the gambia sesame sector development and export strategy
TRANSCRIPT
The Gambia sesame sector development and export strategy was developed on the basis of the process, methodology and technical assistance of the International Trade Centre ( ITC ). The views expressed herein do not reflect the official opinion of ITC. This document has not been formally edited by ITC.
The International Trade Centre ( ITC ) is the joint agency of the World Trade Organization and the United Nations
Street address: ITC 54-56, rue de Montbrillant 1202 Geneva, Switzerland
Postal address: ITC Palais des Nations 1211 Geneva 10, Switzerland
Telephone: +41-22 730 0111
Fax: +41-22 733 4439
E-mail: [email protected]
Internet: http://www.intracen.org
photo next page : Sarah R.Layout : Jesús Alés ( sputnix.es )
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 III
ACKNOWLEDGEMENTS
The Gambia sesame sector development and export strategy was made possible with the support of the Enhanced Integrated Framework (EIF), the commit-ment of the Ministry of Trade, Regional Integration and Employment (MOTIE) and the Ministry of Agriculture (MOA), and the active participation of various interme-diary organizations including the National Agricultural Research Institute (NARI), Gambia Investment and Export Promotion Agency (GIEPA), Agribusiness Services Plan Association and the National Women Farmers Association (NAWFA).
This document represents the ambitions of the private and public sector stakeholders who devoted themselves extensively in defining the enhancements and future orientations for the sector to raise its growth and trade performance.
Technical support and guidance from the International Trade Centre (ITC) was rendered through Mr Charles Roberge and Mr Isaac Ndungú. Mr. Mohammed E. Jammeh was the national consultant and coordinated stakeholder consultations. Mr. Njaga Jawo, Executive Director of NAWFA, provided guidance throughout the design process.
The efforts and contributions of all sesame sector stake-holders, particularly the members of the National Sesame Sector Taskforce, towards the development of the sector strategy are highly appreciated.
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019IV
FOREWORD BY ARANCHA GONZÁLEZ, EXECUTIVE DIRECTOR, ITC
Sesame is a relatively new crop in The Gambia that emerged as an alternative staple and export commodity to groundnut. The sector’s rapid growth in the 1990s and early 2000s was achieved as a result of efforts by national and international partners to organize sesame growers associations ( SGAs ), which are mainly composed of women. Waning support from international partners and the partial weakening of the SGAs in recent years has seen Gambian sesame production contract.
This sesame sector development and export strategy comes at an opportune time to revitalise the sector. The strategy is aligned with and builds on national develop-ment plans including the National Development Vision 2020, the Agriculture and Natural Resources ( ANR ) Policy 2009-2015, the Gambian National Agricultural Investment Plan ( GNAIP ) 2011-2015, Program for Accelerated Growth and Employment ( PAGE ) 2012-2015 and the National Trade Policy.
With the commitment of the Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE ), the Ministry of Agriculture ( MOA ), and the private sector, this sesame strategy aims for The Gambia to become an im-portant producer, processor and exporter of quality sesa-me seeds and value-added products in West Africa. This augurs well in terms of creating new synergies through intercropping with other emerging sectors such as cash-ew, employment generation for rural youth and women as well as contributing to food security in The Gambia.
The participative design process of this ITC-facilitated sector strategy involved close cooperation with the public and the private sectors and has secured stakeholders’ ownership of the strategy. Concerted efforts of public, private and international partners to identify the sec-tor’s constraints and opportunities will enable a renewed expansion of the sector. With production rehabilitated, stronger value chain processes, improved governance and by leveraging port facilities, the sector’s ability to capitalize on new emerging market access opportuni-ties will increase.
The success of the strategy will now depend on its imple-mentation. Without effective implementation of the strat-egy’s plan of action, the sesame sector’s potential will remain unexploited. The public and private coordination efforts deployed during the design of the strategy now need to shift focus to mobilizing resources and managing and monitoring the implementation of the strategy. ITC is delighted to have partnered in this initiative and stands ready to continue with its engagement and extending as-sistance in the transition to implementation of the cashew sector strategy.
Arancha GonzálezITC Executive Director
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 V
OFFICIAL STATEMENT FROM THE MINISTER OF TRADE, INDUSTRY, REGIONAL INTEGRATION AND EMPLOYMENT
The development of the sesame sector strategy, under the Sector Competitiveness and Export Diversification Project, is part of the national efforts to promote the pro-duction of sesame which has emerged over the years as an alternative cash crop to groundnut that could also contribute to food security in the Gambia. This strategy provides a focus direction in the crusade to address a variety of supply-side issues that hindered the develop-ment of the sesame sector in the Gambia. The Ministry of Trade, Industry, Regional Integration and Employment thus lend its support to the preparation of this strategy which is in line with national food security and export diversification policies of the government.
The formulation of the strategy has been participatory, involving public and private sectors as well as the Non-governmental organizations, and Government will collab-orate with all partners for its effective implementation. The strategy aims to increase the volume of sesame produced in the Gambia and this will be supported with improved ca-pacities for processing for access to high value markets.
The Government of the Gambia looks forward to the thor-ough execution of the strategy and will continue its efforts in maintaining macroeconomic stability, improving the competitiveness of the economy and encouraging pri-vate investment in production and processing of sesame to achieve the vision of strategy i.e. “To be among the leading producers, processors and exporters of qual-ity value-added sesame products within the sub-region and Africa”.
The National Coordination Committee for the sesame sec-tor will also be closely linked to the NES Implementation Committee to ensure effective coordination and moni-toring of the implementation of the strategy as well as to ensure synergy in the national efforts to promote develop-ment of the sesame sector in the Gambia.
The Government of the Gambia looks forward to effec-tive partnership with all relevant private stakeholders, key financial and technical partners, donors and investors in the implementation of the strategy.
Finally, I also wish to extend my thanks and gratitude to ITC, and all other institutions and individuals who sup-ported the preparation of this strategy.
Hon. Abdou KolleyMinister of Trade, Industry, Regional
Integration and Employment
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019VI
OFFICIAL STATEMENT FROM THE MINISTER OF AGRICULTURE
The agricultural sector is guided by the Agriculture and Natural Resources ( ANR ) Policy and Gambia National Agriculture Investment Programme ( GNAIP ) to achieve the development goals of the agricultural sector in The Gambia. Considering that there is a great need for in-creased and focused investment in the agriculture sector, the GNAIP is an important strategy to mobilise the much needed investment to help increase agricultural produc-tion, productivity and most importantly, ensure food and income security, and reduce poverty. The Development of agricultural chains and market promotion is an im-portant sub-component of the GNAIP comprising the development of food processing chains, strengthening of national operator support services and promotion of intra-regional and extra-regional trade.
The Gambia Sector Development and Export Strategy-Sesame developed under the Sector Competitiveness and Export Diversification Project therefore, compliments and contributes to the realization of the goals of both the GNAIP and ANR Policy by intervening in the development of the sesame sector.
The development of this strategy document particularly took an approach which included a value chain analy-sis and diagnostic of the sector, defined strategic ori-entations and developed detailed plan of action with clear objectives, activities, target measures, and roles for implementing institutions. It is also important to note that all these involved the active participation of sector stakeholders.
Therefore, it is strongly believed that the contents of this sector strategy carries the collective thoughts on the chal-lenges of the sector and what actions need to be taken to reach our common objective.
Hence, the Ministry of Agriculture gives its full support and also call on all its partners to provide support in what-ever form to the full implementation of the strategy to contribute to the development of the agriculture sector in general and the sesame sector in particular.
Hon. Solomon OwensMinister of Agriculture
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 VII
STATEMENT FROM NAWFA
Sesame as a relatively new crop in the Gambia has gained prominence in the recent past and is becoming a competitor of other cash crops. Sesame as a close subtitle to groundnut is becoming a major export crop next to groundnut and cashew and is playing a vital role to the socio economic development of the Gambia. The growing sesame industry has great potential in both the domestic and international markets mainly driven by the commercially viable and conducive national policy instru-ments and business environment.
The dynamic private sector of the Gambia has paved the way for a vibrant sesame sector growth and development.
NaWFA is an apex of membership based National Women Farmers’ Association dedicated to promoting and improvement of the sesame industry in the Gambia. It has been in the fore front of sesame promotion since its introduction in the early eighties by Catholic Relief Society ( CRS ). NaWFA Focuses more on increased production and productivity, improved access to markets, promotion of value-added processing, increased access to produc-tive resources by farmers, improved organizational man-agement and advocacy skills of farmers, literacy levels and enhancing members capacity to influence relevant policies and decision making at all levels.
The Sesame Sector Development Committee estab-lished under the Sector Competitiveness and Export Diversification Project ( SCEDP ) was tasked with the re-sponsibility of overseeing and coordinating the develop-ment and implementation of a sector strategy. NaWFA was given the honor of chairing the committee and was well represented in all the committee’s deliberations.
During the period under review Sesame stakehold-ers who constituted the committee met several times which resulted to the formulation of the Sesame Sector Strategy. Multi-stakeholder workshops were conducted to diagnose the value chain and the sector constraints, defined the overall development visions of the sector and proposed strategic objectives. The Sesame Sector Development Committee together with stakeholders
constructed the problem tree from which an action plan was formulated based on prioritization of activities to complete the development of the sector strategies. The Sector strategy was finally validated by the stakeholders including Government.
The project has immensely contributed to the building of capacities of stakeholders including NAWFA in enabling the establishment of a strategy implementation commit-tee that is responsible for coordinating the Sesame Sector strategy implementation 2013 to 2019. This will form the basis for the development of more proposals to raise funds for the sesame sector. NaWFA is currently acting as the national secretariat (temporal) and tasked with re-sponsibility of chairing the committee meetings.
NaWFA as an association on behave of its entire mem-bership would like to express its appreciation to the Government of The Gambia and its bi-lateral partner-ship with the ITC and its line ministry of Trade and the Enhanced Integrated Framework project for giving so much support for the sesame sector. We pray that the vision, mission and the goals we set for ourselves are successfully achieved.
Njagga .B. Jawo Executive Director
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019VIII
ACKNOWLEDGEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . III
FOREWORD BY ARANCHA GONZÁLEZ, EXECUTIVE DIRECTOR, ITC . . . . . . . . . . . IV
OFFICIAL STATEMENT FROM THE MINISTER OF TRADE, INDUSTRY, REGIONAL INTEGRATION AND EMPLOYMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V
OFFICIAL STATEMENT FROM THE MINISTER OF AGRICULTURE . . . . . . . . . . . . . . . VI
STATEMENT FROM NAWFA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VII
ACRONYMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XI
EXECUTIVE SUMMARY 1
INTRODUCTION 5
WHERE WE ARE NOW 6
HISTORICAL PERSPECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
CURRENT CONTEXT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
VALUE CHAIN OPERATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
CURRENT VALUE CHAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
SECTOR IMPORTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
GLOBAL PERSPECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
THE GAMBIA’S SESAME TRADE PERFORMANCE . . . . . . . . . . . . . . . . . . . . . . 16
THE INSTITUTIONAL PERSPECTIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
RELEVANT DEVELOPMENT STRATEGIES AND PROGRAMMES . . . . . . . . . . 23
TRADE COMPETITIVENESS ISSUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
WHERE WE WANT TO GO 31
VISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
FUTURE VALUE CHAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
MARKET IDENTIFICATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
STRATEGIC OPPORTUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
CONTENTS
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 IX
HOW TO GET THERE 37
STRATEGIC OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
IMPORTANCE OF COORDINATED IMPLEMENTATION . . . . . . . . . . . . . . . . . . 37
PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTOR 39
BIBLIOGRAPHY 49
APPENDIX 1 : SECTOR STRATEGY DESIGN STAKEHOLDERS 51
APPENDIX 2 : MIRROR DATA 53
LIST OF FIGURES
Figure 1 : Unit value differential per main buyers ( 2011 ) ( percent ) . . . . . . . . . . . . . . . . 15
Figure 2 : Total value of imports and exports for the Gambia ( 2007–2011 ) . . . . . . . . . . 15
Figure 3 : The Gambia’s sesame exports ( mirror data ) 2001–2011 . . . . . . . . . . . . . . . . . 16
Figure 4 : Gambia sesame seeds export volumes ( mirror ) 2005-2011 . . . . . . . . . . . . . . 53
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019X
TABLES
Table 1 : Sesame production, harvested areas, yields and exports 2005–2011 . . . . . . 7
Table 2 : Global producers of sesame seeds 2006-2011 . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Table 3 : Varieties of sesame seeds studied by NARI ( 2004 ) . . . . . . . . . . . . . . . . . . . . . . . 8
Table 4 : Production cycle of sesame in the Gambia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Table 5 : Major importers of sesame seeds and oil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Table 6 : Major exporters of sesame seeds and sesame oil . . . . . . . . . . . . . . . . . . . . . . . 14
Table 7 : Gambian sesame exports ( direct data ), 2008-2011* . . . . . . . . . . . . . . . . . . . . . 16
Table 8 : Gambian sesame exports ( mirror data ), 2007–2010 . . . . . . . . . . . . . . . . . . . . . 17
Table 9 : Gambian sesame sector policy support network . . . . . . . . . . . . . . . . . . . . . . . . 18
Table 10 : Gambian sesame sector trade services network . . . . . . . . . . . . . . . . . . . . . . . 19
Table 11 : Gambian sesame sector business services network . . . . . . . . . . . . . . . . . . . . 21
Table 12 : Gambian sesame sector civil society network . . . . . . . . . . . . . . . . . . . . . . . . . 22
Table 13 : Perception of Gambian sesame sector TSIs – influence vs. capability . . . . 22
Table 14 : Short-term phase ( 0-3 years ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Table 15 : Medium-long term phase ( 3+ years ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Table 16 : List of importing markets for HS120740 Sesamum seeds, whether or not broken, a product exported by the Gambia ( mirror data ) 2005–2011 . . . . . . 53
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019 XI
ACRONYMS
ANRP Agricultural and Natural Resources Policy
ASYCUDA Automated System for Customs Data
CRR Central River Region
CRS Catholic Relief Services
DCD Department of Community Development
DOA Department of Agriculture
DOP Department of Planning
EIF Enhanced Integrated Framework
EU European Union
FAO Food and Agriculture Organization of the United Nations
FBS Farmer Business School
FFS Farmer Field Schools
GAP Good Agricultural Practices
GAWFA Gambia Women’s Finance Association
GCCI Gambia Chamber of Commerce and Industry
GIEPA Gambia Investment and Export Promotion Agency
GNAIP Gambia National Agricultural Investment Programme
GRA Gambia Revenue Authority
GSB Gambia Standards Bureau
GTTI Gambia Technical Training Institute
ITC International Trade Centre
MFI Microfinance Institution
MOA Ministry of Agriculture
MOBSE Ministry of Basic and Secondary Education
MOFEA Ministry of Finance and Economic Affairs
MOTIE Ministry of Trade, Regional Integration & Employment
MoU Memorandum of Understanding
NACCUG National Association of Cooperative Credit Unions
NACOFAG National Coordinating Organization for Farmers’ Associations, the Gambia
NARI National Agriculture Research Institute
NAWFA National Women Farmers Association
NBR North Bank Region
NCC–sesame National Coordination Committee for the sesame sector
NES National Export Strategy
NGO Non-Governmental Organization
PAGE Plan for Accelerated Growth and Employment
PoA Plan of Action
PRSP Poverty Reduction Strategy Papers
SCEDP Sector Competitiveness and Export Diversification Project
SGA Sesame Growers Association
SWOT Strength, Weakness, Opportunities and Threats
TSI Trade Support Institution
URR Upper River Region
UTG University of the Gambia
VISACA Village Savings and Credit Association
1EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
The Gambia sesame sector development and export strategy has been designed following a participatory process involving the public and private sectors. Using the technical guidance and support of the International Trade Centre, the strategy analyses key constraints fac-ing the sector in order to identify strategic opportunities to improve and sustain the competitiveness of the sector.
The sesame sector has emerged as an alternative cash crop to groundnut that could also contribute to food se-curity in the Gambia. The sector’s importance is linked to its growing production and export volumes between 2000 and 2010. However, this high performance has declined in the last few years for a variety of reasons, ranging from internal coordination to limited access to critical inputs. The sector’s future development will depend on the ability of sector stakeholders from both the public and private sectors to address and resolve key constraints.
CURRENT PERFORMANCE
At the moment production is much reduced from its 1986 peak of 4,000 tons cultivated over an area of 12,000 hectares ( ha ). According to Food and Agriculture Organization of the United Nations ( FAO ) statistics, ses-ame production, harvested areas and yields have re-mained relatively constant since 2005 with an average production volume of 2,697 tons per year cultivated over an average area of 7,225 ha.
The current low volumes of sesame seed production limit the development of a processing industry. There is some limited processing of sesame in the Gambia,1 with most of the transformation being done through traditional pro-cesses to produce sesame oil, biscuits, sesame cake ( animal feed ) and paste at village level.
The Gambia’s sesame exports show major fluctuations over the years, with a clear growth recorded up to 2009.
1. In order to promote the processing of sesame into oil, a Catholic Relief Services ( CRS ) project in the 1980s strategically installed 16 oil expellers ( processing equipment ) around the country.
Thereafter there was a sharp decline in production and exports. According to Comtrade data ( mirror data ),2 the highest total export value of sesame was recorded in 2008 at over US $ 1 million. The analysis shows the bulk of the Gambia’s total sesame exports between 2008 and 2010 going to Senegal with no exports reported in 2011. While direct data indicates exports in recent years being mini-mal and going only to Senegal, mirror data reflects higher values of exports and to a variety of destinations. This im-age of Gambian sesame exports demonstrates a much greater capacity of the country to export to varied desti-nations and reach some of the world’s largest importers.
The development of the sesame sector has been hin-dered by a variety of supply-side issues such as limited cultivated areas dedicated to sesame production ; inad-equate quality and quantity of seeds available for plant-ing ; low application of Good Agricultural Practices ( GAP ) ; imperfect access to key inputs for efficient production ; important post-harvest losses ; and insufficient business management skills. Numerous challenges, such as the fragile organization and limited coordination of the sec-tor and the absence of structured government support for development of the sector, also impede its growth.
STRATEGIC ORIENTATIONS
The strategy design process has defined a number of market and strategic opportunities available to sec-tor stakeholders to stimulate the sector’s growth. In the short term, the objective of the strategy is to increase the volume of sesame produced in the Gambia in order to position the sesame sector as a reliable provider of high quality seeds. This is a key requirement to initiate further development of processing and exports. Once sesame production volumes increase, key target markets have been identified such as Chinese Taipei, China, Senegal, Japan, Israel, Lebanon and Turkey.
2. Direct data refers to the statistics reported by the Government of the Gambia to the United Nations statistics division and its trade department ( Comtrade ). Mirror data refers to data reported by importing countries to Comtrade.
2 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
In the longer term attention will turn to Gambian hotels and restaurants and diaspora retail shops. Provision of sesame products to the tourism industry in the Gambia will require the development of processing capacities to provide varied and high quality products. An increase in processing capacity and adherence to quality require-ments will permit the development of an export market for processed products. A key target group for initiating exports of Gambian processed sesame products is the Gambian diaspora in the European Union ( EU ) and the United States of America.
In terms of structural enhancements to the sector, the strategy proposes to intercrop with other produce to in-crease acreage ; reduce wastage in post-harvest han-dling ; expand processing capacity ; link with the tourism sector ; provide specialized business and farming skills training ; develop a youth integration programme ; and initiate organic production programmes.
ROADMAP TO SECTOR DEVELOPMENT
In order to realize the development and export potential of the Gambian sesame sector, the following vision has been adopted :
“To be among the leading producers, processors and exporters of quality value-added sesame products
within the subregion and Africa. ”
Source: Saksan.
3EXECUTIVE SUMMARY
To achieve this vision, the strategy will reduce binding constraints on trade competitiveness and capitalize on strategic options identified for the Gambian sesame sec-tor. The sector strategy vision will be achieved through the implementation of the Plan of Action ( PoA ). This PoA revolves around the following strategic objectives, each spelling out specific sets of activities intended to address both challenges and opportunities facing the sesame sector in the Gambia :
� Increase in a sustainable manner the volume of sesa-me production in the Gambia ;
� Strengthen the coordination, organization and institu-tional arrangements of sesame sector support institu-tions for better service delivery ;
� Improve market development methods to increase do-mestic production / consumption and expand exports in value and volumes ;
� Increase socioeconomic benefits by promoting value addition across the entire sector value chain.
To build the desired competitiveness the sector requires credible institutional support systems in both government and private sectors. An umbrella body needs to be es-tablished to coordinate the activities of and support to the sector. Until this occurs, NAWFA should coordinate the sector’s activities in collaboration with the proposed National Coordinating Committee for sesame ( NCC–ses-ame ). The existing initiatives in the country such as the Agricultural and Natural Resources Policy ( ANRP ), the Plan for Accelerated Growth and Employment ( PAGE ), the Seed Policy, the National Export Strategy ( NES ), and GIEPA’s investment promotion efforts will need to
be stepped up to facilitate the expansion of production and processing and the development of key target mar-kets, including the tourism industry.
IMPLEMENTATION MANAGEMENT
The achievement of these ambitious objectives will re-quire continuous and coordinated efforts from all relevant private and public stakeholders as well as support from key financial and technical partners, donors and inves-tors. Several institutions are designated to play a leading role in the implementation of the sector PoA and bear the overall responsibility for successful execution of the strategy. Each institution mandated to support the export development of the sesame sector is clearly identified in the strategy’s PoA.
The proposed NCC – sesame will facilitate the public –private partnership in coordinating and implementing the sesame strategy. In particular, the committee will be tasked with coordinating the implementation of activi-ties in order to optimize the allocation of both resources and efforts across the wide spectrum of stakeholders. Responsibilities of the committee will also include moni-toring the results of activities and outputs, while at the same time recommending to the Gambian government actions or policies that could serve to achieve the stra-tegic objectives. Moreover, the committee will play a key role in recommending revisions and updates to the strat-egy so that it continues to evolve in alignment with the Gambia’s changing needs.
