Fiji Sector Strategy for Fruits & Vegetables and Roots & Tubers - aaacp

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Purpose of the StrategyThe overall focus of the strategy is to assist in the development of the agricultural sectorin Fiji and to improve coordination along the value chain. The strategy is designed to bedriven by the private sector in the sectors‟ development priorities such that the processaligns implementation activities, provides implementation progress measures, andidentifies the resources required for implementation of each activity.The strategy has three main purposes: To better identify and communicate the constraints faced in each stage of the valuechain in order to increase competitiveness; To strengthen the linkages between producers and buyers to secure a stable supplyof fresh produce, to improve marketing and managerial skills, and to improveinvestment in the sector. The result of these activities should be in-line with theGovernments‟ own aims of reducing imports and providing a stable source of foodand income security. To appeal to donors and potential technical assistance partners for support in theimplementation of the strategy as Fiji does not have sufficient resources oftechnical capacity to fully implement the strategy.Scope of the StrategyThe strategy covers all stages of the value chain in the fruits and vegetables sector. Themain areas that the strategy will impact are: addressing the constraints related to thesupply of fruits and vegetables, improving coordination and the national planning of theagricultural sector, and reducing the supply-demand mismatch.The strategy will not only assist in the development of the sector, but in the allocation ofscarce resources through the improved alignment of activities between Ministries, otherGovernment offices and donor agencies.

Marketing OptionsThere exist several outlets and market opportunities for fruits and vegetables, largelydependent on the quality. Export and tourism industries require consistent supply of highquality produce, while the local domestic market is better suited to lower quality atcheaper prices. The lowest grades can be used in processing and manufacturing.Through effective implementation of the strategy, the AAACP should allow for improvedmarket targeting according to quality demands.Domestic Urban MarketsThere exists an extensive network of outlets for farm produce throughout the urban areasand a steady improvement in the retailing of agricultural produce. With an increasingurban population - the result of rural-urban migration - there is a viable and sustainablelocal demand for the marketing of fresh fruits and vegetables.Consumption of fruits and vegetables greatly depends on local availability and, therefore,seasonality. The vast majority of urban consumers prefer to buy local fruits andvegetables rather than the more expensive imports. Rural consumers tend to rely muchmore on subsistence agriculture for their daily food intake, using what is available on thefarm or from the nearby vicinity.Domestic markets are able to use a range of different quality produce, with pricesallocated accordingly.TourismThe tourism industry represents the first means by which foreign consumers can samplelocal produce. Over 500,000 tourists visit Fiji each year with an average length of stay of8.7 days. Peak season is during the month of June and July, as seen below.Monthly Tourist Arrivals

600005000040000300002000019911995199820012004100000Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecSource: Fiji Island Bureau of Statistics – Key StatisticsThe tourism industry demands high quality produce and are currently responsible for alarge amount of imported fruits and vegetables due to the lack of consistent supply andquality from local producers. Past studies, supported through anecdotal evidence, haveestimated that F$30 (US$18) million annually is spent on importing food products for thetourism sector that could be grown in Fiji. This represents a large market opportunityavailable to local producers able to provide to the specifications of the tourism sector.Local hoteliers have found that there exist a number of factors limiting the ability of localproducers to supply the tourism industry. These were:- Lower quality produce;- Inability to supply consistently throughout the year;- Inability to provide a wide range of products;- Inability to provide same-day delivery to hotel premises;- Inability to provide 30-days credit; and- Use of inappropriate packing materials;Unfortunately, few of these issues have ever been adequately addressed. There is asignificant amount of distrust between tourism and agriculture, and cooperation betweenthe two sectors has been weak.ExportsWith growing populations of Pacific islanders in Australia, New Zealand and the westcoast of the USA, there is a significant export market for a range of horticulturalproducts. Fiji is well placed to take advantage of these opportunities but has unfortunatelybeen unable to do so save for a modest range of products.

Fiji faces extremely high costs of transportation compared to its competitors based inAsia and South America. However, in high value niche commodities, where consumersare willing to pay more, Fiji remains competitive. Fiji is getting increased recognition forits high quality papaya and ginger, and produces a variety of dalo that is widelydemanded by Pacific island communities overseas. The Fiji branding is also beginning tobe used as a marketing tool, led primarily through the success of “Fiji Water”.Non-sugar Agricultural Exports (F$ 000)350,000300,000250,000200,000150,000100,00050,00002000 2001 2002 2003 2004 2005 2006 2007Source: Fiji Island Bureau of Statistics – Key StatisticsProcessing and Value-AddingProcessing represents a market for lower quality produce that cannot be exported or soldin the local markets. A number of companies have sought to process local fruits andvegetables available for both domestic and overseas markets. With seasonality a factorthat limits current market opportunities, processing and value-adding reflects amechanism by which produce can be sold during the off-season.Government policy has attempted to promote small scale processing in private sectorendeavors such as honey, jams, chutneys, etc. None of the initiatives have taken offprimarily due to a lack of market access and information. Most agents that have producedthese products have been left on the roadside trying to sell the products to passers by.Nevertheless, with high imports of processed products, there exists an untapped market inthese products.

