6. Quality determinants in Livestock Management System
Milk Production
OwnerOwner
•Recruit herdsmen
•Sells/Buys: choose breeds
•Determine general management and
intensification level
•Take on costs and investments
•Manage risks
HerdsmenHerdsmen
•Graze
•Milk:
o Daily milking activity
o Insure productivity of the cows by
grazing and watering practices
o Arbitration between calves feeding
and milking: park and make lots…
•Supervise animal care: assess and monitor
animal health, administrate treatment
•Responsibility engaged in case of losses
Cattle=
capital/wealth
Income sources in
other activities
Grazing/Milking=
main activity
Milk= Main income
source and staple
food
DECISIONS,
SUPERVISION
KNOWLEDGE,
MANAGEMENT
7. MILK MARKETING
• Sold by herdsmen or Abashundas
• Low demand, perishability: low quantities, multiplicity of actors
• Quality challenges in milk transportation:
Use of Jerry cans
Cleaning practices?
Dilution
• Low local demand, low prices
• No marketing of added value products
7Title
8. Transportation: new requirement, new actors?
• Cans: requirement for hygiene
Volume VS production?
Price VS profit?
Cleaning?
Can parc maintained, with deposit or share… 1st
step= Jerrycan
park?
• Professionalization of Abashundas: agents contracted for
collection
• Local collecting points
• Network from collecting points to the cooler
Vehicle?
8Title
9. Costs and margins changes for existing actors
• Costs for the owner
• Main margin for the herdsmen
• Small margin for Abashundas
• Margin transferred to owner: what will be the share for the
herdsmen? Who will accept to milk and graze for salary? Which salary
can be profitable enough for both parties?
• Volumes and centralisation of collection compatible with actual
transport system?
9Title
For 1L of Milk Herdsmen Milk vendor
“Abashundas”
Selling price 250 300
Margin 250 50
% final price 83.3 16.6
10. PROPORTION OF CATTLE OWNERS
Who will benefit? What is the target?
10Title
Buliisa Nebbi Nwoya
Households
interviewed 466 378 388
11. Inclusiveness of Milk value chain
11Title
• How to include poor, women and youth in milk value chain
development?
• Pro-poor development:
Include small scale livestock keepers collecting small quantities
Mediation and dialogue for:
Avoiding to evict actors (herdsmen, Abashundas)
Increasing on shares and professionalization of these service providers
• Job creation
Balance cooperative management and job creation: business and profit
orientation
• Women: developing processing activities
Added value creation via processing of milk: Yoghurt
Marketing development for local milk products: ghee and bongo
Outlet points and demand creation in trading centers and in other markets
12. Land use planning
• Improvement of breeds and productivity of the cattle for
reducing on the size of the herds without reducing the income
• Watering system for the cow, water collection points for
improving the productivity and reducing on the pressure on
river banks
• Organizing space for vegetable production along the Nile and
near the homesteads: regulation and protection of the garden
12Title
16. Cassava and farming systems strategies
16Title
• Major and flexible food security crop (relatively drought
resistant, stored in the garden)
• Grown by almost all the farming systems partly for food but
also for income
18. Constraints for productivity enhancement
Actual situation
• Planting material: introduction and
supply of improved varieties limited,
farmers are mostly exchanging stems
among themselves
• Fertility management:
cassava=heavy feeder
Fallows and Rotation: requires
availability of secured/owned land;
hardly practiced by small holders and
tenants
Intercropping with black eyed peas
• Weed control:
Related to fertility management
Labor intensive and impacting
productivity
Opportunities
• Supply in planting material
• Innovation in terms of intercropping and
legumes: black eyes peas and other varieties
• Manure-compost value chain development
and introduction of organic fertilizers
• Research and innovation regarding weeds
control
• Use of oxen for ploughing and weeding
19. Improving quality and post harvest handling
Constraints
• The reliance on sun-drying for
processing of chips creates serious
scale and quality issues.
• Processing is Labor intensive
• No stationed mechanics
Opportunities
• Sensitization about standards and
quality management
• Introduction of solar drying
technology
• Creation of local processing
plants including drying facilities
and cassava grater
• Vocational training for local
mechanics
19Title
20. Improved drying techniques
• Raised Platforms- Process hygiene greatly improved
• Solar drying- faster drying, contamination controlled (no direct
exposure to the air)
SUGGESTED WAY FORWARD
22. Marketing and market opportunities
• Marketing
Bulking-coordination
Market information
• Unexploited market opportunities: High quality cassava
flour (HQCF):
Partial wheat substitute in (pies, pastries, cakes, biscuits, and
doughnuts)
Use in livestock feed rations;
Energy drinks
23. • Transport challenges- transport bottlenecks and
repeated transactions are very costly given fresh cassava
is highly perishable. The bulkiness and low value of
fresh cassava can cause transportation costs to be a
large share of the final price.
• Storage methods- Although cassava roots survive well
underground, this method of storage requires land to
remain unproductive. Food security notwithstanding,
improved varieties may not survive for long
underground.
Specificity of FRESH cassava value chain
28. Results
• Farmer groups impacted negatively (Suspicion)
• Probably see one player thriving . Will prices still remain high??
• Adversarial relationship
28Title
29. Opportunities
• Cooperation for greater efficiency
• Co investment in equipment
• Extension services as a business
• Transport services
• Pollination services
29Title
33. Constraints
• Poor equipment used for application of agrochemicals e.g.
brooms, watering cans
• Absence of agro input shops in Buliisa district.(Masindi, Hoima,
Arua)
• Uncertainties around vegetable farming in grazing zones
• Inadequate or non existent advisory services.
34. Opportunities
• Vegetable production areas be demarcated within grazing areas
• Use of compost to increase productivity of the land
• Simple irrigation systems to sustain production
• Use of draught animals technology for transportation
36. GENERAL CONCERN
• Infrastructures and basic needs have to be provided as a
priority to enhance the productivity in the area
Roads
Power
Water
Health services
• Loan systems and business incubation centres for SME,
including youth and women
36Title
41. Intensification of livestock production
NEW VALUE CHAINS NEW SERVICES
• Reduce on pressure over farming land; reduce number of
heads: increase income/head
We first present the process from diagnosis to the platform and then the different areas covered and partners involved.
Explain that we chose to analyze more value chain in a comprehensive-qualitative way in order to give a general picture of the local economic mechanisms and potential. In-depth and quantitative analysis can be provided afterword if some specific point require it.
Generating employment and coordination all along the value chain.
