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MARKETS FOR LIVESTOCK AND FOOD CROPS IN

KARAMOJA SUBREGION

Ezaga, O.P1

July 2010

1 Patrick O. Ezaga (Consultant), G1 Logistics, 23 Bandali Rise, Bugolobi P. O. Box 34960 Kampala Uganda

Markets for Livestock and Food Crops in Karamoja Subregion ii

Disclaimer: This report was written by Patrick O. Ezaga (Consultant).

The content and presentation of material in this report is the sole responsibility of the Consultant and does not imply the expression of any opinion whatsoever on the part of the Food and Agriculture Organization of the United Nations or of the European Commission.

Markets for Livestock and Food Crops in Karamoja Subregion iii

TABLE OF CONTENTS

TABLE OF CONTENTS ................................................................................................................................................................ iii

ACKNOWLEDGEMENTS ............................................................................................................................................................. iv

LIST OF ABBREVIATIONS AND ACRONYMS ............................................................................................................................ iv

EXECUTIVE SUMMARY ................................................................................................................................................................ v

1.0 INTRODUCTION ...................................................................................................................................................................... 1

2.0 OBJECTIVES OF THE RESEARCH ........................................................................................................................................ 1

3.0 METHODOLOGY ..................................................................................................................................................................... 2

4.0 TARGET RESPONDENTS ...................................................................................................................................................... 2

5.0 MARKETS VISITED ................................................................................................................................................................ 3

6.0 FINDINGS AND PROBLEMS IDENTIFIED .............................................................................................................................. 3

7.0 CHALLENGES AND CONSTRAINTS .................................................................................................................................... 7

8.0 AREAS OF INTERVENTIONS ................................................................................................................................................. 8

9.0 RECOMMENDATIONS ........................................................................................................................................................... 8

10.0 CONCLUSION........................................................................................................................................................................ 9

APPENDIX 1: QUESTIONNAIRE GUIDE FOR FGDS AND IDIS ................................................................................................ 11

Markets for Livestock and Food Crops in Karamoja Subregion iv

ACKNOWLEDGEMENTS

This research was undertaken with the participation and support of the following people and organizations who contributed in various ways to its success; Dr. Paul Opio, Edward Okori, Paul Emuria, Sarah Nalule, Mathias Muguluma (PhD), Drake Mubiru (PhD), Jackson Ondoga, Patrick Nyeko, Joseph Agaba, the SP team of translators (Sarah, Stella, Laura, Mary, Jonathan, and drivers (Moses, Frank), FAO Uganda, FAO Karamoja Field Office and Samaritan’s Purse Uganda. Had it not been for the warm reception of the different respondents across Karamoja who provided invaluable information, this research would not have come to fruition, thanks to you all for your efforts.