Issues Affecting the Value ChainThere are a number of factors that affect the value chain development and investment inagriculture.Farm Structure and Land TenureAccess to land is often described as the biggest impediment to the development of asustainable agricultural sector with access to capital. Land tenure in Fiji may be broadlycategorised into groups: Native Land (over 80%), Crown Land and Freehold land (eachless than 10%). Native land cannot be converted to freehold tenure and the government isreluctant to acquire native land for crown land purposes except for essential publicservices such as road networks and basic infrastructure.Under the Agricultural Landlord and Tenant Act (ALTA), most farms on Native land acton 30-year leases. Since 1997, a total of 7669 leases have expired. Between 2008 and2017, an additional 4004 will expire. After consultations between the tenants, thelandowners and the Native Land Trust Board (NLTB), most of these leases have not andwill not be renewed; instead returning to the local mataqali (clan) 1 . All consultationsrequire that the views of all representatives of the mataqali be considered. In anincreasingly mobile society, finding and getting agreement from all representatives is anoft-cited cause for the protracted nature of the negotiations.Uncertainly as to the renewal of leases has directly impacted investment in agriculture.Farmers are unwilling to make investments which cannot be recuperated. Likewise,financial institutions are unlikely to give loans to farmers who may be forced to relocate.The end effect of this is a reduction in the productive efficiency of the land as fertilisersare used more sparingly, soil conversation techniques ignored, and irrigation deemed lessimportant. Farming hence becomes about optimal short-term output with minimal inputcost with complete disregard for future production.In many cases, returned land lies idle. In other cases, Extension services have claimedthat the land can be up to 40% less productive in the years following return to themataqali. This is partially attributable to a reduction in the productive efficiency of thesoil, but also to a lack of farm training and awareness of new tenants. New tenantsfrequently lack the technical knowledge and financial means to invest to turn the landinto a commercial enterprise.Access to prime agricultural land is fiercely fought after by both native Fijians and Indo-Fijians. Freehold land can be bought or leased by anyone; its high price reflecting its1 Between 1991 and 1999, cultivated land area decreased by 13.4%; the main reason cited being the nonrenewalof ALTA leases.

scarcity. Native Reserve Land can be leased to Fijians acting as trustees on behalf of theowners; an arrangement that has been used for tourism and forestry ventures.Even through land may be available to the mataqali, it is not often used for commercialpurposes but rather for subsistence and a few cash crops without financial rentalpayments. Some chiefs are unwilling for villages to personalise land for themselves, andprefer profits to be shared by the community. Increased cash cropping and monetizationof the rural economy has put traditional allocation systems under pressure and madedisputes more common.Access to Finance and Implications on Communications & TransportationBeyond the sugar industry the role of microfinance institutions and insurance companieshas been neglected. Very little funding is available for agricultural producers primarilydue to the high transaction costs involved and little collateral available. Insurance toofaces very high information costs, and imposes high premiums due to the prevalence ofcyclones in the region. To succeed, both of these industries need assistance that ensuresreadily accessible information and much-improved dialogue with the agricultural sector.In understanding the potential role for microfinance in creating opportunities for selfemploymentand poverty alleviation, there are however a number of issues to beconsidered. Not least of these is the low dispersed population base which makes itextremely difficult to achieve economies of scale. Comprising more than 300 islands,these problems are exacerbated. As such, its is the main islands of Viti Levu and VanuaLevu that have the best conditions for establishing sustainable microfinance programs.Low population densities and physical conditions also reduce the scope for effectivecommunication and transport networks. A large number of islands are only accessible bysea. The large number of small, thinly populated islands spread over a large area are amajor constraint to the development of effective transport services, and in many casesservices are irregular and infrequent. Many of the outer islands have limitedcommunications facilities, making contact with the capital difficult. The lack of transportand communication facilities make it difficult and expensive for programs to serve themore isolated islands.Coordination along the Value ChainPoor communication and information dissemination along the value chain has been themain prohibiting factor in effective coordination of activities. Without effectivecoordination, farmers remain unaware of up-to-date developments in the market, whilebuyers and exporters are unable to receive consistent quantities of produce of varietiesthat are in demand. Middlemen have an important role in liasing between the farmer andbuyer, although information asymmetry can often leave both parties vulnerable.

Addressing these gaps in information and reducing vulnerability requires the timelydissemination of data, specifically price fluctuations and market developments, in amanner that is easily accessible by all urban and rural dwellers. Similarly, there needs tobe better information relayed to and from agro-input supplier. To address the needs of themarket, input suppliers need to be aware of the varieties demanded, along with the mostappropriate fertilisers and chemicals required.Market AccessCoordination and lack of information is an issue that further relates to market access.International markets require the establishment of Bilateral Quarantine Agreements(BQA‟s). Unfortunately, these can take a number of years. Though Fiji has the capabilityand the market access opportunities to break into new export markets, Fiji‟s Quarantineservice been slow in its progress to negotiate BQA‟s with other countries despiteexporters identifying specific market opportunities for fruits and vegetables in Australia,New Zealand and the USA.In order to improve export competitiveness, it is necessary that Bilateral QuarantineAgreements be negotiated and enforced, regulatory supervision of the operations of theHigh Temperature Forced Air (HTFA) facility 2 required, quarantine rules and regulationsthat minimize risk but facilitate trade and allow farmers access to improved seeds beformulated and implemented, and public awareness on the need for quarantine developed.Fiji has made little progress in its ability to meet quarantine requirements. The adoptionof new pest risk assessment and industry consultation procedures pose a significantproblem for exporters. These can be costly and increase the vulnerability of small exportindustries to the quarantine procedures of larger importing countries. The addeddifficulties of meeting the increased demands placed on Quarantine by the Sanitary &Phytosanitary (SPS) Agreement have further been to the detriment of the exportcommunity. Australia and New Zealand are Fiji‟s dominant export markets, but bothimpose strict phytosanitary requirements that limit the competitiveness of Fiji‟s exports.Legislation aimed at curbing the inflow of invasive plant and animal species has beenstrongly enforced, and consignments found with live insects are subject to expensivemandatory tests. Fumigation, together with the costs of insect identification, significantlyincreases exporting costs, reducing competitiveness. More importantly, fumigationsubstantially reduces the shelf life and marketability of the product, particularly if asecond fumigation is undertaken.It is only in hindsight that Fiji‟s Quarantine service could have benefited from technicalassistance in the preparation of submissions to importing country‟s quarantine authorities.Fiji has taken on the commitments implied by the SPS Agreement, without the supportingchanges in human resources and institutional structures.2 All fruit fly commodities for export must pass through the facility prior to export under Quarantineregulations.