Source: Dick Culbert. Sesamum indicum, source of sesame oil and seeds.
4 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Box 1 : Methodological note
The approach used by ITC in the strategy design process relies on a number of analytical elements such as value chain analysis, trade support network ( TSN ) analysis, problem tree, and strategic options selection, all of which form major building blocks of this sector export strategy document.
Value chain analysis : A comprehensive analysis of the sector’s value chain is an integral part of the strategy develop-ment process. This analysis results in the identification of all players, processes and linkages within the sector. The process served as the basis for analysing the current performance of the value chain and for deliberating on options for the future development of the sector.
TSN analysis : The trade support network comprises the support services available to the primary value chain play-ers discussed above. It is constituted of policy institutions, trade support organisations, business services providers and civil society. An analysis of the quality of service delivery and constraints affecting the constituent trade support institutions ( TSIs ) is an important input to highlight gaps in service delivery relative to specific sector needs. A sec-ond analysis of TSIs assessed their level of influence ( i.e. their ability to influence public policy and other develop-ment drivers in the country and therefore make things happen or change ) and their level of capacity to respond to the sector’s needs.
Problem tree analysis : The problem tree analysis used is based on the principles of root causes analysis. The prob-lem tree provides a deeper understanding of what is causing the sector’s constraints and where solution-seeking activities should be directed. As a critical step in the analytical phase of the sector’s performance, the problem tree guides the design of realistic activities in the strategy’s plan of action.
Strategic orientations : The strategic options for the development of the sector are reflected in the future value chain, which is the result of consultations, surveys and analysis conducted as part of the sector strategy design process. The future perspective has two components:
� A market-related component involving identification of key markets in the short and medium- to-long term for Gambian exporters, and ;
� Structural changes to the value chain that result in either strengthening of linkages, or introduction of new linkages. Realistic and measurable plans of actions : The definition of recommendations and strategic directions for the de-velopment of the sector is essential to guide its development, but is not enough. It is important to clearly define the actions to be implemented to stimulate growth. The development of a detailed action plan, defining which activities need to be undertaken by sector stakeholders is necessary to the effective implementation of the strategy. An action plan, developed with the support of ITC, includes performance indicators to ensure effective monitoring and evalu-ation of the strategy’s implementation.
5INTRODUCTION
INTRODUCTION
The sesame sector analysis and strategy presented in this document have been elaborated as part of the Sector Competitiveness and Export Diversification Project ( SCEDP ) of the Enhanced Integrated Framework ( EIF ). The project is being elaborated and implemented in full cooperation with the Government of the Gambia. The ini-tiative has also been fully supported by the private sector operators of the sector.
Sesame has emerged in the last 20 years as an alterna-tive cash crop to groundnut that could also contribute to food security in the Gambia. The sesame sector’s per-formance has declined in the last few years for a variety of reasons, ranging from poor internal coordination to
limited access to critical inputs. The sector’s future de-velopment is limited by the ability of sector stakeholders from the public and private sector to address and correct key constraints.
This document presents the expectations of the private and public sectors for improvement of the sesame sec-tor in the Gambia. Without concerted efforts to address critical issues and identified market development oppor-tunities, the sector’s full potential will remain untapped. The five year PoA of the strategy proposes realistic and achievable activities that will contribute to rejuvenating the sesame sector.
Source: Tracy Benjamin. Sesame seed oil.
6 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
WHERE WE ARE NOW
HISTORICAL PERSPECTIVESesame production was started with the support of Catholic Relief Services ( CRS ) in the 1980s. By 1986 sesame production had reached 12,000 ha and 4,000 metric tons total output was achieved. The objectives of improved health through nutrition, empowering women and the use of sesame seed oil resulted in the emergence of integrated complementary agricultural production ac-tivities and the creation the Oil Seed Promotion Project, which later evolved into the current Sesame Growers Associations ( SGAs ).
Through the SGA project sesame was promoted as a cash crop for women farmers, providing an alternative food and income source. To ensure good yields and an appropriate variety of produce, high quality sesame seeds were imported and 30 Farmer Field Schools ( FFSs ) for sesame were established to produce certified seeds. To strengthen the institutional capacity of the SGAs the National Women Farmers Association ( NAWFA ) was formed in 1999 and its Secretariat put in place the fol-lowing year.
The availability of markets for sesame seeds led to a shift in favour of producing seeds for sale to local markets and positive response from the demand side encour-aged their production and export trade. CRS and NAWFA were able to initiate important linkages in the areas of sesame production and marketing. Consequently, with CRS support NAWFA was able to export approximately 200 tons of white sesame to the Netherlands. This was a good marketing experience for SGAs and NAWFA. Early successes permitted the raising of rural women’s export earnings through sesame cultivation.
The development of the sesame industry in the Gambia was therefore very closely linked to the activities of CRS. Sesame was initially grown mainly for its oil, whose pri-mary use was ( and largely remains among some peo-ple ) for cooking. It is an important element in the diets of Gambians. To promote the processing of sesame into oil CRS strategically installed 16 oil expellers ( process-ing equipment ) around the country for use by project participants.
The end of CRS support in 2007 gradually saw most of the 30 FFSs close shop, with a drastic reduction in produc-tion of certified sesame seeds. By 2012, only three seed multiplication centres in the country ( Giroba Kunda in
the Upper River Region ( URR ), Sapu in the Central River Region ( CRR ) and Chamen in the North Bank Region ( NBR ) ), each with 25 ha with some limited focus on ses-ame, were still operational and working in collaboration with the National Agriculture Research Institute ( NARI ).
The end of CRS support also led to a gradual decline of governance structures in the sesame industry. SGAs slowly started failing to hold regular meetings ; NAWFA itself became erratic in holding Annual General Meetings and in its support to SGAs. The industry took a difficult downward turn. Sesame production declined sharply with exports reduced almost to zero, and major export con-tacts were lost.
CURRENT CONTEXTSesame farming in the Gambia is dominated by small landholders, most of whom farm on less than one hectare,3 which leads to a fragmented production struc-ture and heavy reliance on collectors to amalgamate production. An increase in sesame production has been identified as a key requirement to rejuvenate the sector and its export capacity.
PRODUCTION
At the moment production is much reduced from its 1986 peak of 4,000 tons cultivated over an area of 12,000 ha. In the past, sesame production was mostly concentrated in CRR North and South, followed by NBR. According to FAO statistics, sesame production, harvested areas and yields have remained relatively constant since 2005 with an average production volume of 2,697 tons per year cultivated over an average area of 7,225 ha.
The most recent Agriculture Census ( 2012 ) showed a revised trend, with NBR taking the lead in both area cul-tivated and production. The official production levels for 2011 are 2,659 tons cultivated over an area of 7,778 ha ( see table 1 ).
3. According to the Agricultural Census of 2011 / 2012, 65.5 % of farms are smaller than one hectare.
7WHERE WE ARE NOW
Table 1 : Sesame production, harvested areas, yields and exports 2005–2011
2005 2006 2007 2008 2009 2010 2011 Average 2005–2011
Production, tons 2 964 2 681 2 200 2 500 2 781 3 100 2 659 2 697
Harvested area ( ha ) 6 959 7 290 7 100 7 100 7 150* 7 200* 7 778 7 225
Yield, kg / ha 426 368 310 352 398 430 n.a. 381
Exports ( tons ) 0 0 0* 191 218 80 n.a. 82
Source : FAOSTAT ( *estimated ) with ITC calculations and Gambia Agriculture Census Report 2012.
Table 2 : Global producers of sesame seeds 2006-2011
Rank CountryProduction ( tons )
2006 2007 2008 2009 2010 2011
1 Myanmar 689 900 780 520 840 000 853 393 867 765 861 573
2 India 618 000 756 900 640 300 588 400 893 000 769 000
3 China 662 571 557 537 586 701 622 905 587 947 605 770
4 Ethiopia 159 881 149 388 186 772 216 741 260 534 327 741
5 Nigeria 100 000 117 700 121 610 119 710 149 410 229 167
6 Uganda 166 000 168 000 173 000 178 000 170 000 173 000
7 United Republic of Tanzania
48 000 155 794 46 767 90 000 144 420 110 000 Bottom of Form
8 Niger 44 341 46 398 49 712 75 632 85 694 88 517
9 Burkina Faso 22 887 18 802 51 924 56 252 90 649 84 759
10 Somalia 50 237 49 826 54 064 64 206 76 155 80 895
Source : FAOSTAT 2012
The lack of credible production data has resulted in dis-putes between different sources over the correct figures for yields and exports. It should be noted that the quoted average annual sesame production figure of 2,697 tons is being disputed by some sesame collectors and export-ers. According to non-official data, the country’s average annual production ranged from 300-500 tons between 2008 and 2011. These figures are more aligned to official export volumes4 during the same period.
Table 1 indicates that Gambian average sesame yield is 381 kg / ha. This is much lower than the world average of approximately 512 kg / ha.5 The estimated average yields from countries in the subregion are 594 kg / ha, 366 kg / ha, 347 kg / ha and 198 kg / ha for Ethiopia, Nigeria, Burkina Faso and Mali respectively. According to FAOSTAT, the Gambian yield would be in line with the African average.
4. Refer to export section of this document ( figures 3 & 4 and table 7 ).5. Source : FAOSTAT.
The official Gambian average annual sesame production of 2,697 metric tons ( or the unofficial 300-500 tons ) is negligible compared to other African countries. As indi-cated in table 2, Ethiopia, Nigeria, and Sudan are major African producers of sesame with production volumes ranging from 187,000 tons to 43,330 tons. These ma-jor African producers, together with emerging produc-ers such as Egypt, Mali, Burkina Faso, and the United Republic of Tanzania, are working towards the establish-ment of the African Sesame Seed Producers Alliance.6
6. Nation, The ( Nigeria ) ( 15 November 2012 ). Sesame seed exports hit N210b. Available from http : / / thenationonlineng.net / new / sesame-seed-exports-hitn210b /
8 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
One of the key reasons explaining the low production vol-ume in Gambia is that sesame is not regarded by farmers as a main cash crop. Only when there is a failure in other crops ( such as groundnut and cashew ) do farmers turn to sesame as an alternative cash crop.
Sesame is planted well after most crops are grown, at a time when late season vegetables such as tomatoes, bitter tomatoes and melons are to be cultivated, there-by creating competition for the limited land available for production. Sesame also competes for labour with other crops. At the start of the sesame planting season the grasses are tall and plentiful labour is required to prepare the land. The crop that sesame competes with most for labour and similar inputs is groundnuts, the most impor-tant cash crop of the Gambia. Competition is even keener
because farmers have not yet experienced much return on investment in the sesame sector. A key reason for this is the limited use of good agricultural practices ( GAP ) in harvest and post-harvest, leading to important losses.
Furthermore, there is the belief that sesame cultivation could have negative effects on soil fertility because the crop is a deep-root feeder. In fact it is the opposite, as the deep-root feeding nature of sesame recycles important plant nutrients ( which may otherwise be lost from the subsoil ) to plant life. The dropping of foliage of sesame plants at maturity can thus be added back to the soil to improve the fertility of the topsoil. This situation confirms a need to disseminate information and training to farmers.
SESAME VARIETIES
The absence of sesame seeds of pure variety has been cited 7 as a key limitation to increasing sesame production in general. In the Gambia there is a high occurrence of admixture of different seed varieties. Over the past few years, and due to the decline of seed multiplication cen-tres, many traditional varieties from the subregion have entered the Gambian farming system through informal distribution channels. Furthermore, there are limited num-bers of sesame seed providers. This informal trade of seeds encourages mixing of seeds, thereby rendering farmers unable to identify the varieties planted. This situ-ation leads to post-harvest losses because the different varieties mature at different rates.
At the moment most producers are reliant on NAWFA for sourcing seeds, whereas the responsibility for supervis-ing seed multiplication should rest with NARI, with much less involvement of the private sector. The current situa-tion does not enable the development of a professional seed multiplication value chain with the capacity to re-spond effectively to demand.
7. Owens, Solomon J.E and Jack, Isatou ( 2003 ). Sesame Best Practices Study. Catholic Relief Services.
Table 3 : Varieties of sesame seeds studied by NARI ( 2004 )
Variety Number of branches & seed colour Days to maturity Average yield
( kg per hectare )
Primoca 6 ( brown mixed ) 108 300 – 400
Cross No. 3 5 ( brown mixed ) 103 n.a. ( trial variety )
38-1-7 4 ( brown mixed ) 92 n.a. ( trial variety )
Jaalgon 128 3 ( brown mixed ) 93 300 – 400
32-15 4 ( white seeded ) 97 400 – 500
S-42 4 ( white seeded ) 99 500 – 600
Source : NARI Research Trial Reports 2004.
Source: Stephan Hochhaus. Roasting Sesame
9WHERE WE ARE NOW
VALUE CHAIN OPERATIONSThe sesame sector value chain includes numerous public and private stakeholders including :
� The Ministry of Agriculture ( MOA ) which includes the Department of Agriculture ( DOA ), the Department of Planning ( DOP ), NARI, Crop Protection Services, Agribusiness Services and Extension Services ;
� The Gambia Chamber of Commerce and Industry ( GCCI ) ;
� NGOs such as NAWFA ; � Farmers associations ; � Sesame Growers Associations ; � Commercial and village petty traders / buyers ; � Suppliers of agricultural inputs ; � Individual farmers and cooperatives ; � Collectors ; � Transporter associations ; � Traders’ associations ; and � Exporters.
Distinct activities along the value chain include research and development ; supply of inputs ; production ; collec-tion, transportation and storage ; processing ; and mar-keting ( both local and exports ). Facilitation in the forms of infrastructure, information technology, human capital and finance are required in the processes. These value chain operations are explained below.
RESEARCH & DEVELOPMENT AND MULTIPLICATION
Due to low prioritization of the sesame sector in national policies, the sector is not receiving much support and attention from NARI and MOA. For the effective devel-opment of the sector, support is required in the areas
of seed variety selection, multiplication of foundation seeds, and monitoring of contract farmers ( multiplica-tion centres ). As indicated above, some limited research has been completed on the identification of seed varieties by NARI as the lead institution in agricultural research.
PRODUCTION
Sesame grows best in medium to light well-drained soils that do not get waterlogged, although it has been suc-cessfully produced on most soil types. However, water-logged soils inhibit oxygen to the roots and suffocate plants.8
In the Gambia most sesame is produced by individual farmers and SGAs. There is some modest commercial farming. Crop production work involves planting, thinning, weeding and harvesting. These are almost entirely done manually because of the very limited mechanization of farming in the Gambia. Mechanization is problematic be-cause of the small plots of farmers as well as the fragile ecosystem.
Timely harvesting is critical in sesame production to re-duce post-harvest losses, which are reported to reach a level of 64 %.9 The recommended harvesting time is when about 75 % of the pods from bottom to top of the crop are yellowish in colour. In order to reduce post-harvest losses, tarpaulins 10 ( 25m by 10m ) or concrete platforms are used to collect the small seeds that fall from the stem.
8. SESACO ( 2012 ). Sesame Producer Guide. United States.9. NAWFA indicated these percentages based on evaluation of the results of FFS trainings.10. Tarpaulins are preferred to concrete floors since they can be brought to the field or shared. Tarpaulins can also be used to cover the dried seeds from the moisture of falling dew and unanticipated rains.
Table 4 : Production cycle of sesame in the Gambia
OperationsMonths
June July August September October November December
Land clearing
Land preparation
Sowing
Weeding & fertilizer application
Thinning
Harvesting
Drying
Threshing
10 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
COLLECTION, TRANSPORTATION AND STORAGE
Traders normally buy sesame from three sources : directly from farmers, through collecting agents or from NAWFA. The product is then transported to towns and eventually to Banjul or border posts for export.
SGAs, individual farmers and traders singled out trans-port as the most expensive part of the marketing process. This is aggravated by insufficient availability of transport means during the marketing period. Transport fees are considered high, averaging US $ 1.67 to US $ 2.67 11 per 50 kg bag in 2012. Transportation is by trucks and animal-drawn carts.
Adequate storage facilities and conditions from farm level to urban warehouses are essential to ensure the sesame seeds are not contaminated or infested by pests.12 At the moment there is insufficient storage at both farm and community levels.
PACKAGING, CLEANING AND EXPORTING
Sesame seeds are usually packed in multi-walled paper bags of 22 kg or 25 kg, jute and nylon bags of 25 kg or 50 kg, or jute bags of 50 kg. At the moment the packing
11. Using an exchange rate of GMD30 to US $ 1.12. ITC ( 2013 ). Quality Assurance Framework ( QAF ) for Cashew Nuts and Sesame Products in the Gambia.
of sesame seeds is not considered a key issue since the small volumes are packed in reused nylon or jute bags. However, to ensure adequate quality is maintained it has been indicated that nylon bags are best.13 The limited volume of processed sesame oil is packed in recycled capped plastic bottles.
Once collected, sesame is transported to the buyer’s main depot for cleaning ( to ensure quality control ) and re-bagging. Exporters require that the sesame they buy be 98 %-99 % free from foreign matter. In addition to traders and exporters cleaning the sesame, NAWFA also does some limited cleaning. Once cleaned the sesame is packed and transported to Senegal or the port of Banjul, where it is exported.
PROCESSING
There are some individuals and groups who process small volumes of sesame in the Gambia. The products are sold in the local market or exported in small quanti-ties to other West African countries.14 Small scale sesame processing permits the production of sesame oil, biscuits, sesame cake and paste at village level.
13. Bilateral discussions with NAWFA.14. In order to promote the processing of sesame into oil, a CRS project in the 1980s strategically installed 16 oil expellers ( processing equipment ) around the country.
Box 2 : Overview of key input requirements for production of sesame
Inputs such as chemical fertilizers and farm implements are expensive and this limits their use in sesame production. They are mostly obtained from foreign sources and distributed through periodic markets ( Lumoos ) and local private outlets.
The main chemical fertilizers used in sesame production are compound fertilizer ( nitrogen, phosphorus & potassium ) and urea ( 46 % nitrogen ). The best alternatives to chemical fertilizers are organic composts and kraal manure. These organic manures help to improve soil fertility, soil structure and soil water-holding capacity, as well as helping protect topsoil from erosion.
The farm implements needed for sesame cultivation range from heavy machinery in the form of tractors to light equipment / implements such as power tillers, rotovators, animal-drawn ploughs, seeders and sine hoes / tine weeders.
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11WHERE WE ARE NOW
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12 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
SECTOR IMPORTSThe sesame sector in the Gambia imports farm imple-ments, fertilizers, packaging and, at times, high quality seeds. Many agricultural inputs are applicable across a variety of crops and this is expected to apply even in the Gambia. Sesame seeds for sowing are mainly imported from Senegal and Burkina Faso.
In 2012 Gambia imported vegetable and cooking oil / fats ( HS 15 ) to the value of US $ 47,865,000. The majority of the imports were palm oil and margarine. The importa-tion of vegetable and cooking oils is of particular interest because the original impulse of CRS for the development of sesame in the Gambia was to contribute to food se-curity by popularizing sesame oil to supplement house-hold diets. Protective clothing is also imported. Increasing production of sesame seeds, and eventually the further processing into oil and other products, could contrib-ute to reducing expenditure on imports of vegetable and cooking oil.
GLOBAL PERSPECTIVEThe global market for sesame seeds and sesame oil products is about US $ 2.1 billion ( 2012 ), as shown in ta-bles 5 and 6 below.
MAJOR IMPORTERS
Global trade flows ( imports ) of both sesame seeds and oil have experienced a significant period of growth since 2008, with estimated annual growth rates of 5 % and 7 % respectively.
China is the leading importer of sesame seeds, with im-ports that are more than double that of the second largest importer – Japan. The top three importers in 2012 – China, Japan and Turkey – comprise more than 48 % of all global imports. Asia leads imports with three Asian countries in the top five ranks of importers.
Most import markets for sesame seeds are growing at or below the average global rate of growth, with China, Viet Nam and the United Arab Emirates as the exceptions. Chinese imports of sesame have consistently outstripped the global growth rate, indicating an expanding import market and increasing global share in imports. In Africa and the Middle East, Israel, Egypt and Lebanon are major buyers of sesame seeds.
Sesame oil import markets are growing at a faster pace than the sesame seed market. The growth is impressive at 7 %. The United States is the biggest importer but ex-hibits below average growth rates, indicating that other emerging importers are becoming increasingly important players in the sesame oil market.
The United States and EU markets clearly exhibit a prefer-ence for sesame oil products. For instance, the EU and the United States comprise almost 56 % of the global share of sesame oil imports. This is unlike the sesame seed market, where Asia dominates the market in terms of demand ( although the EU also has a fair share of im-ports ). The only Asian importer in the top five rankings for sesame oil – Hong Kong – is losing market share. Japanese imports of sesame seeds are regressing at a rate of 5 % while at the same time outpacing the global import rate for sesame oil. Table 5 shows the major import markets for sesame seeds and oils.
Source: NAWFA.
13WHERE WE ARE NOW
Table 5 : Major importers of sesame seeds and oil
Sesame seeds ( HS 120740 ) Sesame oil ( HS 151550 )
Importers Value import-ed in 2012 ( US $ thou-sands )
Annual growth in value 2008-2012 ( % )
Share in world imports ( % )
Importers Value imported in 2012 ( US $ thou-sands )
Annual growth in value 2008-2012 ( % )
Share in world imports ( % )
World 1 906 824 5 100 World 186 399 7 100
1 China 521 147 19 27.3 1 United States 63 611 6 34.1
2 Japan 240 569 –5 12.6 2 United Kingdom 10 011 3 5.4
3 Turkey 159 933 6 8.4 3 Canada 9 092 5 4.9
4 Republic of Korea
125 753 3 6.6 4 Hong Kong, China
8 860 2 4.8
5 Viet Nam 85 600 107 4.5 5 Germany 8 302 13 4.5
6 United States 71 681 –4 3.8 6 Japan 7 926 10 4.3
7 Israel 71 552 3 3.8 7 France 7 529 7 4
8 Germany 51 785 0 2.7 8 Australia 7 383 10 4
9 Greece 45 602 –7 2.4 9 Singapore 5 816 10 3.1
10 Egypt 42 843 0 2.2 10 Brazil 5 438 13 2.9
11 Chinese Taipei 40 026 5 2.1 11 China 5 362 5 2.9
12 Lebanon 34 903 3 1.8 12 Netherlands 4 686 –1 2.5
13 United Arab Emirates
28 004 9 1.5 13 Switzerland 2 679 16 1.4
14 Netherlands 26 635 –8 1.4 14 Malaysia 2 667 –4 1.4
15 Mexico 22 002 –11 1.2 15 Mexico 2 566 4 1.4
Sources : ITC calculations based on UN Comtrade statistics. The world aggregation represents the sum of reporting and non-reporting countries. The data in this colour represents mirror figures based on partner data.
