

1

1.5

2

2.5


There were 17 responses to the question, “How do you decide which supplier to buy produce from?” The decision was based mainly on reliability of supplier, price, as well as the quality of the produce (Table 23).

Table 23: How Restaurants and Eating Places Decide on Which Supplier to Buy

Produce From?


Certain Suppliers

Number of Responses


Price Range 5



Eighty three percent of the responses showed, that in cases where restaurants and eating places bought from farmers, that farmers transported their produce to them. Seventy one percent of those who responded also said that farmers had verbal contracts to supply produce to them. In addition, 64 percent of those who responded said that they bought produce from middlemen and that they had verbal contracts with 50 percent of these middlemen. It was also noted that restaurants and eating places often went to the open market to buy produce based on what was needed by guests. The most common responses by restaurants and eating places to the major problems/

challenges/constraints to obtaining increased supplies of fresh produce was price fluctuations

(Table 24). The restaurants and eating places felt the problems could be resolved primarily

through increased farmer education and contract buying.



Number of

Responses 1. Price Fluctuation 4


3. Agronomic practices 2



Table 25 below shows that there were 11 positive responses from the restaurants and eating places to buying a particular quality (standard) of produce and 6 positive responses to buying particular varieties. With respect to payment arrangements, there were 13 positive responses to paying immediately for produce. The restaurants and eating places indicated that they did not have any specific agreements with suppliers of produce.




Yes No

1.

Do you buy a particular quality (standard) of produce? 11 2



4.

Do you pay right away or other conditions apply / later? 13

1



Chart 14 below shows the additional quantities of the major commodities that three restaurants

and eating places said they would be interested in buying: 15,000 lbs. of cabbage, 2,500 lbs. of

lettuce, 500 lbs. of eggplant and 200 lbs. of bora each of three times per week.

Chart 14: Future Quantities of Major Produce Required by Restaurants and Eating Places

0

2000

4000

6000

8000

10000

12000

14000

16000

Bora Eggplant Cabbage Lettuce


4.6 Hotels

4.6.1 Fresh Produce Bought By Hotels

Eight hotels across 5 Regions of Guyana (Regions 2, 3, 4, 6 and 10) were interviewed. Fifty percent of the hotels interviewed were from Region 4 and the others were, one from each of the other regions mentioned (Table 26). It should be noted that the larger hotels in Georgetown were not very responsive to the questions asked.

Table 26: Number and Percentage of Hotels Interviewed by Region

Region Number of Hotels

2 1

3 1

4 4

6 1

10 1

Total 8

Hotels bought a range of produce including: fruits (pineapple, watermelon, oranges, papaw, mango, banana and plantain); vegetables / herbs (bora, lettuce, celery, thyme, sweet pepper, hot pepper, cucumber, eschallot, ochro, cabbage, pumpkin and calaloo); and root crops (cassava, eddo, sweet potato and yam). Estimated quantities of major produce bought per purchase day (three times per week) by hotels were as follows: hot pepper – 20,000-30,000lbs; pineapple, bora, lettuce, pumpkin, carrot, cassava, yam and plantain – 10,000-20,000lbs (Chart 15). These totals are based on responses from 7 hotels.

Chart 15: Quantities of Selected Produce Bought by Hotels

0

10000

20000

30000

0-10000 10000-20000 20000-30000



When the hotels were asked how they decided on how much produce to buy, the most common

response was that it was based on the number and type of guests. From the information

provided, 1-4 middlemen supplied the hotels with produce. Across all target regions, the most

common areas from which produce was sourced were: Parika and Canals Polder in Region 3;

Mahaica in Region 4; and Crabwood Creek in Region 6 (Chart 16). There were 11 responses to

the question, “How do you decide which supplier to buy produce from?” The decision was based

mainly on price as well as the quality of the produce (Table 27).

Sixty seven percent of the responses showed, that in cases where hotels bought from farmers, that farmers transported their produce to them. Eighty three percent of those who responded also said that farmers had verbal contracts to supply produce to them. In addition, 63 percent of those who responded said that they bought produce from middlemen and that they had verbal contracts with all of these middlemen.

Chart 16: Areas from which produce for hotels originates

Table 27: How Hotels Decide on Which Supplier to Buy Produce From?


Certain Suppliers

Number of Responses

Price Range 5



0

0.2

0.4

0.6

0.8

1

1.2


The most common responses by hotels to the major problems/challenges/constraints to

obtaining increased supplies of fresh produce were price fluctuations and weather-related

problems (Table 28). The hotels, as a group, did not comment on how the problems could be

resolved.



Number of Responses




Table 29 below shows that there were 6 positive responses from the hotels to buying a particular quality (standard) of produce and 6 positive responses to buying particular varieties. With respect to payment arrangements there were 7 positive responses to paying immediately for produce.



Yes No

1.

Do you buy a particular quality (standard) of produce? 6

2



4.

Do you pay right away or other conditions apply / later? 7

2



Chart 17 below shows the additional quantities of the major commodities that three hotels said

they would be interested in buying: 700lbs of cabbage and 300lbs of pakchoy each of three

times per week.

4.7 Exporters

4.7.1 Fresh Produce Bought By Exporters

Eight exporters across 3 Regions of Guyana (Regions 2, 3, 4) were interviewed. Exporters bought a range of produce including: fruits (plantain, watermelon, pineapple, mango, kowa, awara, soursop, sapodilla and dried coconuts); vegetables (bora, ochro, eggplant, pumpkin, saeme, hot pepper and squash); root crops (eddo); and other (coconut oil). Estimated quantities of major produce bought per month, as indicated by four exporters, were as follows: pumpkin and plantain 25,000lbs each; and dried coconuts15,000 lbs. (Chart 18).



When the exporters were asked how they decided on how much produce to buy, the most

common responses, as shown in Table 30, were that purchases were: based on seasonal

favourable prices (6 responses); based on the volume that could be provided by suppliers (5

responses); and based on the availability of funds (5 responses).

Chart 17: Future Quantities of Major Produce Required by Hotels

Chart 18: Quantities of Selected Produce Bought by Exporters

0

100

200

300

400

500

600

700

800

Pakchoy Cabbage

0

10000

20000

30000

0-10000 10000-20000 20000-30000


Table 30: How Exporters Decide on the Volume of Produce to Buy?


Produce


Seasonal (favourable) prices 6


Availability of funds 5

Quantity demanded by customers 4

Amount that can be exported 2

Across all target regions, the most common areas from which produce was sourced were: Parika, Wales and Canals Polder in Region 3; Mahaica and East Bank Demerara/Soesdyke Linden Highway in Region 4; and West Coast Berbice in Region 5 (Chart 19). From the responses, 2-6 middlemen supplied the exporters with produce.

Chart 19: Areas from Which Produce for Exporters Originates

There were 8 responses to the question, “How do you decide which supplier to buy produce from?” There were 5 responses to “reliability of supplier” and 3 responses to “quantity of produce” (Table 31).

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5


Table 31: How Exporters Decide on Which Supplier to Buy Produce From?


Certain Suppliers

Number of Responses



Five of the exporters interviewed, indicated that they purchased produce from farmers and that these farmers took the produce to them. Only one of these had a verbal contract. In addition, only one exporter indicated, that he also bought produce from a middleman.

The most common responses by exporters to the major problems/challenges/constraints to

obtaining increased supplies of fresh produce were product deterioration and price fluctuations

(Table 32). The exporters mostly felt the problems could be resolved through increased farmer

education.



Table 33 below shows that there were 7 positive responses from exporters to buying a particular quality (standard) of produce and only 1 positive response to buying particular varieties. With respect to payment arrangements, there were 6 positive responses to paying immediately for produce.



Yes No







Number of Responses



3. Transportation 1




Chart 20 below shows the additional quantities of the major commodities, that three exporters

said they would be interested in buying: 6,000-8,000 lbs of mangoes and 4,000-6,000 lbs of

pineapples per week.

Chart 20: Future Quantities of Major Produce Required by Exporters

4.8 Importers

4.8.1 Fresh Produce Bought By Importers

Two importers from Region 4 provided limited information on their operation. They imported produce such as: fruits (pears, strawberries, peaches, plums, apples, grapes); and vegetables (cabbage, broccoli, cauliflower, onion, garlic, white potato). Estimated quantities of major produce imported per month, as indicated by two importers were as follows: white potatoes - 20,000lbs; cabbage – 5,000lbs; and broccoli and cauliflower - 4,000lbs each (Chart 21). If these commodities of comparable quality and price were available locally, they would source them locally.

4.9 Miners

4.9.1 Fresh Produce Bought By Miners

Five miners from Regions 2, 3 and 4 were interviewed. From the data collected, on a weekly

basis, miners bought produce such as: fruits (plantain, watermelon); vegetables (tomato, bora,

cabbage, ochro, pumpkin); and root crops (eddo, sweet potato). The highest volume of any

single commodity recorded were pumpkin - 600lbs, plantain – 500lbs, watermelon – 200lbs and

cabbage – 200lbs (Chart 22). These totals are based on responses from three miners.

0

2000

4000

6000

8000

10000

Pineapples

Mangoes

Bora

Wiri Wiri Peppers

0-2000 2000-4000 4000-6000 6000-8000 8000-10000


Chart 21: Quantities of Selected Imported Produce

Chart 22: Quantities of Selected Produce Bought by Miners

0

20000

40000

60000

80000

0-20000 20000-40000 40000-60000 60000-80000

0

200

400

600

0-200 200-400 400-600



The answers to the questions on source of produce suggested that the miners as a group bought whatever was available from any source middlemen, farmers, municipal markets or supermarkets.


As a group, the miners indicated that they did not buy any particular quality (standard) of produce and no specific varieties.


No response to additional quantities of the major commodities required.

4.10 Loggers

4.10.1 Fresh Produce Bought By Exporters

Six loggers across 3 Regions of Guyana (Regions 2, 4, 6) were interviewed. They bought a

range of produce including: fruits (plantain, watermelon); vegetables (bora, ochro, pumpkin);

and limited quantities of root crops such as eddo, cassava and yam. Estimated quantities of

major produce bought weekly by four loggers were as follows: watermelon – 2,100lbs; plantain

– 400lbs; bora and pumpkin – 1,500lbs each (Chart 23). These totals are based on responses

from four loggers.

Chart 23: Quantities of Selected Produce Bought by Loggers

0

1000

2000

3000

0-1000 1000-2000 2000-3000



When the loggers were asked how they decided on how much produce to buy, the most common responses were that purchases were: based on seasonal favorable prices; based how much could be utilized; and based on the availability of funds. They bought from both middlemen and farmers, and in addition, directly from the municipal and other markets. The loggers did not respond to where the middlemen sourced their produce from. They indicated that they bought produce based mostly on price and quality of produce. The most common responses by loggers to the major problems/challenges/constraints to obtaining increased supplies of fresh produce were product deterioration, location (distance of logging activity to where fresh produce may be available) and price fluctuations. As was the case for the other categories of buyers, the loggers mostly felt the problems could be resolved through increased farmer education.


As a group, the loggers indicated that they did not buy any particular quality (standard) of produce and no specific varieties.


There was no response to additional quantities of the major commodities required.