Fiji‟s lack of financial and technical resources prevent the full enforcement of CODEXstandards, particularly among the smaller domestic food processing and handlingoperations. This lack of domestic compliance does not make it possible to enforceCODEX standards on imports, which leaves Fiji vulnerable to the dumping of poorquality foods.Dependency on Hand-outs Rather than EntrepreneurshipThe dependency syndrome on the Ministry, which has largely fuelled the variousassistance programmes, is a major constraint to agricultural development in the Fiji. It hasdiscouraged farmers particularly indigenous Fijians to develop entrepreneurial skills andindividual initiative. There is an urgent need to promote entrepreneurship in the privatesector.In any development of the agricultural sector, line-Ministries must have an active role.Investment incentives must be appropriate not only to entice local entrepreneurs but alsoforeign, which has been greatly lacking over the past decade.

Sector Strategy ObjectivesThe overall objective of the strategy is to increase farmer and other sector incomes byenhancing the ability of the sector to respond to the need for increased production andvalue addition, thus also better meeting demand within the country that is currently beingcatered for through imports, and developing export earnings.Stakeholders identified five critical areas for intervention. However, the 5 areas ofintervention have to be part of a coordinated action plan to be affective. In isolation theywould merely perpetuate the lack of overall structure and in any case would require along period of gestation.Objective 1: Service System in place for collection and grading of crops forprocessing, or selling and distribution and ensured quality and quality consistencyof productionThe collection of crops for primary processing, selling and distribution needs dramaticupgrading if the industry is to survive and reduce imports. Participants at the workshopidentified that a collection and accumulation system needs to be developed. The systemcan take any of a number of forms proven to be effective in best international practice:Wholesaler marketing commercial operation managed, run and owned by farmergroups, or by a private sector company, with collection centres,Farmer markets, perhaps with auctionsSand alone collection centresCollection centres with privately owned packaging and storage.However, collection centres or farmer markets in themselves do not provide a solutionunless they are part of a chain that translates market demand into delivery of produce andproducts. The system would have the potential to act as a marketing facility, as a providerof extension services and as an information centre.The centres would be an important component in a chain improving the links between thebuyers and the growers. Participants argued that collection centres should provide forproduct warehousing able to segregate varieties, grades and pick dates, as well as chillerfacilities. They should be able to source direct from the farmers and to deliver to themarkets. As an information provider, they should directly contribute to improvedknowledge of the needs of the market and to better planning throughout the value chain.Clearly, what the stakeholders want has to go beyond a mere facility to a proactivemechanism that has specific information on what buyers want to source, is able to conveythe opportunities to farmers and help them produce the right varieties and qualities at aprice that would be viable, and then is able to provide the infrastructure for ensuring thatfarmers can procure the needed inputs and assist in good post harvest handling, transport,

grading, washing and packaging using infrastructure that will incorporate collectioncentres as a part of its facilities.An export oriented wholesaler marketing model would need to cover the entire valuechain as below:Export Development CorporationImportsResearchSuppliersProcurementSeed FarmTissue CultureFALaboratory RServicesExports ECold StoresRefersContract Marketing RMarketTrainingSSupermarketsMSub-contractsto GovernmentFarmers &Private SectorHow many such systems would be optimal for the country is to be determined along withthe structure and ownership and management that would be acceptable in the nationalcontext.Objective 1: Anticipated outputs and objectively verifiable indicators (OVIs)1. Conduct a feasibility study into collection systems and set up three systems on atrial basis: in the West (Sigatoka), Central and Northern Divisions. Resources maynot allow that and it be worth considering starting with one full system withcollection centres at the other two locations2. Increased number of farmer groups and cooperatives.3. Training sessions conducted through farmer groups to educate lead farmers.4. Provide access to finance on viable terms and conditions for farmers through avariety of mechanisms including joint applications by groups, a commercialwholesaler marketing operation and collateral in the form of contracts which canbe used in sourcing income and equipment.5. Better use of grading, post-harvest handling and primary processing.

The Suggested Activities to Achieve Objective 1:1: Service System in place for collection and grading of crops for processing, or selling anddistribution and ensured quality and quality consistency of production• Identify 3 districts to develop support and collection systems. Eg: Vanua Levu,Sigatoka and Ba. Sites for collection systems should be chosen by users first (farmers,buyers), can be challenged by specialists.• Request an immediate preliminary feasibility study by stakeholders.• Decide who should own/manage collection system and points. Who should directcollection points? Create a coordination committee of farmers and other shareholders.AMA or Quarantine or Fiji Food Processors proposed. Farmers retain ownership ofproduce until final buyer takes title.• Potential solution: Appoint a managerial board to run system composed offarmer/processor/ buyer/hotel/extension service representatives. Draft articles ofassociation, governance and accounting structure (est. Max. 7 people). eg: End of yearprofits should be reinvested and balance distributed.• Check legislation on cooperatives, legal forms and taxation of activities (VAT, Inputduties, Export Zones production restrictions, etc.) Suggested slight modification oftraditional co-op structure with good training and counselling support to improvesustainability.• Plan full extent of potential Collection Systems. Consult existing service providers -identify potential partners for financing and implementation. Eventually Min of Ag. topromote concept to potential shareholders - press release, radio.• Collection systems can be based on collection points (CP) that serve about 20-30farms - eg: Kibbutz model. Manual grading to 4 or 5 categories only. Sites

Collection Points for improvement first.• Set up system of rural Collection Points with simple washing, grading, cool hygienicstorage, selling and phone connection facilities. Farmers tell collection points whenthey will harvest. Collection point manages communications with potential buyers,organises collection time and transport.• Design and provide a cold chain for produce intended for premium markets.• Finance Systems for 4 years min. donors, government, community,exporters/processor. Initial fund 2/3 grant 1/3 private - reducing to zero after 5 years.Investigate a framework to fund collection point/centre (CP) with commission fromfarmers/buyers provided good service is given.• Collection point quality control. Graders need to be trained in low cost roller ways,tables, pallets, and clear bags, buildings. CP: Opening times 04:00 to midday.Introduce appropriate packaging technology & train Processors and Collection Pointmanagers.• Food technology capacity building needed with processors and exporters.• Evolution from simple collection point to distribution and selling agency and trainingplatform. List additional potential services and plan development. eg: Collectionpoints can also be used for distribution of inputs, seeds, training of farmers, Improveeffectiveness of extension services, market information.• Collection point farmer records as collateral for small loans. Also becomes weeklysocial, information & training activity centre for farmers.