MAJOR EXPORTERS
The export market for sesame seeds is currently domi-nated by India, which has experienced significant growth in the last five years. Indian sesame exports have grown from US $ 434 million in 2008 to US $ 517 million in 2012. India has gained back its position of leading exporter of sesame seeds after it was successively overtaken by Ethiopia in 2009 and Nigeria in 2010 as the leading exporters. Five countries ( India, Ethiopia, Nigeria, the United Republic of Tanzania and Burkina Faso ) are grow-ing sesame seed exports at a rate above the global aver-age, thereby gaining significant market shares.
African producers ( Nigeria, Ethiopia, Sudan, the United Republic of Tanzania and Burkina Faso ) play an impor-tant role in the export of sesame seeds, with these five players accounting for more than 48 % of global exports. The sesame oil export market is less polarized than the market for sesame seeds. Japan is the leading exporter and there is close competition between the other lead-ing exporters such as Chinese Taipei, Mexico, China and Singapore.
Many exporters have surpassed the average global growth rate for sesame oil. These fast emerging export-ers include Chinese Taipei, India, Germany, Malaysia and Belgium.
14 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Table 6 : Major exporters of sesame seeds and sesame oil
Sesame seeds ( HS 120740 ) Sesame oil ( HS 151550 )
Exporters Value ex-ported in 2012 ( US $ thou-sands )
Annual growth in val-ue 2008-2012 ( % )
Share in world exports ( % )
Exporters Value ex-ported in 2012 ( US $ thou-sands )
Annual growth in val-ue 2008-2012 ( % )
Share in world exports ( % )
World 1 973 781 8 100 World 181 449 8 100
1 India 517 673 12 26.2 1 Japan 37 026 6 20.4
2 Ethiopia 469 912 18 23.8 2 Chinese Taipei 29 285 15 16.1
3 Nigeria 183 571 18 9.3 3 Mexico 24 960 8 13.8
4 United Republic of Tanzania
118 475 19 6 4 China 14 786 4 8.1
5 Burkina Faso 90 529 32 4.6 5 Singapore 12 991 7 7.2
6 Sudan 89 410 –1 4.5 6 India 8 748 26 4.8
7 China 75 622 –1 3.8 7 France 7 222 7 4
8 Mali 50 570 63 2.6 8 Germany 6 959 10 3.8
9 Myanmar 49 729 –15 2.5 9 Netherlands 6 319 7 3.5
10 Paraguay 37 355 –20 1.9 10 Hong Kong, China
4 943 1 2.7
11 Guatemala 31 944 6 1.6 11 United States 4 576 5 2.5
12 Pakistan 29 638 –7 1.5 12 Viet Nam 3 974 –1 2.2
13 Netherlands 27 049 –4 1.4 13 United Kingdom 3 797 –4 2.1
14 Mozambique 16 514 –18 0.8 14 Malaysia 3 515 19 1.9
15 Mexico 14 704 –10 0.7 15 Belgium 1 750 91 1
96 Gambia 45 –66 0 16 Thailand 1 315 12 0.7
Sources : ITC calculations based on UN Comtrade statistics. The world aggregation represents the sum of reporting and non-reporting countries. The data in this colour represents mirror figures based on partner data.
GLOBAL PRICING STRUCTURE
The top ten importers offer varying prices. In 2011, with 1.3 million tons of sesame traded for over US $ 2.7 billion, the average price was US $ 2,015 per ton. Some buyers stand out with premium prices while other purchased at below average price. The United States and the EU had the highest price at approximately 30 % above average. Middle Eastern buyers also imported at 20 % higher than the global average price. Mexico and China imported at below average market price. Israel and Turkey bought at market average prices. The major share of the unit value differentials can be attributed to price-quality segments.
Source: NikkiLynn Design. Sesame Seeds
15WHERE WE ARE NOW
Figure 1 : Unit value differential per main buyers ( 2011 ) ( percent )
-60
-50
-40
-30
-20
-10
0
10
20
30
40
Mexico
others
China
Israel
U.S.A
Uni
t val
ue d
iffer
entia
ls
Middle East
R.Korea
Turkey
EU
Japan
Source : ITC calculations based on Comtrade data.
Figure 2 : Total value of imports and exports for the Gambia ( 2007–2011 )
–400
–300
–200
–100
0
100
200
Exports (US$ M) 13 14 66 35 95-320 -329 -303 -285 -343
2007 2008 2009 2010 2011
Imports (US$ M)
US$
Mill
ions
Source : ITC calculations based on Comtrade data.
16 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Figure 3 : The Gambia’s sesame exports ( mirror data ) 2001–2011Va
lue
in U
S$ th
ousa
nds
200620052004200320022001
0
200
400
600
800
1.000
1.200
2007 2008 2009 2010 2011
Source : ITC calculations based on Comtrade data.
Table 7 : Gambian sesame exports ( direct data ), 2008-2011*
Imports Exported value in
2008
Exported quantities
Unit Exported value in
2009
Exported quantities
Unit Exported value in
2010
Exported quantities
Unit Exported value in
2011
Exported quantities
Unit
World 75 191 393 16 218 73 3 80 38 0 0 0
Senegal 65 14 4 643 2 12 167 3 80 38 0 0 0
India 0 2 32 63 0 0 0 0
Singapore 0 2 79 25 0 0 0 0
United States
10 177 56 9 95 95 0 0 0 0
Sources : ITC calculations based on UN Comtrade statistics. ( Note : no data were reported for 2007 or 2011. ) * No direct exports were recorded for 2007 and 2011. 2012 Comtrade data ( mirror ) already shows exports of sesame to Senegal ( US $ 23,000 ) and Israel ( US $ 22,000 ) even if all the full year data is not entirely processed.
THE GAMBIA’S SESAME TRADE PERFORMANCE
The Gambia’s liberal market-based economy and memberships in the World Trade Organization and the Economic Community of West African States provide the country with a good reputation for low import duties and trade-friendly regulations. The Port of Banjul’s efficiency in the subregion presents a critical gateway for trade. Figure 3 underlines the need to develop the Gambia’s exports. The global growth rate of 5 % ( imports ) for ses-ame seed and 7 % for sesame oil offers an opportunity for the Gambian sesame sector to emerge and support the country’s export development.
SESAME EXPORT PERFORMANCE
The Gambia’s sesame exports have varied greatly over the years. According to Comtrade data ( mirror data ),15 the total export value of sesame surpassed one million dollars only in 2008 and has since declined sharply. No exports of sesame were recorded in 2011. This great variability in exports confirms a number of issues in the sesame value chain that constrain the sector from sup-plying international markets with supply volumes and consistency.
15. Direct data refers to the statistics reported by the Government of Gambia to the United Nations statistics division and its trade department ( Comtrade ). Mirror data refers to data reported by importing countries to Comtrade.
17WHERE WE ARE NOW
According to direct data ( table 7 ) the bulk of the Gambia’s total sesame exports between 2008 and 2010 went to Senegal. Two key reasons have been advanced for ex-plaining the export of sesame to Senegal. The first rea-son provided is the stability and higher value of the CFA ( Central African ) franc versus the Gambian dalasi, which encourages collectors and traders to travel to Senegal to sell their sesame. A second reason that could explain the flow of sesame to Senegal is the presence of a preferen-tial trade agreement between China – the largest importer in the world – and Senegal.
However, when looking at mirror data ( table 8 ) the picture of Gambian sesame exports is very different. According to this data, the values of sesame exports are much greater than reported and the destinations of sesame exports much more varied. Chinese Taipei is a major im-porter of Gambian sesame with an imported value of over US $ 1 million dollars for the time period. China is the second largest importer with cumulated imports of above US $ 660,000. This image of Gambian sesame exports demonstrates a much greater capacity of the country to export to varied destinations and reach some of the world’s largest importers.
In either case – using direct or mirror data – the conflict in statistics demonstrates a need to improve data record-ing of exports in the Gambia. Data collection is already improving with the rolling out of the Automated System for Customs Data ( ASYCUDA ) in the Gambia.16 This should provide a better picture of sesame exports in the next few years.
16. United Nations Conference on Trade and Development ( n.d. ). ASYCUDA Database. Available from http : / / www.asycuda.org / dispcountry.asp?name=Gambia. Accessed 9 August 2013.
The performance of Gambian sesame exports demon-strates a clear growth in exports until 2009, followed by a sharp decline in production and exports. The export con-straints section of this strategy explains in further detail the various causes of this situation ; namely the low avail-ability of seeds, the difficult access to inputs, the chal-lenges of governance and the low support to the sector.
THE INSTITUTIONAL PERSPECTIVEThe Gambia is yet to build an elaborate network of trade support institutions ( TSIs ) which can reliably support trade development operations. In the case of sesame the situation is even direr as it was not a priority focus crop until two years ago.
The TSIs providing important services to the Gambian sesame sector can be categorized according to the fol-lowing support areas :
� Policy support network � Trade services network � Business services network � Civil society network.
Tables 9 to 12 identify the main TSIs whose service deliv-ery affects the sesame sector in the Gambia. An assess-ment of the TSIs along three key dimensions – importance of TSI to the sector development, current responsiveness to the sector’s needs and resource availability – was com-pleted. The ranking ( high / medium / low ) for each TSI was completed by sector stakeholders on the basis of their perception.
Table 8 : Gambian sesame exports ( mirror data ), 2007–2010
2007 2008 2009 2010
US $ Tons US $ / ton
US $ Tons US $ / ton
US $ Tons US $ / ton
US $ Tons US $ / ton
World 901 000 1 038 000 83 000 200 000
Egypt 0 0 0 0 0 0 67 000 31 2 161 0 0 0
Lebanon 0 0 0 0 0 0 16 000 14 1 143 0 0 0
China 113 000 124 911 551 000 342 1 611 0 0 0 0 0 0
Japan 0 0 0 312 000 214 1 458 0 0 0 0 0 0
Chinese Taipei 713 000 936 762 175 000 119 1 471 0 0 0 200 000 145 1 379
Turkey 75 000 86 872 0 0 0 0 0 0 0 0 0
Source : ITC calculations based on UN Comtrade statistics.
18 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
POLICY SUPPORT NETWORK
The institutions in the policy support network represent ministries and competent authorities responsible for in-fluencing or implementing policies at the national level.
Table 9 : Gambian sesame sector policy support network
InstitutionFunction for the sesame
sectorDescription of role
Importance of TSI to
the sector
Level of responsiveness to sector needs
Resources available
to support the sector
• Ministry of Trade, Industry, Region-al Integration and Employment (MO-TIE)
• Regulatory and gener-al support
• Policies
• Regulation of trade, industry and employment issues.
• Overseeing trade, industry and employment policies.
H M M
• Ministry of Agri-culture (Depart-ments of Planning and Agriculture, Agribusiness & NARI)
• Regulatory • Extension
services• Policies
• Registration of cooperative bod-ies and growers associations.
• Provide extension link between farmers and NARI; conduct on-farm trials; seed selection, mul-tiplication and certification; and collection and processing of data on sesame.
• ANRP, seed and cooperatives policies oversight.
H M L
• Ministry of Fi-nance & Eco-nomic Affairs (MOFEA)
• (Central Bank of the Gambia, Gambia Revenue Authority)
• Regulatory• Policies
• Prudential regulation of banks and non-bank financial institu-tions.
• Overseeing the Financial Institu-tions Act and financial policies, including the microfinance pol-icy.
H M H
• Ministry of Basic and Secondary Education (MOB-SE)
• Policies • Nutrition of children in school feeding programmes and assist-ing in the adoption of agriculture by children and youth, as well as supporting short-term hunger is-sues and environmental man-agement.
M M H
19WHERE WE ARE NOW
TRADE SERVICES NETWORK
These institutions or agencies provide a wide range of trade-related services to both government and enterprises.
Table 10 : Gambian sesame sector trade services network
Institution Function DescriptionImportance of TSI to the
sector
Level of responsiveness to sector needs
Resources available
to support the sector
GIEPA Market promotion and access
GIEPA is leading implementation of the NES and is well poised to accommodate sesame. NAWFA and SGAs provide limited market-ing services.
H H M
Gambia Standards Bureau ( GSB )
Quality control, standards and pro-duction
GSB is fairly new and still in the process of defining operational mechanisms and will thereafter de-velop national standards.
H L M
The National Agricultural Research Institute ( NARI )
Research & devel-opment
NARI undertakes research on ses-ame varieties ; is in charge of seed selection, multiplication and cer-tification ; and provides extension services to farmers.
H L L
Gambia Chamber of Commerce and Industry ( GCCI )
Advocacy GCCI supports and provide ex-porters with certificates of ori-gin and promotes export trade. Several sesame traders are mem-bers of GCCI. It also assists with advocacy, lobbying and arbitra-tion.
H L M
National Association of Women Farmers Associations( NAWFA )
Lobbying ; capaci-ty-building ; mobiliz-ing stakeholders into the sector-wide apex body ; assisting in re-search and devel-opment ; supply of productive input re-sources ; process-ing and marketing of sesame
Training, workshops, seminars & dissemination of manuals. NAWFA could serve as the initial Secretariat for the sesame stake-holders’ apex body, as well as as-sist other stakeholders in all areas of the sesame value chain.
H H M
Sesame Growers Associations ( SGAs )
Lobbying, capacity-building
SGAs defend and support their members.
H M L
Weights & Measures Bureau
Ensuring adherence to standard meas-ures
The Weights & Measures bureau is responsible for checking that the standard weights and measures of products are in place.
M L L
20 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Institution Function DescriptionImportance of TSI to the
sector
Level of responsiveness to sector needs
Resources available
to support the sector
Department of Agriculture Food Technology Services
Ensuring use of proper post-har-vest technology and food safety
Food Technology Services assists farmers with appropriate post-har-vest methodologies for agricultural food products as well as ensuring food safety.
H M L
Department of Agribusiness Services
Registration of co-operatives & sup-port to cooperative bodies in the form of accounting & book-keeping training, as well as auditing of books of accounts
The Registrar of Cooperatives, who is based in the Agribusiness Department, is responsible for the implementation of the Cooperatives Act.
H L L
National Nutrition Agency
Policy guidance in relation to food and nutrition security
The National Nutrition Agency as-sists with policy issues relating to food, nutrition and health securi-ty in the Gambia so as to meet the dietary needs and food preferenc-es of Gambians.
M L M
Ministry of Agriculture Department of Planning ( DOP )
Conduct of research and depository for agricultural data and information
DOP collects production data on sesame, groundnuts and cereals ( rice and coarse grains ).
H L L
Food Safety and Quality Authority
Regulatory The Food Safety & Quality Authority works in close collabo-ration with GSB ( which develops standards for all products ). It is to serve as the regulatory body for adherence to food standards, in-cluding products of sesame.
H L L
Source: Willie_Langdji. Sesame press for processing sesame and groundnuts (peanuts) into oil and cake.
21WHERE WE ARE NOW
BUSINESS SERVICES NETWORK
These are associations, or major representatives, of com-mercial service providers used by exporters to carry out international trade transactions.
Table 11 : Gambian sesame sector business services network
Institution Function DescriptionImportance
of TSI to the sector
Level of responsiveness to sector needs
Resources available to support the
sector
Sandika Petty Traders Association
Collection and storage of sesame products
Sandika stakeholders play a vi-tal role in the aggregation and marketing of sesame from farmers to large buyers, es-pecially those at the Brikama Market. They would, howev-er, require some support in the functions they perform, espe-cially in providing storage fa-cilities.
H M L
Transporters Union Transportation of sesame products
Oversee the aggregation and transportation of products.
H M L
Microfinance institutions ( e.g. Village Savings and Credit Associations ( VISACAs ), National Association of Cooperative Credit Unions ( NACCUG ), Reliance Finance and Gambia Women’s Finance Association ( GAWFA ) ), commercial banks and others
Funding Most funding is at village lev-el from VISACAs and micro-lenders at high interest rates. The majority of farmers are ei-ther ‘unbanked’ or are unable to raise the high collateral de-manded by banks.
H L M
Source: Jacqueline.
22 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
CIVIL SOCIETY NETWORK
These institutions are not explicitly engaged in trade-re-lated activities. They are often opinion leaders represent-ing interests that have a bearing on the country’s export potential and socioeconomic development.
Table 12 : Gambian sesame sector civil society network
Institution Function DescriptionImportance of TSI to the
sector
Level of responsiveness to sector needs
Resources available to support the
sector
University of the Gambia ( UTG ), Management Development Institute, Gambia Technical Training Institute ( GTTI ), Rural Development Institute and other technical and vocational education and training institutions
Technology transfer
There is not much interaction with the industry to offer inno-vative farming methods and implements.
L L L
NGOs ( Concern Universal, Action Aid, Stay Green Foundation, etc. )
NGOs offer a variety of services across the value chain to sup-port the sector’s development.
M M H
PERCEPTION OF GAMBIAN TSIS IN THE SESAME SECTOR – INFLUENCE VS. CAPABILITY
Table 13 details a classification of trade support institu-tions supporting the sesame sector. The classification represents the perception of stakeholders regarding the level of influence and capacity of each institution to re-spond to exporters’ needs.
Table 13 : Perception of Gambian sesame sector TSIs – influence vs. capability
Capacity of institution to respond to sector’s needs
Low High
Level of influence
on the sector
High • MOA• NARI• DOP• Department of Agribusiness• Transport Union• GSB• SGAs• MFIs• NAWFA
• MOTIE• MOFEA & Central Bank of the Gambia• GIEPA• GCCI• NGOs
Low • Department of Weights & Measures• Civil Society Network ( UTG, Management De-
velopment Institute, GTTI, Rural Development Institute & technical and vocational education and training institutions )
• Sandika Petty Traders Association
• MOBSE• National Nutrition Agency• Food Safety and Quality Authority
23WHERE WE ARE NOW
Two key policy organizations ( MOTIE and MOFEA ), to-gether with GIEPA and GCCI, are perceived as having high influence and sufficient capacities to respond to the needs of the sector. This situation supposes that these key institutions do not require additional support to lead the sector’s development effectively. These institutions only need to realign certain resources to ensure the ef-fective development of the sector.
MOA as a major policy institution is perceived as hav-ing some influence but actually lacking capacity in most of the departments essential to the development of the sesame sector. NAWFA as a key institution currently sup-porting the sesame sector is seen as having influence on the sector but having insufficient resources to contribute meaningfully to its current development. The same ap-plies to the majority of the sector associations such as the SGAs. Critical players in the value chain, transporters and MFIs are also classified as not having enough capacity.
Four institutions that would be expected to have a sig-nificant and positive impact in the sector are perceived as being poor in responsiveness and resources : UTG, the civil society movements, the Department of Weights and Measures and the technical and vocational educa-tion and training institutions. This situation implies a need for these institutions to build their responsiveness to the sector and reallocate some resources towards it.
MOBSE is seen as having resources ( land and training facilities ) but not playing a significant role to improve the sector. The same applies to the National Nutrition Agency and the Food Safety & Quality Authority, two crucial insti-tutions expected to be instrumental in providing guidance on quality and standards for the sesame sector.
RELEVANT DEVELOPMENT STRATEGIES AND PROGRAMMESThere are several ongoing programmes in the Gambia which have a bearing on the future development of ses-ame and can provide some critical support to restructure and develop the sector.
The Gambia’s sesame sector strategy is aligned to nu-merous objectives and targets of existing government strategies as well as the Gambia’s National Planning Commission priorities. The development of the sesame sector can support a number of objectives of the coun-try. Vision 2020, PAGE, ANRP and sesame seed policies should have a positive impact on the improvement of sesame production, processing and exports.
Source: Willie_Langdji. Preparing sesame seed for processing
24 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Programme Function / activities
Programme for Accelerated Growth and Employment ( PAGE ) incorporating the Poverty Reduction Strategy Papers ( PRSP ) activities
The PRSP, translated into the PAGE document, outlined some key agricultural strate-gies and priority areas for the country. The sesame sector is identified and responds to a numbers of objectives of PAGE ( ex-PRSP ) :• Facilitating investment and access to land from commercial farming ;• Promoting sustainable diversified food production programmes ;• Increasing overall agricultural output, especially of domestic food and export crop
products ;• Strengthening the cashew and sesame producer associations.
Vision 2020 The objective of Vision 2020 is :• to transform the Gambia into a financial centre, a tourist paradise, a trading export-
oriented agricultural and manufacturing nation, thriving on free market policies and a vibrant private sector, sustained by a well-educated, skilled, healthy, self-reliant and enterprising population, guaranteeing a well-balanced ecosystem and a de-cent standard of living for all, under a system of Government based on the consent of the citizenry.
The implementation of the sesame strategy is closely linked to supporting the Gambia in becoming ‘the trading export-oriented agricultural and manufacturing nation’ that it aspires to be.
The National Export Strategy ( NES )
The NES does not include sesame but has set a number of strategic proposals aimed at improving the business environment for exports. The sesame sector strategy should be included in the NES of the Gambia because of its aim to develop exports of sesa-me.
