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MMMaaarrrkkkeeettt AAAnnnaaalllyyysssiiisss Final Report

Project of the

The Government of Jamaica

The International Bank for Reconstruction and Development

The Jamaica Second National Community Development Project (NCDP2)

Project to Improve Rural Incomes in Poor Rural Communities in Jamaica

The Jamaica Social Investment Fund, Jamaica

Consultant Govind Seepersad (PhD)

Glenroy Ennis (MPhil) Department of Agricultural Economics and Extension, The University of the West Indies, Trinidad, West Indies

March 9, 2009

Ms Stephannie Hutchinson-Ffrench

Project Manager

Jamaica Social Investment Fund

Kingston Jamaica

March 9, 2009

Dear Ms Hutchinson-Ffrench,

Analysis of the Jamaican Fresh Agricultural Produce Industry

Market Analysis

We write to submit the final report on the above study in electronic format.

Kind Regards

_XXXXXXXXXXXXXXXXXXX________

Govind Seepersad

March 9, 2009.

Acknowledgements

This study is a combined effort of several individuals drawn from the academic, business, policy,

hospitality, public and private sector institutions as well as practitioners / farmers and investors.

Many of these individuals were able to draw on their wide experiences. They supplied

invaluable data at short notice which made the analysis possible. To them we owe our deepest

appreciation.

Special thanks to Mr Courtland Grant and Dr Joseph Lindsay for their detailed knowledge of

Agriculture in Jamaica. They were particularly helpful in unravelling and distilling the web of

data that exists on the sector.

Support received from Mr Nkosi Felix and Mr Omardath Maharaj for database searches and

logistical support as well as preparation of the manuscript is gratefully acknowledged.

We also express our deep appreciation to Ms Stephannie Hutchinson-Ffrench and the other

Staff members of JSIF as well as the Agricultural Advisor for their patience and support in

providing overall guidance on this project.

Additionally, technical staff of the Ministry of Agriculture at the Head Office as well as RADA

district offices readily shared their experience and provided some guidance and technical

information that we used on the project. They were able to help us refine the database which

on many occasions proved difficult. Their commitment to agriculture, including fishery

development in the Region should not go unrecognized.

While the databases are varied and complex, any errors that may appear in the database as well

as the analysis and the conclusion drawn remain the burden of the consultant.

We also wish that the outcome of this project would contribute to the development of the

Jamaican Small Farmers and also to the body of information relevant to sector.

Govind Seepersad

Glenroy Ennis

i

TABLE OF CONTENTS

SECTION 1........................................................................................................................................ 1

TERMS OF REFERENCE AND METHODOLOGY USED FOR THE STUDY ............................................. 1

1.1 The Terms of Reference ............................................................................................................ 1

1.1.1 Tasks of the Study: ................................................................................................................. 2

1.2 Approach to the Study............................................................................................................... 2

1.3 Survey Methodology for performing the assignment............................................................... 3

1.3.1 General Approach and Survey Methodology ......................................................................... 4

PART A ............................................................................................................................................. 9

SECTION 2........................................................................................................................................ 9

ASSESSMENT OF THE MARKET OPPORTUNITIES FOR SELECTED COMMODITIES PRODUCED IN

JAMAICA .......................................................................................................................................... 9

2.0 Introduction............................................................................................................................... 9

2.1 Potential of the Domestic Market for Selected Commodities .................................................. 9

2.1.1 Tomato ................................................................................................................................... 9

2.1.2 Carrots .................................................................................................................................. 10

2.1.3 Watermelon ......................................................................................................................... 11

2.1.4 Cantaloupe ........................................................................................................................... 12

2.1.5 Yams ..................................................................................................................................... 13

2.1.6 Hot Pepper............................................................................................................................ 13

2.1.7 Escallion................................................................................................................................ 14

2.1.8 Small Ruminants ................................................................................................................... 14

2.1.9 Fish........................................................................................................................................ 17

2.2 Potential of the Domestic Market for Other Commodities –The Potential for Import

Substitution ................................................................................................................................... 17

2.3 Assessment of the Regional Market for Exports of Tomato and Carrots from Jamaica ......... 25

2.3.1 The Regional Tomato Market............................................................................................... 25

2.3.2 The Regional Carrot Market ................................................................................................. 26

2.4 Assessment of the International Market for Selected Agricultural Products ......................... 28

2.4.1 The Export Market for Yams................................................................................................. 28

2.4.2 Export Market for Escallion .................................................................................................. 30

2.4.3 Export Market for Hot Peppers ............................................................................................ 30

SECTION 3...................................................................................................................................... 34

FRESH AGRICULTURAL PRODUCE MARKET INFRASTRUCTURE ..................................................... 34

3.1 Existing Conditions of Public Markets and Marketing Infrastructure ..................................... 34

3.1.1 Condition of Infrastructure................................................................................................... 35

3.1.2 Health and Food Safety Conditions of the Marketplace ...................................................... 35

3.2 Development Work Required.................................................................................................. 36

SECTION 4...................................................................................................................................... 48

MARINE FISH MARKETING INFRASTRUCTURE AND HANDLING FACILITIES .................................. 48

4.1 Existing Situation of Fish Markets at Selected Landing Sites .................................................. 48

4.2 Public Sector Intervention....................................................................................................... 49


ii

SECTION 5...................................................................................................................................... 58

MARKETS / BUYERS OF FRESH AGRICULTURAL PRODUCE ............................................................ 58

5.0 Introduction............................................................................................................................. 58

5.1 The Hotel Sector ...................................................................................................................... 58

5.2 Major Qualitative Characteristics of Hotel Buyers .................................................................. 59

5.3 Estimation of the Market Size ................................................................................................. 60

5.3.1 Approach to Estimation – Major Assumptions .................................................................... 61

5.3.2 The Results and Analysis ...................................................................................................... 64

5.4 Opportunities for Expansion of Domestic Production of Fresh Produce ................................ 64

5.5 Specific Requirements for Selected Fresh Produce................................................................. 66

5.6 Key Constraints / Challenges/Issues........................................................................................ 68


SECTION 6...................................................................................................................................... 71

SUPERMARKETS............................................................................................................................. 71

6.1 Existing Situation ..................................................................................................................... 71

6.2 Summary of Major Findings from Field Visit to Supermarkets ............................................... 72

6.3 Challenges to Producers in Supplying the Supermarkets........................................................ 74

6.4 Recommendations................................................................................................................... 74

SECTION 7...................................................................................................................................... 76

RESTAURANTS ............................................................................................................................... 76


7.2 Summary of Major Findings from Field Visit to the Restaurants ............................................ 77


SECTION 8...................................................................................................................................... 79

AGRO-PROCESSORS....................................................................................................................... 79


8.2 Major Constraints / Challenges / Issues .................................................................................. 80


SECTION 9...................................................................................................................................... 83

GREEN GROCERS ........................................................................................................................... 83

9.1 Private Retail Markets – Green Grocers.................................................................................. 83

SECTION 10.................................................................................................................................... 85

MARKETEERS AND OTHER MARKETING INTERMEDERIES............................................................. 85

10.1 Marketers and Other Marketing Intermediaries................................................................... 85

10.2 Gender Issues and Movement of Produce along the Value Chain........................................ 86

10.3 Major Constraints / Challenges / Issues................................................................................ 89

10.4 Development Work Required................................................................................................ 89

SECTION 11.................................................................................................................................... 91

EXPORTERS .................................................................................................................................... 91

11.1 Major Exports and Infrastructure.......................................................................................... 91

11.2 Major Constraints / Challenges / Issues and Comments ...................................................... 91

11.3 Development Work Required................................................................................................ 92

SECTION 12.................................................................................................................................... 95

CONSUMERS.................................................................................................................................. 95

12.1 Methodology and Limitations ............................................................................................... 95

12.2 Meat Markets ........................................................................................................................ 95

iii

12.3 Fish Markets .......................................................................................................................... 95

12.4 Fresh Produce Markets ......................................................................................................... 96

12.5 Drivers that inform the Consumers’ Purchasing Decision..................................................... 96

12.6 Preference for Imported Fresh Produce ............................................................................... 98

12.7 Consumer Loyalty .................................................................................................................. 98

12.8 Strategies to Secure Marketshare......................................................................................... 99

12.9 Other Drivers of Demand for Fresh Produce....................................................................... 100

SECTION 13.................................................................................................................................. 102

MARKETING SERVICES................................................................................................................. 102

13.1 The Concept of Market Information and Intelligence......................................................... 102

13.1.1 Existing Situation .............................................................................................................. 102

13.1.2 Development Work Required........................................................................................... 103

SECTION 14.................................................................................................................................. 106

TRANSPORTATION OF FRESH AGRICULTURAL PRODUCE............................................................ 106

14.1 Introduction......................................................................................................................... 106

14.2 Transportation Systems in Jamaica ..................................................................................... 106

14.3 Handling and stowage during transportation ..................................................................... 108

14.4 Recommendations............................................................................................................... 109

Section 15 .................................................................................................................................... 115

HEALTH AND FOOD SAFETY......................................................................................................... 115

15.1 Introduction......................................................................................................................... 115

15.2 Food Bourne Illnesses in the Caribbean Region.................................................................. 116

15.2.1 Overview of Health in the Caribbean Region ................................................................... 116

15.2.2 Overview of Health in Jamaica ......................................................................................... 118

15.3 Major Findings- Food Safety................................................................................................ 123

15.3 Recommendations............................................................................................................... 124

SECTION 16.................................................................................................................................. 129

SUMMARY OF MARKET SIZE AND MARKET CHANNELS OF SELECTED FRESH AGRICULUTURAL

PRODUCE IN JAMAICA................................................................................................................. 129

SECTION 17.................................................................................................................................. 138

SUMMARY ................................................................................................................................... 138

MARKET / PACKINGHOUSE INSPECTION SURVEY ....................................................................... 165

1

SECTION 1

TERMS OF REFERENCE AND METHODOLOGY USED FOR THE STUDY

______________________________________________________________________________

1.1 The Terms of Reference

The Overall Objective of the Jamaica Second National Community Development Project (NCDP2)

is to improve rural incomes in poor rural communities. The project focuses on strengthening the

supply chain linkages between small farmers and the various markets that exist (Municipal

markets, supermarkets, hotels, restaurants, processors, exporters, wholesalers etc.) in the

country.

The TOR as supplied by the Jamaica Social Investment Fund (JSIF) background information states

that hotels in the country are currently importing between 70% - 80% of their fresh produce,

particularly fruits and vegetables. There is the expressed view however, that given the generally

favourable agro-ecological conditions in Jamaica, the small farming sector has the potential to

supply this demand. In order to successfully undertake this task, a number of issues will need to

be addressed as identified. These include:

(h) weak production organizations;

(i) poor production technology, resulting in low levels of production, low productivity, low

quality of produce and unstable supplies; and

(j) inappropriate packaging and transportation of produce.

The TOR suggests possible solutions in order to overcome these constraints. These include

adoption of improved technologies such as: irrigated farming, including drip irrigation,

greenhouse farming, growing plants with improved genetic potential, better utilization of

fertilizers and integrated pest management practices. Harvested produce will then require

improved packaging and utilization of refrigerated trucks to transport produce from the farm to

the market. In addition, farmers would need to organize themselves into associations to ensure

that they can supply produce to the hotels in large enough quantities and to insure reliability of

supplies over extended periods. It will also be necessary to organize a group of hotels (and other

2

buyers such as supermarkets, processors, wholesalers, etc) to purchase the farm products from

the group of farmers.

1.1.1 Tasks of the Study:

This study as stated in the TOR listed the following tasks:

a. Mapping of channels and relative volumes of each (supermarkets, processors, wholesale

buyers, hospitality industry, etc.)

b. Quantification of demand (local/import breakdown; list of buyers and what they

purchase) for fresh produce (broken down into major categories such as vegetables,

leafy lettuces, root vegetables), meat, fish (broken down into marine and aquaculture),

ingredients for spa products (herbs and spices)

c. Identification of market requirements (standards, seasonality of demand, credit

structure, minimum volume, contracting. price fixing, etc.) of each buyer using semi-

structured interviews

d. Description of significant policy tools that can impact on the demand for domestic

products, particularly imports and their tariff structures and import permits.

e. Identify low-hanging fruit (priority markets) for small farmers

f. Interviews with representatives from various relevant marketing interests e.g. large and

small supermarkets, wholesalers, farmers markets, restaurants, hotels, etc.

g. Concise recommendation of what will be necessary to substantially increase domestic

purchasing for the major product categories

1.2 Approach to the Study

Considering the overall objective of the Jamaica Second National Community Development

Project (NCDP2), which is to improve rural incomes in poor rural communities and the backdrop

as outlined in the terms of reference a decision was taken to examine the opportunities that

may exist with the following commodities in an attempt to improve incomes in poor rural

communities:

3

• Fruits - watermelons and cantaloupes (import substitution)

• Vegetables - tomatoes, carrots (import substitution)

• Yams – root crop (food security)

• Hot peppers, escallion (input into agro-processing & import substitution)

• Meats – fish, goats (employment of scalers at fish landing sites, nutritional

security, income generation)

In this regard, the project was undertaken through examination of a number of databases as

well as a series of consultations with major stakeholders and field visits in the selected parishes

of St James, St Elizabeth and St Ann. The stakeholders consulted include:

(1) The Government of Jamaica.

(2) The key players in the fresh produce market – hoteliers and other key personnel

in the hospitality industry, agro-processors, marketing intermediaries, supermarkets

and restaurants.

(3) In the case of fresh produce, the municipal as well as the central market at

Coronation was examined. With respect to fish, the objective was to examine the

conditions of the facilities under which small-scale fish processors (scalers) in the

Parishes of St James, St Elizabeth and St Ann conduct their business. Thus some

fishermen, scalers and community leaders at the fish landing sites were consulted.

A detailed assessment of each market segment was carried out, which included a determination

of the binding constraints of the segment. The analysis sought to highlight and prioritize the

constraints to be addressed, which can serve to better inform policy and decision makers as

they strive to ensure success in the country’s development programme.

1.3 Survey Methodology for performing the assignment

The project focuses on strengthening the supply chain linkages between small farmers and the

various markets that exist. This requires an understanding of the nature, volume and trends of

agri-food demand in Jamaica as it relates to the possible supply by Jamaican farmers. The

methodology employed is presented below.

4

1.3.1 General Approach and Survey Methodology

The intended outcome of the survey should provide answers for the tasks enumerated for the

consultancy. The methodology employed for the survey led to the identification of the main

participants in the Jamaican agri-food market, identification and quantification of products and

commodities demand, their unique requirements as they relate to quality, seasonality and

trading arrangements. The study also included identification of priority issues and constraints

confronting the development of this subsector. In this regard, the approach was ideally

stakeholder driven as well as comprised of a detailed review of the available literature. This

approach should lead to the identification of practical and cost effective business arrangements

that would enhance the long term business arrangements and increase market share between

marketers and the local Jamaican producers.

The client group will be representatives of:

(1) The Hoteliers

(2) Supermarkets (large and small)

(3) Wholesale buyers (exporters, higglers/hucksters, intermediaries at farmers markets)

(4) Processors and

(5) Restaurants.

(6) The Government of Jamaica

Group 1: The Hoteliers

A list of hoteliers was obtained from the Jamaican Hotel and Tourism Association (JHTA), from

which a sample was taken to represent the wider population. Before this sample was taken, this

grouping was first contacted by telephone to ascertain whether they provide meals to their

clientele and to establish appointments for visitation. Only those respondents who confirmed

5

that they provided meals (or intend to provide this service in the future) were short-listed for

enumeration.

Group 2: Supermarkets

Although the study concentrated in the parishes of St. Elizabeth, St. Ann and St. James, the

sampling population for supermarkets tend to represent a national perspective. It was

discovered that only large supermarkets in major townships were likely to sell fresh produce.

Super-Plus and Hilo were the two major supermarkets represented in the study areas and the

data available were for their conglomerates Island-wide, with Super-Plus consisting of 38 stores

and Hilo consisting of 13 stores. Together, the two conglomerates of Super-Plus and Hilo

constitute about 80% of all supermarkets in Jamaica. Visitations were made to several of these

supermarkets in the three parishes and discussion held with various procurement managers on

issues concerning the commodities of concern. However, the core data included in the analysis

was obtained directly from the head offices of these supermarkets and was aggregated for all

their stores across the Island. Some independent supermarkets in the parishes of concern were

also enumerated.

Group 3: Wholesale buyers (exporters, higglers/hucksters, intermediaries at farmers markets:

Cluster Sampling is typically used when the researcher cannot get a complete list of the

members of a population they wish to study but can get a complete list of groups or “clusters”

of the population. This was the situation with this research in the case of the wholesale

marketing intermediaries who engaged in the business. The main wholesale and retail markets

where they operate are known. Hence the population of wholesale marketing intermediaries

was divided geographically into clusters for the main markets (in the high population areas of

Jamaica) and a random sample of these clusters was selected. Convenience sampling was then

used to select wholesale marketing intermediaries from the selected clusters based on easy

availability and/or accessibility. This method allowed for randomness and categorization based

on different size of operations, number of years in business and type of commodity traded.

Visiting markets at different key times of the day and week for data collection also served to

reduce biases.

6

Group 4: Processors

A comprehensive listing of the major processors was obtained from the Jamaica Exporters

Association. From such a list effort was made to enumerate all processors who were involved

with the commodities of concern under the study, especially those located within the parishes

of St. Elizabeth, St. James and St. Ann. Only on few occasions were management able to

facilitate direct visits to their facilities. As such discussions and interviews were conducted

predominantly by means of telephone.

Group 5: Restaurants

Jamaica has several large restaurant chains that utilize a range of fresh agricultural produce.

The sample population in this study comprised of those major restaurant chains and a

representative sample of the smaller independent restaurants. Visitations were made to several

restaurants where quick and specific questions were accommodated since supervisors were

always busy. This was supported by telephone conversations with major personnel and the head

offices of the chain restaurants.

Group 6: The Government of Jamaica

Relevant Ministries and Departments of the Government of Jamaica was contacted and

interviewed on their roles, relationships and future development plans for the agricultural

sector as it relate to this project. These include The Ministry of Agriculture: Rural Agriculture

Development Authority (RADA), Planning and Policy Division, Data Bank and Evaluation Division

(DBED), Marketing Division, Project Monitoring Unit, Fishery Division, Rural Physical Planning

Division (RPPD), National Irrigation Authority; The Planning Institute of Jamaica (PIOJ); The

Statistical Institute of Jamaica (STATIN); The Bureau of Standards; The Jamaica Tourist Board,

The Ministry of Health (MOH); Jamaica Bauxite Institute (JBI) and the Jamaica Exporters’

Association. Such consultations also provided necessary information for the policy review

component of the study.

7

Structured questionnaires comprised mainly of open end questions were the major data

collection instruments. This was complemented by telephone conversations and frequent one-

on-one discussions with key personnel.

Group 7: Consumers in Jamaica

A consumers’ survey was conducted to determine the importance of various markets to

consumers and also to identify some drivers that promote current and future demands.

Structured questionnaire was used as the primary instrument for this exercise and was

administered at a public function geared towards promoting ‘eat Jamaican’. Participants were

chosen randomly at such a function.

Review of The Market Infrastructure and Packing Houses In Jamaica

The tourism industry is seen as inherently linked to the concept of exports of fresh fruits and

vegetables - differed only through location of consumption. In this regard, compliance with

international quality standards for markets and packing houses are perhaps the best way to

increase and guarantee the consumption of locally-produced fresh agricultural produce in its

Hotel-Tourism industry.

Local producers / farmers and marketers should also be made aware on GAP, EUREPGAP, SPS,

and other international market requirements. Even if already in place as yet in Jamaica,

implementation of such a project will yield positive results through local capacity building, and

establishment of the building blocks that will later add dividends towards international

certification.

In this regard, this study will adopt a standards approach at inspection and reporting on the

quality of market and packing house infrastructure currently available / used in Jamaica. The

minimum requirements considered necessary in the premises for Grading of Fruits & Vegetables

are:

1. Premises should be clean and in hygienic condition.

2. Surroundings of the premises should be clean.

8

3. It should not be situated near chemical plants, fertilizer plants, garbage dumps etc.

4. Walls of the premises should be properly plastered and free from crevices, holes,

dampness etc. Thatched and tarpaulin roof is not advisable.

5. Premises should be pest, insect, rodent proof.

6. Premises should be free from cobwebs and spiders.

7. Premises should have proper drainage system.

8. Premises should have arrangements for disposal of rejected, rotten, waste of

horticulture produce.

The study takes internationally accepted approach at assessment of the market and packing

house infrastructure in Jamaica using the checklist (Survey Form 3).

9

PART A

SECTION 2

ASSESSMENT OF THE MARKET OPPORTUNITIES FOR SELECTED

COMMODITIES PRODUCED IN JAMAICA

---------------------------------------------------------------------------------------------------------------------

2.0 Introduction

This section of the Report examines the market opportunities in Jamaica based on (1) actual

production, shortfalls and imports of the selected commodities and (2) imports of other

commodities and the country`s potential for domestic production. This is followed by an

examination of the potential of the Regional and International markets for the commodities

selected for the study. These were examined to highlight any opportunities that may exist for

domestic production and small-farmer investment or involvement.

2.1 Potential of the Domestic Market for Selected Commodities

2.1.1 Tomato

The Jamaican market for fresh tomatoes in 2007 was estimated at 19,938 tonnes of which

19,576 were satisfied through domestic production and 112 tonnes from imports. Supply

shortfalls were evident in the third and fourth quarters of the year when producers were

challenged by higher and intensified rainfall. Imports originate from the USA to satisfy market

demand.

Production during the dryer months averaged just above 6,000 tonnes (average production Q1

& Q2) while Q3 production declined to about 4,000 tonnes and Q4 to 3,000 tonnes. The data

therefore suggested a consumption shortfall of about 2,000 tonnes in Q3 and 3,000 tonnes in

Q4, and has been commensurated with higher prices. The data also suggests opportunities for

10

growers in the Q3 and Q4 periods subject to improvements in production technologies and

associated costs (Table 2.1).

Market Potential through Displacement of Imports: Using the fresh tomato import data as an

indicator of potential opportunities that exist suggest the need for an additional production area

of about 2.12 ha in Q1, 0.59 ha in Q2, 3.35 ha in Q3 and 15.18 ha in Q4. Alternatively, pursuing a

programme to increase production up to the level of the top quarter’s production will require an

estimated 4 ha in Q2, 135 ha in Q3 and 196 ha in Q4. Increasing production to the Q1 level

however may translate into lower market prices and impact negatively on the tomatoes

produced under “hydroponics”.

Table 2.1: Jamaica’s Quarterly Supply and Market for Tomato in 2007/08 and Estimation of

Production Requirements

2.1.2 Carrots

Jamaica produced 19,365 tonnes of carrot in 2007, for its market of 19,648 tonnes. The country

imported 316 tonnes in 2007 to satisfy production shortfall, mainly from the USA and smaller

amounts for Canada. Imports increased during the 3rd and 4th quarters of the year when

production shortfalls were greatest. However, imports were not enough to bring consumption

to the levels of the first and second quarters. Shortfalls in Q3 were 695 tonnes less and 1,143 in

Q4. Producers during these periods received higher market prices for their produce (Table 2.2).

Quarter of Year Production Import Availability

Self sufficiency

Production surplus /

deficit below

average


deficit below top Quarter

Yield / Tonne

ha

Additional hectare required

to replace imports

Additional hectare

required to replace

deficit below top quarter

Q1 6314 36 6350 99.43% 1420 0 17 2.12 0

Q2 6253 10 6263 99.84% 1359 -61 17 0.59 4

Q3 4025 57 4082 98.60% -869 -2289 17 3.35 135

Q4 2984 258 3242 92.04% -1910 -3330 17 15.18 196

Average 4894

Top Quarter (Q1) 6314

11

Market Potential through Displacement of Imports: Using the import data as an indicator of

potential opportunities that exist for carrot producers suggest the need for an additional

production area of about 2.29 ha in Q1, 3.21 ha in Q2, 3.29 ha in Q3 and 14.07 ha in Q4.

Alternatively, pursuing a programme to increase production up to the level of the top quarter’s

production will require an estimated 37 ha in Q2, 134 ha in Q3 and 166 ha in Q4 using average

productivity.

Table 2.2: Jamaica’s Quarterly Supply and Market for Carrots in 2007/08 and Estimation of


2.1.3 Watermelon

Jamaica produced 9,573 tonnes of watermelon in 2007, all of which was consumed locally. In

addition, the country also imported 112 tonnes to satisfy its supply shortfall. The country’s

production declined during the wetter months of the year and the supply shortfall goes largely

unsatisfied. Consumption in 2007 was estimated at about 9,685 tonnes (Table 2.3).

Market Potential through Displacement of Imports: When the import data is used as an

indicator of potential opportunities that exist for watermelon producers, it suggest the need for

an additional production area of about 2.67 ha in Q1, 0.22 ha in Q2, 0.50 ha in Q3 and 2.78 ha in

Q4. Alternatively, pursuing a programme to increase production up to the level of the top

quarter’s production will require an estimated 15 ha in Q1, 22 ha in Q3 and 98 ha in Q4 using

average productivity.


Self

sufficiency

Production

surplus /

deficit

below

average

Production

surplus /

deficit

below top

Quarter

Yield /

Tonne

ha

Additional

hectare

required

to replace

imports

Additional

hectare

required to

replace deficit

below top

quarter

Q1 6019 32 6051 99.47% 1178 0 14 2.29 0

Q2 5502 45 5547 99.19% 661 -517 14 3.21 37

Q3 4146 46 4192 98.90% -695 -1873 14 3.29 134

Q4 3698 197 3895 94.94% -1143 -2321 14 14.07 166

Average 4841

Top

Quarter

(Q1) 6019

12

Table 2.3: Jamaica’s Quarterly Supply and Market for Watermelons in 2007/08 and Estimation

of Production Requirements

2.1.4 Cantaloupe

Jamaica produced 2,743 tonnes of cantaloupe in 2007, all of which was consumed locally. In

addition, the country also imported 260 tonnes to satisfy its supply shortfall. The country’s

production is considered low and data is largely unrecorded. There is a relatively high demand

for cantaloupes by the hospitality industry that remains to be satisfied. The potential of the

household consumer market remains to be determined and the crop is relatively

underdeveloped (Table 2.4).

Table 2.4: Jamaica’s Quarterly Supply and Market for Cantaloupe in 2007/08 and Estimation of



Self sufficiency


deficit below

average



Yield / Tonne

ha


to replace imports

Additional hectare

required to replace


Q1 2732 48 2780 98.27% 339 -268 18 2.67 15

Q2 3000 4 3004 99.87% 607 0 18 0.22 0

Q3 2609 9 2618 99.66% 216 -391 18 0.50 22

Q4 1231 50 1281 96.10% -1162 -1769 18 2.78 98

Average 2393 Top Quarter (Q2) 3000


Self sufficiency


deficit below

average



Yield / Tonne

ha


to replace imports

Additional hectare

required to replace


Q1 75 75 0.00% 0 -2743 12 6.25 229

Q2 49 49 0.00% 0 -2743 12 4.08 229

Q3 37 37 0.00% 0 -2743 12 3.08 229

Q4 100 100 0.00% 0 -2743 12 8.33 229

Average

2006/7 2743

13

2.1.5 Yams

Jamaica produced 121,628 tonnes of yams in 2007, comprising 79,000 tonnes of Yellow Yams

and 43,000 tonnes of other varieties. Over 90% of “all yams” or 85% of Yellow Yam total

production was consumed locally and just about 10% of “all yams” or 15% of the Yellow Yams or

12,400 tonnes valued at USD 19.3 mn were exported.

2.1.6 Hot Pepper

Jamaica produced 6,596 tonnes of hot peppers in 2007, most of which was consumed locally.

From this total, 129 tonnes at USD 386,000 or 129 tonnes in 2007 were exported in the fresh

form to the USA and Canadian markets.

Both Scotch Bonnet and West Indian Red are demanded by processors, with the former

required mainly for blending due to its high and distinctive flavours. Some processors indicated

that large volumes of hot peppers were available locally for part of the year while there is deficit

in the other.

A review of the database show Jamaica periodically imports of HS 904120000 Pepper, crushed

or ground. Imports were 825 tonnes in 2005 valued at $J 71 mn, followed by 260 tonnes in 2006

or $J 37 mn and 250 tonnes in 2007 or 32 mn. Over this period, the majority of imports took

place during the months of September to February, where shortfalls were greatest.

Market Potential through Displacement of Imports: When the import data is used as an

indicator of potential opportunities that exist for hot pepper producers, it suggest the need for

an additional production area of only 1.0 ha in Q1, 1.85 ha in Q2, 0.65 ha in Q3 and 9 ha in Q4.

Alternatively, a programme to even out production levels, and using the top quarter’s

production as a benchmark will require an estimated 17 ha in Q1, 35 ha in Q3 and 67 ha in Q4.

14

Table 2.5: Jamaica’s Quarterly Supply and Market for Carrots in 2007/08 and Estimation of


2.1.7 Escallion

Jamaica produced 10,841 tonnes in 2007 and imported just about 1 tonne of fresh escallion.

Production shortfalls were evident during the wetter months and soon after incidences of

hurricanes. In the past, the country periodically imported escallion mash. In December 2005,

Jamaica imported 67.3 tonnes of mash followed by 17.4 tonnes in October the following year.