4.11 Fishermen

4.11.1 Fresh Produce Bought By Fishermen

Twelve fishermen from Regions 2 and 4 were interviewed. Fishermen bought rather small quantities of produce such as: fruits (plantain, watermelon); vegetables (tomato, bora, squash, pakchoy, ochro, pumpkin, celery hot pepper); and root crops (eddo, cassava, white potatoes and yam). The specific item varied according to what was available and the time that they were going to spend at sea. The highest volume of any single commodity recorded was 120lbs watermelon (Chart 24).

Chart 24: Quantities of Selected Produce Bought by Fishermen

0

50

100

150

0-50 50-100 100-150

34


When the fishermen were asked how they decided on how much produce to buy, the most common response was that purchases were based how much they would utilize. They bought from both middlemen and farmers, and in addition, directly from the municipal and other markets. They indicated that they bought produce based mostly on the reliability of suppliers. The most common responses by fishermen to the major problems/challenges/constraints to obtaining increased supplies of fresh produce were location (fishermen often buy from the municipal market as farmers are mostly far away from the ports from which they sail) and price fluctuations. As was the case for the other categories of buyers, the fishermen mostly felt the problems could be resolved through increased farmer education.


As a group, the fishermen indicated that they mostly did not buy any particular quality (standard) of produce and no specific varieties. With respect to payment arrangements, they indicated that they mostly paid immediately for produce.


There was no response to additional quantities of the major commodities required.

5.0 Conclusions on HVM Buyers

5.1 Range of fresh produce bought

The middlemen were largely responsible for moving produce from farmers or main producing areas to the various buyers. Essentially a significant percentage of all produce passed through the hands of middlemen. While this study was not geared to quantify a number, it is estimated from the general feedback and empirical evidence, that no less than 80 percent of all fruits, vegetables and root crops locally produced pass through the hands of middlemen (and in some cases multiple times) on their way to final buyers. Some of the major produce traded included: fruits (banana, plantain, watermelon, pineapple, orange, tangerine, papaw, coconut); vegetables (bora, ochro, squash, eggplant, celery, pakchoy, cabbage, pumpkin, eschallot, sweet pepper, hot pepper); and root crops (cassava, eddo, sweet potato). Supermarkets bought and sold only some of the produce traded by middlemen such as pineapples, lemons/limes, plantain, bora, eggplant, pumpkin and eddo. However, of interest is that many of them stocked the imported apples and grapes, even if they did not have much or any of the local produce. The agro-processors, hotels, restaurants, eating places and exporters bought some of the same range of fruits, vegetables and root crops, but there were some differences. The agro-processors often bought, from middlemen or directly from farmers, other fruits such as cherries, tangerine, carambola, and guava, which they use to make juice or drink and the full range of vegetables/herbs such as celery, thyme, hot pepper, cucumber and eschallot, for the manufacture of green seasoning. Root crops, such as cassava and sweet potato, to a lesser extent, are used to make cassava and sweet potato chips as is the case with plantains. Further, the hotels, restaurants and eating places use some of the same sets of fruit used by the processors, along with others such as golden apple, soursop and plum to make fresh drinks that

35

are served to their guests/clients; while the exporters traded many of the same commodities, in addition to some of the less popular species on the local market such as kowa, awara, sapodilla and saeme. Finally, the miners, loggers and fishermen all used a subset of the produce traded by middlemen, but they did not volunteer much information.

5.2 Quantities of Selected Fresh Produce Bought by Various Categories of Buyers

Table 34 below shows quantities of selected produce bought by various categories of buyers in relation to the frequency of purchase. Middlemen generally made at least two buying trips per week, even though some made three trips. There are different types of middlemen in terms of size, range of produce traded, radius of operation etc. so the responses in Table 34 reflect the responses from 8-20 middlemen depending on the product. Quantities of major produce bought

in one trip by middlemen were as follows: fruits (plantain – 15,500lbs, oranges – 7,000lbs, watermelon – 4,500lbs, banana – 4,200lbs); vegetables (pumpkin – 11,500lbs, eggplant – 7,000lbs, squash – 5,000lbs, tomatoes – 3,760lbs); root crops (cassava – 6500lbs, sweet potato – 3,500lbs, eddo – 3,200lbs). Estimated quantities of major produce bought on

average by two supermarkets three times per week were as follows: apples and grapes 8,000-10,000lbs. When apples and grapes were excluded from the analysis, major produce bought on average by two supermarkets three times per week were pumpkin (1200lbs) and eggplant (400lbs). On the other hand, quantities of major produce bought per week by four agro-processors were as follows: carambola, guava and plantain – 20,000-30,000lbs each; hot pepper - 30,000-40,000lbs and thyme – 20,000-30,000lbs. Further to the above, hotels, restaurants and eating places generally purchased produce three times per week. Major produce bought per purchase day by restaurants and eating places were: tomato and hot pepper – 20,000-30,000 lbs. each; pineapple, cucumber, lettuce, eschallot, celery, sweet pepper, cabbage, pumpkin, carrot and plantain – 10,000-20,000 lbs. each; while major produce bought by hotels were: hot pepper – 20,000-30,000 lbs.; pineapple, bora, lettuce, pumpkin, carrot, cassava, yam and plantain – 10,000-20,000 lbs. each. In addition, major produce bought per month as indicated by four exporters were: pumpkin and plantain - 25,000lbs each; and dried coconuts - 15,000lbs. The miners, loggers and fishermen did not provide much useful data, but what can be gleaned from the data provided, is the range of commodities that they purchase regularly. The main ones are plantain, pumpkin, watermelon, bora and cabbage. In addition to the local buyers of produce, this study also asked a few importers of fresh produce about the major produce imported per month. The quantities provided by two importers were: white potatoes - 20,000lbs; cabbage – 5,000lbs; and broccoli and cauliflower - 4,000lbs each. These numbers become interesting from an import substitution perspective.

5.3 Other Products Bought

Only one of the 16 supermarkets provided reasonable information on imported vegetables. The supermarket bought 100 cartons (of 12 pks each) per week of mixed frozen vegetables. This was in addition to fresh imported vegetables such as carrots (500lbs), purple cabbage (60lbs), broccoli (300lbs), cauliflower (300lbs) and sweet corn (70 sacks). A few of the restaurants and eating places indicated that they used imported frozen mixed vegetables and fresh vegetables, such as corn, but they did not share this information with the collectors. This information, while meager in terms of the number of entities that provided data, is indicative of what has been

36

known for some time – that there is growing demand for a range of the traditional temperate climate crops (broccoli, cauliflower, kale and Swiss chard) as well as for convenience foods such as the mixed frozen vegetables. To date there is no local equivalent such as frozen cut-up bora, pumpkin or squash.

5.4 Source of Produce

When asked how they decided on how much produce to buy, across all categories, with the exception of the hotels, the most common responses were: based on how much can be supplied; based on what was available from suppliers; based on quantity of produce and reliability of suppliers; based on low seasonal prices; and based on the availability of funds. The most common response by the hotels was that the decision on how much to buy was based on the number and type of guests. The supermarkets, agro-processors, exporters, hotels and restaurants and eating places bought produce from between 2-10 middlemen or farmers, but the middlemen bought produce from 2-14 farmers each time. Fifty four percent of the middlemen indicated that they bought produce from 10-14 farmers each time. Across all target regions, the most common areas from which produce was sourced were: Charity and Supenaam in Region 2; Parika and Canals Polder in Region 3; Mahaica and Georgetown in Region 4; West Coast Berbice in Region 5; and Crabwood Creek, Blackbush Polder and the Lower Corentyne area of Region 6 (Chart 3). The most common responses by middlemen to the major problems/challenges/constraints to obtaining increased supplies of fresh produce were product deterioration and agronomic

practices (encompasses a set of problems mentioned by the middlemen such as product size variation, product maturity and appearance, too early ripening, drainage and irrigation problems faced by farmers and over application of fertilizers). However, the

most common responses by the supermarkets, agro-processors, exporters, hotels and restaurants and eating places were: weather-related matters, transportation, price fluctuations, damaged produce and product deterioration. The most common response of the respondents across all categories of buyers to solving the problems was increased farmer education. In general, transport vehicles used were mostly mini buses, small trucks such as Canters and open back pickups such as Nissan. They varied in size from 1 ton to 4 ton or more. Middlemen and farmers generally delivered produce to buyers. Farmers and middlemen had verbal contracts to supply produce and a significant percentage of the produce was sold by middlemen. The exporters may be the unique group, as 65 percent of the respondents indicated that they bought produce directly from farmers. This is of course understandable as they seek to source and supply quality produce to overseas markets. The answers to the questions on source of produce suggested that the miners, loggers and fishermen, as a group, bought whatever was available from any source middlemen, farmers, municipal markets or supermarkets. The municipal markets seemed to be their main source.

5.5 Quality of Produce and Payment Arrangements

Table 35 shows, that the responses from all major categories of buyers to buying a particular quality (standard) of produce were mixed. One would have thought that the responses would have been overwhelmingly higher, but that was not the case. The responses to buying particular varieties were even worse. It appeared that very little attention was paid to varieties. Where

37

agreements existed, they were verbal. No one interviewed indicated that any form of written agreement existed. With respect to payment arrangements, it appeared that in about half of the cases, payments to farmers and middlemen were done on delivery of produce.

Table 34: Quantities of Selected Produce Bought by Various Categories of Buyers

Items Middlemen (per

trip @ 2 times / wk.); 8-20

responses

(Lbs.)

Supermarkets (3

times per wk.) – 2

supermarkets

(Lbs.)

Agro-proces

sors (per

wk.) – 4 respon

ses (Lbs.)

Restaurants and

eating places

(per day @ 3

times / wk.) –

11 respons

es (Lbs.)

Hotels (per

day @ 3 times / wk.) –

7 respon

ses (Lbs.)

Exporters (per

month) – 4

responses

(Lbs.)

Miners (per

wk.) – 3

responses

(Lbs.)

Loggers

(per wk.) –

4 respon

ses (Lbs.)

Fishermen

(2 times per

wk.) – 7

responses

(Lbs.)

Fruits

Apples 8,000

Carambola

20,000-30,000

Coconuts (dried)

15,000

Grapes 10,000

Guava 20,000-30,000

Oranges

7,000

Pineapple

10,000-20,000

10,000-20,000

Plantain 15,500 20,000-30,000

10,000-20,000

10,000-20,000

25,000 500 400

Pumpkin

11,500 1,200 10,000-20,000

10,000-20,000

25,000 600 1,500

Watermelon

4,500 200 2,100 120

Vegetables

Bora 10,000-20,000

1,500

Cabbage,

10,000-20,000

Carrot 10,000-20,000

10,000-20,000

Celery 10,000-20,000

Cucumber

10,000-20,000

Eggplant

7,000 400

38

Items Middlemen (per

trip @ 2 times / wk.); 8-20

responses

(Lbs.)

Supermarkets (3

times per wk.) – 2

supermarkets

(Lbs.)

Agro-proces

sors (per

wk.) – 4 respon

ses (Lbs.)

Restaurants and

eating places

(per day @ 3

times / wk.) –

11 respons

es (Lbs.)

Hotels (per

day @ 3 times / wk.) –

7 respon

ses (Lbs.)

Exporters (per

month) – 4

responses

(Lbs.)

Miners (per

wk.) – 3

responses

(Lbs.)

Loggers

(per wk.) –

4 respon

ses (Lbs.)

Fishermen

(2 times per

wk.) – 7

responses

(Lbs.)