LIST OF ABBREVIATIONS AND ACRONYMS

ASTU Anti-Stock Theft Unit

CBO Community Based Organization

DAO District Agriculture Office

DCO District Commercial Officer

DPO District Production Officer

FAO Food and Agriculture Organization

FGD Focus Group Discussion

IDI In-depth Interview

KI Key Informant

MID Marketing Information Databank

SP Samaritan’s Purse

SSI Semi-Structured Interview

UPDF Uganda People’s Defense Forces

UN United Nations

Markets for Livestock and Food Crops in Karamoja Subregion v

EXECUTIVE SUMMARY

This report on Markets for Livestock and Food Crops in Karamoja region was part of a larger project that included studies on Range Lands and Settlements, Disaster Risk Management & Environment, Climate Change and Alternative Livelihoods. The research provides context in which the players in the market place undertake their marketing activities. Karamoja inhabitants comprise predominantly cattle keeping groups leading semi-nomadic lifestyle mixed with crop cultivation (Jie, Bokora, Dodoth, Pokot and Matheniko) and settled agricultural communities (Labwor) and mountain tribes (Tepeth, Kadam, Ik, Nyangia and Mening). Cattle keeping is by far the most predominant economic activity in the region. The data and analysis presented are drawn from primary sources namely Focus Group Discussions, In-depth Interviews and Key Informants. Direct observation of participants in markets was also used. There have been concerted efforts by a multiplicity of local and international organizations to mitigate the challenges facing Karamoja region generally. Many of these efforts have no doubt resulted into a positive transformation in the individual and collective livelihood of the Karimojong. However, the regions predicament lies in the inability to consistently sustain the successful interventions due mainly to insecurity and poor climate. The latter is a result of natural circumstances aggravated by unchecked human activity that has degraded the environment and the former is largely instigated and perpetuated by people. Insecurity and poor climatic/environmental conditions coupled with a host of other factors (persistent poor harvest as a result of dry spells and droughts, cattle rustling, animal death, lack of water, poor farming practices, ill health and disability, lack of skills and unemployment, limited sources of income, poor governance and landlessness) have combined to ensure that Karamoja remains rooted in a state of underdevelopment. In executing this study, the pastoral, agro-pastoral and agricultural zones of Karamoja were targeted in order to identify the common factors with regard to markets for livestock and food crops and to highlight differences if any. The region has a number of markets that engage in trade of livestock and food crops but many of them are small with minimal volume of trade that caters for the locals. The six popular cattle markets in region include Iriir, Matany, Kangole, and Nataikwae in Moroto as well as Kacheri and Komuria in Kotido and Kaabong districts respectively. The main food crops markets are Namalu and Abim, there is a high volume of trade in food crops in Kanawat market, Kotido as well.

Komuria cattle market (Photo by Patrick O. Ezaga)

Markets for Livestock and Food Crops in Karamoja Subregion vi

As part of the continuous efforts to remedy the situation in Karamoja, FAO through Samaritan’s Purse Uganda, commissioned and supported this research which is intended to undertake a survey of the operating environment of the livestock and food crops market in Karamoja with a view to understanding the dynamics of markets for livestock and food crops. Markets and marketing activities form a crucial component of the food and livelihood chain.

Markets for Livestock and Food Crops in Karamoja Subregion 1

1.0 INTRODUCTION

Karamoja region, comprising of the districts of Kaabong, Kotido, Abim, Moroto, Nakapiripirit, Amudat and Napak is part of the pastoralist corridor - an area inhabited by semi-nomadic cattle keeping groups. The region is characterized by climatic conditions that do not follow a reliable pattern and whose population’s livelihood is heavily dependent on cattle not only for its high cultural importance but also for its economic value in terms of conversion. The livestock in the area are cattle, goats, sheep, donkeys, camels, pigs, chicken and turkeys. These are complemented by food crops such as sorghum, maize, rice, cassava, cabbages, tomatoes, egg plants and other vegetables, most of which are brought in from neighbouring districts to fill the food shortfall. Despite having the most number of cattle in Uganda, Karamoja remains the least developed and most impoverished region, a situation that has persisted for long despite the interventions from government and other donors. This is attributable to a number of reasons with insecurity and poor climatic conditions at the forefront. There has been persistent drought for the last 3-4 years, however there is evidence of potentially good harvest in 2010 as seen from the vast fields of flowering sorghum and many farmers are optimistic that the yield will be better this time round. Markets and marketing activities generally have been an important aspect of cattle and food crops production chain that needed an in-depth review. In undertaking this research, the region was divided into the three zones of Pastoralists, Agro-Pastoralists and Agriculturalist (wet belt).

2.0 OBJECTIVES OF THE RESEARCH

o To undertake a survey of the operating environment of the livestock and food crops market in Karamoja with a

view to understanding the dynamics of markets for livestock and food crops. o To review the pastoral/agro-pastoral and agricultural market supply response in Karamoja and to describe market

responsiveness verses subsistence orientation o To gain an in-depth understanding of the determinants of livestock and food crop sales highlighting specific

details on seasonal sales, conditions of livestock sold, quality of crops sold, pastoralists/agro-pastoralist/agriculturalists cash needs, market dependence and household marketing strategies.

o To establish the structure of local livestock and crop markets (village and district markets), access to market

information and the pattern of the marketing system in Karamoja (Market place brokers, inter-regional traders, buying and export traders).

o To determine the livestock and crop prices, livestock and crop price seasonality, price structure and efficiency

and the livestock/crop price demand model. o To gain insights into the livestock and crop marketing performance.