Objective 2: Market Access and Market Research Information Available to all andLinkages Built Between Market Actors and FarmersThe agricultural sector is characterised by information asymmetry that has left the sellersvulnerable and at risk from exploitation, as market prices are dictated by the itinerantbuyers. Participants do not believe that up-to-date market information is disseminated in atimely and efficient manner, which has prevented full price and quality transparency.Insufficient information attributes to the issue of insufficient planning throughout thevalue chain. Representatives from the tourism industry argued that domestic produce isnot consistent in supply or quality, and much is not of the demanded varieties. Hotels andresorts plan menus and activities up to a year in advance, and can provide little flexibilityin their requirements. Hotel storage space for fresh produce is only for up to a week,which necessitates that produce be regularly delivered to the premises with littleadvanced notification. In any case, this would necessitate extending seasonality ofproduce. With the current inability of the agricultural sector to cater to the tourismindustry, it is unsurprising that most hotels import approximately 70% of their producerequirements.Improving the channels of communication between buyers and producers is necessary tofully utilise the links between agriculture and the domestic market. Producers remainrelatively ignorant of buyer demands, having gained little feedback through the supplychain. The lack of dynamic communication between market actors and farmers impedessuccessful planning along the supply chain to the extent where farmers have littleknowledge of what and when to harvest to meet demand without flooding the market.Representatives of the exporters identified market research as a priority issue. Exportersare unaware of market opportunities overseas and have little access to data with which toexplore. Those who wish to find new markets are often constrained by the lack of fundingavailable to attend trade fairs and promotional events. Trade promotion of agri-business issomewhat absent in Fiji, and greater emphasis is needed in Government policy. Thisincludes marketing and of the „Fiji brand‟, which has proven in other businesses to be apositive marketing tool.Information on prices is not enough, farmers need to be guided as to what produce toproduce, how to do so and how to ensure quality. This is best done by extension workersand can be organised by the collection system.In developing Fiji‟s export potential it is important to improve Quarantine protocols toensure quick access to potential markets. Each month wasted in devising protocolsrepresents the loss of scarce foreign revenue and the further development of agri-businessin Fiji.Workshop participants recognised the lack of structure in the export market. Exportersare in fierce competition between themselves, and there is little coordination of effortsbetween the government, protocol agencies, the Ministry of Primary Industries and the

private sector. The lack of structure has prompted suggestions that a joint Export &Tourism Council be established, as well as the need for an Exporter Agri-businessAssociation or council, to better synchronize the sector and any policy-making decisions.Objective 2: Anticipated outputs and objectively verifiable indicators (OVIs)1. Market price information disseminated through SMS/radio to improvetransparency.2. Improved channels of information between market actors and producers, allowingbetter knowledge of the market and appropriate planning.3. Increased number of representatives from the Fijian agricultural sector at tradefairs and promotional events.4. Improved access to overseas markets through improvements in Quarantineprotocols and procedures.5. The set-up of an Export & Tourism Council and an Exporter Agri-businessAssociation that improves coordination and synchronisation of the value chainand of government policy.The Suggested Activities to Achieve Objective 2:2: Market Access and Market Research Information Available to all and Linkages Built BetweenMarket Actors and Farmers• Start Dairy livestock feed import substitution programme: lower quality criteria but good prices if rightmix achieved.• Price and Quality information currently collected from 10 municipal markets. Weekly highest andlowest prices need to be disseminated by SMS/radio - ITC trade at Hand required.• ITC should undertake as a matter of priority a market study of the demand for higher value produce andprocessed products covering the domestic and export markets.• Government should create and support the service, not administer it. Collection of price and qualityinformation takes place already. 10 Information collection officers exist with database (ex. FAO Agrimarketproject). Dissemination by radio 15 minutes free of Fiji Radio 1 (AM). Mon/Wed/Thursafternoon. Should be at 06:00 and 19:00 along with pesticide, fertiliser and fungicide application adviceand farming region weather service.• Consistency of price information on Ministry of Ag. web site and database must be improved - qualityof data variable - train collectors - provide with real-time SMS price/quality capture facility (ITC Tradeat hand) and train in quality control. Current market prices to be communicated through radio in Fijian,Hindu and English throughout Fiji.• Educate lead farmers in FCA Collection point returns farming to social activity more attractive to