Eschallot,

10,000-20,000

Hot pepper

30,000-40,000

20,000-30,000

20,000-30,000

Lettuce 10,000-20,000

10,000-20,000

Squash

5,000

Sweet pepper

10,000-20,000

Tomatoes

3,760 20,000-30,000

Thyme 20,000-30,000

Root crops

Cassava

6500

Eddo 3,200

Sweet potato

3,500

Yam 10,000-20,000

5.6 Estimating Additional Quantities Required

Table 36 shows the range of produce that buyers may be interested in the future. Across the six

categories of buyers listed, the major commodities identified are: plantain, pumpkin and a

basket of other vegetables (bora, cabbage, celery, eggplant, ochro and squash), cassava, eddo

and yam. Broccoli and cauliflower are not included in the listing above, as these are not crops

that have been traditionally grown in Guyana, but they are being grown by an increasing

number of farmers. These could possibly be part of the next frontier, once the matching of

market requirements with production possibilities of the first set of commodities is completed.

The numbers in Table 36 also show that there was no real commitment from the major

categories of buyers, other than the middlemen, in terms of produce that they may be interested

in buying in the future. As a result, the quantities quoted by middlemen are used as a proxy for

39

all categories so as to avoid double counting. A short list of produce, based on volumes

intended to be purchased, has therefore been identified in Table 37.

Quantities of the shortlisted commodities that were estimated to be required per week by

middlemen have been extrapolated to annual quantity demanded. Table 37 shows that this is

equivalent to 5 million lbs or plantain, 3 million lbs of pumpkin, 2.8 million lbs of the basket of

vegetables and an average of 0.5 million lbs each of cassava, eddo and yam.


Middlemen Supermarkets Agro-processors

Hotels Restaurants & Eating Places

Exporters


No. of Responses

No. of Responses

No. of Responses

No. of Responses

No. of Responses

Yes No Yes No Yes No Yes No Yes No Yes No

6.

Do you buy a particular quality (standard) of produce? 21 19 10 0 2 3 6 2 11 2 7 0

7.

Do you buy particular varieties of produce? 7 32 3 7 1 4 6 8 6 8 1 4

8.

Do you have any sort of agreement with farmers? 14 34 1 9 0 5 2 6 0 13 2 4

9.

Do you pay right away or other conditions apply / later? 16 10 0 2 10 7

2 13

1 6 2

10.

Could this arrangement be improved in anyway? 14 1 5 1 1 1 0 3 4 5 5 1

Table 36: Quantities of Major Produce Estimated as Required in the Future by Various

Categories of Buyers

Items Middlemen (per trip @ 2 times /

wk.); 8-20 responses

(Lbs.)

Supermarkets (3 times per

wk.) – 2 supermarkets

(Lbs.)

Restaurants and eating places (per

day @ 3 times / wk.)

– 11 responses

(Lbs.)

Hotels (per day

@ 3 times / wk.) – 3

responses (Lbs.)

Exporters (per

month) – 3

responses (Lbs.)

Importers (per

month) – 2

responses (Lbs.)

Fruits

Banana 4,000

Carambola 400

Coconuts (dried)

20,000

Mango 10,000

Oranges 3,500 350

Pawpaw 2,000

Pineapple 5,000

Plantain 50,000 50,000

40

Items Middlemen (per trip @ 2 times /

wk.); 8-20 responses

(Lbs.)

Supermarkets (3 times per

wk.) – 2 supermarkets

(Lbs.)

Restaurants and eating places (per

day @ 3 times / wk.)

– 11 responses

(Lbs.)

Hotels (per day

@ 3 times / wk.) – 3

responses (Lbs.)

Exporters (per

month) – 3

responses (Lbs.)

Importers (per

month) – 2

responses (Lbs.)

Tangerine 2,300 2,300

Watermelon 2,500 250

Vegetables

Bora 4,000 4,000 200 4,000

Broccoli 4,000

Cabbage, 5,000 5,000 15,000 700 5,000

Cauliflower 4,000

Celery 4,000 4,000

Eggplant 6,000 6,000 500

Hot pepper (wiri wiri)

2,000

Lettuce 2,500

Ochro 4,000 4,000

Pakchoy 2,000 300

Pumpkin 30,000 30,000

Squash 5,000 5,000

Sweet pepper

2,000

Root crops

Cassava 5,000 5,000

Eddo 4,000 4,000

Sweet potato

2,000

White potato

20,000

Yam 5,000 5,000

Table 37: Shortlist of Commodities Based on Perceptions of Quantities Demanded

Produce Per trip Per week Per Year (50 weeks)

Plantain 50,000 100,000 5,000,000

Pumpkin 30,000 60,000 3,000,000

Basket of vegetables (bora, cabbage, celery, eggplant, ochro and squash) 28,000 56,000 2,800,000

Cassava 5,000 10,000 500,000

Eddo 4,000 8,000 400,000

Yam 5,000 10,000 500,000

6.0 Results of Focus Group Discussions

Focus group discussions (FGD) were conducted with groups of farmers from 11 areas across

four coastal regions of Guyana. The three broad categories of crops (fruits, vegetables and root

crops) were targeted based on the feedback from buyers of the produce and the specific

41

commodities were plantain, pumpkin, cassava, eddo, yam and basket of other vegetables

inclusive of cabbage, celery, tomato, hot pepper, eggplant, ochro, bora and squash. The

relationship of crop, FGD and areas for the FGD was based on the shortlist of recommended

areas (Table 38).

Table 38: Shortlist of Recommended Areas

Crop Focus Group Area No.

Names of Areas for Farmer Focus Group Discussions

Plantain 1 Region 6 – Crabwood Creek

2 Region 3 – Hamburg Island

Pumpkin 2 Region 3 – Hamburg Island

Basket of vegetables

1 Reg 6: Cabbage – Crabwood Creek

3, 4, 5 Reg 5: Celery– Reg 5: Tomato, hot pepper, celery, chives

- Bath Settlement / Cotton Tree / Bushlot, WCB

6 Region 3: Eggplant / ochro / squash / bora / cabbage – Parika Back

7 Region 6: Ochro / squash / bora – Black Bush Polder

8 Region 6: Eggplant, tomato – Frontlands

Cassava 9 Region 3 – Ruby / Naamryck backlands

Eddo 10 Region 4 – Kuru Kururu / Laluni Creek

Yam 11 Region 3 – Bonasika Creek

6.1 General Information

The groups were first asked to provide reasons why they felt that their area had a tradition of a

main producing area of good quality produce. They offered a number of answers such as:

natural resources/local environment (soil type, inherent soil fertility, fresh water); infrastructure;

general knowledge sharing among district farmers; their own skills and husbandry practices;

existence of services (extension, good D&I, well-dug sideline (drainage) trenches with gravity

flow, right agrochemicals to control pests and diseases); easy access to buyers of produce and

varieties that are preferred by customers/in demand being cultivated (Table 39).

The most common production-related challenges listed were: labour shortage; high cost of farm

inputs; key farm inputs not available when needed e.g. fertilizer, pests and diseases; and heavy/

unusual rainfall. Others mentioned, were: “cannot get a complete soil analysis done, so soil

status not known by farmer for him to take required action”; salt water intrusion; and inadequate

access dams. On the other hand, the most common marketing-related challenges were: gluts;

low prices; inadequate markets; no export market; dominance of middlemen; and competition

from other regions; but others included: high cost of transportation – farm to market; no area at

market for wholesaling produce; and the deplorable state of some farm to market roads. Other

challenges mentioned were: not enough land; larceny of eddo leaves; flooding; dangerous

chemicals used by rice farmers; and stray cattle. Table 40 refers.

42

Table 39: Reasons for Specified Areas Having a Tradition of Main Producing Areas of

Good Quality Produce

Location (Crop) Number of

persons in Focus

Group (M/F)

Reasons for areas producing good quality

produce

Ruby – cassava

3 (M) - Knowledge sharing among farmers - Efficient extension service / officer available

weekly - High yielding varieties cultivated

Parika back – vegetables

3 (M) - Farmers are trained – by NAREI - Knowledge sharing among farmers - Efficient extension service / officer available

weekly - Varieties that are preferred by customers /

in demand being cultivated

Hamburg – plantain

5 (M) - Good agricultural practices as farmers - Good soil type

Hamburg – pumpkin

5 (M) - Good land preparation, - Fertile soil - Good crop husbandry practices - Suitable soil type

Kuru Kururu – Eddoes

4 (M) - Swamp conditions - Suitability of area for crop

Bath, WCB - Vegetables 4 (M)

- Available land / labour - Skilled farmers - Good D&I

Bushlot, WCB - Vegetables 4 (M), 1 (F)

Cotton Tree, WCB -

Vegetables

5 (M)

Crabwood Creek - Plantain 4 (M) - Land preparation - Spacing - Fertilizing - Spraying and clean land

Crabwood Creek - cabbage 4 (M) - Soil type - Well dug sideline trenches with gravity flow - Water in farming area - Right agrochemicals to control pests and

diseases

Blackbush Polder -

Vegetables

4 (M), 1 (F) - Good quality soil; proper D&I; crop rotation and soil treatment

Central Corentyne

(Frontlands) - Vegetables

4 (M) - Easy access to buyers of produce - Good quality soil – sand reef

Bonasika Creek - yam 1 (M) - Suitable soil type, good cropping profile

The groups were also asked for their opinion about solutions to the challenges. They were as

follows: production-related (reduce cost of fertilizers and agrochemicals; better support from

NAREI/MOA, such as more effective advice on crop growing techniques; more effective

43

extension services; and need for agrochemicals that are less toxic to humans); and market-

related (get an export market; need a constant market; better/constant or guaranteed prices;

and build wholesale markets).

Table 40: Production-Related, Marketing-Related and Other Challenges Associated

With Producing Various Crops

Location -Crop

Production-Related Challenges

Marketing-Related Challenges

Other Challenges

Things That Can Be Done To Remove /

Reduce The Challenges

Ruby – cassava

Labour shortage High cost of farm inputs Key farm inputs not available when needed e.g. fertilizer

High cost of transportation – farm to market Dominance of middlemen No area at market for wholesale cassava

Periodic glut

Wholesale tarmac at Hydronie / Parika Market

Parika Back – vegetables

Labour shortage High cost of farm inputs Key farm inputs not available when needed e.g. fertilizer Cannot get a complete soil analysis done so soil status not know by farmer for him to take required action

Deplorable state of farm to market road High cost of transportation – farm to market Dominance of middlemen No area at market for wholesale produce Farmers being denied spots at Parika/Hydronie market

Production: - Build capacity of NAREI soil lab - Establish a strong cash crop and ground provision farmers association [politically independent] that can lobby policy makers - Subsidize farm inputs Marketing: - High transportation cost is linked to deplorable state of road [resurfacing work in progress again] - Provision of stalls to farmers - Wholesale tarmac


High cost of fertilizer and chemicals Fungal diseases

Low price Finding markets

Unfavourable weather pattern

- A constant market / buyer - Reduction in cost of fertilizer and agrochemicals

Hamburg – pumpkin

Market / buyer available but low price Need more markets to take off produce so that price can increase

Market / buyer available but low price Need more markets to take off produce so that price can increase

- Reduction in the cost of fertilizers and pesticides - Need a constant market - Better price