The CIF values of imports were $J 8.3 mn and 1.6 mn respectively (Data Source: STATIN). No

imports were recorded for 2007 at the time of the study. Escallion mash is listed under HS

2004901 Other vegetables and mixtures of vegetables preferred otherwise than by acetic acid.

2.1.8 Small Ruminants

The Jamaican market for meats of small ruminant (mutton and chevron) was estimated at 7,684

tonnes with demand including both fresh and frozen meats. In 2007, mutton production was

just about 8 tonnes and imported the supply shortfall amounting to 6,203 tonnes for the 6,211

tonnes mutton market. While the country has a good production base with respect to goats,

production was 537 tonnes and imports 936 tonnes or a total market of 1,473 tonnes. A

significant amount of the imports (both mutton and chevron) enter the restaurant services

segment, contributing significantly to the Jamaican economy. Both mutton and chevron are sold


Self sufficiency


deficit below

average



Yield / Tonne

ha


to replace imports

Additional hectare

required to replace


Q1 1909 20 1929 98.96% 260 -337 20 1.00 17

Q2 2246 37 2283 98.38% 597 0 20 1.85 0

Q3 1542 13 1555 99.16% -107 -704 20 0.65 35

Q4 899 180 1079 83.32% -750 -1347 20 9.00 67

Average 1649 Top Quarter (Q2) 2246

15

as “curry goat”, while a small amount of lamb is now entering the jerk and bar-b-que food

service segment. This translates to significant market opportunities for Jamaican producers,

however, international price competitiveness of the local producers and the immediate

availability of quality breeding stock are the two major challenges that Jamaican producers will

need to overcome.

Production targets towards expansion and self-sufficiency

In order to achieve 100% self-sufficiency to displace 6,203 tonnes of imported mutton will

require an estimated 517,000 heads of lamb per year for fattening using a 30 kg carcass

equivalent. A scenario for immediate self-sufficiency at 100% is unlikely. It is therefore

suggested that a target of 10% self-sufficiency in 10 years be pursued, using the three parishes

for pilot projects.

Recommendations

(1) Establishment of a 1,000-ewe (or goat) production / multiplication unit in each of the

targeted parishes. Feedstock should include formulated feed, agro industrial by-

products and cut-and-carry forages. Total of 100 acres (42 ha) should be allocated for

this project to allow for future expansion. Each parish can then produce an estimated 19

tonnes of mutton by the end of Year 5 and remain relatively steady given the 20% going

into ewe replacement and the rest of stock being sold; females as breeders and 90% of

the males entering the meat market. The offsprings from this project averaging about

just over 700 females per year / project will be released to small farmers and lead to

further multiplication. The initial programme will also have yielded a total of 6,275 ewes

for distribution over the 10 years.

16

Table 2.6: Project 1: Breeder Expansion Programme and Output from an Initial 500 Ewe

Investment over a Five Year Period in one Parish

Year of

Operation

No of ewes at

Beginning of Year

Female Breeding Stock

Yield at End of Year

Ewe Available for

Sale

Meat Production

from Rams (kg)

1 1000 606 303 8176

2 1303 789 395 10652

3 1697 1028 514 13877

4 2211 1339 670 18079

5 2367 1433 717 19352

6 2414 1462 731 19737

7 2428 1471 735 19854

8 2433 1473 737 19889

9 2434 1474 737 19900

10 2434 1474 737 19903 (*) To estimate the number of ewes required to produce the equivalent of imported meat, it was assumed that there was an 85%

conception rate, litter size of 1.5, number of litter/year 1.5, mortality (incl. culls) rate of 25%, a ewe replacement rate of 20%

per year. Half of the available offspring’s are sold, females may be bred and most of the rams slaughtered.

(2) Accelerated Production for Industry Development. This model requires a system of re-

introducing animals for breeding stocking for more rapid population expansion. The

model should maximize re-introduction of females; only culled females and males go

into meat production. This may require the project to offer a ready market for breeding

stock, one that is more attractive than the lucrative meat market.

(3) Product Development and Marketing: The potential of Culinary Festivals and

competitions should be further exploited to encourage consumption of locally-produced

mutton. Value chain development may also make the product more attractive to

producers and also serve to curtail the “roadside slaughter” from a public health

perspective.

(4) Market Exploitation through Synchronized Breeding: This will allow producers to target

seasonal markets such as Christmas. ``Other breeders`` can then target year-round

availability / market.

17

(5) Product Differentiation: ``Meat from sheep`` are not attractive to Jamaicans. Imported

mutton are either consumed as ``Curry Goat`` or `Mutton`` (Jamaican consumers are

averse towards consumption of meat from sheep for religious reasons). Expansion of

the sheep industry will require a commensurate education programme.

Challenges: Availability of adequate numbers of females for breeding, the genetic merit of the

national herd, availability of feedstock, technical and capital resources as well as international

trade policies can all impact on a programme for mutton production in Jamaica.

2.1.9 Fish

Jamaica produced an estimated 11,838 tonnes of fish and imported 22,082 tonnes. From this

production, exports were recorded at 9,052 tonnes, leaving a net availability of 24,868 tonnes.

An assessment of the market for fish in Jamaica reveals a fresh/frozen market of about 10,000

tonnes and cured fish – salted / smoked at 6,955 tonnes. These represent significant market

and investment opportunities for Jamaican entrepreneurs.

2.2 Potential of the Domestic Market for Other Commodities –The Potential for Import

Substitution

This section of the report examines the Jamaican market for opportunities that may exist

through import substitution. Further detailed analyses are taken of those commodities that are

considered “tropical” and can be grown or produced in Jamaica. This preliminary examination

can be used as an indicator for other detailed studies that may better inform Jamaica’s

suitability to undertake production activities.

A review of the ITC database show highest imports of USD 103 mn expended on HS 10: Cereals

over the 2003/07 period representing 15% of Jamaica’s agricultural imports. HS 22: Beverages,

18

spirits and vinegar were ranked second at USD 64 mn or 9% of imports in value terms followed

by HS 17: Sugars and Sugar Confectionary at USD 58 mn or 8% and HS 4: Dairy Produce, Bird

Eggs at USD 58 mn or 8%.

Jamaica exports HS 17: Sugar to fulfil the Sugar Protocol and Special Preferential Sugar quota

arrangements with the EU (and USA under CBI). Total Sugar exports averaged USD 85 mn over

2003/07. Exports followed a gradual increasing trend and in 2007 were reported at USD 101 mn

of which 83% was exported to the UK and 13% to Finland and 3% to USA in 2007.

Imports and HS 03 Fish, Crustaceans, Molluscs USD 52 mn or 7%, similar values were recorded

for HS 19 Preparation of Cereals, Flour and Starches at USD 52 mn or 7%. HS 20 Preparations of

Vegetables, Fruit, Nuts was USD 51 mn or just about 7%. In the case of HS 2 Meat and Edible

Offal, imports were USD 46 mn (7%) and HS 21 Miscellaneous Edible Preparations was USD 41

mn or 6%. Other Fish preparations as well as meats which are being imported are listed under

HS 16, at USD 39 mn. The classification of interest HS 7 Edible Vegetables under which fresh

tomato, carrots, hot peppers and escallion are listed total USD 18 mn while HS Chapter 8 Fruits

are USD 4 mn (Figure 2.1 and Annex Table 2.1).

19

(a) Cereals: Further disaggregation of the five-year average data show the major

components of HS 10: Cereals imports were Maize at 232,432 tonnes (USD $ 37 mn), all

imported from the USA. Wheat import was 172,652 tonnes (USD $ 34 mn) all from the

USA and Rice 94,798 tonnes (USD $ 32 mn) from which 53% was imported from the USA

and 40% from Guyana. An examination of the production database show Jamaica

produces 1,888 tonnes of maize and 6.2 tonnes of rice (FAOStat). Given the suitability

of Jamaica’s climate for growing maize and rice, it is recommended that these

commodities may be the subject of further examination of its true potential.

(b) Beverages: Imports listed under HS 22: Beverages, spirits and vinegar, ranked second

and include value added imports – non-alcoholic beverages (excl water, fruit or

vegetable juices) estimated at 50,409 tonnes (USD $ 42 mn), ethyl alcohol at 16,484

tonnes (USD $ 10 mn), mineral and aerated waters 3,151 tonnes (USD $ 2 mn), wines

2,202 tonnes (USD $ 5 mn) and spirits 798 tonnes (USD $ 4 mn). Jamaica has a

20

developing cadre of fruit juice producers. With the required attention and support,

they are expected to make significant inroads into the beverages market (Table 2.7).

(c) Eggs: Jamaica imported of HS 4: Dairy produce and Eggs was estimated at USD 59 mn.

While the potential of Jamaica’s dairy industry is being impacted by imports of lower

priced milk and dairy preparations (7,853 tonnes or USD 17 mn), the country also

imported 4,728 tonnes of eggs in shell (USD 16 mn), all from the USA. Production of this

quantity in Jamaica will mean production of an estimated 84 mn eggs, requiring

303,930 birds and 55,000 – 82,000 sq m of brood space (light bird breed and heavy

bird breed respectively), see Table 2.7.

In addition to this fresh egg import, an estimated 3.4 tonnes of dried eggs were

imported valued at USD 27,000 or an equivalent of 242,857 fresh eggs, (13,600 tonnes

of fresh eggs). Domestic production of fresh eggs will require just about 883 birds and

159 sq m or 238 sq m for small and large birds respectively.

Jamaica produced 114,904,946 eggs and this level of imports show self sufficiency level

of 73% and a potential for expansion at 27%. Given the volume of imports of eggs into

Jamaica, it is recommended that further evaluation of this potential take place. Should

it prove to be feasible, using the above five year average import level, this will require

investment in 304,813 layer birds and 55,159 sq m of egg layer housing for light birds

or 82,238 sq metres for heavy birds1. This operation can be attractive from a poverty

alleviation perspective given the short gestation period as birds begin laying at 20-22

weeks and achieve maximum production at 30-36 weeks. Birds can lay about 275 eggs

per year.

1 Key assumptions: The normal egg weight ranges from 35gms to 77gms (av wt = 56 gms) while 2 tablespoon dry eggs =

1/2 oz or 14 grams (1 oz = 28 grams). Deep litter floor space requirement was estimated at 1800 sq. cm for light breeds

and 2700 sq. cm for heavy breeds. Production was estimated at 275 eggs per year per bird.

21

(d) Snack Foods: Imports of HS 19 Preparation of Cereals, Flour and Starches was USD 52

mn. Imports averaged 7,500 tonnes (USD 16 mn) of Breakfast cereals and cereal bars of

which 45% came from the USA and 44% from Trinidad and Tobago. Malt extracts and

flour preparations’ imports were 5,127 tonnes (USD 21.2 mn) and Bread, biscuits, cakes

etc’ 5,127 tonnes (USD 2.8 mn). These highlight the size of the “snack food market” in

Jamaica and the potential for development and investments in this regard (Table 2.7).

(e) Fish: As indicated earlier, the 6th highest imports of agricultural commodities and

products into Jamaica are HS 3: Fish, was 19,741 tonnes (2003/07 av) valued at USD 52

mn. Review of the trade data show average annual frozen fish imports at 10,548 tonnes

valued at USD $ 19 mn, of which 40% originated in Guyana, 32% Suriname and 16% USA.

The next highest volume is Fish, cured or smoked at 6,955 tonnes, valued at USD 24 mn

most of which originating in the Norway (59%) and Canada (33%). In addition to this HS

classification of ‘Fish’, Jamaica also imported 10,452 tonnes of HS 1604 Prepared /

preserved fish & caviar valued at USD 20.8 mn. From this, 44% originated from

Thailand, 24% Chile and 23% Canada (Table 2.7).

(f) Fruit and Vegetable Juices: Jamaica imports of HS 20 Preparations of Fruits Vegetables

and Nuts was USD 51 mn. Within this classification, unfermented fruit and vegetable

juices comprised 16,653 tonnes or USD 20 mn, of which 40% came from the USA, 20%

Brazil, and 10% Belize. In addition, imports of prepared and preserved vegetables,

frozen, was 11,982 tonnes valued at USD 7.6 mn of which 55% came from Holland, 26%

Canada and 10% Belize. Imports of Prepared and preserved vegetables, not frozen, was

4,060 tonnes or USD 9.1 mn and Preserved fruits was 3,725 tonnes or USD 9.3 mn

(Table 2.7).

(g) Foods, Ice cream, Sauces and Condiments: HS 21 Miscellaneous Edible Preparations

was USD 41 mn or 7%. This comprised of Food Preparations at 8,747 tonnes (USD 21.2

mn) Ice cream 3,486 tonnes (USD 5.8 mn), Sauces mixed condiments & mixed

seasonings 3,141 tonnes (USD 6.3 mn). The latter two: ice creams and sauces mixed

condiments may be subject to further examination given the potential to produce

22

these in Jamaica. Linkages with the Milk and Coconut industries in the case of the

former and the seasonings and spices in the case of the latter (Table 2.7).

23

Table 2.7: Average Annual Imports of Selected Items into Jamaica (2007 – 07)

HS code Item

Imports

(Tonnes)

5YR Av.

(2003-07)

Country of Origin

Top Three Market Share

1 st 2 nd 3 rd

Live animals, nes 5806 MEX 100%

Live horses, asses, mules and hinnies 33 USA 100%

Live poultry 33 USA 100%

HS

co

de

01

Live sheep and goats 11 USA 100%

Meat & edible offal of poultry meat 29021 USA 90% CAN 10%

Edible offal of red meat 6101 USA 55% CAN 19% AUS 22%

Meat of sheep or goats - fresh, chilled or frozen 5388 AUS 89%

Meat of bovine animals, frozen 1790 NZ 51% USA 15% HS

co

de

02

Meat & edible meat offal 1064 CAN 96%

Fish, frozen, whole 10548 GUY 40% SUR 32% USA 16%

Fish, cured or smoked and fish meal fit for human

consumption 6955 NOR 60% CAN 32%

Fish fillets and pieces, fresh, chilled or frozen 1514 GUY 47% SUR 42%

Crustaceans 549 GUY 42% BEL 24% USA 19% HS

co

de

03

Fish, fresh, whole 175 USA 44%

Milk and cream, concentrated or sweetened 7853 NZ 14% GER 10%

Birds' eggs in shell 4728 USA 100%

Cheese and curd 4662 NZ 77% USA 15%

Butter and other fats and oils derived from milk 1777 NZ 45% HS

co

de

04

Buttermilk and yogurt 600 NZ 46% USA 33%

Guts, bladders and stomachs of animals other than fish 358 CAN 99%

HS

co

de

05

Bristles, hair & waste of pigs, hogs etc 22 USA 88% CHINA 11%

Cut flowers and flower buds for bouquets, fresh or dried 96 COL 94%

Foliage, branches etc 24 CAN 51% USA 46%

Plants, live, nes (incl their roots), cuttings & slips;

mushroom spawn 17 USA 49% Thailand 39%

HS

co

de

06

Bulbs, tubers, corms, etc 5 USA 70% Thailand 15%

Potatoes 11157 CAN 42% HOL 40% USA 16%

Onions, garlic and leeks, fresh or chilled 10425 HOL 78% CHINA 13%

Dried vegetables, shelled 8264 USA 70% CAN 13% BEL 11%

Vegetables nes, fresh or chilled 1001 USA 100% HS

co

de

07

Frozen vegetables 732 HOL 32% USA 24% CAN 19%

Grapes, fresh or dried 1714 USA 50% TUR 42%

Apples, pears and quinces, fresh 1504 USA 50%

Melons (including watermelons) & papayas, fresh 329 USA 100%

Fruits nes, fresh 114 USA 100%

HS

co

de

08

Apricots, cherries, peaches, nectarines, plums & sloes,

fresh 134 USA 100%

24

Table 2.7: Average Annual Imports of Selected Items into Jamaica (2007 – 07) continued

HS code Item

Imports

(Tonnes)

5YR Av.

(2003-07)

Country of Origin


Pepper, peppers and capsicum 749 USA 29% Sing’ore 20%

Ginger, saffron, turmeric, thyme, bay leaves & curry 225 USA 53% CAN 12%

INDIA

11%

Coffee 219 MEX 30% Guat’la. 28% USA 24%

HS

co

de

09

Tea 210 CHILE 37% UK 30% USA 18%

Maize (corn) 232432 USA 100%

Wheat and meslin 172652 USA 100%

Rice 94798 USA 53% GUY 40%

Oats 968 CAN 66% USA 33% HS

co

de

10

Buckwheat, millet and canary seed 38 USA 98%

Malt, whether or not roasted 13805 UK 64% HOL 14% BEL 11%

Cereal grouts, meal and pellets 5341 USA 62% MEX 19% CAN 16%

Wheat or meslin flour 5243 TT 89% USA 10%

Starches; inulin 2282 USA 95% HS

co

de

11

Cereal grain, worked post hulling, excluding rice 1122 USA 46% CAN 36% CR 15%

Ground-nuts, not roasted 254 USA 51% CHINA 48%

Seeds, fruit and spores, for sowing 160 USA 90%

Soya beans, whether or not broken 102 USA 70% CAN 30%

Medicinal plants 92 UK 42% CAN 22%

Malaysia

20% HS

co

de

12

Flour and meals of oil seeds 67 USA 53% TT 31%

Soya-bean oil&its fractions 19001 USA 67% TT 21%

Argentin

a 11%

Margarine 6003 Indon’ 48% COL 22% TT 13%

Animal or vegetable fats & oils chemically modified;

inedible mixtures 4686 USA 100%

Palm oil & its fraction 4545 USA 77% COL 11%

Malaysia

11%

HS

co

de

15

Ground-nut oil&its fractions 1698 USA 56% ARG 44%

Prepared/preserved fish & caviar 10452 Thail’d 44% CHILE 24% CAN 23%

Prepared or preserved meat, meat offal or blood, nes 9153 USA 43%

HS

co

de

16

Sausages and similar products, of meat, offal or blood 661 B’dos 68% TT 19%

Cane or beet sugar and chemically pure sucrose, in solid

form 109502 COL 37% Guat’la 25% GUY 12%

Molasses resulting from the extraction or refining of sugar 26217 Fiji 40%

Venezuela

19% BEL 15%

Sugars, nes, incl chem pure lactose etc; artif honey;

caramel 6044 USA 97% HS

co

de

17

Sugar confectionery (incl white choc), not containing cocoa 4318 COL 35% TT 16% USA 16%

Chocolate and other food preparations containing cocoa 1133 TT 32% USA31%

Cocoa powder, without added sugar 379 BRA 89%

HS

co

de

18

Cocoa paste, whether or not defatted 190 Ghana 41% USA 22% DR 19%

Breakfast cereals & cereal bars 7500 USA 45% TT 44%

Malt extract; food preparations of flour, meal, starch or

malt extract 7729 USA 34% BEL 34%

Bread, biscuits, wafers, cakes and pastries 5127 TT 36% USA 29%

HS

co

de

19

Pasta & couscous 1538 USA 61% CR 18%

25

Table 2.7: Average Annual Imports of Selected Items into Jamaica (2007 – 07) continued

HS code Item

Imports

(Tonnes)

5YR Av.

(2003-07)

Country of Origin


Fruit & vegetable juices, unfermented 16653 USA 40% BRA 20% BEL 10%

Prepared or preserved vegetables nes (incl. frozen) 11982 HOL 55% CAN 26% BEL 10%

Prepared or preserved vegetables nes (excl. frozen) 4060 USA 48% CAN 25%

Preserved fruits nes 3725 USA 28% TT 27%

Venezuel

a 21% HS

co

de

20

Jams,fruit jellies & marmalades 1798 BRA 25% USA 24% COL 21%

Food preparations, nes 8747 USA 65% TT 4%

Ice cream 3486 DR 73% USA 17%

Sauces mixed condiments & mixed seasonings 3141 USA 54% TT 30%

Soups, broths & preparations thereof 2835 USA 83%

Guatemala

9% HS

co

de

21

Yeast 506 HOL 52% MEX 15% TT 13%

Non-alcoholic beverages (excl. water, fruit or vegetable

juices 50409 TT 72% USA 16%

Ethyl alcohol & other spirits (if undenatured then higher

than 80% 16484 BRA 81%

Mineral & aerated waters 3151 TT 59% USA 20% FRA 11%

Wine of fresh grapes 2202 CHILE 29% USA 25% FRA 19% HS

co

de

22

Spirits, liqueurs, other spirit beverages, alcoholic

preparations 798 USA 47% Sweden 12% FRA 11%

Soya-bean oil-cake and other solid residues 67484 USA 81% Paraguay 19%

Bran,sharps and other residues 19790 USA 98%

Animal feed preparations, nes 6993 USA 58%

Beet-pulp, bagasse and brewing or distilling dregs and

waste 1002 USA 100% HS

co

de

23

Flour etc of meat,meat offal,fish,crust etc unfit for human

consumptio 711 USA 63%

Cigars, cheroots, cigarillos & cigarettes 650 TT 89%

HS

cod

e

24

Pipe, chewing & snuff tobaccos 431 TT 100%

2.3 Assessment of the Regional Market for Exports of Tomato and Carrots from Jamaica

2.3.1 The Regional Tomato Market

CARICOM annual imports of tomatoes during the 2005/07 averaged USD 3.0 mn or 2,108

tonnes. Within CARICOM, Jamaican imports represented 9% in value and 5% in volume while

imports into Trinidad represent about 7% of CARICOM tomato imports in value term and 11% by

volume. Imports by The Bahamas however, accounted for the major tomato imports into

CARICOM at 58% and 43% in value and volume terms respectively (Table 2.8). Given the similar

geographic zone of most countries of the region in terms of the major agro-environmental

26

effects, and knowledge of vegetable production in the region, higher levels of imports in

Jamaica during the latter months of the year are expected to coincide with those of the rest of

CARICOM. In the short term therefore, given Jamaica’s production capability at this time,

production of tomatoes for export do not appear as an attractive option at this time.

Table 2.8: World and CARICOM Imports of Tomatoes (2005 – 2007)

2005 2006 2007 2005/07 av

Importers

USD

(000)

Volume

(tonnes)

USD

(000)

Volume

(tonnes)

USD

(000)

Volume

(tonnes)

USD

(000)

Volume

(tonnes)

'World 5296773 5083899 5747834 5579151 6874266 5755956 5972958 5473002

CARICOM 1588 1295 4037 2550 3503 2479 3043 2108

'Bahamas 2963 1482 2366 1257 1776 913

'Trinidad &Tobago (*) (*) 231 218 473 509 235 242

‘Barbados 582 360 323 416 207 359 371 378

‘Jamaica 244 316 96 144 161 154 167 205

‘Saint Kitts /Nevis 146 67 150 58 126 64 141 63

‘Antigua 304 93 61 63 115 54 160 70

‘Saint Vincent 77 204 56 33 16 52 50 96

‘Montserrat 14 15 4 14 10 14 5

‘Haiti 11 3 8 11 8 5 9

‘Belize 9 11 7 12 6 8 7 10

‘Dominica 6 3 1 1 4 2 4 2

‘Saint Lucia 190 147 128 109 4 2 107 86

‘Grenada 1 0 1 0 1 0

‘Guyana 0 0 1 1 0 0

‘Suriname 15 83 1 1 5 28

(*)Import data for Trinidad and Tobago in 2005 excluded as outliers

Data Source: Data Source: ITC Database based on Comtrade Statistics

2.3.2 The Regional Carrot Market

World carrot trade was estimated at USD 1,105 mn in 2005/07 av or 1,855,000 tonnes.

CARICOM annual imports of carrots averaged USD 6.2 mn or 7,502 tonnes. Within CARICOM,

Jamaican imports represent 3% in value and 2% in volume while imports into Trinidad represent

about 50% of CARICOM carrot imports in value term and 57% by volume (Table 2.9). Imports by

the other CARICOM member states are much smaller.

27

Up to the end of 2005, Trinidad and Tobago imported all its carrots from the USA (66%) and

Canada (33%). However, since 2006, imports have been originating from Costa Rica, while the

USA and Canada have both lost more than 75% marketshare (Table 2.10). Costa Rica was able to

enter this market through a bilateral trade arrangement with CARICOM. Given the proximity of

Jamaica to Trinidad and Tobago and its intrinsic trading relationships that lies therein, this

may represent a good market, should the country be able to increase its production and

compete based on quality and price. After successful entry in the lucrative Trinidad and Tobago

market, the other CARICOM markets may then be accessed.

Table 2.9: World and CARICOM Imports of Carrots (2005 – 2007)

2005 2006 2007 2005/07 av

Importers USD

(000)

Volume

(tonnes) USD (000)

Volume

(tonnes) USD (000)

Volume

(tonnes) USD (000)

Volume

(tonnes)

‘World 968938 1746032 1155866 1934885 1190882 1883252 1105229 1854723

CARICOM 4768 7140 7079 7820 6902 7502 6250 7487

‘Trinidad and

Tobago 2275 3908 3296 4511 3496 4492 3022 4304

‘Bahamas 1527 834 1634 795 1054 543

‘Guyana 410 324 490 389 475 553 458 422

‘Barbados 431 445 418 435 444 413 431 431

‘Saint Kitts/ Nevis 127 271 145 304 179 336 150 304

‘Belize 128 914 141 359 156 323 142 532

‘Saint Lucia 511 609 563 501 156 172 410 427

‘Jamaica 380 109 148 121 116 138 215 123

‘Grenada 126 114 150 107 101 92 126 104

‘Antigua 241 236 42 51 67 91 117 126

‘Dominica 23 28 22 27 29 37 25 31

‘Saint Vincent 74 100 99 126 24 33 66 86

‘Montserrat 19 30 18 31 18 18 18 26

‘Suriname 21 9 11 24 4 9 12 14

‘Haiti 2 43 9 3 5 14

Data Source: ITC Database based on Comtrade Statistics

28

Table 2.10: Trinidad and Tobago Imports of Carrots (2005 – 2007)

Exporters

Imported

value in

2003

Imported

value in

2004

Imported

value in

2005

Imported

value in

2006

Imported

value in

2007

'World 1591 2105 2110 3150 3305

'Costa Rica 0 0 0 1612 2625

'United

States of

America 1011 1388 1288 880 410

'Canada 579 706 800 650 270

2.4 Assessment of the International Market for Selected Agricultural Products

2.4.1 The Export Market for Yams

Jamaica exported 12,400 tonnes of Yellow Yams valued at USD 19.3 mn in 2007. Major

destinations include USA (USD 13.9 mn or 69%), the UK (USD 3 mn or 15%) and Canada (USD 2

mn or 12%). Just about 2% goes to the Cayman Islands and less than 1 % to Antigua and smaller

quantities to Bermuda.

During 2007, the USA imported USD 37.6 mn of yams; Jamaica accounted for just about 37% of

this market. The UK and Canadian market database didn’t facilitate full disaggregation for

estimation but these also represent emerging markets.

USA imports of yam from the world were reported at USD 37.6 mn in 2007, up from USD 32 mn

in 2004. Imports from Costa Rica were USD 13.5 mn in 2007 and Jamaica USD 13.9. The other

major suppliers, Nicaragua and Guatemala accounted for about USD 13.0 mn. In close proximity

to Jamaica, the Dominican Republic accounted for a mere USD 137,000 of exports in yams

(Table 2.11).

While the trade in yams is small in the Caribbean and may be largely unrecorded, Jamaica may

wish to explore this market further. For example, Trinidad and Tobago is a large consumer of

Yams and supply has been seasonal and unable to satisfy domestic demand.

Table 2.11: USA Imports of HS 0714902000 Yams from

Major Suppliers: Costa Rica and Jamaica

Source

Value in 2007

(USD 1,000)

29

World 37609

Costa Rica 13464

Jamaica 13943

Data source: ITC Database

30

2.4.2 Export Market for Escallion

During certain times of the year Jamaica has also been exporting escallion. Exports have

however followed a declining trend. Over 95% of Jamaica’s exports of escallion went to Canada

and smaller amounts went to the UK and the USA.

The USA imported USD 139 mn of HS 0703104000 ONIONS AND SHALLOTS, FRESH OR CHILLED,

NESOI in 2007 from other global producers to satisfy its production shortfall (Table 2.12). While

full disaggregation does not allow for this (scallions or Shallots) commodity, the market is still

expected to be significant. Major competitors in this market are Mexico at over 72% and Peru at

10%. Jamaica exports to this market are very low.

Table 2.12: Destinations for HS: 070310 Onions and shallots,

fresh or chilled Exported by Jamaica in 2007

2007

Export Destinations Volume

(Tonnes)

Value

(1,000)

‘World 26 139

‘Canada 25 133

‘United Kingdom 1 3

USA 1 2

Data Source: ITC calculations based on COMTRADE statistics.

2.4.3 Export Market for Hot Peppers

Jamaica is famous for its highly flavoured fresh Scotch Bonnet peppers in the North American –

USA (Miami & New York) and Canadian markets. Based on recent trade data, exports of Hot

Peppers HS: 070960 Peppers of the genus Capsicum or of the genus Pimenta, fresh or chilled

was recorded at USD 386,000 or 129 tonnes in 2007 (Table 2.13). The USA market for HS

0709602090 Chili peppers, fresh or chilled was recorded at USD 258 mn in 2007 of which

Jamaican had a share of less than 1%. The major competitor in this market is Mexico at 99%, the

Dominican Republic and Trinidad and Tobago, both at less than 1%. Further disaggregation of

31

the fresh hot pepper market in the USA will reveal segmentation based on Heat Scoville Units of

which Jamaica will occupy a much larger part of the niche market. The Canadian market for

Capsicum (which includes bell peppers and chillies) was recorded at USD 179 mn in 2007. This

market database didn’t allow for further disaggregation but this market can best be described as

small but expanding given its mixed ethnic consumer population and cultural foods expression.

Jamaica’s already export hot pepper to Canada and the UK markets mad may wish to continue

expanding in these markets. Exports accounted for just about 2% of domestic production in

2007.

Major competitors for Jamaican Scotch Bonnet peppers include the USA’s New Jersey’s hot

pepper producers during the summer and Mexican production (habaneros) which has been

continuously expanding. Other exporters include Trinidad and Tobago and the Dominican

Republic with habaneros which compete successfully with the Scotch Bonnet.