3.0 METHODOLOGY

FGD in session in Amudat (Photo by Patrick O. Ezaga)

o Focus Group Discussion (using Semi-Structured Interviews) were the most appropriate mechanism and they involved group discussions moderated by the consultant and an experienced moderator with the help of translators. All FGDs were recorded on tape alongside notes taken and these were then transcribed to produce this report. FGD was preferred because the respondents are known to operate in groups or communes and comprise of many illiterate/semi literate cattle keepers and farmers. FGDs also give an insight into the underlying factors affecting the situation under study.

o In-depth Interviews (IDIs); for the moderately literate/literate and knowledgeable respondents especially district officials and technocrats, IDIs moderated by the consultant were used to gain an in-depth analysis of the situation at hand.

o Key Informants (KIs); especially the transporters (drivers) of the trucks who deliver food crops to markets and

take cattle out and members of the civil society who are either natives or have worked in the region for a long time in line occupations and are conversant with the operating market environment were interviewed to get their view points.

o Observation was also used to study the “markets in action” so as to decipher the dynamics that may otherwise

not be mentioned specifically. One such situation was observed in Komuria market where women followed their husbands to the cattle market and sat in small groups awaiting proceeds from the sale after which they received money with which they purchased cereals and other food stuff.

4.0 TARGET RESPONDENTS

o Cattle owners who are the primary sellers of cattle o Cattle herders o Cattle buyers o Food crop producers o Market Intermediaries (middlemen for both cattle and food crops) o Line District Officials


5.0 MARKETS VISITED

Pastoral Zone Market Market type Respondents

Moroto/Napak Moroto Town Market Food crop sellers, intermediaries

Nataikwae Cattle Non-market day(Sellers, Buyers)

Kangole Cattle Cattle Owners/Sellers, herders, buyers, intermediaries

Amudat Amudat Cattle/food crops Food crop sellers, intermediaries (both cattle & crops)

Loroo Cattle Market Cattle Owners/Sellers, herders, buyers, intermediaries

Kaabong Komuria Cattle Cattle Owners/Sellers, herders, buyers, intermediaries

Kaabong Town Market Food crop sellers, intermediaries

Agro-Pastoral

Kotido Kanawat Cattle Cattle Owners/Sellers, herders, buyers, intermediaries

Wum wum Food crops Food crop producers, sellers, buyers, intermediaries

Kotido Town Market Food crop sellers, intermediaries Agro Zone (Wet Belt)

Abim Abim Food crops Food crop producers, sellers, buyers, intermediaries

Nakapiripirit Namalu Food crops Food crop producers, sellers, buyers, intermediaries

6.0 FINDINGS AND PROBLEMS IDENTIFIED

o A number of findings are generic and apply to all the zones, albeit with minor variations. The general

operating environment of the livestock and food crops market in Karamoja is characterized by the following;

a) There are hardly any formal or organized market structures especially for the village markets and between

markets in different districts. Where a semblance of organization exists, it is the market dues collector at work.

b) District Authorities do not directly influence or interfere with the marketing activities. The presence of the local authorities is seen in the non-marketing activities of law enforcement, determination of market fees for the markets near towns and issuing of receipts which serve during movement of cattle from one market to another. Verification of cattle authenticity in the markets is done by the local Police, UPDF and ASTU.

c) Selling of cattle is done by men while the women sell poultry and food crops

d) Markets on market days are intensive but short lived i.e. last between 2 – 3 hours and the markets especially for food crops are located near towns/trading centers. In the villages, markets are highly specific to the item on sale i.e. livestock for livestock market or food crops for food crops market. However, businessmen from outside the region now deliver food crops to the livestock markets near the towns such as Komuria and Kanawat markets.

e) The livestock owners’ impetus to sell is largely triggered by the desire to satisfy a need especially food, medication and sometimes fees. The intermediaries in both livestock and food crops markets buy and sell to make a profit.