44

Location -Crop

Production-Related Challenges

Marketing-Related Challenges

Other Challenges

Things That Can Be Done To Remove /

Reduce The Challenges

Low price Low price


Limited fertilizer Pests

Slow sales sometimes of year Low prices Eddoes sometimes too huge for export

Larceny of eddo leaves

-Better support from NAREI /MOA

Bath, WCB - Vegetables

Pests and diseases Heavy / unusual rainfall

Gluts Low prices

Not enough land

More markets More effective advice on crop growing techniques

Bushlot, WCB - Vegetables

Pests and diseases Heavy / unusual rainfall

Competition / low prices

Cotton Tree, WCB - Vegetables

Pests and diseases Heavy / unusual rainfall Salt water intrusion

Low prices Rip-off by middlemen Competition from other regions

More effective extension services More markets More land and support from MMA/ADA

Crabwood Creek - Plantain

Pests and diseases No market (export) Nil

To do a proper treatment of planting materials before planting Land preparation must be intact Must fertilize

Crabwood Creek - Cabbage

Agrochemicals to control pests and diseases expired

No proper price / market

Nil Reduce cost of agrochemicals; they should also be less toxic to humans

Blackbush Polder - Vegetables

Pests and diseases Inadequate price No export market Middlemen purchase and sell as required to exporters

Flooding, dangerous chemicals used by rice farmers

Subsidies on all agri inputs Right kind of agrochemicals to control pests and diseases Reduce quantity of chemicals in use

Central Corentyne (Frontlands) - Vegetables

Pests and diseases Sometimes bad access dams High cost of agrochemicals

No price control Stray cattle Reduce cost of agrochemicals; Get an export market; Cattle farmers need to take their cattle to the pastures

Bonasika Creek – yam

None Market no available, low price

Nil Identify more markets

45

About half of the groups said that they could sell all their produce and the other half said they

could not (Table 41). On further analysis of the specific answers, those groups that said they

could sell all of their produce, did so by accepting lower prices or because they were in fact

limiting production and planting what they felt the market would take off. One yes/no answer

sums it up, “There are many buyers, so produce is sold when there is no glut. When there is a

glut, produce is left in the field (because it is unprofitable to harvest and sell)”.

The question dealing with the decision on how much to produce evoked a number of answers,

the most common one being, that it was based on requests from the buyers or based on what

they felt that buyers would purchase (Table 41). They were in fact, guesstimates of future

demand, with no idea of knowing the level of demand or price and with no binding commitment

to purchase.

Table 41: Ability to Sell What Is Produced and the Decision on How Much To Produce

Location (Crop) Ability to sell all that is being

produced

How do you decide on how much to

produce

Ruby – cassava

No – many farmers cultivate

cassava (high yielding varieties)

Cassava is part of a crop rotation

program so it is cultivated annually

Parika back –

vegetables

Yes and no; there are many buyers

so produce is sold when there is no

glut

When there is a glut produce is left

in the field [unprofitable to harvest

and sell]

Farmers know what time of year

certain produce is in demand –

schedule production accordingly


No – buyers are unable to take off

all that is being produced

Yes – markets / buyers available

Based on request / demand from

buyers

Guesstimating future plantain prices

Hamburg – pumpkin

No – because only quality produce

is being selected

Yes – market available but price

low

Depends on acreage of land that was

rented and prepared

Depends on land cleared and

prepared

Production based on the market

Kuru Kururu –

Eddoes

No – harvesting done on demand,

only what is needed is harvested

Based on area / size of swamp that is

available

Bath, WCB –

Vegetables

Yes Based on amount middlemen can take

off

Bushlot, WCB -

Vegetables

Yes – produce what they think the

market can take off

Cotton Tree, WCB -

Vegetables

Yes – grading allows for sale of all

produce, lower quality is sold for

less

Produce what they know the buyer will

take off and sometimes a little extra

Crabwood Creek -

Plantain

Yes – although the price is lower

than what they would like, there are

more buyers each day

Based on planting material available

46

Crabwood Creek -

Cabbage

No – because the price is not right Produce what you think can be sold

Blackbush Polder -

Vegetables

Yes – because there are lots of

buyers

Based on what one can manage;

requests from some buyers

Central Corentyne

(Frontlands) -

Vegetables

No – because of gluts in the

market; discoloured fruits (tomato)

caused by disease

It is our daily livelihood

Based on requests by buyers

Bonasika Creek -

yam

No – not enough buyers /

consumers to purchase produce

Produce a small quantity to suite small

market

6.2 Details on Crops Produced and Sold

Size of holdings, ranged from less than 100ft2 for vegetables in the West Coast Berbice (WCB)

area of Region 5 to 30 acres for plantains on Hamburg Island in the Essequibo River of Region

3 (Table 42). The table shows, by area, based on the perceptions of members of the groups,

data on yield, average quantity sold per week, prices and indications of seasonal variation - all

data that could be used for future planning. According to the respective FGs, peak selling

periods for crops such as eggplant, tomatoes and eddoes, for example, are during the drier

months of the year and for crops such as bora, squash, ochro and pumpkin during the wetter

periods of the year. Farmers are aware, that during certain festive/religious seasons, the

demand for certain vegetables increases (Christmas – celery, tomato, chives; Nouraat

(Nowraat) – bora, calaloo etc.) or decreases (Christmas – eggplant, pakchoy, calaloo etc.).

Table 43 lists the comments on price variation, as a result of seasonal differences. While not all

of the information provided is of the same level of detail, data from the Parika FG shows the

price difference between the low price periods and higher price periods. Ochros for example

ranging from $30-40/lb to $80-120/lb; bora ranging from $200-400/5lb bundle to $500-1000/5lb

bundle; squash ranging from $20-30 each to $50-100 each; boulanger (eggplant) ranging from

$1,200-2,000/ bag to $4,000-8,000/ bag; and cabbage ranging from $60-100/lb to $160-240/lb.

These price swings actually represent increases of between 100 and 200 percent, in most

cases, with more than a 300 percent in a few cases.

Planting times (Table 44) according to the FGs varied from during the rainy season, to planting

at any time, but it is generally know that any time is subject to the land being dry enough for

preparation and that crops are best maintained where farmers use drip irrigation as is the case

in Parika Back. In general, postharvest handling practices were minimal (Table 45). Crops such

as pumpkins, plantains (on the bunches) were sold as they were harvested. They basically just

changed ownership as they moved from the fields to wholesale and retail points. Cabbages,

ochros and eggplants, for example, were merely bagged (used polyethylene bags were

common); while tomatoes were placed in tubs/buckets and bora was bundled according to

tradition (tied with the stripped bark of a wild shrub or with a rubber band or polyethylene string).

Table 46 shows that across all production areas, that produce was sold between one time per

week, to as much as four times per week. Estimated quantities and prices varied across districts

but in general, the data brings out the point, that all of the selected locations are actively

producing a range of commodities and supplying them into Guyana’s food supply chains. The

latter are in fact serviced by middlemen (which also includes females).

47

Table 42: Details on Crops Produced and Sold

Location

(Crop)

Number

of

farmers

producin

g in area

Smallest

acreage

under

cultivati

on

Smallest

Largest

acreage

under

cultivati

on

Average

Size

cultivate

d

Yield Average

Quantity

sold each

week

Best

price

received

within

the last

year

(G$/unit)

Lowest

price

produce

r could

accept

(G$/unit

)

Existen

ce of

Season

al

variatio

n

Peak

selling

periods

Leanest

selling

periods

Ruby –

cassava

60-70 1ac 8 4-5 10,000 20000 30 25-30 Yes Aug -

Sept

Feb -

June

Parika

back –

vegetable

s

Parika

back –

185; Ruby

– 40;

Naamryck

- 35

1.5 20 10 Ochro –

10,200;

bora –

10,000;

squash –

3,200;

Boulanger

(eggplant)

– 300

bags;

cabbage –

10,000;

Ochro –

96,000;

bora –

12,500;

squash –

200;

Boulanger

(eggplant)

– 380

bags;

cabbage –

10,000;

Ochro –

120/lb;

bora –

1,000/5lb

bundle;

squash –

100 each;

Boulanger

(eggplant)

– 8,000/

bag;

cabbage

– 240/lb

Ochro –

40/lb;

bora –

300/5lb

bundle;

squash

– 50

each;

Boulang

er

(eggplan

t) –

2,500

bags;

cabbage

– 140/lb

Yes;

larger

supplies

as

follows:

………

Ochro –;

Decemb

er -

March;

bora –

Nov-Jan;

squash –

year

round;

Boulang

er

(eggplan

t) – Feb-

Apr;

Sept-

Nov;

48

Location

(Crop)

Number

of

farmers

producin

g in area

Smallest

acreage

under

cultivati

on

Smallest

Largest

acreage

under

cultivati

on

Average

Size

cultivate

d

Yield Average

Quantity

sold each

week

Best

price

received

within

the last

year

(G$/unit)

Lowest

price

produce

r could

accept

(G$/unit

)

Existen

ce of

Season

al

variatio

n

Peak

selling

periods

Leanest

selling

periods

cabbage

– Oct-

Dec;

March-

May;

Hamburg

– plantain

12-16 0.5-1.0 30-35 25-35; 18,000-

30,000lbs /

ac

90,000lbs/

week

40-70/lb 60-80/lb none no no

Hamburg

– pumpkin

8-10 0.5-5 15-20 ?? 20,000-

30000

5,000-

10,000

20-35/lb 30-50/lb Yes Rainy

season

Dry

season

Kuru

Kururu –

Eddoes

30-40 0.25 5-7 2-3 12,000lb/a

c

3,000 40-80 25-40 Yes Dry

season

Rainy

season –

June/Jul

y

Bath,

WCB -

Vegetable

s

40 0.002 5 0.002 Tomato –

18,000/ac;

hot pepper

– 14,000;

chives –

9000;

celery –

9,000;

Tomato –

6,000/ac;

hot pepper

– 6,000;

chives –

8,000;

celery –

3,000;

Tomato –

160/lb;

hot

pepper –

150/lb;

chives –

120/lb;

celery –

380/lb;

Tomato

– 80/lb;

hot

pepper –

80/lb;

chives –

80/lb;

celery –

100;

Yes During

festive

seasons

Jan -

April

Bushlot,

WCB -

Vegetable

s

100 0.02 5 0.25 Tomato –

16,000/ac;

hot pepper

– 12,000;

chives –

Tomato –

6,000/ac;

hot pepper

– 5,000;

chives –

Tomato –

160/lb;

hot

pepper –

$140/lb;

Tomato

– 100/lb;

hot

pepper –

$80/lb;

Yes Christm

as time

Yes –

Jan -

June

49

Location

(Crop)

Number

of

farmers

producin

g in area

Smallest

acreage

under

cultivati

on

Smallest

Largest

acreage

under

cultivati

on

Average

Size

cultivate

d

Yield Average

Quantity

sold each

week

Best

price

received

within

the last

year

(G$/unit)

Lowest

price

produce

r could

accept

(G$/unit

)

Existen

ce of

Season

al

variatio

n

Peak

selling

periods

Leanest

selling

periods

8,000;

celery –

8,000;

4,000;

celery –

3,000;

chives –

$120/lb;

celery –

$360/lb;

chives –

$100/lb;

celery –

$200;

Cotton

Tree,

WCB -

Vegetable

s

300 0.002 10 0.25 Tomato –

18,000/ac;

hot pepper

– 13,000;

chives –

8,000;

celery –

10,000;