sustaining young farmers & transfer of know-how/experience, competitions, etc. If Min of Ag. Facilityin FCA cannot deliver farmer entrepreneurship and marketing training TPAF could be used (Trainingand productivity authority of Fiji), Fiji Institute of Technology; Training for business management -needs syllabus review and upgrading.• Promote business management specific modules for agricultural exporters, in collaboration betweenTPAF, FTIB, agricultural department in order to increase capacities to access and use financialinstruments.• As a pilot, the collection system proposed can market to export buyers in addition to supermarkets,restaurants and hotels.• Set up association representing all stakeholders (Fiji Exporter Council to expand). Start by holdingmeetings every month with farmer and Collection Point managers (groups), marketing agencies,middlemen and hotel management to identify volume to plan for planting programme. Progress toinformation dynamic collection system including varieties and characteristics required.• Identify right varieties to grow based on market demand and cooking or processing characteristicsrequired (food technology specialists eventually required).Suggestion: All stakeholders supply market info - distribute via Nature's Way or Ministry ofAgriculture. Revise monthly purchasing officers orders index report AMA (include characteristics,varieties, volumes, prices paid in previous month) - Min of Ag Extension to disseminate to farmers byradio / SMS (trade at hand). Min of Ag Extension to disseminate to farmers by radio / SMS (trade athand).• Encourage contracts between local agricultural agents/extension officers and external commercialmarket agents.• Contract between suppliers/buyer - general terms and conditions to be developed by working group andestablished as a voluntary code of practice with regular buyers and middlemen.• Extend trial supplies to major resorts to test and experience demand from tougher buyers, before export.• Encourage smallholder farmers groups to expand volumes of same variety produce & improve quality.Evolution from simple Collection Points to distribution and selling agency and training platform. Listadditional potential services and plan development.• Adequate resourcing, legislation / cabinet level backing needed for council. Investigate reason forprevious failures of councils. Resurrect industry council or National Export Strategic team?• Collection points can also be used for distribution of inputs, seeds, training of farmers, improveeffectiveness of extension services, market information.• Long term plan: Build capacity in farmers to organise and form a farmer association (FAO & MAF).

• Advice process needs review and upgrading, especially for new products and markets. Fiji Promotionthrough AMA/All Stakeholder Association Council?• Set up processed food exports association to ensure fair prices, volumes and standards. [related toexport/retail prices]. Membership of fair trading schemes should be encouraged.• Start branding for origin (promotion) or Collection Points with competitions for best produce oncequality consistency improves.• Market and promotion support fund required: FJ$50,000 - FJ$80,000. Promotional material exhibitions/ market research.• Trade fairs participation (promotion) as education for processors and Collection Point managers.• Trade facilitation and technical advice - WTO; info to be passed on to exporters, processors,middlemen, Collection Points and farmers through MPI - also announced by radio/SMS services.• Return to old quarantine protocol system for exporters that worked well. Involve all stakeholders indesign and operational decisions.• Contact agencies for export clearance. Advice process needs review and upgrading, especially for newproducts and markets - it takes too long now.• Liaison to be set-up with PITIC (NZ, Aus, Jap, China, Taiwan, USA) or Fiji trade commission /embassies to promote Fiji products in different markets, such as: bio cosmetics, nutrition, Aromatics,colorants and flavourings, beverages...• FTIB should develop relationships with establish companies and advise new exporting business - butinformation is not easily accessible.• FDB/Agri-business export facility to be reinforced: requests to develop business proposals and provideadvice. Information needs to be recorded.• FTIB to provide direct information to financial institutions (FTB, Forum,/Market-support fund, Privatebanks) and investors fora.• FDB/Export facility need more information on lending facilities from financial institutions in order toadvise clients. Suggestion: Fiji Promotion through AMA/All Stakeholder Association Council.• Reinforce inter Governmental technical negotiating team with temporary private sector envoys.

Objective 3: Rural Development Policy, Land Use/Rights and Agricultural SectorFinance Aligned to Successful Models ElsewhereLand issues, farm fragmentation and little support from Government and supportingindustries have rendered the agricultural sector stagnant and with little investment –domestic or foreign. Developing the sector from subsistence into a commercial enterprisehas not been successful. The political problem of land has not encouraged thedevelopment of agri-business and many farmers and investors have given up interests inagriculture in Fiji.Little farm concentration exists, particularly in the Central Division. The distance frommarkets and the fragmentation of farms have dramatically increased transportation costs.Farmer groups rarely exist, so individual farmers must bear the costs directly.Rural development policy has not been adequate. There is a need for the zoning of cropsaccording to agro-ecological conditions to prolong harvests and to make full use ofmarket options. Government subsidies have not been based on the agro-ecologicalpotential of the land, but rather appears to be based on lobbying power. Credit allocation,through Government subsidies, to farmable areas has been uneven in its distribution.Government policy in agriculture has remained in the form of hand-outs, which have hadlittle success over the years and provided little incentive for farmers to develop. The roleto provide finance through supporting industries has, however, not been developed. Littlecapital and equipment finance is available for small farmers, and there is no facility inplace to provide specialised finance for agricultural credit on a large scale.Finance institutions have remained reluctant to invest in agriculture due to the hightransaction costs that exist. It is difficult to gather reliable and accurate information withwhich they can make their analysis. Similarly, small holder farmers have little collateralwith which to offer to the banking institutions.To overcome this problem, other models have developed including joint liability byfarmer groups, contracts between farmers and buyers which can be offered as security tothe financial institutions and through a wholesaler marketing company. In developingcollection systems and even ccentres, an important feature could be the issuing of writtencontracts. It may be necessary for the contracts to stipulate that farmers sort produce byquality (taste, size, blemishes for different markets) or have produce relegated to thelower quality category. Once systemised, this will lead to higher overall prices and thebetter supply of high quality produce to the market.The Fijian agricultural sector is also devoid of insurance. The prevalence of adverseweather conditions, notably cyclones and flooding, result in extremely high riskpremiums for undertaking insurance. No farms can currently afford the premiumsrequested, and as such must risk their livelihoods on weather patterns. Most schemesoperating in the world depend on substantial state subsidies.