f) When probing into the inflow of cattle in the homes, we found that marriages account for a fair amount of

cattle brought in. However, selling of these cattle later is done with the consent and/or knowledge of an elder.

o Market supply response in Karamoja; market responsiveness verses subsistence orientation

a) It is evident that the level of subsistence is high and the bulk of food crops are produced for consumption. The lack of surplus food crops presents a challenge for the growth of the market in the region. Even where food crops are produced like in the agro-zones, the quantities are too meager to sustain meaningful trade in the commodity. In situations of good local harvests, the quantities brought to the market cannot last for more than two weeks.

b) As a result of the persistent lack of sufficient volumes of food crops in the market, difficulties of transportation and insecurity, the level of responsiveness to market supplies is high with most items being bought. The constraint lies in the low levels of disposable income of the local people.

c) However, with regard to the cattle market, the degree of responsiveness is intermittent depending on the season. It was found that when harvests abound and most households have some food, selling of cattle at good prices is not a guarantee since cattle is sold in desperate times when food is scarce.

o Determinants of livestock and food crop sales.

a) The market condition in Karamoja is highly seasonal and this forms the thrust of marketing activities. In all the zones, all respondents concurred with the fact that most sales are “need instigated” especially the need for food in the pastoralist/agro-pastoralist zones and the need for other household requirements such as medication and school fees.

b) Livestock are sold mainly during seasons of low crop yields. For instance;

Cattle average price range Farm gate price Karamoja market price Destination prices 300,000 – 400,000 350,000 – 500,000 500,000 – 650,000 Food crops average price range - bags (dependent on crop yields)

Good harvest season Low harvest season

Buying Selling Buying Selling

Maize 35,000 - 40,000 45,000 – 55,000 45,000 – 70,000 50,000 – 80,000

Sorghum 40,000 – 43,000 45,000 – 50,000 55,000 – 80,000 60,000 – 85,000

OVERHEADS a). Average market dues


Cattle 15,000 per animal Sorghum 2,000 per bag Maize 2,000 per bag b). Average Transport costs (dependent on distance, size of the bull or weight of a bag) Maize 10,000 – 20,000 per bag Sorghum 10,000 - 30,000 per bag Cattle 30,000 – 50,000 per animal Note: A number of buyers of cattle/sellers of food crops normally come together to hire one truck. On average 5 cattle are bought per trader c). Brokers/middlemen for the cattle market i. Commission agents: They charge a commission of between 10,000 - 20,000

They usually sell on behalf of the original owner ii. Middlemen: These engage in the trade for a profit

They buy either from the local agents or from the owners on market days

In Loroo Market; Sales are most profitable between July – August because there is good pasture and the cattle are well nourished hence fetching in higher prices. The cost of a mature bull ranges from 250,000 – 400,000 and these are later sold at 500,000 each in Amudat cattle market. Feb – June is a period of no quality pasture therefore the price of bulls plummets to as low as 80,000 -120,000.

In Komuria market; Best time to sell is July – August and prices range from 400,000 – 700,000. The off season for sales is between January – April with prices ranging from 200, 000 – 300,000.

However, the above cycle has been heavily negated by the fact that the region has experienced a long spell of drought and this has affected the marketing system in that selling and selling price determination have been reduced to individual basis.

c) The mature, healthy bulls are the predominant condition of livestock. However, in no zone did we find cases

of sick or unhealthy cattle being brought to the market. The young, healthy cattle are bought for re-stocking purposes and these fetch a higher value in the market. In the agro-pastoral zone, the young cattle are bought from Bugisu area. All livestock sold are branded for easy identification.

d) Food crops from outside the region are of better quality than those produced locally. This is more pronounced in the vegetables. Most treated seeds for planting are bought from Bugisu on the agricultural belt and from Acholi region for the agro-pastoral zone.

e) There is need for cash injections to enable the market players engage in profitable marketing activities because most of their cash is consumed after the sale. Cash is needed in form of capital or soft loans for those selling for business, buying treated seeds for planting, treating seeds locally and for purchasing pesticides.

f) Household marketing strategies are non-existent and there is a low level of person-to-person selling of cattle other than in the designated markets on market days. Information on cattle trade is spread by word of mouth


and the intermediaries are known by the sellers. In dire circumstances, the need for prior information on selling price and market information does not arise.