Tomato –

5,000/ac;

hot pepper

– 7,000;

chives –

7,000;

celery –

4,000;

Tomato –

$180/lb;

hot

pepper –

$160/lb;

chives –

$100/lb;

celery –

$400/lb;

Tomato

– $80/lb;

hot

pepper –

$100/lb;

chives –

$100/lb;

celery –

$200/lb;

Yes Christm

as time

Yes –

Jan -

March

Crabwood

Creek -

Plantain

100 1 10 3 100

bunches /

ac

500

bunches /

week

$80/lb $50/lb Yes August Nov-Jan

Crabwood

Creek -

Cabbage

50 (Grant

1805-

1803)

1 5 2 10,000 30,000 $200/lb $80-

100/lb

Yes

(quantity

is

affected

by the

rains

and

floods)

July-Nov Jan-June

Blackbush

Polder -

Vegetable

s

90

(Lesbehol

de

0.5 5 2.5 Ochro – 200lbs/day bora – 1,000 bundles/day; squash

Ochro – 600lbs/day bora – 3,000 bundles/day; squash

Ochro –

$40/lb

bora –

$100

/bundle;

squash –

Ochro –

40/lb

bora –

$150 per

bundle

of 100;

Yes –

during

the rainy

season

more is

supplied

May-

June;

Decemb

er –

Christma

s time,

mostly

holidays

50

Location

(Crop)

Number

of

farmers

producin

g in area

Smallest

acreage

under

cultivati

on

Smallest

Largest

acreage

under

cultivati

on

Average

Size

cultivate

d

Yield Average

Quantity

sold each

week

Best

price

received

within

the last

year

(G$/unit)

Lowest

price

produce

r could

accept

(G$/unit

)

Existen

ce of

Season

al

variatio

n

Peak

selling

periods

Leanest

selling

periods

– 200/day – 600/day $10-20

each

squash

– $40-60

each

as

people

stop

eating

vegetabl

es

Central

Corentyne

(Frontland

s) -

Vegetable

s

1500 0.5 5-6 1 Boulanger

(eggplant)

- 20-30

bags/ac;

Boulanger

(eggplant)

- 70

bags/twice

per wk.;

Tomato –

2,000lbs

twice/ wk.

Boulanger

(eggplant)

–

$2,000/ba

g;

Tomato –

$9,000/

40lbs pale

Boulang

er

(eggplan

t) –

$500/ba

g;

Tomato

–

$8,000/

40lbs

pale

Yes During

the dry

weather

(Sept-

Feb)

During

the rainy

weather

(March –

August)

Bonasika

Creek -

yam

50 0.5 4 10,000lbs 50 bags

(100lb/bag

)

$100/lb $70/lb Yes Sept-

Dec

Feb-May

Note: CAD$1.00=G$200 approximately

51

Table 43: Comments on Price Variation as a Result of Seasonal Differences

Location (Crop) Periods Observed for Higher Prices (G$)

Periods Observed for Lower Prices (G$)

Comments (G$)

Ruby – cassava Oct - July Aug-Sept – $20 and below Low prices Aug-Sept when markets are flooded; Other times prices – $20-30


Ochro – $80-120/lb; bora – $500-1000/5lb bundle; squash – $50-100 each; Boulanger (eggplant) – $4,000-8,000/ bag; cabbage – $160-240/lb

Ochro – $30-40/lb; bora – $200-400/5lb bundle; squash – $20-30 each; Boulanger (eggplant) – $1,200-2,000/ bag; cabbage – $60-100/lb

Higher prices with a lower production level


………. ………. Prices vary with opening and closing of Govt. school

Hamburg – pumpkin

………. ………. No variation – if so not much Very little variation

Kuru Kururu – Eddoes ………. ………. $20 to $45/lb variation in 2014


July – Dec 2013/2014 Jan – May 2013/14


July – Dec good; 2013/2014

Jan – June 2013/14


July – Dec good; 2013/2014

Jan – June 2013/14


Between $30-80/lb ( depends on plant per crop, weather patterns and disease)


2014 ($140/lb) 2013 ($100-110/lb);


Ochro and squash from 2013 to 2014 $40/lb and $40 each Bora – $80-100 in 2013

Ochro and squash from 2013 to 2014 - $40/lb and 40 each Bora – $200-300/ 100 in 2014 early


2012 during rainy season had good prices 2013-2014 during the rainy season had a bad crop

Bonasika Creek - yam During the small harvest

Note: CAD$1.00=G$200 approximately

52

Table 44: Responses to Planting Time Location

(Crop) Normal

planting time Responses to

if everyone plants at the same time

Reasons for planting when they do

Responses to if anyone has tried planting

at different times

Results from planting at different

times

Ruby – cassava

Feb-June; Oct-Dec

No – dry period is required for land preparation

Some plant first dry period; some plant second


All year – using improved technology; drip irrigation

Not all; After one cropping season preparations made for the other; many cultivate based on phase of moon; some cultivate targeting religious functions – Christmas, Easter, Nouraat etc.

Planting is year round

Drip irrigation is widely used so production does not vary much


No special planting time

no Not everyone rent lands at the same time; To avoid a glut on the market

Nil Nil

Hamburg – pumpkin

Anytime; depends on land clearing

no Land preparation takes place throughout the year; Farmers rent lands at different times

Nil Nil


All year especially just before the rain; Apr-June

Yes Land preparation is done in dry weather, planting to get the rain

Yes


All year na na na na






Rainy season No Depends on planting materials or land preparation

Yes Received a better price


July-Nov Yes Yes – want to stay ahead of competitors in Parika

Yes Had low prices


Plant anytime, Does not work with season

Yes – plant anytime

No other work available na na


Boulanger (eggplant) – during the rainy season Tomato – during the dry season

No Farming does not have season. We plant other crops between an existing crop when the existing crop reaches a certain stage so as to have continuous harvesting of crops. When the price is goo everybody plants the same thing and as a result the price goes down (due to over-supply).

Na na

Bonasika Creek - yam

March - April Yes Because of the weather No na

53

Table 45: Selected Postharvest Practices

Location (Crop) How produce is handled

after harvest

How produce is

packed after

harvest

How produce is

transported after

harvest

Ruby – cassava

Sorting /grading is done

after harvest – all

damaged and fine

cassava are set aside.

Good quality cassava

bagged and placed under

shade for buyers

Packed into bags Cassava on flat

surface at bottom

and other produce at

top


Aim is to ensure that

produce reach middlemen

or consumers in a good

condition – after harvest –

cooling and sorting

process

Packing in bags,

buckets, tubs,

bundles sacks

depending on

produce

Car, mini bus, canter

trucks – perishable

produce are placed

on top

Hamburg – plantain After harvest – from farm

straight to buyer

no By boat

Hamburg – pumpkin

After harvest – from farm

straight to buyer;

Lots of handling – farm to

landing, landing to boat,

boat to wharf, wharf to

vehicle; vehicle to buyers

(possibly other vehicle or

to tarmac)

no Boat / vehicle


Pull, remove leaves, clean

for market, bags, sell –

local / export

Packed into bags –

head and tail

No


Tomatoes in open area

[floor] or sometimes in

containers for sale right

away; celery – on table;

chives – on bag on

ground etc.

Yes - tomatoes in

open area [floor] or

sometimes in

containers for sale

right away; celery –

on table; chives – on

bag on ground etc.

No – farm is behind

house

Bushlot, WCB –

Vegetables

Store under house which

is next to farm; where

further away produce is

transported by bicycle or

vehicle to house prior to

preparation for sale.

Yes Yes

Cotton Tree, WCB -

Vegetables

Store / sort at home –on

ground, table or tomatoes

stored in containers

Tomatoes – open on

the ground, celery –

on wet bags, pepper

– on floor, chives –

weighed out in lbs

and packed on table

If farm is some

distance away – use

tractor /trailer, canter

or bicycle; if next to

home – no need for

transportation

54

Location (Crop) How produce is handled

after harvest

How produce is

packed after

harvest

How produce is

transported after

harvest

or in bags

Crabwood Creek -

Plantain

From field to buyer, no

storage or cleaning

No – cut and pack

into boat or tractor

No – just cut and

throw and transport

to buyer

Crabwood Creek -

Cabbage

We just cut and pack in

white bags and sell, we do

not clean because the

weight will be less

No – just in the white

plastic bags and sell

Mainly with boats

Blackbush Polder -

Vegetables

After reaping (and taking

out damaged or inferior

quality produce)

transported to the road

head and sold to buyers.

No washing or cleaning is

done

Ochro is packed in

cleaned out fertilizer

bags, bora is tied

with stripped black

sage bark

Tractor, bicycle, boat

depending on

distance and

weather

Central Corentyne

(Frontlands) - Vegetables

Boulanger (eggplant) –

harvest and place in bags

and wait for the buyers to

collect

Tomato – harvest and

place in baskets or old

drums and keep in a cool

place under the house to

allow to ripen before sale.

Some buyers purchase

the green fruits.

No cleaning or

grading

Boulanger

(eggplant) –

transport in bags by

tractor or donkey

cart

Tomato – transport

in drums, tubs, bags

or baskets

Bonasika Creek - yam Not much – from farm to

Parika selling

Bags or baskets Boat

55

Plantains (a) Boat transport to wharf; Plantains at (b) Charity wharf awaiting road transportation (c) Being loaded at Parika wharf

Plate 1: Plantains being traded

(a) Pumpkins Offloaded by farmer at Parika Wharf Awaiting Sale

56

(b) Trading at Parika (c) Washing at GMC Packhouse

Plate 2: Pumpkins being traded and prepared for export

Plate 3: Pumpkins and watermelons ready for export at GMC Packhouse

57

Table 46: Frequency of Sale, Quantities Sold and Selling Prices

Location (Crop) Frequency of Sale? (i.e. three times / week,

weekly, etc.)

Average Quantity or Range

Sold each time? (selling day / week/ etc.?

Price Range per Unit last sale

(G$/unit)

Ruby – cassava 1 time / week 800-1200 25-30


Ochro 3 times / wk. 5000-10000/lbs/day

120/lb

Bora 2 times / wk. 1000/2000lbs /day 500/5lb bundle

Squash 1 time / wk. 100each 80/ each

Boulanger (eggplant) 1 time / wk. 100-320 bags 4500/bag

Cabbage 2 times / wk. 5000-10000/lbs/day

60/lb

Hamburg – plantain 1 time / wk. 9,000lbs /week 40-70/lb

Hamburg – pumpkin 1 time / wk. 5,000-8,000 8- 10/lb;

3 times / wk. (one farmer who also sells retail)

150lbs/wk. 25/lb



Tomato 3 times / wk. 4000-6000lbs 60-180/lb

Hot pepper 4 times / wk. 4800-7000 40-140/lb

Chives 3 times / wk. 4000-7000 60-120/lb

Celery 1 times / wk. 3000-6000 200-300/lb






Cotton Tree, WCB – Vegetables





Crabwood Creek - Plantain 1 times / wk. 10000-15000 50/lb

Crabwood Creek - Cabbage 3 times / wk. 13,000-30,000 30/lb

Blackbush Polder – Vegetables

Ochro 3 times / wk. 600-800 20/lb

Bora 3 times / wk. 3,000-4,000 200-300/bundle

Squash 3 times / wk. 2,000-2,500 5-10 each


Boulanger (eggplant) 2 times / wk. 120-130 bags / wk.