As with financial institutions, insurance companies face very high transaction costs inservicing agriculture. There is insufficient weather data available to allow for appropriateanalysis, particularly in rural areas. To improve and cater for this, the meteorologicaloffice needs to expand and install weather measuring stations in farm areas and toaccredit these stations for weather risk insurance work. In addition, there is a need toexplore and negotiate with donors and governments of the Pacific region to establishregional insurance for weather risks, as in the Caribbean.Objective 3: Anticipated outputs and objectively verifiable indicators (OVIs)1. Political review of the land lease issue.2. Improved zoning of agriculture.3. Increased number of contracts between buyers and sellers that are adhered to byboth parties. These need to be based on either a wholesaler exporter company oron incentives rather than enforcement which is notoriously difficult when dealingwith small farmers as well as being politically sensitive.4. Increased use of credit facilities of financial institutions (commercial banks, FijiDevelopment Bank and National Centre of Small and Micro EnterpriseDevelopment) rather than hand-outs from Government.5. Exploration of insurance activities into agriculture in both Fiji and the PacificIsland Countries.The Suggested Activities to Achieve Objective 3:3: Rural Development Policy, Land Use/Rights and Agricultural Sector Finance Aligned toSuccessful Models Elsewhere• Encourage grouping of smallholder farmers to expand volumes of same variety produce and improvequality.• Contract between suppliers/buyer - general terms and conditions to be developed by working groupand established as a voluntary code of practice with regular buyers and middlemen• AMA to plan / inform / ensure complementary activities with farmers in rural areas who can't easilyget to market.• Attract young farmers by field leases for at least 15 years, mechanisation, making farming profitableand improving on the field practical training.• Current programmes need to be extended beyond "convenient" Sigatoka valley development. Eg: fordrainage, greenhouse, infrastructure etc.. should be replicated elsewhere (Min of Agriculture).Government funding 2/3 farm funding 1/3 on equipment.

• Request an immediate preliminary feasibility study by stakeholders, led by ITC with support fromFAO for first 3 Collection Systems.• Funding: donors, government, community, exporters/processor. Initial fund 2/3 grant 1/3 private -reducing to zero after 5 years.• Farmers should retain ownership of produce until final buyer takes title.Farm friendly loans required to increase production systems - could be more effectively disbursed andmanaged through Collection Points. Inputs (low interest, no collateral).• Working capital needed to develop tribal land (mataqali) into commercially viable farms.• Collection point farmer records as collateral for small loans. Also becomes weekly social, information& training activity centre for farmers.• Explore farmer to farmer lending potential / appetite to increase ownership of grants and success.Identify potential donor, government agency, private sector support to finance pilot proposal andsubsequent roll-out.CCP• More Micro ($2000) / Medium ($10,000) / Large ($50,000) NCSMED financing needed - withdifferent collateral requirements than current.• Fiji Development Bank - provides credit for agriculture: 40% loan, 60% grant.

Objective 4: Improved Quality and Consistency of ProductionBuyers from across the value chain have consistently asserted that quality andconsistency in supply are not satisfactory. The implications are that large amounts oflocally-available produce is imported while exporters risk being unable to maintain theircontracts overseas. Participants from the tourism industry argued that they would bewilling to source locally, but will not commit until year-round supply can be guaranteed.In overseas markets, exporters are at great risk of loosing markets altogether if Fijidevelops a reputation of being unreliable.It is unlikely in many cases to provide year round supply of particular produce but stepscan be taken to extend seasonality of supply. The requirement of varieties varies a greatdeal depending in part on the form in which produce is going to be consumed. It isimportant to encourage production of the varieties demanded by hotels, restaurants andexport markets. Both the above would be greatly assisted by a tissue culture laboratorythat will assist in developing seasonality, varieties and planting material. Finally, whilethe local market is price oriented, the other markets require consistent high quality whichwill require developing post harvest handling and use of cold chains.Much of the solution to this problem lies in improving the information links between themarket and the farmer and in improving planning along the supply chain. Information isnot readily available to farmers and potential exporters on acceptable standards, theirapplication, certification and charges. Collection points may be able to collect anddisseminate this information once operational.Technical advice on farm input usage is required by farmers, such as fertiliser, seeds, andplanting. The Ministry of Primary Industries needs to take a key role in improving accessto seeds, especially the varieties that are in demand by the market. Koronivia ResearchStation, in cooperation with FAO and/or SPC, could do some testing to immediatelyexpand their capacity and throughput. The Government must also ensure that rogueimports of agro-inputs are not distributed through the agricultural sector. These often leadto high residues on produce. Testing facilities at Customs and at Quarantine must bedeveloped to ensure that standards and industry specifications are met. These facilitiesshould include a traceability system to map rogue imports.Research in agriculture must be encouraged, as it has been greatly lacking in recent years.Organic research is needed on agronomic techniques to improve returns. Extensionofficers should be given portable soil sampling kits to allow for better soil analysis wheninspecting farms and to provide advice to farmers on improving yield.It is also necessary to introduce and train processors and collection point managers inappropriate packaging technology. Collection points could be used as demonstration andtraining centres for new technology equipment for smallholder farmers.Objective 4: Anticipated outputs and objectively verifiable indicators (OVIs)

1. Reduced imports of agri-produce.2. Improve security of exports in the international markets.3. Increased collection and dissemination of relevant information.4. On farm soil analysis and training to allow appropriate use of agro-inputs.5. Increased primary processing through appropriate packaging technology.The Suggested Activities to Achieve Objective 4:4: Improved Quality and Consistency of Production• R&D (M of Ag.) needs conduit to pass results onto industry, eg: journal, radio programme,information sources (Internet & pc) in Collection Points .• Arrange farmer and Min of Ag. Extension Officer visits to markets, eg hotels, trade fairs, overseas tosee, taste and smell differences in produce and derived products.• Request an immediate preliminary feasibility study led by stakeholders with FAO training for first 3Collection Points.• Introduce and train Processors and Collection Point managers in appropriate packaging technology.Use Collection Points as demonstration and training centres for new appropriate technology equipmentfor smallholder farmers.• Establish traceability system - at least back to Collection Point. Provide portable sampling kits shouldbe purchased and provided to mobile testing officers.• Collection points: Develop simple grading system (less than 4 grades) per product for market. Auditperiodically. Include cleaning. Include selling/auction facilities.• Buyers committee to define collection point grades for each produce that will be harvested in early2009 by Feb 2009. Who should be on working group? Suggested: Collect data of the requirements ofdifferent buyers and centralise dissemination. Ag. Trade, AMA, Hotel and ITC sector specialists toassist.• Collection point quality control. Graders need to be trained. Required: Low cost roller ways, tables,pallets, and clear bags, buildings.• Educate young farmers.(FCA?) Collection point returns farming to social activity more attractive tosustaining young farmers & transfer of know-how/experience, competitions, etc.• Koronivia research station could do some testing to immediately expand capacity and throughput.Currently F$140 for 1 sample per 6 months.• FAO/SPC to train Koronivia staff to improve soil testing services. USP to partner. Investigate whatequipment is needed to improve Koronivia throughput and best sources of seeds / fertiliser suppliers.• Portable soil sampling kits should be purchased and provided to mobile testing officers.• Specialise Koronivia lab for agriculture as opposed to forensic or other purposes.• Use domestic courier services to transport soil samples to Koronivia lab to speed up response time forfarmers and Collection Points (potential to reduce results delay by at least 2 weeks).