1. Livestock and crop marketing in Karamoja

a) The district markets have semi-organized structures in terms of officials and law enforcers. The village markets are autonomous and not inter linked. There are revenue collectors in both local and district markets. The most organized market structure was found in Loroo where the buyers have an organized group with a chairman. The cycle of commodity movement is such that food crops are brought into the market and cattle are taken out of the market in agro-pastoral zones.

Trucks from Acholi region delivering food crops (sorghum and maize) to Kanawat Market on a market day. (Photo by Agaba Joseph)

b) Regarding access to market information, no advertising about sales/buying is undertaken.

Information flow is at individual level with most information being based on hearsay. Physical barriers to information flow exist due to the long distances between markets. This shortens the lifespan of information with the potential distortions in the information.

The trucks wait to be loaded with cattle at Kanawat Market. (Photo by Patrick Onen Ezaga)

c) The pattern of the marketing system in Karamoja is that markets are held weekly in the different zones. Market intermediaries are key players in the marketing chain connecting buyers to sellers and vice versa. There is high presence of traders from outside Karamoja i.e. in southern Karamoja traders are from Mbale, Sironko and Soroti and for Northern Karamoja they come from Kitgum, Pader, Gulu and Lira).

d) The level of direct participation by traders from Kenya and Sudan is very low and non-existent in the crop markets. Sudanese and Kenyan traders access Karimojong markets through the Ugandan buyers from Acholi, Bugisu and Teso.

e) In both northern and southern Karamoja (Amudat, Nakapiripirit, Napak) traders from Bugisu bring in food crops especially maize, sorghum, and rice and buy cattle in return. For instance, traders from Abim wait for times of desperation in Karamoja so as to buy cattle at give-away prices.

2. Livestock and crop prices seasonality

a) Generally, the typical Karimojong would not sell a cow unless hard pressed. Prices are heavily dependent on the needs of the seller. The prices are higher when pastures are good and lower during droughts since the


size of cows are affected by pastures. Additionally, during periods of low food harvests or drought, prices are low because sellers do not have negotiation power.

b) Prices are also influenced by the security situation (i.e. high prices during times of high insecurity)

c) There is no common price structure for both food crops and cattle. Prices are subject to the prevailing market forces triggered largely by the climate and security conditions. For example, in Komuria market, overhead costs such as market dues and transport costs have a bearing on the final price of cattle.

d) As noted above the demand model is based on the need for other commodities with the demand for food crops for home consumption preceding all else.

e) Negotiation power for cattle markets is low because many sellers are desperate at the time of sale

3. Livestock and crop marketing performance

Despite the apparent lack of organized market structures, there is a high volume of trade in cattle and food crops. For instance, in Kanawat market, there were 20 trucks that delivered food crops and these were to take cattle out of the market. The following is an indication of the volume of trade in Kanawat market, Kotido district on a typical market day:

Value of food crops brought into the market from Acholi Sub-region

No. of trucks

Bags per truck

Price per bag

Total value

20 70 40,000 56,000,000

Value of cattle taken out of Karamoja

No. of trucks

Cattle @ truck

Average price/ cattle

Total value

18 20 350,000 126,000,000

Women (left foreground) stand by in groups waiting for proceeds from the sale of cattle. (Photo by Patrick Onen Ezaga)

7.0 CHALLENGES AND CONSTRAINTS

Markets and marketing activities in Karamoja as a region have the potential for rapid growth and development in all the zones. This is because of the available demand in the area for both food crops and livestock. This potential however is being hampered by the following constraints;

I. Insecurity in whatever form affects the normal operations of business. The region remains susceptible to cases of insecurity occasioned by the cattle raids and the presence of guns among people.

II. The unpredictable climatic conditions coupled with the degradation of the environment which directly influence prices and commodity availability are major constraints to marketing activities.