Gambia Trade Policy The sesame sector strategy is fully aligned to the objectives of the Gambia Trade Policy to :• Improve the competitiveness of the Gambia trading environment ;• Support production activities for the domestic and international markets ;• Establish and strengthen quality infrastructure for enhanced market access ;• Ensure a fair trading environment for producers and consumers ;• Establish an efficient trade information system ;• Strengthen bilateral, regional and multilateral trade cooperation.The trade policy also indicates that the ‘Government will also pursue its policy of export diversification by promoting the development of cashew, sesame and poultry produc-tion’.
Agriculture and Natural Resources Policy ( ANRP )
The ANRP aims to have a positive impact on the improvement of sesame production, processing and marketing so as to increase the country’s competitiveness in local and external trade for the sesame sector. The sesame sector should be supported as part of objective 4 :• Diversify the production base to facilitate the production of a wide range of food
and export crops in order to reduce the fluctuations and uncertainties in household incomes and export earnings.
Gambia National Agricultural Investment Programme ( GNAIP )
GNAIP aims to develop value chains in new niche markets as part of its Programme 3. The objective is to exploit opportunities in niche markets in the region and abroad by developing value chains for high-value commodities such as sesame.
The National Seed Policy The National Seed Policy does not specifically mention individual crops such as sesa-me but provides a general framework to ensure the development of specific crops, in-cluding sesame.
Rural Finance Project & Social Development Fund
The Rural Finance Project and the Social Development Fund provide wholesale credit through VISACAs, GAWFA and NACCUG, which on-lend to organized farmers’ groups such as SGAs.
25WHERE WE ARE NOW
TRADE COMPETITIVENESS ISSUESThe export competitiveness constraints analysis uses a four gears framework presented below to determine the major concerns to export development.
� Supply-side issues impact production capacity and include challenges in areas such as availability of appropriate skills and competencies, diversification capacity, technology, and low value addition in the sector’s products.
� The quality of the business environment issues are constraints that influence transaction costs, such as regulatory environment, administrative procedures and documentation, infrastructure bottlenecks, certification costs, Internet access and cost of support services.
� Market entry issues are essentially external to the country ( but may also be manifested internally ), such as market access, market development, market diver-sification and export promotion.
The analysis presents those majors constraints that are currently main export competitiveness bottlenecks for the sesame sector in the Gambia. However, the assessment also explores issues limiting socioeconomic spill-overs to the society at large :
� Social and economic concerns include poverty re-duction, gender equity, youth development, environ-mental sustainability and regional integration.
Border IssuesBorder-In Issues
Border-Out IssuesDevelopment Issues
CapacityDevelopment
Cost ofDoing Business
Developinig skills
and Entrepreneurship
Capac
ity
Diversi
ficati
on
Infraestructure and
Regulatory Reform
Trad
eFa
cilita
tion
Market Accessand Policy Reform
National Promotion
and Branding Trad
e Su
ppor
t
Serv
ices
Poverty Alleviationand Gender Issues
Regional Development
and Integration
Envir
onm
enta
l
Sust
aina
bilit
y and
Clim
ate
Chan
ge
SUPPLY-SIDE CONSTRAINTS
Box 3 : Overview of sesame sector supply-side issues
� Limited cultivated areas dedicated to sesame production. � Seeds for planting are of low quality and available only in small quantities. � Small volumes of sesame are produced because of low application of GAP. � Access to key inputs for efficient production is limited. � Important post-harvest losses further reduce the volume of production. � Business management skills are limited.
26 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
LIMITED CULTIVATED AREAS DEDICATED TO SESAME PRODUCTION
As indicated earlier, in 1986 there were 12,000 ha of ses-ame under cultivation, and according to 2012 data there were 7,778 ha in 2011. This represents a decline of 46 % in five years. This important reduction in production area could be even greater when considering the difficulty of gathering data in the Gambia. There are a variety of rea-sons explaining this decline.
First, there are difficulties in land ownership in Gambia due to a land tenure system which limits the total land available for cultivation. In the Gambia there are two main types of land tenure systems : informal and formal. In the informal land tenure system, traditional laws state that where an original piece of land is cleared by a Kabilo ( a collection of families ) the ownership of land is vested in the head of the Kabilo.17 Most of the agricultural land available for sesame farming is managed under this sys-tem. The traditional law system is difficult to interpret and can be a source of internal conflict as competing interest groups struggle to define rights of access to particular natural resources.18
In this situation access to land is dependent on the Kabilo, which can make it challenging for certain indi-vidual or groups. In the case of the sesame sector the women of the Sesame Growers Associations ( SGAs ) can sometimes have limited access to and control over land. Since the early days of sesame production in the Gambia, the sector was mainly led by women farmers who need to negotiate with the community for access to land. The de-cline of the sector makes it even more difficult now to dis-cuss access to land for sesame production. Furthermore, land managed under the traditional law system cannot easily be used for serious commercial commitments or as collateral to access vital production inputs.
In the last few years the decline of the sesame sector and limited efforts by key institutions to promote it has led to an absence of information on the value of sesame as an alternative cash crop to groundnuts. Many farmers ap-pear to have little interest and motivation, perhaps due to the lack of capacity-building support and the limited earnings received. The lack of information has also led to the emergence of a myth that sesame is harmful to the soil and likely to affect soil fertility negatively.19 With the end of services by CRS, sesame farmers get little infor-mation about the importance of and market for sesame. This contrasts with other crops, especially groundnuts for which there is much support. Efforts to promote sesame
17. Government of the Gambia ( n.d. ). Review of the State of Implementation of PRAIA Orientations ( on Land Tenure ) in the Gambia, p.14.18. Ibid.19. Bilateral discussions with sector stakeholders.
through various media and communication strategies will be needed to encourage farmers and community groups to plant sesame.
SEEDS FOR PLANTING ARE OF LOW QUALITY AND AVAILABLE ONLY IN SMALL QUANTITIES
There are three key issues limiting the availability of qual-ity sesame seeds for planting in the Gambia : the mixing of different seed varieties, the low awareness of farm-ers about seed quality and limited seed multiplication capacity.
In the Gambia there is widespread mixing of different types of sesame seed varieties because of informal ex-changes and the sourcing of seeds from various sellers. As indicated earlier, the decline of seed multiplication centres has encouraged the entry of many traditional va-rieties from the subregion through informal distribution channels.
Low levels of awareness and limited financial resources encourage farmers to buy at the best price. This eventu-ally leads to declining returns on investment because the different varieties have different maturity periods. This af-fects yields and post-harvest losses but most importantly it affects the image of sesame as a viable cash crop. Targeted information about seed varieties and good ag-ricultural practices will be essential to develop the sector.
There is a limited supply of certified seed available to farmers in the Gambia. The decline of the sector over the last few years has led to the closure of seed multiplication centres. Without supervision or support these centres had difficulty maintaining their activity. MOA and NARI were not directly supervising these multiplication centres. At the moment only three seed multiplication centres are operating in the Gambia ( Giroba Kunda in URR, Sapu in CRR and Chamen in NBR ), each with 25 ha not solely focused on sesame. All three centres work with NARI.
The production of sesame seeds is only now being con-sidered a priority by the Government of the Gambia. The National Seed Policy has identified sesame as a priority sector. Efforts will need to be implemented to ensure that farmers, through multiplication centres and other appa-ratus, can have easy access to quality sesame seeds in appropriate volumes. Ideally, the seeds distributed would be certified by NARI or a third party.
27WHERE WE ARE NOW
SMALL VOLUMES OF SESAME ARE PRODUCED BECAUSE OF LOW APPLICATION OF GAP
The low volume of sesame production in the Gambia can partly be attributed to low use of GAP. Sesame produc-tion requires a certain number of specific skills, mainly in the harvest period. The small size of the seeds makes it particularly difficult to avoid losses. The way the crop is planted, dried, collected, gathered, transported and stored plays an important role in the volumes of produc-tion. Many efforts by NAWFA have been undertaken to build up the capacity of farmers to produce and har-vest sesame. These intensive efforts over many years were able to reduce harvest and post-harvest losses to approximately 36 % to 40 %. This indicates that approxi-mately one-third of the sesame produced is lost because of bad production techniques. Further improvement to agricultural practices would go a long way to increasing the volumes of sesame available in the Gambia.
A key challenge to improve agricultural practices is the insufficient availability of extension services to educate sesame farmers. NAWFA has a number of Farmers Field Schools ( FFSs ) it could use to train farmers but it operates these centres with limited external support. This model is unsustainable for efficient development of the sesame sector. In the absence of organized exten-sion services for the sesame sector, farmers use ac-quired knowledge and possibly obsolete methods to produce sesame.
The effective implementation of GAP also requires moni-toring to ensure production techniques transferred are effectively used by sesame farmers. However, at the mo-ment there is almost no capacity in the Gambia to super-vise and monitor production of sesame. The Department of Agriculture is lacking resources to cover even basic extension services. NAWFA does not have the mandate nor the resources for this monitoring.
ACCESS TO KEY INPUTS FOR EFFICIENT PRODUCTION IS LIMITED
In addition to low use of GAP, it is important to note the difficulty in accessing modern farm implements and nec-essary inputs. Power tillers are recommended but their prices are beyond the reach of most farmers. Tarpaulins and concrete surfaces are considered best for drying but are not easily accessible to most farmers. For process-ing, dehullers, pressing kits and drying facilities are all expensive. As indicated earlier, land cannot be used as collateral to access bank loans.
Also, few sesame farmers have access to financial re-sources through bank or microcredit loans. MFIs, ex-porters, traders and village level moneylenders provide access to credit facilities for sesame production. Several
microcredit institutions support farmers by provision of credit facilities such as GAWFA, the Social Development Fund through VISACAs, and other MFIs payable over a given period. Such credits are accorded only if the bor-rower can provide the required guarantee or collateral. Smallholder sesame farmers hardly ever access credit from such credit institutions ; thus the most common cred-it facilities available for sesame production are village moneylenders. Improved access to targeted financial instruments would contribute greatly to sesame farmers’ ability to use GAP and appropriate inputs.
IMPORTANT POST-HARVEST LOSSES FURTHER REDUCE THE VOLUME OF PRODUCTION
In addition to important losses during production and harvesting, losses occur after sesame has left the field. One of the key reasons for post-harvest loss is the ab-sence of appropriate storage for sesame seeds. Sesame seeds need to be stored in plastic packing bags in or-der to protect the crop from pests and diseases during storage. However, these bags are not readily available in the Gambia. In most instances the bags used to store sesame are reused rice bags. A silo system could also be efficient storage. It is important to note that few farmers are aware of proper storage techniques. This is mainly caused by the limited information provided to farmers by NAWFA or DOA.
The absence of dedicated community stores to keep sesame seeds before they are transported to Banjul has been identified as another key issue creating post-harvest losses. Without dedicated space in the community stores the seeds can be contaminated with other products.
BUSINESS MANAGEMENT SKILLS ARE LIMITED
There are limited business management skills across the sector, including in SGAs and cooperatives. The FFSs and Farmer Business Schools ( FBSs ) that normally pro-vide these trainings have no specific programme for the sesame sector. Limited business skills make it difficult for producers and traders to manage their operations in the sesame sector efficiently.
28 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Box 4 : Overview of sesame sector business environment issues
� The organization of the sector is fragile and its coordination is limited. � Absence of government support for development of the sector. � Existing conflict resolution mechanisms are ineffective.
BUSINESS ENVIRONMENT ISSUES
THE ORGANIZATION OF THE SECTOR IS FRAGILE AND ITS COORDINATION IS LIMITED
CRS support had established a number of sustainabil-ity measures to ensure the continuation of the sesame production system it had helped establish. This system is composed of two main layers –SGAs and NAWFA.
At the local level, the SGAs regroup the sesame produc-ers from a number of villages under a Sesame Growers Association. The SGAs are rural women’s organizations which have evolved from the management committees of the sesame processing mills established through the Oil Seed Production Project in 1985 by CRS. At the end of the CRS programme there were 72 operating SGAs. Many of these SGAs have been non-operational or partly operational for the last few years.20 This is confirmed by the fact that most SGAs have not held their annual as-semblies for many years, and that their managing board mandates have expired. It is important to note that SGAs are women-owned associations and that men have the right to become non-voting members. A revision and re-vitalizing of the SGAs will be critical to ensure the devel-opment of the sesame sector.
The integration of other farmers associations, name-ly from other farmers platforms such as the National Coordinating Organization for Farmers’ Associations, the Gambia ( NACOFAG ) and rural finance institutions, will be beneficial to the development of the sesame sec-tor. The membership rights of SGAs should be extended to include men as full voting members and SGAs should register with DOA as cooperatives. Finally, at the moment there is no real monitoring of SGAs to ensure their annual reports and financial reports are properly completed. It will be important to ensure DOA–Agribusiness and UTG are enabled to monitor the associations and / or carry out research and capacity-building activities in the sesame sector.
20. According to NAWFA, five SGAs are not active anymore and 19 are partly operational. Forty-eight SGAs are still in operation.
The association of the SGAs formed NAWFA as the wom-en sesame farmers’ platform. NAWFA’s mandate is there-fore to defend the interest of the SGAs. However, over the years the role of NAWFA has expanded to include train-ing, FFSs, management of collection points and cleaning machines, as well as organizing marketing campaigns. For this reason NAWFA has been identified by most na-tional institutions and international organizations as the main institution responsible for the development of the sesame sector. However, this situation is not appropriate as it diverts NAWFA away from its core mandate. There is a need to refocus the activities of NAWFA in support of the SGAs as a means to ensure the associations ef-fectively respond to the needs of their members.
If NAWFA represents the interest of the sesame farmers, the sesame sector in the Gambia does not possess an apex body like Agricultural Service Plan Association for groundnuts and the Cashew Alliance of the Gambia for cashews. This implies that no organization exists to or-ganize and structure private sector dialogue across the entire sesame value chain. Furthermore, the absence of a well-functioning apex body makes it more difficult to organize a public–private dialogue for the development of the sector.
ABSENCE OF GOVERNMENT SUPPORT FOR DEVELOPMENT OF THE SECTOR
As indicated above, sesame was not considered a priority crop by the Government of the Gambia. Until recently the government saw no need to prioritize sesame production in its activities since the sector’s production and exports were growing steadily because of the support of CRS. After the end of the CRS programme, many government organizations still considered that the sector was prop-erly developing under the expanded mandate of NAWFA. Also, government departments like Agribusiness ( DOA ) did not cover the sesame sector because many of the SGAs are not actually registered with DOA.
With the exception of this document, few policy docu-ments in the Gambia are specifically dedicated to the sesame sector. Sesame was not considered a priority crop at MOA and few resources were dedicated to its development.
29WHERE WE ARE NOW
Box 5 : Overview of market entry issues
� Inadequate trade information service available for the sector. � The final product is of poor quality. � Inconsistent supply.
Sesame has recently been identified as a crop to be fur-ther developed in the Gambia. GNAIP recognizes the need to develop the sesame value chain as a high-value ‘niche’ commodity.21 The new seed policy of the country has also given attention to sesame through the establish-ment of a sesame task force.22 The updated Diagnostic Trade Integration Study also confirms the importance of the sesame sector as a key crop for trade development.
EXISTING CONFLICT RESOLUTION MECHANISMS ARE INEFFECTIVE
The absence of an apex body for the sesame sector makes it difficult to establish rules and regulations for sector operators. For this reason, farmers and traders alike sometimes cheat on the weight of bags being sold, either by offering less weight or mixing seeds with sand to make the bag reach the expected 50 kgs. This situ-ation is made even more difficult without the effective oversight of the Weights and Measures Bureau. This im-plies frequent cases of non-adherence to weights and measures for sesame products. Weights and measures procedures need to be adapted and made pro-active to better respond to the needs of exporting value chains.
In the case of conflict, the court system in the Gambia could seize the case. However, the court system has been said to be overwhelmed and taking a lot of time to resolve commercial disputes. Hence there is a need to establish proper commercial arbitration mechanisms that can resolve disputes in the sesame sector, or strengthen existing ones ( GCCI and DOA ). The establishment of con-tractual agreements would be encouraged if an adequate conflict resolution mechanism were in place.
MARKET-ENTRY ISSUES
INADEQUATE TRADE INFORMATION SERVICES AVAILABLE TO THE SECTOR
21. Government of the Gambia ( 2010 ). Gambia National Agricultural Investment Programme ( GNAIP ) 2011-2015, p. 55.22. The members of the sesame task force have been integrated in the sesame sector strategy design committee.
Market information is not readily available to sector stake-holders. There are different types of trade information required for a well-functioning sesame sector. Information about local market prices and quality requirements needs to be provided to farmers and traders. Exporters need to be updated about global market prices, trends in con-sumption and possible buyers for their products.
Information for farmers and traders is difficult to access in the Gambia. The national radio and newspaper bulletin on commodity prices does not currently include sesame. NAWFA has initiated a project to collect and dissemi-nate local sesame prices through the Internet and SMS. However, this project is currently stopped because of lim-ited resources. It is important to ensure farmers have ac-cess to this information and know how to use it. The use of extension services should contribute to building farm-ers’ understanding of market information and intelligence.
GIEPA and MOTIE are responsible for providing exporters with adequate trade information related to international market trends and requirements. At the moment both institutions have dedicated units responsible for elabo-rating market profiles and reports ; however they are not yet producing reports for the sesame sector.
FINAL PRODUCT IS OF POOR QUALITY
There are a number of quality issues which can make the selling of Gambian sesame difficult on international markets.
There are different types of sesame seeds : white, red and black. White sesame seeds normally get higher prices than mixed sesame, black or red sesame. Also, the size of the grain is critically important in defining the value of sesame. For these reasons sesame seeds need to be pure in order to get the premium price. The mixing of varieties for production and the low use of GAP often lead to widespread adulteration of seeds. Most often the sesame is not pure either because it is mixed or con-tains foreign material because it has not been properly cleaned. Since farmers and traders have limited knowl-edge of buyer quality requirements, there is a need to provide training and information about the importance of quality from production to exports.
30 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Box 6 : Overview of the sesame sector development perspective
� Gender equality is aspired to across the value chain. � Few youths in sesame farming because of rural to urban migration.
GSB is in the process of creating a standard to measure the quality of sesame. However, this standard will not be enough to ensure quality of sesame exports. Proper monitoring and testing facilities ( with international ac-creditation ) will need to be established.
INCONSISTENT SUPPLY
The issues identified in the supply-side constraints sec-tion of this analysis demonstrate the difficulty the Gambia has in providing international markets with constant vol-umes of sesame seeds. The varying supply consistency makes it more difficult for exporters to respond to client requirements. There is no credible data on production, yields and acreages or even on the volumes sold. Issues related to supply consistency need to be addressed as a priority for the Gambia to become an emerging sesame exporter. Opportunities for sector development also lie with the further development of re-exporting of sesame seeds from the subregion as a means to build up clean-ing and grading capacities in the Gambia.
DEVELOPMENT PERSPECTIVE
GENDER EQUALITY IS ASPIRED TO ACROSS THE VALUE CHAIN
There are challenges for women to develop the sesame sector on their own. Hence, there is a need to ensure that both men and women are fully integrated in all levels of the sesame value chain. At the production level, equality needs to start with the allocation of land for production of sesame. At the collection and trading levels, mecha-nisms need to be established to encourage both men and women to fully participate in these commercial activities. Business skills training needs to be oriented equally to men and women.
FEW YOUTHS IN SESAME FARMING BECAUSE OF RURAL TO URBAN MIGRATION
Many youths in Gambia are moving from the countryside to the greater Banjul area for socioeconomic reasons. This situation puts additional strains on the difficult labour situation faced by the sesame sector, mainly in the clear-ing and planting period.
Source: unbearablyvapid. Sesame Ball
31WHERE WE WANT TO GO
WHERE WE WANT TO GO
The stakeholders in the sector acknowledge the tall order of restoring productivity to the sector but, considering the enormous potential, are determined to lay the appropriate foundations for its restoration and growth.
VISIONIn the endeavour to recover sesame production in the Gambia the following vision has been defined.
“ To be among the leading producers, processors and exporters of quality value-added sesame products
within the subregion and Africa. ”The reduction of capacity of the Gambian sesame sector has severely challenged its ability to innovate and de-velop new products and markets. Significant challenges exist for the sector, ranging from sourcing of inputs to governance management, to maintaining quality require-ments. However, opportunities in existing and new target markets make a compelling case for strengthening the value chain.
The scope for improvements is immense and extends across the value chain. In some cases, the scope involves strengthening of existing linkages, while in other areas there is a need for structural modifications. Both of these dimensions of improvements must lead to market pen-etration ( increasing exports in existing markets ), product development ( increasing exports of new products in ex-isting markets ), market development ( increasing exports of existing products in new markets ), or full diversification ( increasing exports of new products in new markets ).
This future state is depicted and discussed in greater detail below.