$500-2,000 /bag

Tomato 2 times / wk. 2,000lbs/ wk. $50-60 / lb

Bonasika Creek - yam 1 time / wk. 1500lbs 100/lb

58

6.3 Sale of Produce

The FGs confirmed all earlier indications, that the middlemen were the primary movers of

produce from the farms to the main trading points. Only in the case of Kuru Kururu and East

Bank Essequibo (Parika/Ruby/Naamryck), were the middlemen responsible for purchasing less

than 100 percent of the produce, and even so, the lowest volumes acknowledged by the

farmers were 75% in the case of Parika back and 30% in the case of Kuru Kururu (Table 47).

The main selling points were at farmgate/homegate (homestead – farm and home at the same

location) or at access roads/trading points, as close as possible, to the farms (Table 48). As a

result, in general, farmers were not engaged in much post farm transportation or handling. The

middlemen were all known and farmers, for the most part, sold to selected ones on a regular

basis. Across all areas, the number of middlemen farmers sold to ranged from 1-30 but the most

common range was 3-6. The middlemen used mainly 3-5 ton capacity Canter small trucks, but

some of them had 10 ton trucks (Table 49). They bought produce from several areas, in some

cases from more than one region. In addition to the above, it was evident, that while there was

no written agreement between farmers and middlemen, that the verbal agreements were fairly

strong, so that if farmers promised to supply a certain middleman, they generally kept such a

promise. Some focus groups did say that they sold to who ever offered the best price, but as a

group, it is known, that middlemen offered about the same price at any given point in time

(Table 50). It should also be mentioned, that all the middlemen in any one area knew each

other; so everybody knew everybody else.

Table 47: Main Categories of Buyers of Produce

No.

Buyer Ruby – cassava


Hamburg – plantain; Hambur

g –

pumpki

n


Bath, Bushlot, Cotton Tree, WCB - Vegetables

Crabwood Creek – Plantain / Cabbage

Blackbush Polder, Central Corentyne (Frontlands) - Vegetables

Bonasika Creek - Yam

1. Middlemen 80 75 100 30 100 100 100 100

2. Processors 10

3. Supermarkets

2

4. Exporters 5

5. Hotels / restaurants / eating places

5 5 minimal

6. Mining / logging/ fishing companies

5

7. Other (explain) – w/sale or retail markets

15 25 40 – market vendors

59

Table 48: Main Selling Points, Decisions on How Much Produce to Sell and

Middlemen-related matters

Location – Crop

Location at which most produce is

sold

How do you decide on how much produce to

sell each time you sell

Indication of if

produce is sold to regular

middlemen or itinerant

ones

Is there a Written

agreement between

sellers and middlemen?

Number of middlemen

sold to

Ruby – cassava

Farm gate / along the road

Based on requests from buyers

Regular ones

No 5


Farm gate Depend on market; based on orders / requests made

Regular ones

No 12


Suddie market, Riverstown Bridge

Based on how much is requested by buyer

Regular ones

No 3

Parika 1 Hamburg – pumpkin

Parika All sold at Parika once they get there because no storage; Based on how much is requested by buyer

Regular ones

No 1-5

Along Essequibo Coast

Harvest based on market demand

Regular ones

No 5


Stabroek / Bourda Markets

Based on orders

Any of them No


At home Based on middlemen

Regular ones

No 3

Bushlot, WCB – Vegetables

At home Based on middlemen

Regular ones

No 5


At home Middlemen take all that is harvested

Regular ones

No 3

Crabwood Creek – Plantain

Head of each Sideline Trench

Depends on visible size of fruit or best price offers by buyers

Regular ones; any of them

No 30

60

Location – Crop

Location at which most produce is

sold

How do you decide on how much produce to

sell each time you sell

Indication of if

produce is sold to regular

middlemen or itinerant

ones

Is there a Written

agreement between

sellers and middlemen?

Number of middlemen

sold to

Crabwood Creek - Pumpkin

Head of each Sideline Trench

On request of buyers

Any of them No 5-6


Road head in each Polder

Depends on price offered by buyer

Any of them No >10


Blackbush access Road, Frontlands street heads or at home (depending on location)

Based on maturity of produce; Requests by buyers

Regular ones

No 1-6


Parika Stelling

Based on requests by middlemen

Regular ones

No 2

Table 49: List of Main Middlemen Who Buy Produce from Farmers

Location - Crop / Name of Middlemen

Which other areas do they get their produce from?

What type / make of vehicle?

What is the capacity of their

vehicle?

Ruby – cassava

Martin Salem Canter 5 tons

Bullet Hubu Canter 5 tons

Bro. Robbie Parika back Canter 5 tons


Kemo (F) Canter 5 tons

Shakti (F) Canter 5 tons

Bro Robbie Canter 5 tons

Paapo Mini bus 1.5 tons


Zandy Pomeroon Boat

Wash Supenaam Creek Bus 1000lbs

Seeta Supenaam Creek Car

Chart Bonasika Canter / truck 15000lbs

Hamburg – pumpkin

Chart Hogg island Canter / truck 18,000-20,000lbs

Shafo Bonasika Canter / truck 18,000-20,000lbs

Ram & Sham Essequibo coast Canter / truck 18,000-20,000lbs

Grit Hogg Island Canter / truck 12,000-14,000lbs

Sham Troolie Island Canter / truck 12,000-14,000lbs

Chait Wakenaam Island, Troolie Island

Canter / truck 12,000-14,000lbs

61

Location - Crop / Name of Middlemen

Which other areas do they get their produce from?

What type / make of vehicle?

What is the capacity of their

vehicle?

Onsha Charity Hired vehicle Unknown

Baby Supenaam Hired vehicle Unknown

Zandy Parika Boat Unknown


Unknown Unknown Unknown


Vishnu Balkaran Reg6 Canter 3 ton

Sarwan Ramjit Reg 4 Minibus 2 ton

Salim Khan Reg 2 Car 0.02 ton




Mallone Reg 6 Minibus 2 ton




Sadique Reg 6 Car 0.002 ton


Vincent Blackbush Polder (BBP) Leyland truck 10 ton

Bull boy BBP and Parika Leyland truck 10 ton

Harry Crabwood Creek Canter 3 ton


Vincent BBP, Frontlands Leyland truck 10 ton

Shelly BBP, Frontlands Canter 4 ton

Varoha BBP, Frontlands Canter 4 ton

Blackbush Polder – Vegetables

Bhai Crabwood Creek Canter 4 ton

Hardat Crabwood Creek Bus 2,500 kg

Fizul Crabwood Creek Canter 4 ton


Shelly Crabwood Creek, BBP Canter 4 ton

Varsha Crabwood Creek, BBP Canter 4 ton

Bhai Crabwood Creek, BBP Canter 4 ton


Ms. Brown Aliki Canter Unknown

Ako Bonasika Main Canter Unknown

62

Table 50: How Does One Decide Who to Sell Produce To?

Location - Crop Responses to the decision on who to sell produce to

Ruby – cassava All buyers are known (regulars), any can call and make a request (order)


Middlemen are regular; when requests are made; or farmers contact the middlemen


Based on requests for buyers; only one buyer

Hamburg – pumpkin

Depends on which buyer requests the produce; Based on requests for buyers


Based on calls and orders


Sell to regular middlemen

Bushlot, WCB - Vegetables Sell to regular middlemen


They are all regular buyers

Crabwood Creek - Plantain Who gives the best price

Crabwood Creek - Cabbage Depends on who pays the best price

Blackbush Polder - Vegetables Whoever pays the better price and takes the produce at over a long period of time

Central Corentyne (Frontlands) – Vegetables

Who gives the best price

Bonasika Creek - Yam Based on who gives the order

6.4 Quality of Produce and Payment Arrangements

In general, discussions with farmers suggest that they attend to the basic aspects of quality.

They would not sell: any damaged or rotting produce; or vegetables that are bruised and pest

damaged; and would, for example, not put the immature tubers (fine roots) of cassava into the

bags; but would sell any size of say eggplant or tomato once they are firm. Therefore, apart

from the minimal selection, farmers do not grade the produce; except for tomatoes in a few

cases. Table 51 refers.

The FGs were very knowledgeable about the varieties of some of produce that they planted. For

cassava, the Ruby/Naamryck farmers indicated that they planted primarily the Mexican, Uncle

Mack and Red Stem (Salt Water Yankee) varieties. The most common varieties for the

vegetables were: eggplant - Black Beauty; ochro – Clemson; cabbage – KK Cross, Tropicana

and Salvation; and tomato – Mongul and Heatmaster (Table 51). The table also shows that

payment arrangements were varied. It included a mixture of payment on delivery of produce,

some partial advance payments, and payment on the next collection day.

63

Table 51: Quality of Produce and Payment Arrangements

Location - Crop Examples of Quality

(standard) looking for

Varieties planted and

sold?

Timing of payment

Could payment

arrangement be improved?

Ruby – cassava

No broken, no fine cassava sold

Mexican, Uncle Mack, Red Stem (Salt Water Yankee)

At market payment is prompt; middlemen may give an advance and pay rest later

Yes – probably with contract agreement


Sorting / grading is done to supply buyers the best

Yes – varieties that market wants; bora – yard long and thread; Boulanger (eggplant) – Black Beauty; ochro – Clemson; squash – long and round; cabbage – Tropicana and Salvation

At market right away; farm gate – advance and rest later

All depends on middlemen


Yes – size and maturity / fullness, Insect damage

No – based on planting material collected / purchased; there is no special selection in planting material

Right away No

Hamburg – pumpkin

Yes – size and maturity; no insect damage

No – not a good selection of seeds; only one variety available

Right away; in a few cases other arrangements because of good relationships with buyers

No


If exporting - small

No Some credit is done

Yes – cash payments


Good quality, less damage

Yes – tomato – Mongul; chive – local variety; pepper - local hot; celery – leaf celery

No – credit, get paid later

Yes – contract farming / export market


Free from bruises, pest damage


Sell best quality for higher prices and lower quality produce at lower prices

Crabwood Creek – Plantain

Yes – looking for nice, firm

We plant what is available. Don’t

Yes

64

Location - Crop Examples of Quality

(standard) looking for

Varieties planted and

sold?

Timing of payment

Could payment

arrangement be improved?

bunches look for type and kind of suckers, as long they are from a clean field


Sell any size, do not grade. (Would not sell damaged / rotting cabbage)

Yes – KK Cross; performs well. Could try other varieties if they got the seeds.

No – depends on the buyer. They often say that Parika is harvesting lots of cabbage and they do not know what the price will be when they get to G/town

Yes – need a standard price


No – all produce mixed and sold, (no grading)

No – what is available we plant

Yes – we receive advance payment most times

Nil


Yes – we look for the big, firm fruits of acceptable colour

Yes – Boulanger (eggplant) – Black Beauty and Pink; Tomato – Mongul and Heatmaster

Yes – but if not certain about the price, the middlemen will tell us ‘later, when I come back”

Nil


Size and maturity

No Yes No

6.5 Estimating Additional Quantities That Could Be Grown

All 11 groups of farmers, across the four regions of Guyana, indicated a strong interest in

producing additional quantities of produce. They were all very positive, of their ability to expand

production easily and exhibited keen interest in selling to additional buyers. When asked what

they would like to see/know etc. if they were going to sell to new buyers, the overwhelming

response was a better price. This was further qualified by some groups that said they would like

to see more stable prices over time, longer term contractual arrangements and assistance with

inputs. Table 52 refers.