• Advice on admissible /non-admissible import specifications required by import customs inspectors.• The Department of Agriculture needs more and newer vehicles.Objective 5: Farm Inputs Match Market RequirementsFarm fragmentation, lack of cooperative farming, and poor road conditions have allcontributed to insufficient extension services being made available. Private sector farminputs and advice services are not readily accessible, and there are unfortunately noprivate sector extension services. The Extension Division of the Ministry has sufferedfrom a lack of market information, insufficient training of staff, and an inadequatenumber of vehicles that can be used for field visits.Improved links must be made between extension services, market actors and seedimporters to ensure that the right varieties of seeds and agro-inputs are available tofarmers. The poor links add to the information asymmetry that afflicts the industry, withfarmers lacking the necessary information on what and when to grow and the marketsavailable.It is important that farmers be educated in coordinating the timing of planting and thevarieties for different markets. The tourism sector is highest during the dry season, so itmay prove optimum, for instance, to cater for the domestic (tourist) market during the dryseason and for the processing industry during the wet season.The introduction of new seeds imports according to market demand requires thatQuarantine testing procedures and protocols be streamlined to make them as quick andefficient as possible. This testing should be in line with the planting season to maximiseyield and returns.To fully commercialise, the agricultural sector needs to professionalise farming and farmsupport services to demonstrate the value of farming as a business and its support to theenvironment. To change the mindset of stakeholders towards commercial, market-ledplanning and operations the sector must develop training programmes, with particularemphasis on the training of farmers in business skills and in the commercial aspects offarming. Training should be linked to financial support programmes.Objective 5: Anticipated outputs and objectively verifiable indicators (OVIs)1. The development of year-round production systems that use appropriatetechnology and agro-inputs.2. Increased number of farmers attending training sessions.3. Quarantine protocols and procedures that are in-line with the direction of theindustry.4. The development of farms from subsistence to commercial.

The Suggested Activities to Achieve Objective 5:5: Farm Inputs Match Market Requirements• Subsidised inputs of appropriate seeds and fertilisers to match market standards compliance needs fora 3-year period to kick-start industry.• Allow new seed variety imports according to market demand. Streamline quarantine testingprocedures and protocols to make them as quick and efficient as possible - publish testing pipeline andexpected results dates. Plan testing and results in line with planting seasons.• Encourage grouping of smallholder farmers to expand volumes of same variety produce and improvequality.• Export promotion - replicate success of Western programme with Nature's Way for F&V with Min ofAg.• Set up laboratories for different purposes in different localities. Could be privately run.• Too high costs of laboratory testing and long wait for results. Upgrade Government labs to supply labtesting services across Fiji close to all major growing areas.• Identify support for training programme - service providers, donors, participants, buyers, processors.• Identify & list providers - Fiji Institute Tech, USP, Radio, TPAF, SPC..Involve Churches - tribal leaders in education/awareness on money investment/savings for farmers.• Provide training for farmers in the business world and commercial aspects of farming - first throughpilot Collection Points. Training should be linked to financial support programmes and disseminationof bank / NCSMEA financial products information / advice as part of training programme package.• If the Department of Agriculture cannot deliver farmer entrepreneurship and marketing training TPAF(Training and Productivity Authority of Fiji), could be used or the Fiji Institute of Technology.Business management training requires a syllabus review and upgrade.• Develop and synchronise all year-round production systems eg:Jan-April plastic tunnels and drainage needed like with Taiwan Technical Mission. Fabricate in Fiji?May-August: coordinated planting to avoid market surpluses.Sept-Dec: Sharlon Shade materials and supplementary irrigation.• Change mindset of stakeholders to commercial market-led planning and operations.• Attract young farmers by field leases for at least 15 years, mechanisation, making farming profitableand improving on the field practical training.

Strategy Implementation FrameworkKey Partners in Implementation ActivitiesIn coordinating strategy implementation, a task force is to be established. This task forcewill consist of representatives from the Ministry, the private sector, the Integrated HumanResource Development Programme (IHRDP), and the Taiwan Technical Mission. Thetask force will be responsible for coordinating between donors, internationalorganisations, financial institutions, the private sector and Government in theimplementation of identified prioritised activities.The task force will be responsible for a number of activities, including: List existing development activities and projects that relate to activities describedin the strategy implementation plans. Immediately hold meetings with suggested lead implementation partners anddevelopment agencies undertaking activities related to the sector, confirm theirengagement and capacity to undertake the activities prescribed in theimplementation plans. Identify activities for appropriate partner agencies and resources required. Coordinate implementation among all stakeholders, agree start dates anddetermine completion dates for the activities listed in the implementation plans.Agree progress measures to be applied and update implementation plansaccordingly. Convene periodic meetings of development partners to coordinate and managework, identify impediments, prioritise solutions, and publicise successes.The task force is expected to report its activities on a regular basis through the press andthrough regular reports to Cabinet to ensure ongoing support and cooperation.Key Performance IndicatorsEffective monitoring of the strategy requires regular monitoring of indicators, includingthe following:Value and volume of imports and exports;Volume of imported and domestic produce used in domestic markets, includingtourism;Farm gate and market prices;Accessibility of market information by stakeholders;Quality of market information available to stakeholders;