32 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019F
UT
UR
E V
ALU
E C
HA
IN
Natio
nal c
ompo
nent
Inpu
ts
Smal
l, m
ediu
m a
ndla
rge
scal
e fa
rmer
s
Proc
essi
ng c
ompa
nies
(Oil,
but
ter,
cook
ies,
etc
.)Ho
tels
and
rest
aura
nts
Anim
al fe
ed a
nd fe
rtili
zer
Inte
rcro
p w
ith c
ashe
wor
oth
er c
rop
Expo
rts
Trad
ition
al s
mal
lsc
ale
proc
essi
ng
Asso
ciat
ions
or c
oope
rativ
es
Loca
l Mar
ket
and
supe
rmar
kets
Colle
ctor
s
Sesa
me
oil a
nd o
ther
prod
ucts
for d
omes
ticco
nsum
ptio
n
Busi
ness
ski
lls tr
aini
ngto
farm
ers
(men
and
wom
en) a
nd y
outh
Smal
l sca
le p
roce
ssor
s,re
taile
rs (b
iscu
its, o
il &
seed
s), f
arm
ers
(see
ds&
for c
onsu
mpt
ion)
Exte
nsio
n se
rvic
es (D
OA)
MOA
and
Agr
icul
tura
l res
earc
h (N
ARI)
NAW
FAFa
rmer
s as
soci
atio
ns
Gam
bia
Stan
dars
bur
eau
MOB
SEPu
blic
-priv
ate
part
ners
hips
GIEP
AGR
A
Prim
ary
supp
ort s
ervi
ces
Stor
age
Pack
agin
gCl
eani
ng
Expo
rtin
g co
mpa
nies
Spec
ializ
ed re
sear
ch a
nd d
evel
opm
ent b
y NA
RI, M
OA a
nd u
nive
rsiti
es
Impr
oved
acc
ess
to fi
nanc
ial s
ervi
ces
Tech
nica
l and
mai
nten
ance
ser
vice
s
Infra
stru
ctur
e (r
oads
, riv
er tr
ansp
ort,
proc
essi
ng fa
cilit
ies)
Tran
spor
tatio
n se
rvic
es
Sene
gal
Chin
ese
Taip
ei
Chin
a
Tool
s &
equ
ipm
ent
Chem
ical
fert
ilize
rs
Man
ure
Seed
s
Labo
ur fo
rce
Pack
agin
g m
ater
ial
Agro
-che
mic
als
Inte
rnat
iona
l com
pone
nt
Who
lesa
leRe
tail
Proc
esin
g
Re-e
xpor
ts
Who
lesa
leRe
tail
Proc
esin
g
Re-e
xpor
ts
Japa
n
Who
lesa
leRe
tail
Proc
esin
g
Re-e
xpor
ts
Mid
dle-
East
(Isr
ael,
Leba
non
and
Turk
ey)
Who
lesa
leRe
tail
Proc
esin
g
Re-e
xpor
ts
Dias
pora
Reta
il
Re-e
xpor
tCh
ina
Orga
nic
inpu
tsan
d tra
inin
g
Yout
h in
tegr
atio
nth
roug
h sc
hool
prog
ram
mes
Add
valu
e by
dev
elop
ing
orga
nic
syst
em
Dist
ribu
te v
alue
by s
peci
alis
ed tr
aini
ng
Cont
inue
to e
xpor
tsm
all q
uant
ities
for
re-e
xpor
t
Mar
ket p
enet
ratio
nth
roug
h in
crea
sed
volu
me
and
qual
ity
Mar
ket p
enet
ratio
nth
roug
h in
crea
sed
volu
me
and
qual
ity
Mar
ket p
enet
ratio
nth
roug
h in
crea
sed
volu
me
and
qual
ity
Mar
ket p
enet
ratio
nth
roug
h de
velo
ping
new
dis
trib
utio
n ro
utes
Mar
ket a
nd p
rodu
ctdi
vers
ifica
tion
thro
ugh
sele
cted
targ
etin
g
Crea
te v
alue
by In
terc
roop
ing
Crea
te v
alue
by e
xpan
ding
pro
cess
ing
Ret
ain
valu
eby
red
ucin
g w
aste
Acqu
ire
valu
e by
link
ing
to to
uris
m s
ecto
r
So
urc
e: G
amb
ian
sesa
me
stak
ehol
der
s d
urin
g th
e st
rate
gy
des
ign
pro
cess
33WHERE WE WANT TO GO
Table 14 : Short-term phase ( 0-3 years )
Target market Market segment Product Distribution
channel
Gambian exports to
market,annual
average ( US $ )
2007–2011
Annual growth
of sector imports ( % ) ( all
suppliers )2008–2012
Annual GDP
growth estimates
( % )2013–2017 average*
Chinese Taipei
Processors HS 120740 – Sesamum seeds
Wholesalers 272 000 5 4.1
China Processors HS 120740 – Sesamum seeds
Wholesalers 166 000 19 8.4
Senegal Exporters HS 120740 – Sesamum seeds
Traders 17 500 -41 4.7
Israel Processors HS 120740 – Sesamum seeds
Wholesalers 0** 3 3.6
Lebanon Processors HS 120740 – Sesamum seeds
Wholesalers 4 000 8 3.6
Japan Processors HS 120740 – Sesamum seeds
Wholesalers 78 000 -5 1.3
Turkey Processors HS 120740 – Sesamum seeds
Wholesalers 18 500 6 4.1
* According to IMF estimates. ** 2012 exports to Israel were US $ 22,000.
MARKET IDENTIFICATIONThe following analysis is divided into two broad phases : one related to the immediate, short-term perspective and the other related to the mid-to-long term outlook, by which time it is expected that a significant portion of the sector PoA will have been implemented. This phased approach is aimed at staging interventions in alignment with the evolving capacities of the sector as the strategy imple-mentation moves forward.
Note : The products listed under the short-term section will also hold export potential in the medium-long term, unless otherwise specified.
SHORT-TERM PHASE (0-3 YEARS)
CHINESE TAIPEI
The historical links between the Gambia and Chinese Taipei have importance for the development of the ses-ame sector. This is confirmed by export numbers ( mirror data ) which indicate that Chinese Taipei was the most important importer of Gambian sesame seeds during the period 2007-2010.
As indicated earlier, Chinese Taipei is the 11th most im-portant importer of sesame seeds and the second most important exporter of sesame oil. This unique position
makes it an excellent partner for Gambian sesame ex-porters. In the short term, the objective of the strategy is to increase the volume produced in the Gambia in order to position the sesame sector as a reliable provider of high quality seeds for processing.
CHINA
China has been the fastest growing import market glob-ally for sesame seeds for the 2007-2010 period. Also, it is the second most important importer of Gambian sesame seeds ( mirror data ) for the same period.
As indicated above, China is the fourth largest exporter of sesame oil, indicating an opportunity for Gambian export-ers to satisfy the processing requirements of this market. The development of this market will also rely on the ca-pacity of Gambian exporters to provide sesame seeds in quantity and quality. The Chinese market represents a key opportunity for export development even if at the moment no preferential trade agreement is in place.
SENEGAL
The Senegalese market is the main export market for Gambian sesame seeds according to official data. Senegal is ideally positioned to consolidate larger vol-umes of sesame for export to destination markets, which
34 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
makes it easier for buyers to import from this market. This market provides a good short-term opportunity for exporting small volumes since Senegal has operational cleaning and grading machines.
MEDIUM TERM PHASE (3 + YEARS)
In the medium term and once production in the Gambia increases, it will be possible to consolidate the volumes in the port of Banjul. This will provide an opportunity for Gambian exporters to use their existing cleaning and grading machines.
JAPAN
Japan is the second largest importer of sesame seeds globally and the biggest exporter of sesame oil. This posi-tion provides key opportunities for the Gambia to satisfy Japan’s demand for sesame seeds. According to mirror data, it is the third most important importer of sesame seeds for the period 2007–2011. Maintaining this impor-tant commercial relationship will be important to ensure the development of the sesame sector.
ISRAEL, LEBANON AND TURKEY
Sesame seeds are much used in Middle Eastern cuisine. They are used in various products such as tahini and halva. These three countries offer a good opportunity in the short term for Gambian exporters to develop new markets. Current exports to these markets occur in an unstructured fashion, based on one-shot opportunities. These opportunities should be cultivated in order to di-versify destination markets away from Asian buyers. The existing maritime routes to southern Europe for connec-tions to the Mediterranean should be used to expand sesame exports to these countries.
GAMBIAN HOTELS AND RESTAURANTS
At the moment there is limited processing of sesame seeds in the Gambia. There is artisanal production of sesame seed oil and some sesame products ( tahini and cookies ) at the SGA level. With the strategic vision to in-crease processing capacity in the Gambia it is important to target realistic new markets for processed Gambian sesame.
The most promising markets for sesame products are Gambian hotels and restaurants. These markets pro-vide an ideal opportunity to build up processing capac-ity gradually. The Gambia received 106,393 international visitors in 2011 ;23 most of them stay in hotels and eat in local restaurants. Sesame products could be produced to respond to the specific needs of hotels. Sesame oil could be distributed to Asian restaurants. The products will need to comply with food safety and quality require-ments to ensure the safety of guests.24
The development of this market is a first step to initiat-ing sesame processing in the Gambia. Once processing capacity is established, the development of other niche markets would be a natural leap forward.
DIASPORA RETAIL STORES
Once sesame processing is operational in the Gambia and quality standards adhered to, it will be possible to initiate exports of sesame to selected destinations. Due to limited volumes of sesame available for processing and the emerging status of the processing sector, targeted selection of markets is necessary.
The diaspora population in the United States and the EU are considered key markets for the export of processed sesame products. The development of these markets could be achieved through civil society movements as well as foreign embassies.
23. ITC ( 2013 ). Opportunity Study for the Development of Inclusive Tourism Activities in the Gambia, p.18.24. The new standards for sesame should contain criteria for processed sesame products.
Table 15 : Medium-long term phase ( 3+ years )
Target market
Market segment Product Distribution
channel
Gambian exports to
market, annual average ( US $ )
2007–2010
Annual growth of sector
imports ( % ) ( all suppliers )
2008–2012
Annual GDP growth
estimates ( % ) 2013–2017 average*
Gambia Hotels and restaurants
HS 120740 - Sesamum seeds
Processors n.a. n.a. 7.1
Diaspora Retail HS 151550 - Sesame oil and sesame products
Direct n.a. n.a. n.a.
* According to IMF estimates.
35WHERE WE WANT TO GO
Box 7 : Overview of strategic opportunities
� Create value by intercropping to increase acreage. � Retain value by reducing wastage. � Create value by expanding processing capacity. � Acquire value by linking to the tourism sector. � Distribute value by providing specialized business skills training. � Distribute value by developing a youth integration programme. � Add value by initiating an organic production programme.
STRATEGIC OPPORTUNITIES
The following section explores opportunities identified to improve the sesame sector value chain. The oppor-tunities identified are to be rolled out gradually with the implementation of the strategy PoA.
CREATE VALUE BY INTERCROPPING TO INCREASE ACREAGE
As a means to increase the acreage of sesame produc-tion, and in line with the difficult access to agricultural land, it is proposed to encourage farmers of other crops such as cashew, fruit trees, etc. to plant sesame between their other crops. Intercropping will need to be encour-aged through sensitization campaigns to farmers fed-erations. Intercropping of sesame normally increases its yields.25 Intercropping will increase production of sesame and revenues of farmers.
RETAIN VALUE BY REDUCING WASTAGE
A by-product of oil extraction is the sesame ‘cake’ which is used as livestock feed and fertilizer at the farm level. With an increase in sesame processing there is an op-portunity to increase the production of this cake. This organic fertilizer could be used by sesame producers to increase their yields.
In addition to using the sesame cake, the stems and leaves of the plant can be reused to produce green ma-nure. This manure can become a critical input to increase production when it is difficult to acquire fertilizers.
25. Bhatt, B.K., Dixit, S.K. and Darji, V.B., Department of Agricultural Statistics, Anand Agricultural University ( 2010 ). Monetary Evaluation of Sesame Based Intercropping Systems. Indian Journal of Agricultural Research, vol. 44, issue 2, pp. 146–149.
CREATE VALUE BY EXPANDING PROCESSING CAPACITY
A key objective of the sesame sector strategy is to build the capacity of the Gambia to process sesame according to international requirements. As indicated earlier, current sesame processing is mainly done in an artisanal fash-ion at the community level. There is a need to develop a professional processing capacity in the country. This will only be possible with an overall increase in sesame seed production since competition for the seeds would lead to higher production costs.
The development of sesame processing will be grad-ual, along with the development of the market for the products of the industry, namely by linking to the tourism sector. Sesame processing will require specific support and trainings to existing or emerging food processors in the Gambia as a means to create new processing lines. Market development support will also need to be provided.
ACQUIRE VALUE BY LINKING TO THE TOURISM SECTOR
As indicated earlier, the development of the market for processed sesame products will initially be achieved through supplying the hotels and restaurants of the coun-try. The tourism sector provides an adequate market to upgrade the skills and capacities of processing enterpris-es in a gradual fashion. Most importantly, the quality re-quirements of tourist and specialized restaurants can be similar to the needs of international buyers. Supplying the tourism industry provides an ideal opportunity to scale up the capacities of the sector.
In addition to supplying the tourism sector, it would be helpful to develop agritourism in the Gambia. This type of tourism provides an opportunity for tourists to visit farm-ers’ groups and cooperatives to better understand the Gambia’s agriculture.
36 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
DISTRIBUTE VALUE BY PROVIDING SPECIALIZED BUSINESS SKILLS TRAINING
The absence of specialized business skills at various lev-els of the value chain has been identified as a key issue explaining the difficulty of developing the sesame sec-tor. Business skills trainings need to be provided to the SGAs, farmers associations, cooperatives, processors and even some exporters as a mean to ensure proper business development. A number of programmes such as Agribusiness, FBSs or the business training from GIEPA need to be aligned to the specific needs of the sesame sector.
DISTRIBUTE VALUE BY DEVELOPING A YOUTH INTEGRATION PROGRAMME
As indicated earlier, there is a need to encourage youth involvement in sesame production to relieve some of the strain caused by insufficient labour. The involvement of youth is seen as an opportunity to maintain the heritage of agriculture in the Gambia and to reduce the rural–ur-ban exodus. A programme in collaboration with MOBSE would encourage youth to complete a day of labour on a sesame farm. The strengthening and expansion of the FFS, FBS and ‘one village / one product’ concepts for the sesame crop would be adequate.
ADD VALUE BY INITIATING AN ORGANIC PRODUCTION PROGRAMME
The organic market is developing globally at the incred-ible pace of approximately 25 % 26 for the period of 2009–2012. This implies that consumers in numerous markets are changing their consumption patterns to eat more healthily. This drastic change in consumption should not be missed by the Gambia or its sesame sector. The de-velopment of organic production needs to be organized between various institutions.
MOA needs to develop manuals and provide trainings and monitoring of production. The sector associations should also be involved in the trainings and support to farmers. GBS will need to establish the standards for or-ganic sesame as well as a traceability system to ensure consumers in destination markets of the purity of the product. MOTIE will need to support processors with the development of separate processing chains for organ-ics and non-organics. Much work needs to be done to develop this fast growing niche market but the efforts are necessary as large numbers of consumers globally are moving to organics.
26. Soil Association ( 2013 ). Organic Market Report 2013. Available from http : / / www.soilassociation.org / marketreport.
Source: elizastan. sesame roasted
37HOW TO GET THERE
HOW TO GET THERE
The following four strategic objectives have been identi-fied in order to achieve the overall vision of the sesame sector in the Gambia.
STRATEGIC OBJECTIVESStrategic objective 1 : Increase in a sustainable manner the volume of sesame production in the Gambia. This objective will be realized through the following initiatives :
� Increase the acreage of sesame under cultivation ; � Make available an adequate supply of certified seeds
and other productive resources for farmers ; � Ensure the sesame sector uses GAP and post-har-
vest practices to improve productivity and production volumes ;
� Implement adequate mechanisms to support in-creased production.
Strategic objective 2 : Strengthen the coordination, or-ganization and institutional arrangements of sesame sector support institutions for better service delivery. This objective will be realized through the following initiatives :
� Increase the development of the sector by improving its governance and transparency ;
� Establish an apex body to represent the sector ; � Strengthen the sector through more responsive
institutions ; � Ensure adequate policies support the development
of the sector.
Strategic objective 3 : Improve market development methods to increase domestic production / consump-tion and expand exports in value and volumes. This objective will be realized through the following initiatives :
� Ensure adherence to sesame standards and quality requirements ;
� Develop market information systems for the sesame sector to ensure effective dissemination of opportuni-ties and requirements ;
� Improve the presentation of processed sesame products ;
� Increase sales in local markets ; � Identify and capitalize on international market
opportunities.
Strategic objective 4 : Increase socioeconomic benefits by promoting value addition across the entire sector value chain. This objective will be realized through the following initiatives :
� Facilitate the gradual development of sesame pro-cessing in the Gambia ;
� Reduce wastage across the value chain ; � Strengthen linkages with associated sectors to gener-
ate synergies ; � Develop an organic production, processing and moni-
toring system for the sesame sector.
IMPORTANCE OF COORDINATED IMPLEMENTATION
The broad range of activities, together with the complex nature of integrated intervention, requires careful imple-mentation involving efficient allocation of resources and monitoring of results at both the micro and macro levels. To this end, the National Coordination Council ( NCC ) for the sesame sector is to be established in order to facilitate the public–private partnership in coordinating and implementing the sesame strategy. In particular, the committee will be tasked with coordinating the imple-mentation of activities in order to optimize the allocation of both resources and efforts across the wide spectrum of stakeholders.
38 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Specific efforts will be directed towards involving public sector institutions, the private sector and donors in order to avoid duplication and guarantee maximum impact. Responsibilities of the committee will also include moni-toring the results of activities and outputs, while at the same time recommending to the Gambian government actions or policies that could help achieve the strategic objectives.
Moreover, the committee will play a key role in recom-mending revisions and updates to the strategy so that it continues to evolve in alignment with the Gambia’s changing needs.
IMPLEMENTATION PARTNERS – LEADING AND SUPPORTING INSTITUTIONS
A number of institutions will play a key role in the imple-mentation of the plan of action for the sesame sector, as illustrated in the TSI section and the PoA. These are insti-tutions that have the overall responsibility for successful execution of the strategy, as well as support institutions that are active partners but not leading institutions. Each institution mandated to support the sesame sector and its export development is clearly identified in the strategic plan of action.
Source: CTG Publishing.
GAMBIA
THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY
PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTOR
40 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 1 :
Incr
ease
in a
sus
tain
able
man
ner t
he v
olum
e of
ses
ame
prod
uctio
n in
the
Gam
bia.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
Obj
ectiv
ely
Verif
iabl
e In
dica
tors
( OV
Is )
Mea
ns o
f ve
rific
atio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
plem
entin
g pa
rtne
rs
Exis
ting
prog
ram
mes
or
pot
entia
l su
ppor
t
Estim
ated
co
sts
( US $
)( 5
yea
rs )
1.1
Incr
ease
the
acre
age
of s
es-
ame
unde
r cul
ti-va
tion.
1.1.
1 Lo
bby
for a
djud
icat
ion
of m
ore
land
are
as fo
r co
mm
erci
al u
se th
roug
h a
refo
rm in
bot
h th
e la
nd
polic
y an
d th
e in
vest
men
t pol
icy.
2Se
sam
e pr
o-du
cers
Advo
cacy
mat
eria
l pre
pare
d an
d lo
bby
actio
ns im
plem
ente
d ;la
w re
vise
d
Advo
cacy
mat
eria
ls ;
med
ia re
port ;
law
enac
tmen
t
GCCI
GIEP
A, N
AWFA
, NA
COFA
GLa
nd G
over
nanc
e Ad
min
istra
tive
Fram
ewor
k St
udy
60 0
00
1.1.
2 Pr
omot
e wi
th c
omm
uniti
es th
e im
porta
nce
of m
akin
g co
mm
unal
land
ava
ilabl
e fo
r ‘le
ase-
hold
/ fre
ehol
d’ to
nat
iona
l and
inte
rnat
iona
l com
-m
erci
al o
pera
tors
in th
e se
sam
e se
ctor
.
3Se
sam
e pr
o-du
cers
One
cons
ulta
tive
sess
ion
held
per
po
tent
ial p
rodu
ctiv
e di
stric
t with
Ka
bilo
s ;ei
ght p
rom
otio
nal c
ampa
igns
ove
r tw
o ye
ars
Min
utes
/ re
solu
tions
of
con
sulta
tions
with
th
e co
mm
uniti
es
Land
s M
inis
tryNC
C– s
esam
e /
Apex
, MOT
IE,
GIEP
A
25 0
00
1.1.
3 Pr
omot
e th
roug
h a
varie
ty o
f med
ia th
e se
sa-
me
sect
or a
s a
viab
le h
igh
valu
e cr
op fo
r far
mer
s to
su
pple
men
t inc
ome
( alle
y cr
op / r
elay
cro
p ).
3W
hole
val
ue
chai
nEi
ght r
adio
pro
gram
mes
;10
hal
f pag
e ad
verts
;re
gula
r MOT
IE n
ewsl
ette
rs
Med
ia re
ports
;pr
ess
artic
les
MOT
IENC
C–se
s-am
e / Ap
ex,
NACO
FAG,
NAW
FA, G
RTS
16 4
00
1.1.
4 Di
ssem
inat
e pr
omot
iona
l pam
phle
ts a
bout
se
sam
e to
par
ents
thro
ugh
scho
olch
ildre
n.2
Who
le v
alue
ch
ain
30,0
00 p
rinte
d pa
mph
lets
to b
e di
strib
uted
cou
ntry
wide
Dist
ribut
ion
lists
MOT
IENC
C–se
s-am
e / Ap
ex,
NACO
FAG,
NAW
FA, M
OBSE
NAW
FA w
as d
o-in
g so
me
pam
-ph
lets
, pos
ters
54 0
00
1.1.
5 En
cour
age
mor
e m
en to
ven
ture
into
ses
ame
farm
ing
or a
llow
thei
r wiv
es to
use
mor
e ac
reag
e in
cu
ltiva
ting
the
crop
.
3Se
sam
e pr
o-du
cers
Four
pro
mot
iona
l cam
paig
ns in
tw
o ye
ars ;
25 %
of N
ACOF
AG m
embe
rs p
lant
se
sam
e ye
arly
in th
ree
year
s ;la
nd a
lloca
tion
to w
omen
in-
crea
sed
Med
ia re
ports
;DO
A / N
ACOF
AG p
ro-
duct
ion
figur
es ;
SGA
repo
rts
NACO
FAG
NCC
- ses
-am
e / Ap
ex,
NARI
, NAW
FA,
Wom
en’s
Bur
eau
Natio
nal G
ende
r Po
licy
2010
–202
0
40 0
00
1.1.
6 En
cour
age
and
dem
onst
rate
thro
ugh
pilo
ts th
e be
nefit
s of
inte
rcro
ppin
g se
sam
e wi
th o
ther
cro
ps
in o
rder
to o
pen
up m
ore
area
s fo
r ses
ame
farm
ing.
