FIRST REGIONAL MEETING OF IFAD ROOTS

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Regional Cassava Processing and Marketing
Initiative
AGRO-PROCESSING PERSPECTIVE OF THE NIGERIA ROOT
AND TUBER EXPANSION PROGRAMME (RTEP)
BY
FEDERAL AGRO PROCESSING AND MARKET EXPANSION
GROUP (FAMEG)
NATIONAL CENTRE FOR AGRICULTURAL MECHANIZATION,
ILORIN
FIRST REGIONAL MEETING OF IFAD ROOTS TUBERS
PROJECTS14-16 November 2007Hotel Somatel -
Douala, Cameroon
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Introduction

• The Root and Tuber Expansion Programme (RTEP) was
  designed to address the major pit-falls of the
  Cassava Multiplication Programme (CMP)
• Post-harvest losses
• Inappropriate processing technologies
• Lack of product utilization
• Marketing opportunities

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Introduction

• The major objective of Processing component was
  to widen market options by
• Developing new derivatives for consumption and
  industrial uses
• Upgrading traditional products.

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FAMEG/SAMEG RTEP implementing partners

• Major implementing RTEP partners in the area of
  processing
• Federal Agro-Processing and Market Expansion
  Group (FAMEG)
• State Agro-Processing and Market Expansion Groups
  (SAMEGs)
• Day to day leadership in activities implemented
  at the state level
• Assistance to processing groups
• to link-up with industrial end users
• to promote marketing activities.

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1st TRI-TERM (ENDED 2003) PROJECT ACTIVITIES
ACHIEVEMENTS

• Inventory of processors, marketers, fabricators,
  end-users, private and public sector financial
  institutions
• Training of processing groups, processors and WIA
  on
• Improved technologies and processes
• Product diversification and utilization
• Group dynamics
• Capacity-building of equipment makers through
• Training in construction of relevant prototype
  machines
• Equipment demonstrations.

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1st TRI-TERM (ENDED 2003) PROJECT ACTIVITIES
ACHIEVEMENTS

• Training of SAMEGs/ groups on
• feasibility report preparation
• group dynamics.
• Chain integration Development of links between
• Processors and equipment makers
• Processors and end-users.
• Results
• Significant increase in processing activities at
  states level
• Significant increase in the income of RTEP
  beneficiaries.

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1st TRI-TERM (ENDED 2003) CONSTRAINTS

• Processing and marketing were the weakest
  elements in projects implementation
• Access to Processing equipment
• Poor quality and high cost of available
  equipments
• Poor access to credit for purchasing equipments
• Demonstrations not focused on economic
  profitability.
• Processing activities high costs for energy and
  labour lead to uncompetitive cost and quality of
  final products and low financial returns
• Lack of industrial end users
• SAMEGs strategy difficult to understand
• Disposal of wastages and effluents still a major
  problem .

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Lessons learnt from the 1st Tri-term

• The major lesson learnt
• Upstream sector was not sufficiently developed,
  which led to serious gluts, income losses and
  disincentive to sustained production.
• Consequences on the 2. Tri-term
• A paradigm shift from upstream to downstream
  activities
• Increased funds allocation on processing and
  marketing
• More emphasis on private sector and agribusiness.
  
• Increase in linkages processors and marketers
  with industrial end users, financial
  institutions, equipment makers, etc.
• Increased institutional linkages with other
  projects
• Rural Micro Finance Project, CBNRMP, USAID-funded
  PRISMS, SPFS, NFDP II etc.

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2nd Tri-Term Priority Areas of Work for RTEP

• Organization of groups of growers, processors,
  marketers, service providers, equipment makers
  and end-users to facilitate linkages and access
  to finance/capital, technology, extension and
  inputs.
• Organization of clusters of commercial processing
  groups and establishment of linkages to
  flash-drying enterprises.
• Higher focus on equipment
• Development and/or importation of prototypes of
  peeling, washing, drying machines, etc
• Identification of technologies and processes for
  yam, cocoyam and potato.
• Increased attention on quality management
  systems.

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2ND TRI-TERM OBJECTIVES

• Increase of production and productivity to bridge
  the competitiveness gaps
• Promotion of further product diversification
• Change from state to community-based approach
• Adoption of group dynamics as the focus of
  extension activities
• Incorporation of rural enterprise management
  (REM) into all production and processing
  activities.

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Processing and marketing enterprises

• Guiding principles
• Enterprise establishment will be community-based
  and demand driven
• Enterprises owned by groups
• Selection criteria track record of achieved
  results
• The group will
• Play active role in enterprise development.
• Take direct control of the day-to-day running of
  their business.
• Receive technical and managerial assistance
• Promotion of product diversification gari,
  chips, HQCF and odorless fufu combinations)
• Limit the processing capacity per enterprise to
  0.5 tonnes per day

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2ND TRI-TERM Activities Implemented Results

• Training workshops on
• Rural Enterprise Management (REM) and Community
  Driven Development (CDD)
• Cassava quality standards
• Market linkage and technology development (for
  National stakeholders).
• Fabricators exhibitions of cassava processing
  equipment.
• Thematic studies of the SAMEGs
• Equipments
• Cassava peeling machine efficiency 85 to 95,
  loss below 10, capacity of 800kg/hr, developed
  by NCAM-assisted fabricator.
• Drying system bridges the output between the
  small capacity inefficient dryers and the high
  capacity flash dryers, developed by NCAM.

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Challenges

• Groups
• Financial constraints of groups unlikely to
  provide their 20 share to the projects funding
• Skepticism towards group ownership preference
  for individual ownership of processing
  facilities.
• The market of High Quality Cassava Flour (HQCF)
  The flour millers are not interested to buy
  cassava flour and thus ignore the National Policy
  on integrating cassava flour into bread flour.

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Expected Outputs from the 2nd Tri-Term
Implementation

• Establishment of 575 processing centres.
• Production of 86,250 metric tons of high quality
  roots and tubers derivates requiring 345,000
  metric tons of fresh roots and tubers annually.
• Empowerment of 17,250 processing families
• Empowerment of 3,450 marketing families
• Empowerment of 28,750 farming families
• Training of
• 17,250 group beneficiaries
• 6,000 farmers
• 5,000 youths
• 390 artisans
• 104 equipment makers
• 130 SAMEG members

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THE END