Challenges to increasing production included: inadequate labour/cost of labour; cost and

availability of other inputs; financing for land clearing and preparation; pest and disease issues;

inadequate drainage and irrigation in some areas and inadequate ingress and egress to more

farming areas. Sustained low prices were also mentioned as a challenge to increased

production. The FG shared a number of solutions for the removal of the challenges. They

included: reducing cost of fertilizer and agrochemicals, “so money can go to pay labour”;

provide on farm instruments, so farmers are better able to predict future weather; increased

training of farmers (from general crop production to harvesting and handling); and the provision

of low-interest loans (Table 52). For the most part, the FG gave the lag time required to increase

production as the natural biological cycle of the crop ranging from one month to one year. Some

65

of the stated lag times are overly optimistic based on the enthusiasm of the groups, but this

could be appropriately addressed at the right time. The same could also be said about

responses to the likely increases in acreage of at least 100% within a two-year period.

Table 52: Estimating Additional Quantities That Could Be Grown

Location - Crop

Interest in producing additional quantities

of produce

Ability to expand

production easily

Interest in selling to additional

buyers

What would you like to see / know etc. if you

were to sell to new buyers

Challenges to increasing production

How challenges

can be removed

Lag time required to

increase production

Likely acreage increase

Ruby – cassava

Yes – once price is better than present

Yes Yes Contracts, long term arrangements and price that is not too low

Labour shortage, finance for land clearing and preparation

Sourcing labour from hinterland, accessing low interest loans [like READ/IPED]

4-6mths 28 acres in year 1; 60 acres in yr. 2 [75 acres now]


Yes Yes – land is there

Yes – depends on price offer

Price; how regular

Finance , labour, availability of inputs

Recruit labourers from hinterland; input supply companies would have to broaden their horizon (fertilizer importation should not be for rice only)

4 – 6mths 80 acres in yr. 1; 160 acres in yr. 2


Yes Yes Yes Better price Sourcing planting material

Offer a higher price for planting material???

3-4mths 150 acres in year 1; 200-300 acres in yr. 2

Hamburg – pumpkin

Yes Yes Yes Better price; assured market

High cost of renting land; cost of labour; cost of production / fertilizer; weather pattern

Reduce cost of fertilizer, agrochemicals so money can go to pay labour; on farm instruments for better weather pattern determination

6-8mths 70-100 acres in yr. 1; 150 -180 acres in yr. 2


Yes Yes Yes Better price Money to clear lands, more labour

Loans to farmers; better markets

3mths 40 acres in year 1; 80 acres in yr. 2


Yes Yes Yes Good price Pest and disease

Good control practices

2mths 20 acres in year 1; 45 acres in yr. 2


Yes Yes Yes Regular market, stable price

Pest and disease, low prices

Good extension services

1mth 50 acres in year 1; 100 acres in yr. 2


Yes Yes Yes Regular market, stable price

Competition – low prices

Set up cluster and control production by group / crop; additional /

1mth 40 acres in year 1; 80 acres in yr. 2

66

Location - Crop

Interest in producing additional quantities

of produce

Ability to expand

production easily

Interest in selling to additional

buyers

What would you like to see / know etc. if you

were to sell to new buyers

Challenges to increasing production

How challenges

can be removed

Lag time required to

increase production

Likely acreage increase

export market


Yes Yes (only if market is available)

Yes Better price Need better planting materials, better price

As farmers we need to follow good husbandry practices from land preparation to harvesting

12mths 50 acres in yr. 1; 50 acres in yr. 2


Yes Yes Yes Stable price; assistance with inputs

The right chemical to control Diamond Back Moth; export market

Need farm certification; need chemicals that would not affect human beings



Yes Yes Yes Standard price by all buyers

Need the right kind of fertilizer and agrochemicals at affordable cost

Need government agencies to sell inputs to farmers at a reasonable cost to meet farmers’ pockets



Yes Yes – if crops not destroyed by stray cattle

Yes – as long as the price is right

Better price Inadequate infrastructure (D&I) Need better ingress and egress to more farming areas

MOA and NGMC should put all systems in place which include training (from general crop production to harvesting and handling)



Yes Yes Yes Stable price; constant market

Unfavourable weather conditions

Nothing 12mhs >100acres by yr.2

6.6 Conclusions

It can be concluded, that living and farming in all of the selected areas, are groups of dedicated,

committed farmers who are ready and up to any challenge to increase production, once it

makes economic sense. The more distant growers in particular, are locked into a situation in

which there are not many options as to who they sell their produce to. Notwithstanding this,

farmers as a group have a healthy relationship with the middlemen, who play an important role

in the Guyana food supply chains. Farmers are essentially producing for the limited domestic

markets and deserve to be challenged into producing larger quantities of appropriately graded,

quality produce on a sustained basis for a direct export market or for processors who would add

value prior to export.

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7.0 Policy and Enabling Environment Matters

Several previous studies have addressed the issue of Guyana’s strengths and weaknesses

relating to the production, marketing and trade of fruits, vegetables and root crops. Numerous

opportunities and copious threats have also been examined. This study will make reference to

the 2009 Tradecom study1 which included a section on competitiveness. The Tradecom study

noted the following.

SWOT analyses of the production, marketing and trade of selected non-traditional commodities in Guyana show a number of strengths and opportunities. The strengths include: available land; willingness of farmers to continue to cultivate crops; high level of household penetration in relation cassava, plantain, pineapple, pumpkin and other fruits, vegetables and root crops; huge European market for organic pineapple chunks; the presence of AMCAR with its knowledge of the European market for organic produce; while the weaknesses include: inadequate extension services; low level of research; high local transport cost; high cost of inputs; high cost of credit; high production cost; poor quality; inadequate plant protection and quarantine services; inadequate backward and forward technology linkages; inadequate market information; inadequate market support services; and inadequate overseas transport arrangements. Annex 1 refers. On the other hand the several opportunities include: potential to significantly increase yields by investing in irrigation and best practice systems; access to high quality genetic material from international research institute at low cost; opportunity to obtain low cost technical assistance from international organizations such as FAO and IICA; the presence of domestic, regional and extra-regional markets; the possibility of producing and marketing dried pineapple for the snack food industry; interest of the major supermarket chains in marketing convenience foods; large and growing markets for cassava products given its complex carbohydrate and high fibre content; extremely positive consumer response to the frozen cassava and fries in Trinidad; the regional hotel and restaurant market segment provides significant opportunities for a range of value added products such as plain fries, seasoned fries, punches, soups, frozen and baked products. Notwithstanding the opportunities, there are some major threats which include: low confidence in Guyana as a serious supplier given its limited capacity to carry out pesticide residue tests, traceability systems and HACPP certification; political instability; suspicions of policy continuity; macro-economic instability; vast production experience and high level of productivity from major competing countries such as Costa Rica; the requirement for farmers to put in place and maintain production records in compliance with the traceability systems for the export market as well as the domestic and regional tourism markets; and the frequency of floods and their ability to impact by reducing yields and supplies thereby further eroding Guyana’s capacity to be a regular supplier. Annex 1 refers.

Some of the weaknesses reported in 2009 have since or are in the process of being eroded away, as a result of inputs from the GOG/ IDB-financed ADP project. This is also true for some of the threats. However, several of the threats still remain and will be resolved in accordance with the old saying, “the proof of the pudding is in the eating”. The Stakeholder Information Session held on February 6th 2015 with representatives of the MOA, NAREI, GMC and GSA (Annex 2) helped to reinforce many of these issues. A case in point is that while Guyana does not as yet have the capability to test for pesticide residues, this matter has received the

1 TradeCom, 2009. All ACP Institutional Trade Capacity Building Facility – 9.ACP.RPR.007, Development of an

agricultural diversification export strategy for Guyana’s agricultural sector. Contract n° 37/TA/TradeCom/P47

68

attention of the MOA and will be resolved during the course of 2015, with the completion of a functioning laboratory. To make the products identified in Section 5.6 more competitive and indeed the other fruits, vegetables and root crops, the following are recommended at the production, marketing and processing levels.

Production

Increased level of irrigated production to cater for dry weather

Appropriate drainage works to reduce negative impact of flooding

Ongoing research and higher levels

Reduced local transport cost

Improved quality of produce as a result of better in-field and postharvest handling

Improved plant protection and quarantine services

Improved backward and forward technology linkages

Increased level of productivity (to reduce gap between Guyana and competitors such as Costa Rica, Honduras and Trinidad)

Stronger farmer organizations Marketing

Increased market information

Improved market support services

Improved overseas transport arrangements

Improved systems of packaging, handling, transportation and storage (where required)

Increased processing and value-added activities

Increased local /regional awareness of the health benefits of cassava for example

Processing

Support with product development including dried, powdered and frozen vegetables

Better quality control systems

More appropriately designed processing plants (e.g. product flow and location of equipment) leading to more efficient operations and reduced costs

Increased level of training for processing plant staff

Increased availability of appropriate packaging materials at competitive cost

8.0 Recommendations

Buying and transportation functions There is every indication that Guyanese farmers are capable and willing to expand production of the range of commodities ‘once the price is right’. However, with no less than 80 percent of the produce being traded by middlemen, it means that middlemen would either have to be part of the solution to transport produce from distant farms to markets, or new buyers will have to copy some of the marketing functions now being performed by middlemen. New buyers will, for example, have to be prepared to purchase produce from Crabwood Creek in Region 6 or from Parika or even directly from Hamburg Island in Region 3.

69

Linking Guyanese farmers to overseas markets While domestic marketing opportunities should be fully exploited, every effort should be made to link Guyanese farmers to overseas markets, given the size of the local population and the corresponding domestic demand. The realities of the transportation possibilities for fresh produce cannot be dismissed or ignored, particularly in the face of competition from other competing or would-be competing countries from within or outside the region. As a result, it is recommended that the production of value-added products for export be thoroughly pursued, notwithstanding age-old challenges such as energy cost. The project should, for example, seek to work with existing agro-processors of plantain chips, cassava chips and sweet potato chips to, where necessary, improve their basic product, the packaging and labeling etc. and to link them to overseas buyers. Cut-up frozen vegetables (bora, ochro, pumpkin), dried vegetables (inclusive of an item such as dried pumpkin seeds) and products such as eddo powder and pumpkin stems for craft, offer unique opportunities. These are, in fact, some of the very convenience foods that the domestic and regional markets require and are importing, in the absence of locally produced substitutes. The current agro-processors seem to be stuck in their areas of comfort and not necessarily thinking of dried or frozen vegetables, or aware of the potential market. Often drying and freezing are not necessarily considered in the same light as the manufacture of jams, jellies, pepper sauce and wet seasoning. However, this is the opportunity for PROPEL, an opportunity to introduce the concept, and work with a few pilot processors and buyers. The reason for emphasizing the processed products in Guyana’s case, has to do with the challenges associated with overseas transportation and over the decades, the exportation of fresh agricultural produce has been largely limited by inadequate air transport and where available, too costly. Indeed, there are other issues associated the local situation as well. They include for example: all of the logistical arrangements, domestic transport, improper handling, packaging, storage (lack of cool chain). All of these will manifest themselves at the consumer end of the continuum. However, most of these can be corrected within a few weeks, with the right training/orientation. The big bottleneck will be overseas transportation, particularly related to the movement of fresh produce – air transport. In the short term therefore, the exports of fruits, vegetables and root crops should be focused at the value added products (processed in some form – dried, frozen etc). Frozen is included because Guyana has experience in this area. We have been exporting blast frozen sea food for decades. In addition, it is easier to ship frozen products than to maintain a cool chain. Plantain is bought by all categories of buyers, to be used as fresh green, fresh ripe or fresh green for processing. To date the value-added products are: primarily packaged plantain chips; fried green plantain served with fried fish, where the dish is referred to as fish and chips; and very limited quantities of plantain flour. Plate 1 shows some of the value-added plantain products that are traded internationally. Plate 1 (d) actually shows frozen ripe plantain on sale in a Trinidad supermarket. Plate 2 similarly shows a range of pumpkin products that are traded internationally, while Plate 3 shows dried ochro. Pumpkin seeds are already used fresh by a few health-oriented snack shops in Guyana and the region, to make a pumpkin seed drink, which often includes soya milk, but the upgrade to a dried product, could make a significant difference to how pumpkin is perceived. In some circles, it is believed that the region is far away from perfecting such products, but several products are already on the market, but in limited quantities. Plates 4, 5 and 6 for example show various cassava products being marketed in Guyana. Plate 7 shows several

70

frozen crops on sale in Trinidad, and Plate 8 shows frozen products manufactured by a small processor in Trinidad. These are all Trinidadian-grown and manufactured products. The eddo flour being manufactured by the Kuru Kururu Farmers Crops and Livestock Association and the pepper sauce being manufactured by the West Berbice Young Women’s Christian Association are also cases in point.