Ro
utin
e fie
ld v
isits
by
DOA
exte
nsio
n wo
rker
s an
d fa
rmer
s’ re
pres
enta
tives
to v
erify
the
exte
nt o
f in-
terc
ropp
ing.
3W
hole
val
ue
chai
nFo
ur p
rom
otio
nal c
ampa
igns
in
two
year
s ;10
% o
f ses
ame
prod
uced
thro
ugh
inte
rcro
ppin
g in
thre
e ye
ars
Med
ia re
ports
;DO
A pr
oduc
tion
fig-
ures
;SG
A re
ports
DOA
NARI
, NAC
OFAG
, NF
P, N
AWFA
30 0
00
1.2
Mak
e av
aila
-bl
e an
ade
quat
e su
pply
of c
erti-
fied
seed
s an
d ot
her p
rodu
c-tiv
e re
sour
ces
for
farm
ers.
1.2.
1 M
ultip
ly a
nnua
lly th
e re
quire
d am
ount
of s
es-
ame
seed
s ( fo
unda
tion
and
mul
tiplic
atio
n ) to
ade
-qu
atel
y su
pply
farm
ers’
requ
irem
ents
.
3Se
sam
e pr
oduc
-er
s, s
eed
mul
ti-pl
iers
, NAR
I
Thre
e hu
ndre
d to
ns a
vaila
ble
in
year
two ;
600
tons
in y
ear f
ive
NARI
reco
rds ;
cont
ract
gro
wers
re-
cord
s
NARI
MOA
, NCC
- se
sam
e / Ap
ex,
NACO
FAG,
NAW
FA
Seed
Pol
icy ;
EIF
– SC
EDP
250
000
1.2.
2 En
sure
con
tract
see
d gr
ower
s ( c
omm
odity
cr
op a
ssoc
iatio
ns’ m
embe
rs, i
.e. N
AWFA
-FFS
/ thr
ee
SGAs
) at l
ocal
leve
l are
mul
tiply
ing
suffi
cien
t am
ount
s of
see
d an
d op
erat
ing
on a
com
mer
cial
ba
sis
by s
ellin
g di
rect
ly to
farm
ers.
3Se
sam
e pr
oduc
-er
s, s
eed
mul
ti-pl
iers
, NAR
I
Five
con
tract
agr
eem
ents
with
co
ntra
ct s
eed
grow
ers
in e
ach
of
the
six a
gric
ultu
ral r
egio
ns ( t
otal
30
) in
five
year
s
Cont
ract
;an
nual
sal
es re
ports
NARI
MOA
, NCC
–ses
-am
e / Ap
ex30
000
1.2.
3 De
velo
p a
sche
me
and
certi
fy ( t
hird
par
ty a
u-di
ting )
mor
e co
ntra
ct s
eed
grow
ers
by e
nsur
ing
grow
ers
adhe
re to
qua
lity
requ
irem
ents
est
ablis
hed
by th
e se
ed te
chno
logy
uni
t.
2W
hole
val
ue
chai
nHa
lf of
all
cont
ract
gro
wers
cer
ti-fie
d tw
o ye
ars
afte
r sch
eme
is d
e-ve
lope
d.
Certi
ficat
es is
sues
by
a th
ird p
arty
NARI
MOA
, NCC
–ses
-am
e / A
pex
20 0
00
41PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTORSt
rate
gic
obje
ctiv
e 1 :
Incr
ease
in a
sus
tain
able
man
ner t
he v
olum
e of
ses
ame
prod
uctio
n in
the
Gam
bia.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
Obj
ectiv
ely
Verif
iabl
e In
dica
tors
( OV
Is )
Mea
ns o
f ve
rific
atio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
plem
entin
g pa
rtne
rs
Exis
ting
prog
ram
mes
or
pot
entia
l su
ppor
t
Estim
ated
co
sts
( US $
)( 5
yea
rs )
1.2
Mak
e av
aila
-bl
e an
ade
quat
e su
pply
of c
erti-
fied
seed
s an
d ot
her p
rodu
c-tiv
e re
sour
ces
for
farm
ers.
1.2.
4 Oi
l see
ds p
rogr
amm
e at
NAR
I sup
ervi
ses
and
mon
itors
con
tract
see
d gr
ower
s’ m
ultip
licat
ion
of
seed
s to
ens
ure
qual
ity re
quire
men
ts a
re m
ain-
tain
ed.
2W
hole
val
ue
chai
nAl
l con
tract
see
d gr
ower
s m
oni-
tore
d an
nual
lyM
onito
ring
repo
rtsNA
RIM
OA, N
CC–s
es-
ame /
Apex
100
000
1.2.
5 Ru
n a
sens
itiza
tion /
train
ing
cam
paig
n to
fa
rmer
s on
the
valu
e of
usi
ng g
ood
varie
ties
and
certi
fied
seed
s fro
m c
ontra
ct s
eed
grow
ers.
2W
hole
val
ue
chai
nEi
ght r
adio
pro
gram
mes
;10
hal
f pag
e ad
verts
;re
gula
r MOA
new
slet
ters
Med
ia re
ports
;pr
ess
artic
les
MOA
DOA,
NAR
I, NA
WFA
, MOT
IE,
NCC–
sesa
-m
e / Ap
ex
60 0
00
1.2.
6 Id
entif
y op
portu
nitie
s / av
enue
s in
the
Seed
Po
licy
to in
crea
se n
atio
nal c
apac
ity fo
r see
d m
ulti-
plic
atio
n to
com
plem
ent N
ARI p
rogr
amm
es.
1NA
RIAs
sess
men
t com
plet
edRe
port
NCC–
sesa
-m
e / Ap
exM
OA, U
TG,
MOT
IE5
000
1.3
Ensu
re th
e se
sam
e se
c-to
r use
s GA
P an
d po
st-h
arve
st
prac
tices
to im
-pr
ove
prod
uctiv
i-ty
and
pro
duct
ion
volu
mes
.
1.3.
1 Co
llect
, upd
ate
and
cent
raliz
e ex
istin
g ( N
AWFA
/ NAR
I ) m
anua
ls / b
ooks
, pam
phle
ts, p
ost-
ers,
CDs
and
trai
ning
mat
eria
ls o
n se
sam
e GA
Ps
and
diss
emin
ate
them
thro
ugh
exis
ting
asso
cia-
tions
, FFS
s an
d a
varie
ty o
f med
ia.
3W
hole
val
ue
chai
nDo
cum
ents
col
lect
ed ;
rele
vant
doc
umen
ts u
pdat
ed ;
docu
men
ts c
entra
lized
at N
CC–
sesa
me /
Apex
;1
000
copi
es d
isse
min
ated
Man
uals
;do
cum
ents
libr
ary ;
dist
ribut
ion
lists
NCC–
sesa
-m
e / Ap
exNA
WFA
, NAR
I, DO
A10
000
1.3.
2 Co
nsol
idat
e an
d di
ssem
inat
e an
upd
ated
tra
inin
g m
anua
l ref
lect
ing
new
trend
s an
d m
etho
ds.
Inco
rpor
ate
busi
ness
man
agem
ent s
kills
trai
ning
in
to th
e GA
P m
anua
ls.
2W
hole
val
ue
chai
nUp
date
d re
view
, con
solid
atio
n &
tra
nsla
tion
into
four
maj
or lo
cal
lang
uage
s ;30
0 co
pies
dis
tribu
ted
to c
oop-
erat
ives
Upda
ted
train
ing
man
uals
NCC–
sesa
-m
e / Ap
exAd
ult a
nd N
on-
Form
al E
duca
tion
Unit
of M
OBSE
, De
partm
ent
of C
omm
unity
De
velo
pmen
t ( D
CD ),
GIEP
A,
GCCI
, NAW
FA,
NARI
, DOA
50 0
00
1.3.
3 Co
mpl
ete
a si
mpl
ifica
tion
in lo
cal l
angu
ages
( w
ith v
isua
ls ) t
o en
sure
dis
sem
inat
ed m
ater
ials
re-
mai
n ac
cura
te a
nd a
dapt
ed to
farm
ers’
nee
ds.
3Fa
rmer
sM
anua
l ada
pted
& tr
ansl
ated
into
th
e fo
ur m
ajor
loca
l lan
guag
es ;
3 00
0 co
pies
tran
slat
ed
Man
uals
;di
strib
utio
n lis
tsNC
C–se
sa-
me /
Apex
Adul
t and
Non
-Fo
rmal
Edu
catio
n Un
it of
MOB
SE,
DCD,
GIE
PA,
GCCI
, NAW
FA,
NARI
, DOA
50 0
00
1.3.
4 Re
-est
ablis
h / re
info
rce
cent
res
of e
xcel
lenc
e ( e
.g. N
AWFA
–FFS
/ FBS
) to
be li
nked
to M
OA a
t the
su
breg
iona
l lev
el fo
r far
mer
s, S
GAs
and
coop
era-
tives
to le
arn
and
expe
rienc
e be
st p
ract
ices
in s
es-
ame
prod
uctio
n an
d po
st-h
arve
stin
g. E
nsur
e th
e ce
ntre
s ar
e su
stai
nabl
e by
put
ting
them
und
er p
ro-
fess
iona
l man
agem
ent.
One
train
ing
per A
gric
ultu
re
Regi
on fo
r six
regi
ons
in s
even
diff
eren
t sub
ject
s ( C
oope
rativ
es P
rinci
ples
& M
anag
emen
t ; Bo
ok-
keep
ing
and
Audi
t ; In
put s
ide ;
Pro
duct
ion ;
Pos
t-ha
rves
t ; Pr
oces
sing
; and
Mar
ketin
g )
3Fa
rmer
sCe
ntre
s re
sour
ced
and
oper
a-tio
nal ;
train
ings
con
duct
ed in
six
regi
ons
Fina
ncia
l and
ann
u-al
repo
rtsM
OASG
As -
FFS /
FBS,
DOA
–Ag
ribus
ines
s,
UTG
( Sch
ools
of
Agr
icul
ture
&
Busi
ness
)
FAO
– CP
F ( P
riorit
y 1
and
2 )1
200
000
42 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 1 :
Incr
ease
in a
sus
tain
able
man
ner t
he v
olum
e of
ses
ame
prod
uctio
n in
the
Gam
bia.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
Obj
ectiv
ely
Verif
iabl
e In
dica
tors
( OV
Is )
Mea
ns o
f ve
rific
atio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
plem
entin
g pa
rtne
rs
Exis
ting
prog
ram
mes
or
pot
entia
l su
ppor
t
Estim
ated
co
sts
( US $
)( 5
yea
rs )
1.3
Ensu
re th
e se
sam
e se
c-to
r use
s GA
P an
d po
st-h
arve
st
prac
tices
to im
-pr
ove
prod
uctiv
i-ty
and
pro
duct
ion
volu
mes
.
1.3.
5 Pr
oduc
e an
d di
strib
ute
( sel
l ) th
e se
edlin
g pl
ate
prot
otyp
e ( a
lread
y de
velo
ped
by N
ARI )
to c
o-op
erat
ives
, SGA
s or
com
mun
ities
.
2Fa
rmer
sM
inim
um o
f 150
see
ding
pla
tes
prod
uced
and
dis
tribu
ted
in tw
o ye
ars
Prod
uctio
n co
sts ;
bill
of s
ales
NARI
Priv
ate
sec-
tor,
NCC–
ses-
ame /
Apex
, NA
WFA
, GTT
I, Ap
prop
riate
Te
chno
logy
Co
mpa
ny
35 0
00
1.3.
6 Ex
pand
trai
ning
to fa
rmer
s ( a
ccre
dite
d / c
erti-
fiabl
e m
odul
es ) t
hrou
gh F
acili
tato
r’s T
rain
ings
and
st
ep-d
own
train
ings
del
iver
ed th
roug
h FF
Ss a
nd e
x-te
nsio
n se
rvic
es. E
nsur
e tra
iner
s ar
e ad
equa
tely
re
sour
ced
( leas
ed tr
ansp
ort t
o us
ers,
trai
ning
ma-
teria
ls, t
ools
& s
pace
) to
prov
ide
effe
ctiv
e, fr
eque
nt
and
adeq
uate
trai
ning
s.
3Fa
rmer
s, e
xten
-si
on s
ervi
ces
Min
imum
of f
our F
FS / F
BS
Faci
litat
ors’
Tra
inin
gs ;
min
imum
of 1
2 st
ep-d
own
train
-in
gs ( i
.e. t
wo p
er A
gric
ultu
ral
Regi
on )
Certi
fiabl
e tra
inin
g m
odul
es d
evel
oped
;nu
mbe
r of f
arm
ers
succ
essf
ully
trai
ned
DOA
NAW
FA, U
TG
( Sch
ools
of
Agric
ultu
re &
Bu
sine
ss )
FAO
Food
Se
curit
y th
roug
h Co
mm
erci
aliza
tion
of A
gric
ultu
re &
FAO
Coun
try
Prog
ram
min
g Fr
amew
ork (
CPF )
( P
riorit
y 1
and
2 )
120
000
1.3.
7 Fa
cilit
ate
regi
stra
tion
of S
GAs
and
othe
r ses
a-m
e pr
oduc
ers
with
DOA
–Re
gist
rar o
f Coo
pera
tives
, an
d ot
her s
tatu
tory
regi
ster
ing
bodi
es s
o th
ey c
an
rece
ive
train
ing
and
exte
nsio
n se
rvic
es.
3SG
As, f
arm
ers
asso
ciat
ions
With
in th
ree
year
s 75
% o
f ses
ame
prod
ucer
s as
soci
atio
ns re
gist
ered
Regi
stra
rs’ r
ecor
dsNC
C–se
sa-
me /
Apex
DOA,
MFI
s,
NACC
UG75
000
1.3.
8 En
sure
trai
ning
s re
mai
n ap
prop
riate
and
re-
spon
d to
farm
ers’
nee
ds th
roug
h th
e co
mpl
etio
n of
re
gula
r ass
essm
ent / m
onito
ring
( thi
rd p
arty
) of t
he
train
ings
, inc
ludi
ng u
se o
f a c
omm
unity
‘sco
re c
ard
syst
em’ t
o ob
tain
feed
back
.
3Fa
rmer
s, e
xten
-si
on s
ervi
ces
One
mon
itorin
g / a
sses
smen
t us-
ing
com
mun
ity s
core
car
ds y
early
Eval
uatio
n re
port
DOA
( thi
rd
party
aud
i-to
rs )
UTG,
DCD
&
NARI
20 0
00
1.3.
9 Tr
ain
mor
e tra
iner
s of
trai
ners
in th
e pr
ivat
e se
ctor
( bus
ines
s de
velo
pmen
t ser
vice
pro
vide
rs ) t
o ac
hiev
e na
tionw
ide
cove
rage
of t
rain
ing
capa
city
in
sesa
me
prod
uctio
n ( in
put s
ide,
pro
duct
ion,
pos
t-ha
rves
t, pr
oces
sing
and
mar
ketin
g )
2Fa
rmer
s, e
xten
-si
on s
ervi
ces
Four
trai
ning
of t
rain
ers
cond
ucte
d ( s
ix a
gric
ultu
re re
gion
s to
geth
er )
Regi
ster
s of
trai
ning
sDO
AGI
EPA,
In
tern
atio
nal
Labo
ur
Orga
niza
tion,
NC
C–se
s-am
e / Ap
ex,
NAW
FA, U
TG
FAO
– CP
F ( P
riorit
y 1 )
80 0
00
1.3.
10 In
crea
se th
e fie
ld m
onito
ring
of fa
rmer
s,
FFSs
, SGA
s, fa
rmer
s as
soci
atio
ns a
nd c
oope
rativ
es
to e
nsur
e GA
P an
d po
st-h
arve
st p
ract
ices
are
act
u-al
ly o
bser
ved ;
use
vol
unte
er fa
rmer
‘sco
uts’
to p
ro-
vide
impr
ompt
u ch
ecks
/ vis
its o
n m
embe
rs’ f
arm
s.
Mai
ntai
n re
cord
s of
per
form
ance
.
3W
hole
val
ue
chai
nTw
elve
mon
itorin
g vi
sits
/ ass
ess-
men
ts p
er y
ear
Fiel
d in
spec
tion
re-
ports
;co
nsol
idat
ed m
onito
r-in
g re
port
DOA
NCC–
ses-
ame /
Apex
, NA
WFA
, DCD
&
NARI
FAO
– CP
F ( P
riorit
y 1 )
40 0
00
43PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTORSt
rate
gic
obje
ctiv
e 1 :
Incr
ease
in a
sus
tain
able
man
ner t
he v
olum
e of
ses
ame
prod
uctio
n in
the
Gam
bia.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
Obj
ectiv
ely
Verif
iabl
e In
dica
tors
( OV
Is )
Mea
ns o
f ve
rific
atio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
plem
entin
g pa
rtne
rs
Exis
ting
prog
ram
mes
or
pot
entia
l su
ppor
t
Estim
ated
co
sts
( US $
)( 5
yea
rs )
1.4
Impl
emen
t ad
equa
te m
echa
-ni
sms
to s
uppo
rt in
crea
sed
pro-
duct
ion.
1.4.
1 Li
nk m
icro
fina
ncie
rs ( S
ocia
l Dev
elop
men
t Fu
nd ) t
o se
sam
e gr
ower
s as
soci
atio
ns to
faci
litat
e th
e pu
rcha
se / r
enew
al o
f tar
paul
ins
and
deve
lop-
men
t of a
ppro
pria
te d
ryin
g an
d st
orag
e fa
cilit
ies
at
farm
/ vill
age
leve
l.
3W
hole
val
ue
chai
nM
eetin
gs h
eld ;
agre
emen
t est
ablis
hed ;
mic
rolo
ans
disc
usse
d wi
th a
sso-
ciat
ions
SGAs
fund
ed to
pro
-cu
re h
arve
stin
g an
d st
orag
e to
ols
&
equi
pmen
t
MOT
IEM
FIs,
NCC
–se
sam
e / Ap
ex,
NAW
FA
20 0
00
1.4.
2 Es
tabl
ish
a cr
edit
guar
ante
e sc
hem
e to
cov
er
smal
lhol
ders
whe
re th
ey la
ck th
e co
llate
ral r
equi
red
to a
cces
s bo
rrowi
ng fr
om n
on-b
ank
finan
cial
inst
i-tu
tions
and
com
mer
cial
ban
ks.
1St
akeh
olde
rs in
se
sam
e va
lue
chai
n
Cred
it gu
aran
tee
sche
mes
est
ab-
lishe
dRe
port
on e
valu
atio
n of
fina
ncia
l ser
vice
sM
OTIE
/ EIF,
DO
A–Ag
ribus
ines
s,
new
apex
sec
-re
taria
t
All r
elev
ant
stak
ehol
ders
80 0
00
1.4.
3 Pi
lot a
sto
rage
bas
ed c
redi
t fac
ilita
tion
mec
h-an
ism
( war
ehou
se re
ceip
t sys
tem
) in
colla
bora
tion
with
com
mer
cial
ban
ks o
r MFI
s an
d GS
B to
faci
li-ta
te th
e us
e of
ded
icat
ed s
tora
ge fo
r ses
ame.
2W
hole
val
ue
chai
nFo
ur n
ew w
areh
ouse
rece
ipt s
ys-
tem
s es
tabl
ishe
d ( N
BR, W
est
Coas
t Reg
ion,
Low
er R
iver
Reg
ion
& U
RR ) ;
two
exis
ting
stor
es a
dapt
ed ( C
RR
North
& C
RR S
outh
)
Reco
rds
of o
pera
tion
MOT
IEBa
nks,
Mic
ro-
cred
it un
ions
, M
OFEA
, GSB
, NC
C–se
sa-
me /
Apex
200
000
1.4.
4 M
onito
r vill
age /
com
mun
ity le
vel / d
istri
ct le
v-el
sto
rage
faci
litie
s ( w
areh
ouse
rece
ipt s
yste
ms )
to
ensu
re th
at th
ey a
re a
ligne
d to
qua
lity
requ
irem
ents
an
d st
anda
rds.
2W
hole
val
ue
chai
nOn
e m
onito
ring
per y
ear
Fiel
d in
spec
tion
re-
ports
; m
onito
ring
repo
rts
GSB
MOT
IE, b
anks
, m
icro
cred
-it
unio
ns,
MOF
EA, N
CC-
sesa
me /
Apex
15 0
00
1.4.
5 Su
ppor
t a p
ilot s
chem
e to
fund
irrig
atio
n to
in
crea
se th
e cr
oppi
ng s
easo
n : in
stea
d of
gro
wing
se
sam
e on
ce a
yea
r, cu
ltiva
te it
2–3
tim
es a
yea
r. NA
RI-in
itiat
ed s
chem
e at
Sap
u ; n
umer
ous
rice
and
vege
tabl
e irr
igat
ion
and
deve
lopm
ent s
chem
es o
n wh
ich
som
e le
vera
ging
is p
ossi
ble
to a
ccom
mo-
date
ses
ame,
esp
ecia
lly th
e re
porte
d fa
llow
land
s in
San
du, W
uli a
nd K
anto
ra a
reas
in th
e Up
per R
iver
Di
visi
on.
2Se
sam
e pr
o-du
cers
, bor
e-ho
le d
rille
rs a
nd
equi
pmen
t sup
-pl
iers
, oth
er
farm
ers
& N
ARI
Four
pilo
ts to
be
initi
ally
sup
port-
ed ( S
apu,
Giro
baKu
nda,
Cha
men
NB
R &
Yun
dum
Site
)
Resu
lts o
f pilo
tsNA
RIM
OTIE
( EIF
), M
inis
try o
f Fi
sher
ies
&
Wat
er R
esou
rces
, NC
C–se
sa-
me /
Apex
, wat
er
supp
ly c
ontra
c-to
rs
FAO
– CP
F ( P
riorit
y 1 )
70 0
00
44 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 2 :
Stre
ngth
en th
e co
ordi
natio
n, o
rgan
izatio
n an
d in
stitu
tiona
l arra
ngem
ents
of t
he s
esam
e se
ctor
sup
port
inst
itutio
ns fo
r bet
ter s
ervi
ce d
eliv
ery.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
O
bjec
tivel
y Ve
rifia
ble
Indi
cato
rs (
OVIs
)
Mea
ns o
f ve
rific
atio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
plem
entin
g pa
rtne
rs
Exis
ting
prog
ram
mes
or
pot
entia
l su
ppor
t
Estim
ated
co
sts
( US $
) ( 5
ye
ars )
2.1
Incr
ease
th
e de
vel-
opm
ent o
f th
e se
ctor
by
impr
ov-
ing
its g
ov-
erna
nce
and
trans
par-
ency
.