III. Commercialization of cattle raids; it was reported that unlike in the past, some of the raided cattle now find their way into the “Cattle black market” which are out of sight.

IV. Traders of both livestock and food crops have to endure long distances to reach markets V. There is concern in the community about the potential depletion of cattle stocks due to raids and the incidence

of diseases given that the rate of replenishment of cattle is low VI. Accessibility to some markets is challenging given the poor road infrastructure which become impassable

during rains.) VII. Unlike food crops markets, there are no physical market structures/shelters for traders of cattle

VIII. Cattle and food crop diseases which go unchecked for a while without a quick response from the authorities

8.0 AREAS OF INTERVENTIONS

Interventions should be brought in at the structural, policy and operational levels and this should be during periods of poor pasture.

I. Mobilization of the actors in the cattle and crop markets to form organized associations. This should be done at the local and district markets with a regional association that brings on board all stakeholders.

II. Improving on accessibility to markets through facilitating the setting up satellite markets in remote locations to act as collection centers prior to market days is worthwhile.

III. Involvement of the district technocrats to bridge the gap in the interaction between farmers and the district authorities is crucial.

IV. Information dissemination among and between the actors in the market. This will entail designing and rolling out a protracted and elaborate marketing communications plan for the region. Organized information can be disseminated to the already established markets on market days through notice boards, use of megaphones.

V. Designing and implementing marketing oriented FM radio programs which can be intertwined with educative and entertaining information.

VI. Training programs for market players such as buyers, sellers, intermediaries and support functions such as transporters on marketing concepts like price determination, forecasting market conditions, planning for their other needs, savings should be implement.

VII. Taking a leaf from the organized group of cattle buyers in Loroo market, the farmers should be facilitated financially and technically to form Savings and Credit Societies to enable them gain bargaining power and to raise capital for business.

VIII. Other traders should be sensitized, mobilized and facilitated to diversify the commodities available in the markets by bringing in finished products to be traded alongside the cattle and food crops on market days. This will necessitate the construction of proper market structures to enable trade in other items.

IX. Storage facilities for food crops should be constructed to enable farmers save for future use during hard times. X. Local Karimojong farmers should be trained to administer treatment to cattle and to treat and store their own

seeds for planting in the next season.

9.0 RECOMMENDATIONS

These recommendations are made to the Government of Uganda, which has the primary responsibility of ensuring peace and security of life and property in the nation, the Unite Nations, FAO, donor governments, local and international NGOs, Community Based Organizations and the local governments in Karamoja region.

I. Design and implement elaborate, zone-specific marketing plan for Karamoja region.


II. Organize training on the concepts of marketing activities for DCOs, DPOs, buyers, sellers and intermediaries.

III. Establish, maintain and regularly update a Marketing Information Databank (MID) with branches and liaison offices in the three zones of Karamoja.

IV. Identify key marketing hubs for infrastructure development

V. Mainstream the planning of marketing activities into the plans of the local governments in Karamoja region.

VI. This rapid research should be followed by an in-depth study of the marketing activities in Karamoja.

VII. The government should continue to pursue the improvement in security in the region as a priority; Marketing

activities are particularly affected because without the movement of commodities from sellers to buyers, business is choked. Whereas the situation on security is reported by the respondents to have improved greatly of recent, there are still cases of traders losing their merchandise to raiders and/or thugs who have taken advantage of the insecurity in the region. Proliferation of small arms and ammunition in the region should be halted and this will take the concerted efforts by all the regional governments and other international organizations.

VIII. The improvement in the security situation should be closely linked with an improvement in the roads and other

infrastructure like hospitals and animal dips. It was observed that many Karimojong sell their cattle in order to secure food and medication. The provision of these needs in an accessible and affordable manner will impact positively on the nature of the food crops and cattle markets.

IX. The established line officers in the districts should be facilitated to carry out their mandate. To start with, the

existing markets should be enabled to put in place mechanism for providing leadership, decision making, net working, market dues determination and mobilization. Secondly, their ability to respond appropriately and quickly to distress calls in cases of diseases and pests need to be enhanced by the relevant authorities.