Table 2.13: Jamaican Export Market for HS: 070960 Peppers of the genus Capsicum or of the

genus Pimenta, fresh or chilled in 2007

Importers

Exported value

2007, (USD

1,000)

Exported

quantity 2007

(Tonnes)

Value Share in

Jamaica's

exports, %

'World 386 129 100

USA 318 107 82%

Canada 61 20 16%

UK 4 1 1%

Sources: ITC calculations based on COMTRADE statistics.

32

Annexes to Section 2

Annex Table 2.1 Jamaica Agricultural Imports of HS Classification 1-24 (2003-07 av)

HS Classification

Imports of HS

Classification 01-24

2003-2007 avg

(USD mn)

Volumes

(Tonnes)

Percentage

Share

Chapter 10 - Cereals $103 500918 15

Chapter 22 - Beverages, Spirits and Vinegar $64 73666 9

Chapter 17 - Sugars and Sugar Confectionery $58 146081 8

Chapter 4 - Dairy Produce; Birds Eggs; $58 20034 8

Chapter 3 - Fish, Crustaceans, Molluscs $52 19864 7

Chapter 19 - Preparations of Cereals, Flour, Starch $52 21895 7

Chapter 20 - Preparations of Vegetables, Fruit, Nuts $51 39939 7

Chapter 2 - Meat and Edible Meat Offal $46 44420 7

Chapter 21 - Miscellaneous Edible Preparations $41 18855 6

Chapter 16 - Prep. of Meat, of Fish, ... $39 20425 5

Chapter 23 - Residues $38 95982 5

Chapter 15 - Animal or Vegetable Fats and Oils $35 39861 5

Chapter 7 - Edible Vegetables and Certain Roots and

Tubers $18 33846 3

Chapter 11 - Products of the Milling Industry $17 29053 2

Chapter 12 - Oil Seeds and Oleaginous Fruits $8 808 1

Chapter 18 - Cocoa and Cocoa Preparations $6 1708 1

Chapter 24 - Tobacco $6 1082 1

Chapter 9 - Coffee, Tea, Mat‚ and Spices $5 1509 1

Chapter 1 - Live Animals $4 5884 1

Chapter 8 - Edible Fruit and Nuts $4 4046 1

Chapter 13 - Lac; Gums, Resins $1 50 0

Chapter 5 - Products of Animal Origin,NES $1 381 0

Chapter 6 - Live Trees and other Plants $1 142 0

Chapter 14 - Vegetable Plaiting Materials $0 5 0

33

PART B

PART B of this Report presents a cursory examination of the conditions of the market

infrastructure in Jamaica. In Section 3-5, the findings of visits made to various marketing

infrastructure in Kingston as well as those in St James, St Elizabeth and St Anns are

included.

Section 3 presents general findings as well as detailed observations of the conditions of the

infrastructure as it relates to health and food safety. Observations of the fisheries

infrastructure are presented in Section 4 and Section 5 has details of the packing houses

visited.

34

SECTION 3

FRESH AGRICULTURAL PRODUCE MARKET INFRASTRUCTURE

---------------------------------------------------------------------------------------------------------------------

3.1 Existing Conditions of Public Markets and Marketing Infrastructure

Fresh produce markets can serve a developmental role by maximizing farmers’ income through

attractive and functional display of fresh produce. Alternatively, the public market infrastructure

provides a physical place for consumers to obtain their food - fresh fruits and vegetables. This

part of the public infrastructure is very important for the attractiveness of the image of the

farming profession, safeguarding the income of producers by maintaining or enhancing the

integrity of the farmers produce and for sustainability of the income and welfare of other actors

in the supply chain.

The fresh produce markets are an integral part of the marketing infrastructure, performing an

important multifunctional role in Jamaica. The market building and its locale should represent a

central location for optimal and functional display and trade of fresh produce at competitive

prices; store the produce for various lengths of time for further trade and re-distribution and

also facilitate some level of retail sales. Ideally, the fresh produce markets should have the

necessary infrastructure to facilitate the efficient trade of fresh produce without compromising

integrity and food safety and should be carried out in clean, well lit and ventilated, secure

facilities.

Fresh produce from the farms are distributed through a number of channels as it moves to the

market. The key focal point for fresh produce trading in Jamaica is the Coronation Market where

an estimated 60-70% of the fresh fruits and vegetables are exchanged and then re-distributed

through other municipal wholesale-retail markets in various parishes, hoteliers, restaurants,

processors and other consumers. Farmers as well as marketing intermediaries (higglers)

facilitate this movement of produce from the farms throughout the distribution chain.

The municipal markets located across Jamaica are strategically placed in the major towns of

each Parish. At these markets, wholesale and retail trade takes place. Traders’ at all municipal

35

markets (including Coronation) include farmers, higglers and buyers as well as a number of

other persons engaged in market-related and unrelated activities.

3.1.1 Condition of Infrastructure

Visits were conducted to the Coronation, Queens, Constant Spring, Papine, Mandeville, Santa

Cruz, Montego Bay, Ocho Rios, Browns Town, the key locations where the targeted farmers /

stakeholders produce are traded. It was evident that the market infrastructure provided less

than ideal conditions as it relate to the efficient display and marketing of the farmers and

intermediaries fresh produce (See detailed assessment in Annex 3.1 of this section). Lighting was

inadequate, the concrete pavement inside and outside some markets need to be either repaired

or reconstructed to facilitate easy and efficient cleaning and washing. In many instances,

haberdashery and clothing traders occupied the prime locations while legitimate fresh produce

traders resort to the market periphery. Security is inadequate and some farmers reported

having to pay an unofficial security fee of up to $J 1,000 / visit to trade in the case of at the

Coronation market. The Market management provided support services at all markets, but there

is an inherent need for upgrade. A range of non-market related activities were also evident,

some of which are shown in Illustration 1 and summarized in Table 1. The opportunity is also

taken here to highlight examples of other public market infrastructure in Trinidad and Tobago

and Canada for comparison.

3.1.2 Health and Food Safety Conditions of the Marketplace

While already providing a trading platform on which farmers and intermediaries perform their

trade, the conditions as it relate to health and food safety at the markets can best be described

as less than optimal. The poor health conditions at these markets pose:

(i) major food safety risks to residents

(ii) major food safety risk to tourist and business visitors with implications for the

premium tourist destination

36

(iii) compromise processors quality who purchase at the markets

(iv) limit market expansion and

(v) risk losing market share to imported substitutes.

Any uncoordinated publicity of the existing unsanitary conditions at the Coronation and other

municipal markets can result in a crisis situation at this time and can lead to hoteliers,

consumers and others shifting to more imported and processed products which guarantee

higher food safety standards. A loss of market to the hoteliers can impact 10% to 15% of

domestic production (certain vegetables and fruits) which will eventually translate into lower

market prices to farmers and loss of value added to the economy. Box 3.1 lists some of the

major observations. Other health and safety issues have been reviewed in further details in

Section 16 of this report.

Box 3.1: Summary of Conditions at the Fresh Produce Markets

Existing Condition Key Constraints / Challenges/Issues

• Proliferation of derelict structures

• Evidence of rodents, stray dogs

• Poor drainage and inadequate lighting

• Dilapidated toilets and bathrooms, unavailability

of running water

• Storage of hardware items that can be

considered as “garbage”

• Poor fresh produce garbage disposal and illicit

dumping

• Inadequate implementation of standard sanitary

operating procedures

• Poor security for buyers and sellers

• Coronation market located in a high crime and

socially volatile area

• Proliferation of a wide range of unrelated fresh

produce market activities

• The poor health conditions at the markets pose:-

o Major food safety risks to Jamaican residents.

o Major food safety risk to tourist and other

visitors with negative implications for the

premium tourist destination.

o Rapid loss of fresh produce quality and

integrity.

o Risk of losing market share to imported

substitutes.

o Farmers and traders being extorted by

“informal” security personnel.

Trading takes place during the night and early mornings.

Lighting is inadequate in all markets.

3.2 Development Work Required

The visits to the markets highlighted a number of infrastructural services and food safety

challenges. Details of the condition of each market is summarised in the survey forms in Annex

37

2.1 of this section. In order to address the challenges facing the farming sector which includes

farmers and intermediaries of the selected parishes, the following are recommended:

1. Immediate removal of all unauthorized structures within and the vicinity of the fresh

produce market compounds.

2. Upgrading of all municipal markets to satisfy minimum acceptable health food safety and

security conditions.

3. Special emphasis on full modernization of the Ocho Rios, Mandeville, Santa Cruz and

Montego Bay markets.

4. Development of plans and construction of a new, modern fresh produce wholesale market

to replace the Coronation market at a much larger location in Kingston is required. This area

should have at least 50 acres to facilitate future expansion and development.

5. Permanent discontinuation of fresh produce trading from the surrounding public open areas

and streets into the targeted market buildings.

The annex to this subsection presents a set of panels as well as checklists of the physical

conditions of two of the markets visited (Annex Table A3.1 & A3.8). Generally similar conditions

can be found at all the markets visited. The market infrastructure is an integral part of the

national post-harvest, health and food safety system. A significant amount of fresh produce that

enters the hospitality industry as well as the supermarkets is transacted at these facilities.

38

Picture 3.6: Absence of cold chain for Fish being offered for sale. Panel 3.5: Waste management Practices at the Coronation Market,

Kingston

Picture 3.4: Higgler “dwelling” among Derelict items (old boxes,

tarpaulins, sponges) at the Queens Market, Kingston

Panel 3.2: Derelict items (old vehicle engine) at the Papine Market,

Mona, Kingston

Panel 3.3: Derelict structures surrounding the Santa

Cruz Market, Santa Cruz, St Elizabeth.

Panel 3.1: Cluster and derelict items at the Queens Market,

Kingston

39

Panel 3.9: Santa Cruz Market

Compound, St Elizabeth –

note sturdy structure of main

Market building

Panel 3.8: Santa Cruz

Market Compound, St

Elizabeth – note illegal

structures

Panel 3.7: Santa Cruz Market

Compound, St Elizabeth -

Note illegal structures

40

Annex Table A 3.1: Market Infrastructure Data – Coronation & Queens Market Standard Checklist Yes /

Good

No /

Poor

Description of Problems

a. Is the surroundings clean and is it sanitized at least once per

week?

√ Very unsanitary, difficult to clean and to

maintain clean

b. Is there obnoxious fumes, garbage, other waste, unapproved

structures in the vicinity?

√

Lots of garbage strewn, clogged drains, vehicle

pollution

c. Is the approach and service roads around building clear and

easily accessible?

√ Highly congested, limited access to trading

area, traders occupy streets on approach to

trading area

d. Is there systems or equipment for control of unwanted animals

such as traps?

√ No animal or vermin traps

e. Are there pest, insect, rodent proofing and / or baiting

stations?

√ Market has open access. Inside the trading area

has covered stalls, non-food storage material

and garbage being stored.

f. Is the drainage system open to surface or permanently

installed underground?

√ No noticeable drainage system and there are

areas with clogged drains and stagnant water

g. Are the external walls properly plastered and free from

crevices, holes, dampness?

√ Paint severely worn, dusty and needs

immediate attention

INTERNAL INFORMATION

a. Are the walls and ceilings properly painted? √

b. Are the floor, walls and ceilings properly plastered with

impervious material?

√ Floor space predominantly asphalt but severely

worn

c. Is there adequate ventilation arrangement inside building? √ Inadequate. High temperatures inside building;

heat generated from the galvanized sheet roof.

d. Is there adequate exhaust fans for cooling the trading /

working area?

√ None installed in building. Inside the building

is very hot and humid.

e. Is there adequacy of waste receptacles? √

f. Is the frequency of waste removal from the building and away

from the site adequate?

√ Heaps of rotten garbage strewn in open areas

and evidence of burnt garbage.

g. Do traders and other occupants sleep overnight in the

building?

√

GENERAL SUPERSTRUCTURE

a. Is the market building constructed with temporary material or

permanent’ such as steel or reinforced concrete?

RC and steel superstructure with galvanized

sheets. Roof leaking and steel need repainting

and adequate maintenance

b. Is there a raised platform for displaying and/or unloading fresh

produce?

√ Clustered, no ramp

c. Is there adequate facilities for washing and drying fresh

produce?

√

d. Are there proper and adequate tables for grading produce?

e. Are there fans for air drying washed produce?

TRANSPORTATION

a. Is there adequate parking lots for clients? √ Clients park on public roadway

b. Is there adequate internal market transport? √ Crude manually powered hand carts

c. Is there adequate access ramps/loading bay? √ To be verified

d. Are the aisle clear and easily assessable? √ Narrow, clustered, congested

IN-HOUSE STAFF

a. Is the in-house staff educated about post harvest technology? √

b. Is the in-house staff educated in marketing and food safety? √

11. MISCELLANEOUS

a. Comment on the need for modernisation/upgrading needs of

the market

To be fully refurbished or new market built in

another larger, open access location

b. Comment on specific activities for improving appearance of

surroundings and environment in the short-term

Remove all temporary and unauthorized

structures. Stop all unrelated fresh-produce

activities, remove all market dwellers, rodent

and other vermin control, repaint, refurbish all

surfaces, construct proper drainage, implement

programme for cleaning and maintenance,

waste disposal, and SSOP.

(Checklist adapted from EU Standards)

41

Annex Table A3.2: Market Infrastructure Data – Ocho Rios Market

Standard Checklist Yes /Good No /Poor Description of Problems


week?


maintain clean



√

Lots of garbage strewn, clogged drains, vehicle

pollution


easily accessible?

√ Good road access to trading area. Large open

areas available for farmers and traders


such as traps?



stations?






√ No noticeable drainage system and there are

areas with clogged drains and stagnant water




immediate attention





√ Concreted floor exist inside the market

buildings but external environment need to be

paved.

c. Is there adequate ventilation arrangement inside building? √ Inadequate. High temperatures inside building;

heat generated from the galvanized sheet roof.


working area?






√ Heaps of rotten garbage strewn in open areas

and evidence of burnt garbage.


building?

√





sheets. Need repainting and adequate

maintenance


produce?

√


produce?

√

d. Are there proper and adequate tables or trading platform for

grading produce?

√

e. Are there fans for air drying washed produce? √

TRANSPORTATION

a. Is there adequate parking lots for clients? √


c. Is there adequate access ramps/loading bay? √


IN-HOUSE STAFF



11. MISCELLANEOUS

a. Comments on the need for modernisation/upgrading needs of

the market

Recommended for full refurbishment

b. Comments on specific activities for improving appearance of







programme for cleaning and maintenance,.


42

Annex Table A3.3: Market Infrastructure Data – Mandeville Market



week?

√ Unsanitary, difficult to clean and to maintain

clean



√


easily accessible?

√ Good road access to trading area. Open areas

available for farmers and traders is limited.


such as traps?



stations?

√ Market has open access.



√




immediate attention







paved.

c. Is there adequate ventilation arrangement inside building? √ But hot days may be problematic. Excess heat

generated from the low galvanized sheet roof.


working area?

√ None installed in building.




√


building?

√






maintenance


produce?

√


produce?

√


grading produce?

√


TRANSPORTATION





IN-HOUSE STAFF

a. Is the in-house staff educated about post harvest technology? None available at time of visit

b. Is the in-house staff educated in marketing and food safety? None available at time of visit

11. MISCELLANEOUS


the market




Stop all unrelated fresh-produce marketing

activities, rodent and other vermin control,

repaint, refurbish all surfaces, implement



43

Annex Table A3.4: Market Infrastructure Data – Santa Cruz Market



week?


maintain clean



√

Lots of dilapidated and unapproved structures.

Impeded drainage in some areas and back of

market accumulates water.


easily accessible?


areas available for farmers and traders.

Roadway and parking areas have unapproved

structures.


such as traps?



stations?


has illegal stalls. Market dwellers in stalls.



√ Impeded drains and stagnant water evident.

g. Are the external walls are properly plastered and free from



immediate attention. Very good super-structure.


a. Are the walls and ceilings are properly painted? √





paved.

c. Is there adequate ventilation arrangement inside building? √ Seems inadequate.


working area?






√


building?

√






maintenance


produce?

√


produce?

√


grading produce?

√


TRANSPORTATION

a. Is there adequate parking lots for clients? √ Removal of illegal structures will be required.




IN-HOUSE STAFF

a. Is the in-house staff educated about post harvest technology? √ None available at time of visit

b. Is the in-house staff educated in marketing and food safety? √ None available at time of visit

11. MISCELLANEOUS


the market









programme for cleaning and maintenance.


44

Annex Table A3.5: Market Infrastructure Data – Papine Market



week?


given the array of other cativities in the area.



√

Fish cleaning taking place outside. Flume water

drains on roadway.


easily accessible?

√ Reasonable good road access to trading area.

Area for parking limited.


such as traps?



stations?






√




immediate attention


a. Are the walls and ceilings properly painted? √ Leaking roof




buildings.

c. Is there adequate ventilation arrangement inside building? √ Inadequate. Lighting poor.


working area?






√ Non-fresh produce waste stored in market area.


building?

√






maintenance


produce?

√


produce?

√


grading produce?

√


TRANSPORTATION





IN-HOUSE STAFF



11. MISCELLANEOUS


the market




Potable pipe borne water required. Toilets need

to be refurbished in working condition. Water

available in barrel for washing hands.


45

Annex Table A3.6: Market Infrastructure Data – Constant Spring Market



week?

√ Reasonably clean



√


easily accessible?

√ Good road access to trading area.


such as traps?

√ No animal or vermin traps. Cockroaches were

quite evident, among produce being offered for

retail sale.


stations?




√ Good drainage system and area well drained




immediate attention






buildings.

c. Is there adequate ventilation arrangement inside building? √


working area?






√


building?

√






maintenance


produce?

√


produce?

√


grading produce?

√


TRANSPORTATION




d. Are the aisle clear and easily assessable? √

IN-HOUSE STAFF



11. MISCELLANEOUS


the market




Rodent, cockroach and other vermin control,

repaint, refurbish all surfaces, construct proper

drainage, implement programme for cleaning

and maintenance,.


46

Annex Table A3.7: Market Infrastructure Data – Browns Town Market



week?


maintain clean



√

Lots of garbage strewn


easily accessible?


areas available for farmers and traders


such as traps?



stations?






√ Open to surface




immediate attention







paved.

c. Is there adequate ventilation arrangement inside building? √ Adequate


working area?

√ None may be required




√ Waste disposal less than optimum.


building?

√ Insecure and exposed to risk.






maintenance


produce?

√


produce?

√


grading produce?

√


TRANSPORTATION





IN-HOUSE STAFF



11. MISCELLANEOUS


the market





structures. Adequate potable pipe borne water

required. Toilets and bathroom need to be

refurbished in working condition. implement



47

Annex Table A3.8: Market Infrastructure Data – Montego Bay Market



week?


clean



√


easily accessible?



such as traps?



stations?




√ Surface drainage




immediate attention







paved.

c. Is there adequate ventilation arrangement inside building? √ Inadequate.


working area?






√


building?






maintenance


produce?

√


produce?

√


grading produce?

√


TRANSPORTATION





IN-HOUSE STAFF



11. MISCELLANEOUS


the market











48

SECTION 4

MARINE FISH MARKETING INFRASTRUCTURE AND HANDLING

FACILITIES

______________________________________________________________________________

4.1 Existing Situation of Fish Markets at Selected Landing Sites

This study examined the key marketplaces for fresh fish and the conditions under which the

product is handled and traded as part of the market component. The target marketplaces visited

were fish landing sites in the parishes of concern: St Elizabeth, St James and St Ann. The markets

were examined to assess the handling and display facilities for seafood landed at the sites, the

physical facilities used by the fish handlers / scalers and the working conditions under which

they conduct their businesses.

In this regard, a series of field visits were undertaken. Fish Markets reviewed include (i) Alligator

Pond (St Elizabeth), (ii) Salem Fish Complex - Runaway Bay (At Ann), (iii) Old Jail Fisherman’s Beach

Fish Market (St Anns) (iv) Sailor Hall Fishermen Beach - Ocho Rios, (St Anns) and interviews were

conducted with scalers, fishers and key stakeholders at the facilities. In addition, personnel in

the Fisheries Department of the Ministry of Agriculture were also consulted.

The following were observed at the fishery facilities:

1. The artisanal fishing operation may involve a stay at sea that extends up to 24 hours.

Only in few cases, fishermen go out to sea with ice and insulated boxes.

2. Absence of basic and appropriate physical infrastructure for display and post harvest

processing / handling of fish.

3. At all facilities, scaling of fish is done on temporary wooden tables or on pieces of wood.

4. Scalers and fish handlers practiced minimal (but inadequate) basic food handling

practices.

5. Pipe borne water was unavailable at the fish handling facilities and thus, sea water was

used for washing fish after scaling operations.

49

6. Disposal of the fish offal involved its return to sea.

7. Fishers indicated that they experienced low rates of harvest at certain time of year

which impact negatively on their income flow and livelihood.

8. At one facility in Ochio Rios, St Anns, there also existed a number of small scale fish

restaurants.

9. Over 90% of the fish scalers operating at the landing sites were women.

10. Although the facilities were rudimentary in nature, scalers cleaned the areas of

operations after each business day.

11. The cold chain was absent - use of ice and the presence of cooling facilities were not

evident.

12. Primary customers mostly included household consumers. Thus, the value chain was

short and addition of value was limited.

13. Fishers requested training in the use of fish finders and GPS to assist their operation.

14. Informal groups exist at all facilities and better facilities were being requested.

4.2 Public Sector Intervention

The MOA has also recognized the need to improve facilities at the fish landing and handling

sites. In this regard, the Fisheries Division of the Ministry of Jamaica has highlighted the

following:

1. The need to improve the value chain in the fishing industry.

2. The Ministry plans to provide service support infrastructure at fishing beaches. These

are to include refurbishing of simple post harvest handling facilities and redesign of the

infrastructure. Facilities may not be the same on every beach but the intention is to

target locations which have the best potential.

As it relate to the influence of Policy, the following were noted:

1. No detailed strategic plan is currently in place, and thus operations are guided only by

general policy objectives.

50

2. There is a very urgent need to focus on ensuring that basic phytosanitary facilities are in

place.

3. There is an absence of focus on food safety programmes. Those currently in place are

diverse and disconnected. There should be some minimum basic facilities with

operations protocols and facilities to handle disposal of offal.

4. The need to place additional regulating mechanisms on the fisher-folk sub-segment

(fishermen and handlers); ie being mindful of the challenges to productivity and income

security.

5. Need to give consideration to the exploration and utilization of many underexploited

species; striving towards a balanced approach to exploitation and for sustainability of

operation.

6. Need to clearly define fish landing sites versus beaches towards rationalization of its

appropriateness and feasibility of operations.

7. Some major fishers operate in the rivers (eg riverine fishing in Black River, St Elizabeth).

Currently these are not included, but should benefit from any intervention for the

sector.

*Reference / Consultation: Mr Ande Kong., Director Jamaica Fisheries Department (Dec. 2008)


In order to address the challenges facing the farming sector which includes farmers and

intermediaries of the selected parishes, the following are recommended:

1. Construction of fish markets, with proper post harvest handling facilities for processing

(scaling) and retail sales.

2. Construction and establishment of cold storage and ice making facilities at major fish

landing sites.

3. Develop and implement a cold chain system throughout the supply side of the industry.

51

4. Conduct training courses and implement sanitary standard operating procedures at

each landing facility.

5. Train “scalers” in post harvest handling, processing and marketing of fish.

6. Development of a strategic plan for fisheries sector to include strategies for small scale

fish processors.

Other related intervention required:

1. Develop a market information and intelligence system and foster linkages between fish

processors , larger-scale buyers, hoteliers and food services.

2. In the case of Sailor Hall Fishermen Beach - Ocho Rios, develop linkages with the tourism

sector to increase income of small scale fishers, moreso during periods of low harvests.

Fishers may be re-trained to conduct diving and fishing tours.

3. Training for fishers in the use of fish finders and GPS.

The annex to this subsection presents a set of panels showing the physical conditions and some

fish post harvest handling practices at the markets / landing sites visited. Panels are also

presented of fish post harvest and handling facilities in other countries.

52

Annex Table A4.1: Fish Market Infrastructure Data – Alligator Pond Fish Market Standard Checklist Yes /Good No /Poor Description of Problems


week?


clean. Beach construction, sand floor. Fish

scalers clean area daily.



√ Existence of a number of other structures,

many in poor conditions


easily accessible?


d. Is there systems or equipment for control of unwanted

animals such as traps?

√ No animal or vermin traps. Area is open and

uncontrolled. Stray dogs frequent area


stations?

√ Market has open access. Flies will have open

access to fish handling area.



√ Surface drainage / adsorption. No established

drainage infrastructure



√ Informal structure, generally dilapidated.

INTERNAL INFORMATION - Fish Scaling Area

a. Are the walls and ceilings are properly painted? √ No walls and ceiling



√ No concreted floor exists. Floor comprise of

beach sand

c. Is there adequate ventilation arrangement inside building? √ Open to beach. Good ventilation


working area?

√ None required

e. Is there adequacy of waste receptacles? √ Inadequate. Waste returned to sea



√ Waste returned to sea


building?


a. Is the market building constructed with temporary material

or permanent’ such as steel or reinforced concrete?

√ Temporary structure

b. Is there a raised platform for displaying and/or unloading

fish?

√ Fish kept in containers for display or placed on

temporary tables

c. Is there adequate facilities for washing fish? √ Fish washed at sea before delivery to market


grading and sorting of fish?


temporary tables

TRANSPORTATION


b. Is there adequate internal market transport? √



SCALERS – FISH PROCESSORS

a. Are the scalers educated about fish processing technology? √

b. Is ice being used for storing fish? √ No ice available

c. Is pipe-borne water available / being used √ Sea water being used. No pipe borne water

available

d. Are proper tables available for scaling operations √ Temporary wooden tables are used. Does not

allow for proper sanitizing

11. MISCELLANEOUS


the market

Recommended for full upgrade



Need to remove all temporary and

unauthorized structures. Discontinue all fishery

unrelated activities, construct proper building

and implement programme for cleaning and

maintenance,.

53

Annex Table A4.2: Fish Market Infrastructure Data – Salem Fish Market, Runaway Bay



week?

√ Generally sanitary, upgrade will facilitate

better cleaning and management of

surroundings. Fish scalers clean their

processing area daily.



√ Existence of a number of other structures,

many in poor conditions


easily accessible?

√ Reasonably good road access to trading area.

Building available for fishers to store their

equipment in same area






stations?





√ Surface drainage / adsorption. No established

drainage infrastructure



√ Informal structure, generally dilapidated.






beach sand



working area?

√ None required




√ √ Waste returned to sea


building?






fish?


temporary tables





temporary tables

TRANSPORTATION









available



11. MISCELLANEOUS


the market




Need to remove all temporary and

unauthorized structures. Discontinue all fishery

unrelated activities, construct proper building

and implement programme for cleaning and

maintenance.

54

Annex Table A4.3: Fish Market Infrastructure Data – Old Jail Fisherman’s Beach Fish Market,

St Ann Bay Standard Checklist Yes /Good No /Poor Description of Problems


week?

√ Open beach, no structure exist. Scaler uses a

tarpaulin and piece of wood on ground.



√


easily accessible?

√ Poor access to trading area. Unpaved and

undeveloped



√ Area is open and uncontrolled. Stray dogs

frequent area


stations?












beach sand

c. Is there adequate ventilation arrangement inside building? √ Open to beach.


working area?

√ None required






building?




√


fish?


ground or hanged on strings

c. Is there adequate facilities for washing fish? √



√

TRANSPORTATION









available



11. MISCELLANEOUS


the market

Recommended for full construction. Land is

available at current site.



Old Jail Fisherman’s Cooperative is a

formalized group; seeks to improve facilities

for fishers and scalers

55

Annex Table A4.4: Fish Market Infrastructure Data – Ocho Rios Fish Market



week?

√ Generally sanitary, upgrade will facilitate better

cleaning and management of surroundings. Fish

scalers clean their processing area daily. Small

unfinished concrete structure exists.



√ Existence of a number of other structures, many

in poor conditions


easily accessible?

√ Reasonably good road access to trading area.

Building available for fishers to store their

equipment in same area


such as traps?




stations?





√ Surface / drainage adsorption.



√ Incomplete informal structure, generally

dilapidated.





√ No concreted floor exists except for those with

access to small unfinished building



working area?

√ None required






building?





b. Is there a raised platform for displaying and/or unloading fish? √ Fish kept in containers for display or placed on

temporary tables





temporary tables

TRANSPORTATION









available



11. MISCELLANEOUS


the market





structures. Discontinue all fishery unrelated

activities, construct proper building and

implement programme for cleaning and

maintenance.

56

Key Practices / Condition Handling and Marketing Facilities and Operations at Selected Fish

Landing Sites in St Elizabeth, St James and St Ann

Panel 4.1: Scaling Fish, Fish processing activities

at Old Jail Fisherman’s Beach, St Ann Bay

Panel 4.2: Washing fish using fetched sea water, Fish

processing activities at Old Jail Fisherman’s Beach, St Ann Bay

Panel 4.6: Lobster.

Absence of cold chain.

Lobster processing in wheel barrow at Alligator

Pond, St Elizabeth, Jamaica

Panel 4.5: Scaling Fish,

Fish processing activities at Alligator Pond, St

Elizabeth, Jamaica

Panel 4.4: Scaling Fish,

Fish processing activities at Alligator Pond, St

Elizabeth, Jamaica

Panel 4.3: Fish Scaling facilities at Salem,

Runaway Bay, St Anns, Jamaica

57

Panel 4.8: Ocho Rios

Unfinished fish scaling facilities

Panel 4.10: Fish displayed on crush ice for retail

sales, Toronto, Canada Panel 4.9: Enclosed, air conditioned in Toronto,

Canada

Panel 4.12: Fish handling facilities in Toronto,

Canada

Panel 4.7: Ocho Rios.