(a) Whole green plantain – frozen vacuum packed (b) Plantain Flour

(c) Ripe Plantain (d) Ripe Plantain for sale in Trinidad Supermarket

Plate 4: Value-added plantain products traded internationally

http://www.google.gy/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.21food.com/products/plantain-iqf-whole-green-colombian-plantain-96448.html&ei=V3fOVITfLejgsASIy4KwDA&bvm=bv.85076809,d.cWc&psig=AFQjCNHEn_N3yA6aHL0U6k3L3WWzNvcwPw&ust=1422903557692487

http://www.google.gy/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.foodlve.com/tag-products.php?keyword=Plantain&ei=a3jOVNBHgbWwBP6EgMgC&bvm=bv.85076809,d.cWc&psig=AFQjCNGTarrg0HBFu5BbhqBIQmPVIxf7jw&ust=1422903673385794

http://www.micfood.com/products/ripe-plantains/

71

(a) Dried pumpkin seeds (b) Pumpkin powder

(c) Dried pumpkin chips (d) Dried Pumpkin stems

Plate 5: Value-added pumpkin products traded internationally

Plate 6: Dried ochro chips

http://www.google.gy/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.wikihow.com/Dry-Edible-Seeds&ei=9W7OVJObIfLfsASgjoHIDg&bvm=bv.85076809,d.cWc&psig=AFQjCNE315slR_bGRHnf2W3L-KdyE7FCDg&ust=1422901314120525

http://www.google.gy/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.walmart.com/ip/Nature-s-Harvest-Sea-Salted-Okra-4-oz/28985929&ei=C3POVOK1FNOHsQSJ4IHgDw&bvm=bv.85076809,d.cWc&psig=AFQjCNE7MiDU4uZr6Dcks0sMMo6_Km-oEw&ust=1422902382829720

http://www.google.gy/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://drsaila.com/

72

(a) Farine at GMC’s Guyana Shop (b) Cassareep at GMC’s Guyana Shop

(c) Mini Cassava Bread (d) Cassava Bread Squares

Plate 7: Different cassava products being marketed in Guyana (Source: Mohammed and Craig, 2014)

73

Plate 8: Savannah Frozen Cassava Fries sold in Guyana and Sizzling Hot

(Source: Craig, 2015)

Plate 9: Cassava Products on sale at Guyexpo 2014

(Source: Craig, 2015)

74

Plate 10: Frozen root crops on sale in Trinidad

(Source: Mohammed and Craig, 2015)

Plate 11: Frozen sweet potato and soup pack manufactured by a small processor in Trinidad


75

Plate 12: Frozen cut-up green mango produced by a small processor in Guyana ready for export


Sourcing Produce As mentioned before, there is no shortage of interest by farmers and there are several major production areas. Ultimately, the selection of an area for any specific production and marketing initiative, should depend on the product being targeted, the experience of the specific group of farmers and the issue of logistics. Training / orientation

Observations and discussions suggest a need for significant training. It is recommended that

such training should not be in a vacuum, but in relation to specific buyers of identified produce.

All of the buyers blamed the farmers for not delivering quality products, but in reality, farmers

should only receive a portion of the blame, as all of the value chain participants are responsible.

It is recommended that farmers, processors and other value chain actors would require training

in and exposure to areas such as:

general agronomic practices and the optimum amount of fertilizers and agrochemicals that should be used

pre-harvest and postharvest factors that impact on quality changes

distinguishing between production losses, postharvest losses

the perishable nature of each commodity

packinghouse design, produce flow, postharvest treatment, curing techniques, storage, packing and stacking arrangements, sanitation protocols, waste disposal,

choice of packaging materials and suitability for loading, unloading and transportation logistics

strategies to reduce postharvest losses and development of improved postharvest handling systems

valuation and identification of value-added food products

distinguishing between qualitative and quantitative losses

76

types of physical damage, such as punctures, abrasions, bruising and compression

physiological disorders relating to chilling injury, heat injury, sprouting, nutritional deficiencies

pathological agents including fungi, bacteria, nematode and viral attacks

pest damage caused by for example mites, thrips, beetles, white flies, as well as rodent damage

secondary infections

marketing challenges and opportunities

importance of marketing

varietal differences in the context of the market

marketing channels

fruits, vegetables, root crops and the hospitality industry

differentiating between production and marketing costs Field Visits Conducted tours by farmers, middlemen and others to the municipal markets, supermarkets, approved packinghouses and agro-processing factories and by processors and other buyers to the fields, would help to emphasise and reinforce some of the points listed above such as: packinghouse designs; cleaning/washing/general preparation of produce; drying at room temperature, prior to packing for sale; use of containers (bags, bins, crates, boxes) depending on the stage of the chain; storage; product flow and traffic (human factor); mode of transport within the packaging houses; labelling and nature of packaging required for the export market; and transportation.

77

ANNEXES

78

Annex 1: SWOT Analysis of Plantain, Cassava, Pineapple and Pumpkin Production, Marketing and Trade2

Strengths Production

Land abundantly available

Inputs readily available

Competition in local transport industry

Credit accessible from IPED

Research facilities at CARDI, NARI and UWI

Favourable exchange rate Marketing

High level of household penetration of selected crops

Huge European market for organic pineapple chunks

Strong demand for pumpkin (Caricom and Canada ethnic markets) and squashes such as the butternut, acorn, spaghetti etc (US traditional markets)

Interest of the major supermarket chains in marketing convenience foods

Extremely positive consumer response to the frozen cassava and fries in Trinidad

Processing

The presence of AMCAR with its knowledge of the European market for organic produce

culinary tradition of CARICOM citizens

Weaknesses Production

Low level of irrigated production

Inadequate extension services

Low level of research

High local transport cost

Poor quality as a result of inadequate in-field and postharvest handling

Inadequate plant protection and quarantine services

Inadequate backward and forward technology linkages

Weak average industry level of productivity compared to competitors such as Costa Rica, Honduras and Hawaii

Low number of strong farmers organizations

Absence of an effective strategy for the control of praedial larceny

Marketing

Inadequate market information

Inadequate market support services

Inadequate overseas transport arrangements

Extremely limited processing and value-added

Weak government institutions to facilitate foreign investment

Not enough local/regional awareness of the health benefits of cassava for example

Processing

Limited product range and inadequate innovation

Weak quality control systems

Inadequately designed processing plants (e.g. product flow and location of equipment) leading to inefficient operations and increased costs

Low level of training of food plant staff in many plants

Limited range of packaging material and difficulty in sourcing supplies

Absence of firms with appropriate infrastructure for processing dried and powdered vegetables

2 TradeCom, 2009. All ACP Institutional Trade Capacity Building Facility – 9.ACP.RPR.007, Development of an

agricultural diversification export strategy for Guyana’s agricultural sector. Contract n° 37/TA/TradeCom/P47

79

Opportunities Production

increase yields by investing in irrigation and best practices systems

Access to high quality genetic material from International Research Institute at low costs

low cost technical assistance from International Organizations such as FAO and IICA

The requirement for farmers to put in place and maintain production records in compliance with the traceability systems for the export market as well as the domestic and regional tourism markets

Marketing

Room for CARICOM /FDI in the provision of research, extension, plant protection and marketing services

Room for CARICOM /FDI in the provision of planting material

Intra-CARICOM trade can benefit from the CET on third country products

production and marketing of dried pineapple for the snack food industry

Large and growing market for cassava products given its complex carbohydrate and high fibre content

Trinidadian processors are unable to satisfy demand for cassava in Trinidad

Interest of the major supermarket chains in marketing fresh and processed cassava products

The domestic, regional and international markets for dried pineapple and other fruits for use in the snack food industry

The regional market particularly hotel and restaurant segment provides significant opportunities for the range of value added products such as plain fries, seasoned fries, punches, soups, frozen and baked products.

The international market for cassava value added products provide significant opportunities for new product development

Processing

The product development capacity of the University of the West Indies and CARIRI could be tapped for the development of value-added products

Threats Production

Production experience and high level of productivity from major competing countries such as Costa Rica

The frequency of drought or floods reducing yields and supplies and further eroding our capacity to be a regular supplier

Marketing

Weak government institutions to facilitate foreign investment

The absence of an export distribution strategy

The reputation of countries such as Dominican Republic , Costa Rica, Honduras and Mexico as reliable suppliers of fruits and vegetables and their commitment to increase their share of the market

Processing

Low confidence in Guyana as a serious supplier given its limited capacity to carry out pesticide residue tests, traceability systems and HACPP certification

Other

Political instability

Suspicions of policy continuity

Macro economic instability

80

Annex 2

LIST OF ATTENDEES AT STAKEHOLDERS INFORMATION SESSION

George Jervis Permanent Secretary, MOA [email protected]

Ida Sealey-

Adams

Agriculture Business Development Officer,

GMC

[email protected]

Denier Greene Research Assistant, Crop Development,

NAREI

[email protected]

Romesh

Kishun

PROPEL Guyana Country Coordinator,

CHF Caribbean

[email protected]

Onika Gittens Project Assistant, Orion’s Business

Enterprise

[email protected]

Osbert Nurse Lecturer/ Farm Manager, GSA [email protected]

Malika Persaud Managing Director, H2K Guyana

Enterprises

[email protected]

Richard Hanif Marketing Development Officer, READ,

MOA

[email protected]

Shamein

Moseley

Senior Plant Proetction Officer, NPPO,

NAREI

[email protected]

Selwyn

Anthony

Consultant, Propel, CHF [email protected]

Kelvin Craig Lead Consultant, Propel, CHF [email protected]

mailto:[email protected]











Documents

MARKET STUDY - GUYANAassets.wusc.ca/wuscwebsite/...guyana-february-2015.pdf · Plate 5 Value-added pumpkin products traded internationally 82 Plate 6 Dried ochro chips 82 Plate 7