Registration of participants in national and international trade fairs;New investment in the value chain and re-investment of profits;Access to external sources of revenue available through finance and micro-financeinstitutions;Use of insurance policies along the value chain;Branding of the Fiji product for export;Range of processed and value-added products.Potential Development ScenariosOptimistic ScenarioIf the strategy is 100% implemented, there should be the following impact on the sector:1. Overall productivity and turnover of the sector will be enhanced giving rise to highernational economic growth and increased employment generation.2. The development and installation of agri-business marketing centres for collectionand grading of crops for processing, or selling and distribution and ensured qualityand quality consistency of production.3. An efficient mechanism for the collection and dissemination of information.4. Measures will be taken to implement technology up-grading, development,technology transfer & dissemination and R&D.5. Upgrading of facilities and resources, together with training, will provide for betterresearch opportunities in agriculture. Production facilities such as testing and controllaboratory will be established in order to be competitive in the international market.6. Extension services will be better suited to the needs of the market and be able toaccurately disseminate appropriate best farming methods to producers.7. New entrepreneurs will emerge and be encouraged to enter into the sector, andexisting businesses will continue to expand and develop.8. Grading standards and quality controls will be used more widely to productmarketing.9. Continuous training to upgrade human resources, both in the public and privatesector.10. Increased access to finance will allow enterprise capacity building, sector investment,and reduced reliance on Government resources.11. Banking costs will be reduced and mechanisms will be improved to provide financeto the sector at lower rates.12. Entrepreneurs will have better access to export financing and internationalagricultural expositions and trade fairs.

13. Implementation of strategic marketing measures will be facilitated using advancedmarketing techniques both for domestic and international markets. To establishdisplay centres and proliferate international trade & export and to search for newmarkets.14. Venture capital mechanisms will be encouraged and promoted allowing foreigninvestment to be attracted to sector opportunities.15. Farmers on leased land will have better security on their investments.16. Young farmers will have access to land.17. Teaching syllabi will be revised across all levels of education – from primary totertiary – and business models included to change mindsets for agriculture being acommercial enterprise.18. Access to farm inputs will be increased and better suited to the requirements of themarket.Alternative ScenariosIf the installation of agri-business service centres is not accompanied by other activitiesand key objectives, only a sub-optimal scenario is possible.1. The agri-business service centre will not operate at optimal efficiency and may workin parallel with other sector activities rather than in cooperation.2. There will continue to be a supply-demand mismatch.3. The task force will not be aware of current developments in the sector and thoseinvolved in sector activities will continue to operate with little cohesion or nationalplanning.4. Information will not be adequately disseminated along the value chain, reducingefficiency, planning, cooperation and trust between agents.5. Produce will not be sufficiently graded and quality controls not enforced, such thatthere is no efficient structure for marketing.6. Problems in access to land will continue to deter investment in the sector.7. Access to finance will remain difficult, forcing the Government to maintain its currentpolicy of hand-outs rather than acting as a service provider, as well as limitinginvestment.8. Research and Extension services will not best reflect market demands nor be able tobest advise the sector.If the strategy is not implemented at all, agriculture will continue to operate in an ad hocmanner with little planning. It will remain unable to reach its full market potential. With

little sustained growth, the sector will face increasing difficulties in remainingcompetitive in both its domestic and export markets.

Implementation Plan

Annex 1: Lead CoordinatorsObjectives 1:Establish a service system for collection, grading and distribution to ensure volumes andquality consistency.Sub-ObjectiveLeadPersonAssistingSupportPlanning and coordinationRichardBeyerMalcolmBossleyConduct a feasibility study Sam Foi LuisChang,MahensExportsSecure resources for funding operationsRichard Mere ToraBeyerEstablishment of a pilot centre Sam Foi Diven,MahensExportsTraining for farmers on Good Agronomic PracticesLuis SPCOrganisation of FarmersChangTTM LuisChangSPCSidney,SAOGovindRajuObjectives 2:Provide targeted market research information that will enable the sector to better competeand operate.Sub-ObjectiveLeadPersonAssistingSupportDetermine Market DemandMahens AgTradeExportsAssess Supply Side Capacity Diven KalistoBiaukulaAnalysis and Distribution of InformationRichard Sai NabouBeyerExport PromotionFrancesTavaiqiaSam Foi

Objective 3:Improve access to finance to enable sector operations.Sub-ObjectiveLeadPersonNeeds AssessmentTillmanBruettSmall-holder FinanceSavenacaNacanaitabaSME FinanceFrancesTavaiqiaExport Finance Trade &CommerceRisk ManagementDineshKumarAssistingSupportDineshKumarVishwaReddySavenacaNacanaitabaGraemeThorpeGraemeThorpeObjective 4:Align policy formulation to sector needs.Sub-ObjectivePromotion of AgricultureAccess to Agricultural LandCapacity Building on Policy Makers And Public PrivateDialogueLeadPersonRichardBeyerMereTora,RichardBeyerAssistingSupportMereTora, JudyHarmSukaRichardBeyer,JudyHarmSuka,AkiniQauqauMereTora, JudyHarmSukaObjective 5:

Provision of adapted technical support based on market needs.Sub-ObjectiveProvision of Planting Material and Research andDevelopmentReinforce Extension ServicesLeadPersonLuisChangRichardBeyerAssistingSupportDiven,ShalendraPrasad,SPCSidneySumaDiven