Unfinished fish scaling facilities, St Ann, Jamaica

Panel 4.11: Seafood stored in Cold Water to

maintain freshness

58

SECTION 5

MARKETS / BUYERS OF FRESH AGRICULTURAL PRODUCE

_____________________________________________________________

5.0 Introduction

Sections 5 to 8 of the report focus on key buyers of fresh produce in Jamaica. These include

hotels, processors, supermarkets, restaurants, exporters, marketing intermediaries and

household consumers. The characteristics and size of each market segment are addressed.

5.1 The Hotel Sector

In 2007, an estimated 2.9 million tourist visited Jamaica, of which 1.7 million or 59% was

characterised as stop-over arrivals. Of this category, 1.6 million (94%) were foreign nationals

with 71% of them arriving from the United States of America, 15.2 % from Europe and 9.1%

from Canada. The average length of stay in 2007 was 9.6 days, declining from 9.8 days during

2005 and 2006 (PIOJ 2007). Tourists were accommodated in a range of hotels, including resorts,

super clubs and guest houses contributing USD 1,934 mn in 2007. Montego Bay, Ocho Rios, and

Negril continued to be the most popular tourist destinations. Hotels scheduled for completion in

2008 were Iberoster-Phase ll, Fiesta – Phase 1, Riu – Phase iv, Gurpo Excellence and Palmyra –

Phase 1.

This section of the report presents the major findings from the survey conducted mostly among

the larger hotels in Jamaica. A combination of cluster and convenience sampling was employed

in the approach to the study. The survey sought to assess the preferred terms and conditions of

the hoteliers when purchasing fresh agricultural produce from farmers and middlemen. In

addition, an understanding of difficulties encountered during procurement is highlighted

including procurement arrangements, volumes and regularity of supplies.

59

5.2 Major Qualitative Characteristics of Hotel Buyers

Based on the field visits to the hotels, the study found that there was an expressed preference

to purchase and utilize local fresh agricultural produce in the hospitality industry. This was

accredited to the (i) superior taste and (ii) the interest in supporting local farmers.

While the purchasing process for manufactured and pre-packaged foods were relatively simple,

this can be more complex in the case of fresh fruits and vegetables given the need for

minimization of wastage, labour saving initiatives and food safety. In some cases, the fresh

produce purchasing managers were quite knowledgeable of standards, quality and food safety

issues as they relate to fresh agricultural produce, including meat and fish while in others, the

purchasing managers lacked the minimum required skills.

Visits to the purchasing departments in some hotels found that the quality chain began at the

hotel rather than the field. Delivery of low quality fresh produce and poor post harvest handling

poses challenges at the point of purchase.

Supply contracts are typically negotiated for duration of 3 to 6 months. Payments for fresh

produce deliveries can range from 7 to 30 days. Some of the major qualitative characteristics of

this market segment are summarized below:

Box 5.1 Small Hotels

(May Fair, Salem Resort, Mandeville Hotel)

(i) Cooks decides on range and types of vegetables to be bought

(ii) Some chefs prefer to purchase at Wet Markets which allows for selection and bartering.

(iii) Prefer to purchase local vegetables, however price is an important consideration.

(iv) Do not want fresh-cut and pre-packed vegetables – staff available in-house for processing and recipes

may require both whole and chopped vegetables.

60

Box 5.2 Large Hotels

(Sandals Chain, Rui, Jamaica Grand, Super Clubs {7 hotels} )

(i) Some hotel chains have centralized policy with respect to purchasing fresh produce but there is

flexibility in some geographic locations.

(ii) Purchases from suppliers and farmers are on a contractual basis. Contracts are negotiated in advance

and may be for periods of 3 to 6 months.

(iii) Farmers must register at the hotels Head Office before supplying.

(iv) Shortfalls in supply and rejects are major concerns as the deficits have to be purchased from other

suppliers.

(v) Consistent prices and supply volumes are required as it is difficult to change menu at short notice.

(vi) Produce managers require notification of fruits and vegetables that are in short supply or going out of

season and also those that will become available to allow their inclusion in the menu.

(vii) Selection criteria include size, colour, wholesomeness, maturity and dressing percentage.

(viii) Hotels typically operate under a 7-14 day credit arrangement with suppliers.

(ix) Imported vegetables are purchased to satisfy forecasted supply shortfall or where there is quality

deficiency as the case of carrots. This may be purchased from designated importers / suppliers.

(x) Hoteliers (purchasing managers and chefs) have expressed their willingness to participate in training

programmes to improve quality and food safety standards in the sector.

(xi) Shortages experienced with romaine lettuce, cabbage, sweet peppers, broccoli, cantaloupe, winter

melon, Asian vegetables and carrots. Quality is critical.

5.3 Estimation of the Market Size

The analysis of the buyer characteristics and estimation of the market size of the hotel/tourist

sector places primary focus on the larger hotels in order to facilitate wider coverage of the

industry. In this regard, hotels were selected on the basis of their location in Montego Bay and

Ocho Rios and the larger chains. A comprehensive list of hotels was generated and telephone

calls were made in a bid to set up appointments. This approach however proved difficult in that

respondents claimed that they already accommodated individuals from Government

departments and consultants who were doing similar study and that it was time consuming.

61

The researcher therefore resorted to using convenience sampling, primarily through making

cold calls to head offices, hotels, and some telephone calls to key stakeholders. In many

instances, the purchasing managers of fresh agricultural produce were enumerated. Data on

monthly occupancy levels, which were to be used to correlate with purchases proved difficult to

access as the data was either deemed confidential or unavailable. In this regard, an alternative

approach was derived based on consultations with the industry’s Chefs, Nutritionists and

researched literature. Such an approach was supported be major stakeholders within the sector.

5.3.1 Approach to Estimation – Major Assumptions

In 2007, tourist visiting Jamaica spent an estimated USD 43.93 (38.4%) on room, USD 24.74

(21.6%) on food and beverage (in accommodation); USD 7.34 (6.4%) on Food and beverage

(outside accommodation); USD 11.19 (9.8%) on entertainment and USD 27.34 (33.6%) on

transport, shopping and miscellaneous from a total average expenditure of USD 114.54/day.

Given the expenditure on food and beverages, the hospitality industry also represents a

potentially important market for Jamaica’s fresh agricultural produce.

This subsection therefore sets out to estimate the volume of selected agricultural commodities

that will be required by this market. Two sets of data were used:

(i) the minimum daily nutritional requirement for an adult, and

(ii) the population of stop over visitors and their average length of stay.

This approach to estimate the potential demand was consistently advised by various

professional chefs in the hospitality sector. Given the paucity of quantitative data in the

industry differentiated by consumption patterns of various types of fruits and the actual

occupancy of the hotels. It also offered a less tedious approach than actual volumes bought by

each hotel and the commensurate occupancy levels. Attempts were also made using the latter

approach but in most cases proved futile and the data obtained at best may be considered as

either “estimated” or “confidential and thus cannot be released”. The monthly Visitor Arrivals

however, had the potential of offering a good monthly forecasting mechanism. Data for the

latter was obtained from the Jamaican Tourist Board website.

62

The average stay used for the estimation was 9.8 days. The monthly visitor arrivals varied by

months with peaks during March, August and December and troughs in January, May and

September. Arrival trends were similar during the three years and arrivals were higher during

2006 and 2007 over the 2005 period (Figure 5.1).

The Recommended Daily Serving (Exchange List) used in the analysis was adopted from

Campbell, V.S., Sinha, D.P. (2006)2, Indar, P (2002)3 and through consultation with Granderson, I

(2009)4, as well as various hospitality chefs in the sector in Jamaica5. These represent the

average industry standards and are consistent with average daily energy (calories), protein and

fat in servings of commonly eaten foods recommended for persons over 18 years of age at 2,000

calories per day. The study recognizes that calorie intake per day will vary according to age,

body type, activity levels and sex (women – 2,000 calories/day, men 3,000 calories / day). The

2 Campbell, V.S., Sinha, D.P. (2006)., Nutrition Made Simple. Caribbean Food and Nutrition Institute. Pan American Health

Organization. PAHO/CFNI/95.J12. pp. 241-42 3 The Multi-Cultural Cuisine of Trinidad and Tobago and the Caribbean (2002)., Naparima Girls High School Cookbook., Updated

and Revised Edition. 4 Granderson, I, (PhD). Methodology developed in consultation of Dr Isabella Granderson, Lecturer / Food Nutritionist in the Human

Ecology programme of the Department of Agricultural Extension, UWI, Trinidad. 5 Includes president of the Jamaica Hotel Chef’s Association

63

formula used for conversion from food equivalent to raw equivalent is presented in equation 1

and the key assumptions and the residency duration are detailed in Table 5.1 and 5.2 below.

Monthly Requirement = (Monthly number of stopover visitors) x (Average length of stay) x

(Recommended daily serving) x (No. of serving / day) x

(conversion to raw equivalent) ...............eqn (1)

Table 5.1: Key Assumptions and Parameters used for Estimation of Daily Consumption of Raw

Fruit, Vegetable, Fruit and Meat Equivalent (Exchange List)

Parameters Tomato Lamb

Fresh

Fish Carrots Watermelon Cantaloupe Yam Escallion

Hot

Peppers

Recommended

Serving (ozs*)

4 ozs

(1 cup

raw)

6 ozs fresh

2 ozs cooked

(60 gm)

120 g

(4 ozs)

4 ozs

1 cup raw

8 ozs pulp

16 ozs slice

(450 gms)

8 ozs pulp

16 ozs slice

(450 gms) 4 ozs 0.1 0.1

No. of Servings / day 2 0.33 1 2 0.33 0.33 1 1 1

Required weight

/day (ozs) 2 1.98 5 8 2.64 2.64 3 0.1 0.1

Conversion to raw

equivalent

(conversion factor) 1.1 1.1 1.2 1.2 2 2 1.25 1.1 1.2

Monthly number of

stopover visitors 2005-07 average monthly arrival (see Table 5.2)

Average Visitor

length of stay 9.8 days

Total resident days Average monthly arrival * Average visitor stopover

Lamb requirement 1/3 chicken requirement. Chicken is served daily.

*1 ounce = 28 grams

Yam: 1 lb of raw yam yield 12 ozs of vegetable and 4 ozs peel = 3 cups of cooked yam (12 ozs) 1cup cooked yam = 4 ozs

Table 5.2: Average Monthly Tourist / Visitor Residency in Jamaica (Source JTB)

Monthly Visitor Arrival

Month 2005 2006 2007 3 Year Average

Average

Visitor

Stop Over

(days)

Total

Resident

(Days)

Jan 117,000 131,000 130,000 126,000 9.8 1,234,800

Feb 123,000 138,000 133,000 131,333 9.8 1,287,067

Mar 155,000 167,000 165,000 162,333 9.8 1,590,867

Apr 124,000 163,000 151,000 146,000 9.8 1,430,800

May 111,000 134,000 132,000 125,667 9.8 1,231,533

Jun 133,000 158,000 157,000 149,333 9.8 1,463,467

Jul 151,000 180,000 195,000 175,333 9.8 1,718,267

Aug 118,000 142,000 137,000 132,333 9.8 1,296,867

Sep 73,000 80,000 90,000 81,000 9.8 793,800

64

Oct 87,000 94,000 108,000 96,333 9.8 944,067

Nov 122,000 122,000 125,000 123,000 9.8 1,205,400

Dec 165,000 168,000 180,000 171,000 9.8 1,675,800

5.3.2 The Results and Analysis

Using the arrival and residency data for stop-over tourist in Jamaica as well as the exchange list ,

the monthly estimates for selected commodities: Tomato, lamb, fish, carrots, watermelon,

cantaloupe, yam, escallion and hot peppers are presented in Table 5.3. Both monthly and

annual estimates are presented.

Table 5.3: Estimated Monthly Requirement of Selected Commodities based on

Average Tourist Arrival and Residency in Jamaica (kg)

Month Tomato Lamb Fish Carrots Watermelon Cantaloupe Yam Escallion

Hot

Peppers

Jan 308,700 76,403 168,382 364,827 185,220 185,220 168,382 3,859 4,210

Feb 321,767 79,637 175,509 380,270 193,060 193,060 175,509 4,022 4,388

Mar 397,717 98,435 216,936 470,029 238,630 238,630 216,936 4,971 5,423

Apr 357,700 88,531 195,109 422,736 214,620 214,620 195,109 4,471 4,878

May 307,883 76,201 167,936 363,862 184,730 184,730 167,936 3,849 4,198

Jun 365,867 90,552 199,564 432,388 219,520 219,520 199,564 4,573 4,989

Jul 429,567 106,318 234,309 507,670 257,740 257,740 234,309 5,370 5,858

Aug 324,217 80,244 176,845 383,165 194,530 194,530 176,845 4,053 4,421

Sep 198,450 49,116 108,245 234,532 119,070 119,070 108,245 2,481 2,706

Oct 236,017 58,414 128,736 278,929 141,610 141,610 128,736 2,950 3,218

Nov 301,350 74,584 164,373 356,141 180,810 180,810 164,373 3,767 4,109

Dec 418,950 103,690 228,518 495,123 251,370 251,370 228,518 5,237 5,713

Total(*) 3,968,183 982,125 2,164,464 4,689,671 2,380,910 2,380,910 2,164,464 49,602 54,112

(*) Monthly Requirement = (Monthly number of stopover visitors) x (Average length of stay) x (Recommended

daily serving) x (No. of serving / day) x (conversion to raw equivalent)

The specific hotel requirement will differ based on their number of rooms, occupancy levels and

individual menu. Nonetheless, the monthly data gives a good estimation of the volume

requirements and the market potential for selected fresh fruits, vegetables and meats.

5.4 Opportunities for Expansion of Domestic Production of Fresh Produce

Analysis of the data for the hospitality industry show very high demand (as a percent of total

availability) in the case of cantaloupe (79%) and medium demand for carrot (24%), watermelon

65

(25%), tomato (20%) sheep meat (16%) and fish (9%) as shown in Table 4.5. The requirements

for scallion, yams and hot pepper were low.

Further analysis of the data in the hospitality sector show tourism sector requirement as share

of domestic production to be 12,277% more than production of sheep meat / mutton and lamb

and 87% of the cantaloupe production; watermelon 25%, carrot 24%, tomato 20% and fish 18%.

The data also identify the production segments with additional opportunities for Jamaican

producers and also the commodities that are imported to satisfy production shortfall. Although

the annual data requirement shows a high level of satisfaction, analysis of the monthly

requirements did not follow the same trend of the monthly production volumes.

Table 5.5: Estimated Hospitality Sector Demand for Selected Foods based on

Jamaica 2007 Agricultural Production Levels and Availability (Tonnes)

Commodity Production

Tonnes Imports Exports Availability

Tourism

Requirement

(Tonnes)

Tourism

Requirement

as share of

availability (%)

Tourism Sector

Requirement

as share of

Domestic

Production (%)

Fish

(Seafood) 11,838 22,082 9,052 24,868 2,164 9% 18%

Carrot 19,365 319 0 19,684 4,690 24% 24%

Cantaloupe 2,743 260 0 3,003 2,381 79% 87%

Escallion 10,841 1 26 10,816 50 0% 0%

Hot Pepper 6,596 251 129 6,718 54 1% 1%

Tomato 19,576 362 0 19,938 3,968 20% 20%

Watermelon 9,573 112 0 9,685 2,381 25% 25%

Yam 121,628 0 12 121,616 2,164 2% 2%

Sheep Meat 8 6,203 0 6,211 982 16% 12277%

Goat Meat 537 936 0 1,473 0% 0%

The Market for Tomato: The analysis of the data for the hospitality industry show tourism

sector requirement as share of domestic production to be 20% in the case of tomato. The

industry has a high preference for the larger tomatoes vs the smaller plummy which makes up

the majority of tomatoes produced in Jamaica. The higher tourist arrival during the latter

quarter of the year coincides with the months of lower tomato production in Jamaica (Figure

5.2). These latter months of the year also coincides with the increased imports of tomato into

66

Jamaica. Most of these imports are used to satisfy the demand for large tomatoes by the

hospitality sector during the months of supply shortfall. Herein lies a window of opportunity

for tomato producers in Jamaica. Tomato volume imports are presented in Table 5.5 above.

Note: Monthly production was extrapolated from Quarterly Production data in Figure 5.2 above.

5.5 Specific Requirements for Selected Fresh Produce

In addition to the volume requirements presented above, visits to the hoteliers also identified a

set of requirements based on qualitative characteristics. The key requirements and

recommendations are presented in Table 5.6 below. Data for other commodities that the sector

is having difficult to access are also presented.

67

Table 5.6: Specific Qualitative Requirements made by the Hospitality Sector

Commodity Existing Situation Key Constraints / Challenges/Issues Development Work Required

Tomato

Demand for large tomatoes. Inadequate quantities of good quality

large tomatoes year-round.

Develop systems to insure year-round

supply, moreso during the critical

months- shadehouses, irrigation, cold

storage.

Carrots The hotel industry requires

large carrots, similar varietal

characteristics well trimmed,

firm, fairly clean, fairly well

coloured, fairly smooth /not

excessively rough, not

seriously misshapen; fairly

well formed; free from

damage, growth cracks etc.

Poorly shaped lead to low dressing

percentage or yields in the kitchen.

Additional trimming during food

preparation places a demand for

additional labour, thereby increasing

costs.

Agronomic interventions.

Specialized training of producers.

Implementation of a strict system of

grading and standardization.

Watermelon Fruits too small, sometimes

soggy inside and immature

at harvest.

Hoteliers require large fruits for scale

economy. There is a year round

scarcity of good quality fruits.

Cultivation of large fruits for the

hotel/tourism sector year-round.

Cantaloupe Fruits too small, sometimes

soggy inside and immature

at harvest.

Hoteliers require high quality fruits for

scale economy. There is a year round

scarcity of fruits.

Cultivation to insure year-round supply

of good quality fruits.

Fish Hotels purchase fish from

local contracted supplier.

Local and imported marine

fish also included in the

menu.

Small scale processors with good

processing and handling standards

may enter this market.

Training of a cadre of small-scale fish

processors.

Training of fishermen re. Fish handling,

and maintenance of cold chain.

Mutton and

Chevron

Local mutton and chevron

bought when there is special

request for local meats for

various festivities.

Quality standards need to be

addressed at:

(i) Slaughter- abattoir, health

inspections, approvals

(ii) Meat quality- marbling,

firmness, texture, age of

animal.

(iii) Maintenance of cold chain

after slaughter

Programme to improve local mutton

and chevron quality standards to insure

optimal quality attributes such as

marbling, color, firmness, texture, and

age of the animal. Animals are often

slaughtered beyond optimal age.

Hot Peppers &

Escallion

Adequate supplies available

Asian vegetables Inadequate supplies

available. Opportunities exist

for exports.

There is a year round scarcity of good

quality vegetables for the growing

Asian community / visitors.

Agronomy of growing Asian vegetables.

Development of local and export

markets.

Other commodities

in high demand

Sweet Peppers

Requires large yellow, red

and green bell peppers

Small sweet peppers yield low

dressing percentage and require

additional labour for preparation.

Cultivation to insure year-round supply

of good quality sweet peppers.

Other commodities

in high demand

Beef

Industry requires high quality

beef.

Quality standards need to be

addressed at:

(i) Slaughter- abattoir, health

inspections, approvals

(ii) Meat quality- marbling,

firmness, texture, age of

animal.

Maintenance of cold chain after

slaughter

Programme to improve local beef

quality standards to insure optimal

quality attributes such as marbling,

color, firmness, texture, and age of the

animal. Animals are often slaughtered

beyond optimal age. There may be the

need to address the feeding regime of

local beef animals.

68

5.6 Key Constraints / Challenges/Issues

The major challenges facing the hospitality sector are as follows:

1. Lack of a market information and intelligence system. This makes it difficult to locate

suppliers, farmers, higglers etc and for farmers to exploit the opportunities that may

exist.

2. Lack of an effective quality assurance system for the fresh produce industry.

3. Low technical capability of some farmers, higglers and other marketing intermediaries

as it relate to quality assurance and food safety.

4. Farmers have generally indicated that their lack of interest in servicing the hospitality

industry relates to the need to supply on credit. In this regard, when prices are higher at

the wet markets, the hospitality industry may end up as a residual market. Lower quality

produce may then be delivered to the hotels.


In order to address the challenges facing the hospitality sector, the following are recommended:

1. Training of purchasing managers in areas of post harvest handling, food safety and quality

assurance that can in turn insure quality in the supply chain and enforce industry fresh

produce standards.

2. Develop and implement as system of Good Agricultural Practices (GAP) extending from farm

to fork in the fresh produce industry.

3. Train farmers, higglers, other intermediaries, purchasing personnel and chefs / kitchen staff

in post harvest handling, quality assurance, food safety and tracability.

69

4. Develop and make widely available a Market Information and intelligence system to include

monthly estimates of hotel requirement based on seasonality, availability, quality and

standards.

5. Development of a farmers and suppliers database for use by hoteliers.

6. Special agronomic and quality assurance management training for farmers / producers to

insure high standards and continuity of supply. Commodities to be targeted include

cantaloupe, watermelon, sweet (bell) peppers, tomatoes, romaine lettuce, carrots, broccoli,

and cauliflower. These vegetables were identified by hoteliers as commodities that are

difficult to access locally.

7. Cultivation and promotion of organic linkages between the hospitality and agriculture

industries. Consultation to include chefs, hotel purchasing managers, farmers, marketing

intermediaries and transport services providers.

8. Upgrade of the Ocho Rios market to meet high health and food safety standards where it

may facilitate wholesale market trade between the major farming communities and the

hospitality sector on the north coast of Jamaica. It is expected that hoteliers will visit this

market facility to purchase a full range for fresh produce, develop contacts and undertake

cash (vs credit) transactions. The Ocho Rios market is strategically located on a large

property, offering much opportunity for expansion, parking facilities and additional

conveniences. Transport distances that may be beneficial to farmers who are likely to use

this market are presented in Figure 5.1 and 5.1.

Basis of Selecting Major Tourism Centres Relative to Townships: A list with distances to

major townships across Jamaica was accessed from the Ministry of Agriculture Data Bank.

From this list, the ten major townships closest to Montego Bay were selected as well as the

ten closest ones to Ocho Rios. Both sub-lists were aggregated into 20 townships to

generate the maps presented in Figures 5.1 and 5.2 below. The analysis shows that 12

major agriculturally based township were within 50 kilometres from the Ocho Rios tourism

centre while only four of similar townships were within the same range from Montego Bay.

In the case of Montego Bay, the largest cluster (9) of agricultural townships was located

within the 50 - 150 kilometres range. The average relative distances between townships

from Ocho Rios was 52 kilometres and 78 kilometres from Montego Bay. The other

70

prominent tourism area in the north coast, Negril, centre was also included in the analysis

to show accessibility to the market of concern.

71

SECTION 6

SUPERMARKETS

______________________________________________________________________________

6.1 Existing Situation

In Jamaica, supermarkets have been adding convenience by including fresh agricultural produce

in the range of goods presented. They have recognized that consumers in the urban areas are

becoming increasingly concerned about food safety and quality and also, they have less time

available to visit the wet markets to purchase produce. The supermarkets have also been using

the fresh produce sections to capture market share from the retail fresh produce markets,

traditionally dominated by small farmers and higglers.

In some cases, the supermarkets require farmers to supply high quality produce – quality and

size and continuity of supply is critical. Most supermarkets return spoilt and sometimes unsold

fresh produce to farmers and intermediaries. The growth in supermarket retailing of fresh fruits

and vegetables may have been enhanced by the poor health and food safety conditions in the

local wet markets. In fact, a random consumer survey conducted in November 2008 in response

to separate questions found that 70% of consumers considered quality as the major driving

factor, 53% considered “loyalty to country” and 43% said “price”. Prices at the wet markets are

known to be lower, for example tomatoes $J 228/kg while at the supermarket was $J 386/kg,

representing a spread of 69 % between the wet market retail price and the supermarket prices.

Analysis of the marketshare databases found that over 80% of Jamaica’s fresh produce passes

through the wet markets, and less than 5% are sold retail at the supermarkets. Farmers may

periodically supply the supermarkets with fresh produce, most times one or a few commodities,

while marketing intermediaries often purchase from the fields, from exporters (culls in the case

of yams) or at the various wholesale markets.

The major supermarket chains include HiLo (13 stores), Superplus (22 stores), Shoppers Fair and

Mega Mart. It was found out the Hilo and Superplus, together control 80% of the supermarkets

in Jamaica, with each controlling 40%. The estimated sale volumes for the commodities of

interest for the supermarket segment of the market are presented in Table 6.1. The study found

72

that some supermarkets carried negligible volumes of fresh produce, especially those located

outside of Kingston, in the lower income neighbourhoods and those in close proximity to the

municipal markets.

Table 6.1: Estimates of Supermarket Demand for Selected Fresh Agricultural Produce

Commodity Total Supermarket

(Tonne)

Carrots 101

Tomatoes 145

Yams 107

Watermelon 73

Cantaloupe 28

Hot peppers 16

Escallion 43

Mutton (Imported) 50

Data Sources: HiLo (13 stores), Superplus (22 stores), Shoppers Fair and Mega Mart (2008)

6.2 Summary of Major Findings from Field Visit to Supermarkets

Hereunder is a summary listing of the major findings from visits to the supermarkets in Jamaica.

The listing represents qualitative data and characteristics peculiar to the sector.

1. The range of whole vegetables includes hot peppers, tomato, cauliflower, green and red

cabbage, corn, celery, pumpkin, carrot, string bean, cho-cho (christophene), hot pepper

and iceberg lettuce.

2. Vegetables were either presented lose which allows for sorting or packed using

styrofoam trays and then wrapped in shrink wrap plastic.

3. Fresh produce is delivered loose to the supermarket and packed in-house.

4. Produce managers indicate that their customers purchase their fresh vegetables at

supermarkets primarily because of cleanliness, safety and comfort.

5. Supermarkets in close proximity to the wet markets indicated that they cannot compete

with prices at the wet markets.

6. Vegetables are purchased from farmers and other suppliers based on cleanliness,

wholesomeness and appearance.

73

7. Quality-based selection of vegetables is done at time of delivery to the supermarket and

spoilt vegetables are returned to supplier. In this regard, some level of tracability exists

at this retail level.

8. There are no testing facilities or stated protocol for cleanliness or residues---confidence

is therefore placed on the suppliers which may be a major weakness in the supply chain.

9. Some members of staff received training in various aspects of supermarket

management in the USA and at UWI, St Augustine, Trinidad. This includes post harvest

handling, packing and fresh agricultural produce display food safety.

10. Shortages are seasonal and intermittent – droughts, rainy reason and times of

hurricanes.

11. Additional trading space is available in-house in some supermarkets for expansion,

should a wider range of fresh produce become available.

12. Post harvest losses in supermarkets include soft rot in tomatoes and sweet peppers,

rapid dehydration of leafy vegetables, browning of cut surfaces on yams, yellowing of

escallions.

13. Supermarkets have verbal contract arrangements with farmers and other suppliers and

in some cases may know farmers personally.

14. There is an indicated preference to purchase directly from farmers because of better

prices.

15. Suppliers are paid 1 - 2 weeks after delivery of fresh produce to the supermarkets.

16. Small hotels purchases from supermarkets when their stocks run out.

17. There is a need to enhance the quality and post harvest handling of fresh fruits and

vegetables as imported vegetables always look fresher and crisper.

18. Consistency of supplies and honouring of contract for delivery are important. Supplies of

domestic vegetables are periodically irregular and suppliers cancel delivery without

notice when prices are higher elsewhere and also where the crop fails.

74

19. Supermarkets expressed a willingness to work with farmers to ensure product safety,

quality standards and traceability in the industry.

20. Local farmers need to address competitiveness and efficiency.

21. A system of grades and standards need to be implemented in the industry.

22. Selection takes place at time of delivery and generally higher quality produce is

preferred.

6.3 Challenges to Producers in Supplying the Supermarkets

Farm-gate or wholesale markets represent short, simple supply chains to which the farmers are

accustomed and receives cash at time of transaction. Supermarkets involves credit transactions,

small volumes, returns of spoilt and unsold produce and often requires refrigerated transport,

plastic field crates and a wide range of produce. In some cases purchasing of fresh produce is

left to the decision of the managers of each retail store rather than a centralized procurement

system. Relationships have been identified as important; many supermarkets buy from

traditional wholesalers, as well as individual farmers.

6.4 Recommendations

Supermarkets represent a small but significant market segment for fresh fruits and vegetables.

They add convenience, security, have improved post harvest handling and presentation and are

generally cleaner or more sanitary than the wet markets. Focus on supermarkets can reduce

pressure on the municipal markets in terms of provision of trading space, improving the

distribution system thus allowing for easier access of fresh fruits and vegetables to consumers

and also act as drivers by providing a “quality shopping and trading environment”.

Fostering the supermarket trade will require the following:

1. Improvement of farmers’ agronomic, post harvest and agribusiness skills.

75

2. Improvement in transportation systems, using better adapted vehicles, stackable

crates and chilling where required.

3. Strengthening of farmer linkages with agribusiness and implementation of a system

of ongoing market information and training.

4. Development of a farmers’ database that allows supermarkets to insure supply

reliability and continuity.

In addition, the supermarket chains can facilitate targeted food safety improvements in the food

and beverage industry through:

1. Development and implementation of a system of grades and standards.

2. Implementation of a system of Good Agricultural Practices from ‘farm to fork’ to

insures consumers’ health and safety.

3. Improved postharvest systems are required in supermarkets to address

malfunctioning display chillers that lead to rapid dehydration and losses of leafy

vegetables.

4. Encourage adoption of appropriate and attractive display packaging.

76

SECTION 7

RESTAURANTS

______________________________________________________________________________

This section presents the finding of a survey conducted among the restaurant food service

market segment in Jamaica. The annual volume of fresh produce requirement is first presented,

followed by the transaction practices and other characteristics. Data were collected through

meetings and other contacts with representative at the restaurants’ head offices and a series of

visits to various outlets.