X. The inability of the farmers to save and store food crops to last until the next season is a major hindrance that

should be mitigated by setting up storage facilities for food crops at the communal level in addition to designing storage mechanisms at the household/homestead level.

XI. Deliberate steps should be taken to initiate and support conflict resolution mechanisms among the Karimojong

as part of the long term strategy to bring about peace which is vital for the smooth operation of the markets for livestock and food crops.

XII. Currently, effort is being made to intervene in areas such as vaccination of livestock and distribution of seeds

for planting. In addition to these efforts, it would be worthwhile to consider training of the Karimojong on proper animal husbandry practices which in turn would result in fewer cases of animal diseases. In the same vein, there is need to monitor the yield from the seeds distributed for planning.

10.0 CONCLUSION

Marketing plays an important role in the livelihood equation in Karamoja because it is through the presence and interplay of the marketing mixes of product, price, place (distribution), promotion and people that commodities are able to move from where they are in plenty to where they are needed. For this to be effective, the necessary


economic and infrastructure aspects need to be in place. Despite the poor climatic conditions in Karamoja characterized by erratic and unreliable weather patterns, there is potential for growth in the cattle and food crops markets and more even more potential for substantial growth in the other sources of livelihood. As noted earlier, the estimated value of food crops brought into Kanawat market was 56 million shillings. The approximate value/income from cattle bought from Kanawat was 126 million shillings implying that about 70 million shillings remained in Karamoja. The question then is where this income from the sale of cattle ends up. Having given an insight into the market within Karamoja, it is important to delve further into understanding the dynamics of the food crops market right from the source. This will necessitate a study in the Acholi, Teso and Bugisu sub-regions in to relate the demand and supply models. In the course of the interviews, respondents brought to light the need to develop alternative sources of livelihood for them. It was noted that the rate at which cattle leave Karamoja does not match with the replenishment rate. They expressed fears that given this imbalance in ratio, stocks of cattle will soon dwindle to levels that will no longer be viable as the source of income. This emphasizes the need for stakeholders to start directing their effort towards developing the other sources of livelihood such as marble, mining, honey, gum Arabic extraction, Aloe and milk processing. The quality of Karamoja products such as marble, honey, gum Arabic and Aloe meet required standards and the market for the products exist both locally and internationally. However, no matter how much one produces and how good the quality of the product may be, the venture will not be viable if these products do no reach the market where they are needed. This is the very tenet of business and economic growth. The key to the region’s predicament therefore lies in developing the markets and marketing systems so that the diverse products/outputs of the region are linked to markets (buyers). This should target not only the cattle and food crops markets but the other economic activities as well. All stakeholders are therefore urged to act now to ensure that the region is enabled to gain its footing until such time when it can ably sustain itself.


APPENDIX 1: QUESTIONNAIRE GUIDE FOR FGDS AND IDIS Introduction; Introduce self, Samaritan’s Purse and FAO Explain the concept of a group discussion and briefly elaborate on its merits visa vis individual interviews Emphasize the importance of confidentiality and indicate that anonymity will be ensured where desirable Seek respondents consent to have their voices recorded and their photos taken for purposes of report writing only Explain the “rules of engagement” for the discussion i.e. interactive and participative, one person speaks at a time by show

of hands, no domination by any individual, mutual respect, switching off of mobile phones, no uncalled for disruptions. Explain that the FGD has no monetary consideration but that a soft drink will be provided in kind for each participant’s

refreshment “Breaking the communication ice” and acclimatization Respondents introduce themselves by indicating their name, nature of trade and for how long they have been in business Display recording gadgets and camera Initiate the discussion LIVE STOCK OWNERS, HERDERS, SELLERS AND BUYERS

1. Live stock market in Karamoja

(a) What kind of live stock do you keep in this area? (b) What about for sale/which ones do you sell? (c) Why do you sell that type of livestock and not other? (d) What is their source of cattle? Is it inherited or bought?

2. Review the pastoral market supply response in Karamoja (Describe market responsiveness).

(a) Do you like the business of selling your livestock or it is because you do not have any other alternative?