2.1.
1 Fo
rmal
ize a
repr
esen
tativ
e 50
% p
ublic
/ 50 %
priv
ate
sect
or d
ia-
logu
e pl
atfo
rm ( N
CC–s
esam
e ) to
org
anize
the
stru
ctur
e an
d de
velo
p-m
ent o
f the
sec
tor.
3W
hole
val
ue
chai
n N
CC–s
esam
e en
dors
ed
and
oper
atio
naliz
ed ;
re-
sour
ces
allo
cate
d ; i
nter
-na
l reg
ulat
ions
com
plet
ed
Min
istry
end
orse
-m
ent ;
regu
latio
ns d
ocu-
men
ts
MOT
IE ( E
IF )
Priv
ate
sect
or, N
AWFA
, SG
As, M
OA, M
OFEA
, NA
COFA
G
EIF–
SCED
P10
000
2.1.
2 De
fine
a ro
adm
ap to
ward
s es
tabl
ishi
ng a
n ap
ex b
ody
to re
pre-
sent
the
inte
rest
s of
all
the
diffe
rent
sta
keho
lder
s an
d lo
bby
in fa
vour
of
the
sect
or. D
etai
l the
ste
ps to
ward
s a
natio
nal f
orum
.
3W
hole
val
ue
chai
nPl
an o
f act
ion
crea
ted
EIF
prog
ress
repo
rtson
sec
tor o
rgan
izat
ion
and
capa
city
-bui
ldin
g
MOT
IE ( E
IF )
NAW
FA, N
ACOF
AG,
GCCI
EIF–
SCED
P3
000
2.1.
3 Or
gani
ze a
Nat
iona
l Ses
ame
Foru
m to
kic
k-st
art t
he p
roce
ss
of e
stab
lishi
ng a
n ap
ex b
ody
by b
ringi
ng to
geth
er a
ll se
sam
e st
ake-
hold
ers
in a
fair
repr
esen
tatio
n be
twee
n th
e di
ffere
nt le
vels
of t
he v
al-
ue c
hain
.
2W
hole
val
ue
chai
nFo
rum
hel
d ;de
cisi
on to
est
ablis
h an
ap
ex b
ody
endo
rsed
Min
utes
of f
orum
NCC–
sesa
me
MOT
IE ( E
IF ),
NAW
FA,
NACO
FAG,
GCC
I, ex
-po
rters
, tra
ders
20 0
00
2.1.
4 En
sure
sec
tor o
rgan
izat
ions
( ass
ocia
tions
, coo
pera
tives
, uni
ons )
ha
ve le
gal r
ecog
nitio
n, a
re a
ccou
ntab
le, a
nd th
at th
ey o
bser
ve c
orpo
-ra
te g
over
nanc
e pr
actic
es b
y ad
herin
g to
thei
r con
stitu
tions
( hol
ding
re
gula
r dem
ocra
tic e
lect
ions
for o
ffice
bea
rers
, pub
lishi
ng a
udite
d ac
-co
unts
ann
ually
, acc
ount
ing
for p
roje
ct fu
nds
regu
larly
and
pro
vidi
ng
supp
ort s
ervi
ces
to th
eir m
embe
rs ).
3W
hole
val
ue
chai
nAl
l ses
ame
sect
or a
sso-
ciat
ions
pub
lish
thei
r an-
nual
fina
ncia
l and
act
ivity
re
ports
Repo
rtsM
inis
try o
f Ju
stic
eNA
COFA
G, N
CC–s
esa-
me /
Apex
30 0
00
2.1.
5 Pr
ovid
e ca
paci
ty-b
uild
ing
in b
usin
ess
man
agem
ent (
corp
orat
e go
vern
ance
; rul
es a
nd o
blig
atio
ns re
late
d to
con
tract
ual a
gree
men
ts
and
nego
tiatio
ns ) t
o as
soci
atio
ns a
nd c
oope
rativ
es th
roug
h FB
Ss o
r bu
sine
ss d
evel
opm
ent s
ervi
ce p
rovi
ders
( net
work
) to
incr
ease
effi
-ci
enci
es, p
rom
ote
trans
pare
ncy
and
lowe
r inc
iden
ces
of c
orru
ptio
n.
2W
hole
val
ue
chai
nTw
o tra
inin
gs a
nnua
lly ;
com
plet
ed a
sses
smen
t of
train
ing
resu
lts
Parti
cipa
nts’
cer
tif-
icat
es ;
perfo
rman
ce e
val-
uatio
n
GIEP
ANC
C–Se
sam
e / Ap
ex,
MOT
IE, N
AWFA
, ass
o-ci
atio
ns, G
CCI
50 0
00
2.1.
6 En
sure
the
sesa
me
prod
ucin
g as
soci
atio
ns a
nd c
oope
rativ
es
are
regu
larly
mon
itore
d to
ens
ure
good
man
agem
ent a
nd g
over
nanc
e pr
actic
es a
re a
pplie
d. E
nsur
e re
gula
r aud
iting
of c
oope
rativ
es’ f
inan
-ci
al a
ctiv
ity re
ports
, and
revi
sion
s of
con
stitu
tions
, by-
laws
and
tax
paym
ents
, etc
.
2Se
sam
e pr
oduc
ers
&
proc
esso
rs
One
mon
itorin
g pe
r yea
rAn
nual
Gen
eral
M
eetin
g an
d in
de-
pend
ent a
udit
repo
rts ;
mon
itorin
g re
ports
DOA–
Agrib
usin
ess
NCC–
Sesa
me /
Apex
, M
OTIE
, NAW
FA,
GIEP
A, a
ssoc
iatio
ns,
GCCI
20 0
00
2.1.
7 Pr
ovid
e su
ppor
t to
the
revi
ew o
f stra
tegi
c pl
ans
for p
rodu
cers
an
d pr
oces
sors
gro
ups
and,
as
requ
ired,
dev
elop
new
feas
ible
and
re-
alis
tic o
nes
for f
aste
r sec
tor d
evel
opm
ent a
nd m
ore
effe
ctiv
e se
rvic
e de
liver
y.
1Pr
oduc
ers
and
proc
es-
sors
Stra
tegi
c pl
ans
revi
sed
or
prod
uced
Docu
men
tsGI
EPA
DOA–
Agrib
usin
ess,
NCC–
Sesa
me /
Apex
, NA
WFA
, UTG
30 0
00
2.1.
8 Pr
ovid
e ta
rget
ed s
uppo
rt to
ass
ocia
tions
and
coo
pera
tives
to im
-pl
emen
t the
ir st
rate
gic /
busi
ness
pla
ns ( c
ouns
ellin
g, tr
aini
ng, e
tc. ).
1Pr
oduc
ers
and
proc
es-
sors
Targ
eted
trai
ning
or c
oun-
selli
ng p
rovi
ded
Sect
or p
erfo
rman
ce
eval
uatio
n re
ports
GIEP
ADO
A–Ag
ribus
ines
s,NC
C–Se
sam
e / Ap
ex,
NAW
FA, U
TG
20 0
00
2.2
Esta
blis
h an
ape
x bo
dy to
rep-
rese
nt th
e se
ctor
.
2.2.
1 Pr
ivat
e se
ctor
repr
esen
tativ
es to
def
ine
and
impl
emen
t a ro
ad-
map
towa
rds
esta
blis
hing
an
apex
bod
y to
repr
esen
t the
inte
rest
s of
al
l the
diff
eren
t priv
ate
sect
or s
take
hold
ers
and
lobb
y in
favo
ur o
f the
se
ctor
.
3W
hole
val
ue
chai
nM
eetin
gs o
f priv
ate
sec-
tor h
eld ;
road
map
def
ined
;st
atut
es re
gist
ered
;m
embe
rs re
gist
ered
;se
cret
aria
t ope
ratio
nal
Mee
ting
repo
rts ;
docu
men
ts ;
regi
stry
num
ber ;
mem
bers
hip
fees
;st
aff a
nd b
udge
t of
secr
etar
iat
MOT
IENC
C–Se
sam
e,NA
WFA
and
SGA
s,
seed
gro
wers
, far
mer
or
gani
zatio
ns, e
xpor
t-er
s, G
CCI,
NACO
FAG
EIF-
SCE
DP50
000
45PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTORSt
rate
gic
obje
ctiv
e 2 :
Stre
ngth
en th
e co
ordi
natio
n, o
rgan
izatio
n an
d in
stitu
tiona
l arra
ngem
ents
of t
he s
esam
e se
ctor
sup
port
inst
itutio
ns fo
r bet
ter s
ervi
ce d
eliv
ery.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
O
bjec
tivel
y Ve
rifia
ble
Indi
cato
rs (
OVIs
)
Mea
ns o
f ve
rific
atio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
plem
entin
g pa
rtne
rs
Exis
ting
prog
ram
mes
or
pot
entia
l su
ppor
t
Estim
ated
co
sts
( US $
) ( 5
ye
ars )
2.2
Esta
blis
h an
ape
x bo
dy to
rep-
rese
nt th
e se
ctor
.
2.2.
2 Cr
eate
and
impl
emen
t a s
usta
inab
ility
pla
n fo
r the
new
ly e
stab
-lis
hed
apex
inst
itutio
n, in
clud
ing
optio
ns fo
r res
ourc
e m
obili
zatio
n th
roug
h pr
ovis
ion
of s
ervi
ces
( mar
ket i
nfor
mat
ion,
etc
. ) to
mem
bers
.
3Ap
ex in
-st
itutio
n,
whol
e va
lue
chai
n
Sust
aina
bilit
y pl
an e
stab
-lis
hed
and
valid
ated
by
mem
bers
;pl
an re
sour
ced
and
impl
e-m
ente
d
Sust
aina
bilit
y pl
an ;
valid
atio
n re
port ;
budg
et a
lloca
tion
NCC–
sesa
-m
e / Ap
exNA
WFA
and
SGA
s,
seed
gro
wers
, far
mer
or
gani
zatio
ns, e
xpor
t-er
s, G
CCI,
NACO
FAG
30 0
00
2.2.
3 Cl
arify
role
s an
d re
spon
sibi
litie
s of
the
sect
or s
take
hold
ers
to
ensu
re e
ffect
ive
oper
atio
n of
the
sect
or.
1W
hole
val
ue
chai
nCh
art o
f sec
tor w
ith ro
les
and
resp
onsi
bilit
ies
of v
ar-
ious
inst
itutio
ns a
dopt
-ed
by
mem
bers
of t
he a
pex
body
Char
t ;va
lidat
ion
reco
rdNC
C–se
sa-
me /
Apex
NAW
FA a
nd S
GAs,
se
ed g
rowe
rs, f
arm
er
orga
niza
tions
, exp
ort-
ers,
GCC
I, NA
COFA
G
10 0
00
2.3
Stre
ngth
en
the
sec-
tor t
hrou
gh
mor
e re
-sp
onsi
ve in
-st
itutio
ns.
2.3.
1 Si
gn a
n M
oU w
ith D
OA to
col
labo
rate
on
prov
idin
g im
prov
ed e
x-te
nsio
n se
rvic
es to
ses
ame
grow
ers.
2Fa
rmer
sM
oU s
igne
dM
oU d
ocum
ent
NCC–
sesa
-m
e / Ap
exDO
A, M
OTIE
2 00
0
2.3.
2 Un
derta
ke a
nat
ionw
ide
tour
by
DOA
and
rele
vant
sta
keho
lder
s to
se
nsiti
ze s
esam
e gr
ower
s on
the
mod
aliti
es o
f reg
iste
ring
as c
oope
ra-
tive
soci
etie
s an
d th
e be
nefit
s th
at a
ccru
e to
mem
bers
.
2Fa
rmer
sBi
late
ral m
eetin
gs ;
com
mun
icat
ion
effo
rtsRe
port
of m
eetin
gs ;
med
ia c
over
age
DOA
NARI
, NAW
FA, G
CCI
20 0
00
2.3.
3 Re
juve
nate
coo
pera
tive
cred
it un
ions
for s
esam
e gr
ower
s to
pro
-vi
de fa
rmer
s wi
th a
fford
able
cre
dit t
o en
able
them
acq
uire
farm
in-
puts
to b
oost
pro
duct
ion
( ferti
lizer
s, p
estic
ides
, mac
hine
ry a
nd to
ols )
th
roug
h m
icro
loan
s / gr
ants
or s
hare
d wi
thin
coo
pera
tives
.
3Fa
rmer
sVo
lum
e of
cre
dit f
unds
di
sbur
sed ;
conf
irmed
acc
ess
of fa
rm-
ers
to M
FIs
Annu
al re
ports
by
cred
it un
ions
;ci
rcul
ariz
atio
n of
fa
rmer
s’ to
est
ablis
h so
urce
s of
fund
ing
MFI
s, c
om-
mer
cial
& in
-ve
stm
ent
bank
s
Natio
nal S
esam
e Fo
rum
, MOA
/ DOA
, M
OTIE
( EIF
)
300
000
2.4
Ensu
re
adeq
uate
po
licie
s su
ppor
t the
de
velo
pmen
t of
the
sec-
tor.
2.4.
1. E
leva
te s
esam
e to
the
leve
l of a
prio
rity
stat
us c
rop
at N
ARI a
nd
DOA
and
allo
cate
hig
her r
esou
rces
to re
sear
ch a
nd s
uppo
rt of
ses
ame,
es
peci
ally
see
d m
ultip
licat
ion
effo
rts.
3NA
RI &
wh
ole
valu
e ch
ain
Sesa
me
cons
ider
ed a
pri-
ority
cro
p ;30
% in
crea
se in
reso
urce
s fo
r mul
tiplic
atio
n
Repo
rts s
how
prio
r-iti
zed
stat
us ;
budg
et a
lloca
tions
MOA
NCC–
sesa
me
/ Ape
x,
NARI
, SGA
s, N
AWFA
100
000
2.4.
2. E
nsur
e re
gula
r and
ade
quat
e co
llect
ion
and
anal
ysis
of s
esam
e pr
oduc
tion
data
to e
nsur
e ef
fect
ive
plan
ning
.3
Who
le v
alue
ch
ain
Dedi
cate
d re
sour
ces
to
colle
ctin
g pr
oduc
tion
fig-
ures
; in
form
atio
n ea
sily
ava
il-ab
le
Budg
et a
lloca
tion
to
sesa
me ;
repo
rts
MOA
MOT
IE50
000
2.4.
3.En
sure
the
Natio
nal S
eed
Polic
y an
d its
reco
mm
enda
tions
for
sesa
me
get i
mpl
emen
ted
and
revi
sed
base
d on
the
evol
ving
con
text
of
the
sect
or.
2NA
RI &
wh
ole
valu
e ch
ain
Reso
urce
s al
loca
ted
to im
-pl
emen
ting
Seed
Pol
icy
Activ
ity re
ports
NARI
MOF
EA, M
OA, M
OTIE
, NC
C–se
sam
e / Ap
ex50
000
2.4.
4 Or
gani
ze a
lobb
y an
d ad
voca
cy c
ampa
ign
to d
efen
d th
e in
tere
sts
of th
e se
ctor
to p
olic
y m
aker
s an
d de
cisi
on m
aker
s.2
Who
le v
alue
ch
ain
Lobb
y an
d ad
voca
cy e
f-fo
rts im
plem
ente
dRe
port
of a
ctiv
ityNC
C–se
sa-
me /
Apex
NAW
FA, N
ACOF
AG40
000
2.4.
5 Li
aise
with
the
key
supp
ort a
genc
ies
( NAR
I, GI
EPA,
MOT
IE a
nd
MOA
) to
ensu
re th
at s
esam
e’s
stat
us is
sca
led
up in
eac
h ag
ency
and
th
ese
agen
cies
inco
rpor
ate
sesa
me
in th
eir p
rogr
amm
es.
2W
hole
val
ue
chai
nBi
annu
al m
eetin
g he
ld ;
activ
ities
from
key
inst
itu-
tions
dire
cted
at s
esam
e
Repo
rts o
f mee
tings
;ac
tivity
repo
rtsNC
C–se
sa-
me /
Apex
NARI
, GIE
PA, M
OTIE
, DO
P5
000
46 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 3 :
Impr
ove
mar
ket d
evel
opm
ent m
etho
ds to
incr
ease
dom
estic
pro
duct
ion /
cons
umpt
ion
and
expa
nd e
xpor
ts in
val
ue a
nd v
olum
es.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
O
bjec
tivel
y Ve
rifia
ble
Indi
cato
rs (
OVIs
)
Mea
ns o
f ver
ifica
tion
Lead
ing
impl
emen
ting
part
ners
Supp
ortin
g im
ple-
men
ting
part
ners
Exis
ting
pro-
gram
mes
or p
o-te
ntia
l sup
port
Estim
ated
co
sts
( US $
)( 5
yea
rs )
3.1
Ensu
re a
d-he
renc
e to
ses
-am
e st
anda
rds
and
qual
ity re
-qu
irem
ents
.
3.1.
1 Tr
ain
valu
e ch
ain
stak
ehol
ders
on
the
impo
r-ta
nce
of q
ualit
y as
sura
nce,
sta
ndar
ds, c
ertif
icat
ion
and
buye
r pre
fere
nces
. Pro
vide
exa
mpl
e fro
m k
ey
dest
inat
ion
mar
kets
.
3Se
sam
e st
ake-
hold
ers
One
train
ing
annu
ally
Trai
ning
repo
rtsNA
RIFQ
A, G
IEPA
, MOT
IE,
NCC–
sesa
me /
Apex
EIF
– SC
EDP
60 0
00
3.1.
2 Pi
lot a
val
ue c
hain
qua
lity
man
agem
ent i
niti-
ativ
e by
trai
ning
, sup
porti
ng a
nd a
uditi
ng s
elec
ted
valu
e ch
ain
stak
ehol
ders
to k
ey q
ualit
y ac
cred
ita-
tions
( ISO
, Cod
ex C
omm
ittee
and
Sta
ndar
ds B
urea
u ce
rtific
atio
n, H
azar
d An
alys
is a
nd C
ritic
al C
ontro
l Po
ints
) and
whe
re p
ossi
ble
orga
nic
and /
or fa
ir tra
de
mar
k.
2Se
sam
e st
ake-
hold
ers
Num
ber o
f gro
ups /
asso
ci-
atio
ns c
ertif
ied
Certi
ficat
ion
from
ac-
cred
ited
bodi
esGS
BGI
EPA,
MOT
IE,
NARI
, DOA
, Cod
ex
Com
mitt
ee, G
CCI,
NCC–
sesa
me /
Apex
100
000
3.1.
3 Se
t a ti
me
limit
and
clea
r mile
ston
es to
ens
ure
seed
mul
tiplic
atio
n, d
istri
butio
n an
d pr
oduc
tion
pro-
cess
es h
ave
min
imal
adu
ltera
tion
of s
esam
e se
eds.
Th
is w
ill s
erve
as
a be
nchm
ark
to e
valu
ate
adhe
renc
e to
qua
lity
requ
irem
ents
.
3W
hole
val
ue
chai
nTi
mel
ine
and
mile
ston
es
esta
blis
hed ;
resu
lts m
onito
red
Mon
itorin
g re
ports
NARI
GSB
( aud
itor )
, M
OTIE
, DOA
, NCC
–se
sam
e / Ap
ex
EIF
– SC
EDP
35 0
00
3.1.
4 Es
tabl
ish
a sp
ecifi
c st
anda
rd fo
r ses
ame
seed
s an
d pr
oduc
ts.
3W
hole
val
ue
chai
nSp
ecifi
c st
anda
rds
esta
b-lis
hed
by G
SB fo
r ses
ame
seed
s an
d pr
oduc
ts
Spec
ific
stan
dard
;pe
riodi
c re
ports
;qu
arte
rly a
nd a
nnua
l re
ports
of G
SB
GSB
MOT
IE, M
OA, N
CC–
sesa
me /
Apex
EIF
– SC
EDP
20 0
00
3.1.
5 Es
tabl
ish
an in
depe
nden
t and
acc
redi
ted
lab-
orat
ory
for t
estin
g se
sam
e se
eds
and
prod
ucts
ac-
cord
ing
to th
e es
tabl
ishe
d st
anda
rds.
3Pr
oces
sors
, ex-
porte
rsAc
cred
ited
labo
rato
ry o
p-er
atio
nal
Num
ber o
f tes
ts c
on-
duct
ed p
er y
ear a
nd
resu
lts
MOT
IEGS
B, F
ood
Safe
ty
& Q
ualit
y Au
thor
ity,
NCC
–ses
a-m
e / Ap
ex, N
ARI
30 0
00
3.2
Deve
lop
mar
ket i
nfor
-m
atio
n sy
stem
s fo
r the
ses
a-m
e se
ctor
to e
n-su
re e
ffect
ive
diss
emin
atio
n of
opp
ortu
nitie
s an
d re
quire
-m
ents
.
3.2.
1 Im
plem
ent a
mar
ket i
nfor
mat
ion
syst
em th
at
enab
les
valu
e ch
ain
stak
ehol
ders
to h
ave
bette
r kn
owle
dge
of p
rice
varia
tions
and
em
powe
r the
m to
m
ake
mar
ket d
ecis
ions
.