There are four major restaurant chains in Jamaica that utilize a significant amount of fresh

agricultural produce: Juicy Patties, Island Grill, Mother’s and Tastee. Juicy Patties has 31

restaurants, Mother’s has 18, Island Grill 14 and Tastee has one major factory outlet. Burger

King and KFC use negligible volumes of the commodities of interest. The estimated volumes for

the commodities of interest for these restaurants are presented in Table 4.7.

Table 7.1: Estimated Annual Use of Fresh Produce by

Selected Major Restaurants, 2008 (Tonnes) Commodities Total (Tonne)

1. Carrots 57

2 Tomatoes 124

3. Escallion 49

4. Hot peppers 57

5.Watermelon 0

6.Cantaloupe 0

7. Yams 74

Data Sources: Juicy Patties, Island Grill, Mother’s, Tastee & KFC (2008)

77

7.2 Summary of Major Findings from Field Visit to the Restaurants

1. Vegetables are purchases from many farmers and they hedge with the open market.

2. Price is the most important consideration -- due to the nature of the fast food

restaurant operation, cannot change prices according to fluctuations in the market.

3. Recognises the importance of food safety and tracability as it can affect the business

reputation.

4. Willingness to collaborate in market research and training programmes for farmers

to ensure a better and guaranteed supply of vegetables.

5. Prefer to purchase from producers who grow according to an approved crop

agronomy protocol.

6. Purchases only on delivery to the factory gate to minimize post harvest losses and

conflicts.

7. The franchise restaurants do their own purchases of vegetables.

8. Shelf life, food safety and quality are major driving factors.

9. No contract system is used and there are no penalties.

10. Require farmers to indicate chemicals used in growing the crops.

11. Expansion of demand depends on the performance of the economy.

12. Vegetables that are difficult to access include: spinach (calaloo) and pakchoi.

7.3 Recommendations

Restaurants represent a small yet significant market segment for fresh vegetables. They

represent a major value added segment to local vegetables. Given the nature of the business

and price stickiness, continued work is required to insure this set of buyers obtain the required

vegetables year-round and at stable prices.

Fostering stability and growth in this business will require the following:

78

1. Improvement of farmers’ agronomic, post harvest and agribusiness skills and

implementation of a system of good agricultural practices and tracability to

guarantee high quality products enter this market.

2. Improvement in transportation systems, using better adapted vehicles, stackable

crates and chilling where required.

3. Strengthening of farmer linkages and development of a farmers’ database that

allows food service operators access to a reliable supply base.

4. Low Hanging Vegetables: Possible opportunities may exist for small farmers to

supply spinach (calaloo) and pakchoi to the food service sector6.

6 Identified by Juci Patties head office.

79

SECTION 8

AGRO-PROCESSORS

______________________________________________________________________________


A comprehensive list of agro processors were provided by Jamaica Export Market Association

from which those processors who were processing the commodities of interest were selected. In

order to enumerate the processors, attempts were made for appointments; however, this

resulted in limited success. As such, the researchers resorted to telephone conversations and

cold calls, which were more successful. A total of fourteen such processors were contacted,

some of whom were located within the selected parishes. Processors purchase produce across

Jamaica rather than bounded by parishes.

The data show that in 2007, an estimated 6,557 tonnes of tomato went into agro processing;

2,304 tonnes of escallion, 5,620 tonnes of hot pepper, 3,907 tonnes of carrot and 13 tonnes of

yams (Table 8.1).

Table 8.1: Volume of Locally Produced Vegetables used by Processors in Jamaica,

2007 – Tonne/year PROCESSORS DOMESTIC PRODUCE

Tomato Escallion Hot Pepper Carrot Yam

True Juice 0 0 0 65 0

Grays Pepper 0 0 436 0 0

Musson Jamaica 0 0 0 1745 0

King Pepper 0 436 436 0 0

Spur Tree Spices Ja Ltd 0 22 55 0 0

West Best Foods 6546 44 22 35 13

Picka Pepper 0 0 3273 0 0

Busha Brown 11 68 45 0 0

Ashman Food Products 0 9 23 0 0

Central Food Packers 0 164 68 0 0

TiJule Company Ltd 0 682 545 0 0

Boston Jerk Seasoning 0 9 11 0 0

Southern Fruits & Food Processors Ltd 0 188 24 2062 0

WALKERS WOOD 0 682 682 0 0

TOTAL 6557 2304 5620 3907 13

80

In addition to the data in Table 8.1, agro-processors also imported 1,298 tonnes of tomato paste

in 2007 valued at USD 1.4 mn. The country imported 59% from China, 35% from Chile and 6%

from the USA. This is an equivalent of 7,788 tonnes of tomato using a conversion rate of 6:1. At

an exchange rate of J88 = 1 USD, the cif import price averaged J$ 92.00/kg of tomato paste or

J$ 15.00 / kg tomato, ceteris paribus. At a domestic cost of production of J$ 56.00/kg,

Jamaican tomato producers will clearly be uncompetitive with the producers in China, Chile

and the USA. Based on this scenario, it will not be feasible for Jamaican tomato farmers to

pursuing the tomato paste market.

The processors manufactured a range of pepper-based products, seasonings, sauces and other

condiments for both the domestic and export markets. The major constraints, challenges and

issues raised are listed in the next subsection below.

8.2 Major Constraints / Challenges / Issues

1. Hot pepper is easily available locally for six months during the year. While adequate

volumes are available during these months for processing through the year, the

challenge is to access adequate finance for these purchases and storage without

disrupting the cash flow of the business.

2. Industry stakeholders have indicated that strong support will be required if

processors were to take up the task of purchasing hot peppers during time of glut.

Past experiences has been disastrous when the dependence was placed solely on

local supply.

3. There exists the “The Walker’s Wood Farmers Group” which is strongly supported

by the processing plant. The group has been existence for over 7 years. Though not

very structured/formal, they remain very active. Crops grown primarily include hot

pepper, lettuce, pumpkin, sweet pepper.

4. The annual demand by Walkers Wood has been estimated at 682 tonnes (1.5 mn

lbs) each of pepper and scallion per year. Factory anticipates a willingness to

purchase up to 68 tonnes (150,000 lbs) of mash.

81

5. Marketing is critical for expansion of the hot pepper industry. There is a need to

have a workable arrangement with farmers. That is, the farmers need to understand

the way the market work, know the different segments and price levels. They should

consider planting a variety of crops to compensate for the payment lapse with

processors as well as the fairly lower prices. The Walkers Wood’s group was able to

do so with their mixed cropping system.

6. Other farmers can examine the Walker’s Wood farmers’ model in a bid to broaden

the strategy.

7. Base price paid to farmers for hot pepper is $25-30/lb for red (Caribbean and West

Indian) and Scotch Bonnet at $40-45/lb.

8. As it relates to post harvest handling, there are specific protocols. Produce must be

free from residue and should be produced using GAP. There are stipulations for

spraying and use of agrochemicals. Use of plastic crates are stipulated and feed or

fertilizer bags are not allowed.

9. Industry needs assistance for establishing soil fertility and control of thrisp and

mites to enhance their suppliers’ capability.

10. Payment system includes a 14 days credit. At that price, farmer should benefit from

a 30% profit margin.

11. Plot sizes of the typical suppliers range from ¼ to ½ acre (0.1 – 0.2 ha) of hot pepper.

12. Processor expressed willingness to semi-process and store excess during glut

periods and will corroborate with other agencies on resource use efficiency.

13. Problems with having farmers agreeing on prices offered.

14. Other processor (St Elizabeth) expressed willingness to work closely with Escallion

and watermelon producers to restore the size of the industry in that parish. R&D

includes extraction of oleochemicals. Require assistance for establishing cold

storage to purchase and store farmers produce for processing.

15. Low Hanging Vegetables: Possible opportunities may exist for small farmers to

supply tomato to agroprocessor7.

7 Identified by West Best, Savanna La Mar. Indicated a willing to purchase, however volumes and prices were not indicated

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8.3 Recommendations

Based on the findings and the concerns emanated from the discussions with the processors the

following recommendations, if employed should lead to much improvement between the

farmers and this market segment.

1. Making available access to capital to facilitate processors purchasing and storage of

hot peppers and scallion during times of gluts. Given the need for HACCP and

maintenance of formulations, processors may be best positioned to handle this task.

Facilitation will require adequate capital to prevent disruption in the processing

plant’s cash flow requirement.

2. Access to new formulations and products to expand the markets for fresh

agricultural produce. This is critical in the case of yams.

3. Developing model satellite farms around the major processors to supply the

processing plants year-round.

4. Provision of an agronomist for the hot pepper segment with a special portfolio for

insuring anticipated processing volumes are met, especially during the Q3 and Q4

periods of the year.

83

SECTION 9

GREEN GROCERS

_____________________________________________________________

9.1 Private Retail Markets – Green Grocers

The concept of Green Groceries is now at an early emerging stage in Jamaica. These private

markets, if strategically located have the potential for increasing consumer comfort and

reducing the demand on the public sector for provision of public markets. Given the pressure

already evident in all wholesale and retail markets visited, promotion of green groceries as an

agribusiness initiative is recommended.

Green groceries can also provide convenient parking, more sanitary facilities, security, proper

toilet facilities, and ease of promotion and modification of display area to suit the targeted

clientele. This initiative could also provide additional direct market outlets for the small farmers

and ultimately provide them with higher prices for their produce.

Private Green Groceries can carry a wider range of fresh vegetables and meats in the same

location, thereby offering the one-stop-shop concept. They can easily compete with the

municipal wet markets as evident in from one within the vicinity of the Ocho Rios municipal

market. This concept is quite popular in the metropolitan countries town centres Miami, New

York, Toronto and London. The panels that follow presents the layout of Green Groceries in

other parts of the Caribbean as well as Toronto. These are presented as a model for Jamaica to

consider.

Opportunity: green grocers offer significant business opportunities for both Agribusiness,

groups and for direct linkages with farmers.

Green Grocers in Suriname

84

Green Grocers Display in Toronto

85

SECTION 10

MARKETEERS AND OTHER MARKETING INTERMEDERIES

______________________________________________________________________________

10.1 Marketers and Other Marketing Intermediaries

The marketing intermediaries (higglers / hucksters) perform a range of functions in the supply

chain, including farmgate purchase, harvest, collection, post harvest, aggregation, sales,

wholesale market purchasing and re-distribution service in the fresh produce marketing system.

Sometimes purchasing may be done 3-5 days before transaction date, requiring price hedging at

purchase.

Further examination of the higglers / marketing intermediaries at the markets, show the

performance of an important collection, aggregation and re-distribution service in the fresh

produce marketing system. Characteristics of these actors are as follows:

(i) Type 1 Higglers – those bought the fresh produce from the farmers holding,

may be involved in harvesting, post harvest handling -washing, packaging, and

transport to wholesale markets. These higglers bear significant market risk by

purchasing produce up to 5-6 days in advance of actual sale.

(ii) Type 2 Higglers – purchase from farmers and other higglers a wider range of

produce, comprising of varying varieties and volumes for re-sale at other

wholesale markets in the various parishes, sale to supermarkets, hoteliers,

restaurants, ship chandlers and for small processors. These buyers also bear

significant market information and intelligence risks as they have to compete

with farmers and other higglers in the parish markets, at hotels and

supermarkets.

(iii) Type 3 Higglers – purchase from farmers and higglers at the Coronation market

for re-sale at this same location. These buyers hedge with limited market

information and intelligence, accept volumes from the Type 1 higglers and

farmers, and would store and transact at that location.

86

(iv) Type 4 Higglers – buy small volumes of fresh produce from farmers and higglers

during the trading that takes place primarily during the night and early morning

for resale to small wholesale/retail buyers during the daylight hours. These

higglers provide storage and security services in the produce value chain. Given

the high crime risk nature of the Coronation market, they carry over the

produce for those who are willing to pay more for daylight versus night

transactions.

10.2 Gender Issues and Movement of Produce along the Value Chain

Over 90% of higglers in the marketplace are women, most of whom perform the lead role of

income earning in the household. They perform the important trading and negotiation role,

buying from farmers for resale while the males / husbands may assist with some of the loading,

packing and moving roles. They perform the varied role in the marketplace under a free,

unregulated marketing system. Costs are recovered and overhead and profits are extracted for

this facilitation role. Transportation vehicles include large open trucks which may transport a

number of farmers and higglers produce to individual small tarpaulin-covered pickup trucks with

individual shipments and a range of types between. Some higglers will purchase fresh produce

and custom hire taxi cars for transport. Analysis of the carrot market during October 12-18th,

2008 showed the following price spreads in the marketplace (Table 10.1).

The infield price of carrots was $143.00/kg. Moving the crop up to the farm-gate added a cost of

23% and an additional cost of 3% to move the produce to the wholesale market level. Within the

Wholesale market, the higglers then benefitted from a 21% mark-up, representing their return

to labour, management and investment. Of this 21% return, quarter (25%) is allocated to the

higglers personal labour cost (effectively a 15% return to management and investment). Should

farmers decide to move up the value chain they stand to benefit from an additional 15% mark

up if they chose to sell at the wholesale market.

In the case of the retail wet market, the price spread from the farm gate is estimated at 56%,

which include an additional 12% cost from the farm gate to the retail market. This represents a

44% spread from the farm gate directly to the retail level. The analysis showed that the higglers

87

benefitted from a 17% mark up from the wholesale level to the retail market. This Scenario

suggests that should the farmer decide to sell directly to the retail market he will benefit from

a mark up of 44%. Although this situation suggests an opportunity for the farmers to raise

personal income levels it does relegate the importance of the higgler. The large volume of

carrots that is usually available from any one crop coupled with very limited marketing

options pose major challenges for the farmer to benefit from moving up the value chain. The

higgler usually search for and distribute produce in a variety of market outlets, activities that

would be otherwise difficult for the farmer if he is to continue in the production process.

Moving carrots from the wholesale to retail market may be encouraged at this time, only for

farmers with very small plots and for others who may do so through available household

members.

88

Table 10.1: Assessment of Performance and Costs of Marketing Functions

(Supply / Value Chain Analysis, Cost for Class 1 Carrot)

Activity $J / lb $J / kg

Location in

Value

Chain

Percentage

Difference

In-field Purchase Price $65.00 $143.00 Field

Harvest Cost $7.50 $16.50

Field to

wholesale 153.85%

Washing Cost $6.00 $13.20

field to

farmgate 123.08%

Packaging Bag $0.10 $0.22

Misc Costs $1.40 $3.08

Farmgate Cost $80.00 $176.00

Farmgate

to

wholesale 125.00%

Transport to Market $2.00 $4.40

In-Market Transport $0.50 $1.10

Official Market Fee $0.17 $0.37

Unofficial Market Fee $0.33 $0.73

Total cost at Wholesale Level $83.00 $182.60

Wholesale Market Price $100.00 $220.00

Return to Labour, Management & Investment $17.00 $37.40

Higgler Labour $3.30 $7.26

Farmgate

to wet

retail

market 150.00%

Return to Management and Investment ($J) $13.70 $30.14

Level 1

Higgler

Return to Management and Investment (%) 21% 21%

Wholesale Market Price - Coronation Market $100.00 $220.00

Out-market Transport $0.50 $1.10

Transport to Retail Market $1.50 $3.30

Farmgate

to wet

retail

market 156.25%

Retail Market Fee $0.17 $0.37

In-market Transport $0.50 $1.10

Total Cost at Retail Level $102.67 $225.87

Wet Market Retail Price $120.00 $264.00

Return to Labour, Management and

Investment ($J) $17.33 $38.13

Level 2

Higgler

Return to Labour, Management and

Investment (%) 17% 17%

89

10.3 Major Constraints / Challenges / Issues

Currently a significant amount of higglers trade throughout the day (and some nights) from

Thursday to Saturday at the markets and may overnight at these markets, sleeping on sponges,

tarpaulins, or old boxes. This unhealthy situation exposes them to criminal activities and is

generally undignified. Their exposure also includes a series of unrelated market activities,

leaking market buildings, poor toilet facilities, rodents and stray dogs. Higglers (marketing

intermediaries) indicated that their business is also sometimes negatively affected by lack of

working capital. Some other key observations include:

• The majority of higglers in the marketplace are women.

• Most of who also perform the lead role of income earning in the household.

• They perform the important trading and negotiation role, buying from farmers for

resale.

• Few males are also involved as marketing intermediaries.

• Transportation vehicles include large open trucks which may transport a number of

farmers and higglers produce to individual small tarpaulin-covered pickup trucks with

individual shipments and a range of types between.


1. Conduct agribusiness, post harvest, food safety and marketing training programmes,

targeting farmers, higglers and market managers to improve quality standards, efficiencies

and reduce losses in the fresh produce industry.

2. Develop a training and assistance programme to upgrade the skill base of higglers, to

facilitate progress into sustainable business relationships with hoteliers, supermarkets,

processors and exporters and to invest as Green Grocers

3. Restrict overnight occupancy at the markets and encourage a low cost hostel for marketers

who live in remote locations.

4. Easier access to soft loans for working capital.

5. Development and distribution of incentives for:

90

a. The purchase and use of stackable crates for the fresh produce trade.

b. Purchase and use of enclosed, insulated or cold storage vehicles for the

maintenance of produce quality.

c. Purchase and use of open vehicles which allows stacking to minimize squeezing and

crushing of produce.

91

SECTION 11

EXPORTERS

______________________________________________________________________________

11.1 Major Exports and Infrastructure

The AMC packinghouse in Kingston is used by exporters to wash, dry and pack their produce for

export. The major commodities exported from this location include Yams and Hot Peppers.

Farmers deliver direct to this location using various size trucks. In 2007, Jamaica exported

12,000 tonnes of yams and 129 tonnes of hot peppers, the majority of which was destined to

the USA. The fresh produce export segment is in its early developmental stage.

While exporters expressed satisfaction with the quality of fresh produce for export, the facilities

at the AMC complex can best be considered as rudimentary and a breach in the quality aspect of

the supply chain. The postharvest handling was highly labour intensive and done under very wet

conditions (see Panels below). Should Jamaica decide to expand it marketshare in the global

marketplace, modernization of the AMC complex will be critical.

Conceptually, sale for locally-produced fresh fruits and vegetables to the hospitality sector

may be considered an extension of “exports”, varying only by point of purchase and location

of consumption. This market allows for much larger value added that the commodities shipped

abroad. Two groups were enumerated which target the hospitality industry as their market

market: (i) The Mafoota Farmers Cooperative and (ii) The Santoy Farmers Cooperative.

11.2 Major Constraints / Challenges / Issues and Comments

1. Exporters expressed satisfaction with the quality of fresh produce available for

export. However, the range is highly limited.

2. Some markets offered strict directives as to how produce should be transported,

usually in refrigerated trucks. This requires high overhead expenditures for

appropriate packaging areas and to acquire other required high end facilities.

92

3. Construction of suitable packing houses could encourage hotels to purchase

required produce directly from these facilities using their own refrigerated trucks.

4. Farmers need to form a basis for negotiation, usually through appropriate farm

records. This was lacking in many instances and as such they could not state clearly

whether they were operating profitably.

5. There should be a stable price or narrow price differences across all hotels. This will

foster proper planning for production activities for farmers.

6. The view was expressed that prices should be fixed over a period of 2 to 4 months

as beyond 6 months it is considered risky due to inflation and other factors.

7. Farmers requested projections of volume requirements at different times of the

year to assist them in their planning schedules.

8. Farmers indicate a desire for a close working relationship with hoteliers and

exporters.

9. Farmers called for officers with high proficiency levels who will give them the

requisite guidance to ensure that their produce meets international standards.

10. Farmers thought that they should visit hotel facilities to get firsthand

knowledge/experience of their operations as part of their education process.

Likewise, they indicated that hoteliers would need to visit the production facilities of

the farmers. Such synergy will foster better understanding of the needs of the

players, there encouraging greater trust.

11. There is need for an umbrella producer association comprising of members of all

farmers’ cooperative who sell to exporters and hoteliers to negotiate prices and

volume on behalf of their members. This could be supported by a Produce

Ombudsman to mediate disputes and anomalies that may arise.


1. Rehabilitation of the AMC Complex at Spanish Town Road, Kingston. Installation of

impellor washers for yams, produce drying facilities; forklift for internal transport.

2. Construction of packing houses in the major food crop and vegetable production areas

in St Elizabeth, Douglas Castle – St Ann, Mafoota – St James, Santoy – Westmoreland.

93

3. Consideration be given to provision of an “Ombudsman” to mediate between farmers,

hotel and export buyers.

4. Training a cadre of specialist extension officers to work with farmers and producer

organizations who supply the hospitality and export segment of the market. This is to

insure that their produce continually meet internationally accepted standards.

5. Provision of basic infrastructure such as good access roads and water for irrigation to

maintain quality and insure continuity of supply year-round.

Picture 11.2

Incomplete sluice gate for

irrigation requiring completion

to insure continuity of supply –

Mafoota Farmers Cooperative

St James

Picture 11.1

Pond for irrigation requiring

plastic liners to insure

continuity of supply – Mafoota

Farmers Cooperative

Picture 11.3

Incomplete Packing house.

Santoy Farmers Cooperative

Westmoreland

94

Picture 11.4

Packing house operations.

Yams being off-loaded at AMC

Complex, Kingston

Picture 11.6

Packing house operations

Yams being manually washed

before air drying and packed

for export.

Note: labour intensive, wet

conditions

Picture 11.5

Packing house operations

Yams being manually washed

before air drying and packed

for export.

Note: labour intensive, wet

conditions

95

SECTION 12

CONSUMERS

______________________________________________________________________________

12.1 Methodology and Limitations

In previous sections we looked at the drivers in the demand for selected fresh produce as well as

the infrastructure and the actors in the market. In this section, we look at the consumers and

the divers therein. In this regard, a consumer survey was conducted on November 25th at the

Agricultural Fair in Denbeigh, Jamaica to try to determine the importance of various markets to

consumers, and also, what are the drivers that influence the demand for fresh vegetables now

and in the future. From the population of persons who visited the Jamaica Social Investment

Fund information booth, a total of 30 respondents participated in the exercise. The results of

the survey are now presented.

12.2 Meat Markets

Consumers were asked where they purchased most of their fresh meats for consumption (single

response was requested). The study found that 53% purchased their meats at supermarkets and

17% purchased at the wet markets (Figure 1). In addition, an estimated 30% purchased their

meats at other outlets which include – informal abattoirs.

12.3 Fish Markets

Consumers were then asked where they purchased most of their fresh fish for consumption. The

study found that 17% purchased at the wet markets, 17% at supermarkets and 53% purchased

96

their fish at the seaside (Figure 2). Others reported that they purchased their fish at other

outlets (13%), suggesting places such as roadside stalls and areas close to fish farms.

12.4 Fresh Produce Markets

Consumers were also asked where they purchased most of their fresh fruits and vegetables for

consumption. The study found that 57% purchased at the wet markets, 30% at supermarkets

and 10% purchased their produce at the roadside stalls (Figure 3). Less than 5% purchased their

fruits and vegetables elsewhere such as the farmgate.

12.5 Drivers that inform the Consumers’ Purchasing Decision

Given the globalization and the liberalization of markets, it is no longer possible to prevent

market entry of other country into the Jamaican fresh produce markets based on non-technical

issues or reasons. Thus, it was also important to determine criteria the consumers considered as

important – that informs their purchasing decisions. In this case, multiple responses were

solicited. Thus, when the consumers were asked what informed their choice to purchase fresh

97

fruits and vegetables, 70% considered “quality” as the most important driver; 53% considered

“loyalty to country” and 43% said “price” (Figure 4). Only 23% chose the produce because it was

imported.

98

12.6 Preference for Imported Fresh Produce

An estimated 53% of consumers said that they do not purchase fresh produce when they know

it is imported. Nonetheless, 17 % responded that the packaging was better, 7% thought that it

was cleaner and safer and 7% found it to be tastier.

12.7 Consumer Loyalty

A strong “loyalty to country” was evident in the marketplace. While this is important to secure

marketshare, such a relationship will need to be nurtured and also preserved. Competition,

cheaper prices, attractive packaging and shrewd advertising can easily erode the domestic

farmers share in the marketplace. Should a decision be taken to secure the marketplace for local

producers for reasons such as food and nutritional security, income security, poverty alleviation

among others, the way the message should be communicated was considered important. In this

regard, we asked consumers (multiple responses) what are the important criteria that drive

them to purchase local fresh produce, 57% reported that they choose local produce because it

“secures local farmers income”; 50% said that it was “tastier”; 37% said it was through their

“Love for Jamaica”. A much smaller percentage, 17% thought that it was “cleaner and safer” and

7% said that the origin doesn’t matter (Figure 6). While the first two responses help to secure

the tenure of the farmers in the marketplace, the latter two responses can be considered as

causes for concern as this seem to suggest a low percent of the population thought that the

produce is safe and clean. If this concern is valid, this should serve to inform policy makers of

99

the need to develop programmes to address food safety. Lack of such programmes and the

perception that imported produce is cleaner and healthier can lead to loss of market share.

12.8 Strategies to Secure Marketshare

In order to determine the issues that will secure marketshare in the future, multiple responses

were invited. Nonetheless, while concerns about food safety may be considered low, issues

about produce quality may be considered as high. An estimated 60% of consumers reported

that farmers will need to “supply better quality produce” in the future in order to guarantee

continued consumer support. In addition, 47% requested “better packaging and presentation”

while 10% asked to be convinced that the local fresh produce is actually cleaner and healthier

(Figure 7). Consumers were also practically indifferent: 10% said that they can continue as they

are doing now. Nonetheless, although 10% said that the farmers can “continue as they are

conducting business now” and a small percent need to be convinced that “it is cleaner and

healthier”, as more consumers become more aware about food safety issues, these values can

be very fluid and change substantially in the future.

100

12.9 Other Drivers of Demand for Fresh Produce

Consumers were asked what are the other drivers that influenced their decision to purchase

local fresh produce? In this question, multiple responses were invited. While quality ranked high

in the previous question, the study found that “prices” or rather “cost or affordability of the

fresh produce to the consumer” was the most important driving factor to 40% of the

respondents (Figure 8). Shortages were also a major concern, that is, 33% highlighted this issue

while only 13% highlighted “quality” and 10% ‘presentation”. Food safety issues again ranked

low; only 7% were concerned about the chemical / pesticide residue while just 3% thought that

it creates jobs.

101

The consumers were just as concerned about the quality of the imported fresh produce. An

estimated 33% were concerned about quality (discussions with consumers said that the

imported produce has a lower shelf life) as shown in Figure 9 below. In addition 13% were

concerned about the chemical content (that is, the amount of fertilizer and chemicals used for

growing the crop). Again however, food safety was also of low concern; just about 3% were

concerned about sanitation.

Consumers also thought that nutritional information was important. In fact, 80% of the

respondents said that they would like to know the nutritional content of the fresh fruits and

vegetables in Jamaica (Figure 10).

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SECTION 13

MARKETING SERVICES

______________________________________________________________________________

13.1 The Concept of Market Information and Intelligence

Market Intelligence in the fresh produce sector is about providing buyers and sellers with a view

of the market using existing sources of information, to understand what is happening in a

marketplace, highlighting the issues as well as the likely market potential. In addition to

historical information, farmers also require a competitive intelligence system. That is, on-going

information about competitors and new developments from a wide variety of sources. Ongoing

information can be provided using the print, radio and television media as well as ICT – internet

and cell phone.

Management of Risks and Uncertainty: The availability of timely, accurate and relevant market

information is critical to the sustainability of a successful farming enterprise. Use of market

information can be an important tool in managing risks by affording better production planning,

by facilitating production based on market demand rather than the current supply driven system

approach. A market support portal can improve the farmers market by providing more buyers

through advertisement and e-trade or auctions, away from the current system where the only

buyer may be one or two higglers (intermediaries). Buyers can also post their requirements on

such a facility, thus facilitating two way opportunities, linking buyers and sellers. ICT market

information access can facilitate technology transfer and best practices.

13.1.1 Existing Situation

A review of the database available at the Ministry of Agriculture shows a collection of

agricultural information. These include quarterly production data, farmgate, wholesale, retail

wet market and supermarket prices. Additionally, rainfall data is available at the Meteorological

Office and import and export data are available at STATIN. Unfortunately, the information is not

103

available at a single repository or through a single portal, rather it has to be accessed at multiple

locations and in different forms – electronic, paper and easy access can be challenging. The

information is largely unassimilated and thus its usefulness remain to be assessed.

Currently, some farmers obtain information during their visits to the markets while others may

call their counterparts at the marketplace for current market prices. The lack of timely

information creates a scenario of distrust between farmers, marketing intermediaries,

processors and the hotel/ tourism buyers in the supply-demand chain.

13.1.2 Development Work Required

1. Through the Ministry of Agriculture’ Marketing Division, development of a computerized

market information and intelligence system.

2. Prompt dissemination of wholesale market prices, publicised using the mass media – radio,

television, newspapers and ICT – internet and cell phones.

3. Establish large, easily visible display monitors / terminals at the Coronation and other

wholesale produce markets with simultaneous display of market prices.

4. Detailed analyses of fresh produce trade – import, export and domestic situation is

recommended.

5. Dissemination of these market information and intelligence analyses to farmers, investors

and other stakeholders.

6. Training of farmers to assimilate market information.

Examples of market information bulletins are presented in Boxes 1 and 2 below. The Panel that

follow show a display board at a Wholesale Market in Trinidad.