(b) Probe for what motivates them to sell their live stock and yet it is seen as a pride to have very many.

(c) Is it because they have a lot? Or is it because they do not have where to graze them

(d) Or is it because they need money, if yes, for what purpose

3. Specific details on seasonal sales.

(a) What is the best time of the year/season in which the sales are high and why?

(b) Probe for the seasons of lowest sales and the reasons why.

4. Pastoralists’ cash needs.

(a) You usually sell live stock, why do you sale?

(b) What do you use the proceeds for?

(c) Probe for needs, is it school fees, soap, medical or any other, if so why doesn’t it reflect in their social life?


(d) Find out whether they need cash to facilitate their business, if so, in what form and how frequently?

(e) How do they store their cash?

(f) How is the expenditure of proceeds from the sale managed?

(g) Who is the final authority in the selling decision chain?

5. Market dependence and House hold marketing Strategy.

(a) How do you market your live stock? Do you take it to the market or they (buyers) come to you?

(b) If they come to you, how do you determine the price?

(c) How do you let buyers know that you have cattle to sell?

(d) In your opinion is this the most effective way, or you wish there was any other way and which one is it?

(e) How do you transport your cattle to the market?

6. Structure of live stock market.

(a) Are there any organized structures/levels/hierarchy in the livestock market?

(b) Where do buyers come from? Are they from inland? Where do they take this livestock?

(c) Are they from other districts, regions or they export it to other countries?

7. Pattern of the market system in Karamoja (Frequency)

(a) How often is the market? Is it on a daily basis or do you have to wait for a market day?

(b) Probe if it is market day, what do you do in case you want to sell and yet it is not a market day, how is the price?

Does it change?

(c) How do they differentiate/brand the cattle?

8. Live stock prices

(a) What is the average price for cattle, Sheep and goats?

(b) What sizes and conditions, what category fetches more money? How do they categorize this live stock? Is it by

age, size, and condition?

(c) Do the local authorities participate in price determination

9. Live stock price seasonality.

a) Which season is high and lowest for live stock sales and why?


b) Probe if demand is seasonal or event based, if demand can be influenced by events like marriages, Xmas.

10. In your opinion, does rustling affect cattle markets? What other challenges do they face in their livestock business?

FOOD CROP PRODUCERS, BUYERS, SELLERS AND INTERMEDIARIES 1. Food crops in Karamoja

(a) What food crops do you grow in this area? (b) Which food crops do you sell/take to the market and why those ones not others?

2. Review of agro-pastoral/agricultural market supply response (market responsiveness).

(a) Do you like selling? Or is it because you don’t have any other alternative. Or why do you sell and yet you claim

that there is hunger.

(b) What determines/why do you sell your food crop?

Probe - Is it because of need for money? Is it because they have surplus? If it is a need for money, what do they use it for?

(c) What is the best time of the year/season when the sales are high and why? Probe for the harvest season and what happens?

3. Agro-pastoralist/agriculturalists Cash needs.

(a) You usually sell your food crops, what are your cash needs?

(b) What do you use the cash for?

4. Market dependence & house hold marketing strategies.

(a) How do you tell the price of your crops in the market?

(b) Probe for if where do they get information on current prices.

(c) How are they determined?

(d) Do they think that it is effective marketing strategies or there is any other way they would like to do it and why

couldn’t they try out the strategy?

5. Structure of crop markets

How is it? Who are the players, where does the crop end? Who are the buyers and intermediaries?

6. Do you have access to market information? Probe for – How do they get information and where? Or what sort of

information do they have?

7. Market frequency.


(a) How often is the market? Is it on a daily basis or do you have to wait for the market day?

(b) What are the prices of crops?

(c) For each crop, how much is it, what quantities (How do you qualify?)

8. Crop price demand

How is demand? When is demand for the crops very high and why? Is there price fluctuation? Probe if demand is

seasonal or event based – influenced by other factors like weddings, Xmas.

9. How is crop marketing performance in the area? Are they happy with it or are there any other ways they think it can be

improved and which are those?

markets for livestock and food crops in ... for livestock and food crops in karamoja subregion iii...

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