3W
hole
val
ue
chai
nM
arke
t pric
e sy
stem
ope
r-at
iona
l ;75
% o
f val
ue c
hain
sta
ke-
hold
ers
have
eas
y ac
cess
to
mar
ket p
rices
in th
ree
year
s
Mar
ket r
epor
ts ;
usag
e re
ports
NCC–
sesa
me /
Apex
MOT
IE, G
IEPA
, NA
WFA
50 0
00
3.2.
2 Us
e lo
cal m
edia
and
onl
ine
faci
litie
s ( in
clud
ing
cell
phon
e br
oadc
asts
) to
give
farm
ers,
pro
cess
ors
and
expo
rters
mar
ket t
rend
s ( d
eman
d an
d su
pply
) an
d pr
evai
ling
pric
es.
2St
akeh
olde
rs
in th
e se
sam
e va
lue
chai
n
One
publ
ic m
arke
t pric
e re
-po
rt in
mul
tiple
lang
uage
s ev
ery
two
days
dur
ing
the
sesa
me
cam
paig
n
Med
ia re
ports
DOA
NCC–
sesa
-m
e / Ap
ex, M
OTIE
, NA
WFA
, GIE
PA
25 0
00
3.2.
3 Pr
ovid
e al
l ses
ame
sect
or s
take
hold
ers
with
up
date
d an
d re
leva
nt m
arke
t inf
orm
atio
n re
late
d to
qu
ality
sta
ndar
ds, b
uyer
pre
fere
nces
and
mar
ket d
y-na
mic
s.
2W
hole
val
ue
chai
nM
arke
t inf
orm
atio
n ea
sily
av
aila
ble
Usag
e re
ports
MOT
IETr
ade
info
rmat
ion
netw
ork,
NAW
FAEI
F –
SCED
P25
000
47PLAN OF ACTION FOR THE GAMBIA’S SESAME SECTORSt
rate
gic
obje
ctiv
e 3 :
Impr
ove
mar
ket d
evel
opm
ent m
etho
ds to
incr
ease
dom
estic
pro
duct
ion /
cons
umpt
ion
and
expa
nd e
xpor
ts in
val
ue a
nd v
olum
es.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
easu
res /
O
bjec
tivel
y Ve
rifia
ble
Indi
cato
rs (
OVIs
)
Mea
ns o
f ver
ifica
tion
Lead
ing
impl
emen
ting
part
ners
Supp
ortin
g im
ple-
men
ting
part
ners
Exis
ting
pro-
gram
mes
or p
o-te
ntia
l sup
port
Estim
ated
co
sts
( US $
)( 5
yea
rs )
3.3
Impr
ove
the
pres
enta
tion
of
proc
esse
d se
s-am
e pr
oduc
ts.
3.3.
1 Tr
ain
proc
esso
rs a
nd e
xpor
ters
ext
ensi
vely
on
buye
r req
uire
men
ts, i
nter
natio
nal s
tand
ards
, pac
k-ag
ing,
etc
. to
prom
ote
alig
nmen
t.
2Pr
oces
sors
, ex-
porte
rsAl
l pro
cess
ors
and
expo
rt-er
s tra
ined
in fi
ve y
ears
Trai
ning
repo
rtsGI
EPA
MOT
IE15
000
3.3.
2 Pr
omot
e th
e us
e of
mor
e pr
esen
tabl
e pa
ckag
-in
g m
ater
ial a
nd m
etho
ds to
impr
ove
the
appe
al o
f pr
oduc
ts.
1Pr
oces
sors
, co
nsum
ers
Qual
ity p
acka
ging
on
75 %
of
ses
ame
prod
ucts
sol
d in
th
e Ga
mbi
a
Revi
ew o
f pro
duct
s so
ld / e
xpor
ted
MOT
IEGC
CI, G
IEPA
, NCC
–se
sam
e / Ap
exEI
F –
SCED
P10
000
3.4.
Incr
ease
sa
les
in lo
cal
mar
kets
.
3.4.
1 Es
tabl
ish
a pr
omot
ion
and
mar
ketin
g ca
m-
paig
n to
pro
mot
e th
e co
nsum
ptio
n of
Gam
bian
ses
a-m
e pr
oduc
ts b
y in
dust
ry, h
otel
s, to
uris
ts a
nd p
rivat
e in
divi
dual
s.
1W
hole
val
ue
chai
n M
inim
um o
f thr
ee c
am-
paig
ns p
er y
ear v
ia m
edia
, co
nfer
ence
s, e
tc.
Med
ia re
ports
; in
crea
se in
loca
l sa
les
of s
esam
e pr
od-
ucts
NCC–
sesa
me /
Apex
MOT
IE, G
IEPA
, GC
CI, G
ambi
a To
uris
m A
utho
rity,
NACO
FAG
40 0
00
3.4.
2 Es
tabl
ish
spec
ializ
ed a
gree
men
ts w
ith re
stau
-ra
nt a
nd h
otel
sup
plie
rs fo
r the
m to
pro
mot
e se
sa-
me
prod
ucts
.
1Pr
oces
sors
, Di
strib
utor
s B
ilate
ral m
eetin
gs h
eld ;
ses
ame
prod
ucts
ava
ila-
ble ;
list
of d
istri
buto
rs
Min
utes
of m
eetin
gs ;
list
of d
istri
buto
rsNC
C–se
sam
e / Ap
exM
OTIE
, NGO
s, p
ro-
cess
ors
5 00
0
3.4.
3 Es
tabl
ish
colla
bora
tion
with
the
Gam
bia
Tour
ism
Aut
horit
y to
pro
mot
e co
nsum
ptio
n of
ses
-am
e pr
oduc
ts a
nd to
urs
of s
esam
e fa
rms
in o
rder
to
exp
and
sesa
me
cons
umpt
ion
and
prom
ote
agri-
tour
ism
.
1To
uris
m s
ecto
r, pr
oces
sors
Bila
tera
l mee
tings
hel
d ; M
oU b
etwe
en G
ambi
a To
uris
m A
utho
rity
and
NCC–
sesa
me /
Apex
; at
leas
t 25 %
of G
ambi
an h
o-te
ls c
onsu
min
g Ga
mbi
an
sesa
me
prod
ucts
Min
utes
of m
eetin
gs ;
MoU
doc
umen
t ; s
ales
repo
rts o
f pro
-ce
ssor
s
MOT
IEGa
mbi
a To
uris
m
Auth
ority
, NCC
–se
sam
e / Ap
ex, p
ro-
cess
ors
5 00
0
3.5
Iden
tify
and
capi
taliz
e on
in
tern
atio
nal
mar
ket o
ppor
tu-
nitie
s.
3.5.
1 Ba
sed
on m
arke
t rep
orts
pla
n on
e m
issi
on
per y
ear t
o po
tent
ial b
uyer
s ( C
hina
, Chi
nese
Tai
pei,
Japa
n, e
tc. )
to s
eek
mar
ket o
ppor
tuni
ties.
2Ex
porte
rs O
ne m
issi
on p
er y
ear
Lis
t of p
artic
ipan
ts
and
rela
ted
expe
n-di
ture
s
GIEP
AM
OTIE
/ EIF,
NCC
–se
sam
e / Ap
ex10
0 00
0
3.5.
2. E
nsur
e ac
tive
parti
cipa
tion
of s
esam
e se
ctor
st
akeh
olde
rs in
Tra
de F
air G
ambi
a.3
Proc
esso
rs a
nd
expo
rters
Ann
ual d
ispl
ay in
Tra
de
Fair
Gam
bia
to p
rom
ote
Gam
bian
ses
ame
Pic
ture
of d
ispl
ayGC
CINC
C–se
sa-
me /
Apex
, GIE
PA,
MOT
IE, e
xpor
ters
30 0
00
3.5.
3 Pr
ofile
Gam
bian
s of
the
dias
pora
who
alre
ady
cont
ribut
e si
gnifi
cant
ly to
For
ex re
ceip
ts, a
nd u
se
them
as
selli
ng p
oint
s an
d a
nich
e m
arke
t.
1Pr
oces
sors
and
ex
porte
rs O
f all
sesa
me
prod
ucts
, 5 %
exp
orte
d to
the
di-
aspo
ra
Rec
ords
of e
xpor
tsM
OTIE
/ EIF
NCC–
sesa
-m
e / Ap
ex, G
IEPA
50 0
00
3.5.
4 Or
gani
ze g
roup
s to
be
supp
orte
d in
acc
essi
ng
the
Fair
Trad
e m
arke
t.2
Farm
ers
NAW
FA o
r 10 %
of s
esam
e gr
ower
coo
pera
tives
cer
ti-fie
d fa
ir tra
de in
five
yea
rs
Cer
tific
ates
from
Fa
ir Tr
ade
Labe
lling
Or
gani
satio
n ( F
LO )
NAW
FAM
OTIE
, NCC
–ses
-am
e / Ap
ex, l
abou
r un
ions
40 0
00
48 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019St
rate
gic
obje
ctiv
e 4 :
Incr
ease
soc
ioec
onom
ic b
enef
its b
y pr
omot
ing
valu
e ad
ditio
n ac
ross
the
entir
e se
ctor
val
ue c
hain
.
Ope
ratio
nal
obje
ctiv
esAc
tiviti
esPr
iorit
y1=
low
2=m
ed3=
high
Bene
ficia
ries
Targ
et m
eas-
ures
/ O
bjec
tivel
y Ve
rifia
ble
Indi
cato
rs (
OVIs
)
Mea
ns o
f ver
ifi-
catio
nLe
adin
gim
plem
entin
g pa
rtne
rs
Supp
ortin
g im
ple-
men
ting
part
ners
Exis
ting
pro-
gram
mes
or
pote
ntia
l sup
-po
rt
Estim
ated
cos
ts( U
S $ )
( 5 y
ears
)
4.1
Faci
litat
e th
e gr
adua
l de-
velo
pmen
t of
sesa
me
pro-
cess
ing
in th
e Ga
mbi
a.
4.1.
1 Pr
ovid
e ta
rget
ed s
uppo
rt ( t
ax re
duct
ion,
redu
ced
soci
al c
harg
es, r
educ
ed u
tility
cos
ts, e
tc. )
for s
esam
e pr
oces
sors
( agr
opro
cess
ing )
for a
per
iod
of th
ree
year
s ( r
eass
esse
d ev
ery
year
) to
faci
litat
e th
e es
tabl
ishm
ent
and
deve
lopm
ent o
f the
indu
stry
.
2Pr
oces
sors
A re
duct
ion
of 5
%
in ta
xes
or s
ocia
l ch
arge
s ;10
% re
duct
ion
in
utili
ty c
osts
Gam
bia
Reve
nue
Auth
ority
sta
te-
men
ts ;
bills
of p
roce
ssor
s
MOF
EAM
OTIE
, MOA
GNAI
P
4.1.
2 Bu
ild th
e ca
paci
ty o
f exi
stin
g pr
oces
sing
faci
litie
s to
adh
ere
to q
ualit
y st
anda
rds,
thro
ugh
the
effo
rts o
f the
M
inis
try o
f Tra
de, G
SB a
nd d
evel
opm
ent p
artn
ers
( ini-
tially
EIF
), to
ach
ieve
a c
onsi
sten
t and
app
ropr
iate
flow
of
ses
ame
prod
ucts
, and
ass
ist w
ith m
arke
ting
deve
lop-
men
t.
2Pr
oces
sors
All p
roce
ssor
s tra
ined
and
mon
i-to
red
year
ly
Trai
ning
and
mon
-ito
ring
repo
rtsM
OTIE
GSB,
NCC
–ses
a-m
e / Ap
exEI
F –
SCED
P15
000
4.2
Redu
ce
wast
age
acro
ss
the
valu
e ch
ain.
4.2.
1 Pr
ovid
e tra
inin
g on
the
prod
uctio
n of
gre
en m
anur
e fro
m s
esam
e st
ems
as p
art o
f the
GAP
mod
ules
.2
Farm
ers
Twen
ty-f
our t
rain
-in
gs a
nnua
lly o
n pr
oduc
tion
of g
reen
m
anur
e
List
of p
artic
ipan
tsDO
ANA
WFA
, NAR
I, NC
C–se
sam
e / Ap
ex20
000
4.2.
2 Pi
lot a
com
mer
cial
izat
ion
sche
me
for s
esam
e ca
ke
( ani
mal
feed
mad
e fro
m re
sidu
es o
f oil
pres
sing
) for
the
loca
l mar
ket i
n or
der t
o in
crea
se fo
od p
rodu
ctio
n.
2Fa
rmer
sIn
five
yea
rs 7
5 % o
f se
sam
e oi
l was
te
sold
into
cak
e
Sale
s re
ports
MOT
IEM
OA, N
CC–s
esa-
me /
Apex
30 0
00
4.3
Stre
ngth
en
linka
ges
with
as
soci
ated
se
ctor
s to
gen
-er
ate
syne
r-gi
es.
4.3.
1 Pr
omot
e in
terc
ropp
ing
of s
esam
e wi
th o
ther
cro
ps
such
as
grou
ndnu
ts, c
ashe
w, m
aize
, etc
.3
Farm
ers
In th
ree
year
s 20
%
of s
esam
e pr
oduc
-tio
n is
from
inte
r-cr
oppi
ng
Mon
itorin
g re
ports
DOA
SGAs
, NAC
OFAG
, NA
WFA
, NCC
–ses
a-m
e / Ap
ex
10 0
00
4.3.
2 Li
aise
with
oth
er fa
rmer
s as
soci
atio
ns to
forg
e st
rong
uni
ons
for m
obili
zing
cred
it an
d so
urci
ng o
f far
m-
ing
requ
irem
ents
suc
h as
equ
ipm
ent,
chem
ical
s an
d tra
nspo
rt.
1Fa
rmer
sTh
ree
join
t ini
tia-
tives
with
oth
er a
s-so
ciat
ions
Repo
rts o
f ini
ti-at
ives
SGAs
NACO
FAG,
NAW
FA,
NCC–
sesa
me /
Apex
5 00
0
4.4.
Dev
elop
an
org
anic
pro
-du
ctio
n, p
ro-
cess
ing
and
mon
itorin
g sy
stem
for t
he
sesa
me
sect
or.
4.4.
1 Co
nduc
t a fe
asib
ility
stu
dy o
n th
e es
tabl
ishm
ent o
f an
org
anic
pro
duct
ion
and
mon
itorin
g sy
stem
for t
he s
es-
ame
sect
or.
2W
hole
val
ue
chai
nFe
asib
ility
stu
dy
cond
ucte
dRe
ports
GSB
DOA,
MOT
IE, N
CC–
sesa
me /
Apex
10 0
00
4.4.
2 Pr
omot
e or
gani
c ag
ricul
ture
to p
rom
ote
high
er v
al-
ue o
f the
ses
ame
crop
.2
Who
le v
alue
ch
ain
One
prom
otio
n ca
mpa
ign
per y
ears
( T
V pa
nel d
iscu
s-si
ons,
hal
f pag
e pr
int m
edia
adv
erts
, fo
lk m
edia
)
Med
ia re
ports
NCC–
sesa
-m
e / Ap
exDO
A, N
ARI,
GSB,
M
OTIE
20 0
00
4.4.
3 Pi
lot a
sch
eme
for p
rodu
cing
and
cer
tifyi
ng a
sm
all
perc
enta
ge o
f Gam
bian
ses
ame
prod
uctio
n.2
Who
le v
alue
ch
ain
Pilo
t im
plem
ente
dAs
sess
men
t re-
port
GSB
DOA,
MOT
IE, N
CC–
sesa
me /
Apex
30 0
00
Tota
lUS
$ 4
355
400
GM
D 15
3 81
4 09
8
49BIBLIOGRAPHY
BIBLIOGRAPHY
Bhatt, B.K., Dixit, S.K. and Darji, V.B., Department of Agri-cultural Statistics, Anand Agricultural University ( 2010 ). Monetary Evaluation of Sesame Based Intercropping Systems. Indian Journal of Agricultural Research, vol. 44, issue 2, pp. 146–149.
ITC ( 2013 ). Opportunity Study for the Development of Inclusive Tourism Activities in the Gambia.
ITC ( 2013 ). Quality Assurance Framework ( QAF ) for Cashew Nuts and Sesame Products in the Gambia.
Government of the Gambia ( 2010 ). Gambia National Ag-ricultural Investment Programme ( GNAIP ) 2011–2015.
Government of the Gambia ( n.d. ). Review of the State of Implementation of PRAIA Orientations ( on Land Ten-ure ) in the Gambia.
Nation, The ( Nigeria ) ( 15 November 2012 ). Sesame seed exports hit N210b. Available from http : / / thenationon-lineng.net / new / sesame-seed-exports-hitn210b /
Owens, Solomon J.E and Jack, Isatou ( 2003 ). Sesame Best Practices Study. Catholic Relief Services.
SESACO ( 2012 ). Sesame Producer Guide. United States.
Soil Association ( 2013 ). Organic Market Report 2013. Available from http : / / www.soilassociation.org / mar-ketreport.
United Nations Conference on Trade and Development ( n.d. ) ASYCUDA Database. Available from http : / / www.asycuda.org / dispcountry.asp?name=Gambia. Ac-cessed 9 August 2013.
51APPENDIX 1 : SECTOR STRATEGY DESIGN STAKEHOLDERS
APPENDIX 1 : SECTOR STRATEGY DESIGN STAKEHOLDERS
Name Organization
Kutubo Sanyang National Agricultural Research Institute ( NARI )
Modou Zack Sowe Gambia Investment and Export Promotion Agency ( GIEPA )
Basainey Jammeh Gambia Investment and Export Promotion Agency ( GIEPA )
Ajara Jallow Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )
Bubaucarr Sarr Sandika Petty Traders Association
Sulayman Fofana National Agricultural Research Institute ( NARI )
Omar Badjie UNIDO Country Programme / MOTIE
Ousman Bojang Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )
Saikou Jaiteh Jakaba Youth Dev. Association
Gibril Barry Ministry of Basic and Secondary Education ( MOBSE )
Mohammed E. Jammeh National Consultant, Sesame, University of the Gambia ( UTG )
Lamin Darboe Media Representative
Saihou Danso Agribusiness, Department of Agriculture ( DOA )
Amie Sanneh Media Representative
Beatrice Prom Gambia Chamber of Commerce and Industry ( GCCI )
Mr. Njaga Jawo Executive Director, National Women Farmers Association ( NaWFA ) ( Focal Point )
Fatou Samba Njai Secretary, National Women Farmers Association ( NAWFA )
Mai Sima Sonko President, National Women Farmers Association ( NAWFA )
Njundu Badje Gambia Investment and Export Promotion Agency ( GIEPA )
Fanding Saidkhan Regional Agricultural Office, Department of Agriculture
Assan Jallow Gambia Revenue Authority ( GRA )
Omaru Deen Gambia Port Authority ( GPA )
Alieu Kassama Ministry of Finance
Awa Mbye C / O Jal-Yassin Enterprise
Yassin Jah Mbye C / O Jal-Yassin Enterprise
Ajie Sai Panneh SGA / NAWFA
Gilbert Jassey EPUUK Bakassouck
Abdoulie E.S. Bah Major Representative of Farmers
Enumah Wilson Base Farm
52 THE GAMBIA SESAME SECTOR DEVELOPMENT AND EXPORT STRATEGY 2014-2019
Name Organization
Amie Secka Regional Farmer, National Women Farmers Association ( NAWFA )
Ndey Drammeh Regional Farmer, National Women Farmers Association ( NAWFA )
Saikou Jaiteh Jakaba Youth Association
Mohammed L. Gassama Media Representative
Sainey Keita University of the Gambia
Abdou Rahman Sallah Media Representative
Isatou Njie Gambia Standards Bureau
Oumie Sissoho Enhanced Integrated Framework / NIU
Modou Touray Enhanced Integrated Framework / NIU
Ebrima Njie Gambia Groundnut Corporation
Lamin Gaye Gambia Investment and Export Promotion Agency ( GIEPA )
Dawda Kebbeh Agro Buyers and Producers Association ( ABPA )
Ndey T. Touray Ministry of Trade, Industry, Regional Integration and Employment ( MOTIE )
Sarata Conateh Gambia Chamber of Commerce and Industry ( GCCI )
Amrith Curien Com-Afrique
Papa Secka Gambia Standards Bureau ( GSB )
Sulayman Sowe Royal Enterprise
Kebba Sarr Plant Protection Service ( DOA )
Musa Humma Department of Agriculture ( DOA )
Ebrima Cham DOPS, Ministry of Agriculture ( MOA )
Amadou Bojang Gambia Revenue Authority ( GRA )
Lamin Camara Ministry of Finance and Economic Affairs ( MOFEA )
Yusupha Joof Chossan Products Trading Gambia Ltd
Abdoulie Bah Major Representative of Collectors
Ebrima Bah Major Representative of Collectors
Ensa Colley Food and Agriculture Organization
Lamin Bittaye Social Development Fund ( SDF )
Saikou Jammeh Plant Protection Services ( DOA )
Abibatou Jarju Women’s Bureau ( WB )
Mamour Sey Gambia Growth and Competitiveness Project ( GGCP )
Momodou Kanyi Ministry of Fisheries and Water Resources ( MOFWR )
Kamlesh Mistry AK Agro United Enterprise
53APPENDIX 2 : MIRROR DATA
APPENDIX 2 : MIRROR DATA
The figures below are presented to reflect the varying statistical data for sesame exports from the Gambia.
Figure 4 : Gambia sesame seeds export volumes ( mirror ) 2005-2011
Total
20062005
0
200
400
600
800
1.000
1.200
1.400
2007 2008 2009 2010 2011
Senegal
Israel
Egypt
Lebanon
China
Japan
Chinese Taipei
Netherlands
Turkey
Table 16 : List of importing markets for HS120740 Sesamum seeds, whether or not broken, a product exported by the Gambia ( mirror data ) 2005–2011
2005 2006 2007 2008 2009 2010 2011
Total 1 001 1 065 1 146 675 45 145 0
Senegal
Israel
Egypt 31
Lebanon 14
China 124 342
Japan 821 1 029 214
Chinese Taipei 936 119 145
Netherlands 36
Turkey 180 86
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