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Box 1: USDA AMS Daily Market Information Sheet

Commodity

Name

City

Name Type Package Variety Date

Low

Price

High

Price

Mostly

Low

Mostly

High Origin

Item

Size Color

TOMATOES ATLANTA 25 lb cartons loose 16/01/2008 25 26 FLORIDA 5x6 sz GREEN

TOMATOES ATLANTA 25 lb cartons loose 16/01/2008 24 24.5 FLORIDA 6x6 sz GREEN

TOMATOES ATLANTA 25 lb cartons loose

MATURE

GREENS 16/01/2008 22 24 22.5 23.5 FLORIDA 5x6 sz


MATURE

GREENS 16/01/2008 19 21.75 21 21.75 FLORIDA 6x6 sz


MATURE

GREENS 16/01/2008 18 19 FLORIDA 6x7 sz

TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 22 22.75 FLORIDA jbo

TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 22 22.75 FLORIDA xlge

TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 18.75 18.75 FLORIDA lge

TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 18 20 19.5 19.5 FLORIDA 5x6 sz

TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 16.5 18 16.5 17.5 FLORIDA 6x6 sz

TOMATOES ATLANTA 25 lb cartons loose VINE RIPES 16/01/2008 17.5 18.5 FLORIDA 6x7 sz

TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 25 25 4x4s

TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 19.75 20.75 4x5s

TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 19.75 23 20 21 5x5s

TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 21 21 5x6s

TOMATOES ATLANTA cartons 2 layer VINE RIPES 16/01/2008 15 16.5 15.5 16.5 6x6s

TOMATOES ATLANTA 10 lb cartons VINE RIPES 16/01/2008 9.5 10 6x6s

TOMATOES ATLANTA 20 lb cartons VINE RIPES 16/01/2008 14.75 14.75 MEXICO 4x5s

Box 2: Market Information available on the Internet

MIAMI Terminal Prices as of 29-DEC-2008

Provided by: Fruit and Vegetable Market News,

Federal - State Market News Service, USDA.

Phone: (305) 373-2955 Fax: (305) 373-3562

MH_FV056

Weather at 7:00 AM: Partly Sunny 66

Yesterday's High: 81

MISC TROPICAL FRUIT AND VEG

---BREADFRUIT: OFFERINGS VERY LIGHT. 40 lb sacks DR 24.00 few higher

---CALABAZA: 50 lb sacks HT 30.00 few lower JM 26.00 few higher PN 23.00-24.00 few

higher

---COCONUTS: 65-70 lb sacks DR Dry 40s 20.00-22.00 mostly 20.00 few higher and lower

---GINGER ROOT: 30 lb cartons CQ 24.00-26.00 mostly 24.00-25.00 few higher and lower

CR 24.00-25.00

---MALANGA: 40 lb cartons CR Blanca med 35.00-37.00 mostly 35.00-36.00 few higher lge

54.00-55.00 few higher Lila lge 50.00 few higher EC Blanca med 38.00 few higher lge

54.00-55.00 few higher NI Lila lge 48.00 few higher

---TAMARINDO: 40 lb cartons MX 36.00-38.00 mostly 37.00-38.00 cartons 16 1-lb packages

TL Sweet 36.00 few higher

---TARO: 40 lb cartons CR Eddoes sml 24.00-25.00 mostly 24.00 40 lb containers Local

Repack Dasheen (Coco, Islena) lge fr cond 26.00 few higher 50 lb sacks JM Dasheen (Coco,

Islena) med 33.00-34.00 few higher NI Dasheen (Coco,Islena) med 24.00 few higher

---TOMATILLOS: OFFERINGS LIGHT. 38-44 lb containers MX 28.00 few lower 1 1/9 bushel

cartons FL 27.00-28.00

---YAMS (NAMES): 45 lb cartons JM Yellow 44.00-45.00 mostly 44.00 few lower 50 lb

cartons CB Hespino 26.00-28.00 mostly 28.00 few lower CR Blanca 23.00-25.00 mostly 23.00-

24.00 few higher and lower

---YUCA (CASSAVA): WAXED 40 lb cartons CR 20.00-22.00 mostly 20.00 few lower

http://www.ams.usda.gov/mnreports/mh_fv056.txthttp://www.ams.usda.gov/mnreports/mh_fv056.

txt

105

Panel: 13.1: Market Information Dissemination,

Macoya Farmers Wholesale Market, Trinidad 2008

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SECTION 14

TRANSPORTATION OF FRESH AGRICULTURAL PRODUCE

______________________________________________________________________________

14.1 Introduction

Transportation can sometimes be the most costly and limiting factor in the production -

marketing channel. In the case of export marketing, the cost of air freight can exceed the FOB

value of the fresh produce. The method of transportation used for fresh fruit and vegetables is

determined by distance, terrain, perishability and the value of the product.

As it relate to transportation of fresh fruits and vegetables, the FAO advises the following:

• Loading and unloading should be as careful as possible.

• Transmit times should be as short as possible.

• The product should be well protected in relation to its susceptibility to physical injury.

• Jolting and movement should be reduced as much as possible.

• Overheating should be avoided.

• Water loss by the produce should be restricted.

• The required conditions of preservation should be obtained and maintained constantly,

regarding in particular temperature, relative humidity and air circulation.

(Reference: On the hove - transportation of fresh produce

http://www.fao.org/Wairdocs/X5014E/X5014e08.htm)

14.2 Transportation Systems in Jamaica

A review of the transportation system used for fresh produce in Jamaica ranged from manual,

animal drawn, open pick-up trucks and enclosed chilled trucks. Exportation uses both aircraft

and ocean-going vessels. Transit time can extend from less than one hour to various retail

outlets to as long as 5-6 hours from St Elizabeth to Coronation Market. Systems employed varied

based on terrain, distances, resources available to the farmers and marketing intermediaries.

Table 14.1 presents a listing of transportation equipment used at different locations along the

supply chain.

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Table 14.1 Listing of Transportation Equipment used at

Different Locations along the Supply Chain

From To Mode of Transport

Farm Farmgate Manual, Donkeys, Pickup trucks

Farmgate Coronation &

Other Markets

Pickup trucks, open trucks, enclosed

trucks, enclosed chilled trucks

Within Coronation

and other

Municipal Markets

Distribution

Trucks

Hand Trucks

Coronation Market Municipal

Markets &

Other Buyers

Pickup trucks, open trucks, enclosed

trucks, enclosed chilled trucks

Produce is transported using pick-up truck, large enclosed truck, open truck and refrigerated

vehicle. Some of the implications are as follows:

i. Draft Animals: these have the advantage of traversing difficult terrain and areas where

there are limited or no access roads. Suitable for traversing short distances, transporting

field inputs such as yam stakes, fertilizer, and produce out of the field. Donkeys easily

carry 200 – 250 lbs while Mules carry up to 300 lbs. Cost of maintenance is low but

replacement animals are becoming more difficult to access.

ii. Enclosed vehicles - the produce inside heats up rapidly during the hotter hours of the

day unless equipped with a cooling system. These can be more suitable for short

journeys. Enclosure protects the produce from pilferage and physical injury, but is

suitable for urban delivery.

iii. Open vehicle – the use of open pick-up trucks and large open trucks are the most

common type of road transport. These have the advantage of ventilation and thus

prevent the overheating of produce over short journeys or during the cooler hours of

the day. Modifications include fixed roof and use of tarpaulins for cover.

iv. Refrigerated vehicle – Some companies in the hospitality industry have been using

refrigerated vehicles to transport perishable produce. These businesses allows for

delivery to their chill rooms, thereby reducing respiration and minimizing condensation

on the produce.

108

14.3 Handling and stowage during transportation

A review of the farmers / higgler transportation and handling operations to the fresh produce

market show the need for training of handling personnel with respect to physical handling.

Current practices are very inappropriate and lead to produce injury, spoilage and high losses.

Examples of practices and implications are as follows:

1. Yams are packed in bags instead of stackable crates. Bags are then packed up to ten

layers high at the back of large trucks. Simple estimation will show that the bag at the

bottom of the stack will be bearing a load of 0.8kg – 0.9kg. This is counter to the advice:

“Only stack to a load height which the lowest containers can withstand without crushing

or damage to the pack”.

2. Ten to 20 higglers may sit on lower stacks of produce at the back of the trucks. This also

serves to increase the physical injury to the produce.

At the marketplace, bags are manually offloaded and placed on custom-made hand trucks. This

handling process may also add to injury of the produce. If stackable crates or boxes were used,

hand-trucks can be used to carry up to six or more crates of produce without any significant post

harvest losses. These are much more maneuverable, lightweight and durable than those

currently used (which has an estimated empty weight of about 125 lbs – see Panel below).

The method of stowage of the produce in the transport vehicle varies with the commodity and

the type and size of the vehicle. The following were observed:

• Lack of stackable crates or modifications to the tray did not allow for ventilation or

weight redistribution.

• Some of the vehicles appeared to lack proper maintenance. Breakdowns translate to

higher transaction costs through delays and may increase spoilage of the produce.

• Experience of vehicle operators is important. Inexperienced drivers can increase losses,

moreso on bad agricultural roads.

109

Additionally, it is quite common to see trucks carrying many higglers produce to market. In many

cases, up to 20 higglers and helpers were seen in these transport vehicles (see panel on right).

This trip to market takes place during very late hours at night and sometimes traverses

treacherous countryside. The trip at the back of the truck can extend up to 5 hours. The tray of

the trucks was neither designed nor equipped with

safety devices for passenger safety and comfort. It

is recommended that this mode of transport for

passengers be reviewed (i) with a view to improve

the health and safety conditions of the transport

vehicle (ii) discontinue the current practice and

encourage the use of minibuses for transportation

of the higgler and their helpers. During the course

of this study, 16 persons being transported at the back of a truck on the way to the Coronation

markets lost their lives through a freak accident (see newspaper article annexed (A14.1)). The

research did not extend to persons involved in other fresh accidents and those suffer from

debilitation. Should this be the case, costs to state include hospitalization and life-long care.

14.4 Recommendations

There is often a tendency to recommend the use of refrigerated trucks for the transportation of

fresh agricultural produce. Given the atmospheric / environmental temperature and humidity of

Jamaica, this system is recommended where there will be a continuum of the cold chain beyond

the truck. Movement of the produce from cold storage to warmer and humid temperatures will

result in condensation of water on the produce and may thus enhance the rate of deterioration

and spoilage. In the absence of such a continuum, investments on farm buildings that can be

used for pre-cooling to reduce field heat, insulated-covered, and well ventilated vehicles that

allows for stacking is recommended. Use of plastic tarpaulins during the hotter hours of the day

is not recommended as these can trap a significant amount of heat. The following are also

recommended:

110

1. Adoption of the use of stackable crates or modifications to the tray to facilitate high

ventilation and weight redistribution.

2. Frequent inspection for roadworthiness of transportation vehicles.

3. Defensive driving and post harvest training for drivers / service providers.

4. Easily accessible loans for professional agricultural transportation service providers

to facilitate repairs and replacement of vehicles.

5. Improvement of agricultural access roads to reduce vehicle maintenance and for

more efficient use of transportation vehicles.

6. Encourage the use of minibuses for transportation of higglers and helpers to and

from markets.

7. Genetic improvement, conservation, breeding and nutrition programme for donkeys

and mules.

8. Construction of a system of field cables conveyors in suitable, strategic locations to

transport produce such as yams from the field to collection points.

111

Transportation systems used in Jamaica in 2008

Panel 14.3: Fresh produce packed for

transport from Douglas Castle to the

Coronation Market, Kingston

Note: High temperatures are generated

under tarpaulins during daylight hours.

Absence of stacking leads to compression

of fresh produce. Highlights the need for

crates.

Panel 14.1: On- Farm Transport Highlights

the need for access roads.

Panel 14.2: Absence of Stackable crates

leads to crushing of fresh agricultural

produce and significant post harvest losses.

(Mandaville Market, St Elizabeth, Jamaica)

112

Panel 14.4: Insulated vehicle used by some

farmers for transport and marketing.

Panel 14.6: Vehicle constructed for stacking

crates of fresh produce, Trinidad.

Panel 14.5: Short Distance Transportation.

Hand Truck, Coronation Market, Jamaica

(Estimated empty weight at 125 lbs)

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Panel 14.8: Insulated Fresh Produce Truck, Ontario Food Terminal,

Canada

Panel 14.9: Electric Pallet Jack

Panel 14.10: Modified Hand Truck being used in Trinidad

Panel 14.11: Examples of Field Cables Conveyors being used in the

Banana Industry in Belize

Panel 14.12: Detailed view of Field Cables Conveyors being used in

the Banana Industry in Belize

Panel 14.7: Stackable Crates for Fresh

Produce

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Annex A14.1: Transportation Issues – Health and Safety

14 killed in truck crash - Major catastrophe, says PM

Published: Sunday | December 21, 2008

Gareth Davis, Sr, Sunday Gleaner Writer

Port Antonio, Portland:

FOURTEEN BODIES, including that of a 10-year-old boy, were recovered from a precipice at Dam Bridge in the Rio Grande Valley of Portland, Friday,

after a truck transporting higglers to market in Kingston overturned.

Major freak accident

Meanwhile, Superintendent of Police Dudley Scott said they were "treating the situation as a major freak accident". According to the commanding

officer for the parish, "It is the worst road accident ever recorded in the parish and is also probably the worst ever recorded islandwide in terms of

fatality in a single day."

According to police accounts, the truck, which was loaded with a variety of agricultural produce, was transporting 21 persons to Coronation Market in

Kingston, shortly after 8 p.m. Friday when it stopped and was reversing along the narrow roadway to allow a car to pass when its left rear wheels went

over the precipice. Several persons were reportedly crushed on impact and others were thrown from the vehicle. A survivor, Headley Evans, told The

Sunday Gleaner that he held on to an overhead rail on the truck and uttered "Save me, oh God!" "I was scared, but felt lucky to be alive," he said. "After

I cleared my head, I also assisted with removing two women who were both pinned down among bags of dasheens, yams and plantains."

Struggling to come to grips

Firefighters, who worked tirelessly, are still struggling to come to grips with the horrific accident, which has left thousands mourning in various

communities in the Rio Grande Valley, including Comfort Castle, Mill Bank, Seaman's Valley, Cornwall Barracks and Ginger House.

And after being trapped for more than six and a half hours, Lynford Jackson was removed from underneath the 30-foot truck, alive, but only because of

the dedication, resilience and professionalism displayed by a medical team from the Port Antonio Hospital.

Rackell Wilson, a nurse, related the ordeal to The Sunday Gleaner: "He kept crying for help. We were determined to keep him alive at all costs. I said to

myself, 'Please, God! Help me to save this man's life', and that really kept us going. It is the most gruesome sight I have ever seen, but I am happy and

relieved that we were able to save the life of a human being."

Jackson was transferred to St Ann's Bay Hospital in a critical, but stable condition, while four other persons - Balford Richards, Veronica Cockrane,

Novlette Fuller and Joyce White - were admitted to the Port Antonio Hospital.

The dead

Among those who died in the accident are a mother known only as Sandra and her 10-year-old son, Neiko Palmer; another mother and son - Joyce

Scott and 21-year-old Feston Telfer; Beverley Bernard; Fay Dillon; Lynford Rogers; Pauline Wilson-Taylor and Voilet Fuller. The dead also include a man

wearing dreadlocks, known only as Chippie Dread; a man called Leroy, and three other women known only as Dimple, May May and Beverly.

The police are appealing to anyone knowing the whereabouts of the truck driver, known only as Chris, to contact them to facilitate their investigation.

Photos by Ricardo Makyn/Staff Photographer

LEFT: Prime Minister Bruce Golding tries to comfort

Carel Brady who could not hold back the tears after

learning that her brother was one of the many who

died in the accident in Fellowship, Portland.

RIGHT: Desrick Fuller, a sideman who survived the

accident that killed 14 persons in Fellowship,

Portland, on Friday night.

115

SECTION 15

HEALTH AND FOOD SAFETY

______________________________________________________________________________

15.1 Introduction

Consumers are becoming more aware of health and food safety issues as it affect human health.

As issues of Food Safety become more prominent, the number of food borne illnesses being

publicized has been increasing. Examples of losses to the economy due to food safety breaches

include expenditure for medications and travel due to minor ill health, lowered productivity in

the workplace, and larger scale hospitalization. Some of these outbreaks have resulted in mild to

severe illnesses and in a few cases death. It has also resulted in litigation and loss of market.

There is also the potential for damage to the country’s tourism product and interruption of

international trade.

In addition, modern fresh produce operations are increasingly using the principles embodied in

Quality Assurance (QA) management. Establishing a proper QA system should be an integral

part of all operations along the value chain of a modernized fresh produce business. While Good

Agricultural Practices (GAPs) were first introduced as voluntary guidelines, they are now

becoming a compulsory requirement.

The subsections that follow presents the key issues on food safety as it relate to quantification,

effects, formal statistics and the reporting of illnesses and the status of food related illnesses in

Jamaica within recent years. While the scope of this study did not require determination of the

bacterial load on foods – fruits and vegetables, the data reported by other agencies in Jamaica

are presented a priori. The major observations from the cursory examination of the markets and

other infrastructure as it relates to assessment the health and food safety conditions are then

presented. The reported observations are qualitative in nature. Other literature is highlighted

for support and verification.

116

15.2 Food Bourne Illnesses in the Caribbean Region

Definition: Food poisoning has been described by the Centre for Disease Control (CDC) as a

common, usually mild, but sometimes deadly illness. Typical symptoms include nausea,

vomiting, abdominal cramping, and diarrhoea that occur suddenly (within 48 hours) after

consuming a contaminated food or drink. Depending on the contaminant, fever and chills,

bloody stools, dehydration, and nervous system damage may follow. These symptoms may

affect one person or a group of people who ate the same thing (called an outbreak).8

The article states further that more than 250 known diseases can be transmitted through

food. The CDC estimates unknown or undiscovered agents cause 81% of all food-borne

illnesses and related hospitalizations. Many cases of food poisoning are not reported because

people suffer mild symptoms and recover quickly. Also, doctors do not test for a cause in

every suspected case because it does not change the treatment or the outcome (ibid).

15.2.1 Overview of Health in the Caribbean Region

Hospedales, J., stated that several outbreaks of food and water-borne disease in major hotels

and some in the region in recent years, have resulted in some destinations experiencing

cancellations of visitors arrivals, demonstrating the clear link between health and sustainable

tourism. Also highlighted is evidence of an emergence of a new strain of Salmonella, S.

Enteritidis (SE), in the past few years, that is associated with eggs9.

8 http://www.emedicinehealth.com/food_poisoning/article_em.htm

9 Dr. C. James Hospedales is a past Director of the Caribbean Epidemiology Centre (PAHO/WHO), the Caribbean's Health Monitoring

and Disease Prevention Agency. http://www.carec.org/overview_health.htm

117

In a related study, Surujlal, J et al., stated that 52.4% of consumers in Trinidad had experienced

some form of food-borne illness with main symptoms of vomiting and diarrhoea (48.8%). Of

those who had experienced food borne illness, only 23.8% sought medical treatment10.

Likewise, the Internet Journal of Food Safety stated that the true incidence of food-borne

disease is difficult to ascertain because cases of illness are under-reported. It is believed that in

industrialized countries less than 10% of the cases are reported, while in developing countries

reported cases account for less than 1 % of the total11. Majowicz et al, 2005 confirmed the

proportion of cases that go undetected is very high, based on completed national burden of

illness studies done in Ontario, Canada. The study reported that the ratio of acute

gastrointestinal illnesses (AGI) cases in surveillance compared to AGI cases in the community is

1:313. That is, only 0.3% of all community cases of AGI are captured in the Canadian national

disease surveillance system. Understanding the under-reporting of infectious disease leads to an

appreciation of the true magnitude and impact these illnesses are causing in the community12.

Further, CAREC reported in ``Caribbean Travel & Tourism, 2002” that the Caribbean is the most

tourism dependant region in the world with 20 million stay-over arrivals and 14 million cruise

ship arrivals13. They stated further that as it relate to Health Issues in the Caribbean Tourism

Industry, outbreaks of food-borne diseases, Legionnaires’ disease have cost more than $US200

million in terms of direct and indirect losses from cancellations in property and destination and

indirect losses from lawsuits14. Major issues of Food-borne Diseases collated by CAREC for the

Caribbean were summarized:

10 Marsha Surujlal and Neela Badrie., Household consumer food safety study in Trinidad, West Indies., Department of Food

Production, Faculty of Science and Agriculture, University of the West Indies, St. Augustine, Republic of Trinidad and Tobago, West

Indies., http://www.internetjfs.org/articles/ijfsv3-3.pdf

11

Internet Journal of Food Safety V.3, 8-14 12

“Estimating the Burden of Illness in JAMAICA STUDY PROTOCOL” Ministry of Health, Jamaica (2008) 13

CAREC CAREC view; http://www.uoguelph.ca/crifs/NFSS/Presentations/Towards%20A%20Noational%20Food%20Strategy

%20Presentations/Day%201-%20English/LIndar.ppt#521,31,How communication, harmonization & integration among food safety

stakeholders across Canada be improved. 14 Legionellosis infection normally occurs after inhaling an aerosol (suspension of fine particles in air) containing Legionella bacteria.

Such particles could originate from any infected water source. Freshwater ponds, creeks, and ornamental fountains, the dust from

purchased bags of soil, compost, or potting mix is also a potential source of Legionella. The bacteria reproduce at the greatest rate in

stagnant water at temperatures of 35 °C to 46 °C (Source: http://en.wikipedia.org/wiki/Legionellosis).

118

� Major cause of economic burden, illness & death

� 1989-2003: FBD increased >300%, from 607 to 3,100 cases

� Gastro Enteritis in < 5 years: 1981-’99: from 24,000 to 31,000 cases

� Gastro Enteritis in > 5 years: 1994-2000: from 7,000 to 24,000 cases

� 1990-2003: 73 outbreaks: 33 viral; 43 bacteria

� 48% were FBD due to Salmonella (mainly SE)

� Increase in hotels and cruise ship FBD outbreaks: visitors

� 2002: 4 hotels, 10 cruise ships FBD outbreaks

15.2.2 Overview of Health in Jamaica

Ashley et al (undated) reported that in 1996, a study in Jamaica found that approximately one in

four tourists to Jamaica were affected with traveller’s diarrhoea (TD) during their stay. That year

the Ministry of Health initiated a programme for the prevention and control of TD. The aim of

this ongoing programme was to reduce attack rates of TD from 25% to 12% over a 5-year period

by improving the environmental health and food safety standards of hotels15.

The study reported that at the end of May 2002, TD incidence rates were 72% lower than in

1996, when the Ministry of Health initiated its programme for the prevention and control of TD.

Both hotel surveillance data and airport surveillance data suggest that the vast majority of

travelers to Kingston and southern regions were not afflicted with TD during their stay. The

training and technical assistance programme improved compliance to food safety standards

over time (ibid).

15 Interventions to Prevent and Control Food-Borne Diseases Associated with a Reduction in Traveler`s Diarrhoea in Tourists to

Jamaica., Ashley David V.M.†Walters Christine 2 Dockery-Brown Cheryl

2 McNab André

2 Ashley Deanna E.C.

2

The work was supported by the Ministry of Health, Tourism Product Development Company Ltd., and the Pan American Health

Organization, Jamaica. The exit survey on tourists from Donald Sangster International Airport in 1996/7 was part of a larger study

supported by SmithKline Beecham Biological (Belgium). The survey from the Norman Manley International Airport, Kingston, was

jointly financed by Caribbean Action on Sustainable Tourism (CAST) of the Caribbean Epidemiology Centre (CAREC), Pan American

Health Organization, and the Ministry of Health. http://www3.interscience.wiley.com/journal/119922927/abstract

119

The study concluded that interventions to prevent and control TD in visitors to Jamaica are

positively associated with a reduction in TD in the visitor population and improvements in food

safety standards and practices in hotels (ibid).

Caribbean Food and Nutrition Institute (CFNI) also reported that according to their study, they

found on average 10,000 episodes of diarrhoea every month from poor food hygiene alone

(CFNI 2005)16.

In another report entitled ``Salad blamed for unusual meningitis outbreak in travelers to

Jamaica `, highlighted an outbreak of eosinophilic meningitis among a group of young Americans

who had dined together at a Jamaican restaurant. This marked the first known outbreak of

infection with the rat lungworm in the Western Hemisphere, according to a report in the New

England Journal of Medicine17

.

Further, the CIDRAP News (2002) reported an infection with Angiostrongylus cantonensis

apparently resulted from eating a contaminated Caesar salad, according to the report by Trevor

J. Slom, MD, of Northwestern University Medical School in Chicago and colleagues from

Northwest. The outbreak surfaced in April 2000, when two medical students in Chicago were

hospitalized after 10 days of worsening headache, neck pain, and paresthesias. They had been in

a group of 23 travelers who had visited Jamaica for a week earlier in the month. Seven more

members of the group were hospitalized with similar symptoms within a week and a half after

the first two18.

16 Practise Proper Food Safety to Stave Off Illnesses- CFNI KINGSTON, (JIS): Tuesday, December 20, 2005.,

http://www.jis.gov.jm/health/html/20051217t080000-

0500_7624_jis_practise_proper_food_safety_to_stave_off_illnesses__cfni.asp

17

``Salad blamed for unusual meningitis outbreak in travelers to Jamaica`

http://www.cidrap.umn.edu/cidrap/content/fs/food-disease/news/meningitis.html

18 Slom TJ, Cortese MM, Gerber SI, et al. An outbreak of eosinophilic meningitis caused by Angiostrongylus cantonensis in travelers

returning from the Caribbean. N Engl J Med 2002;346(9):668-75

120

Interviews with the 23 travelers led the authors to link the illness with a restaurant meal that 16

members of the group had eaten the night before returning from Jamaica. "Only one restaurant

meal was eaten by all 12 patients," the report states. "Twelve of the 16 travelers who ate this

meal became ill, whereas none of the 7 who did not eat this meal become ill (P=.001)." Of 13

travelers who ate Caesar salad during the meal, 12 became ill, while the three who didn't eat

the salad stayed healthy (P=.007). None of the group reported eating snails or other typical

carriers of the parasite. The salad contained romaine lettuce imported from the United States

along with canned anchovies, but no mollusks or other seafood. The authors concluded that the

lettuce was the most likely source of contamination, but they could not exclude the possibility of

some other common exposure.

Further, the Jamaica Ministry of Health (2008) reported the priority pathogens commonly

transmitted by food in Caribbean Countries are Salmonella, Shigella, Campylobacter, pathogenic

Staphylococus aureus, Escherichia coli 0157: H, Vibrio and Norwalk.19 The report also stated that

in Jamaica, the epidemiology of food, waterborne and respiratory diseases at the community

level are poorly understood. Little information is available on the magnitude and burden of

these illnesses, and on the key pathogens responsible for food and water borne infections,

thereby limiting appropriate prevention measures. The reason these illnesses are not well

understood is because many people affected by them do not seek medical attention and are not

captured by national surveillance systems (ibid).

In Jamaica, the epidemiology of food, waterborne and respiratory diseases at the community

level are poorly understood. Little information is available on the magnitude and burden of

these illnesses, and on the key pathogens responsible for food and water borne infections,

thereby limiting appropriate prevention measures. The reason these illnesses are not well

19 “Estimating the Burden of Illness in JAMAICA STUDY PROTOCOL” Ministry of Health, Jamaica (2008)

121

understood is because many people affected by them do not seek medical attention and are not

captured by national surveillance systems (ibid).

However, even CAREC’s recent region-wide initiative to improve communicable disease

surveillance by expanding syndromic reporting and strengthening laboratory diagnostics, still

observes a gap in the data. Individuals who are unable or unwilling to present themselves to a

health care provider will not be captured, leading to a paucity of information about these

individuals and the illnesses they face. This is especially true for the large number of

marginalized and vulnerable populations with poor access to health services and who are often

at high risk to foodborne infections, but is largely undetected by routine surveillance system

(ibid).

Additionally, even when syndromes are reportable under national surveillance, they are often

under-reported. This is especially true for gastroenteritis as it is self-limiting and many people

tend to self-treat without presenting to a health care provider (ibid).

Data reported to the National Surveillance Unit from its sentinel sites show high and increasing

numbers of reported cases of gastroenteritis (the key reported syndrome of foodborne illness).

In 2005 and 2006, approximately half of the cases reported to the CAREC’s surveillance system

were reported from Jamaica. This suggests high and increasing level of FBD in the Jamaica. The

under five years old (<5) age group, which is particularly susceptible, continue to represent

more than 50% of cases each year. Unfortunately, the exact proportion of gastroenteritis

illnesses that is food borne is not fully known, and community level outbreaks continue to go

unreported. (CAREC, 2006).

The study also reported that many FBD outbreaks have occurred in tourist based hotels having

adverse effects on the country’s economy which is highly tourist-dependent. (Ministry of Health,

Jamaica, 2006a) (ibid).

Another disease of importance include Leptospirosis. A total of 824 cases of Leptospirosis were

notified, however only 180 cases were confirmed by the lab in 2006. There were four reported

deaths from Leptospirosis (ibid).

122

The study reported that the Salmonella species was the most common pathogen isolated from

specimen tested for food borne pathogens in Jamaica, with an annual average of 50+ laboratory

confirmed cases annually and several phage types are endemic to the island. There have also

been several hotel related outbreaks reported to the country’s surveillance system (Ministry of

Health, Jamaica. 2006a, 2007a) (ibid).

The MOH, 2008 however claimed that there is currently no valid data on the true impact of

specific pathogen on the population’s health. The laboratory surveillance system only captures a

proportion of this information. The number of persons submitting specimen, the number of

specimen tested and the number of positive isolates is unknown. There are deficiencies in the

types of organisms that laboratories are capable of isolating. The reported cases of illnesses

associated with AGI, ARI and UF and of the specific foodborne related pathogens- Salmonella,

Shigella, Campylobacter, Staphylococcus aureus, Escherichia coli 0157 H7, Vibrio spp, Rotavirus,

and Norovirus, from Jamaica’s infectious disease surveillance system underestimates the actual

number of cases identified or isolated in all Ministry of Health’s clinical laboratories in Jamaica

(ibid).

Latest published reports of the Ministry of Health; Jamaica reported the health statistics

presented in Table 15.1. This is listed against the background of the apparently low number of

cases are reported or sought treatment. The report didn’t indicate the age group of those who

sought treatment (persons may seek treatment for babies while adults may go untreated by

official health institutions).

Nonetheless, from a review of the databases and the apparent under-reporting of FBD, one may

be led to conclude that (i) there is a problem of FBD in Jamaica and (ii) the value of prophylactic

measures should not be discounted. The findings from the field visits to various post harvest

infrastructure as it relate to food safety are presented in the next section.

123

Table 15.1 Number of cases of Selected Communicable Diseases

Reported in Jamaica (2004-07)

Disease 2004 2005 2006 2007

Hepatitis B 307 346 363 311

Typhoid 10 3 0 1

Gastroenteritis 39,515 21,202 44,922 36,192

Food Borne

Illness

28 33 18 25

Data Sources: Ministry of Health & Planning Institute of Jamaica.

15.3 Major Findings- Food Safety

The fresh produce markets are physical locations where food is traded. Presence of pests, stray

animals and harmful bacteria can cause food-borne illnesses to humans, leading to loss of

productivity and marketshare in the case of the hospitality industry. The cost of re-capturing

marketshare in the case of the latter can be prohibitive. For example, in 2007, tourist visiting

Jamaica spent an estimated USD 114.54/day. Tourist cancellation for the equivalent of 1 month

using the 2005/07 three year average will lead to a loss of 134,972 persons or 1,295,731

resident days at an average length of stay of 9.6 days. This can translate to a loss of USD 148

million per month to the national economy.

During visits to the field in Jamaica, a number of possible gaps in the food safety system of the

fresh produce supply chain were evident. A number of these will predispose food handlers and

consumers to food borne illnesses. Some of these were as follows:

1. Recycled broiler chick boxes were seen in use in the fresh produce industry for

packaging of freshly harvested lettuce. These boxes will most likely contain Salmonella

bacteria and can serve as a source of contamination and infection of humans.

2. Presence of dogs, rats and cockroaches in the fresh produce and fish wet markets. Rats

are known carriers of Leptospirosis.

3. Heaps of garbage in the various markets, sometimes being burnt in-situ.

124

4. Unavailability of pipe borne water and soaps for washing hands at the markets.

5. Derelict, malfunctioning, damaged and unsanitary toilet and bathroom facilities at the

markets visited.

6. Absence of cold chain in the supply of fresh fish and fish processing at the seaside

facilities.

7. Unavailability of pipeborne water for washing of fish after cleaning.

8. Markets poorly maintained, storage of non-market related items and evidence of little

or no washing.

9. Absence of field toilets and other sanitary facilities in production fields.

10. Limited mechanisms in place for monitoring pesticide usage and MRL’s.

15.3 Recommendations

Given the evidence and also possibility for more food safety breaches, a number of operating

procedures and practices are therefore recommended:

1. Plastic crates and new card boxes should replace the broiler chick boxes currently being

used for packing fresh produce.

2. Rodent control programmes should be ongoing; dogs should be excluded from the

marketplaces and recruitment of regular pest control services to get rid of cockroaches

and other insects from all fresh produce and fish markets.

3. Market refuse should be removed daily from the fresh produce markets and disposed at

managed garbage dumps.

4. Reliable supply of pipe borne water and soaps for washing hands at the markets.

5. Rehabilitation and continuous maintenance of toilet facilities at all markets.

6. Establishment of proper processing facilities with a cold chain at all fresh fish seaside

and riverine processing locations. These markets should also have a reliable source of

pipe-borne water for washing of fish after cleaning.

7. Implement a documented and easy to follow procedure and protocol for cleaning and

washing of wet markets after each trading day.

125

8. Cleaning and sanitizing transport vehicles being used for fresh produce.

9. Discontinue the application of raw manure on vegetable crops. Animal manure is known

to contain very high levels of dangerous microorganisms that can result in human

illnesses. These include Salmonella, E. coli and the tetanus bacteria, Clostridium tetani.

10. Drip irrigation systems minimize contact while overhead sprinklers can deposit high

bacterial load on the surface of the fruits and vegetables as well as in the pulp through

suction. Thus, when water is used from rivers and other open water systems such as

existing mini-dams, it is important to check upstream for possible sources of pollution.

11. Monitor worker / food handler health and hygiene. Poor health and hygiene practices

can result in food borne illnesses associated with the consumption of fresh fruits and

vegetables.

12. At the national level, include in the organizational structure a portfolio for quality

assurance.

13. Training and retraining of stakeholders along the value chain on the requirements of a

quality assurance/food safety system. Recommended GAP / QA strategies that promote

good health and hygiene include:

(i) Adequate training of workers, marketers and other food handlers in good

personal hygiene.

(ii) Presence of on-farm sanitary conveniences with appropriate hand washing

facilities easily accessible to all farm workers.

(iii) Install notices at strategic locations reminding workers, marketers and farmers

to practise hand-washing after using bathrooms etc.

(iv) Water tanks with potable water for drinking and other sanitation purposes must

be kept covered at all times.

The panels that follow highlight some of the food safety breaches in the Jamaican Fresh Produce

industry. These were evident in the post harvest infrastructure as well as various critical points

along the food-supply chain.

126

Panel 15.1: Broiler Chick

Boxes being used to pack

fresh lettuce for transport to

market

Microbial content in chick

faeces include: Salmonella

and ecoli bacteria.

Panel 15.2: Poor Garbage

Disposal Practices, Ochio Rios,

St Anns, Jamaica

Panel 15.3: Water for washing

hands stored in barrel at the

Papine Market, Mona, Kingston

127

PANEL 15.6: ABSENCE OF COLD

CHAIN IN THE FISH

MARKETPLACE, ALLIGATOR

POND, ST ELIZABETH, JAMAICA

PANEL 15.5: STRAY DOGS IN

THE FISH MARKETPLACE,

ALLIGATOR POND, ST

ELIZABETH, JAMAICA

PANEL 15.4: DAMAGED AND

UNSANITARY TOILET FACILITIES

AT THE PAPINE MARKET,

MONA, KINGSTON

128

PANEL 15.9: TABLES TO

PREVENT PLACEMENT OF

FRESH PRODUCE ON FLOOR

AND FACILITATE WASHING OF

MARKET. WHOLESALE

MARKET, TRINIDAD

PANEL 15.8: MARKET WASHED

AND CLEANED AFTER TRADING.

WHOLESALE MARKET,

TRINIDAD

PANEL 15.7: MANAGEMENT

POSTED NOTICES AT

WHOLESALE MARKET,

TRINIDAD

129

SECTION 16

SUMMARY OF MARKET SIZE AND MARKET CHANNELS OF SELECTED

FRESH AGRICULUTURAL PRODUCE IN JAMAICA ___________________________________________________________________________________________________________________________

This section of the report presents a summary of the market for the selected commodities of

interest. Here the summary situation is presented, showing the production, imports, exports

and trade at the national level and is further broken down showing the flow and the relative

volumes of each commodity along the supply chain.

In order to estimate the final situation for each commodity, the production data for 2007 was

first obtained from the Data Bank Division of the Ministry of Agriculture. The import and export

data was accessed from the ITC Database based on Comtrade Statistics and supplemented with

data from STATIN, Jamaica. Data for the supermarket segment of the market was obtained from

actual sales report from the major supermarkets. In the case of the hotels, the average visitor

arrival for the period 2005-2007 was used and the meal equivalent was computed based on

minimum nutritional requirement / volume per serving. This was considered as the best

approach given higher level statistical accuracy of the data collected by the Jamaica Hotel and

Tourism Organization. In addition, while qualitative data on the purchasing arrangements was

easily obtained, the level of detail required for this quantitative analysis wasn’t easily and

readily available. Consultations with the chefs at the hotels also supported the use of the

monthly and annual arrival data. Data for the restaurants were also based on actual purchases

and processors requirement was based on visits and consultations at the processing plants and

supported by other studies.

In order to derive the domestic availability, the following formula was used:

Availability = (Production + Imports – Exports)………………………………………(16.1)

The availability for household consumption represents the volumes available at the wet

markets, that is after each other market segment was satisfied. A summary situation of the

supply / market analysis for the selected commodities are presented in Table 16.1 and further

detailed in Figures 16.1 – 16.2.

130

Table 16.1: Summary Situation of the Supply and Availability of Selected Commodities in the

Jamaican Market - Tonnes

Commodity Production

Tonnes Imports Exports Availability Supermarkets Hotels Restaurants Processors

Household

Consumers

Fish (Seafood) 11,838 22,082 9,052 24,868 - 2164 - - 22,703

Carrot 19,365 316 0 19,681 101 4690 57 3908 10,928

Cantaloupe 2,743 260 0 3,003 28 2381 0 0 594

Escallion 10,841 1 26 10,816 43 50 49 2304 8,370

Hot Pepper 6,596 251 129 6,718 16 54 57 5620 971

Tomato 19,576 359 0 19,938 145 3968 124 6557 9,144

Watermelon 9,573 112 0 9,685 73 2381 0 - 7,231

Yam 121,628 0 12 121,616 107 2164 74 13 119,258

Sheep Meat 8 6,203 0 6,211 - 982 - - 5,229

Goat Meat 537 936 0 1,473 - - - - 1,473

131

FIGURE 16.1:

SUPPLY

CHAIN FOR

TOMATOES

IN JAMAICA

132

FIGURE 16.2:

SUPPLY CHAIN

FOR CARROTS

IN JAMAICA

133

FIGURE 16.3:

SUPPLY CHAIN

FOR ESCALLION

IN JAMAICA

134

Figure 16.4: Supply

Chain for Yams in

Jamaica

135

FIGURE 16.5:

SUPPLY CHAIN FOR

WATERMELONS IN

JAMAICA

136

FIGURE 16.6:

SUPPLY CHAIN FOR

CANTALOUPES IN

JAMAICA

137

Figure 16.7:

Supply Chain for

Small Ruminants

in Jamaica

138

SECTION 17

SUMMARY

______________________________________________________________________________________

This market study looked at the situation with respect to the infrastructure at the various

markets as well as conditions of the infrastructure from a physical and health and food safety

perspectives. The requirements for each buyer is also outlined as well as the market sized

estimated from data provided by key operators and from databases in the case of the hospitality

industry. The key findings as well as recommendations are now summarized below and in Table

18.1 below.

(a) Cereals: Further disaggregation of the five-year average data show the major

components of HS 10: Cereals imports were Maize at 232,432 tonnes (USD $ 37 mn), all

imported from the USA. The country also imported Rice 94,798 tonnes (USD $ 32 mn)

from which 53% was imported from the USA and 40% from Guyana. Given the

suitability of Jamaica’s climate for growing maize and rice, it is recommended that

these commodities may be the subject of further examination of its true potential.

(b) Jamaica imports of HS 4: Dairy produce and Eggs was estimated at USD 59 mn. Within

this classification, the country also imported 4,728 tonnes of eggs in shell (USD 16 mn),

all from the USA. Production of this quantity in Jamaica will mean production of an

estimated 84 mn eggs, requiring 303,930 birds and 55,000 – 82,000 sq m of brood

space (light bird breed and heavy bird breed respectively).

Jamaica produced 114,904,946 eggs and this level of imports show self sufficiency level

of 73% and a potential for expansion at 27%. Given the volume of imports of eggs into

Jamaica, it is recommended that further evaluation of this potential take place. Should

it prove to be feasible, using the above five year average import level, this will require

139

investment in 304,813 layer birds and 55,159 sq m of egg layer housing for light birds

or 82,238 sq metres for heavy birds20. This operation can be attractive from a poverty

alleviation perspective given the short gestation period as birds begin laying at 20-22

weeks and achieve maximum production at 30-36 weeks. Birds can lay about 275 eggs

per year.

(c) Fish: As indicated earlier, this comprises the 6th highest imports of agricultural

commodities and products into Jamaica are HS 3: Fish, was 19,741 tonnes (2003/07 av)

valued at USD 52 mn. Review of the trade data show average annual frozen fish imports

at 10,548 tonnes valued at USD $ 19 mn, of which 40% originated in Guyana, 32%

Suriname and 16% USA. The next highest volume is Fish, cured or smoked at 6,955

tonnes, valued at USD 24 mn most of which originating in the Norway (59%) and Canada

(33%). Jamaica may wish to examine the fishery segment for any investment

opportunities that lies therein.

(d) Carrot: CARICOM annual imports of carrots averaged USD 6.2 mn or 7,502 tonnes.

Within CARICOM, Jamaican imports represent 3% in value and 2% in volume while

imports into Trinidad represent about 50% of CARICOM carrot imports in value term

and 57% by volume. Imports by the other CARICOM member states are much smaller.

Given the proximity of Jamaica to Trinidad and Tobago and its intrinsic trading

relationships that lies therein, this may represent a good market, should the country

be able to increase its production and compete based on quality and price.

The key findings as well as recommendations are now detailed in the summary tables below.

20 Key assumptions: The normal egg weight ranges from 35gms to 77gms (av wt = 56 gms) while 2 tablespoon dry eggs =

1/2 oz or 14 grams (1 oz = 28 grams). Deep litter floor space requirement was estimated at 1800 sq. cm for light breeds

and 2700 sq. cm for heavy breeds. Production was estimated at 275 eggs per year per bird.

140

Summary Tables

Fresh Agricultural Produce Market Infrastructure

Situation Key Constraints Recommendations

1. Public market infrastructure provides a

physical place for consumers to obtain

their food - fresh fruits and vegetables.

2. The fresh produce markets are an

integral part of the marketing

infrastructure, performing an

important multifunctional role.

3. Fresh produce from the farms are

distributed through a number of

channels as it moves to the market.

4. Coronation Market estimated trade of

60-70% of the fresh fruits and

vegetables.

5. Municipal markets are strategically

placed in the major towns of each

Parish.

1. The poor conditions at the markets

pose:-

� Major food safety risks to farmers,

tourists and locals

� Rapid loss of fresh produce quality

and integrity.

� Risk of losing market share to

imported substitutes.

2. Farmers and traders being extorted

by “informal” security personnel.

3. Inadequate Lighting in all markets.

1. Immediate removal of all

unauthorized structures within and

the vicinity of the fresh produce

market compounds.

2. Upgrading of all municipal markets

to satisfy minimum acceptable

health food safety and security

conditions.

3. Construction of a new market to

replace the Coronation market.

4. Permanent removal of fresh

produce trading from the

surrounding public open areas and

streets into the targeted market

buildings.

141

Marine Fish Marketing Infrastructure and Handling Facilities


1. The artisanal fishing operation may

involve a stay at sea that extends up to

24 hours.

2. In few cases, fishermen go out to sea

with ice and insulated boxes.

3. Absence of basic and appropriate

physical infrastructure:

� For display

� Post harvest processing

4. Scaling of fish is done on temporary

wooden tables or on pieces of wood.

5. Scalers and fish handlers practiced

minimal (but inadequate) basic food

handling practices.

6. Pipe borne water was unavailable at

the fish handling facilities.

7. Low rates of harvest experienced at

certain times of the year.

8. Existance of a small number scale fish

restaurants.

9. Over 90% of the fish scalers operating

at the landing sites were women.

10. Scalers cleaned the areas of

operations after each day of business.

11. The cold chain was absent.

12. Primary customers mostly included

household consumers.

1. No detailed strategic plan is currently

in place for the fish landing sites.

2. Basic phytosanitary facilities are not

in place.

3. Absence of focus on food safety

programmes.

4. Absence of major regulating

mechanisms on the fishermen and

handlers.

5. No consideration to the exploration

and utilization of many

underexploited species.

6. Lacks definition of fish landing sites

vs beaches. Need action for

rationalization of its

appropriateness and feasibility of

operations.

7. Some major fishers operate in the

rivers

1. Fish markets, with proper post harvest

handling facilities for processing

(scaling) and retail sales.

2. Construction and establishment of

cold storage and ice making

facilities

3. Develop and implement a cold chain

system throughout the supply side

of the industry.

4. Conduct training courses and

implement sanitary standard

operating procedures at each

landing facility.

5. Train “scalers” in post harvest

handling, processing and marketing

of fish.

6. Develop a market information and

intelligence system

7. Training for fishers in the use of fish

finders and GPS.

8. Re-train fishers in some locations to

conduct diving tours for tourists to

compensate for periods of low harvests.

142

Markets / Buyers of Fresh Agricultural Produce


1. Tourist spent an estimated, USD

24.74 (21.6%) on food and beverage

(in accommodation); USD 7.34

(6.4%) on Food and beverage

(outside accommodation).

2. Average stay over was reported at

11 days.

3. Supply contracts are typically

negotiated for duration of 3 to 6

months.

4. Payments for fresh produce

deliveries can range from 7 to 30

days.

5. Preference to purchase and utilize

local fresh agricultural produce in

the hospitality industry:

� superior taste

� supporting local farmers

6. Cooks decide on range and types of

vegetables to be bought

7. Fresh-cut and pre-packed

vegetables are not preferred.

8. Quality chain began at the hotel

rather than the field.

9. Shortfalls in supply and rejects are

major concerns for Large Hotels.

10. Consistent prices and supply

volumes are required.

1. Lack of a market information and

intelligence system.

2. Lack of an effective quality

assurance system for the fresh

produce industry.

3. Low technical capability of some

farmers, higglers and other

marketing intermediaries as it

relates to quality assurance and

food safety.

4. The credit purchases serve to

discourage transaction with the

hospitality industry.

5. Delivery of low quality fresh

produce and poor post harvest

handling.

1. Training of purchasing managers in

areas of post harvest handling, food

safety and quality assurance.

2. Develop and implement a system of

Good Agricultural Practices (GAP).

3. Train farmers, higglers, other

intermediaries, purchasing

personnel and chefs / kitchen staff

in post harvest handling, quality

assurance, food safety and

tracability.

4. Publicize Market Information to

include monthly estimates of hotel

requirement.

5. Development of a farmers and

suppliers database.

6. Special agronomic and quality

assurance management training for

farmers / producers.

7. Cultivation and promotion of

organic linkages between the

hospitality and agriculture

industries.

143

Supermarkets


1. An estimated 70% of consumers

considered quality as the major

driving factor, 53% considered

“loyalty to country” and 43% said

“price”.

2. Prices at the wet markets are

known to be lower, for example

tomatoes $J 228/kg while at the

supermarket was $J 386/kg,

representing a spread of 69 %.

3. About 80% of fresh produce passes

through the wet markets, and less

than 5% are sold retail at the

supermarkets.

4. The major supermarket chains

include HiLo, Superplus, Shoppers

Fair and Mega Mart.

5. Fresh produce is delivered loose to

the supermarket and packed in-

house.

6. Tourists visitors seem to prefer

imported fruits and vegetables.

1. There are no testing facilities or

stated protocol for cleanliness or

residues.

2. Shortages are seasonal and

intermittent.

3. Supply of domestic vegetables are

periodically irregular.

4. Suppliers cancel delivery without

notice when prices are higher

elsewhere and also where the crop

fails.

5. Supermarkets use credit

transactions.

6. Purchase of small volumes.

7. Return spoilt and unsold produce.

8. Often requires refrigerated

transport, plastic field crates.

9. Wide range of produce is required.

1. Improvement of farmers’

agronomic, post harvest and

agribusiness skills.

2. Improvement in transportation

systems, using better adapted

vehicles, stackable crates and

chilling where required.

3. Strengthening of farmer linkages

with agribusiness.

4. Implementation of a system of

ongoing market information and

training.

5. Development of a farmers’ database

that allows supermarkets to insure

supply reliability and continuity.

144

Restaurants


1. There are four major restaurant

chains:

� Juicy Patties,

� Island Grill,

� Mother’s

� Tastee’s.

2. Juicy Patties has 31 restaurants,

Mother’s has 18 and Island Grill 14.

3. Practices forward buying.

4. Of the annual purchases used by

restaurants, yams were 25%,

Tomatoes 24%, Carrots 20%, and

hot peppers 18%.

1. The importance of food safety and

traceability is recognized

2. Price is the most important

consideration.

3. Purchases only on delivery to the

factory gate.

4. Shelf life, food safety and quality

are major driving factors.

5. Require farmers to indicate

chemicals used in growing the

crops.

6. Prefer to purchase from producers

who grow according to an approved

crop agronomy protocol.

1. Improvement of farmers’

agronomic, post harvest and

agribusiness skills.

2. Improvement in transportation

systems, using better adapted

vehicles, stackable crates and

chilling where required.

3. Strengthening of farmer linkages

with agribusiness.

4. Implementation of a system of

ongoing market information and

training.

5. Development of a farmers’ database

that allows restaurants to insure

supply reliability and continuity.

145

Agro processors


1. Hot pepper is easily available locally

for six months during the year.

2. Past experiences has been

disastrous when the dependence

was placed solely on local supply.

3. The “The Walker’s Wood Farmers

Group” group has been existence

for over 7 years which is supported

by the processor group.

4. Walker’s Wood Farmers Group

grows primarily hot pepper, lettuce,

pumpkin, and sweet pepper.

5. The annual demand by Walkers

Wood has been estimated at 1.5

million lbs each of pepper and

scallion per year. Factory anticipates

a willingness to purchase up to

150,000 lb of mash.

6. Base price paid to farmers for hot

pepper is $25-30/lb for red

(Caribbean and West Indian) and

Scotch Bonnet at $40-45/lb.

7. Payment system includes a 14 days

credit. At that price, farmer should

benefit from a 30% profit margin.

8. Plot sizes of the typical suppliers

range from ¼ to ½ acre (0.1 – 0.2

ha) of hot pepper.

9. Other processor (St Elizabeth)

expressed willingness to work

closely with Escallion and

watermelon.

1. Access to adequate finance for

purchase and storage without

disrupting the cash flow of the

business.

2. Strong support will be required if

processors are to take up the task of

purchasing during time of glut.

3. Marketing knowledge is critical for

expansion of the hot pepper

industry.

4. Produce must be free from residue

and should be produced using GAP.

5. There are stipulation for spraying

and use of agrochemicals.

6. Use of plastic crates are stipulated

and feed or fertilizer bags are not

allowed.

7. Problems with having farmers

agreeing on prices offered.

8. Cold storage to purchase and store

farmers produce for processing.

1. Making available access to capital to

facilitate processors purchasing and

storage of hot peppers and escallion

during times of gluts.

2. Access to new formulations and

products to expand the markets for

fresh agricultural produce.

3. Developing model satellite farms

around the major processors to

supply the processing plants year-

round.

4. Provision of an agronomist for the

hot pepper segment with a special

portfolio for insuring anticipated

processing volumes are met,

especially during the Q3 and Q4

periods of the year.

146

Marketeers and Other Marketing Intermediaries


1. Type 1 Higglers buy the fresh

produce from the farmers holding,

may be involved in harvesting, post

harvest handling

2. Type 2 Higglers purchase from

farmers and other higglers a wider

range of produce, for re-sale at

other wholesale markets

3. Type 3 Higglers purchase from

farmers and higglers at the market

for re-sale at this same location.

4. Type 4 Higglers buy small volumes

of fresh produce from farmers and

higglers primarily during the night

and early morning trade.

5. Over 90% of higglers in the

marketplace are women.

6. Transportation vehicles include

large open trucks which may

transport a number of farmers and

higglers produce.

7. Farmgate prices for washed carrots

packed in large used poultry feed

bags : $ 30.00/lb lowest grade and

$60.00/lb best grade. Carrots were

then mixed and resold at $J 80.00 /

lb for wholesale / retail at the

Mandeville Market.

1. Hagglers may overnight at these

markets, sleeping on sponges,

tarpaulins, or old boxes which is

generally undignified

2. Exposure to criminal activities

3. Leaking market buildings, poor

toilet facilities, rodents and stray

dogs

4. Lack of working capital

1. Conduct agribusiness, post harvest,

food safety and marketing training

programmes, to improve quality

standards, efficiencies and reduce

losses in the fresh produce industry.

2. Develop a training and assistance

programme to upgrade the skill

base of higglers, to facilitate

business relationships.

3. Restrict overnight occupancy at the

markets and encourage a low cost

hostel for marketers who live in

remote locations.

4. Easier access to soft loans for

working capital.

5. Development and distribution of

incentives for:

� The purchase and use of stackable

crates.

� Insulated or cold storage vehicles

for the maintenance of produce

quality.

� Open vehicles which allows stacking

to minimize squeezing and crushing

of produce.

147

Marketing Services


1. Quarterly production data,

farmgate, wholesale, retail wet

market and supermarket prices are

available at the Ministry of

Agriculture.

2. Rainfall data is available at the

Meteorological Office.

3. Import and export data are

available at STATIN.

1. Information is not available at a

single repository or through a single

portal.

2. Information is largely unassimilated.

3. Lack of timely information creates a

scenario of distrust between

farmers, and other trade partners.

1. Development of a computerized

market information and intelligence

system.

2. Prompt dissemination of wholesale

market prices, publicised using the

mass media, cell phones.

3. Establish large, easily visible display

monitors / terminals at markets

with simultaneous display of market

prices.

4. Detailed analyses of fresh produce

for import, export and domestic

trade

5. Dissemination of market

information and intelligence

analyses to stakeholders.

6. Training of farmers to assimilate

market information

148

Transportation of Fresh Agricultural Produce


1. Produce is transported using draft

animals, enclosed vehicles, open

vehicles, and refrigerated vehicles.

2. Yams are packed in bags instead of

stackable crates. Bags are then

packed up to ten layers high at the

back of large trucks. Simple

estimation will show that the bag at

the bottom of the stack will be

bearing a load of 800 – 900 lbs.

3. Ten to 20 higglers may sit on lower

stacks of produce at the back of the

trucks.

1. Lack of stackable crates or

modifications to the trays not

allowing ventilation or weight

redistribution.

2. Lack proper maintenance of Vehicles

3. Tray of the trucks was neither

designed nor equipped with safety

devices for passenger safety and

comfort.

4. Inexperienced drivers.

1. Adoption of the use of stackable

crates or modifications to the tray

to facilitate high ventilation and

weight redistribution.

2. Frequent inspection for

roadworthiness of transportation

vehicles.

3. Defensive driving and post harvest

training for drivers / service

providers.

4. Easily accessible loans to facilitate

repairs and replacement of vehicles.

5. Improvement of agricultural access

roads providing efficient use of

transportation vehicles.

6. Encourage the use of minibuses for

transportation.

7. Genetic improvement,

conservation, breeding and

nutrition programme for donkeys

and mules.

8. Construction of a system of field

cables conveyors to transport

produce from the field to collection

points.

149

Health and Food Safety


1. Consumers are becoming more

aware of health and food safety

issues as it affect human health.

2. Losses to the economy due to food

safety breaches include losses due

to minor ill health and the

associated costs for medications

and lowered productivity in the

workplace, to larger scale

hospitalization.

3. Modern fresh produce operations

are increasingly using the principles

embodied in quality assurance

management.

4. Tourist cancellation for the

equivalent of 1 month using the

2005/07 three year average will

lead to a loss of 134,972 persons or

1,484,692 resident days at an

average length of stay of 11 days.

This will translate to a loss of USD

170 million per month to the

national economy at an average

expenditure of USD 114.50/day.

1. Recycled broiler chick boxes were

seen in use in the fresh produce

industry for packaging

2. Presence of dogs, rats and

cockroaches in the fresh produce

and fish wet markets.

3. Heaps of garbage in the various

markets.

4. Unavailability of pipe borne water

and soaps for washing hands at the

markets.

5. Derelict, malfunctioning, damaged

and unsanitary toilet and bathroom

facilities at the markets visited.

6. Absence of cold chain in the supply

of fresh fish and fish processing

7. Storage of non-market related items

and evidence of little or no washing.

8. Absence of field toilets and other

sanitary facilities in production

fields.

9. Limited mechanisms in place for

monitoring pesticide usage and

MRL’s.

1. Plastic crates and new card boxes to

replace the broiler chick boxes.

2. Rodent control programmes should

be ongoing; dogs should be

excluded and regular pest control

services.

3. Market refuse should be removed

daily.

4. Reliable supply of pipe borne water

and soaps for washing hands at the

markets and fish after cleaning.

5. Rehabilitation and continuous

maintenance of toilet facilities at all

markets.

6. Establishment of a cold chain at all

fresh fish seaside and riverine

processing locations.

7. Implement a documented and easy

to follow procedure and protocol

for cleaning and washing of wet

markets after each trading day.

8. Cleaning and sanitizing transport

vehicles being used for fresh

produce.

9. Discontinue the application of raw

manure on vegetable crops

10. Testing for Maximum Residual

Levels (MRLs).

11. Monitor worker health and hygiene.

12. At the national level, include in the

organizational structure a portfolio

for quality assurance.

13. Training and retraining of

stakeholders along the value chain

on the requirements of a quality

assurance / food safety system.

150

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1 Agricultural Support Services Project (Nov. 2008), Report for Project Steering Committee Meeting.

2 Campbell V., Sinha D., (2006). Nutrition Made Simple, Caribbean Food and Nutrition Institute, Kingston,

Jamaica.

3 CARDI, (2001). Hot Pepper Focus Group Results – Jamaica.

4 CAREC CAREC view;

http://www.uoguelph.ca/crifs/NFSS/Presentations/Towards%20A%20Noational%20Food%20Strategy

5 Caribbean Agricultural Research and Development Institute, (2002). Draft Final Report, Walkers Wood

Sustainable Agricultural Practices Project.

6 Caribbean Food and Nutrition Institute, (1994). Recommended Dietary Allowances for the Caribbean, Mona,

Kingston, Jamaica

7

Caribbean Food and Nutrition Institute, (2000). Pan American Health Organization, Pan American Sanitary

Bureau, Regional Office of the World Health Organization (2000). Food Composition Tables for Use in the

English Speaking Caribbean, Supplement .

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Caribbean Food and Nutrition Institute, Pan American Health Organization, Pan American Sanitary Bureau,

Regional Office of the World Health Organization (1998). Food Composition Tables for Use in the English

Speaking Caribbean (Second Edition).

9 Credit Division, Ministry of Agriculture (2007), Target Market for Hot Pepper

10 Credit Division, Ministry of Agriculture (April 2005), Target Market for Carrot

11 Credit Division, Ministry of Agriculture (April 2005), Target Market for Escallion

12 Credit Division, Ministry of Agriculture (July 2007), Target Market for Watermelon

13 Data Bank and Evaluation Division, (1997). Report on the Survey of Food Use in the Hotel Sector, Ministry of

Agriculture, Jamaica.

14 Douglas, M., (1982). Food as a System of Communication. In: Douglas, M., Editor, , 1982. The Active Voice,

Routledge and Kegan Paul, London, pp. 125–134.

15 Dr. C. James Hospedales is a past Director of the Caribbean Epidemiology Centre (PAHO/WHO), the

Caribbean's Health Monitoring and Disease Prevention Agency. http://www.carec.org/overview_health.htm

16 Elmont, S., 1995. Tourism and Food Service: Two Sides of the Same Coin. Cornell Hotel and Restaurant

Administration Quarterly 36 1, pp. 57–63.

17 Estimating the Burden of Illness in JAMAICA STUDY PROTOCOL” Ministry of Health, Jamaica (2008)

18 Estimating the Burden of Illness in JAMAICA STUDY PROTOCOL” Ministry of Health, Jamaica (2008)

19 FINTRAC, (June 2002). The Caribbean Market for Value-Added Meats.

151

20 Fisheries Division, Ministry of Agriculture and Lands, (2008). Draft Fisheries Policy, Kingston, Jamaica

21 Hayles, Carolyn et al, (May, 2008) Marketing Research on Agro Tourism Products and Services, Final Report,

Institute for Hospitality and Tourism, UWI, Mona.

22 http://www.ams.usda.gov/mnreports/mh_fv056.txthttp://www.ams.usda.gov/mnreports/mh_fv056.txt

23 http://www.cidrap.umn.edu/cidrap/content/fs/food-disease/news/meningitis.html

24 http://www.emedicinehealth.com/food_poisoning/article_em.htm

25 IADB Multi-Lateral Investment Fund Adopt-A-Farmer Program in Tobago

http://www.iadb.org/mif/lessons/lessonlearned.cfm?lesson=37&tab=1&Language=English&parid=4

26 IICA, (2007), Annual Report, Hope Gardens, Kingston, Jamaica

27 IICA, (2007). PROCEEDINGS OF THE IICA/OAS AGRO-TOURISM WORKSHOP 7TH Caribbean Week of

Agriculture, Gran Bahia Principe Hotel, St. Ann, Jamaica, W.I.

28 Internet Journal of Food Safety V.3, 8-14

29

Interventions to Prevent and Control Food-Borne Diseases Associated with a Reduction in Traveler`s

Diarrhoea in Tourists to Jamaica., Ashley David V.M.†Walters Christine 2 Dockery-Brown Cheryl 2 McNab

André 2 Ashley Deanna E.C. 2

30 Jamaica Daily Gleaner, September 2008

31 James, Fitzroy, (2006). Report of the FAO/TCDC Marketing, Economist/Consultant, Project TCP/JAM/3004

(A), Project Title: Assistance to Improve Fruit Crop Production.

32 Legionellosis infection <http://en.wikipedia.org/wiki/Legionellosis>.

33

McDonald, Frank et al (Nov. 2001), Stakeholder Meeting – Market Issues Affecting the Hot Pepper Industry

in Jamaica and the Caribbean, Development of the Hot Pepper Industry in Jamaica and the Caribbean,

CARDI, Jamaica

34 MIAMI Terminal Prices as of 29-DEC-2008., Provided by: Fruit and Vegetable Market News,Federal - State

Market News Service, USDA.

35 Ministry of Agriculture (2008), Food Security

36 Ministry of Agriculture, (2005). Agriculture Development Strategy.

37 Ministry of Health & Planning Institute of Jamaica

38 Naparina Girls’ High School Cookbook, (2002). The Multicultural Cuisine of Trinidad and Tobago and the

Caribbean, San Fernando, Trinidad

39 On the hove - transportation of fresh produce http://www.fao.org/Wairdocs/X5014E/X5014e08.htm)

40

Pingali, p., Can Farmers Survive in a Globalized World. Director of the Agriculture and Development

Economics Division of Rome-based Food and Agriculture Organization (FAO) of the United Nations, 0Policy

Brief Series No 2005-6.

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41 Planning Institute of Jamaica (2007), Economic and Social Survey of Jamaica, National Planning Agency.

42

Practise Proper Food Safety to Stave Off Illnesses- CFNI KINGSTON, (JIS): Tuesday, December 20, 2005.,

http://www.jis.gov.jm/health/html/20051217t080000-

0500_7624_jis_practise_proper_food_safety_to_stave_off_illnesses__cfni.asp

43 Pro-Poor Tourism Partnership and the Caribbean Tourism Organization, (2003), Agro Tourism Linkages: A

Case Study From St. Lucia

44 Pro-Poor Tourism Partnership and the Caribbean Tourism Organization, (2006), Bringing Local Producers into

the Supply Chain.

45 Reid Robert, Graham, Hough, (April 1997). Integrated Pest Management Collaborative Research Program,

Draft, Market Research, Sweet Potato, Hot Pepper, Callaloo, CARDI, UWI, Mona.

46

Riley, M., (2000). What are the Implications of Tourism Destination Identity for Food and Beverage Policy?

Culture and Cuisine in a Changing Global Marketplace in Strategic Questions. In: Wood, R., Editor, (2000).

Food and Beverage Management, Butterworth-Heinemann, London, pp. 187–194.

47 Salad blamed for unusual meningitis outbreak in travelers to Jamaica`

48 SIDSnet (September 18 2003). Agro-Tourism, a must in A&B.

49 Slom TJ, Cortese MM, Gerber SI, et al. An outbreak of eosinophilic meningitis caused by Angiostrongylus

cantonensis in travelers returning from the Caribbean. N Engl J Med 2002;346(9):668-75

50 Stewart, Vassel et al (September, 2000), Hot Pepper Industry Study, Phase 1, Consumer and Retail Market

Segments Assessment, CARDI, CTA, USAID,

51

Surujlal, M and Neela Badrie, Household consumer food safety study in Trinidad, West Indies., Department

of Food Production, Faculty of Science and Agriculture, University of the West Indies, St. Augustine, Republic

of Trinidad and Tobago, West Indies., http://www.internetjfs.org/articles/ijfsv3-3.pdf

52 The Jamaica Manufacturer Association Limited, (2008). Serving the Industrial Sector With Excellence for Sixty

One Years: Manufacturing: The Way Forward, 1st

Draft.

53 Tufton C. (April, 2008) Budget Speech, Minister of Agriculture.

54 Turner, A. (Jan. 2008). Rural Enterprise and Community Tourism (REACT) Project Mid-Term Evaluation, ARD,

Inc, for USAID, Jamaica W.I.

55 Zephrin Manuelita and Hagley Knox, (1994). Meal Planning for Diabetes, Fourth Edition , Caribbean Food and

Nutrition Institute, Kingston, Jamaica.

56 %20Presentations/Day%201-%20English/LIndar.ppt#521,31,How communication, harmonization &

integration among food safety stakeholders across Canada be improved.

153

List of Contacts

Name Contact Position

Francine L. Webb RADA, Hope Gardens, Kingston 6

Tel 876-927-1780-1

Assistant Health and Food Safety

Officer

Johnny McFarlane Walkerswood, Caribbean Foods Ltd, St.

Ann

Tel. 876-917-2318 (O), 387-4037(C)

Director, Group Development

Dennis McIntosh Culinary Federation of Jamaica, Ocho

Rios, St. Ann

Tel. 876-881-7225

President

Neville Lindo Development Bank of Jamaica Ltd, 11a-

15 Oxford Road, Kingston 5

Tel. 876-929-4010-17

Agricultural Specialist, AFI

Relationships

Ainsworth Riley IICA, Hope Garden, Kingston 6

Tel. 876-927-0020, 702-4779

Agri-business Specialist

Audrey Wright ASSP, Ministry of Agriculture, Hope

Garden, Kingston 6

Tel. 876-470-7692

Chief Technical Officer

Rosalee Stephens ASSP, Ministry of Agriculture, Hope

Garden, Kingston 6

Tel. 876-970-2868

Procurement Officer

Ian Chambers Data Collection Statistics and

Evaluation Division, Ministry of

Agriculture, Hope Garden, Kingston 6

Tel. 927-1731-4

Project Evaluation Officer

Calvin Campbell Data Collection Statistics and

Evaluation Division, Ministry of


Tel. 927-1731-4

Paulette Dodd Project Management Unit, Ministry of


Tel. 927-1731-4

Director

Gaston Shakespeare Mafota Farmers Association, Mafota,

St. James

Tel. 876-582-5849

President

Neville Morgon RADA, St. Elizabeth Parish Manager, Actg.

Pedro Worghs RADA, St. Ann, 972-4208 Parish Manager

Leroy Kennedy RADA, ST. Ann, 972-4208 Extension Officer

Wentworth Mitchell RADA, St. James, 564-3425 Parish Manager

Sadie Dixon RADA, St. James, 564-3425 Deputy Parish Manager

Kirk Evans RADA, St. James, 564-3425 Extension Officer

Tony Freckleton Jamaica Exotic Flavors and Essence

Ltd., Bull Savanah, St. Elizabeth

Tel. 876-607-6338

Manager

Chedda Douglas Jamaica Exotic Flavors and Essence

Ltd., Bull Savanah, St. Elizabeth

Tel. 876-579-5900

Production Manager

Glenroy Wisdom Salem Fishing Complex, St. Ann Fish Vendor

154

Tel. 865-3358

Shanna-Lee Jones Riu Club Hotel Resort, St. Ann

Tel. 876-972-8325

Purchasing Manager

Rudolph Green St. Anns Bay Old Jale Fisherman’s

Cooperative, 805-2263

President

Romeo McIntyre Jamaica Grande, Ocho Rios, St. Ann

Tel. 867-

Purchasing Manager

Lawrence Madden JAS, Tel. 876-922-8145 President

Janet Lawrence RADA, Tel. 876-564-3542 Executive Director

Christopher Malcolm Sandals, Jamaica

Opal Smith-Winco Hilo Supermarket, Head Office Procurement Manager

Lenworth Thomas Hilo Store,794-0903 Warehouse Manager

Norda Mattis Square one supermarket, 974-5278 Coordinator, Farm Produce

Paul Francis Super Plus Supermarket, 360-8202 Produce Manager

Loraine Seow Seow’s Supermarket,974-2532 Manager

Zulieka Budhan Planning and Policy, MOA, 927-1735-

50

Principal Director

Patricia Lyttle Marketing Division, MOA, 927-1735-50 Marketing Officer

Hope Perkins Statistical Institute of Jamaica, 927-

5311

Director

Lindo Development Bank of Jamaica Agricultural Officer

Malden Miller United States Agency for International

Development, 702-6452

Project Officer

Clarence Osbourne Jamaica Bauxite Institute, 927-2070 Project Coordinator

Hugh Lambert Jamaica Bauxite Institute, 927-2070 Agricultural Specialist

Dionne Clark-Harris Caribbean Agricultural Research and

Development Institute, 927-1232

Entomologist

Don McGlashan Ministry of Agriculture, 927-1731 Director General

Barrington Hibbert Planning Institute of Jamaica, 935-5133 Agricultural Economist

Andre’ Kong Fisheries Division, Ministry of

Agriculture, 928-8811-3

Director

Stacy Rose 927 1731 - 50 Planning Officer, Ministry of

Agriculture, Jamaica

Ricardo Morris Fisheries Division, Ministry of

Agriculture, 928-8811-3

Fisheries’ Officer

Tanisha Williams Bureau of Standard, 926-3141-5 Standard Development and

Certification Oficer

Derrick Vermont Goat Breeders Association President

Leslie Grant European Union Banana Support

Program , 970-3937

Manager, Rural Development

Glennis Ford Rural Physical Planning Division, MOA,

927-0441

Marvel Gray Rural Physical Planning Division, MOA,

927-0441

Director

David Thomas Mothers, 929-2980 Assistant Procurement Manager

Odette Dacosta Mothers, 840-6635 Branch Supervisor

S. Liu (Ray) Rexo Supermarket Manager

Donovan Harty Green Grocery, 776-6638 Manager

Kenisha Bentley Island Grill Restaurant, 926-3826 Supervisor

Debbie Richard Island Grill, Head Office, 931-9869 Produce Manager

155

Gene Chung Juicy Patty, 904-2619 Purchasing Manager

Natien Hall Juicy Patty Franchise Manager

Juliette Newell Tijule Company Ltd Managing Director

Quest Boston Jerk Centre Manager

Yvonne Gauntlet Central Food Packers Manager

Richard Ashmond Ashmond Food Product Ltd Manager

Debbie Garbutt Busha Brown, 926-6449 Manager

Dianne Tomlinson Picka Pepper Company General Manager

Andrew Morales West Best Foods, 909-9764 Manager

Lewis Taylor Spur Tree Spices Jamaica Ltd, Production Manager

Stacy Davidson Southern Foods Products Quality Control Manager

L. Sammons Mussons Jamaica Ltd. Manager

Sylvia Tai Tastee Company Secretary

Milton Murdock Santoy Farmers’ Association, 850-4214 President

Janet Murray Grays Pepper, 918-0395 Quality Control Manager

Dwane Virgo KFC (Kentucky Fried Chicken) Procurement Manager

Raymond Mattis Commodity Monitoring and

Information Unit, MOA, 927-1731-50

Head of Department

Richard Grove True Juice, 708-2158 Director

Peter Knight Ministry of Health, 967-1100-1 Director

Collin Cooper Ministry of Health, 967-1100-1

Kingsley Palmer Agro Grace, Potsdam, St. Elizabeth,

381-0137

Sales Representative/Farmer/ Justice

of the Peace

Melville Miruan 354-5710 / 564-3572 RADA

Douglas Chedda 577-5900 (C) / 607-6338 (O) Production Manger, Jamaica Exotic

Flavours Ltd, Bull Savannah.,

Agroprocessor,

Tony Freckleton 607-6338 / 470-7969

[email protected]

CEO, Jamaica Exotic Flavours & Essences

Ltd

Agroprocessor,

Andrew Gray Sav La Mar Grace Pepper Factory

Denese Perkins Walkers Wood

Christine Wong King Pepper

Donna Bromfield 965-8060 Southern Fruits and Food Processors

Village Pride Products, Bull Savannah PO,

St Elizabeth, Jamaica

Sadie Dixon 878 1429 Deputy Regional Marketing Officer,

Western Region, RADA, Montego Bay

Kirk Evans 579-7786 427-5425

[email protected]

RADA, Montego Bay

Joshu Williams

387-9489 Vice President, MAFOOTA Farmers Group

Mafoota District, Mount Horeb PO.,

Montego Bay, St James, Jamaica

Marlon Tingley 407- 6379 322-4990 952=5510 PRO, MAFOOTA Farmers Group



Leon Green 582-5849 MAFOOTA Farmers Group



Robert Brown 859-3425 MAFOOTA Farmers Group



Glenroy Williams 865-3358 Scaler, Salem Fishing Complex, Runaway

156

Bay, Jamaica

Geoffery Brooks (Palanka) 459-4738 Scaler, St Anns Bay

Damian Benjamin Nigel

Benjamin

890 8567

370-4740

Douglas Castle

Benjamin Elsie 872 6494 Transport Service Provider

Andymore Carter 862 5527 Trelawney

Shanna Lee-Jones 972-8325 (O) / 401 7915 (c)

[email protected]

Purchasing Manager

RUI Hotel Resorts, Ocho Rios

Frederick Sutherland 516-4093

[email protected]

Executive Sous Chef

Super Clubs

Nikki-Ann Bahadosingh 516-4083

[email protected]

Purchasing Manger

Super Clubs

Romeo McIntyre 360-1933 Purchasing Manager

Sunset Jamaica Grande

Syvan Mc Morris 331-5976 Sailor Hall Fishermen Beach, Ocho Rios

Lot 87, Roaring River, Ocho Rios, St Anns

Charles Benjamin & Jestina

Benjamin

Tomato Farmer, Douglas Castle 843-2824 / 362-0716

Alfred Morrison Goat Farmer, Chalky Hill, St Anns 870-8639

Woodrow Mitchell Managing Director, Walkers Wood,

Caribbean Foods Ltd

379-4462 (c) 917-2318 (O)

Fax 917-2648

[email protected]

Marcia Sonia Henry Higgler, Mandeville Market

Patsy Dixon Tropical Foods 923-0775

Josef Alder Manager, AMC 580-1480

Errol Simpson Farmer, Bull Savannah Postal Agency, St

Elizabeth

Clayberke Baptiste carrot farmer, Mount prospect P.O. 889 7297

ValconSimpson Tomato, scallion farmer, duff house 456-7616

Calvin Thompson Databank RADA

Noel George Lawrence Sailor Hall Fishermen Beach, Ocho Rios

Great Pond, Ocho Rios

876-4625

Neville Lindo Agricultural Specialist, Development Bank

of Jamaica Ltd

Mr Andre Kong Director Jamaica Fisheries Department.

Ministry of Agriculture

Derrick Vermont President, Goat Breeders Association; 848-9097, 547-2919, 978-6826

Mr Sandor Pyke Director, Marketing Division, Ministry of

Agriculture, Jamaica

927 1731 - 50

Mr. Mr Neville Morgon Dept. Parish Manger, RADA, St Elizabeth 577-9147 or 564-3572

Sharon Willis STATIN [email protected]

157

SAMPLE

JSIF Logo

SURVEY FORM 1

CONFIDENTIAL QUESTIONAIRE NO.________

Jamaica Social Investment Fund (JSIF)

1c-1f Pawsey Road

Kingston 5

Jamaica

MARKET DEMAND SURVEY

This survey is being undertaken by the JSIF of Jamaica to assess the market demand for fresh

agricultural produce in the country. The questions listed seeks to determine the volumes of fresh

vegetables, fruits, meats and fish demanded by the hotelier, processors, marketeers and the

restaurant / food service operators. The study also seeks to determine any emerging trends in this

subset, and to ascertain any demand and supply-side constraints that may exist. The information

obtained will help to inform the development of policies required to support the agri-food sub-

158

sector. The overall objective is to assess the opportunities that may exist for the local farming

sector.

1. Business Name:

2. Respondent Name and Position:

3. Address: Phone…………………….Email:…………………..

4. Buyer Category:

Processing Plant … Cottage Scale Processor Farm / Home Processing

Supermarket (large) Supermarket (small) Wholesalers / Intermediary

Restaurant Hotels

5. No. of years in operation? Years……………….

The next two questions are designed to collect information from hoteliers, restaunteurs and processors

and other buyers. In the case of hoteliers, either question 6 or 7 should be completed; only question 6

should be completed for restaunteurs, processors and other buyers.

159

6. For the major commodities utilized for your business, please indicate the quantities in terms of volume

and frequency (or visitor arrival and food plate composition per visitor for hoteliers).

Source of

Supply

Volume [lb] or [kg] Commodity

Local Import Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

1. Carrots

2 Tomatoes

3. Escallion

4. Hot peppers

5.Watermelon

6.Cantaloupe

7.Fish

8. Goat meat

9. Yams

7. Number of Rooms: Average stay over:

Volume [lb] or [kg] Visitor

characteristics Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

1.Visitor arrival

2. Percent

occupancy

160

8. Which is your major market for your commodities purchased?

Market % share

Consumers / households

Wet Market Retailers

Hotel / restaurant / hospitality

Supermarket

Other:………

9. Where do you get your stock of fresh vegetables, fruits, meats, fishes?

Market Fresh Vegetables Fruits Meats Fish

Public / Wet Market

Farmers

Supermarket

Imports

Own farm

Contracted suppliers:

formal / informal

Other:………

161

10. If not already purchasing directly from farmers, would you be willing to transact business directly

with individual farmers or farmers groups?

Yes [ ] No [ ]

Give reasons:

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

11. (To be done for major hotels, processor, supermarkets only)

What special supply arrangement (contracts, fixed / variable price, credit) do you require from the

fresh vegetables / raw material suppliers? (note the nature of the relationship between farmers and

supermarkets varies greatly depending on the crop, alternative markets and farmers’ experience).

Explain and tick below..............................…………………………………………………………….

……………….………….............………………………………………………………………………

Contract Fixed Price Variable

Price

Credit

(no. of days)

Open

Trading

Verbal

arrangement

1. Carrots

2 Tomatoes

3. Escallion

4. Hot peppers

5.Watermelon

6.Cantaloupe

7.Fish

8. Goat meat

9. Yams

162

12. From the commodities that you utilize, which are the most difficult to obtain?

List

…..……………….. …………………… …………………………

…………………… …………………… …………………………

13. Are you satisfied with the standard or quality of fresh vegetables / meats / raw material available

for your operation?

Yes No

If no, explain………………………………………………………………………………………

.……………………………………………………………………………………………………

14. What special standard / quality / attributes do you require for the fresh vegetables / / meats / raw

material supplied?

Describe quality / attributes……………………………………………………..……………………

………………………………………………………………………………………………………….

15. What do you see as the most important or critical drivers in this fresh vegetable / meat / fish

business? (Prioritize by numbering if possible)

For example:

Delivery in new boxes or stackable plastic

packaging/crates

Health and Food Safety

GAP procedures

Free from pesticide residue

Proper post harvest handling

Optimal storage temperatures

Other…………………

163

16. Do you have any other special demands such as minimum quantity, frequency and time of

delivery? Please explain:

Frequency of supply ……………………………………………………………..…………………

Minimum volumes…………………………………………………………..…………………….

Delivery at specified time…………………………….………………………..……………………

17. In terms of trends that may be developing, what are the top three (3) vegetables / fruits being

demanded?

(i) ………………… Most

(ii) …………………

(iii) ………………… Least

18. What can Government do to develop and improve the supply capability of Jamaican farmers?

Please specify. eg

a. Initiatives to improve the organizational capacity of small producers.....

……………………………………………………………………...................................

b. Encourage farmers to club together to benefit from economies of scale...........................

……………………………………………………………………………………............

c. Improve access to capital....................................................................................................

d. Make investments in machinery and infrastructure...............................................................

e. Offer more consistent levels of supply...............................................................

f. Other...(specify)..................................................................

164

19. Can producers expect a better deal by supplying the supermarket chains / hotels / middlemen /

processors?

Yes No

Explain………………………………………………………………………………………………

Stable prices……………………………………......…………...…………………

Less uncertainty………………………………………………...…………………

Opportunity to grow with firm………………………………...…………………

Training in GAP………………………………………………...…………………

Strategic alliance………………………………………………...…………………

Other……………………………………………………………………………….

20. What are your future plans with respect to your agri-food or food service / processing / marketing

business?

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

End of Questionnaire

165

FORM 3

MARKET / PACKINGHOUSE INSPECTION SURVEY

This checklist seeks to map out the availability and quality of the market infrastructure as part of

the national post-harvest infrastructure. The assessment includes a cursory and detailed

examination of the physical facilities at the local and wholesale markets. This was done given the

task for examination of post harvest infrastructure and it being part of the fresh agricultural

produce chain. A significant amount of fresh produce that enters the hospitality industry as well

as the supermarkets is transacted at these facilities. It is also important to highlight here that the

market infrastructure is an integral part of the national food handling infrastructure. In addition,

given the advent of globalization and the heightened and ever-increasing stringency standards as

it relates to food, countries must find it necessary to upgrade its food infrastructure giving

cognizance to the importance of food safety or risk losing its marketshare in the global (and local

marketplace). It is not in all cases that quality assurance and international standards examiners

announce their visit to countries seeking marketshare in other countries, for market entry or trade

in services. Thus, as a pre-empetitive measure for retention of marketshare and to gain the

benefits of globalization, countries would need to get its food handling infrastructure to an

internationally acceptable standard. The table below summarizes the conditions at various public

markets in Jamaica.

1. Name and address of the Respondent :

2. Address of the Market / Packinghouse : eg. Coronation Market

4. Name and address of the Respondent :

166

MARKET & PACKINGHOUSE INFRASTRUCTURE DATA

Audit / Criteria Rating

Yes /

Good

Rating

No /

Poor

Recommendation for Improvement


week?

√ Very unsanitary, difficult to clean and to maintain clean



√

Lots of garbage strewn, clogged drains, vehicle pollution


easily accessible?

√ Highly congested, limited access to trading area, traders occupy

streets on approach to trading area

d. Is there a systems or equipment for control of unwanted animals

such as traps?


e. Are there pest, insect, rodent proofing and / or baiting stations? √ Market has open access. Inside the trading area has covered

stalls, non-food storage material and garbage being stored.

f. Is the drainage system open to surface or permanently installed

underground?

√ No noticeable drainage system and there are areas with clogged

drains and stagnant water



√ Paint severely worn, dusty and needs immediate attention





√ Floor space predominantly asphalt but severely worn

c. Is there adequate ventilation arrangement inside building? √ Inadequate. High temperatures inside building; heat generated

from the galvanized sheet roof.

d. Is there adequate exhaust fans for cooling the trading / working

area?

√ None installed in building. Inside the building is very hot and

humid.




√ Heaps of rotten garbage strewn in open areas and evidence of

burnt garbage.

g. Do traders and other occupants sleep overnight in the building? √




RC and steel superstructure with galvanized sheets. Roof leaking

and steel need repainting and adequate maintenance


produce?

√ Clustered, no ramp

c. Is there adequate facilities for washing and drying fresh produce? √

d. Are there proper and adequate tables for grading produce?

e. Are there fans for air drying washed produce?

TRANSPORTATION

a. Is there adequate parking lots for clients? √ Clients park on public roadway


c. Is there adequate access ramps/loading bay? √ To be verified


IN-HOUSE STAFF



11. MISCELLANEOUS

a. Comment on the need for modernisation/upgrading needs of the

market

To be fully refurbished or new market built in another larger,

open access location

b. Comment on specific activities for improving appearance of


Remove all temporary and unauthorized structures. Stop all

unrelated fresh-produce activities, remove all market dwellers,

rodent and other vermin control, repaint, refurbish all surfaces,

construct proper drainage, implement programme for cleaning

and maintenance, waste disposal, and SSOP.

FORM 4

POLICY MAKERS AND STAKEHOLDERS QUESTIONNAIRE

(SAMPLE)

The Jamaica Social Investment Fund (JSIF) has undertaken the initiative to improve the income in poor

rural communities of Jamaica. The primary goal is to strengthen the supply chain linkages between small

farmers and the markets: (Hotels, Restaurants, Processors, Supermarkets, wholesalers, etc). This list of

questions provides a guide for the discussions with policy makers and other key stakeholders. The

intention is to obtain the views and recommendations that can be used to inform policy makers as it relate

to the commodities of interest and for the development of the target group.

______________________________________________________________________________

Name of Respondent: …………………………………….

Name of Organization:…………………………………….

Address / Contact No.:……………………………..

We have been asked by the JSIF as part of their social development portfolio to examine the commodities

listed below and the possible roles they may play as part of a rural development initiative. The rationale

for choosing the commodities is also listed:

Rationale Targeted Commodities

Import

Substitution Tomato Carrots Watermelon Cantaloupe

Import

Substitution and

Processing

Capacity

Hot Peppers Escallion

Food security and

value added Yellow yams Yams

Import

Substitution Fish Sheep and goats

168

(1) In terms of your responsibility or portfolio, what is your principal role as it relates to development

of the agricultural sector of Jamaica in general?

_____________________________________________________________________________________

_____________________________________________________________________________________

____________________________________________________________________________________

(2) What is your principal role as it relates to development of the small farming community in

particular?

___________________________________________________________________________________

___________________________________________________________________________________

___________________________________________________________________________________

(3) What is your specific area of interaction as it relates to greater utilization of locally produced

agricultural commodities vs imports by the following?

Agro-processors:_______________________________________________________________

Supermarkets__________________________________________________________________

Hoteliers_____________________________________________________________________

Restaurant / Food Service________________________________________________________

Middlemen____________________________________________________________________

4. What can be done to develop and / or strengthen the relationship between small farmers and the local

hospitality sector as it relate to marketing and greater utilization of the commodities of interest?

_____________________________________________________________________________________

169

_____________________________________________________________________________________

_____________________________________________________________________________________

5.What are your views on the current tariffs on imports on the commodities of interest and the benefits

they accrue to small farmers?

_____________________________________________________________________________________

_____________________________________________________________________________________

6. What regulatory instrument would you support for the following agricultural produce?

Tariffs Licenses & Approval

Permits

1. Carrots

2 Tomatoes

3. Escallion

4. Hot peppers

5.Watermelon

6.Cantaloupe

7.Fish

8. Goat meat

9. Yams

7. Given the state of the agricultural sector in general and small farmers in particular as they exist now,

and the need to improve to international standards, what do you recommend for the following?

a. Food safety and adherence to international standards:

170

_____________________________________________________________________________________________

_____________________________________________________________________________________________

________________________________________________________________________

b. The regime of tariffs, safeguards and support for sensitive/strategic products;

_____________________________________________________________________________________________

_____________________________________________________________________________________________

________________________________________________________________________

c. Development of any other trade policy instruments as a production and marketing strategy.

_____________________________________________________________________________________________

_____________________________________________________________________________________________

_____________________________________________________________________________________________

7. What final comment would you like to make about this JSIF attempt to strengthen the relationship

between small farmers and the local key players in the market?

_________________________________________________________________________________

___________________________________________________________________________

______________________________________________________________________________

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